ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET - 2010-2011 DOWNTOWN BOAT SLIPS
GRAND OPENING SEPTEMBER 2010
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ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET •,J'� .�.4 ”/�_
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CITY OF CLEARWATER, FLORIDA
2010 - 2011 Annual Operating
and Capital Improvement Budget
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FRANK V. HIBBARD
PAUL F. GIBBON
Mayor Councilmember
JOHN DORAN BILL JONSON
Vice-Mayor Councilmember
GEORGE N. CRETEKOS WILLIAM B. HORNE, II
Councilmember City Manager
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:�. � CITY OF CLEARWATER
POST OFFICE Box 4748,CLEARWATER,FLORIDA 33758-4748
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a'Q ���� CITY HALL, 112 SOUTH OSCEOLA AVENUE,CLEARWATER,FLORIDA 33756
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CITY MANAGER
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October 30, 2010
Honorable Mayor and Members of the City Council
City of Clearwater,Florida
I am pleased to present the 2010/11 annual operating and capital improvement budget for the City of
Clearwater. The adopted budget is $368,841,710 for citywide services, a decrease of more than $5
million across all city operating, special revenue, and capital improvement funds from the 2009/10
adopted budget. The adopted millage rate of 5.1550 mills did not change for this new fiscal year, and is
10.5%lower than the rolled-back rate of 5.7610 mills.
As in recent years, this budget continues to be impacted by significant losses in property values. The
City's taxable value fell by more than 10% this year, reflecting a loss of close to $1 billion in value,
representing a 29%decline from the point in which City property values peaked just three years ago.
Early in the budget process, the City Council gave guidance to provide to them a balanced budget in June
with no millage increase, or at the most a very small increase in the millage rate. In response, my
proposed 2010/11 General Fund budget was $111,437,900, a 3% decrease from the previous year General
Fund budget, with a proposed millage rate of 5.155 mills, which was the same as the 2009/10 adopted
rate. This budget and millage rate were adopted by the City Council in September with only one minor
change, to add back a Parks and Recreation Technician position that supports maintenance efforts at
Clearwater Beach.
Budget Philosophy
In March 2010, staff presented the City Council with a review of the Five Year Financial Forecast of the
1 General Fund. The forecast illustrated the growing difference between annual expenditures and the
revenues available to support these expenditures, expected to be as much as $9 million in fiscal 2010/11.
It indicated how the downward trend in property values and overall economic downturn was anticipated
to severely impact the City of Clearwater. And, in addition to growing expenditures and decreasing
revenue, the forecast demonstrated how the increase in funding requirements for property and liability
insurance, employee pension contributions, employee health care contributions, and merit and union step
increases impact the General Fund in the long term.
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"EQUAL EMPLOYMENT AND AFFIRMATIVE ACTION EMPLOYER"
Numerous opportunities were reviewed to close the budget gap for fiscal year 2010/11. The City Council
made a decision in the spring of 2010 to pay off all outstanding debt impacting the City's General Fund
budget in order to provide approximately $1 million of operating savings to the General Fund on an
annual basis. The only debt costs that remain in the general fund in fiscal year 2010/11 and into the
future are approximately $500,000 of annual expenditures representing lease purchase debt on city
vehicles and equipment. Also, for the second consecutive year, the City Council made a decision to
allocate operating reserves for retirement incentive packages and the payout of employee accrued leave,
to encourage the retirement of"retirement eligible" employees. This allowed for the abolishment of at
least twenty-five of the retiree positions, as well as annual savings projected at approximately $2.1
million annually. Some of the major changes that impact specific department budgets are outlined below.
During the budget process, the Council also requested a proposal from the Pinellas County Sheriff's
Office to provide police services. The Sheriff's initial proposal was received in April, and the City
Council reviewed the proposal with the Sheriff and staff. At this time, the City Council has decided to
maintain the City's Police Department, but the review resulted in at least one long term opportunity that
could result in the consolidation of the current communications operation of the Police Department with
the Sheriff in the next few years.
The approved Police Department budget results in savings of more than two million. The budget
eliminates a total of 33.9 full-time equivalent positions, seven of which were promised and have already
been eliminated through attrition in the current year. Of the remaining 26.9 positions, seven of these
positions, representing officers and sergeants, will be funded in the adopted budget from General Fund
reserves in the amount of$528,530, allowing for these positions to be eliminated as vacancies occur. The
budget provides for the temporary suspension of the Take Home Vehicle program and the closure of the
Downtown Bike Substation. I
Clearwater Fire &Rescue provides emergency medical services (EMS) in the Clearwater Fire District on
behalf of Pinellas County. Due to the current economic climate of declining property values, the County
terminated the existing five-year EMS contract with the city and with each of the other municipalities
effective at the end of fiscal year 2009. At the current time the City is working under a one-year contract
with Pinellas County that will expire September 2011. Pinellas County will be considering an
independent study of the entire system which is expected to be complete in the fall.
The City did obtain an independent efficiency review of the Fire Department by the Matrix Consulting
Group, the results of which were presented to the City Council in April 2010. The study determined the
Department to be performing at a high level of efficiency and productivity and no changes were
recommended. Still, in light of the current economic circumstances, this budget includes the elimination
of Rescue 50 and seven full-time equivalent positions that were stationed at the Countryside fire station.
To provide advanced life support services to the Countryside area, Engine 50 will be upgraded from a
basic life support (BLS) unit to an advanced life support (ALS) unit. This is accomplished by replacing a
firefighter with a paramedic on Engine 50 and transferring ALS equipment to the fire engine. The
reduction of the seven FTE positions and the vehicle will ultimately result in savings of approximately
$510,000 annually, but only two of the positions eliminated are currently vacant, so this budget includes
funding$362,580 from General Fund reserves in fiscal year 2010/11 to allow the remaining five positions
to be eliminated as vacancies occur.
The Parks and Recreation Department budget maintains the City's current facilities and programs to the
best of its abilities while still providing over $700,000 of budget reductions. Seven full-time equivalent
positions have been eliminated in this budget,primarily through the reduction of staffing in the Parks and
Beautification special teams. The Parks and Recreation department will be seeking partners to maintain
and schedule several ball fields including Belmont, Marymont and U.S. 19, continuing the department's
efforts to concentrate efforts and funding toward citywide facilities rather than neighborhood programs.
The Martin Luther King Center (MLK) contribution and operating costs have been eliminated from this
budget. The outside agency currently operating the MLK center will have the opportunity to stay at the
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center, but without City funding. The "doggie pot" program will be eliminated requiring citizens to
provide their own bags in City dog parks. And,the City's annual color program will be scaled back with
the exception of downtown and the Memorial Causeway. Special event programs remain funded at the
current levels and continue to focus on core City events.
The Planning and Development Department has been reorganized by eliminating two Planner I positions
that were dedicated to staffing the zoning counter and creating a new Planner II position. With the
elimination of the Planner I positions,the entire Development Review staff is now responsible for staffing
the zoning counter on a rotating basis. While this provides more experienced staff interacting with the
public on a regular basis, it will impact the time Planner Its and IIIs had previously used to process and
review site plans and comprehensive sign program applications. An additional change eliminates a
position of Planner II in the Long Range Division which will redirect the focus to state mandated
activities and allow less time to devote to desired long range planning projects, code amendments, and
special plan revisions.
Several changes will be impacting the Engineering Department in the adopted budget. A position of
Professional Land Surveyor will be eliminated. This position provided quality control and technical
review, as well as supervision to the survey operation. The responsibilities of this function will now be
provided by the Geographic Technology Manager. In addition,a position of Senior Professional Engineer
is eliminated overseeing the traffic calming program and project management for pedestrian trail and
other mobility type projects. These responsibilities will be absorbed by the two Engineering Specialists
in the traffic division. And finally, a position of Traffic Engineering Assistant will be eliminated. This
position assisted in private development site plan review and construction inspections; responded to
citizen complaints; processed miscellaneous walk through permits; conducted field traffic counts and
turning movements; and produced traffic operations graphics. A majority of these functions will be
absorbed by the remaining Traffic Engineering Assistant with assistance provided from the engineering
specialists. All of the above changes are manageable, but all will likely impact efficiency and response
times to some extent in this department.
Almost every City department has been impacted by reductions in staffing levels and once again, travel,
1 training, memberships and other operating costs have been reduced in some manner throughout the
organization. A complete list of all personnel reductions is included at the conclusion of this letter and
executive summary.
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Long Term Savings Initiatives
In December 2009, the City of Clearwater received statewide certification as a Green City from the
Florida Green Building Coalition recognizing the City's efforts toward improving the City's
environmental performance. As a means to continue in this effort, the City recently entered into a
guaranteed energy savings contract. This contract will achieve long term energy savings over a period of
fifteen years throughout our current City facilities by installing high energy lighting and air conditioning
upgrades, pool motor upgrades, and roofing systems with a guaranteed energy savings agreement. The
first year of savings under the contract is estimated at almost $200,000 annually, and these savings are
reflected in the adopted operating budget.
To assist with reducing medical insurance costs, the City moved away from the standard premium plan
with our insurer (CIGNA) to a minimum premium plan whereby the City pays only a fixed amount for
administration costs and the actual cost of claims incurred. The minimum premium plan is a fully insured
plan that provides for a maximum out of pocket cost just as a standard premium would, with the
difference being the City will realize any benefits if our actual claims incurred are less than expected. In
order to reduce our claims, the City Council directed staff to implement an employee medical clinic and
to fund it from reserves through the end of fiscal year 2010/11. The clinic will provide primary and acute
health care and prescription medications free to those enrolled in the City's medical insurance at a lower
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cost than claims for similar services that would be submitted through CIGNA,resulting in savings to both
employees and the City. The clinic opened in July 2010.
The City Council has also requested that staff work with our actuary to analyze the costs/savings of
potential pension plan changes. That study will be complete, and this review will be part of the 2011/12
budget process.
Public Meetings and Budget Hearings , I
Several public meetings were held over the summer months to discuss the 2010/11 budget. Initially, the
City Manager's proposed budget was presented to the City Council at a Special Budget Meeting on July
13th. At the July 15th City Council meeting, the Council set a preliminary millage rate of 5.1550 mills.
This was the rate included in the TRIM notice to property owners in August. In addition, a public
meeting to gather public input on the budget was held on August 30th. The formal public hearings on the
proposed and tentative millage rate, operating, and capital budgets were held the evenings of September
9th and 22°d at the regularly scheduled City Council meetings. Citizens and property owners were
encouraged to attend and participate in all of the above meetings and all of the meetings were televised on
the City's news channel.
In Summary
Looking toward the next budget year, we expect further financial challenges. The financial forecast
section of this document anticipates falling values once again and as much as a $5 million general fund
deficit in fiscal 2011/12. We will be working diligently with staff and the City Council over the next
several months to work proactively toward solutions to deal with this on-going issue.
As a first step toward balancing the budget next year, the current adopted budget provides the City
Council and citizens of Clearwater not only with a balanced budget with no millage increase, but also
offers further savings. Annual General Fund revenues are estimated at $111,470,350, including a net use
of General Fund reserves in the amount of$670,260. This use of reserves is actually two parts: the first
represents the use of$891,110 of General Fund reserves to fund the one-time costs of attrition for police
and fire positions in programs that are being eliminated in this budget;the second amount$220,850 is the
net of annual revenues vs. expenditures in the 2010/11 adopted budget,net of the costs of attrition, which
will be returned to reserves for the fiscal year. This net savings of$220,850, as noted above, provides a
first step toward balancing next year's general fund budget.
In any budget process, it is always a challenge to balance competing needs against limited resources and
this budget year is no exception. What made this year particularly difficult was the fact that it follows the
numerous reductions made these past two budget cycles. Such a process of cost cutting and service
reductions will be difficult to sustain,but I am confident that with the commitment of this Council and the
City staff,we will manage to execute all of the above while minimizing impacts to our citizens.
As a final note,I would like to extend my personal thanks to the City Council and our City employees for
the considerable amount of time and effort spent in the process of developing and adopting this budget. t'
Respectfully submitted, I
410ea.v.. 6 .
William B. Horne II
City Manager
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IExecutive Summary
The following provides a summary of some of the other major components of the adopted budget,
I including information on each of the City's enterprise and internal service operations, as well as the
Capital Improvement budget.
1 Taxable Values
I Falling property values are once again a major concern. After peaking three years ago, with the 2007
values, the City's taxable values are falling once again by 10.4%, from $8.8 billion to $7.9 billion
including new construction. The value of new construction totals approximately $39 million, the lowest
rate for new construction in more than a decade. Excluding new construction, current year adjusted
I values actually fell by almost $945 million, or 11%. In just three years, total City taxable values have
declined by more than 28%.
1 City of Clearwater
Taxable Values
1 2010 Taxable Value $ 7,900,130,983
2009 Taxable Value 8,820,492,387
I Analysis Decrease $(920,361,404) (10.4%)
nalysis of Taxable Value Loss:
Loss in Current Values $ (959,860,280)
I New Construction and Annexations 39,498,876
Total Decrease in Taxable Value $(920,361,404)
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1 Clearwater Taxable Values
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2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
City Millaae Rate
I The following table provides a history of the City's millage rate. The rate was at the highest point in
fiscal years 2003 through 2006 at 5.753 mills and at the lowest point in fiscal year 2007/08 at 4.6777
mills with the passage of Amendment 1.
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o Clearwater Millage Rates I
7.0 r 5.5032 5.753 5.753
6.0 -, 4.6777 5.155
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The adopted General Fund budget is a balanced budget,with a millage rate of 5.155 mills for 2010/11,the
same as the millage rate for fiscal year 2009/10. The rate reflects a 10.52%decrease from the rolled back
rate of 5.7610 mills. The adopted millage rate of 5.1550 mills will generate approximately $4.7 million
less in property tax revenues than the 2009/10 budget,as outlined in the next table.
Property Tax Revenues
The adopted property tax millage rate of 5.155 mills will generate approximately$37.3 million to support I
General Fund operations in fiscal year 2010/11, a reduction of approximately $4.5 million from the
2009/10 budget,representing a revenue reduction of almost 11%. In addition,per City Council policy, a
portion of the total millage is set aside to provide funding for City road maintenance projects. The road
millage has also been reduced from $2.1 million in 2009/10 to $1.9 million 2010/11, a further reduction
of almost $225,000 from the 2009/10 budget, reflecting a total reduction of$4.7 million in the City's
reliance on property tax revenues.
•Clearwater Property Tax Revenues c i 1
60,000 $53.3 m
50,000 $43.9 m
$41.3 m $39.1 m
c 40,000 $27.6 m —
g 30,000
20,000 . . —
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a . from a hi h of$53.3 million in fiscal year 2006/07 to the
In total, property tax revenues have dropped g $ y
adopted$39.1 million in fiscal year 2010/11,a reduction of over$14 million in four years.
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I An interesting historical observation when reviewing the last three graphs presented above is that 2010
taxable values of$7.9 billion are only slightly higher than six years ago, when the 2004 values were $7.5
billion. At that time, the City's millage rate was 5.753 mills compared to the approved 5.1550 mills, and
City property tax revenues were $41.3 million in 2004/05 compared to the approved $31.9 million for
2010/11.
IChange in Full-time equivalents
• Total full-time equivalent positions for 2010/11 are reflected at 1,703.9 FTE's, a reduction of
1 62.9 FTE positions from the approved 2009/10 budget;
• General Fund employees total 1,041.9, a reduction of 49.2 FTE's;
I • The City has reduced city-wide full-time equivalent positions by 13%and General Fund full-time
equivalent positions by 19%over the last four years.
A list of changes to FTE positions across all City operations, including the transfer of FTE positions
between Departments,is included at the end of this section.
Employee Merit and Step Increases
I • The current collective bargaining agreements between the City and FOP Officer and Supervisor
bargaining units were made effective October 1, 2009. Each agreement includes a re-opener to
discuss wages for the second and third years. The City and each bargaining unit agreed to no
I general wage increase and also agreed to one unpaid furlough day for each bargaining unit
member for the FY 2010/11 contract year, as well as a second unpaid furlough day for each
bargaining unit member for the FY 2011/12 contract year. The budget in the Police Department
reflects bargained step increases only effective October 1, 2010 for all FOP bargaining unit
Iemployees. No general wage increases are budgeted.
• The most recent collective bargaining agreement between the City and IAFF expired on
I September 30, 2008 and the City and Union are currently engaged in negotiations. The 2010/11
budget for the Fire Department reflects bargained step increases only effective October 1, 2010
for all IAFF bargaining unit employees. No general wage increases are budgeted.
I • The 2010/11 fiscal year is the third year of a three-year collective bargaining agreement between
the City and the CWA union. The contract provides for a wage re-opener for the 2009/10 and
I 2010/11 budget years. The CWA bargaining unit will conduct a ratification vote for a one-time
$100 cash payment for each bargaining unit member that was awarded by the City Council at the
Impasse hearing to settle negotiations for the 2009/10 budget year. The City and Union will
subsequently return to the bargaining table to discuss the wage re-opener for the FY 2010/11
I contract year. The 2010/11 budget does not provide for any merit or general wage increases for
CWA bargaining unit employees.
I • The 2010/11 budget does not provide for any merit or general wage increases for SAMP level
(Supervisory,Administrative,Managerial,and Professional) employees.
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City Pension Costs
The actuary report for the Employees' Pension Plan as of January 1, 2010, indicates that a required City
contribution of$19,361,992,which is 24.07%of covered payroll,is required for fiscal year 2010/11. The
City's fiscal year 2009/10 required contribution was $23,948,586 or 29.17% of employee salaries and
wages, with 20% funded in the 2009/10 budget. The 2010/11 budget reflects a 20% increase in the
contribution rate,from 20%to 24%,of covered payroll,which due to reductions is staff levels and limited
pay provides increases, rovides approximately $18 million of the required contribution for the 2010/11 budget.
Any shortfall in required contributions will be funded from the pension plan credit balance, which has a
current balance of approximately$8.4 million.
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Medical Insurance Costs
In fiscal year 2010/11, City medical insurance contributions are budgeted at $6,200 per employee, the
same as budgeted in the last three year's annual operating budgets. This complies with the City Council
direction to maintain City costs for employee medical insurance at a constant level.
Medical insurance for employees is budgeted at $9.9 million across all City operations, a reduction of
$426,410,or 4%, from 2009/10, due to the elimination of full-time positions across the City. The cost to
the General Fund is estimated at$6 million,down from$6.3 million in 2009/10.
Property and Liability Insurance I
The City's budget for property and liability risks for fiscal year 2010/11 is approximately $3.48 million,
as compared to $3.95 million in fiscal year 2009/10, a decrease of approximately 12%. The cost to the
General Fund is estimated at $1.86 million, down from $2.26 million in 2009/10, a decrease of
approximately 17.6%. Council directed staff to reduce the level of insurance for property coverage for
city-owned assets from$50 million to the current $35 million. The City self-insures for any losses above
this amount. The fiscal year 2010/11 budget allows for a rate adjustment at renewal and assumes that the
City continues to insure at the$35 million limit.
' Compensation
Worker's Compe n s o
The City's cost for worker's compensation is expected to decrease by approximately 2.3% in the new
fiscal year. In fiscal year 2010/11, workers compensation costs across all City operations will decrease
from $2.16 million in fiscal year 2009/10 to approximately $2.11 million in this budget, a reduction of
$50,000 citywide. These savings affect the various funds in different ways since the costs are allocated
based upon the number of employees and the worker's compensation claims experience. The costs to the
General Fund increased slightly this year by approximately $39,000, mainly related to Police, Fire, and
Public Works Construction.
Debt Administration
The City maintains separate accounting records for all debt principal, interest, and reserve requirements
for all General Long Term Debt. Separate budgets are not adopted for these debt service funds, but
appropriations are included in the operating expenditures of all related operating funds. There is no
general obligation debt outstanding as of September 30,2010,and no general obligation bonds have been
issued during this past year.
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• Per City Charter,the City's indebtedness, including revenue,refunding and improvement bonds, shall not
exceed 20% of the current assessed valuation of all real property located in the City. At fiscal year-end
2009, the City's outstanding debt of approximately $272 million represents about 2.8% of the assessed
I $9.7 billion valuation of non-exempt real estate, well within the resource capacity of the individual
pledged sources. This computation includes all outstanding revenue bonds as well as all outstanding
lease purchase contracts.
General Fund Reserves
The City Council's current policy
re q uires that the City ty maintain a General Fund reserve equal to 8% of
the subsequent year's budgeted expenditures as a contingency fund to meet unanticipated financial needs.
I In addition, the City Council will maintain an additional General Fund reserve equal to '/2% of the
subsequent year's budgeted expenditures to fund retirements of General Fund long-term employees
during the given fiscal year.
I Based upon the approved General Fund budget, the City will maintain a General Fund reserve of
approximately $17.1 million, or 15.3% of the fiscal year 2010/11 operating budget. This maintains the
City's General Fund reserve at a level of approximately$7.6 million over the required reserve policy.
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IGeneral Fund Expenditures
I With the program reductions outlined above and reductions in full-time equivalent positions, almost all
General Fund Departments,reflect a reduction in comparison to the 2009/10 budget. Total General Fund
expenditures for the approved 2010/11 budget are 3% less than the previous year's budget. In three
1 budget years the City has reduced annual operating expenditures in the General Fund by 9% from $122
million to$111 million.
I The graphics provided on the following pages provide some insight as to budget impacts by Department
and by major General Fund category.
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GENERAL FUND EXPENDITURES BY DEPARTMENT
Fiscal Year 2010/11
$ 111,470,350
Public Services I
2%
Parks 8< Rec_ '�°" °. �� ��°"'`
1
Police 33%
17%
Planning &
Development
4%
Non
Departmental
City Adm A�
4%
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Library
5%
Other*
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5070 Fire
20%
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Engineering
7%
Department 2007/08 2008/09 2009/10 2010/11 %
Change
Police $36,970,730 $36,949,610 $37,415,990 $36,371,290 (3%)
Fire 21,423,410 21,258,430 21,760,100 22,406,590 3%
Parks and Recreation 21,888,050 21,123,800 19,739,130 19,006,070 (4%)
Non-Departmental 6,394,690 4,748,000 4,903,750 3,254,400 (34%)
Engineering 7,028,070 7,283,880 7,441,890 7,283,430 (2%)
Library 6,433,700 6,065,270 5,710,940 5,718,790 0%
City Administration(1) 5,303,370 5,081,040 4,750,300 4,461,460 (6%)
Planning&Development Services 5,710,690 5,539,010 4,679,890 4,461,860 (5%)
Public Services 3,684,770 3,546,560 2,580,000 2,436,100 (6%)
Finance* 2,265,190 2,265,030 2,195,470 2,180,180 (10%)
Economic Development* 1,436,710 1,389,940 1,374,570 1,347,210 (2%)
Pier 60/Sailing Ctr/Beach Guards* 1,221,490 1,248,600 564,440 540,540 (4%)
Human Resources* 1,231,480 1,212,180 1,108,350 1,052,110 (5%)
Public Communications * 1,098,590 1,088,580 1,031,750 950,320 (8%)
Annual Operating Expenditures 122,090,940 118,799,930 115,256,570 111,470,350 (3%) 1
General Fund Reserves 1,086,690 196,730
Non Departmental—Capital(2) 2,300,000 1
Total Operating Budget $123,177,630 $121,099,930 $115,453,300 $111,470,350 (3%)
(1) Includes budgets of City Council,City Manager's Office,City Attorney's Office,Official Records,Office of
Management and Budget,and City Audit.
(2) In 2008/09,the Non-Departmental program includes the allocation of$2.3 million of General Fund reserves to
fund the Long Center&McMullen Tennis capital improvement projects.
* These programs are reflected in the category of"Other"on the above graph. I
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I GENERAL FUND EXPENDITURES BY CATEGORY
Fiscal Year 2010/11
$ 111,470,350
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II Personnel
69.5% Operating
n 16%I I
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Ii�t„t-,,.,ESS..
Internal
Service
11%
� � � � Debt/Capital
.5%
1
Interfund
1 Transfers
3%
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Category 2007/08 2008/09 2009/10 2010/11 %Change
Personnel $80,887,840 $79,444,660 $ 77,650,700 $77,542,810 0%
III Operating 20,106,570 18,956,170 18,826,380 17,677,510 (6%)
Internal Service 14,235,170 14,140,360 13,247,800 12,148,560 (8%)
Interfund Transfers 4,578,400 6,567,580 3,764,730 3,508,990 (7%)
I Debt Service
Capital 2,179,830 1,887,980 1,646,060 534,810 (68%)
103,130 103,180 120,900 57,670 (52%)
Allocation to Reserves 1,086,690 196,730
Total Operating Budget $123,177,630 $121,099,930 $115,453,300 $111,470,350 (3%)
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GENERAL FUND REVENUES
The City's reliance on property tax revenues continues to decline in this approved budget. Property tax
revenues now represent about 33% of the total General Fund budget, down from a high of 41% in fiscal
year 2006/07. Property tax revenues for General Fund purposes are $37.3 million, down from $41.8
million in the 2009/10 budget.
Franchise and utility tax revenues continue to provide the second largest source of General Fund
revenues,and is the only major revenue source providing any steady annual growth. Franchise and utility
taxes collected on power and utility services are anticipated to be $23.4 million, representing 21% of
fiscal year 2010/11 budgeted revenue,which is up 4%from the 2009/10 budget.
The General Fund is reimbursed by the various Enterprise Funds for administrative services provided to
those operations including a portion of the City Manager, City Attorney, Human Resources, and Finance
Departments. The General Fund is also reimbursed for any direct services provided to Enterprise Funds
by operational departments such as Parks and Recreation or Public Works. And finally, most of the
Enterprise operations pay the General Fund a"payment in lieu of taxes"(PILOT)by City Council policy. I
This category of revenue is depicted on the following graph and chart as Interfund Charges. The
combined receipts provided by interfund charges to the General Fund are approximately $16.9 million,
representing 15% of total General Fund revenues. These revenues continue on a downward trend,
primarily due to reductions in administrative service budgets over the last few years.
The next largest source of revenue for the General Fund is the Communications Services and Sales Tax
category at 11% of total revenues. Sales tax revenues continue a downward path and are estimated to
decrease by 3% to approximately $5.1 million in fiscal 2010/11. Collections for the Communications
Services Tax are estimated at $6.6 million, approximately a 3% decrease from the 2009/10 budget. The
estimated revenues for the combined Local Communications Services Tax and Sales Tax category of
revenues will be approximately $11.8 million in the new fiscal year, which combined is approximately
3%less than 2009/10 estimated revenues.
Intergovernmental revenue or revenues received from federal, state, or local governments, accounts for
$11.2 million, or 10% of General Fund revenue. Primary receipts in this category include Fire and EMS
revenues received from Pinellas County and the Pinellas County Library Cooperative funds. Anticipated
Fire and EMS revenues are down $77,810, or 1% from fiscal year 2009/10 levels, and Pinellas Library
Cooperative funds are also down$92,670,or 12%less than 2009/10.
Business Tax Receipts and Building Permits represent 3% of General Fund revenues. Although new
construction is down, it appears that with home improvement projects, this revenue source may have
bottomed out in the current fiscal year. These revenues estimated to increase slightly in 2010/11.
The category of revenue recognizing Charges for City Services accounts for approximately $3.8 million,
and represents only 3%of the City's total General Fund revenues. This category includes revenues for all
of the City's recreation and library programs, as well as some specific planning and public safety fees.
This category of revenues is anticipated to decrease by approximately 2%in the recommended budget.
Other smaller General Fund revenue sources include the revenue categories of Fines and Penalties and
Miscellaneous revenues. Together,these sources represent approximately 2%of General Fund revenues.
The approved budget reflect the use of a net of$670,260 of General Fund Reserves to provide funding for
the attrition of twelve Police and Fire positions in programs eliminated in this approved budget.
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I GENERAL FUND REVENUES
Fiscal Year 2010/11
$ 111,470,350
I
Miscellaneous Reserves
I Interfund 2% 1%
Property Tax
Charges 33%
15% ti
I 14
Charges for
I Service
3% ,
Intergovrmm�t ,
Fines &
I Penalties
1%
I License/ Comm Svc &
Permits Sales Tax
3% 11%
I Franchise/
Utility Tax
21%
I
IRevenue Source 2007/08 2008/09 2009/10 2010/11 %Change
Property Tax $47,273,940 $43,461,390 $41,786,420 $37,271,490 (11%)
I Franchise/Utility
Interfund Charges 21,762,030 21,849,620 22,473,860 23,433,380 4%
17,193,280 17,445,130 17,516,670 16,926,050 (3%)
Comm Service/Sales Tax 13,610,070 12,086,500 12,127,600 11,760,160 (3%)
Intergovernmental 11,809,270 12,357,120 11,350,290 11,242,160 (1%)
I Licenses/Permits 4,492,580 4,242,500 3,550,000 3,615,000 2%
Charges for Service 3,763,800 4,151,420 3,904,660 3,814,050 (2%)
Miscellaneous 2,317,660 2,303,950 2,066,500 2,049,000 (1%)
I Fines&Penalties 955,000 902,300 677,300 688,800 2%
General Fund Reserves 2,300,000 670,260 n/a
Total Revenues $123,177,630 $121,099,930 $115,453,300 $111,470,350 (3%)
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UTILITY FUNDS
Fund 2007/08 2008/09 2009/10 2010/11 %Change
Water&Sewer $59,930,170 $60,609,860 $58,672,340 $63,870,330 9%
Gas 45,896,470 38,534,500 40,528,040 34,886,010 (14%)
Solid Waste 18,068,320 18,735,750 18,759,080 17,963,990 (4%)
Stormwater 14,436,690 13,800,460 15,579,600 14,496,950 (7%)
Recycling 2,834,930 3,210,940 2,949,470 2,864,150 (3%)
Total $141,166,580 $134,891,510 $136,488,530 $134,081,430 (2%)
Water and Sewer
Water and Sewer Fund revenues and expenditures are anticipated to be approximately $63.9 million in
fiscal 2010/11. The Water and Sewer Fund budget anticipates the use of almost $3 million in available
reserves to fund capital projects. The staffing level of 166 full-time equivalent positions in the approved
budget reflects an increase of two positions. The increased positions are for the addition of one Utilities
Mechanic in the Maintenance program and one Public Utilities Technician in the Reclaimed Water
program.
A water and wastewater revenue sufficiency analysis update was completed by the outside consultant
agency, Burton and Associates, in June 2009. Results of the study concluded that the City's current plan,
which includes 7% rate increases in fiscal year 2011, and 6% increases in 2012 and 2013 will provide
adequate revenue to meet the utility's cost, debt service coverage, and reserve requirements through fiscal
year 2013. This plan is inclusive of Pinellas County planned water rate increases. Based upon the results
of this plan, the water and sewer budget anticipates the Council approved rate increase of 7% effective
October 1,2010.
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Gas
Budgeted revenues for fiscal year 2010/11 are approximately $40.2 million, which includes the use of
$1.7 million of previous years' retained earnings for the Gas dividend payment t o the General Fund.
Estimated Gas Fund expenditures are $34.9 million for fiscal year 2010/11, a decrease of 14% primarily
due to a reduction in planned capital projects and anticipated reductions in gas commodity costs.
The Gas Fund reflects a staffing level of seventy-seven full-time equivalent positions in the approved
budget, the same as the 2009/10 adopted budget. There are no planned rate increases for gas in the
2010/11 fiscal year. I
Solid Waste
The Solid Waste Fund operating budget reflects anticipated expenditures of$18 million in fiscal 2010/11
offset by operating revenues of approximately $19 million. Approved expenditures actually reflect a 4%
decrease from the 2009/10 adopted budget. Based upon the current rate study, solid waste rates reflect
the Council approved increase of 5% for residential rates from $23.68 to $24.86 effective October 1,
2010. Commercial rates will also increase by 5%and roll-off rates will increase 4.5%.
The staffing level of 112 full-time equivalents is the same as the 2009/10 adopted budget. I
Recycling
Recycling expenditures are anticipated to be approximately $2.9 million in fiscal year 2010/11, a 3%
decrease from the 2009/10 adopted budget. Annual revenues are budgeted at $2.8 million and the
Recycling Fund budget anticipates the use of approximately$110,000 of Recycling Fund reserves to meet
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I anticipated expenditures in fiscal year 2010/11. The Recycling Fund reflects a staffing level of 22.3 full-
time equivalent positions in the new fiscal year,the same as the 2009/10 adopted budget.
I Recycling fund revenues reflect the City Council approved rate increase of 3%effective October 1, 2010.
The monthly Recycling residential rate will be $2.19, up from $2.13. Pinellas County has deferred any
decision on a countywide curbside recycling program until January 2011. This budget makes no
provision for any revenue related to that program.
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Stormwater
1 Stormwater expenditures are estimated to be approximately $14.5 million in fiscal year 2010/11, a
decrease of 7% from the 2009/10 budget primarily due to a reduction in planned capital projects. The
Stormwater Fund reflects a staffing level of forty-seven full-time equivalents in 2010/11, an increase of
I one Environmental Specialist position which was transferred from the Engineering Department general
fund operations.
A stormwater revenue sufficiency analysis update was completed by the outside consultant agency,
I Burton and Associates, in May 2010. Results of the study concluded that the City should proceed with
the approved plan of annual stormwater fee adjustments from FY 2011 through FY 2013 and consider
adopting annual increases of 2.50% beginning in FY 2014. Based upon the results of this plan, the
I stormwater budget anticipates the Council approved rate increase of 6%, from $11.80 per residential unit
to$12.51 per residential unit,effective October 1,2010.
IOTHER ENTERPRISE FUNDS
I Fund 2007/08 2008/09 2009/10 2010/11 %Change
Marine Fund $4,774,180 $5,348,430 $4,552,760 $4,414,770 (3%)
Airpark Fund 206,310 194,070 188,560 (3%)
Downtown Boat Slips 464,230 410,760 (12%)
II Parking Fund 3,804,260 3,963,380 5,172,020 4,463,390 (14%)
Harborview 704,360 725,170 163,080 59,850 (63%)
Total $9,282,800 $10,243,290 $10,546,160 $9,537,330 (10%)
I Marine
The Marine Fund operating budget is a balanced budget reflecting anticipated revenues and expenditures
of $4.4 million for fiscal 2010/11. Budgeted expenditures reflect a decrease of 3% from the adopted
I 2009/10 budget and a staffing level of 16.1 full-time equivalent positions in the new fiscal year,reflecting
the decrease of one Tradesworker position. Capital projects for the Marine Fund continue to support the
needed infrastructure maintenance of the docks, fuel system, and other marina facilities, keeping them
Isafe and functional for all users.
I Airpark
The Airpark operating budget is adopted at $188,560 in fiscal year 2010/11, a 3% decrease from the
2009/10 budget. Operating revenues are anticipated at $240,250. The fund is supported by 1.4 full-time
equivalent positions,the same as fiscal year 2009/10.
I
Downtown Boat Slip Fund
I The Downtown Boat Slip operating budget is $410,760 in fiscal year 2010/11, with operating revenues
anticipated at $412,850. The fund is supported by 5.6 full-time equivalent positions. Budgeted
expenditures reflect a 12% decrease from the 2009/10 budget, primarily due to the economy and the
Islower than expected growth of this new operation.
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Parking
The Parking Fund operating budget reflects anticipated revenues of$5 million and expenditures of$4.5
million for fiscal 2010/11. Expenditures are budgeted at 14% less than the 2009/10 adopted budget
primarily due to a reduction in the lease of temporary parking lots. The Parking Fund reflects a staffing
level of 31.6 full-time equivalents in 2010/11,the same as the 2009/10 adopted budget. I
The Parking Fund continues to fund the Jolley Trolley beach service in the amount of$150,000 annually.
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Harborview
The operations of the Harborview Center are estimated at a cost of approximately $59,850 in 2010/11, a
63% reduction from 2009/10. Although the center has ceased all conference and banquet functions at
this time, there are anticipated to be some ancillary costs remaining in the 2010/11 fiscal year. All
operating costs of the Harborview Fund will be funded through the reserves of the Harborview Fund.
There is no General Fund subsidy budgeted to support the Harborview Fund in fiscal year 2010/11.
INTERNAL SERVICE FUNDS
Fund 2007/08 2008/09 2009/10 2010/11 %Change
Administrative Services $ 10,197,640 $9,693,080 $9,224,590 $9,130,020 (1%)
General Services 5,235,590 5,247,910 4,991,540 4,811,930 (4%) 111 1
Garage Fund 13,293,770 13,853,580 12,824,540 12,138,430 (5%)
Central Insurance Fund 19,986,040 18,714,690 18,208,370 17,483,090 (4%)
Total $48,713,040 $47,509,260 $45,249,040 $43,563,470 (4%)
Internal Service Funds
The approved budgets for the City's internal service funds also offer approximately 4%savings across all
of these operations in the approved budget. The General Services Fund looks to savings in construction
material costs and energy efficiency to provide a 4% reduction from the 2009/10 adopted budget. The I
Garage Fund reflects savings in annual fuel and parts costs. Savings previously outlined for property and
liability insurance and worker's compensation costs will provide a 4%reduction in the Central Insurance
Fund budget. And finally, further reductions in staffing will result in the elimination of 8.7 positions
across all Internal Service operations and provide toward the overall savings in all of these operations. I
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CAPITAL IMPROVEMENT FUND
The capital project budget includes $53 million of projects for fiscal year 2010/11 and the six-year plan I
totals $307 million. Of the total approved projects for 2010/11, about 57%, or $30 million, are projects
supporting one of the City's five utility operations,which consist of Water and Sewer, Stormwater, Solid
IWaste, Recycling, and Gas. About $18.8 million of projects are devoted to general government
operations. General government type projects include those projects supporting the construction of fire
facilities and police and fire equipment, street maintenance and intersection maintenance, park
development and maintenance,and the purchase of library materials. I
The $3.4 million allocated to internal service operation projects support the replacement of City vehicles
and the maintenance of all telephone, radio, computer, and other information systems. Small enterprise
projects are those projects that support the City's parking, airpark,and marine operations.
1
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CAPITAL IMPROVEMENT FUND EXPENDITURES
Fiscal Year 2010/11
$52,749,610
Small
Utility Enterprise
II Operations
1%
57%
I ,, n
ServiceInteral
Operations
General
Government
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I CAPITAL IMPROVEMENT PROGRAM
I Category
Utility Operations 2007/08 2008/09 2009/10 2010/11 %Change
$35,134,040 $29,186,270 $31,541,070 $30,175,290 (4%)
General Government 16,986,340 12,515,130 17,211,970 18,757,720 9%
Internal Service Operations 3,776,500 3,435,820 2,981,700 3,401,600 14%
I Small Enterprise 471,910 615,000 335,000 415,000 24%
Total $56,368,790 $45,752,220 $52,069,740 52,749,610 1%
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Some of the major new projects to the six-year plan and significant projects that are funded in the 2010/11 1
fiscal year are as follows:
• Main (Fire) Station Replacement — In the current approved Penny for Pinellas plan, $3 million 1
was allocated in 2006 to renovate or replace the Main Fire Station, Station 45, located downtown.
This adopted plan allocates an additional $4.1 million of Penny for Pinellas funds in fiscal year
2011/12 to provide the necessary funding for the total of $7.1 million, to allow for the
construction of a category five rated station.
• Reverse Osmosis Expansion at Reservoir#1 —Water system projects include a$9 million project
to provide funding for the expansion of the City's existing reverse osmosis plant potentially
adding one MGD in water production.
• Automated Meter System — Bond proceeds are expected to fund a $9 million project, with $3 I
million allocated in fiscal year 2010/11 to provide for the conversion to an automated meter
reading system for the potable water and reclaimed water systems.
• Groundwater Replenishment Facility -Bond proceeds are expected to fund a $13.6 million, with 111
$768,140 allocated in fiscal year 2010/11 to provide for a microfiltration, reverse osmosis,
advanced oxidation 3.0 MGD Water Purification Plant and related pipelines and injection wells to
replenish the local aquifer.
• Capitol Theatre (Royalty Theater) — This Penny for Pinellas project in the amount of $3.55
million provides the City's share of funding for the major renovation of the Capitol Theatre per
the City's agreement with Ruth Eckerd Hall Inc. in fiscal year 2010/11. The agency should be
providing their share of funding to start this project in the new fiscal year.
• Downtown Intermodal Facility — This Penny for Pinellas project funding in 2010/11 in the
amount of$8 million provides for the construction of a new Intermodal Terminal in downtown
Clearwater. 1
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I
1 ANALYSIS OF FTE CHANGES FOR FY 2010/11
Approved 2010/11 Budget
I Additions Transfers
and Within
(Deletions) Depts. Position Title
IGeneral Fund
Engineering (1.0) Professional Land Surveyor
I (1.0) (1.0) Environnmental Specialist
Senior Professional Engineer
(1.0) Traffic Engineering Assistant
IFire 1.0 SCBA Maintenance Technician
(4.0) Firefighter
I (3.0) Fire Medic
I Human Resources (1.0) Human Resources Technician
(0.3) Staff Assistant
0.5 Senior Human Resources Analyst
IParks&Recreation (1.0) Recreation Specialist
(3.0) Parks Service Technician II
I (1.0) Tradesworker
(1.0) Heavy Equipment Operator
(1.0) Custodial Worker
I
Planning&Development (2.0) Planner
(1.0) Accounting Technician
I (0.5) Customer Service Representative
I Police (6.0) Police Sergeant
(2.0) Detective Sergeant
(1.0) Detective
I (2.0) Police Officer
(8.0) Police Service Technician
(1.0) Police Information Technician
(1.0) Communication Supervisor
I (4.0) Communication Operator
(1.4) Seasonal Police Aide
(0.5) Custodial Worker
I
Public Services (1.0) Senior Staff Assistant
ITotal General Fund (48.2) (1.0)
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I
ANALYSIS OF FTE CHANGES FOR FY 2010/11 ,
Approved 2010/11 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
Utility Funds I
Public Utilities
1.0 Utilities Mechanic I
1.0 PU Technician I
Stormwater 1.0 Environnmental Specialist
Total Utility Funds 2.0 1.0 1
Other Enterprise Funds 0
Marine Fund (1.0) Tradesworker
Il
Total Other Enterprise Fund (1.0) 0.0
I
Internal Services Funds
Central Insurance Fund (1.0) Human Resources Technician
0.5 Sr.Human Resources Analyst
I
Fleet Maintenance (2.0) Mechanic
(1.0) Mechanic Supervisor I
(1.0) Radio Technician
(1.0) Fleet Trainer
(1.0) Administrative Analyst
(1.0) Accounting Clerk
General Services (1.0) Electrician
I
(1.0) Maintenance Worker
1.0 Fleet Trainer
1.0 Administrative Analyst
I
1.0 Accounting Clerk
Information Technology
(1.0) System Analyst
(1.0) Network Support Technician II
(1.0) Administrative Support Manager i
1.0 Accounting Clerk
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ANALYSIS OF FTE CHANGES FOR FY 2010/11
Approved 2010/11 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
Internal Services Funds (Continued)
Public Communications/Courier (0.2) Courier(converted to part-time)
Total Internal Services Funds (8.7) 0.0
Special Program Fund
Public Safety Programs (7.0) Police Officer(Investigative Cost Recovery)
Total Special Program Funds (7.0)
0.0
I
Total All Funds (62.9) 0.0
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([3
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished I
Budget Presentation
Award
PRESENTED TO
City of Clearwater
Florida
For the Fiscal Year Beginning
October 1,2009
.rem
President Executive Director
I
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The Government Finance Officers Association of the United States and Canada(GFOA)presented a Distinguished Budget Presen-
tation Award to the City of Clearwater,Florida for its annual budget for the fiscal year beginning October 1,2009.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy docu-
ment, as a financial plan,as an operations guide, and as a communications device. I
The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements,and
we are submitting it to GFOA to determine its eligibility for another award.
The GFOA is the leading association for government finance professionals in North America. This is our twenty-fourth year to win
the award;it was given for our Annual Operating and Capital Improvement Budget 2009/2010. GFOA's Distinguished Budget Pre-
sentation
Awards Program is the only national awards program in governmental budgeting. The City also holds GFOA's Certificate
of Achievement for Excellence in Financial Reporting for our Comprehensive Annual Financial Report.
I
TABLE OF CONTENTS
1 BUDGET MESSAGE Precedes Table of Contents
TABLE OF CONTENTS
ICOMMUNITY PROFILE
City History 1
I City Overview 2
Clearwater at a Glance 5
Service Statistics 6
Map of Clearwater 7
ICITY VISION AND PERFORMANCE MEASURES
Vision and Mission Statement 9
IPerformance Measures 11
BUDGET AND FINANCIAL POLICIES 27
I BUDGET CALENDAR & GUIDE
Budget Calendar 39
Budget Guide 41
IDepartment-Fund Structure 46
BUDGET SUMMARY DATA
I Statement of Taxable Property Value and Tax Levy 49
TRIM Advertisements 51
Statement of Revenues and Expenditures by Fund
General Fund 53
I Water&Sewer Fund 54
Stormwater Utility Fund 54
Gas Fund 55
I Solid Waste Fund 55
Recycling Fund 56
Marine Fund 56
I Airpark Fund 57
Downtown Boat Slips Fund 57
Parking Fund 58
Harborview Center Fund 58
I General Services Fund 59
Administrative Services Fund 59
Garage Fund 60
I Central Insurance Fund 60
Major Revenue Sources
Property Tax Revenue 61
Utility Tax Revenue 62
I Franchise Fee Revenue 63
State Half Cent Sales Tax Revenue 64
Communications Services Tax 65
I Water and Sewer Utility Operating Revenue 66
Gas Utility Operating Revenue 67
Solid Waste Utility Operating Revenue 68
Summary of Full Time Equivalent Positions 69
I
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TABLE OF CONTENTS I
I
CITY COUNCIL 75 1
CITY MANAGER'S OFFICE 77
I
CITY ATTORNEY'S OFFICE 79
CITY AUDIT 81
CUSTOMER SERVICE 83
ECONOMIC DEVELOPMENT AND HOUSING 85 I
Economic Development 87
Housing 88
ENGINEERING 89
Engineering Production 92
Traffic Operations 93
Stormwater Management 94
Parking System 95
Parking Enforcement 96
I
FINANCE 97
Finance 99
Risk Management 100
III
FIRE 101
Administration 103 I
Support Services 104
Fire Prevention Services 105
Fire Operations. 106
Emergency Medical Services 108
GAS SYSTEM 109
Administration &Supply 112
Pinellas Gas 113
Pasco Gas 114
Gas Marketing & Sales 115
I
HARBORVIEW CENTER OPERATIONS 117
HUMAN RESOURCES 119 I
Administration 121
Recruitment, Selection and Training 122
Compensation and Classification 123 111 Employee & Labor Relations 124
Employee Benefits 125
INFORMATION TECHNOLOGY 127
I
Administration 129
Network Services 130
Software Applications 131 I
Telecommunications 132
I
TABLE OF CONTENTS
I
LIBRARY 133
Centralized Services 135
I Main Library 136
Countryside Branch Library 137
East Branch Library 138
North Greenwood Branch Library 139
1 Beach Branch Library 140
MARINE & AVIATION 141
I Pier 60 Operations 144
Sailing Center Operations 145
Clearwater Airpark Operations 146
I Marina Operations 147
Downtown Boat Slips 148
NON-DEPARTMENTAL 149
I General Fund 149
Central Insurance Fund 150
IOFFICE OF MANAGEMENT & BUDGET 151
OFFICIAL RECORDS & LEGISLATIVE SERVICES 153
I PARKS & RECREATION 155
Administration 157
Recreation Programming 159
I Parks & Beautification 163
Beach Guard Operations 167
PLANNING & DEVELOPMENT 169
I
Planning 171
Construction Services 173
Code Compliance 174
IPOLICE 175
Office of the Chief 177
I Criminal Investigations Division 179
Patrol Division 181
Support Services Division 184
Communications Division 186
IPUBLIC COMMUNICATIONS 187
Public Communications 189
ICourier 191
PUBLIC SERVICES 193
Administration 195
I Urban Forestry 196
Streets &Sidewalks 197
Stormwater Maintenance 198
I
TABLE OF CONTENTS
PUBLIC UTILITIES 199
I
Administration 201
Wastewater Collection 202
Public Utilities Maintenance 203
I
Water Pollution Control Plant Operations 204
WPC Laboratory Operations 205
WPC Industrial Pretreatment 206
I
Water Distribution 207
Water Supply 208
Reclaimed Water 209
Water &Sewer Fund Non-Departmental 210
I
SOLID WASTE/GENERAL SERVICES 211
Solid Waste/Recycling 213 I
Solid Waste - Administration 215
Solid Waste - Collection 216
Solid Waste-Transfer Station 217
ISolid Waste - Container Maintenance 218
Recycling - Residential 219
Recycling - Multi-Family 220
Recycling - Commercial 221 I
General Services 222
Administration 223
Building & Maintenance 224
I
Fleet Maintenance 225
Radio Communications 226
SPECIAL REVENUE FUNDS 227
Special Development Fund 227
Special Program Fund 227
Community Redevelopment Agency 228
I
CAPITAL IMPROVEMENT PROGRAM 229
Introduction 229 III Six Year Plan 233
Total by Category 281
Supporting Summaries 283
Summary of General Fund Revenue 283
I
Summary of Funding Sources 284
Long Term Opportunities 291
GLOSSARY 293
I
FIVE-YEAR FINANCIAL FORECAST 303
ORGANIZATION CHARTS I
Citywide Organization Chart 317
City Manager's Office 318 111 City Attorney's Office 319
City Auditor's Office 320
Customer Service and Marketing 321 '
Economic Development and Housing 322
Engineering 323
Finance 324
Fire Department 325
Gas System 326
I
TABLE OF CONTENTS
' Human Resources 327
Information Technology 328
Library 329
Marine and Aviation 330
Office of Management and Budget 331
Official Records and Legislative Services 332
' Parks and Recreation 333
Planning & Development 334
Police Department 335
Public Communications 336
Public Services 337
Public Utilities 338
Solid Waste/General Services 339
1
ORDINANCES
Millage Rate Ordinance 341
Operating Ordinance 342
CIP Ordinance 346
1 INDEX 351
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1
COMMUNITY PROFILE
1
HISTORY
In the early 16th century the Clearwater area was known for its many fresh water springs that bubbled
up along the shoreline. The Timucuan Indians called this area "Pocotopaug" meaning "Clear Water".
In 1528 Panfilo de Narvaez, a Spanish explorer, landed with 600 soldiers and five ships, which was 15
years after Ponce de Leon had discovered Florida. Narvaez and his soldiers were in search of gold, but
didn't find any and soon left the area.
1 European explorers soon fled to the area. Dr. Odet Philippe, a French surgeon in Napoleon's navy, was
one of the first white settlers to venture into this hostile area in the mid-1830's. His plantation was built on
the area that is now known as Philippe Park.
In 1841, the famous Fort Harrison was built as a base to care for wounded soldiers who were fighting the
Indians. This building was named after the 9th President of the United States—William Henry Harrison.
This fort was abandoned when the Seminole War of 1842 ended.
Shortly thereafter, the government opened the land for homesteading. Land was granted to settlers
willing to bear arms for protection against the hostile Indians hiding in the area. One of the first settlers
was James Stevens, known as the "Father of Clearwater." He was granted the first land title, which
' included the Fort Harrison and hundreds of acres surrounding the fort, much of this is now known as
Downtown Clearwater.
In 1850 the first school was built. The post office opened in 1859 and a Baptist minister established the
' first newspaper in 1873. The settlement, known as Clear Water Harbor, grew slowly for many years as an
agricultural and fishing community. The only outside contact came from Tampa either by horse-and-
buggy or by foot. Sailing schooners brought mail and supplies south from Cedar Key.
' Clear Water Harbor was incorporated in 1891. The first public dock was constructed at the foot of
Cleveland Street in 1902. In 1911, the first City Hall was built at 29 North Fort Harrison Avenue. A few
years later Clear Water Harbor received a special charter and on May 27, 1915, Clearwater was
officially chartered as a municipality and was designated the county seat for Pinellas County.
' A wooden bridge from Seminole Street to Clearwater Beach was built in 1916 with a hand-cranked
rotating boat passage. On November 11, 1927, Memorial Causeway was dedicated, extending from
Cleveland Street to the beach with a double lift bridge to accommodate the Intercoastal waterway.
The major East/West connector, Gulf-to-Bay Boulevard also was opened in 1927. In 2005, a new much
higher Clearwater Memorial Causeway opened replacing the former draw bridge.
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Source:City of Clearwater 2005 Comprehensive Annual Financial Report and Clearwater Historical Society.
' 1
COMMUNITY PROFILE
CITY OVERVIEW '
Clearwater is situated on the Pinellas Peninsula midway on Florida's west coast. It is directly located on
the Gulf of Mexico, 20 miles west of Tampa and 20 miles north of St. Petersburg. Clearwater is the county
seat of Pinellas County and one of the largest cities in the Tampa Bay Area. The City is known for its high
coastal bluffs, commanding a magnificent double waterfront view of the Intercoastal Waterway and the
Gulf of Mexico.
Situated in a semitropical zone, Clearwater enjoys nearly ideal weather the year round with an average
yearly temperature of 73 degrees Fahrenheit. Mild winters and warm summers, tempered by the cooling
afternoon rains and southerly prevailing winds off the Gulf attract millions of vacationers.
Tourism is the City's largest industry; however Clearwater is home to a wide range of businesses including
computer components, aircraft technology, surgical instruments, and data communication.
Transportation available to Clearwater includes, the St. Petersburg-Clearwater International Airport which
has direct flights to convenient destinations throughout the United States and Canada. Fifteen minutes
to the east, Tampa International Airport serves destinations worldwide and is recognized as one of the
most efficient in the world. Ground transportation is provided through the Pinellas Suncoast Transit
Authority (PSTA) bus service which offers 35 local routes, two express routes which cross Tampa Bay for
service to downtown Tampa and a beach trolley that runs north and south along Pinellas County's
barrier islands. The Clearwater Jolley Trolley also provides transportation on Clearwater Beach with daily
routes along North and South Clearwater Beach, Island Estates, and Sand Key.
The Tampa Bay area has a great variety of resources for quality health care including over eight
hospitals, as well as various nursing home and nursing care communities, health clinics, and doctors in
various specialties. Located in Clearwater, Morton Plant Hospital has earned a reputation for being one
the most effective, well-managed hospitals in America. Pinellas County is also home to one of the
country's largest blood transfusion service organizations- Florida Blood Services.
Clearwater Beach
Clearwater's beach is on an island connected to downtown by palm tree-lined Memorial Causeway—a
beautiful drive stretching across scenic Clearwater Harbor. The beach island is also connected to Sand
Key and other Gulf beaches by the Clearwater Pass Bridge. Clearwater Beach, with three miles of
glistening powdery white sand and gentle waves, lies directly on the Gulf of Mexico. This beach is one of
several in the area that has been included on the Clean Beaches Council Blue Wave list. Clean
Beaches is a national nonprofit organization funded by federal, corporate and foundation grants. It sets
criteria for cleanliness, safety and environmental health that beaches must meet to make the list.
Beach Walk is revitalizing the community that surrounds Clearwater's popular south beach destination.
Beach Walk is a winding beachside promenade with lush landscaping, artistic touches and clear views
to Clearwater's award-winning beach and the water beyond, a place where bicyclists, rollerbladers and
pedestrians all have safe and convenient access and where visitors and locals can socialize, dine, play
games, or simply enjoy the spectacular sun and surf.
The Clearwater Municipal Marina is a 207-slip facility on the intercoastal waterway of Clearwater Harbor.
The Marina serves nearly 600 transient boaters each year, provides fuel for thousands more and is home
to about 50 commercial tenants on a long-term basis. Centrally located at the entrance to Clearwater
Beach, the Marina is a hub for water sports activities, entertainment, and attractions that serve over 1.2
million visitors to Clearwater annually. Also available at the Marina are a bait house, seafood restaurant
and oyster bar, nautical shop, gift shop and post office, and a free fishing pier. The Marina houses the
largest fishing fleet on the west coast of Florida.
Fishing is a big business and a popular past time in Florida. Visitors may be interested in chartering one of
many boats from the marina for deep-sea fishing. Clearwater also offers an abundance of prime fishing
off its piers, bridges, and beaches. Although Florida is not limited to a fishing season, fish such as snook,
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COMMUNITY PROFILE
snapper, and others have a designated time of year in which they may be kept. Florida requires licenses
for both fresh and saltwater fishing.
Just across the street on the Gulf of Mexico, the Marina manages Pier 60, a 1,080-foot observation and
fishing facility with a bait house, snack bar and restrooms. Pier 60 is also the site of "Sunsets at Pier 60"
every night from two hours before until two hours after sunset. Between February 1st and Labor Day,
' artisans and performers are featured. The three acre Pier 60 Park features a concession stand, covered
play area and a pavilion for special events, concerts and continuous visitor entertainment.
Events at the beach - including Spring Break, the Ford Ironman 70.3 World Championship, Outback Bowl
' festivities and the Sunsets at Pier 60 Festival - draw thousands of visitors each year. These events, along
with the nearby Clearwater Marine Aquarium and Clearwater Beach Marina, are what led the Travel
Channel to name Clearwater one of the "Top 10 Activity Beaches" in the world.
The Clearwater and Pinellas County area offer visitors 28 miles of beautiful beaches, some of which have
received prestigious awards. Geologist Dr. Stephen Leatherman, known as Dr. Beach, has designated
local beaches as "America's best beach" including, Caladesi Island in 2008, and Fort DeSoto Park's
north beach area in 2005. Sand Key County Park beach has also been named among the "Top 20"
best beaches.
Downtown
' Clearwater is seeing its own downtown resurgence, with new residences available within the downtown
core, along with new retail/office space. A new streetscape project is redefining the city's downtown
destination, Cleveland Street, which is envisioned as the central café and retail district for the area.
Clearwater's waterfront downtown is one of its most attractive and unique assets. Sitting atop a 30-foot
bluff overlooking Clearwater Harbor, the downtown combines the best of waterfront living with a
walkable urban setting. At the foot of the bluff lies Coachman Park, home to various events that draw
tens of thousands to the downtown each year including, Clearwater Jazz Holiday which has been
lauded as one of the top 20 events in the Southeast.
A new 126-slip public marina opened September 2010 on the downtown waterfront. Now that the boat
' slips have been completed, Downtown Clearwater will transform into an active, dynamic waterfront that
will become a destination for visitors cruising the Florida coastline and for locals out for a day of fun. The
downtown boat slips provide over 1,700 feet of overnight "side-tie" mooring for visitors and over 700 feet
' of free "side-tie" mooring for daytime visitors and special events.
In January 2009 the City and Ruth Eckerd Hall joined forces to renovate and revitalize the historic Capitol
Theatre located on downtown Clearwater's beautiful Cleveland Street. The old Capitol Theatre, built in
' 1921 will be transformed into a mid-size performing arts venue. A few events are scheduled before the
theatre is closed for major renovations. When completed, the 655-seat theatre will become a venue at
which Ruth Eckerd Hall will present all genres of live entertainment, including jazz, classical artists, pop
' music acts, dance and other diverse national, regional and local acts. A film series is also anticipated.
Sports & Culture
Clearwater's commitment to high-quality recreation, parks and cultural programs earned national
' acclaim in 2005, when Sports illustrated Magazine named the city as Florida's "Sports Town USA," as well
as one of the top ten finalist in the United States Tennis Association's "2010 Best Tennis Town" nationwide
competition. These awards confirm what many who live here have known for years: Clearwater
' maintains some of the best facilities in the nation, and provides programs for nearly every sporting
interest, skill level and age. This includes facilities and programs for everything from soccer and lacrosse
to lawn bowling and horseshoes. Because of Clearwater's year-round temperate climate, many visitors
take advantage of golfing on the nearly 30 public and semi-private courses. Also visitors can enjoy
playing tennis,jogging, cycling and walking through numerous beautiful parks.
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COMMUNITY PROFILE
Every year, hundreds of youth, collegiate and adult sports teams convene in Clearwater for national
tournament play and training activities at City facilities. Most notable of these are the city's five
decades of partnership with major league baseball's 2008 World Series Champion Philadelphia Phillies,
who host spring training at Bright House Networks Field. With five regional recreation centers and five
libraries, residents have a multitude of options for keeping their hearts, minds and bodies healthy and
happy. To connect all of these options, Clearwater has been steadily building a regional trail system that
not only links points within the City, but also ties in to a larger system that spans all of Pinellas County.
In June 2010, the City's Aging Well Center Opened at the Long Center. The new Aging Well Center
promotes health and wellness, education, recreation, socialization, creative expression and access to
resources for residents age 55 and older. With a mission to serve as a resource that facilitates services
and activities promoting a high quality of life for our community's older adults; the City has a multi-year
comprehensive plan to provide Clearwater with a roadmap to further enhance the quality of life for
current and future older adults.
Visitors can take a break from the sunshine and shop in Clearwater's diverse stores which, when
combined, provide over two million square feet of shopping delights. From unique boutiques, antique
stores and malls to flea markets, a visitor will find that perfect shopping opportunity.
Clearwater has a rich history of both professional and community-based arts programs, led by the
award-winning Ruth Eckerd Hall. Ruth Eckerd, known for its 2,180-seat acoustically perfect auditorium,
hosts artists from America and around the world ranging from classical, rock, opera, Broadway,jazz, pop,
and more are included in the stellar lineup of more than 200 performances a year. Ruth Eckerd also
plays an integral role in community-based performance education through the Marcia P. Hoffman
Center for the Performing Arts.
Clearwater and the surrounding Tampa Bay area have a variety of sporting competitions for spectators.
This area is home for many nationally known teams including the National Football League Tampa Bay
Buccaneers (2003 Super Bowl Champions), the National Hockey League Tampa Bay Lightning (2004
Stanley Cup Champions), the Major League Baseball Tampa Bay Rays (2008 American League
Champions).
Less than a two hour drive away are numerous attractions such as Busch Gardens, Adventure Island,
Walt Disney World Resort, EPCOT Center, Hollywood Studios, Universal Studios, Sea World, and Lowry Park
Zoo, which was named "No. 1 Zoo in the United States for Kids" by Parents magazine in 2009. Numerous
museums can also be found in the area including the Salvador Dali Museum, which contains the largest
private collection of this artist's work outside of Spain.
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Sources include:City of Clearwater 2005 Comprehensive Annual Report, Clearwater Regional Chamber of Commerce, various City
departments, PSTA and Ruth Eckerd Hall.
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COMMUNITY PROFILE
ICLEARWATER AT A GLANCE
1 ••• Incorporated: May 27, 1915• Form of Government: Council-Manager
I ❖ Elected Officials: Mayor and four at-large Councilmembers
I \\ 4-ducation:
Demographics:
Number of Public Schools:
Population Estimates: (For School Year 2009-2010)
I 2005 110,831
2006 110,602 Elementary 11
2007 110,469 Middle 3
I 2008 110,251 High School
Other 3
2009 109,907 5
IMedian Age (2009): 45 2009/2010 Enrollment 15,310
Percentage of Households: \ Public/Private Colleges 4 /
Single Family/Duplex 52% \
Multi-Family 48%
Per Capita Personal Income:
Economics:
2009 $42,546
Personal Income (thousands):
2009 $4,676,103 Principal Employers:
(2009 Pinellas County Data)
Racial Composition:
White 74% Pinellas County School District
I
4% Pinellas County Government
Hispanic or Latino 4% Fidelity Information Systems
I Black or African American 13% Home Shopping Club
Other Race 5% Bay Pines VA Medical Center
Local Area Unemployment Rate: %of Total
I \
2..,0_09 Average 10.1% Principal Taxpayers:
(2009 Tax Data) Assessed Value
\
Bellweather Prop. LP Ltd. 1.32%
I \ Clearwater Mall 0.51%
Land Use: Taylor, John S. III 0.49%
Sandpearl Resort LLC 0.43%
Incorporated Land Mass: 25.9 Sand Key Association Ltd. 0.41%
I (square miles) 2010 Taxable Value: $7,878,242,615
I Land Use:
Residential 57% FYI 0/1 1 Property Tax Millage Rate: 5.1550
Commercial 18% FY2010/11 Adopted Budget:
Recreation/Open Space 10%
I Industrial
Operating (expenditure) $316,092,100
2%
13% Capital Improvement $52,749,610
IOther
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COMMUNITY PROFILE
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SERVICE STATISTICS
I
1::ublic Safety 7 /General Government (FY10 Data) I
Police Planning
Sworn Officers 230 Building Permits Issued: 1
Police Stations 6 Commercial 1,659
Average Response Time 10:36 Residential 4,693
(in minutes, 10/09-08/10)
Code Enforcement
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Fire Cases brought to compliance 5,168
Certified Firefighters 195
Fire Stations 8 Roadway I
Miles of paved streets 314
Number of Service Calls (FY09) 24,201 Miles resurfaced 5
Sidewalks
I7verage Response Time (FY09) 4:41 / 7 Sq. feet repaired/constructed 53,157
Culture & Recreation (FY10 Data)
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Number of Parks/Facilities 121 Utilities (FY10 Data)
Parks Acreage 1,450 Water and Sewer Utility I
Water Mains (miles) 572
Recreational Paths (miles) 16 Water Customers 42,053
Playgrounds 28 Water Pumped 11.3
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Swimming Pools 5 (million gallons/day)
Baseball/Softball Fields 32
Soccer/Football Fields 20 Sanitary Sewer Mains (miles) 363
Tennis/Handball Courts 67 Sewer Customers 33,086
1
Basketball Courts 20 Daily Treatment Capacity 29
Recreation Centers 5 (million gallons/day)
Nature Center 1
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Stormwater Utility
Total Recreation Visitors 1,290,834 Stormwater Mains (miles) 148
Equivalent Residential Units 99,535 I
Libraries 5
Volumes in collection (thousands) 607 Gas Utility
Library Visits 860,044 Gas Mains (miles) 825
Circulation 1,147,428 Gas Customers 19,620 I
Marine - Boat Slips 333 Solid Waste Utility
Solid Waste Customers 28,382 1
Aviation - Airpark Spaces 177 Collected and disposed (tons) 110,905
Recycling Utility I
Parking Spaces: g
Downtown 2,570 Recycling Customers 27,290
Clearwater Beach 2,293 Marketable Recycled (tons) 9,564
ISources: University of Florida, Bureau of Economic and Business Research:April 1,2009 estimate for current year and Florida
Statistical Abstract for prior years;US Census Bureau:2008 American Community Survey;Pinellas County School District;Pinellas
County Finance Department;Pinellas County Property Appraiser;various City departments
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CITY VISION & PERFORMANCE MEASURES
jIntroduction
In March 2005,the Clearwater City Council and senior staff embarked on a visioning process to update and realign
the City's mission, vision, and priorities. The process started with three workshops devoted to exploring and refining
the vision for the future of Clearwater. During these workshops, the Council modified the official vision statement
and developed a series of strategic initiatives.
The City Council recognized that input from the community is necessary in order to fully compose the vision for the
future.The Council authorized a series of public workshops located throughout the community. There were several
components to the nine public meetings: gather information from the community about concerns and directions;
test the Council's ideas and proposed initiatives; and build consensus for which direction the City should move in
the upcoming years.
i During each workshop the attendees sat in groups and were asked to discuss the physical aspects of the City that
are Strengths, Weaknesses, Opportunities, and Threats. The groups were also asked to review and create a vision
statement and rate the thirteen priorities in order of importance. After the public vision workshops were completed,
the results from all the sessions were combined and tabulated.
An on-line survey was also conducted to ensure each citizen, regardless of his or her availability was able to
participate in the visioning process.The survey,which was located on the City website, replicated the process that
was undertaken during the community workshops. Because of the differences between the ways the data were
collected,the results from the on-line analysis and the community workshops were not commingled.
The final result is an updated Vision and Mission Statement.The Council adopted these two statements on February
2,2006.
Vision Statement:
"Sparkling Clearwater is a uniquely beautiful and vibrant waterfront community
that is socially and economically diverse, that reinvests in itself,
and is a wonderful place to live, learn, work and play."
1 Mission Statement:
I "The Mission of the City of Clearwater is to provide cost effective municipal services and infrastructure
necessary for a high quality of life for all our citizens."
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CITY VISION & PERFORMANCE MEASURES
Elements and Priorities '
As part of the Council's visioning exercise, thirteen priority initiatives were developed in support of the adopted
vision statement. Each of these was carefully refined to best address the issues seen as critical to promoting the
specific initiative. Since it is difficult to build a focus around thirteen related, but distinct priorities, a framework was
created to reference the priorities back to the City's official vision statement. The Council adopted these elements
on February 2,2006.
This framework includes six elements that entail the priorities:
Clearwater is a Wonderful Place to Live ,
It has:
• A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
• Well Maintained Housing Stock in all Markets
I
Clearwater is a Wonderful Place to Learn
It provides its citizens with: I
• High Quality Education
Clearwater is a Wonderful Place to Work
It seeks: I
• Economic Vitality and Reinvestment
• Diverse High-Paying Jobs
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Clearwater is a Wonderful Place to Play
It offers:
• A Variety of Cultural and Recreational Offerings
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Clearwater Provides the Infrastructure to Support all its Attributes
To ensure that the City remains a great place to live, learn,work and play, Clearwater invests in: ,
• Well Maintained Infrastructure
• Efficient Responsive City Services
• Efficient Transportation Systems
• Communication
Clearwater Includes Special Places that Belong to Everyone in the Community
Two places in Clearwater are especially important to all its citizens:
• A Quality Beach Environment
• A Vibrant Downtown that's Mindful of its Heritage
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I CITY VISION & PERFORMANCE MEASURES
ICitywide Performance Measures
Performance measures help translate the city's mission and vision into tangible objectives. The core purpose of
I measuring performance is to determine if all desired outcomes are being achieved. The measures also provide
insight into the effectiveness and efficiency of departments and programs.
I In Clearwater, the performance measure process started with an evaluation of the Council's newly adopted vision
and priorities. Departments were then asked to submit only measures that relate directly to the priorities. Each
individual priority is considered important to the future success of Clearwater.
I The format for the performance measures includes each of the six elements listed above with the related priorities.
On the following pages we have outlined the City's accomplishments for the 2010 fiscal year and goals for the new
year. Finally, the City's key performance measures are presented to provide the citizens of Clearwater information
Ion our progress.
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CITY VISION & PERFORMANCE MEASURES
Clearwater is a Wonderful Place to Live
Related Council Priorities:
• A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
• Well Maintained Housing Stock in all Markets
Key Performance Measures:
Goal: Provide prompt, reliable solid waste and recycling services to the citizens of Clearwater within
approved financial and staffing resources while maintaining the lowest feasible rates.
Objective: Maintain lowest possible disposal costs by diverting from the County waste-to energy plant as
much recyclable material as possible from the solid waste program (to keep solid waste costs and rates
down) while marketing the recyclable material for the recycling program.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Avoided Disposal charges $541,238 $543,450 $525,225 $454,275 $358,650
Marketable tons recycled 14,433 14,492 14,006 12,114 9,564
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Goal: Provide for the health, safety, and welfare of the citizens of Clearwater by removing all solid waste
from our business and residential customers on the scheduled day of collection.
Objective: Ensure the proper amount of equipment and personnel resources to adequately conduct solid
waste collection by closely monitoring tonnages collected.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Solid Waste tonnage collected and
disposed 132,741 130,308 123,018 112,851 110,905
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1 CITY VISION & PERFORMANCE MEASURES
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Clearwater is a Wonderful Place to Live
IKey Performance Measures:
IGoal: To improve the aesthetic appearance, safety, and quality of structures in the City through
effective code enforcement,with rapid enforcement response.
Objective: To bring 95%or more of the cases to voluntary compliance.
I
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
I Number of cases brought to
compliance 9,762 8,794 9,300 8,553 5,168
I %of cases that voluntarily complied 98% 98% 96% 98% 25%
NOTE: The numbers of enforcement for a current or past year may change due to enforcement efforts being initiated
Iafter the close of the fiscal year.
Goal: To provide effective neighborhood programs for residents to obtain continuous community
I participation.
Objective: To increase neighborhood participation.
IPerformance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of neighborhood grants 13 11 13 13 n/a
I Number of new or renewed
neighborhood associations 3 5 5 3 3
Number of neighborhood block parties 21 25 20 34 31
INumber of neighborhood clean-ups n/a n/a n/a n/a 1
Neighborhood meetings attended n/a n/a n/a n/a 68
' Neighborhood events
partnered/coordinated n/a n/a n/a n/a 6
I NOTE: The neighborhood grant program was eliminated in the FY10 budget. Prior to fiscal year 2009/10,the last three
programs listed above were not tracked until Neighborhood Services became a function of Public Communications.
I Goal: To maintain the City's distinctive presence consistent with its natural beauty.
Objective: Consistently maintain our streets by keeping them clean by cleaning each street at least twice
a year,with the beach roads cleaned daily, and downtown streets cleaned weekly.
iPerformance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Average miles of streets 302 302 302 302 314
1
Number of miles of main street arteries swept 32,307 32,367 31,202 32,742 32,718
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CITY VISION & PERFORMANCE MEASURES I
Clearwater is a Wonderful Place to Live
Key Performance Measures: 'I
Goal: Provide sufficient police training to keep the officers and other employees of the Police Department
effective in their jobs.
Objective: Exceed state minimum mandated officer training hours of 40 hours per officer every four years.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10 I
Average Officer Training Hours 55 105 78 83 51
Total Volunteer Training Hours 932 1,023 1,001 735 39
Average AmeriCorps Training Hours 41 33.5 42 68 41.2 I
Goal: Increase traffic safety by actively enforcing the law. I
Objective: Perform targeted traffic details.
I
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of Traffic Details 33 58 28 32 9 I
Goal: Create a safe city environment. II
Objective: Liaison with community groups to identify and improve public perception of safety.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10 I
Number of presentations and
neighborhood meeting attendance 187 230 218 119 159
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1 CITY VISION & PERFORMANCE MEASURES
1 Clearwater is a Wonderful Place to Live
IKey Performance Measures:
I Goal: To provide a safe environment by ensuring all fire hydrants are in operating order.
Objective:Test each fire hydrant once every two years.
iPerformance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of city owned fire hydrants 3,879 3,880 3,883 3,884 3,884
INumber of hydrants tested 1,461 3,821 3,590 3,533 3,434
IGoal: Respond to 90%+ medical and fire calls under 7:30 minutes.
Objective: Increase percentage of calls responded to under 7:30 minutes; lower mutual aid responses
received by other agencies.
1
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
1 90%for 7:30 min EMS 94.67% 95.90% 95.80% 94.26% 92.51%
90%for 7:30 min Fire 90.00% 90.90% 91.50% 96.10% 90.10%
I Mutual Aid Received 497 1782 1654 2604 2045
Mutual Aid Given 836 1511 1480 1527 1692
1 Note: Numbers provided by Pinellas County.
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CITY VISION & PERFORMANCE MEASURES I
Clearwater is a Wonderful Place to Learn
Related Council Priorities: I
• High Quality Education
I
Key Performance Measures:
Goal: To enhance the lives of students by permitting City employees to volunteer their time during the
workday.
Objective: To continue to allow city employees to mentor children each year.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of City employees that mentor each school year 38 34 24 20 22
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Goal: Train operational employees on fire service techniques and emergency medical services.
Objective: Continuously provide educational classes and hands-on field training.
III
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10 I
Number of Training hours for Employees 45,784
49,402 48 49,922 44 044
, ,53 7
Number of Training Hours focused on supervisors 3,021 2,979 3,152 4,118 I
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Goal: Provide o de print material and computer access to meet the public need.
Objective: To be prepared for the growing population of Clearwater.
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Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Circulation 1,193,637 1,121,480 1,181,184 1,161,059 1,147,428 I
Borrowers 65,651 67,403 73,432 81,935 77,453
Computer use 1,084,681 250,096 241,707 203,365 187,116 I
Database use 166,789 169,910 265,417 117,766 134,700
Reference questions 421,076 277,334 337,620 304,575 255,570 1
Library Visits 902,135 979,544 976,987 864,350 860,044
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I CITY VISION & PERFORMANCE MEASURES
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Clearwater is a Wonderful Place to Learn
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Key Performance Measures:
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Goal: Provide cultural &educational programming for children and adults to enhance their quality of life.
Objective: To maintain a high level of programs to meet the growing number of citizens.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
IAdult programs 197 307 338 180 185
Adult attendance 5,325 8,634 5,928 3,700 2,771
I Childrens programs 960 673 1,078 621 560
Child Attendance 25,333 17,069 18,263 17,956 18,171
Summer Reading 6,669 9,304 6,450 8,108 9,047
1 Goal: Provide adequate number of books,audio-visual materials and computers to meet public need.
Objective: To increase the number of materials each year to accommodate the growing population.
IPerformance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Holdings 571,054 595,942 602,058 606,981 606,664
Public Computers 131 127 131 131 156
New items added 37,203 44,047 43,438 38,734 39,907
IDigitize Sun Times 536 902 1,262 1,656 1,656
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Goal: To encourage education through financial assistance.
Objective: To provide financial assistance to employees that aim to further their education.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
I Number of city employees that
receive tuition reimbursement 95 110 118 112 110
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CITY VISION & PERFORMANCE MEASURES
Clearwater is a Wonderful Place to Work
Related Council Priorities: I
• Economic Vitality and Reinvestment
• Diverse High-Paying Jobs
Key Performance Measures: I
Goal: Ensure Clearwater enjoys a prosperous economy with long-term economic growth through on-going
redevelopment efforts.
Objective: Increase the taxable values of real property throughout the City of Clearwater.
Performance Measure 2006 2007 2008 2009 201
Taxable Values:
Downtown-C RA $387,534,452 $401,255,597 $380,562,218 $421,513,674 $289,567,581
City-wide $10,658,106,132 $11,152,800,988 $10,173,401,936 $8,860,464,620 $7,878,242,615
Goal: Manage the workflow of plans reviews to ensure Clearwater remains a desirable place to do
business.
Objective: Increase the number of building permits issued for building construction projects within the city.
Maintain a timely plan review and permit review schedule.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of building permits
issued:
Commercial 2,170 2,079 1,687 1,479 1,659
Residential 6,318 5,111 4,613 4,238 4,693
Total 8,488 7,190 6,300 5,717 6,352
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CITY VISION & PERFORMANCE MEASURES
Clearwater is a Wonderful Place to Play
Related Council Priorities:
• A Variety of Cultural and Recreational Offerings
I
Key Performance Measures:
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Goal: Ensure Clearwater offers a full range of quality of life programming that is available to all of its
residents and visitors
IObjective: Increase visitations by 10%per year
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
IAthletic Programs 515,100 414,805 643,995 546,446 547,492
Recreation Centers 623,500 967,817 1,050,782 868,445 724,769
INature Parks 48,000 45,000 46,500 11,879 18,573
Total 1,186,600 1,427,622 1,741,277 1,426,770 1,290,834
I %Increase 10% 17% 18% -18% -10%
Note: The decreases beginning in FY08/09 are due to economic declines and budget constraints which
result in programs being cut and recreation hours reduced.
I
Goal: Increase youth athletic opportunities within Clearwater through various co-sponsored groups and
I staff-led programming.
Objective: Increase co-sponsored group participation by 5%each year.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
IBaseball 525 751 569 1,174 551
Basketball 550 629 763 698 601
1 Football 1,168 1,168 1,049 963 710
Lacrosse 79 69 128 142 90
I Soccer 1,073 1,073 1,244 807 1,337
Swimming 106 109 110 216 132
Softball 397 160 230 140 54
ITrack 35 36 22 28 32
Tennis N/A 50 78 82 120
IField Hockey N/A 18 22 10 44
Total 3,933 4,063 4,215 4,260 3,671
III Increase 3% 3% 4% 1% -14%
Note: The decreases beginning in FY08/09 are due to economic conditions and changes in the non-
resident fee structure which resulted in reduced non-resident participation in youth athletics.
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19
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CITY VISION & PERFORMANCE MEASURES I
I
Clearwater is a Wonderful Place to Play
Key Performance Measures:
Goal: Increase youth athletic opportunities within Clearwater through various co-sponsored groups and I
staff-led programming.
Objective: Expand National Alliance for Youth Sports (NAYS) parent and coaching training by 25% each
year.
I
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Baseball 116 118 131 54 50
Basketball 99 41 35 30 25
Football 0 50 61 65 60
Lacrosse 15 14 20 6 15
Swimming 0 10 0 0 0
Softball 35 26 20 14 15
Total 265 259 267 169 165
Increase 35% -2% 3% -37% -2%
Note: The decrease beginning in FY06/07 are a result of training efforts in prior years-the majority of our
coaches and parents have already received the training provided by NAYS.
Goal: Enhance cultural opportunities and ensure a diverse variety of activities are available for residents I
and visitors.
Objective: Increase number of cultural opportunities by at least 20% per year with no additional cost to
General Fund.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Art Shows/Exhibits 27 31 39 46 42
Performances 32 33 43 32 38 '
Artist Residencies 3 4 6 7 6
Public Art Projects 2 4 7 9 9
III
Total 64 72 95 94 95
%Increase 27% 129% 13% 32% 1%
III
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20 i
I CITY VISION & PERFORMANCE MEASURES
I
Clearwater Provides the Infrastructure to Support all its Attributes
I
Related Council Priorities:
I • Well Maintained Infrastructure
• Efficient Responsive City Services
• Efficient Transportation Systems
I • Communication
IKey Performance Measures:
Goal: To ensure public safety by properly maintaining secure sidewalks.
IObjective: Respond to all complaints of broken sidewalks within 24 hours.
I Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of complaints of broken
sidewalks 140 166 155 216 95
I %responded in 24 hours 100% 99% 100% 100% 100%
Square feet of sidewalks
IIIrepaired/constructed 48,458 88,028 64,201 47,076 53,157
I
Goal: Inspect locations of potentially high risk of industrial runoff, retention and detention ponds within the
City for pollutant discharge.
I Objective: Comply with National Pollutant Discharge Elimination System (NPDES) standards during all
inspections.
1 Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of NPDES inspections 97 91 97 98 109
I %of compliance 100% 100% 100% 100% 100%
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21 1
1
CITY VISION & PERFORMANCE MEASURES I
I
Clearwater Provides the Infrastructure to Support all its Attributes
I
Key Performance Measures:
I
Goal: Effectively serve the citizens of Clearwater by providing high quality building and maintenance
service to all departments of the City in a timely, efficient, and economical manner.
Objective: Manage expenditures for repair and maintenance of buildings with less than a 3% increase
each year.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Maintenance cost per square foot $2.10
$2.17 $2.23 $2.30 $2.20
%increase over previous year -2.09% 3.33% 2.67% 3.14% -4.35%
I
Goal: Provide timely, efficient, and economical fleet maintenance services to relevant City departments
to effectively serve the citizens of Clearwater.
III
Objective: Maintain low percentage of vehicle repairs returned for additional work at 2%or below.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10 I
Repairs returned for additional work 2.06% 2.10% 2.08% 2.04% 1.80% II
NOTE: Rate is calculated by dividing the number or work orders that have been identified as repeat repairs by the total
number of work orders.
I
Goal: Increase citizen involvement and participation in city government through public outreach and
information campaigns, leveraging technology and electronic media to increase resident access to
decision-making forums.
Objective: To increase the number of citizens that participates in City forums or discussions.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
# of C-TRACS tickets (C-TRACS is the City
of Clearwater's task request and 975 1,372 3,921 6,101 4,799
communication system)
Number of graduates from annual Citizen I
Academy program 18 20 23 20 20
NOTE: C-TRACS was launched on 07/01/05;ticket count in FY04/05 is for the period of 07/01/08 through 09/30/05. 1
1
22
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1 CITY VISION & PERFORMANCE MEASURES
IClearwater Provides the Infrastructure to Support all its Attributes
IKey Performance Measures:
I Goal: Enhance capabilities of Public Communications Department through the strategic application of
new technologies,equipment and software.
Objective: To increase the number of viewers and website viewers by continuously updating the material
available to residents.
I
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
I #of website visitors (myclearwater.com) 437,802 1,082,971 1,301,600 1,376,648 1,342,959
#of pages viewed 2,020,200 4,541,165 4,897,347 4,716,778 4,293,482
iNote: Data available for FY05/06 is for the period of 04/01/06 through 09/30/06.
Goal: Facilitate internal communication to build a stronger tie between senior management and
I employees,and to enhance employee understanding of key city projects.
Objective: Keep citizens and staff well informed.
111 Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
#of proactive communication pieces
IIdistributed to employees 40 18 20 27 28
1 Goal: Ensure public safety by maintaining safe roadway surfaces. Road Millage revenue aids in financing
these projects.
Objective: Complete annual resurfacing contract that will resurface between ten (10) to fifteen (15) miles
Iof roadways each year.
1 Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Miles of roadway resurfaced each year 10 14 10 10 5
IRoad millage revenue $2,877,610 $3,055,660 $2,835,064 $2,750,128 $2,092,025
I Goal: Maintain cost control on utility operations.
Objective: Improve service quality while maintaining cost increases at or below inflation.
iPerformance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Cost per million gallons of wastewater treated $1,773 $1,880 $1,873 $1,802 $1,699
IPercent Increase over prior year 3.44% 6.03% -0.37% -3.79% -5.72%
*Computed from WWTP's operating budget by taking operating expenses less non-operating expense and depreciation
IIIdivided by total annual flow treated.
23
1
CITY VISION & PERFORMANCE MEASURES I
t '
Clearwater Provides the Infrastructure to Support all its Attributes
Key Performance e ormance Measures:
Goal: Protect public health and the environment by properly maintaining utility infrastructure.
Objective: Improve service quality by reducing the number of sewer overflows in the city.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of City responsible blockages 86 122 125 137 149
i 1
Number of Sanitary Overflows* 74 51 23 42 43
*Number comes from Utility Asset Management System. Based on WWC monthly FDEP reporting and work measures.
Goal: Reduce use of drinking water used for irrigation by expanding the city's reclaimed water system.
Objective: To maximize cost/benefit by encouraging customers to use available reclaimed water.
Southwest Florida Water Management District (SWFWMD) requires 50% of customers that have reclaimed
water available to them to use it as a project efficiency goal.
I
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
%of customers using reclaimed t
irrigation that have it available 87% 80% 78% 86% 76%
I
Goal: To properly maintain and improve utility infrastructure.
Objective: Increase proactive maintenance efforts on the city's wastewater collection system.
Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10 II
%of reactive* 9% 11% 13% 10% 11%
%of proactive* 91% 89% 87% 90% 89%
Miles of sewers cleaned 106 16 89 176 208
*Numbers come from Utilities Asset Management System comparing hours of proactive maintenance vs. reactive
maintenance on the wastewater collection system,including contractors.
I
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24
i
CITY VISION & PERFORMANCE MEASURES
Clearwater Includes Special Places that Belong to Everyone in the Community
I
Related Council Priorities:
I • A Quality Beach Environment
• A Vibrant Downtown that's Mindful of its Heritage
I
Key Performance Measures:
1
Goal: Provide beach guard training that ensures all lifeguards is able to maintain a safe beach
environment.
IObjective: To remain a highly trained and skilled lifeguard team that is well prepared for emergencies.
I Performance Measure 2005/06 2006/07 2007/08 2008/09 2009/10
Number of actions taken by Beach Guards
to prevent serious accident or injury to
1 beach visitors 38,000 13,604 42,883 52,381 30,707
I
1
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1
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25
I
I S OM OS OS NO an an am am aa .ea as am as an all MI SS
0. i t / ♦ �,
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4 4 f
■ ,&4.44/sss -q" _ ....... 100
7kS..,:ditio011147je' -!%.1 '1:s:---;1/1°44'ita:4.'°4'"1,°1'..d) ..... 1 3 tss4‘1\
.► "4"• .r • 0 S
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4"4.4, „„ • i00
1
1
I CITY COUNCIL POLICY
Budget and Finance
A. Balanced Budget. It is a policy of the City Council to adopt a balanced budget for all
funds. The City will avoid budget and accounting practices that balance the budget at
I the expense of future budgets. The City will also avoid budgeting any unrealized
investment gains due to the City's practice of holding investments until maturity.
IB. Maintenance of Capital Plant and Equipment. It is a policy of the City Council that the
City's budget will provide adequate funding for maintenance of capital plant and
1 equipment and the funding for their orderly replacement.
C. Budget Review Process. It is a policy of the City Council to be provided with a quarterly
Ibudget report comparing actual versus budgeted revenue and expense activity.
I D. Budgetary Position Control. It is a policy of the City Council that the total number of
permanent full-time and part-time positions (full-time equivalents) approved in the
annual operating budget may not be exceeded without prior approval of the City
ICouncil.
I E. General Fund Unappropriated Retained Earnings. It is a policy of the City Council to
maintain a General Fund reserve equal to 8% of the subsequent year's budgeted
expenditures as a contingency fund to meet unanticipated financial needs. Should
funds in excess of 8% be available in any fiscal year, these funds shall be identified as
I available, and may be appropriated by the City Council for specific Capital
Improvement Projects or other one-time needs.
I In addition, the City Council will maintain an additional General Fund reserve equal to
1/2/O of the subsequent year's budgeted expenditures to fund unanticipated retirements
of General Fund long-term employees during the given fiscal year. Any appropriations
I approved by the City Manager during the year, for this purpose, will be noted in the City
Manager's quarterly budget report.
1 F. Capital Improvement Budget and Capital Improvement Plan. It is a policy of the City
Council to adopt a six-year Capital Improvement Plan and Budget which summarizes the
project scope, estimated cost estimates by project, method of financing, and
1 anticipated operating costs of each project.
G. Road Millage. In order to maintain the City's sidewalks and streets (including curbs and
Ibridges), a road millage will be designated as a part of the annual budget process.
Priorities will be determined first on functional and safety considerations. Road Millage
may be used for aesthetic repairs.
I
1 27
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CITY COUNCIL POLICY I
Budget and Finance
H. Enterprise Funds. It is a policy of the City Council that all 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 Council. I
Enterprise Fund Transfer Payment. It is a policy of the City Council that the specific
enterprise operations designated by the City Council shall annually transfer to the
General Fund an amount determined appropriate to be considered reimbursement in
lieu of taxes. The current rate is 5.5%of prior year gross revenues.
April 1989 policy adopted by the City Council established this rate at 4.5% of prior-
year gross revenues. This proportionate rate was adopted to accommodate
growth, and replaced prior years' policy of a prescribed dollar contribution.
Other than the exceptions noted below, the rate of 4.5% remained in effect until
the City Council adopted the amended rate of 5.5%in September 2005.
Upon adoption of the Gas Strategic Plan and Gas Rate Case in fiscal year
1995/96, the Council agreed to replace the Gas Support contribution with a
franchise fee from natural gas customer accounts payable to the General Fund. 111 This, in combination with the Gas dividend, offered the General Fund the same or
greater level of support as fiscal year 1995/96. The Gas System Dividend will be a
minimum of $1,700,000 plus a PILOT (Payment in Lieu of Taxes) fee of at least
$508,720. Such PILOT fee will be paid by the Gas Franchise Fees to offset such
PILOT payment. When the Gas System Net Income less Bond Interest Earnings
exceeds $3.4 million for any fiscal year, the Gas Dividend payment for the next
fiscal year will be one half of that amount. I
In September 2000, with the adoption of the 2001/02 Annual Operating Budget,
the City Council expanded this policy, which had previously been imposed only
on the utility enterprises, to include an annual payment in lieu of taxes from the
Marine and Aviation Fund. In FY 2009, the Parking Fund began paying the PILOT.
J. Interfund Administrative Charge. It is a policy of the City Council that 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.
Upon adoption of the Gas Strategic Plan in fiscal year 1995/96, the City Council ,
agreed to maintain the same charge for administrative support from the Gas
Fund for fiscal year 1995/96 which will be increased annually by the estimated
1 cost of salary increase index (fiscal year 2001/02 -5%).
Beginning in fiscal year 2001, the City Council approved an adjustment to the
Gas Fund charge increasing the charge by$325,000 over the computed amount
to bring the Gas Fund more in line with the proportionate amount calculated in
the same manner as the Other Enterprise Funds.
I
28 1
1
I CITY COUNCIL POLICY
Budget and Finance
1 I K. Interfund Other Service Charges. It is a policy of the City Council that the cost of services
provided to Enterprise Fund Departments by General Fund Departments shall be
Icharged to, and paid by the Enterprise Fund.
L. 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
I approximate actual costs incurred by the department, together with any associated
costs.
1 M. Special Event Fees. The Special Events Committee will review applications for use of City
beaches, sidewalks, outdoor recreation open spaces and rights-of-way. Sponsoring
organizations will be responsible for the costs of all City services needed in conjunction
Iwith the events unless they are City sponsored or co-sponsored events.
The City Council may waive all or a portion of fees and related charges for City
I sponsored or co-sponsored events, including, but not limited to Fun 'N Sun, Jazz Holiday,
July 4th, Turkey Trot, Iron Man and Martin Luther King Parade. There shall be an annual
review of City sponsored/co-sponsored events during the budget process. An agenda
I item confirming co-sponsorship and waiver of fees for those to be submitted in the
budget will be brought for City Council acceptance in March of each calendar year. All
items accepted by the Council are then to be included in the appropriate department's
budget. Only after the item is passed as part of the approved budget is the item
Iconsidered to be funded.
In the event additional monies are requested beyond what is included in the approved
I budget, City Council approval will be needed before said additional funds are
disbursed.
IIN. Accounting Procedures. It is a policy of the City Council to establish and maintain a
standard of accounting practices on a basis consistent with Generally Accepted
Accounting Procedures (GAAP), and the Governmental Accounting Standards Board
I (GASB), and the standard practices of the Government Finance Officers Association of
the United States and Canada (GFOA).
I The City will also comply with the rules of the Auditor General and the Uniform
Accounting System as required by the State of Florida.
1 O. Review of Rate Schedules. It is a policy of the City Council to review rate schedules of
the City of Clearwater at a minimum of every 5 years. The purpose of the review will be
to assure rates are set in a manner to be fair and equitable while covering the City's cost
Ito provide the service.
Unrestricted fund balances (working capital reserves) should be maintained at a level
Iequivalent to at least three months' operation and maintenance expense.
1 29
I
CITY COUNCIL POLICY I
Budget and Finance
P. Review of Annual Audit. It is a policy of the City Council to have a Certified Public
Accounting firm perform an annual audit on all of the City's funds. A work session will be
held each year within 60 days of the release of the annual financial audit of the City. At
that time, the overall financial condition of the City and its enterprise funds will be
reviewed.
1
Q. Investment Policy.
(1)Scope
This statement of investment policy and guidelines applies to all investments of the City's
pooled cash,which includes cash and investment balances of the following funds:
• General
• Special Revenue
• Debt Service
• Capital Projects
• Enterprise
• Internal Service Funds
• Fiduciary Funds
The policies set forth do not apply to the non-pooled cash investments of the Pension
and Deferred Compensation Funds of the City of Clearwater, deposits for defeased
debt, or assets under Bond Trust Indenture Agreements.
(2) Investment Objectives
A. Safety of principal is regarded as the highest priority in the handling of investments
for the City. All other investment objectives are secondary to the safety of capital.
Each investment transaction shall seek to first ensure that capital losses are avoided.
B. The City's investment strategy will provide sufficient liquidity to meet the City's
operating, payroll and capital requirements. To accomplish this, the portfolio will be
"laddered" with monthly maturities except for those months in which significant Ad
Valorem taxes are received. To the extent possible, the City will match its investments
with anticipated cash flow requirements. Unless matched to a specific cash flow
requirement, the City will not directly invest in securities maturing more than 15 years
from the date of purchase. Also, unless specifically matched against a debt or
obligation not more than 15%of the portfolio will have a maturity greater than 10 years.
C. The City's investment portfolio shall be designed with the objective of attaining a
market rate of return throughout budgetary and economic cycles, taking into account
the City's investment risk constraints and the cash flow characteristics of the portfolio.
(3) Performance Measurement ,
The benchmark yield for the operating portfolio will be the weighted average yield
determined by using the following maturity distribution and the related U.S. Treasury
yields. Treasury yields are considered the benchmark for riskless investment transactions
and, therefore comprise a minimum standard for the operating portfolio's rate of return.
The investment program shall seek to augment returns above this threshold, consistent
with risk limitations identified herein. '
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CITY COUNCIL POLICY
Budget and Finance
IAverage Treasury Rates Percentage Distribution
Overnight rate 15%
3 month Treasury Bill rate 15%
6 month Treasury Bill rate 15%
1 year Treasury Bill rate 15%
' 3 year Treasury Note rate 15%
I 5 year Treasury Note rate 15%
10 year Treasury Note rate 10%
ITotal 100%
Weighted average maturity of benchmark 2.46 years
1 (4) Prudence and Ethical Standards
The standard of prudence to be applied by the investment officer shall be the "Prudent
I Person" rule, which states: "Investments shall be made with judgment and care, under
circumstances then prevailing, which persons of prudence, discretion and intelligence
exercise in the management of their own affairs, not for speculation, but for investment,
considering the probable safety of their capital as well as the probable income
I derived." The "Prudent Person" rule shall be applied in the context of managing the
overall portfolio.
I (5) Authorized Investments
The City shall limit investments, as authorized in Florida Statutes to:
I a. Direct Federal Government obligations. Investments in this category would
include but not be limited to the following: United States Treasury Bills; Notes and
Bonds; and securities issued by the Small Business Administration, Government
I National Mortgage Association (Ginnie Mae), Veterans Administration, and
Federal Housing Administration.
b. Federal Agencies and instrumentalities. Investments in this category would
I include but not be limited to the following: obligations of the Federal Home
Loan Banks System (FHLB) or its distinct banks, Financing Corporation (FICO), the
Federal Farm Credit Bank, Federal National Mortgage Association (Fannie Mae),
I Federal Home Loan Mortgage Corporation (Freddie Mac), Student Loan
Marketing Association (Sallie Mae), Financial Assistance Corporation and
Federal Agriculture Mortgage Corporation (Farmer Mac).
Ic. U.S. Securities and Exchange Commission registered money market funds with
the highest credit quality rating from a nationally recognized rating agency.
Id. Interest-bearing time deposits or savings accounts, in a qualified Public
Depository as defined in s.280.02 Florida Statutes.
I
e. Debt issued by the State of Florida or any political subdivision thereof including
pools.
I f. Securities of, or other interests in, any open-end or closed-end management-
type investment company or investment trust registered under the Investment
Company Act of 1940, 15 U.S.C.ss. 80a-1 et seq., as amended from time to time,
1 31
I
CITY COUNCIL POLICY ,
Budget and Finance
provided that the portfolio of such investment company or investment trust is
limited to obligations of the United States Government or any agency or
instrumentality thereof and to repurchase agreements fully collateralized by
such United States Government obligations, and provided that such investment ,
company or investment trust takes delivery of such collateral either directly or
through an authorized custodian.
g. Repurchase Agreements and reverse repurchase agreements collateralized by
securities otherwise authorized in this policy.
h. The Local Government Surplus Funds Trust Fund or any intergovernmental 1
investing pool authorized pursuant to the Florida Interlocal Cooperation Act as
provided in s.163.01 Florida Statutes.
i. Commercial paper of prime quality of the highest letter and numerical rating
as provided for by at least one nationally recognized rating service.
(6)Maturity and Liquidity Requirements
A. The City will maintain a forecast of expected cash outflows and inflows by major
categories. For months that the outflows exceed inflows the City will have investments
maturing that month in excess of the forecasted deficits.
B. The City's intention is to keep the weighted average maturity to three years or
less. Due to market conditions and cash needs the average maturity may temporarily
be greater than three years but no greater than five years.
(7) Portfolio Composition, Risk and Diversification I
Assets held shall be diversified to control risk of loss resulting from over-concentration of
assets in a specific maturity, issuer, instrument, or dealer/broker, through which these
instruments are bought and sold.The following maximum limits apply to the portfolio: I
Maturity date 10% Specific instrument 8%
Specific issuer 40% Specific dealer/broker 33%
Commercial paper 25% CMOs and REMIC 33%
Diversification strategies within the established guidelines shall be reviewed and revised
periodically as necessary by the Investment Committee.
(8)Authorized Investment Institutions and Dealers
A. Banks - Certificates of deposit purchased under the authority of this policy will be
purchased only from Qualified Public Depositories of the State of Florida as identified by
the State Treasurer, in accordance with Chapter 280 of the State Statutes.
B. Broker/Dealer Approvals and Limitations -Time, practicality, and general business
constraints limit the number of investment relationships, which can be managed on a
regular basis. In most cases, normal investment activity will be limited to no more than
ten dealer relationships. A broker/dealer list will be established by the Finance Director
or designee. This list will be presented to the Investment Committee for approval. This list
will be updated as needed and approved by the Investment Committee. I
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I CITY COUNCIL POLICY
Budget and Finance
t (9)Third-Party Custodial Agreements
All securities shall be held by a third party safekeeping company. All purchases by the
I City under this policy shall be purchased using the"delivery versus payment"procedure.
For all purchases and sales of securities the third party custodial will require the approval
of two individuals authorized by the Finance Director.
1 (10)Master Repurchase Agreement
All approved institutions and dealers transacting repurchase agreements shall be
covered by a Master Repurchase Agreement. All repurchase agreement transactions
Ishall adhere to the requirements of the Master Repurchase Agreement.
(11) Bid Requirements
I After the Finance Director or designee has determined the appropriate maturity based
on cash flow needs and market conditions and has selected one or more optimal types
of investment, the security in question shall, when feasible and appropriate, be
competitively bid. Competitive bids or offerings shall be received from at least three
Idealers/brokers on all sales or purchases except in situations where:
The security involved is a "new issue" and can be purchased "at the auction".
IA.
B. The security has a fixed"postal-scale"rate.
IC. The security involved is available through direct issue or private placement.
D. The security involved is of particular special interest to the City and dealer
competition could have an adverse impact with respect to the price and
Iavailability to the City.
It is also realized that in certain very limited cases the City will not be able to get three
I quotes on a certain security. For those cases the City will obtain current market
prices from one of the following to determine if the transaction is in the City's best
interest:
I1. Bloomberg Information Delivery System.
2. Wall Street Journal or a comparable nationally recognized financial
I publication providing daily market pricing.
3. Daily market pricing provided by the City's Custody Agent or their
corresponding institution.
I (12) Internal Controls
The Finance Director shall establish and monitor internal and procedural controls
designed to protect the City's assets and ensure proper accounting and reporting of
I the transactions related thereto. The internal controls will be designed to prevent
losses of funds which might arise from fraud, employee error, misrepresentations by
third parties, or imprudent actions by employees of the City. All buy and sell
I communications with the third party safekeeping company will be signed by two
individuals authorized to make investment decisions. The internal controls
developed under this policy shall be reviewed by the independent auditors as a
regular part of their audit of the City.
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CITY COUNCIL POLICY i
Budget and Finance
The Finance Director shall establish an Investment Committee that meets on a regular '
basis for the purpose of reviewing investment transactions, approving brokers/dealer
changes and other investment activities. The Investment Committee members will
be the Finance Director, Assistant Finance Director, Cash & Investment Manager and I
any other City staff members appointed by the Finance Director and confirmed by
the City Manager.
(13) Reporting I
The Finance Director or designee shall report on at least an annual basis the following
information on the City's investments: I
A.Securities by class/type.
B. Book Value
C. Market Value
D. Income Earned
(14)Continuing Education I
The members of the Investment Committee will complete no less than 8 hours of
continuing educational opportunities on investment practices each fiscal year. The
members of the Investment Committee will have sufficient knowledge and education
to invest in any and all of the securities listed above.
R. Debt Management Policy.
This policy is to establish criterion and procedures for the issuance of debt financing by
the City. This Debt Policy confirms the commitment of the City Council, management,
staff, advisors and other decision makers to adhere to sound financial management
practices, including full and timely repayment of all borrowings, and achieving the
lowest possible cost of capital within prudent risk parameters.
The City shall employ the use of debt to compliment the significant recurring
commitments of annual appropriations for capital purposes in a way that is fair,
reasonable, and equitable to each generation of taxpayers, ratepayers, users and other
beneficiaries.
1. General:
A. The City shall seek to maintain their high bond ratings so borrowing costs are
minimized and access to credit is preserved.
B. The City may utilize debt obligations to refinance current debt or for acquisition, ,
construction or remodeling of capital Improvement projects that cannot be funded
from current revenue sources or in such cases wherein it is more equitable to the users
of the project to finance the project over its useful life. I
C. The useful life of the asset or project generally must exceed the payout schedule of
any debt the City assumes. I
D. The City will analyze funding alternatives to minimize the cost impact of debt
structures on the taxpayers or ratepayers.
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I CITY COUNCIL POLICY
Budget and Finance
IE. The outstanding debt will be reexamined periodically to determine whether an
economical advantage exits for refinancing the outstanding debt given changes in
the interest rate and bond market. As a general rule, the present value savings of a
I particular refunding should exceed 5% while maintaining a similar maturity schedule
to the original debt.
I 2.Types and Structure of Debt:
A. Any legally allowable debt may be used for financing capital improvements; this
includes, but is not limited to, short-term and long-term debt, general obligation and
I revenue debt, fixed and variable rate debt, lease-backed debt, conduit issues, and
taxable debt. The use of zero coupon bonds, capital appreciation bonds, deep
discount bonds, and premium bonds may be considered.
IB. The City may consider the use of credit enhancements (letters of credit, bond
insurance, surety bonds, etc) when such credit enhancements proves cost-effective.
I C. When fiscally advisable and when consistent with contractual obligations, the City
shall lease purchase capital equipment. Generally, equipment will have a monetary
value $25,000 or more and a minimum life expectancy of three years. The debt
Iservice on the lease purchase items shall be paid by the user department.
3. Issuance of Obligations
I A. Selecting Service Providers:
1) The City may retain an independent financial advisor for advice on debt
structuring, the rating review process, marketing debt issuances, sale and post-
sale services and to prepare and/or review the official statement.
I2) The City may also retain independent bond counsel and disclosure counsel for
legal and procedural advice on all debt issuances.
I3) As necessary, the City may retain other service advisors, such as trustees,
underwriters, and pricing advisors.
1 4) Any process utilized to select professional service providers in connection with the
City's debt program shall be in conformance with City purchasing policies,
procedures and requirements.
IThe objectives of the process will be to:
a) Promote competition
I b) Be as objective as possible
c) Incorporate clear and rational selection criteria
d) Be independent of political influence
I e) Be perceived as fair by the respondents
f) Result in a cost-effective transaction
g) Result in the selection of the most qualified firm
Ih) Eliminate conflict of interest
B. Method of Sale
I
1 35
CITY COUNCIL POLICY
Budget and Finance
1) Competitive Sale - The City will generally seek to issue its bond obligations in a
competitive sale. Other methods may be used if it is determined that such a sale
method will not produce the best results for the City.
2) Negotiated Sale The City may elect to sell its bond obligations through a
negotiated sale. This method will usually be considered when the bond issue is
refunding a prior issue or there is a unique or unusual component to the bond
issue.
3) Private Placement - When determined appropriate, the City may elect to sell its
debt obligations through a private placement or limited public offering.
C. Maturity of the debt
1) Bonds will generally not have more than a thirty-year duration.
2) Lease Purchase debt will generally not have more than a five-year duration.
S. Central Insurance Fund Reserve. It is a policy of the City Council to maintain a Central
Insurance Fund reserve to guard against unforeseen or uninsured costs or increases in
property, workers' compensation, health or liability insurance. The target minimum
balance for this reserve is equal to 75% of the actuarially calculated self-insurance
reserve liability. If reserves are drawn down below the above target minimum balance,
the City will develop a plan to replenish the reserves, generally within five (5) years.
T. Clearwater Gas System Supply Hedging Policy. It is a policy of the City Council to limit
the financial risk to Clearwater Gas System (CGS) of natural gas purchases by Hedging a
portion of its gas supply needs with the intention of reducing price volatility for the
residential, commercial, and industrial customers of CGS. Hedging amounts for a
111
specified period of time will NOT exceed the expected average natural gas energy
usage over that time period.
The City Representative shall issue a Directive to Florida Gas Utility (FGU) in the event that
CGS would like FGU to take any action with respect to a Financial Product on its behalf.
The General Manager of FGU shall not be authorized to enter into a Financial Product on
a system-wide basis for CGS without a Directive from the City Representative.
Financial Products shall be purchased or otherwise acquired for the purpose of risk
management and, to the extent possible, shall be entered into in such a manner as to
meet applicable accounting standards as a "hedge" for accounting purposes; provided
that the failure to obtain any particular accounting treatment with respect to a Financial
Product shall not form a basis for challenging or otherwise calling into question the
legality and enforceability of a Financial Product entered into pursuant to a Directive.
CGS shall not engage in any purchase or acquisition of Financial Products for
Speculation.
In the event if any inconsistency between the terms of this Policy and any existing
agreement between FGU and CGS, including, without limitation, the All Requirements
Gas Services Agreement, dated as of February 15, 2002 and as amended from time to
36 1
CITY COUNCIL POLICY
Budget and Finance
ttime, between FGU and CGS and entered into pursuant to Resolution No. 02-02 the City
of Clearwater, Florida, the terms of such agreement shall prevail.
1. City Representative -A representative of the City of Clearwater, Florida, who can
authorize a Directive with respect to Financial Products, which term shall include,
without limitation, any person designated as a "member representative" or
"project participant representative" under an agreement between FGU and the
City of Clearwater, Florida.
1 2. Directive - An instrument, in writing, executed and delivered by a City
Representative that gives directions to FGU, or otherwise authorizes actions by
FGU,with respect to Financial Products and the related Financial Instruments.
3. Financial Instruments - One or more agreements entered into with respect to
Financial Products by and among the parties thereto, which may include FGU,
1 CGS, or both, or any other third party or counterparty thereto, and such term shall
expressly include, without limitation, any assignment or termination agreement
related to Financial Products by FGU, CGS, or both.
4. Financial Products - Swaps, options, caps, collars, floors, forwards, futures
contracts, and any other Hedging transactions, and any combination of the
foregoing, whether executed "over-the-counter" pursuant to private agreement
of "exchange-traded" on one or more regulated contract markets.
5. Hedge-To minimize or protect against loss by counterbalancing one transaction
against another or otherwise mitigating economic risk. The term "Hedging" shall
be construed accordingly.
' 6. Speculation - Using Financial Products in a manner not reasonably expected to
reduce the risk associated with CGS business activities.
•
I
I
37
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I
BUDGET PROCESS CALENDAR
' OCTOBER 2009 APRIL 2010
February—April
111 S M T W TH F S S M T W TH F S
City Manager and Assistant City Managers
1 2 3 review six-year capital improvement plan and 1 2 3
4 5 6 7 8 9 10 department organization and proposed program 4 5 6 7 8 9 10
I 11 12 13 14 15 16 27 savings with Department Directors
March 16 11 12 13 14 15 16 27
18 19 20 21 22 23 24 18 19 20 21 22 23 24
25 26 27 28 29 30 31 25 26 27 28 29 30
Budget Workshop with Council to review budget
I reduction proposals
NOVEMBER 2009 March—April MAY 2010
1 2 3 4 5 6 7 Departments prepare operating budgets 1
I8 9 10 11 12 13 14 May 2 3 4 5 6 7 8
15 16 17 18 19 20 21 City Manager meetings with Departments to 9 10 11 12 13 14 15
22 23 24 25 26 27 28 provide final direction and finalize department 16 17 18 19 20 21 22
29 30 budgets 23 24 25 26 27 28 29
June 1 30 31
Receipt of early"Estimate of Taxable Values"
DECEMBER 2009 from Pinellas County JUNE 2010
1 2 3 4 5 June 30 1 2 3 4 5
I 6 7 8 9 10 11 12 City Manager presents Preliminary Operating 6 7 8 9 10 11 12
13 14 15 16 17 18 19 and Capital Improvement Budget to the City 13 14 15 16 17 18 19
Council
20 21 22 23 24 25 26 20 21 22 23 24 25 26
27 28 29 30 31 July 1 27 28 29 30
Receipt of Preliminary Taxable Values from
JANUARY 2010 Pinellas County(figures used in budget) JULY 2010
IJuly 13
3 4 5 6 7 8 9 Special Budget Meeting with Council to review 1 2 3
budget proposal 4 5 6 7 8 9 10
I 10 11 12 13 14 15 16 11 12 13 14 15 16 27
July 15
17 18 19 20 21 22 23 18 19 20 21 22 23 24
24 25 26 27 28 29 30 City Council sets Preliminary Millage Rate 25 26 27 28 29 30 31
I 31 August 4
City must provide Pinellas County with
FEBRUARY 2010 Preliminary Millage Rate AUGUST 2010
I1 2 3 4 5 6 August 30 1 2 3 4 5 6 7
7 8 9 10 11 12 13 Public meeting with Council and citizens to 8 9 10 11 12 13 14
14 15 16 17 18 19 20
review budget proposal 15 16 17 18 19 20 21
i21 22 23 24 25 26 27 September 9 22 23 24 25 26 27 28
28 First Public hearing on Annual Operating and 29 30 31
Capital Improvement Budget
MARCH 2010 September 9 SEPTEMBER 2010
1 2 3 4 5 6 Public Hearing on Penny for Pinellas projects 1 2 3 4
I 7 8 9 10 11 12 13 September 22 5 6 7 8 9 10 11
14 15 16 17 18 19 20 Final Public Hearing on Annual Operating and 12 13 14 15 16 17 18
21 22 23 24 25 26 27 Capital Improvement Budget 19 20 21 22 23 24 25
I28 29 30 31 26 27 28 29 30
39
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i
BUDGET GUIDE
GOVERNMENTAL ORGANIZATION
The City of Clearwater operates under the Council-Manager form of government as established in 1924.
The City Council is comprised of five members, Mayor, Vice-Mayor, and three Councilmembers, elected
to specific seats at large. The City Council appoints a professional City Manager who serves as the Chief
Administrative Officer and Chief Executive Officer of the City.
This budget document includes all funds that are appropriated budgets for the fiscal year beginning
October 1, 2010. The City of Clearwater provides a full range of services normally associated with a
municipality, including police and fire protection, public works operations, code enforcement activities,
permitting and building services, economic development services, parks, libraries and other recreational
services. In addition, the City provides its citizens with water, reclaimed water, sewer, gas, solid waste,
recycling utilities, and operates a full service marina, airpark, a public fishing pier, and maintains boat slips
in the downtown area.
BUDGET PROCEDURES
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 accomplishment of specific programs. The process includes the
active role of the elected City officials through establishing priorities and evaluating departmental
programs; 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 Council.
Budget Presentation
By City code, the City Manager must submit to the City Council an operating budget for the ensuing fiscal
year, a capital improvement budget, a six-year capital improvement plan, and an accompanying
budget message no later than 60 days prior to the end of the fiscal year.
The City Manager's budget message explains the budget both in fiscal terms and in terms of work
1 programs. The budget message out-lines the proposed financial policies of the City for the ensuing fiscal
year; describes features of the budget; indicates any major changes from the current year financial
policies, expenditures and revenues, together with the reasons for such changes; summarizes the City's
debt position; and includes such other supplementary material as to further explain the organization and
content of the budget, or such material as the City Council may request.
Operating budget documents provide a complete financial plan of all City funds and activities for the
ensuing fiscal year. In organizing the operating budget, the City Manager utilizes the most meaningful
combination of expenditure classifications that will adequately disclose all material amounts budgeted by
fund, organization unit, program or project, and line-item object code. The budget document begins
with a clear summary of its contents; details all estimated revenue including the sources thereof,
indicating the proposed property tax levy, and all proposed expenditures, including debt service for the
ensuing fiscal year; and is arranged to show comparative figures for actual and estimated revenues and
expenditures of the preceding year, and budgeted revenue and expenditures of the current year.
Capital Improvement Fund
The annual operating budget and Capital Improvement Program (CIP) budget are complementary City
plans. The annual budget is a guide for the day-to-day operations of the City programs. The Capital
Improvement Program is a management, legislative and community tool used to facilitate the planning,
41
I
BUDGET GUIDE
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 recommended to the City Council, appropriate funding sources are identified; the
specific objective from the Clearwater Comprehensive Plan is referenced, and future operating costs are
provided for Council consideration.
The City Council reviews the project requests and after public hearings and appropriate modification, the
budgets for the Capital Improvement Program are adopted on a multi-year completed program basis,
111
where budget appropriations do not lapse at year-end but may extend across two or more fiscal years.
Budget Amendments After Adoption I
The following procedures have been instituted by the City Code of Ordinances to provide direction for
the amendment of the adopted budget.
• Supplemental appropriations. If during the fiscal year the City Manager certifies that there
are available for appropriation revenues in excess of those estimated in the budget, the City
Council, by ordinance, may make supplemental appropriations for the year up to the
amount of such excess.
• Emergency appropriations. To meet a public emergency affecting life, health, property or
the public welfare, the City Council may make emergency appropriations. Such
appropriations may be made by emergency ordinance. To the extent that there are no
available unappropriated revenues to meet such appropriations, the City Council may by
such ordinance authorize the issuance of emergency notes which may be renewed from
time to time, but the emergency notes and renewals of any fiscal year shall be paid not later
than the last day of the fiscal year next succeeding that in which the emergency
appropriation was made. I
• Reduction of appropriations. If at any time during the fiscal year it appears probable to the
City Manager that the revenues available will be insufficient to meet the amount
appropriated, such event shall be reported to the City Council without delay. Such report
shall indicate the estimated amount of the deficit, any remedial action taken by the City
Manager and recommendation as to any other steps to be taken. The City Council shall
then take such further action as it deems necessary to prevent or minimize any deficit, and
for that purpose it shall by ordinance reduce one or more appropriations.
• Transfer of appropriations. 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. The City Manager may transfer appropriations within the
capital budget provided such transfer does not result in changing the scope of any project
or the fund source included in the adopted capital budget. Such operating and capital
transfers must be included in the next budget review presented to the City Council. Upon
detailed written request by the City Manager, the City Council may by ordinance transfer
part or all of any unencumbered appropriation balance from one fund to another.
• Limitations; effective date. No appropriation for debt service may be reduced or transferred 111 except where such reduction or transfer is surplus and will not jeopardize the specific debt
service requirements. No appropriation may be reduced below any amount required by law
to be appropriated by more than the unencumbered balance thereof. The supplemental
42
1
BUDGET GUIDE
' and emergency appropriation and reduction or transfer of appropriations authorized by this
section may be made effective immediately upon adoption.
• Penny for Pinellas. If after adoption of the capital improvement budget and program there is
a change proposed for the use of Penny for Pinellas tax, adding or subtracting $500,000 or
more from a project approved in the capital improvement budget or adding new projects in
excess of$500,000, there shall be an advertised public hearing before the City Council.
Quarterly Report to Citizens
The Code of Ordinances also requires that the City Manager prepare a quarterly report addressing the
status of the operating and capital improvement budgets. This report provides anticipated quarterly
income estimates, actual collections and variances between estimated and actual income for all City
operating funds; projected quarterly expenditure estimates, actual expenditures and variances between
estimated and actual expenditures for City operating funds; a narrative explanation of significant
variances; and the financial status of all active capital improvement projects.
In addition to the required elements, the report also includes all amendments to the budget that have
' been approved by the City Council during the past quarter via the agenda item process. Also,
recommended routine amendments are presented in the report, such as the closing of a completed
capital project budget. And occasionally, the City Manager may have a recommendation to amend
' the budget for specific reasons that will be incorporated in the report.
The report is presented to the City Council at the regularly scheduled Council meeting, and the City
Council in a separate ordinance adopts all amendments included in the report. These meetings are
' televised and scheduled for public input on the Council agenda.
Public Participation
Public participation in the budget process is encouraged. Prior to adoption, the City Council holds several
' public televised budget work sessions and/or public meetings reviewing the major issues, programs and
capital projects included in the proposed budget. The scheduled times and locations of these meetings
are advertised prior to the meetings on the City's website (myclearwater.com) and on the City owned
television station, C-VIEW.
In addition the two public hearings, required by state law, were held September 9 and 22, 2010, for the
final adoption of the 2010/11 budget ordinances. These mandated public hearings for ordinance
adoption in September completed the process of citizen participation in the 2010/11 budget.
Truth In Millage(TRIM)
The budget and property tax (millage rate) adoption process is governed by the State Statute known as
TRIM (truth in millage). In Florida, properties are assessed by the County Property Appraiser and property
' taxes are collected by the County Tax Collector. Property owners are eligible to receive a homestead
exemption of $25,000, and possibly as much as $50,000 on their principal place of residence, depending
on the taxable value of the property. In addition, seniors meeting specific criteria may qualify for an
' additional exemption of$25,000. All property is assessed at 1000 of real value,which is approximately 85%
of market value.
I
43
I
BUDGET GUIDE
The City is required to hold two public hearings for adoption of a property tax rate and budget. The first
public hearing is advertised by the Property Appraiser mailing to each property owner a TRIM notice. In
addition, by City Ordinance, the City posts on its website (myclearwater.com) at least seven days prior to
the hearing, the general summary of the operating budget, capital improvement budget and program,
the rolled-back rate, the percentage increase or decrease and the proposed millage rate and a notice
stating the times and places where copies of the budget message, operating budget, capital
improvement budget and program are available for inspection by the public; and the times and places
for public hearings.
Under Truth in Millage (TRIM) compliance laws, the City publishes an advertisement in a newspaper of
general circulation including much of the same information just days prior to the final public hearing.
The City Council must adopt the operating budget and capital improvement budget and program by
separate ordinances before the end of each current fiscal year for the ensuing fiscal year. If the Council
fails to adopt the operating budget by that time, the amounts appropriated for current operation for the
current fiscal year are deemed adopted for the ensuing fiscal year on a month-to-month basis, with all
items prorated accordingly, until such time as the City Council adopts an operating budget for the
ensuing fiscal year.
BUDGETARY BASIS '
The City of Clearwater has developed and follows a program based budget format. The budget is
prepared in accordance with Generally Accepted Accounting Principles (GAAP). I
Governmental funds use the modified accrual basis of accounting, whereby expenditures are recognized
in the accounting period when the liability is incurred, if measurable, and revenues and other resources
are recognized in the accounting period when they become available and measurable. Revenues are
considered to meet the availability test if they are collectible within the current period or soon enough
thereafter for use in payment of liabilities of the current period.
Proprietary funds use the full accrual basis of accounting. Revenues are recognized in the period in which
they are earned, and expenses are recognized in the period in which the liabilities are incurred.
The annual budget addresses only the Governmental and Proprietary groups and does not control
resources that are managed in a trustee or fiduciary capacity.
All appropriations unspent at year-end lapse unless funds are encumbered as the result of the issuance of
a purchase order. Such purchase orders remain valid until either canceled or final payment is made.
FINANCIAL STRUCTURE
The City of Clearwater uses funds to budget for operations and to account for the results of those
operations. Fund accounting is designed to demonstrate legal compliance and to aid financial
management by segregating transactions related to certain functions or activities.
Budgets are adopted for funds that are either governmental funds or proprietary funds. Each category is •
also divided into separate fund groups. The following are the funds of the City of Clearwater in which the
City Council adopts an annual budget.
Governmental Funds - The Governmental Funds consist of the General Fund, the Special Revenue Funds,
and the Capital Projects Funds.
F
44
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BUDGET GUIDE
' General Fund - The General Fund is the general operating fund of the City. This fund was
established to account for the revenues and expenditures involved in operating general
governmental functions of a non-proprietary nature. Major revenue sources for this fund include
ad-valorem tax, franchise and utility taxes,telecommunications/sales tax, license and permit fees,
and administrative charges and charges for current services. The major operating activities
' supported by the General Fund include police and fire services, transportation, economic
development, community development servicing housing needs, permitting, occupational
licenses, public works, parks and recreation, library, and other general governmental service
' functions.
Special Revenue Funds - The Special Revenue Funds are used to account for particular
governmental activities created by receipt of specific taxes, grants and other restricted revenues.
Below are the City's special revenue funds.
• Special Development Fund - The Special Development Fund is used to account for the
' appropriation of revenues restricted by statute or ordinance for a specific purpose. Revenues
which are accounted for in the Special Development Fund include the "Penny for Pinellas"
one-cent sales tax, recreation impact fees, transportation impact fees, local option gas tax
and the portion of ad-valorem taxes designated as road millage.
• Special Program Fund - The Special Program Fund is used to account for proceeds from grants
or donations and specific funding sources such as Law Enforcement Trust proceeds.
1 • Local Housing Assistance Trust Fund - The Local Housing Assistance Trust Fund is used to
account for grant proceeds and program expenditures for the State Housing Initiatives
Partnerships (SHIP) Program.
Capital Projects Funds Capital Project funds are used to account for the acquisition and
construction of capital facilities and other fixed assets with a life expectancy of greater than three
years, and a cost greater than $25,000.
Enterprise Funds - An enterprise fund is used to account for the City's organizations and activities that are
similar to those found in the private sector. An Enterprise fund is self-supporting, deriving its revenue from
charges levied on the users of the services.
The City of Clearwater operates ten Enterprise funds:
i • Water and Sewer • Marine
• Solid Waste • Parking
• Gas • Harborview Center
• Recycling • Stormwater Utility
• Airpark • Downtown Boat Slips
Internal Service Funds - Internal Service Funds are utilized to finance and account for service and
commodities furnished by a designated department to other departments with the City or to other
' governments on a cost-reimbursement basis.
The City of Clearwater operates four Internal Service Funds:
• General Services • Garage
• Administrative Services • Central Insurance
45
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BUDGET GUIDE
City of Clearwater
DEPARTMENT/FUND STRUCTURE
GENERAL UTILITY OTHER INTERNAL I
DEPARTMENTS/PROGRAMS FUND FUNDS ENTERPRISE SERVICE
FUNDS FUNDS
I
City Council X
City Manager X
City Attorney's Office X I
City Audit X
Customer Service X
Economic Development & Housing X
Engineering:
Engineering Production X
Traffic Operations X
Stormwater Management X
I
Parking System X
Parking Enforcement X
Finance:
Finance X
Risk Management X
Fire:
Administration X
Support Services X
Prevention & Investigations X
Fire Operations X
Emergency Medical Services X
Gas System:
IGas Administration &Supply X
Gas Marketing &Sales X
Pinellas Gas Operations X it
Pasco Gas Operations X
Il
Harborview Center Operations X
Human Resources:
Administration X
I
Recruitment and Selection X
Compensation and Classification X
Employee Relations X
Employee Benefits X
Information Technology:
Administration X
Network Services X
Software Applications X
Telecommunications _ _ X
I
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46 1
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BUDGET GUIDE
ICity of Clearwater
DEPARTMENT/FUND STRUCTURE
IGENERAL UTILITY OTHER INTERNAL
DEPARTMENTS/PROGRAMS FUND FUNDS ENTERPRISE SERVICE
FUNDS FUNDS
Library:
Centralized Services X
1 Main Library X
Countryside Branch Library X
East Branch Library X
North Greenwood Branch Library X
I Marine &Aviation:
Airpark X
Sailing Center Operations X
I Marina Operations X
Pier 60 Operations X
Downtown Boat Slips X
1 Non-Departmental:
General Fund X
Central Insurance Fund X
1 Office of Management and Budget _ X
Official Records & Legislative Services X
Parks & Recreation:
I Administration X
Recreation Programming X
Parks & Beautification X
Beach Guard Operations X
I Planning & Development X
Police:
Office of the Chief X
I Criminal Investigations X
Patrol Division X
Support Services X
I Communications Division X
Public Communications:
Public Communications X
Courier X
IPublic Services:
Public Services Administration I X
Urban Forestry X
I Streets &Sidewalks X
Stormwater Maintenance X
I
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1
47
I
BUDGET GUIDE_
City of Clearwater
DEPARTMENT/FUND STRUCTURE
GENERAL UTILITY OTHER INTERNAL
DEPARTMENTS/PROGRAMS FUND FUNDS ENTERPRISE SERVICE
FUNDS FUNDS
Public Utilities:
Public Utility Administration X
Wastewater Collection X
Public Utilities Maintenance X
WPC Plant Operations X
WPC Laboratory Operations X
Industrial Pretreatment X
Water Distribution
X
Water Supply X
Reclaimed Water X
Water&Sewer Fund Non-
Departmental X
Solid Waste/General Services
Solid Waste:
Solid Waste Administration X
Solid Waste Collection X
Solid Waste Transfer X
Container Maintenance X
Recycling:
Recycling-Residential X
Recycling-Multifamily X
Recycling-Commercial X
General Services:
Administration X
Building & Maintenance X
Fleet Maintenance X
Radio Communications X
I
1 ,
48
I
COMPARATIVE STATEMENT OF
TAXABLE PROPERTY VALUE AND TAX LEVY
2006-07 2007-08 2008-09 2009-10 2010-11
ASSESSED PROPERTY VALUE:
Taxable Valuation of
Existing Structures 10,515,325,889 11,041,038,672 9,884,719,749 8,713,193,805 7,860,632,107
Taxable Valuation of
New Construction 145,858,302 114,430,657 297,098,576 147,270,815 39,498,876
Total,Taxable Valuation: 10,661,184,191 11,155,469,329 10,181,818,325 8,860,464,620 7,900,130,983
Value of a Mill 10,661,184 11,155,469 10,181,818 8,860,465 7,900,131
Less Estimated Discount (426,447) (446,219) (407,273) (354,419) (316,005)
NET VALUE OF ONE MILL: 10,234,737 10,709,250 9,774,545 8,506,046 7,584,126
2006-07 2007-08 2008-09 2009-10 2010-11
Mills Tax Revenue Mills Tax Revenue Mills Tax Revenue Mills Tax Revenue Mills Tax Revenue
TAX LEVY:
Operating:
1994 Bond Issue 0.0728 744,680 0.0694 743,180 0.0796 778,150 0.0877 745,690 0.0000
Beach Walk Bond Issue 0.0977 1,000,000 0.0588 630,000 0.0322 315,000 0.0347 294,950 0.0000
Employees'Pension 0.6954 7,117,290 0.6822 7,305,420 0.7335 7,169,820 1.1902 10,124,320 1.5444 11,713,190
Firemen's Pension 0.1434 1,467,260
General Operating 3.7476 38,355,920 3.4658 37,115,620 3.4512 33,733,670 3.4065 28,975,530 3.1934 24,219,180
Ruth Eckerd Hall Inc. 0.0467 477,620 0.0459 491,950 0.0488 477,200 0.0470 400,000 0.0527 400,000
Community Redevelopment 0.1090 1,115,160 0.0922 987,770 0.1010 987,550 0.1433 1,219,300 0.1188 901,140
Total Operating: 4.9125 50,277,930 4.4143 47,273,940 4.4464 43,461,390 4.9094 41,759,790 4.9094 37,233,510
Capital Improvements:
Road Maint.&Improvements 0.2963 3,033,030 0.2634 2,820,720 0.2790 2,727,150 0.2456 2,089,000 0.2456 1,862,660
GRAND TOTAL: 5.2088 53,310,960 4.6777 50,094,660 4.7254 46,188,540 5.1550 43,848,790 5.1550 39,096,170
49
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BUDGET SUMMARY
CITY OF CLEARWATER-FISCAL YEAR 2010-11
General Fund 5.1550
SPECIAL OTHER INTERNAL CAPITAL
GENERAL REVENUE UTILITY ENTERPRISE SERVICE IMPROVEMENT TOTAL ALL
ESTIMATED REVENUES: FUND FUNDS FUNDS FUNDS FUNDS FUND FUNDS
ESTIMATED REVENUES:
Taxes: Millage per$1,000
Ad Valorem Taxes 5.1550 37,271,490 1,864,560 39,136,050
Sales&Use Taxes 35,193,540 35,193,540
Charges For Services 3,814,050 129,977,940 8,529,090 142,321,080
Intergovernmental Revenue 12,206,810 11,165,330 1,275,200 200,000 24,847,340
Fines&Forfeitures 688,800 568,800 785,000 2,042,600
Miscellaneous Revenues 2,049,000 275,000 3,766,740 739,290 2,006,000 8,836,030
Licenses and Permits 3,615,000 3,615,000
Internal Service Charges 8,669,310 918,390 35,380 42,492,330 52,115,410
Other Financing Sources 16,974,520 16,974,520
TOTAL SOURCES 103,508,000 13,304,890 136,507,070 10,088,760 44,498,330 17,174,520 325,081,570
Transfers In 7,292,090 248,000 94,500 35,575,090 43,209,680
Fund Balances/Reserves/Net Assets 670,260 4,242,530 4,776,540 53,850 200,000 9,943,180
TOTAL REVENUES,TRANSFERS&
BALANCES 111,470,350 17,795,420 141,283,610 10,142,610 44,792,830 52,749,610 378,234,430
EXPENDITURES:
General Government Services 12,043,170 78,000 39,265,940 3,996,100 55,383,210
Public Safety 60,875,470 437,130 1,020,790 62,333,390
Physical Environment 89,219,240 38,210,290 127,429,530
Transportation 9,510,600 3,286,740 4,281,620 17,078,960
Economic Environment 1,347,210 59,850 1,407,060
Human Services 1,669,990 1,669,990
Culture&Recreation 23,650,100 70,000 4,516,810 5,240,810 33,477,720
Debt Service 534,810 18,804,910 20,270 3,907,530 23,267,520
Total Expenditures 107,961,360 1,817,990 108,024,150 8,320,800 43,173,470 52,749,610 322,047,380
Transfers Out 3,508,990 15,621,530 26,057,280 1,216,530 390,000 46,794,330
Fund Balances/Reserves/Net Assets 355,900 7,202,180 605,280 1,229,360 9,392,720
TOTAL APPROPRIATED EXPENDITURES
TRANSFERS,RESERVES&BALANCES 111,470,350 17,795,420 141,283,610 10,142,610 44,792,830 52,749,610 378,234,430
THE TENTATIVE,ADOPTED,AND/OR FINAL BUDGETS ARE ON FILE IN THE OFFICE OF THE ABOVE MENTIONED TAXING AUTHORITY AS A PUBLIC RECORD.
51
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I
IGENERAL FUND
STATEMENT OF REVENUES AND EXPENDITURES
ITHIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
I FY 08/09 FY 09/10 FY 09/10 FY 10/11
BEGINNING FUND BALANCE 19,171,128 21,171,128 17,752,329
REVENUES: 1
' Property Taxes 43,828,561 41,786,420 41,941,465 37,271,490
Franchise Fees 10,204,413 10,152,000 10,152,000 10,575,000
Utility Taxes 12,020,599 12,321,860 13,221,860 12,858,380
Licenses,Permits&Fees 3,622,187 3,550,000 3,550,000 3,615,000
I Sales Tax 5,275,818 5,313,000 5,313,000 5,150,000
Communications Services Tax 6,966,606 6,814,600 6,014,600 6,610,160
Intergovernmental 13,884,185 11,350,290 13,533,161 11,242,160
Charges for Services 4,159,475 3,904,660 3,752,160 3,814,050
I Fines&Forfeitures 785,278 677,300 605,300 688,800
Interest Income 2,055,571 1,140,000 1,140,000 1,240,000
Miscellaneous 1,055,478 926,500 975,500 809,000
Interfund Charges/Transfers In 18,334,418 17,516,670 27,846,791 16,926,050
I Use of Fund Reserves 3,615,529 670,260
111,
TOTAL REVENUES 122,192,588 115,453,300 131,661,366
111,470,350
EXPENDITURES:
I City Council 261,938 296,570 304,920 280,450
City Manager's Office 1,095,543 1,274,680 1,274,680 1,204,940
City Attorney's Office 1,406,881 1,623,430 1,623,430 1,538,740
City Audit 173,339 182,410 182,410 185,080
I Economic Development&Housing 1,252,827 1,374,570 1,374,570 1,347,210
Engineering 6,839,923 7,441,890 7,441,890 7,283,430
Equity Services 257,822 - - -
Finance 2,100,260 2,195,470 2,195,470 2,180,180
I Fire 21,229,099 21,760,100 23,041,082
1,108,350 22,406,590
Human Resources 998,011 1,108,350 1,052,110
Library 5,818,206 5,710,940 5,710,940 5,718,790
Marine&Aviation 1,201,267 564,440 642,647 540,540
I Non-Departmental 10,068,453 4,903,750 18,888,888 3,254,400
Office of Management&Budget 263,977 285,690 285,690 289,500
Official Records&Legislative Services 1,068,739 1,087,520 1,114,520 962,750
I Parks&Recreation 19,476,936 19,739,130 19,565,630 19,006,070
Planning&Development 5,016,886 4,679,890 4,779,890 4,461,860
Police 37,191,505 37,415,990 38,317,879 36,371,290
Public Communications 888,607 1,031,750 1,031,750 950,320
I Public Services 3,204,699 2,580,000 2,580,000 2,436,100
Allocation to GF Reserve 196,730 196,730
TOTAL EXPENDITURES 119,814,918 115,453,300 131,661,366 111,470,350
I Source (Use of Fund Balance) 196,730
19,367,858 (3,418,799) (670,260)
ENDING FUND BALANCE 19,171,128 ,367,858 17,752,329 17,082,069
I
I
I
53
I
I
WATER &SEWER FUND I
STATEMENT OF REVENUES AND EXPENDITURES
THIRD QUARTER
I
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 35,382,376 35,382,376 23,544,517
1
REVENUES:
Operating Revenue 53,954,602 57,291,800 55,902,720 58,683,810
I
Non-Operating Revenue 3,118,095 1,535,650 3,898,125 2,219,950
Capital Grants and Contributions 1,840,394
Fund Reserves 11,837,859 2,966,570
TOTAL REVENUES 58,913,091 58,827,450 71,638,704 63,870,330
1
EXPENDITURES:
Public Utilities Administration 927,800 901,650 1,351,650 849,830
Wastewater Collection 4,459,504 5,139,670 8,628,866 5,625,650
Public Utilities Maintenance 2,870,322 2,988,580 4,098,580 5,132,820
WPC Plant Operations 10,632,053 10,588,070 15,412,217 11,889,300
WPC Laboratory Operations 1,135,936 1,250,130 1,250,130 1,207,830 I
WPC Industrial Pretreatment 647,734 822,910 5,305,011 819,790
Water Distribution 12,335,837 7,904,560 7,904,560 12,660,040
Water Supply 11,063,063 12,370,480 10,981,400 9,447,900
Reclaimed Water 1,909,801 2,064,970 2,064,970 2,124,010 I
Non-Departmental 13,073,055 14,641,320 14,641,320 14,113,160
TOTAL EXPENDITURES 59,055,105 58,672,340 71,638,704 63,870,330
Source (Use) of Fund Equity - (11,837,859) (2,966,570)
ENDING FUND EQUITY(Unrestricted Net Assets) 35,382,376 35,537,486 23,544,517 20,577,947 I
STORMWATER UTILITY FUND
1
STATEMENT OF REVENUES AND EXPENDITURES
I
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
I
FUND EQUITY(Unrestricted Net Assets) 17,464,603 17,464,603 16,666,223
REVENUES: I
Operating Revenue 13,462,215 14,138,310 14,138,310 15,060,460
Non-Operating Revenue 796,770 291,410 669,410 287,790
Transfers In 1,001,493
Fund Reserves - 1,149,880 1,176,380
I
TOTAL REVENUES 15,260,478 15,579,600 15,984,100 15,348,250
EXPENDITURES:
1
Eng/Stormwater Management 4,562,165 4,794,760 4,794,760 4,983,140
PS/Stormwater Maintenance 5,447,115 10,784,840 10,811,340 9,513,810
TOTAL EXPENDITURES 10,009,280 15,579,600 15,606,100 14,496,950
Source (Use) of Fund Equity (1,149,880) (1,176,380) - I
ENDING FUND EQUITY(Unrestricted Net Assets) 17,464,603 16,314,723 16,666,223 17,517,523
I
54
I
I
IGAS FUND
STATEMENT OF REVENUES AND EXPENDITURES
ITHIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 21,937,251 21,937,251 18,953,932
REVENUES:
I Operating Revenue 34,609,781 40,080,920 37,928,920 37,431,440
Non Operating Revenue 5,440,245 939,980 970,370 766,320
Transfers In 200,000 -
Capitalized Labor - 222,000 207,000 266,000
I Fund Reserves 1,658,570 6,384,969 1,700,000
TOTAL REVENUES 40,250,026 42,901,470 45,491,259 40,163,760
EXPENDITURES:
I Gas Administration&Supply 22,872,820 27,122,620 26,744,870 24,254,930
Pinellas Gas Operations 3,388,438 7,430,540 7,353,860 5,857,720
Pasco Gas Operations 1,388,303 3,513,710 3,288,430 1,844,740
Gas System Marketing&Sales 1,950,024 2,461,170 4,702,449 2,928,620
I
TOTAL EXPENDITURES 29,599,585 40,528,040 42,089,609 34,886,010
Source (Use) of Fund Equity (1,658,570) (6,384,969) (1,700,000)
IENDING FUND EQUITY(Unrestricted Net Assets) 21,937,251 22,652,111 18,953,932 22,531,682
SOLID WASTE FUND
ISTATEMENT OF REVENUES AND EXPENDITURES
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
IFY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 16,981,480 16,981,480 18,502,462
I REVENUES:
Operating Revenues 17,637,001 17,923,000 18,113,000 18,124,000
Non-Operating Revenues 1,048,897 652,100 714,100 656,800
Transfers In 241,950 247,980 247,980 256,320
I Fund Reserves - - 80,000
19
TOTAL REVENUES 18,927,848 18,823,080
19,155,080 19,037,120
EXPENDITURES:
I Solid Waste Administration 987,645 974,160 14,406,928 891,730
Solid Waste Collection 12,896,901 15,604,840 1,337,580 14,832,290
Solid Waste Transfer 1,336,345 1,406,550 785,980 1,470,950
I Container Maintenance 709,934 773,530 1,023,610 769,020
TOTAL EXPENDITURES 15,930,825 18,759,080 17,554,098 17,963,990
Source (Use) of Fund Equity - (80,000) -
IENDING FUND EQUITY(Unrestricted Net Assets) 16,981,480 17,045,480 18,502,462 19,575,592
I
55
I I
RECYCLING FUND
I
STATEMENT OF REVENUES AND EXPENDITURES
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 4,838,640 4,838,640 4,713,961 1
REVENUES:
Operating Revenue 2,230,938 2,249,010 2,561,710 2,594,180
Non-Operating Revenue 340,248 163,460 209,121 160,000
Fund Reserves 537,000 587,000 109,970
TOTAL REVENUES 2,571,186 2,949,470 3,357,831 2,864,150
EXPENDITURES: I
Recycling-Residential 970,499 1,047,1 10 1,043,750 1,095,380
Recycling-Multi Family 450,461 527,470 556,940 476,200 I
Recycling-Commercial 1,098,932 1,374,890 1,294,820 1,292,570
TOTAL EXPENDITURES 2,519,892 2,949,470 2,895,510 2,864,150
Source (Use)of Fund Equity (537,000) (587,000) (109,970) I
ENDING FUND EQUITY(Unrestricted Net Assets) 4,838,640 4,301,640 4,713,961 4,603,991
MARINE FUND I
STATEMENT OF REVENUES AND EXPENDITURES
I
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
I
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) (21,359) (21,359) 30,861
REVENUES: '
Operating Revenue 3,883,722 4,722,000 3,946,500 4,311,400
Non-Operating Revenue 144,712 128,380 118,380 127,880
Capital Grants&Contributions - - - III Transfers In 230,000 - 50,000 -
Use of Fund Equity - - -
TOTAL REVENUES 4,258,434 4,850,380 4,114,880 4,439,280
EXPENDITURES: I
Marina Operations 4,170,806 4,552,760 4,062,660 4,414,770
Airpark Operations - - I
TOTAL EXPENDITURES 4,170,806 4,552,760 4,062,660 4,414,770
Source (Use)of Fund Equity - - -
ENDING FUND EQUITY(Unrestricted Net Assets) (21,359) 276,261 30,861 55,371 1
I
1
56
I
IAIRPARK FUND
STATEMENT OF REVENUES AND EXPENDITURES
I
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
IIIFUND EQUITY(Unrestricted Net Assets) 26,534 26,534 48,464
REVENUES:
I Operating Revenue 215,936 246,000 231,000 237,250
Non Operating Revenue 12,993 3,000 10,000 3,000
Capital Grants&Contributions 148,795 -
Transfers In - 175,000 -
I Use of Fund Equity - 25,000 -
TOTAL REVENUES 377,724 249,000 441,000 240,250
EXPENDITURES:
I Airpark Operations 556,188 194,070 394,070 188,560
TOTAL EXPENDITURES 556,188 194,070 394,070 188,560
Source (Use) of Fund Equity - (25,000) -
1 ENDING FUND EQUITY(Unrestricted Net Assets) 26,534 81,464 48,464 100,154
1 DOWNTOWN BOAT SLIPS FUND
ISTATEMENT OF REVENUES AND EXPENDITURES
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
IFY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 4,401,361 4,401,361 4,434,966
I REVENUES:
Operating Revenue 558,410 60,000 344,060
Non-Operating Revenue 230,512 72,850 53,150 68,790
Transfers In 9,786,796
Use of Fund Equity
-
TOTAL REVENUES 10,017,308 631,260 113,150 412,850
I EXPENDITURES:
Downtown Boat Slip Operations 475,141 464,230 79,545 410,760
TOTAL EXPENDITURES 475,141 464,230 79,545 410,760
Source (Use) of Fund Equity - - -
ENDING FUND EQUITY(Unrestricted Net Assets) 4,401,361 4,568,391 4,434,966 4,437,056
I
I
I
57
1
I
PARKING FUND
I
STATEMENT OF REVENUES AND EXPENDITURES
THIRD QUARTER I
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 14,062,240 14,062,240 10,493,098 1
REVENUES:
Operating Revenue 5,152,273 4,781,020 4,341,020 4,421,380
Non-Operating Revenue 939,264 624,000 624,000 569,000
Transfers In - - -
Use of Fund Equity - 3,895,700 -
TOTAL REVENUES 6,091,537 5,405,020 8,860,720 4,990,380
I
EXPENDITURES:
Engineering/Parking System 3,319,518 3,863,720 7,185,862 3,231,260
Engineering/Parking Enforcement 763,462 850,000 890,000 785,000 '
Parks and Rec/Beach Guards Operations 458,300 458,300 447,130
TOTAL EXPENDITURES 4,082,980 5,172,020 8,534,162 4,463,390
Source (Use) of Fund Equity - (3,895,700) - I
ENDING FUND EQUITY(Unrestricted Net Assets) 14,062,240 14,295,240 10,493,098 11,020,088
I
HARBORVIEW CENTER FUND
STATEMENT OF REVENUES AND EXPENDITURES I
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
I/
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 545,908 545,908 671,155 ,
REVENUES:
Operating Revenue 196,310 40,000 40,000 -
Non-operating Revenue 222,604 51,550 278,921 6,000
I
Transfers In 340,170 71,530 71,530
Use of Fund Equity 53,850
TOTAL REVENUES 759,084 163,080 390,451 59,850
EXPENDITURES:
I
Harborview Center Operations 576,019 163,080 265,204 59,850
TOTAL EXPENDITURES 576,019 163,080 265,204 59,850
Source (Use) of Fund Equity - - (53,850) 111
ENDING FUND EQUITY(Unrestricted Net Assets) 545,908 545,908 671,155 617,305
I
I
58
I
IGENERAL SERVICES FUND
STATEMENT OF REVENUES AND EXPENDITURES
I THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
' FUND EQUITY(Unrestricted Net Assets) 995,062 995,062 992,562
Billings to Departments 5,222,403 4,951,540 4,951,540 4,771,930
I Non-Operating Revenue 60,452 40,000 40,000 40,000
Fund Reserves 2,500
TOTAL REVENUES 5,282,855 4,991,540 4,994,040 4,811,930
EXPENDITURES:
Administration 401,786 271,650 274,150 471,240
Building&Maintenance 4,647,993 4,719,890 4,719,890 4,340,690
TOTAL EXPENDITURES 5,049,779 4,991,540 4,994,040 4,811,930
ISource (Use) of Fund Equity - (2,500) -
ENDING FUND EQUITY(Unrestricted Net Assets) 995,062 995,062 992,562 992,562
I
IADMINISTRATIVE SERVICES FUND
STATEMENT OF REVENUES AND EXPENDITURES
I ACTUAL THIRD QUARTER
BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
IFUND EQUITY(Unrestricted Net Assets) 4,686,439 4,686,439 4,761,630
Billings to Departments 9,338,327 9,230,000 9,105,000 8,931,920
I Non-Operating Revenue 345,125 200,000 200,000 200,000
Capital Grants and Contributions 156,934
Transfers In 12,473 - -
Fund Reserves - 130,219 200,000
ITOTAL REVENUES 9,852,859 9,430,000 9,435,219 9,331,920
EXPENDITURES:
Information Technology/Admin 344,863 389,940 445,940 345,870
I Info Tech/Network Services 2,011,180 2,222,230 2,222,230 2,287,390
Info Tech/Software Applications 1,632,455 1,999,220 1,999,220 1,986,330
Info Tech/Telecommunications 845,252 972,020 847,020 868,720
Public Comm/Courier 152,938 182,640 182,640 172,690
I Public Comm/Graphic Comm. 392,617 30,219
3,5
Clearwater Customer Service 3,1 14,973 3,458,540
3,502,540 3,469,020
TOTAL EXPENDITURES 8,494,278 9,224,590 9,229,809 9,130,020
ISource (Use) of Fund Equity - (130,219) (200,000)
ENDING FUND EQUITY(Unrestricted Net Assets) 4,686,439 4,891,849 4,761,630 4,763,530
I
I
59
I
I
GARAGE FUND
I
STATEMENT OF REVENUES AND EXPENDITURES
1 THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 4,368,384 4,368,384 4,092,638
Billings to Departments 11,367,108 12,202,140 12,202,140 11,569,510
Non-Operating Revenue 879,632 622,400 622,400 576,000
Capital Grants and Contributions i-
Transfers In 304,262 - - -
Fund Reserves - - 275,746 -
TOTAL REVENUES 12,551,002 12,824,540 13,100,286 12,145,510 ,
EXPENDITURES:
Fleet Maintenance 10,774,933 12,192,160 12,457,906 11,617,080
Radio Communications 529,977 632,380 642,380 521,350 I
TOTAL EXPENDITURES 11,304,910 12,824,540 13,100,286 12,138,430
Source (Use)of Fund Equity - (275,746) -
ENDING FUND EQUITY(Unrestricted Net Assets) 4,368,384 4,368,384 4,092,638 4,099,718 I
CENTRAL INSURANCE FUND III
STATEMENT OF REVENUES AND EXPENDITURES
I
THIRD QUARTER
ACTUAL BUDGET AMENDED BUDGET APPROVED
IFY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 27,710,436 27,710,436 28,263,386
Billings to Departments 17,400,760 18,037,560 18,037,560 17,173,970
I
Non-Operating Revenue 2,311,861 940,000 940,000 1,190,000
Transfers In 132,644 183,760 4,848,760 139,500
Fund Reserves - 5,065,000
TOTAL REVENUES 19,845,265 19,161,320 28,891,320 18,503,470
EXPENDITURES:
Risk Management 400,130 423,770 436,770 402,260
Employee Benefits 271,994 329,980 329,980 313,610
Non-Departmental 29,261,524 17,454,620 22,506,620 1 6,767,220
TOTAL EXPENDITURES 29,933,648 18,208,370 23,273,370 17,483,090
Source (Use) of Fund Equity - (5,065,000) - I
ENDING FUND EQUITY(Unrestricted Net Assets) 27,710,436 28,663,386 28,263,386 29,283,766
I
I
1
60
1
I
IMajor Revenue Sources
The following revenue sources represent the most significant or major revenue sources supporting the City's
I General Fund and major enterprise operations. City revenues are analyzed early in the budget process and
during the rate study reviews of our utility and enterprise operations. Revenue descriptions and trend
analysis is provided for these revenue sources as outlined below. The first five revenue sources outlined for
Ithe General Fund together represent 65%of total anticipated General Fund revenue in fiscal year 2010/11.
IProperty Tax Revenue
Property taxes,or ad valorem taxes, are derived from the levy of taxes on all real and personal property in the
I City of Clearwater. Homesteaded property owners are now allowed an exemption of up to $50,000 from the
value of their taxable property. Furthermore, senior citizens in the City of Clearwater can qualify for up to
an additional$25,000 in exemptions.
As shown in the chart below,property tax revenues have dropped by 27% since the high point in fiscal year
2006/07, from a high of$53.3 million to the estimated$39.1 million for the 2010/11 budget year. This loss
I of almost $14 million is a result of property tax reforms as a result of Amendment 1 in 2007 mandating the
rollback of millage rates, as well as providing limitations to future millage increases. During this same
period of time, the housing market has declined dramatically resulting in a 28% decrease in City taxable
Iproperty values in just a few short years.
Property tax revenues are estimated at$39.1 million in fiscal year 2010/11 and will provide funds to support
I general fund operations and the maintenance of City streets. Property tax revenues represent 33% of total
general fund revenues.
I
0 Property Tax Revenue
I
Million
I $60 1 $53.3
II
$50 1
$39.1
$40 $30.3
$30
:$.
$2 0 1 1 1 1 1 1 1 1 U 1 1
�
I01/02 02/03 03/04 04/05 05/06 06/07 47/08 08/09 09/10 10/11
1 61
II
I
Utility Tax Revenue I
Utility tax revenues are derived from fees levied on the purchase of electricity, gas, water, fuel oil, and
propane with the limits of the City of Clearwater. The current rate is 10% of gross receipts for all services
with the exception of fuel oil purchases which is taxed at four cents per gallon.
I
Utility tax revenue growth has been fairly slow over the last eight years, with an average increase of about
3%annually since 2001/02. Estimated collections from utility tax are approximately$12.9 million for fiscal I
year 2010/11 representing approximately 12%of total general fund revenues.
I
r
0 Utility Tax Re$ven11.4 ue
Million
I
$18
$15 $12.9 I k
$12 g$10.4
$9 �bp
$6 ill
$3 p . ,
, ,,,
1
$0
01/02 02/03 03/04 04/0S 05/06 06/07 07/08 08/0, 09/10 10/11
,.. ., 1
I
I
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m.
Franchise Fee Revenue
A franchise fee of 6% of gross receipts is levied on a business in exchange for the purpose of operating a
franchise for an electric power plant(Progress Energy) or a gas system(Clearwater Gas).
Estimated collections from franchise fees are approximately $10.6 million for fiscal year 2010/11
representing approximately 9%of total general fund revenues.
1
1
Franchise Fee Revenue
' Million
$12 $10.6
$9.5
1
$6
$3E
0)/0? 02/03 03/04 04/05 05/08 06/07 07/08 08/09 09/10 10/11
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1
State Half Cent Sales Tax
The State of Florida's Local Government Half-Cent Sales Tax Program provides for the return to cities and
counties 8.814%of sales tax collections remitted to the State of Florida. This percentage was as high as 10%
when the program started in 1982 and was 9.653%for almost ten years until July 2004,when adjusted to the
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current rate of 8.814%.
The allocation factor for municipal governments is computed by dividing the municipality's total population
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by the sum of Pinellas County's total population plus two-thirds of the county's incorporated population.
The City's distribution is then determined by multiplying the allocation factor by the sales tax monies
earmarked for distribution within Pinellas County.
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The recessionary economy starting in approximately fiscal year 2006/07 reflects an total loss of
approximately 20% in the most current 2009/10 collections and estimated for fiscal year 2010/11 from the
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fiscal year 2005/06 peak collection period. Estimated collections from sales tax revenue is approximately
$5.2 million for fiscal year 2010/11 representing approximately 5%of total general fund revenues.
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•State Half Cent Sales Tax
Million I
$8 I
$6.2 $•.5
$6 I
$4 3
y
$2
I
$0
01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11
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Communication Services Tax
The Communication Services Tax Simplification law went into effect in October 2001. This tax replaced the
franchise and utility tax revenue that the City had previously collected on communication services. The tax
is imposed on retail sales of communication services at a rate of 5.12%of local gross service revenues.
With the exception of the first year of collections,communication tax revenue has remained fairly flat for the
past seven fiscal years, and no revenue growth is anticipated in fiscal year 2010/11. Estimated collections
from the communications services tax is estimated at $6.6 million for fiscal year 2010/11 representing
approximately 6%of total general fund revenues.
1
0 Communication Services Tax
Million
$79
$8 $7.0
$6.8 $6.6
r r
$6 r
I
$4
$2 r
01/02 02/03 03/04 04/05 05/06 06,10? 07,1108 08/09 09/10 10/11
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Water and Sewer Utility Operating Revenue •
The City operates several enterprise operations. The Water and Sewer Utility Fund is the largest of these
operations. The following operating table reflects operating revenue from the sale of water,reclaimed water,
and the collection of sewer for approximately$58.7 million in fiscal year 2010/11.
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By City Council policy, the City obtains an independent rate study on a regular basis. Rates have increased
by 6% annually for the last several years, a 7% increase in fiscal year 2010, a planned increase of 7% is
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scheduled in fiscal year 2011,and 6%increases in 2012 and 2013. These increases are necessary to meet the
revenue needs for further system expansion and provide adequate revenue to meet the utility's cost, debt
service coverage, and reserve requirements through fiscal year 2013. I
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r 1 I
❑Water and Sewer Utility
Operating Revenue
Million I
$58.7
$60 / -.°
$50.2 '
$50 U I I
37.6 /
$40 Agar Il 111 t
',
, 111
$30 il j II • 111 `.
20 I -
1 1 1$10 ill ■ ■ ■ 1
$0 I01/02 02/03 03/04 04/05 06/06 06/07 07/08 08/09 09/10 10/11
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Gas Utility Operating Revenue
Clearwater Gas System is owned and operated as an enterprise utility by the City of Clearwater and operates
over 700 miles of underground gas main and handles the supply and distribution of both Natural and Propane
(LP) gas throughout northern Pinellas County and western Pasco County. The operating revenues of the
Clearwater Gas System reflects primarily revenue generated from the sales of natural gas within portions of
both Pinellas and Pasco counties. Operating revenues are estimated at$37.4 million in fiscal year 2010/11.
Gas utility revenues reflect a swing in relation to the cost of natural gas. From the following chart,gas utility
operating revenues of$42.9 million,and the related fuel costs,were at an all time high in fiscal year 2005/06.
' Fuel costs have been relatively steady for the last few years and operating revenues have stabilized.
Operating revenues are estimated at$37.4 million in fiscal year 2010/11.
1 OGas Utility Operating Revenue
' Million
$50 7 $42.9
' $37.4
$40
$30 /$26.5
$20 7
$0
01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11
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Solid Waste Utility Operating Revenue I
The operating revenue of the Solid Waste Fund is derived from services provided for the commercial and
residential collection of garbage and yard waste, as well as roll-off services. Rates have increased by 4%
annually for the last several years,and based upon the current rate study, solid waste rates reflect the Council I
approved increase of 5% for residential rates from $23.68 to $24.86 effective October 1, 2010. Commercial
1 rates will also increase by 5% and roll-off rates will increase 4.5%. Operating revenues are estimated at
$18.1 million in fiscal year 2010/11.
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•Solid Waste Utility Operating
I
Revenue
Million
I
$20 i $18.1
$1 .9 $17 1 Asier
$15
RR I
$10 I
$5
0 II h 1
$0 „, , ,R4T, P.1.r., ..S A
01/02 02/03 03/04 04/08 08/O6 06/07 07/08 08/09 09/10 10/11
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FULL TIME EQUIVALENT SUMMARY OF POSITIONS
IFY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec)
Approved Approved Amended Approved Over 09/10
Department FTEs FTEs FTEs FTEs Amended
IGENERAL FUND
1 City Council 1.0 1.0 1.0 1.0
City Manager's Office 8.0 9.0 9.0 9.0
ICity Attorney's Office 12.0 11.0 11.0 11.0
ICity Audit 2.0 2.0 2.0 2.0
Development& Neighborhood Services
Development Services 48.5 0.0 0.0 0.0
I Neighborhood Services 3.0 0.0
Development& Neighborhood Svcs 51.5 0.0 0.0 0.0
I Economic Development& Housing Services
Economic Development 4.0 4.0 4.0 4.0
Housing Services 7.0 7.0 7.0 7.0
IEconomic Development& Housing Services 11.0 11.0 11.0 11.0
Equity Services 2.0 0.0 0.0 0.0
I Engineering:
Environmental &Stormwater Mgmt. 7.0 0.0 0.0 0.0
Engineering Production 31.0 37.0 37.0 35.0 (2.0)
I Traffic Operations 23.0 23.0 23.0 21.0 (2.0)
Engineering 61.0 60.0 60.0 56.0 (4.0)
IFinance 29.5 27.5 27.5 27.5
Fire
I Administration 10.0 9.0 9.0 9.0
Support Services 2.0 2.0 2.0 3.0 1.0
Fire Prevention Services 8.0 8.0 8.0 8.0
Fire Operations 130.0 130.0 130.0 126.0 (4.0)
Emergency Medical Services 62.0 62.0 62.0 59.0 (3.0)
Fire Department 212.0 211.0 211.0 205.0 (6.0)
I Human Resources
Administration 2.3 2.3 2.3 2.0 (0.3)
Recruitment,Selection and Training 5.2 3.7 3.7 3.7
I Compensation and Classification 2.0 2.0 2.0 2.0
Employee Labor Relations 3.0 3.0 3.0 2.5 (0.5)
Human Resources 12.5 11.0 11.0 10.2 (0.8)
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I
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec) I
Approved Approved Amended Approved Over 09/10
Department FTEs FTEs FTEs FTEs Amended
I
Library
Centralized Library Services 19.0 17.0 17.0 17.0
Main Library 31.5 26.1 26.1 26.1
Countryside Branch Library 12.1 13.1 13.1 13.1
East Branch Library 12.0 13.0 13.0 13.0
North Greenwood Branch Library 3.1 2.7 2.7 2.7
Beach Branch Library 0.6 1.3 1.3 1.3
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Library 78.3 73.2 73.2 73.2
Marine Operations
Beach Guard Operations 14.5 0.0 0.0 0.0
Pier 60 5.9 5.9 5.9 5.9
Marine Operations 20.4 5.9 5.9 5.9
Office of Management& Budget 3.0 3.0 3.0 3.0
Official Records& Legislative Services 11.0 9.0 9.0 9.0
1
Parks & Recreation
Administration 22.0 21.0 21.0 19.0 (2.0)
Recreation Programming 76.2 71.6 71.6 71.7 0.1
Parks & Beautification 105.5 98.5 98.5 93.4 (5.1)
Parks& Recreation 203.7 191.1 191.1 184.1 (7.0)
Planning and Development
Planning 17.0 17.0 17.0 15.0 (2.0)
Construction Services 0.0 25.0 25.0 26.0 1.0
Code Compliance 0.0 16.5 16.5 14.0 (2.5)
Planning & Development 17.0 58.5 58.5 55.0 (3.5)
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Police
Office of the Chief 18.0 15.0 15.0 12.0 (3.0)
Criminal Investigations 56.6 58.6 58.6 57.6 (1.0)
Patrol 227.0 208.0 208.0 197.6 (10.4)
Support Services 39.0 41.0 41.0 33.5 (7.5)
Communications 49.3 48.3 48.3 43.3 (5.0)
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Police 389.9 370.9 370.9 344.0 (26.9)
Public Communications 11.5 10.0 10.0 10.0 l
Public Services
Streets &Sidewalks 13.0 13.0 13.0 13.0 I
Urban Forestry 9.0 9.0 9.0 9.0
Construction 13.0 0.0 0.0 0.0
Public Services Administration 5.0 4.0 4.0 3.0 (1.0) I
Public Services 40.0 26.0 26.0 25.0 (1.0)
TOTAL, GENERAL FUND 1177.3 1091.1 1091.1 1041.9 (49.2)
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FULL TIME EQUIVALENT SUMMARY OF POSITIONS
IFY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec)
Approved Approved Amended Approved Over 09/10
Department FTEs FTEs FTEs FTEs Amended
IUTILITY FUNDS
I Gas System
Administration &Supply 9.7 8.7 8.7 8.6 (0.1)
Pinellas Gas Operations 41.0 50.0 44.0 44.0
1 Pasco Gas Operations 23.0 10.0 16.0 16.0
Gas Marketing & Pinellas Sales 10.3 8.3 8.3 8.4 0.1
Total Gas Fund 84.0 77.0 77.0 77.0
IPublic Utilities
Public Utilities Administration 6.0 6.0 6.0 6.0
Wastewater Collection 25.0 25.0 25.0 25.0 I
I Public Utilities Maintenance 19.0 18.0 18.0 19.0 1.0
WPC Plant Operations 41.0 40.0 40.0 40.0
WPC Laboratory 9.0 8.0 8.0 8.0
1 WPC Industrial Pretreatment 6.0 6.0 6.0 6.0
Water Distribution 37.0 35.0 35.0 35.0
Water Supply 11.0 11.0 11.0 11.0
Reclaimed Water 15.0 15.0 15.0 16.0 1.0
1 Total Water&Sewer Fund 169.0 164.0 164.0 166.0 2.0
Stormwater
I Public Services
Stormwater Maintenance 38.0 37.0 37.0 37.0
Engineering
I
Stormwater Management 9.0 9.0 9.0 10.0 1.0
Total Stormwater Fund 47.0 46.0 46.0 47.0 1.0
I Solid Waste
Solid Waste Administration 7.5 7.5 7.5 6.5 (1.0)
Solid Waste Collection 84.0 84.0 84.0 85.0 1.0
I Solid Waste Transfer
11.5 11.5 11.5 1 1.5
Container Maintenance 9.0 9.0 9.0 9.0
Total Solid Waste Fund 112.0 112.0 112.0 112.0
1 Recycling
Residential 9.2 9.2 9.2 9.2
Multi-Family 3.6 3.6 3.6 3.6
I
Commercial 9.5 9.5 9.5 9.5
Total Recycling Fund 22.3 22.3 22.3 22.3
1 TOTAL, UTILITY FUNDS 434.3 421.3 421.3 424.3 3.0
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FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec) I
Approved Approved Amended Approved Over 09/10
Department FTEs FTEs FTEs FTEs Amended
OTHER ENTERPRISE FUNDS I
PWA/Parking
Parking System 14.7 15.7 15.7 15.7
Parking Enforcement 6.0 6.0 6.0 6.0
Beach Guard Operations 9.9 9.9 9.9
PWA/Parking 20.7 31.6 31.6 31.6
Marine
IMarina Operations 18.8 17.1 17.1 16.1 (1.0)
Marine Fund 18.8 17.1 17.1 16.1 (1.0)
Airpark
Clearwater Airpark Operations 1.7 1.4 1.4 1.4
Airpark Fund 1.7 1.4 1.4 1.4
Downtown Boat Slips I
Downtown Boat Slips Operations 5.6 5.6 5.6
Downtown Boat Slips Fund 5.6 5.6 5.6
TOTAL, OTHER ENTERPRISE 41.2 55.7 55.7 54.7 (1.0)
INTERNAL SERVICES FUNDS
I
Customer Service 45.0 45.0 45.0 45.0
Finance/ Risk Management 5.0 5.0 5.0 5.0 III
General Services
Administration 2.5 2.5 2.5 6.5 4.0
Building &Maintenance 45.0 43.0 43.0 40.0 (3.0)
Fleet Maintenance 42.0 42.0 42.0 36.0 (6.0)
Radio Communications 2.0 2.0 2.0 1.0 (1.0) I
General Services 91.5 89.5 89.5 83.5 (6.0)
Employee Benefits/ Human Resources 3.0 3.0 3.0 2.5 (0.5)
III
Information Technology
Administration 3.0 3.0 3.0 3.0
Network Services 12.0 12.0 12.0 11.0 (1.0) I
Software Application 16.0 17.0 17.0 16.0 (1.0)
Telecommunications 1.5 1.5 1.5 1.5
Information Technology 32.5 33.5 33.5 31.5 (2.0)
111
Public Communications/Graphics
Graphics 4.2 0.0 0.0 0.0
Courier 0.8 1.0 1.0 0.8 (0.2)
Public Communications/Graphics 5.0 1.0 1.0 0.8 (0.2)
TOTAL, INTERNAL SERVICES 182.0 177.0 177.0 168.3 (8.7)
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72
1
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
FY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec)
Approved Approved Amended Approved Over 09/10
Department FTEs FTEs FTEs FTEs Amended
SPECIAL PROGRAM FUND
Police Outside Duty Clerk 1.0 1.0 1.0 1.0
Human Trafficking Grant 1.0 1.0 1.0 1.0
AmeriCorp Program 9.7 9.7 9.7 9.7
' SLEF-SRO Officers 3.0 3.0 3.0
Investigative Cost Recovery 7.0 7.0 0.0 (7.0)
' TOTAL,SPECIAL PROGRAM 11.7 21.7 21.7 14.7 (7.0)
TOTAL,ALL FUNDS 1846.5 1766.8 1766.8 1703.9 (62.9)
1
1
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1
1
1
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.4,54
I
CITY COUNCIL
I
Mission
IThe City of Clearwater government provides the municipal services and infrastructure necessary for a
high quality of life for all our citizens.
I
Program Description
IThe City of Clearwater is governed by a Council/Manager form of government with the City Council serving as the
governing body. The Clearwater City Council is comprised of the Mayor and four Councilmembers, who each
serve four-year terms. The City Council is the legislative and policy-making body of the City, responsible for
I approving the budget and determining the ad valorem tax rate on all real and personal property within the
corporate limits of the City.
In addition, the Councilmembers evaluate the job performance of the City Manager and the City Attorney, attend
I City Council meetings, special workshops/meetings, schedule and attend community meetings to address areas of
concern,serve as the City liaison for various area-wide boards, and represent the City at numerous ribbon cuttings,
opening day festivities,and organizational welcomes.
I
IDEPARTMENT SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 182,246 187,618 209,920 206,810 -1%
I Operating 45,566 46,968 63,820 54,110 -15%
Internal Services 26,370 24,352 19,830 16,530 -17%
Transfers 3,000 3,000 3,000 3,000 0%
ITotal City Council 257,182 261,938 296,570 280,450 -5%
I
IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
City Council 1.0 1.0 1.0 1.0
ITotal City Council 1.0 1.0 1.0 1.0
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75
CITY COUNCIL
Program Highlights I
• The City Council program includes salaries for the five • Transfers remain the same as the previous year at
Councilmembers and an Executive Assistant. The $3,000 and represent a transfer to the Special
Councilmember's salaries have not been adjusted in Program Fund to fund the Nagano Sister City
this budget due to the 0% Social Security Agency Program activities.
adjustment for 2010.
Councilmember travel has been reduced from
Included in the operating category is the anticipated $2,800 per Councilmember in 2009/10 to $800 per
cost of memberships for fiscal year 2010/11 totaling Councilmember in this budget to provide funding for
$28,580, a 3% reduction from the 2009/10 budget. Councilmember offices.
This includes funding for memberships for the
Clearwater Regional Chambers of Commerce, the • There have been no other significant changes in the
U.S. Conference of Mayors, the Florida League of City Council program. The budget for this
Cities, the Tampa Bay Regional Planning Council, as department reflects a decrease of 5% from the
well as other ancillary memberships. 2009/10 budget. I
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I
CITY MANAGER'S OFFICE
I
Mission
Our mission is to ensure that the City of Clearwater government provides the municipal services and
infrastructure necessary for a high quality of life for all our citizens.
I
Program Description
IThe City of Clearwater is governed by a Council/Manager form of government with the City Manager, appointed
by the City Council, serving as the chief executive and administrative officer of the City. The City Manager is a
professional administrator retained by the City Council to administer the day-to-day operations and services of the
I City. The City Manager administers policies and legislation adopted by the City Council, directs all departments,
offices and operations of the City,and prepares and administers the annual budget.
staff directly supports the City Manager, consisting of two Assistant City Managers and an administrative staff.
IA The Equity Services Manager, who also reports directly to the City Manager from within this program, oversees the
City's Equal Employment Opportunity, Diversity and Americans with Disabilities Act programs. All departments
within the City report directly to either the City Manager or one of the Assistant City Managers.
I
IDEPARTMENT SUMMARY
Actual Actual Budget Budget %
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 780,721 816,263 957,980 942,110 -2%
I Operating 55,420 50,137 88,530 71,710 -19%
Internal Services 128,052 129,143 128,170 116,120 -9%
Transfers 100,000 100,000 100,000 75,000 -25%
1 Total City Manager's Office 1,064,193 1,095,543 1,274,680 1,204,940 -5%
I
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
1 Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICity Manager's Office 9.0 8.0 9.0 9.0
ITotal City Manager's Office 9.0 8.0 9.0 9.0
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77
CITY MANAGER'S OFFICE
Program Highlights
❖ The City Manager's Office is supported by nine full There have been no other significant changes in the
111
time equivalent positions, the same as the 2009/10 City Manager's program. The budget for this
budget. department reflects a 5%decrease from the 2009/10
budget.
Transfers of $75,000 provide funding the Special
Program project for the "City Manager's Flexibility
Fund"which provides a source of funding for the City
Manager to handle small,unbudgeted problems that
arise during any fiscal year. This is a 25%reduction in
funding from the 2009/10 budget.
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11
CITY ATTORNEY'S OFFICE
I
Mission
IThe Mission of the City Attorney's Office is to provide timely, cost-efficient, quality services and advice to
support the City Council, the City Manager, and the City departments, boards and agencies in fulfilling
their missions and goals:and to advance, advocate and safeguard the interests of the City within the
Ibounds of the law.
I
1 Program Description
The City Attorney's Office provides timely,cost-efficient,quality services and advice to support the City Council,the
I
City Manager, and all City departments, boards and agencies in fulfilling their missions and goals; and advances,
advocates and safeguards the interests of the City within the bounds of the law.
I .:. Litigation-Handles the defense of lawsuits against the City and the prosecution of City lawsuits against others. Also
included in this function are matters involving land use/zoning,code violations,employee issues and civil forfeitures.
• Transactional-Assists departments in drafting or reviewing agreements and contracts,real estate transactions, and
Ipurchasing issues and procedures.
• Legislation - Drafts or assists City staff in drafting ordinances and resolutions and performs any research associated
therewith.
I • Legal Advice- Advises City staff on all legal issues including city code and state statute interpretation, employee
matters, police advice and training,and general legal questions.
I
IDEPARTMENT SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,120,364 1,128,447 1,091,190 1,091,920 0%
Operating 184,972 152,154 407,030 332,000 -18%
Internal Services 122,162 122,150 119,210 108,820 -9%
Capital 4,016 4,130 6,000 6,000 0%
Transfers 1,200 - n/a
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Total City Attorney's Office 1,432,714 1,406,881 1,623,430 1,538,740 -5%
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1
CITY ATTORNEY'S OFFICE
I
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
City Attorney's Office 12.0 12.0 11.0 11.0
Total City Attorney's Office 12.0 12.0 11.0 11.0
1
Program Highlights
• The City Attorney's Office is supported by eleven full Funding for the support of capital expenditures for
time equivalent positions, the same as the 2009/10 books and publications remains the same at $6,000,
budget. the same level as 2009/10 budget.
.• Personnel costs represent 71% of this program's • There have been no other significant changes in the
budget. City Attorney's Office. The budget for this
Department reflects a 5% decrease from the 2009/10 1
• The operating budget of $332,000 includes $243,000 budget.
for outside professional services, a 23%reduction from
the 2009/10 budget.
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I
CITY AUDIT
I
Mission
ITo provide independent, objective assurance, and consulting functions of City services to promote
ethical, effective, and accountable government. We are committed to providing proactive, accurate,
and fair services in a friendly, professional manner.
Program Description
IThe Audit Office strives to ensure that the City of Clearwater provides municipal services to all residents, businesses,
and visitors in an honest, effective and accountable manner. Our responsibilities include performing systematic
I compliance, financial, and operational reviews of City business activities to add value and assist in improving
departmental operations. Specifically, audits help insure the existence and enforcement of management
established internal controls; compliance with policies, procedures, rules, guidelines, and laws; safeguarding of
property; reliability and integrity of financial operational information; and, the effectiveness and efficiency of
operations.
Audits are scheduled in an annual work plan based on potential risks to the organization, a department, or a
I division. Additionally, departments, senior management, or a member of the public can provide insights and
requests for audits.
1
DEPARTMENT SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 153,066 155,366 165,500 170,530 3%
Operating 2,145 1,480 900 800 -11%
Internal Services 17,209 16,493 16,010 13,750 -14%
ITotal City Audit 172,420 173,339 182,410 185,080 1%
I
IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
City Audit 2.0 2.0 2.0 2.0
ITotal City Audit 2.0 2.0 2.0 2.0
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1
CITY AUDIT
Program Highlights 1
9
The City Auditor's Office is supported by two full time significant changes have been no other si nificant chan es in the 111
equivalent positions, the same as the 2009/10 City Auditor's Office. The budget for this department
budget. reflects an increase of 1% over the 2009/10 budget.
The 3% increase in Personnel costs is entirely due to
budgeted increases in employee pension costs.
Personnel costs represent 92% of this program's
budget.
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I
CUSTOMER SERVICE
I
Mission
ICustomer Service provides courteous, understanding, efficient service to customers of the City of
Clearwater utilities and to the internal departments that we are privileged to serve.
IDepartment Description
Clearwater Customer Service (CCS) is responsible for providing centralized customer service functions to customers
I of the seven City utilities:Gas, Water,Sewer,Solid Waste, Recycling, Reclaimed Water, and Stormwater. The major
areas associated with this responsibility include Meter Reading, Customer Accounting, Collections, and Customer
Care.
I Meter Reading Representatives are responsible for securing accurate and timely readings. Metered services
include: Water (potable, lawn, reclaimed), Gas and Wastewater (based on metered potable water usage). Each
month Meter Reading Representatives visit each service location and record meter readings in a hand held device
I that interfaces with our Utility Management System. Meter reading is the first step in a billing process that optimizes
"read-to-bill" time and ensures that each account is billed each month. The Field Service section also performs
special readings, leak notifications,and initiates service orders based on field observations.
I The Customer Accounting section is responsible for calculation and preparation of customer bills, resolving billing
exceptions, processing service orders and special/final bill requests, and generating reports. Each day, the
Customer Accounting section is responsible for reviewing account billing, based on the previous day's meter
readings, as well as, billings for non-metered utility services. Customer Accounting reviews all utility bills before they
tare mailed to customers.
The Collections section is responsible for managing utility customer accounts receivable in a fiscally responsible
I manner that respects customers while limiting the exposure of the City of Clearwater to delinquent accounts.
Active accounts with past due balances are noticed and measures are undertaken to secure payment. Services
are disconnected for non-payment when necessary. The Collections area also manages inactive accounts
receivable,seeking payment of final bills, performing skip-tracing and filing property liens as appropriate.
I The Customer Care section is responsible for receiving and processing payments on a daily basis, responding in a
timely, courteous, and professional manner to customer requests received via telephones, mail (postal or e-mail) or
from walk-in customers. Accounts are opened or closed, requests for information are responded to, and inquiries
Iare researched and resolved.
Customer Service is located on the first floor of the Municipal Services Building, 100 S. Myrtle Avenue. Customers
may reach Customers Service either by phone at 727-562-4600, in person Monday thru Friday (except for observed
Iholidays),or on the web at www.myclearwater.com/services/customer service.
DEPARTMENT SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 2,136,231 2,123,827 2,342,430 2,396,560 2%
Operating 490,674 461,571 621,650 649,800 5%
I InternalServices 454,396 418,402 433,290 367,940 -15%
Capital 345
Debt 11,172 11,173 11,170 4,720 -58%
ITransfers 100,000 100,000 50,000 50,000 0%
Total Customer Service 3,192,818 3,114,973 3,458,540 3,469,020 0%
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CUSTOMER SERVICE
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Customer Service 45.0 45.0 45.0 45.0
Total Customer Service 45.0 45.0 45.0 45.0
Department Highlights
•• The Customer Service program is an internal service + Internal Services reflects a 15% decrease which is
function supporting all City utility operations. All costs the result of a reduction in reproduction and
of the Customer Service program are passed back to printing charges due to the elimination of the
the City's utility departments based upon services graphics operation as well as other cost saving
provided. This program supports all customer service measures.
functions, including billing, collection, accounting,
meter reading, administration, and customer service •• Debt reflects a 58% reduction from the 2009/10
for approximately 50,000 monthly billable accounts. budget due to scheduled loan pay off during the
For fiscal year 2009/10, Customer Service billed 2010/11 budget year.
revenues of over$125 million.
Transfers include $50,000 to fund a capital
• The Customer Service program is supported by forty- improvement project for Customer Information
five full time equivalent positions, the same as the System Upgrades and Replacements, which
2009/10 budget. provides funding for future enhancements and
maintenance of the customer service information
+ Other Operating costs reflect an increase of 5%which system. This is the same level of funding as the
is primarily the result of re-allocation of printing costs. 2009/10 budget.
These costs were previously budgeted in internal
services until the closure of the City's graphic S There have been no other significant changes in
operation in 2009. the Customer Service Department; the budget for
this program has remained flat from the 2009/10
budget.
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ECONOMIC DEVELOPMENT AND HOUSING
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Mission
IOur mission is to improve and expand the economic base of the City through the retention and
expansion of existing businesses and the attraction of new businesses and real estate investments, and
by implementing value-added strategies and programs that enhance the community's overall high
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quality of life and local and national image. Further, our mission is to provide quality affordable housing
and community services to the citizens of Clearwater.
IDepartment Description
I The Economic Development and Housing Department consists of eleven employees and is divided into two
programs, Economic Development and Housing.
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DEPARTMENT SUMMARY
Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
IEconomic Development 757,941 705,535 818,780 779,520 -5%
Housing 491,375 547,292 555,790 567,690 2%
ITotal Economic Development& Housing 1,249,316 1,252,827 1,374,570 1,347,210 -2%
1
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IEconomic Development 4.0 4.0 4.0 4.0
Housing 7.0 7.0 7.0 7.0
ITotal Economic Development 8 Housing 11.0 11.0 11.0 11.0
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ECONOMIC DEVELOPMENT AND HOUSING
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Department Highlights
• The Economic Development and Housing + Outside professional services for appraisals, research, I
Department is supported by eleven full time statistical analyses and market analyses are
equivalent positions, the same level as the 2009/10 budgeted at $35,000, the same level of funding as
budget. the 2009/10 budget.
• The tourism contracts in the amount of $238,000 A contribution of $19,400 is budgeted to support the
include the Chamber of Commerce at $190,000 and Pinellas County Coalition for Homeless,the same level
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the Beach Visitors Center at $48,000. Both contracts of funding as the current budget.
are funded in the Economic Development program
at a minor increase of $1,000 over the 2009/10 Internal Services costs reflect a decrease of 7%,
budget. primarily due to a cost saving measures in the internal I
service departments.
• The Tampa Bay Partnership membership is budgeted
at $25,000 for 2010/11, the same level of funding as •o There have been no other significant changes in the
the 2009/10 budget. Economic Development and Housing program I
budgets. The Budget for this Department reflects a
decrease of 2%from the 2009/10 budget.
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ECONOMIC DEVELOPMENT
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Program Description
IEconomic Development, in concert with Housing, interrelates its activities with all other City departments and a
wide spectrum of public and private organizations fostering partnerships for the achievement of community goals.
The department continues to spearhead community development efforts in targeted city neighborhoods and
I districts by applying an array of funding programs toward stabilization and revitalization of areas with pressing
economic,social and physical needs.
Operationally, the department administers programs that impact the economic development of vulnerable parts
I of the city, including the activities and incentives for portions of the Community Redevelopment Agency (CRA)
area,the Brownfields program, the Enterprise Zone,and Hub Zone. The department also manages the city's tourism
and economic development efforts with Pinellas County Economic Development, the Clearwater Regional
I Chamber of Commerce,and the Tampa Bay Partnership.
Economic Development also administers state incentive programs that attract new employment opportunities to
the city. The department develops and maintains contacts with the business community and works with existing
I businesses to retain and expand the current employment base, and connects them to available resources and
financing programs. These efforts serve to create jobs, increase the tax base and improve the economic and
business climate of the city.
I The potential for quality economic development growth is further defined by the department's lead role in
outreach targeted marketing for the recruitment of value-added new affordable and market-rate residential,retail,
office, industrial, mixed land use, cultural, and tourist-based resort developments. Marketing efforts also include
enhancing the livability and image of the community overall.
IEconomic Development consists of four (4.0) FTEs funded by the General Fund and the CRA.The positions include a
Director, an Economic Development Coordinator, a Community Development Coordinator, and an Economic
Development Specialist.
PROGRAM SUMMARY
11
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 300,949 291,636 336,740 331,970 -1%
Operating 368,578 335,218 397,130 377,230 -5%
IInternal Services 88,414 78,681 80,310 70,320 -12%
Interfund - - 4,600 - -100%
ITotal Economic Development 757,941 705,535 818,780 779,520 -5%
1 PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Economic Development 4.0 4.0 4.0 4.0
ITotal Economic Development 4.0 4.0 4.0 4.0
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HOUSING
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Program Description
Housing provides quality affordable housing, community and economic development services to the citizens of I
Clearwater. These goals are achieved through the administration of Iwo federal grant programs funded through
the U.S. Department of Housing and Urban Development, Community Development Block Grant (CDBG) and
Home Investment Partnership Program (HOME). Additionally, the City also partners with the State of Florida through
the State Housing Initiatives Partnership (SHIP) Program, and Pinellas County Housing Trust Fund. This year the
Department is also receiving funds through Pinellas County via Housing and Urban Development's Neighborhood
Stabilization 2 Program. Combined, these grant funds total approximately $2 million and funds a wide variety of
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housing,social service and economic development programs.
Approximately $1 million of the total grant funds are redistributed to community organizations that directly provide
services to the community. The department, during its annual funding cycle, advertises, solicits, reviews and
recommends to the City Council for their final approval the selection and funding level of the grantee
organizations. Contract management and grant supervision is provided by the department throughout the year to
ensure effective use of the grant funds.
The department also provides affordable housing funding for very low to moderate-income residents for down
payment assistance,rehabilitation loans and construction of new infill housing units and rental communities. Where
grant funds for new infill housing are provided to a nonprofit or for-profit housing partner, the department provides
technical assistance to the nonprofit organization and supervision of the grant. Due to the extensive federal, state
and county grant regulatory requirements, two (2) FTE's, as well as, a substantial portion of the Assistant Director's
time are devoted to financial reporting,grant management and coordination with the City's Finance Department.
Housing is fully funded through the administrative portion of the federal and state grant funds and no City general
operating funds are used. The Housing staff is composed of seven FTE's including an Assistant Economic
Development and Housing Director, a Housing Manager, a Housing Coordinator, a Senior Accountant, an
Accountant,a Staff Assistant and a Senior Staff Assistant.
1 PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change I
Personnel 392,055 460,533 461,090 473,170 3%
Operating 33,038 21,675 26,410 26,930 2%
111
Internal Services 66,282 65,084 68,290 67,590 -1%
Total Housing 491,375 547,292 555,790 567,690 2% I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
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Housing 7.0 7.0 7.0 7.0
Total Housing 7.0 7.0 7.0 7.0 I
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ENGINEERING
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Mission
To provide engineering expertise to implement the transportation, parking, utility, and civil engineering
segments of the Capital Improvement Program; and to optimize the function of the City's traffic
operations and parking systems affording the maximum benefit and convenience to our residents and
visitors.
Department Description
I The Engineering department is responsible for project management for various elements of the City's Capital
Improvement Program. This includes stormwater, environmental, engineering design, contract award, and
construction management. The department is also responsible for traffic planning, design, and operations and the
1 administration of the 4,800 +/- space Parking System. Engineering consists of six divisions: Civil Engineering,
Geographic Technology, Stormwater Management, Construction Management, Traffic Operations and Parking
System.
DEPARTMENT SUMMARY
Actual Actual Budget Budget %
' 2007/08 2008/09 2009/10 2010/11 Change
General Fund
1 Environ&Stmwtr Mgmt 565,236 551,457 n/a
Engineering Production 2,505,309 2,306,725 3,289,560 3,115,640 -5%
Traffic Operations 3,723,527 3,981,741 4,152,330 4,167,790 0%
1 Subtotal 6,794,072 6,839,923 7,441,890 7,283,430 -2%
Stormwater Utility Fund
IStormwwater Mgmt 3,503,640 4,562,165 4,794,760 4,983,140 4%
Parking Fund
I Parking System 2,902,995 3,319,518 3,863,720 3,231,260 -16%
Parking Enforcement 690,612 763,462 850,000 785,000 -8%
Subtotal 3,593,607 4,082,980 4,713,720 4,016,260 -15%
Total Engineering 13,891,319 15,485,068 16,950,370 16,282,830 -4%
IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
'
2007/08 2008/09 2009/10 2010/10
General Fund 62.0 61.0 60.0 56.0
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Stormwater Utility Fund 8.0 9.0 9.0 10.0
Parking Fund 20.7 20.7 21.7 21.7
ITotal Engineering 90.7 90.7 90.7 87.7
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ENGINEERING
General Fund
Engineering Production and Traffic Operations
Highlights
• Restructuring of the Engineering department has There have been no other significant changes in the
resulted in a decrease of four full-time equivalent Engineering and Traffic Operation programs. The
positions in the Engineering General Fund operations budget for this program reflects a 2% decrease from
for fiscal year 2010/11, for a new total of 56 FTE the 2009/10 budget primarily due to the elimination
positions. The Engineering program has eliminated a of personnel.
Professional Land Surveyor; the Traffic Operations
program has eliminated one Senior Professional
Engineer and one Traffic Engineering Assistant. An
Environmental Specialist has been transferred from
Engineering to Stormwater Management.
• A significant portion of the Traffic Operations
program budget is electrical costs for the street
lighting on City streets. Street lighting costs for fiscal
year 2010/2011 are budgeted at just over$2.3 million,
which is a 6% increase over the 2009/10 budget
primarily related to rate increases at Progress Energy.
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Stormwater Management I
Highlights
• The Stormwater Management program is funded by • Budgeted debt costs are approximately $2.9 million
the Stormwater Fund, which is a self-supporting which is approximately the same level of funding as
enterprise operation, established to fund all the 2009/10 budget. 111 Stormwater programs.
• Budget transfers of $738,870 in this program reflect
• The Stormwater Management program is supported the payment in lieu of taxes for the Stormwater Fund
by ten full-time equivalent positions, an increase of to the General Fund. The computation is based on
one position from the 2009/10 budget. An City Council policy,and reflects a rate of 5.5%of prior
Environmental Specialist position has transferred in year gross revenues. The 2010/11 contribution is a 7%
from Engineering. increase over the 2009/10 budget.
• Budgeted contractual and professional services have There have been no other significant changes in the
increased $51,000 from the 2009/10 budget to cover Stormwater Management program. The budget for
increased expenses for the full rate-study scheduled, this program reflects an increase of 4% from the
water quality testing in St.Josephs Sound,and Tampa 2009/10 budget.
Bay Estuary Program TMDL Reassurance Testing.
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ENGINEERING
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Parking Fund
Highlights
• The Parking Fund programs in the Engineering • Land rental costs for temporary parking lots have
Department are supported by 21.7 full time decreased from $922,020 in 2009/10 to $476,320 in
equivalent positions, the same as the 2009/10 2010/11, a 48% decrease in this budget due to the
budget. reduction in temporary parking lots.
I Parking System reimbursements to the General Fund Debt costs in the Parking Fund have been eliminated
total $638,570 and include $137,210 for traffic field in this budget due to the early payoff of inter-
operation services, $50,960 for Parks and Recreation department loans.
services, and $450,400 for beach cleaning. This is a
reduction of 3%from the 2009/10 budget. • Per City Council policy, the Parking Fund makes a
payment in lieu of taxes in the amount of$275,130 to
• Sunsets at Pier 60 is funded from the Parking Fund at a support the General Fund. The computation is based
I budgeted cost of$21,480 in 2010/11. This is the same upon a rate of 5.5% of fiscal year 2008/09 gross
level of funding as the 2009/10 budget. revenues. The 2010/11 contribution represents an
increase of 20%over the 2009/10 budget.
• Funding for the Jolley Trolley service is budgeted in
I the Parking Fund at a cost of $150,000 for fiscal year •: Budgeted transfers of $300,000 for the 2010/11
2010/11. This is the same level of funding as the budget reflect the transfer of funds to the Capital
2009/10 budget. Improvement Fund to support Parking projects.
I .:. Transfers of $300,800 to the General Fund represent •• There have been no other significant changes to the
parking fine revenue net of the cost of the Parking Parking Fund programs in Engineering. The budgets
Enforcement program. This is a decrease of 17%from for these programs reflect a 15% decrease from the
the 2009/10 budget. 2009/10 budget.
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1 91
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ENGINEERING
Program Description
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tion
9 P
The Engineering program is organized into three operational divisions:Civil Engineering,Geographic Technology
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and Construction Management.
The Civil Engineering Division of the Engineering Department includes Environmental Engineering, Utility Engineering,
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Land Development Engineering and Real Estate services.This division is responsible for engineering design including
management of engineering and architectural consultant contracts, landscape architecture, project bidding,
contract award, administration of materials management and site clean-up projects, management of the plan
Ireview process and real estate services including right-of-way acquisition.
The Geographic Technology Division is responsible for project surveying, drafting, GIS, maintaining infrastructure
atlases and provides mapping support for multiple City departments.
The Construction Management Division provides construction, project management and inspection services. The
construction inspection function includes verification that projects meet City requirements and are in accordance
with approved plans. The project management function includes preparation of monthly pay estimates and
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contract administration.This division provides guidance and direction to contractors on a daily basis.
PROGRAM SUMMARY
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,968,577 1,819,055 2,569,530 2,451,450 -5%
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Operating 61,126 50,676 139,750 128,500 -8%
Internal Services 326,972 288,257 357,960 325,000 -9%
Capital - 103 500 250 -50% I
Debt 13,634 13,634 16,820 5,440 -68%
Transfers 135,000 135,000 205,000 205,000 0%
Total Engineering 2,505,309 2,306,725 3,289,560 3,115,640 -5%
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PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
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2007/08 2008/09 2009/10 2010/11
Engineering Production 39.0 38.0 37.0 35.0
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Total Engineering 39.0 38.0 37.0 35.0
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TRAFFIC OPERATIONS
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Program Description
I This division is responsible for the planning, geometric design and traffic operations of roads, streets and highways,
their networks, terminals, abutting lands, relationships with other modes of transportation and the City's traffic
calming program. It reviews plans of developments and impact on adjacent street systems, initiates street lighting,
I administers transportation impact fees, conducts traffic studies, analyzes accident problems, reviews public
concerns and complaints, and coordinates and maintains the Computerized Traffic Control System. This division
also fabricates, installs and maintains all traffic signal installations, pavement markings and traffic signs under the
jurisdiction of the City of Clearwater, including flashing beacons, school signals and the marking of all City parking
I lots. This division also serves as the primary liaison with FDOT, Pinellas County Traffic Engineering and other municipal
traffic operations agencies,as well as,the Pinellas County Metropolitan Planning Organization (MPO).
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
' Personnel 1,388,550 1,404,054 1,434,480 1,336,810 -7%
Operating 2,021,688 2,348,606 2,438,720 2,574,060 6%
I nterna I Services 260,211 224,677 279,130 256,920 -8%
I Capital 42,192 - - n/a
Debt 10,886 4,404 n/a
111 Total Engineering/Traffic Operations 3,723,527 3,981,741 4,152,330 4,167,790 0%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ITraffic Operations 23.0 23.0 23.0 21.0
Total Traffic Operations 23.0 23.0 23.0 21.0
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STORMWATER MANAGEMENT
Program Description I
This program consists of the planning, design, and development of stormwater studies and projects for: (1) flood III control and drainage purposes; (2) water quality purposes; (3) habitat restoration purposes; and (4)
erosion/sedimentation control purposes, to meet City and State required levels of service. This program also
provides stormwater administration related to the stormwater utility,alternate funding acquisition, National Pollutant
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Discharge Elimination System federal permit administration, and the acquisition of state mandated environmental
permits. Essential water quality monitoring of City surface and groundwater resources and public requested
sampling, as may be required to support public projects or regulatory requests, is also a significant program
element.
PROGRAM SUMMARY
Actual Actual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 588,995 655,446 684,850 775,750 13% I
Operating 405,953 1,374,376 442,930 510,070 15%
Internal Services 75,228 91,421 89,300 72,420 -19% I
Debt 1,821,674 1,789,182 2,885,590 2,886,030 0%
Transfers 611,790 651,740 692,090 738,870 7%
Total Stormwater Management 3,503,640 4,562,165 4,794,760 4,983,140 4%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
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2007/08 2008/09 2009/10 2010/11
Stormwater Management 8.0 9.0 9.0 10.0
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Total Stormwater Management 8.0 9.0 9.0 10.0
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PARKING SYSTEM
I Program Description
9 P
I The Clearwater Parking System is responsible for the administration, operation, maintenance, and revenue
collection for the 4,800 +/- City owned parking spaces located both on-street and in off-street facilities, including
the Garden Avenue Parking Garage; the Municipal Services Complex Employee Parking Garage; the Station
I Square Parking Garage and the Courtney Campbell Causeway lot; and many other locations throughout
downtown and the beach. Services such as the resident, Downtown and Beach employee permit parking
programs; the downtown merchant validation program and the prepaid park & go parking card programs are
offered to enhance customer satisfaction.
The Parking system provides many important results: promotes parking turnover in commercial districts, assists with
relieving traffic congestion through efficient and well designed ingress/egress points, meeting or exceeding all
current American with Disabilities Act parking requirements, as well as, maintaining itself as a self-supporting entity.
I The Parking system also provides financial resources to partially support the beach cleaning operations and the
lifeguard program.
The configuration of the south beach cashier parking lots has dramatically changed due to the Beach Walk
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project. These lots are now operated with self-service technology in an effort to save costs. Two (2) temporary
parking lots have been leased to provide supplemental public parking on the beach. A parking structure is being
analyzed for the south beach as well as north beach. These changes will have significant impacts to the parking
I fund.
PROGRAM SUMMARY
IActual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 533,901 570,447 592,040 604,250 2%
Operating 2,068,805 2,213,837 2,339,320 1,938,740 -17%
Internal Services 82,508 120,704 130,760 112,640 -14%
ICapital 500 500 0%
Debt 217,781 158,760 322,490 - -100%
Transfers - 255,770 478,610 575,130 20%
ITotal Parking System 2,902,995 3,319,518 3,863,720 3,231,260 -16%
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Parking System 14.7 14.7 15.7 15.7
ITotal Parking System 14.7 14.7 15.7 15.7
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PARKING ENFORCEMENT
Program Description
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9 p
The Parking Enforcement program was established in June 2003 to provide dedicated enforcement of parking both
downtown and at the beach. There are a total of six FTE positions dedicated to Parking Enforcement. Actual
enforcement efforts began in March 2004. The number of citations projected to be issued annually is 40,000.
Consistent parking enforcement will encourage compliance with parking ordinances, regulations, statutes, which
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result in a higher level of parking space turnover. All parking fine revenue is directed first to the Parking Fund to
cover the costs of the program. The operating costs budgeted in this fiscal year, also includes costs to Citation
Management for collection costs. The excess revenue, estimated at$300,000, is transferred to the General Fund to
support school guards and other general operations. I
PROGRAM SUMMARY
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Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
Personnel 237,669 247,653 264,480 263,020 -1%
Operating 135,157 155,612 188,460 187,940 0%
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Internal Services 39,572 37,692 36,680 33,240 -9%
Debt 19,156 8,754 - - n/a
Transfers 259,058 313,751 360,380 300,800 -17%
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Total Parking Enforcement 690,612 763,462 850,000 785,000 -8%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Parking Enforcement 6.0 6.0 6.0 6.0
Total Parking Enforcement 6.0 6.0 6.0 6.0
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FINANCE
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Mission
IOur mission is to serve the Citizens of Clearwater by effective coordination of the fiscal management of
the City through efficiently providing timely, responsive, and comprehensive financial/support services
to all our customers.
Department Description
IThe department is organized into the following two programs. The Finance program performs administration, debt
and specialized accounting, accounting, treasury, payroll and purchasing functions. The Risk Management
I program administers the City's self-insurance program, which includes general liability, auto liability, commercial
property,and Workers' Compensation insurances.
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DEPARTMENT SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
1 General Fund
Finance 2,100,071 2,100,260 2,195,470 2,180,180 -1%
ICentral Insurance Fund
Risk Management 401,502 400,130 423,770 402,260 -5%
Total Finance 2,501,573 2,500,390 2,619,240 2,582,440 -1%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Finance 29.5 29.5 27.5 27.5
Risk Management 5.0 5.0 5.0 5.0
ITotal Finance 34.5 34.5 32.5 32.5
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FINANCE
General Fund
Finance
Program Highlights
•S The Finance Department is supported by 27.5 full time • Operating expenditures include $130,000 for external
equivalent positions, the same staffing as the 2009/10 audit services and $30,000 for consulting services for
budget. the financial management systems.
• Personnel costs represent 84% of this program's ❖ There have been no significant changes in the
budget. Finance program in the budget. The budget for this
Department reflects a 1%decrease from the 2009/10
budget.
Central Insurance Fund
Risk Management
Program Highlights
• 1
The Risk Management program is supported by five ❖ There have been no significant changes in the Risk
full time equivalent positions,the same as the 2009/10 Management program in the budget. The budget
budget. This program is an internal service function. for this program reflects a decrease of 5%over the
All costs of the operation are passed back to other 2009/10 budget.
City Departments based upon employee count.
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FINANCE
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Program Description
IAdministration-Responsible for the effective coordination of all City financial and accounting functions in order to
provide reliable, timely, and accurate financial information to the stakeholders of the organization including the
City Council,City Management,and our citizens,as well as,outside customers including bondholders.
IDebt & Specialized Accounting - The Debt & Specialized Accounting section is responsible to coordinate and
monitor the debt issued by the City, coordinate efforts with departments in accounting for grants and assists in the
accounting for the Downtown Development Board (DDB) and the Community Redevelopment Agency (CRA).This
Iprogram is also responsible for numerous special projects.
Accounting-Accounting is responsible for the maintenance and operation of the computerized financial records
system,the maintenance of the official accounting records,and the filing of all non-payroll tax returns.This program
Ialso assists in asset management via maintenance of the City's fixed asset records.
Treasury - The Treasury function is responsible for the prompt and accurate payment of the City's financial
I obligations, and the prompt and accurate recording of the monies the City receives. The Treasury function is
responsible for the daily management of the City's cash flow and invests the funds to maximize investment earnings
within safety and liquidity parameters.The Treasury function is also responsible for the oversight of the investments of
the Employee's Pension Plan.
IPayroll - Payroll is responsible for the administration of employee and pension payrolls; maintaining compliance
with IRS, Social Security Administration, and Workers' Compensation and Unemployment rules and regulations;
performing pension entitlement calculations; and the processing of all garnishments, tax levies, and child support
Iorders for City employees and pensioners.
Purchasing - Purchasing is responsible for the centralized management of the procurement function in order to
maximize the City's purchasing power. The program provides standard purchasing guidelines and insures fair and
Iequitable treatment of City vendors.This program also administers the purchasing/procurement card process.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 1,778,880 1,791,450 1,826,980 1,823,490 0%
Operating 162,329 159,777 229,340 221,790 -3%
111 Internal Services 158,109 149,033 139,150 134,900 -3%
Capital 753 n/a
Total Finance 2,100,071 2,100,260 2,195,470 2,180,180 -1%
PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
iFinance 29.5 29.5 27.5 27.5
Total Finance 29.5 29.5 27.5 27.5
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RISK MANAGEMENT
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Program Description
Risk Management is an internal service function administering the City's self-insurance program including general I
liability, auto liability, commercial property, and Workers' Compensation insurances. Risk is responsible for the
development and implementation of loss prevention/control programs and safety training and inspections. It is also
I
responsible for responding to claims for and against the City.
PROGRAM SUMMARY
Actual Actual Budget Budget %
I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 334,232 350,308 353,300 346,070 -2%
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Operating 35,959 22,590 41,750 29,870 -28%
Internal Services 30,290 27,232 28,720 26,320 -8%
Capital 1,021 - - - n/a
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Total Risk Management 401,502 400,130 423,770 402,260 -5%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Risk Management 5.0 5.0 5.0 5.0 I
Total Risk Management 5.0 5.0 5.0 5.0
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100 I
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FIRE
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Mission
IThe mission of the Fire Department is to ensure the health, safety, and well-being of our community by
providing a wide range of innovative services.
IVision
ITo set the standard for excellence and innovation in public safety."
IDepartment Description
Clearwater Fire and Rescue is divided into three divisions: Support Services, Operations, and Fire Prevention
I Services. There are 205 fire-fighting, emergency medical services, management staff and support staff full time
equivalent positions allocated to support and protect the City and the unincorporated areas of Pinellas County
within the Clearwater Fire District.
I The internationally accredited Department serves a fire district with a total area of 40.7 miles with a permanent
population of approximately 133,000 residents, which increases to over 160,000 during peak tourist season. The
community is being served by eight fire stations strategically located to provide expeditious response times
throughout the City. We are a full service Fire and Rescue Department providing non-emergency and emergency
I response services,including: Fire Prevention, Public Fire and Life Safety Education, Building Plan Review,Inspections,
Basic and Advanced Life Support Rescue (BLS and ALS), Fire Suppression, Technical Rescue and Marine Rescue. In
addition to the engine companies at each station (six ALS and two BLS), the Department also responds with five
Advanced Life Support (ALS) rescue units, two truck (Aerial) companies, and one squad/heavy rescue/air supply
I unit. Two Assistant Chiefs who divide the response area supervise this complement of equipment on a 24-hour
basis.
Fire and Rescue supports several community programs,such as but not limited to:Chaplainship, Elder's Link,Special
INeeds Evacuation,Smoke Detectors,Fire Explorers,Honor Guard,Juvenile Fire Setters,and Shelter Care.
iDEPARTMENT SUMMARY
1 2008/09 Actual Actual Budget Budget
2007/08 2009/10 2010/11 Change
I Administration 718,823 652,463 691,620 644,030 -7%
Support Services 3,067,801 2,843,124 2,203,310 2,281,960 4%
Fire Prevention Services 722,172 722,727 831,140 809,120 -3%
I Fire Operations 10,912,309 11,000,322 11,807,630 12,305,920 4%
Emergency Medical 6,090,395 6,010,463 6,226,400 6,365,560 2%
ITotal Fire 21,511,500 21,229,099 21,760,100 22,406,590 3%
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FIRE
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Fire Administration 10.0 10.0 9.0 9.0
Support Services 1.0 2.0 2.0 3.0
Fire Prevention Services 7.0 8.0 8.0 8.0
Fire Operations 132.0 130.0 130.0 126.0
Emergency Medical Services 62.0 62.0 62.0 59.0
Total Fire Department 212.0 212.0 211.0 205.0 1
Department Highlights
The Fire Department is supported by 205 full-time • The Fire Department personnel budget reflects only
equivalent positions, a reduction of 6 positions from budgeted step increases for IAFF union employees.
the 2009/10 budget. This reflects the addition of one No general wage increases are budgeted for fiscal
SCBA Maintenance Technician in the Support year 2010/11.
Services program as well as the elimination of the
following positions: four Firefighters in the Fire ❖ A transfer of $94,500 to the Central Insurance Fund is
Operations program; and three Fire Medics in the budgeted for liability insurance on EMS vehicles. This
Emergency Medical Services program. is a 5%increase over the 2009/10 budget.
Overtime costs across the department are budgeted • Contributions to the Capital Improvement Fund total
at$663,360, approximately the same level of funding $375,040 to support Fire projects for fiscal 2010/11.
as the 2009/10 budget.
There have been no other significant changes in the
Personnel costs represent 82% of the Fire Department Fire Department 2009/10 budget. The budget for the
total operating budget. Department reflects a 3% increase from the 2009/10
budget.
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102
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ADMINISTRATION
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Program Description
1 Fire Administration provides direction and exercises all operational, support, and administrative control for Fire and
Rescue activities. Functions include supervising budgeting and payroll responsibilities, including corollary programs
relating to the County Fire and EMS district. Fire Administration provides operational business and strategic plans;
I analyzes operations for cost effectiveness; represents the Department with government entities and other fire
divisions and personnel. All Department contracts and grants are produced, prepared, and/or reviewed by this
office in conjunction with the City Manager and City Attorney's Offices. Additionally, Administration establishes,
reviews, and updates operational directives, policies, and procedures, as well as council agenda items and
I department bulletins. The Administration program also includes public information and marketing coordination and
special projects.
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PROGRAM SUMMARY
1 Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 671,643 607,019 651,460 608,080 -7%
Operating 3,065 2,000 2,000 2,000 0%
I Internal Services 38,471 37,800 38,160 33,950 -11%
Debt Service 5,644 5,644 n/a
ITotal Fire Administration 718,823 652,463 691,620 644,030 -7%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I
2007/08 2008/09 2009/10 2010/11
Fire Administration 10.0 10.0 9.0 9.0
Total Fire Administration 10.0 10.0 9.0 9.0
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103
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SUPPORT SERVICES
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Program Description
The Support Services Division is made up of the Logistics Bureau. I
Logistics Bureau-This Bureau, headed by a Logistics Manager, ensures all fire equipment, apparatus, and facilities
are extensively researched, planned and acquired to ensure compatibility with existing systems and
appropriateness for Fire and Rescue present and future mission accomplishment. Logistics also maintains all
equipment, exhaust and pressure fans, chain saws, portable generators, pneumatic bags, foam systems, nozzles,
specialized valves, tanks, pumps, radios, pagers, and breathing apparatus.
Research and development on new products, equipment, apparatus and technologies is performed through this
program to help determine future purchases into the Fire and Rescue Department. Major project management,
such as station construction and building renovations,is managed with the expertise of Fire and Rescue personnel.
III
The Storeskeeper for the Department works in conjunction with Administration and the Operations Division to
purchase, store and distribute all of the needed operational supplies. A SCBA Maintenance Technician maintains
the department's self contained breathing apparatus (SCBA) and performs in-house equipment maintenance and
repairs.
PROGRAM SUMMARY
I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,537,025 1,370,276 420,940 463,050 10%
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Operating 670,916 719,095 915,890 886,740 -3%
Internal Services 589,375 591,767 651,390 640,640 -2%
Capital 18,485 5,986 48,720 37,600 -23%
Transfers 252,000 156,000 166,370 253,930 53%
Total Support Services 3,067,801 2,843,124 2,203,310 2,281,960 4%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Sup port Services 1.0 2.0 2.0 3.0 I
Total Support Services 1.0 2.0 2.0 3.0
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104
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FIRE PREVENTION SERVICES
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Program Description
9 P
I Fire Prevention Services - The Division Chief/Fire Marshal serves as the Fire Chief's designated code
enforcement official referred to the Florida Fire Prevention Code as "The Authority Having Jurisdiction".
I The Fire Marshal serves as investigator for the determination of the origin and source of all fires.This individual is
also assigned to investigate and respond to questions or complaints from the public and City officials.
I Construction Services Bureau - This Bureau evaluates and ensures that all plans submitted for construction,
renovation or alteration permits meet the standards of the Florida Fire Prevention Code.The staff of the Bureau
meets with development, design, and construction professionals as needed to ensure that project planning,
development, and construction are compliant with the applicable codes and guidelines. Additionally, the
I plans reviewer for each permitted job is responsible for conducting the required field inspections to ensure the
permitted work is code compliant.
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 660,773 668,393 718,830 741,850 3%
Operating 13,000 13,089 58,000 13,000 -78%
Internal Services 44,383 37,207 48,670 54,270 12%
Capital
-
- n/a
Debt Service 4,016 4,016 5,640 -100%
Total Fire Prevention Services 722,172 722,727 831,140 809,120 -3%
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
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I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
iFire Prevention Services 7.0 8.0 8.0 8.0
Total Fire Prevention Services 7.0 8.0 8.0 8.0 1
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105
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I
FIRE OPERATIONS
Program Description
Fire Operations provides the vital fire and emergency medical services (EMS) capabilities required to protect the
lives and property of the citizens of Clearwater and residents of the Fire District. Fire Operations is managed by a
Division Chief, and ten Assistant Chiefs who supervise 174 dual (Fire and EMS) certified line personnel. The Assistant
Chiefs manage the staffing of all apparatus and take the role of Incident Command Officer during emergency
situations. Fire Operations' personnel provide fire as well as, basic and advanced life support services. Additional
responsibilities include response to emergency medical calls and to hazardous materials conditions to stabilize the
incident with help from the Pinellas County Hazardous Materials team.
Fire Operations is budgeted under two separate programs: Fire Operations and Emergency Medical Services (EMS).
I
Pinellas County contracts with the City to provide emergency medical services on their behalf and costs are
budgeted separately for reporting and accounting purposes.
Suppression Bureau-This Bureau's primary tasks are to locate a fire, confine it to the point of origin; evacuate and '
rescue victims; extinguish the fire; salvage property; and overhaul the fire to prevent rekindle. Other tasks include
vehicle accidents,technical rescues,and emergency medical responses.
Special Operations Bureau-This Bureau organizes the special teams planning, training, certification and response.
Specialized teams include the Marine Response Team, Technical Rescue Team, Community Emergency Response
Team,and Dive Team.
Training Bureau - This Bureau involves a classroom, fire tower, burning pits, computer access and a library that
provides comprehensive firefighting and emergency medical services training programs necessary to continually
update, certify, and refresh knowledge and performance in every discipline. This bureau also oversees the Fire
Explorer's program.
Health and Safety Bureau -This Bureau evaluates various equipment for safety, effectiveness, and compatibility to
ensure a well-equipped, responsive, and prepared Fire and Rescue workforce. The Assistant Chief of Health and
Safety facilitates the wellness program and promotes health and safety preparedness through the Department.The
Bureau oversees and reviews the accidents and injuries within the Department and analyzes the causes in order to
rectify potential reoccurring damages. The Bureau coordinates with the Human Resources Department for the
recruitment and advancement of Fire and Rescue personnel.The Assistant Chief is responsible for the development
of an Incident Scene Safety Officer Program to enhance firefighter safety and implementation of an International
Association of Fire Chiefs (IAFC) / International Association of Fire Fighters (IAFF) joint initiative based wellness
program.This Bureau also oversees the Honor Guard program.
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 10,146,150 10,228,230 11,030,260 11,362,320 3%
Operating 132,907 129,074 130,330 152,700 17%
Internal Services 435,640 499,415 503,300 623,300 24%
Debt Service 107,612 143,603 143,740 167,600 17%
Transfers 90,000 - - - n/a
Total Fire Operations 10,912,309 11,000,322 11,807,630 12,305,920 4%
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FIRE OPERATIONS
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
1 2007/08 2008/09 2009/10 2010/11
Fire Operations 132.0 130.0 130.0 126.0
ITotal Fire Operations 132.0 130.0 130.0 126.0
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107
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EMERGENCY MEDICAL SERVICES
Program Description
9 P
Emergency Medical Services Bureau - Our EMS responsibilities include responding to medical calls and providing
emergency medical services to injured parties of fires,traffic accidents,or other medical-related incidents.The EMS
effort utilizes paramedic-trained firefighters, advanced and basic life support vehicles, a Lieutenant supervisor on
each shift, and the EMS Assistant Chief to fulfill its objectives. Emergency medical care is provided under the
direction of a licensed Emergency Physician. The EMS Bureau plans and oversees a model Automated External
Defibrillator (AED) program that has received national recognition from the American Heart Association.
1
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 5,031,795 4,965,144 4,957,160 5,170,190 4%
Operating 301,374 314,460 372,150 383,470 3%
Internal Services 365,757 332,699 456,100 371,560 -19%
Capital 6,119 1,934 16,250 12,540 -23%
Debt Service 171,112 255,582 272,620 212,190 -22%
Transfers 214,238 140,644 152,120 215,610 42% 1
Total Emergency Medical Services 6,090,395 6,010,463 6,226,400 6,365,560 2%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Emergency Medical Services 62.0 62.0 62.0 59.0
Total Emergency Medical Services 62.0 62.0 62.0 59.0
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108
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GAS SYSTEM
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Mission
ITo serve the natural and propane (LP) gas needs of the customers in the Clearwater and surrounding
Florida Suncoast area in the most safe, reliable and economical manner possible while optimizing load
I growth, customer satisfaction, financial return to the City of Clearwater, and the equity value of the
Clearwater Gas System.
IDepartment Description
I Our Values
Clearwater Gas System is founded on the principles of integrity, outstanding quality, future-oriented decision-
making, and sound financial planning and execution. This reflects our responsibility to be a well-run and caring
I service provider, focused on excellence in the delivery of "value-added" energy services to our customers. We
regard our well-trained employees as our most valuable asset and strive to create a positive and participative
working environment,which promotes job satisfaction,security,personal growth,and innovation.
IOur Vision
Clearwater Gas System will be the energy provider of choice, and be recognized as such by our customers and the
I communities that we serve.
The Clearwater Gas System (CGS) budget consists of four gas programs: Gas Administration &Supply, Pinellas Gas
Operations, Pasco Gas Operations, and Gas Marketing &Sales.There are currently 77 budgeted positions (full time
Iequivalent) in CGS.
CGS is owned and operated as an enterprise utility by the City of Clearwater. CGS operates over 820 miles of
underground gas main and handles the supply and distribution of both natural and propane (LP) gas throughout
I northern Pinellas County and western Pasco County.As a "full service" gas utility,CGS provides gas appliance sales
and service, installation of inside customer gas piping, domestic and commercial gas equipment service,
construction and maintenance of underground gas mains and service lines, and 24 hour response to any gas
emergency call within the service area. The Florida Public Service Commission and the Federal Department of
ITransportation regulate CGS for safety.
CGS has been serving customers in the Clearwater area for over 85 years (since 1923) when operations began with
I a manufactured gas plant operation from coal and coke. In 1959, when natural gas transmission lines were finally
extended to peninsular Florida, CGS discontinued the manufacturing of gas and began receiving piped natural
gas from Florida Gas Transmission.
I Clearwater Gas System serves over 19,500 customers in a 330 square mile service territory, which includes twenty
municipalities, as well as, unincorporated areas of Pinellas and Pasco counties.The Pinellas County service territory
is 158 square miles and extends generally from Ulmerton and Walsingham Roads on the south to the Pasco County
line on the north,and from the Gulf of Mexico on the west to the Hillsborough County line on the east. This includes
I the entire Pinellas beach communities south to Redington Beach. The Pasco County service territory is 172 square
miles. It extends from the Gulf of Mexico on the west, inland about 20 miles to Ehren Cut Off,which is east of State
Road 41 and Land O'Lakes and from Pinellas and Hillsborough County lines on the south to generally State Road 52
on the north. The CGS service territory extends 42.3 miles from the southwestern most to the northwestern most
I' point.
Clearwater Gas System prides itself in being a competitive, public service-minded utility providing safe,economical
I and environmentally-friendly gas, which is made in America, available in our communities for all of the homes and
businesses in our service area, with special focus on the residential customers who make up over 88% of our
customer base.
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GAS SYSTEM
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DEPARTMENT SUMMARY
Actual Actual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Administra tion&Supply 27,825,413 22,872,820 27,122,620 24,254,930 -11% I
1 Pinellas Gas Operations 4,134,498 3,388,438 7,430,540 5,857,720 -21%
Pasco Gas Operations 1,981,817 1,388,303 3,513,710 1,844,740 -47%
Marketing &Sales 2,338,007 1,950,024 2,461,1 70 2,928,620 19%
Total Gas System 36,279,735 29,599,585 40,528,040 34,886,010 -14%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Administration &Supply 8.7 9.7 8.7 8.6
Pinellas Gas Operations 44.0 41.0 44.0 44.0
Pasco Gas Operations 28.0 23.0 16.0 16.0
Gas Marketing and Sales 9.3 10.3 8.3 8.4
Total Gas System 90.0 84.0 77.0 77.0
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110 1
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GAS SYSTEM
Department Highlights
I The Gas Fund supports the Gas Administration and Internal Service costs reflect the reimbursement to
Supply program. The Gas Fund is a self-supporting Clearwater Customer Service operations for billing
enterprise operation established to fund all and customer service support services. This is
operating, maintenance and improvements budgeted at $943,170 in fiscal 2010/11,
necessary to maintain the Clearwater Gas System. approximately the same as the 2009/10 budget.
The Gas Department is supported by 77 full time ❖ Debt service costs estimated at $1,570,660 in this
equivalent positions, the same level of staffing as the budget represent debt on outstanding bonds of the
2009/10 budget. Gas Fund.
❖ Gas supply purchases in this fiscal year are budgeted ❖ Interfund transfers include the gas dividend to the
at approximately $15 million, representing 44% of the General Fund of$1.7 million, the same as the 2009/10
total Department operating budget. This is a 15%, budget. Transfers to the Capital Improvement Fund
reduction from the 2009/10 budget. of $2,700,000 supporting the capital projects of the
Gas fund are reduced $2,640,000 or 49% from the
1 ❖ Operating expenditures reflect an administrative 2009/10 budget.
charge reimbursing the General Fund for the Gas
Fund's portion of City administrative functions, such + There are no other significant changes in the Gas
as the City Manager, Legal, and City Clerk functions. Department in the proposed budget. The budget for
The Gas Fund anticipated portion of this cost is this Department reflects a decrease of 14% from the
$1,360,290 in fiscal year 2010/11, an increase of 2% 2009/10 budget.
over the current budget.
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111
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ADMINISTRATION & SUPPLY
Program Description
1
Gas Administration & Supply responsibilities include: overall general management and clerical support for the
Clearwater Gas System (CGS); long range planning of gas supplies and securing and transporting these supplies of
both natural and LP gas to our bulk transfer points; financial planning and tracking; and storeroom operations to
insure the availability of adequate operating, construction and sales materials. Functions of this program include
budgeting, payroll, computer systems, facilities/equipment control, environmental, safety training, regulatory
contact, legal/risk issues management,contracting and licensing control, purchasing,inventory of all gas parts and
fittings,accounting,financial statements and accounts payable.
I
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change I
Personnel 707,127 630,218 661,490 616,900 -7%
Operating 23,355,787 18,432,651 22,098,000 19,310,150 -13% 1
InternalServices 1,013,307 1,007,978 1,106,500 1,081,990 -2%
Capital 118 5,000 9,100 - n/a
Debt Service 939,825 877,110 1,579,120 1,570,660 -1% 1
Transfers 1,809,249 1,919,863 1,668,410 1,675,230 0%
Total Administration&Supply 27,825,413 22,872,820 27,122,620 24,254,930 -11%
II
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Administration&Supply 8.7 9.7 8.7 8.6 1
Total Administration&Supply 8.7 9.7 8.7 8.6
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112
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1
PINELLAS GAS OPERATIONS
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Program Description
IPinellas Gas Operations is responsible for the delivery of natural and LP gas to the end users in Pinellas County; the
construction of all gas mains and service lines; the design and engineering of all gas mains and services; the
securing of construction permits and attending construction meetings for gas mains and services;the maintenance
I of all gas main and service lines and setting of all LP tanks and services;system cathodic protection;repairing gas
meters and regulators; and assuring compliance with Federal and Florida Public Service Commission and Florida
State Natural Gas and LP regulations. Gas Service & Repair is responsible for all commercial and domestic gas
service requests including turn-ons and turn-offs of gas meters; high bill inquiries; interior gas leak location and
I repair; and the service and repair of residential and commercial customer-owned gas appliances. Gas installation
is responsible for the installation of customer-owned house piping and appliances; conversion of customer-owned
commercial and residential appliances from alternate fuels to natural gas; and the securing of necessary gas
Ipermits to install house piping and appliances.
iPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 2,663,964 2,256,334 2,832,750 2,830,820 0%
Operating 863,023 650,274 795,480 763,080 -4%
Internal Services 548,416 429,430 525,640 458,140 -13%
I Capital
Transfers 14,995 n/a
44,100 52,400 3276,670 1,805,680 -45%
Total Pinellas Gas Operations 4,134,498 3,388,438 7,430,540 5,857,720 -21%
I
iPROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Pinellas Gas Operations 44.0 41.0 44.0 44.0
Total Pinellas Gas Operations 44.0 41.0 44.0 44.0
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PASCO GAS OPERATIONS
Program Description
9 P
Pasco Gas Operations is responsible for the delivery of natural and LP gas to the end users in Pasco County; the
construction of all gas mains and service lines; the design and engineering of all gas mains and services; the
securing of construction permits and attending construction meetings for gas mains and services;the maintenance
of all gas main and service lines and setting of all LP tanks and services; system cathodic protection; repairing gas
I
meters and regulators; and assuring compliance with Federal and Florida Public Service Commission and Florida
State Natural Gas and LP regulations. Gas Service & Repair is responsible for all commercial and domestic gas
service requests including turn-ons and turn-offs of gas meters; high bill inquiries; interior gas leak location and
repair; and the service and repair of residential and commercial customer-owned gas appliances. Gas Installation I
is responsible for the installation of customer-owned house piping and appliances; conversion of customer-owned
commercial and residential appliances from alternate fuels to natural gas; and the securing of necessary gas
permits to install house piping and appliances.
I
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1292,699 949,817 971,830 987,360 2%
Operating 343,760 156,179 255,430 202,940 -21%
Internal Services 345,358 282,307 376,450 304,440 -19%
Transfers - - 1,910,000 350,000 -82%
Total Pasco Gas Operations 1,981,81 7 1,388,303 3,513,710 1,844,740 -47%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Pasco Gas Operations 28.0 23.0 16.0 16.0
Total Pasco Gas Operations 28.0 23.0 16.0 16.0 1
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114
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GAS MARKETING & SALES
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Program Description
IGas Marketing & Sales is responsible for planning, development and implementation of marketing programs to
build load and improve system profitability; designing new systems to make the gas system more effective and
responsive to customer needs; advertising strategy to improve the marketing of sales programs; building better
I governmental relations; measurement of customer satisfaction levels and the design of programs to increase
service levels to meet customer expectations;and the applications engineering and sale of large commercial and
industrial end-use projects to build load and improve load factor.This program is responsible for sales of natural and
I LP gas to commercial and residential customers; the sale of natural and LP commercial and industrial gas
appliances; the estimating of natural and LP gas house piping installations; deposit collection, appliance invoicing
and contract billing; administration of gas sales programs and follow-up advertising programs. The Sales
Representatives assist customers in the selection of gas appliances in the showroom, at the customers' premises
Iand at area sales and trade shows.
PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 744,897 673,180 759,840 756,170 0%
Operating 1,347,085 1,075,679 1,379,120 1,444,480 5%
Internal Services 165,785 136,135 137,290 158,880 16%
Transfers 80,240 65,030 184,920 569,090 208%
ITotal Gas Marketing&Sales 2,338,007 1,950,024 2,461,170 2,928,620 19%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IGas Marketing &Sales 9.3 10.3 8.3 8.4
ITotal Gas Marketing&Sales 9.3 10.3 8.3 8.4
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115
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HARBORVIEW CENTER
I
Program Description
I
The Harborview Center is a multipurpose facility that is presently closed with the exception of limited retail space
Iowned by the City of Clearwater.The facility is expected to be demolished in the near future.
PROGRAM SUMMARY
I Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I Operating 590,918 556,911 143,290 58,160 -59%
Internal Services 20,614 19,108 19,790 1,690 -91%
ITotal Harborview Center 611,532 576,019 163,080 59,850 -63%
IProgram Highlights
Operating costs include estimated expenses for All budgeted expenditures for fiscal year 2010/11 are
I taxes, electric and utilities costs. This is a 59% funded from the reserves of the Harborview Fund.
decrease from the 2009/10 budget
Internal Services are reduced 91% from the 2009/10
I budget, expenses that remain are for generator
maintenance.
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HUMAN RESOURCES
I
Mission
To optimize the City's human resources capability by acquiring, maintaining, developing, and retaining
a diverse, highly qualified, motivated, and productive workforce.
IDepartment Description
I The Human Resources Department has the responsibility for basic personnel functions of the City of Clearwater.The
City Charter provides that there shall be a civil service merit system for classified employees, such system to provide
the means to recruit, select, develop and maintain an effective and responsive work force with all appointments
based on merit and fitness. The Department also participates in programs for unclassified employees, including
Irecruitment, pay and benefits administration, and other personnel program components.
DEPARTMENT SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
II General Fund
Administration 310,668 290,067 314,000 297,920 -5%
Recruitment,Selection and Training 375,958 331,729 370,600 366,090 -1%
I Compensation and Classification 152,548 156,809 161,360 166,840 3%
Employee and Labor Relations 220,765 219,406 262,390 221,260 -16%
Subtotal 1,059,939 998,011 1,108,350 1,052,110 -5%
ICentral Insurance Fund
Employee Benefits 262,127 271,994 329,980 313,610 -5%
Total Human Resources 1,322,066 1,270,005 1,438,330 1,365,720 -5%
I
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
I General Fund
Administration 2.3 2.3 2.3 2.0
Recruitment,Selection and Training 5.2 5.2 3.7 3.7
I Compensation and Classification 2.0 2.0 2.0 2.0
Employee and Labor Relations 3.0 3.0 3.0 2.5
General Fund 12.5 12.5 11.0 10.2
Central Insurance Fund
Employee Benefits 3.0 3.0 3.0 2.5
Total Human Resources 15.5 15.5 14.0 12.7
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HUMAN RESOURCES
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General Fund
Administration, Recruitment Selection & Training, I
Compensation & Classification and Employee & Labor Relations
Program Highlights
•• The Human Resources General Fund programs are • The Professional Services budget for outside labor
supported by 10.2 full time equivalent positions, a council has been reduced from $50,000 to $25,000 in
111
reduction of 0.8 FTE's from the 2009/10 budget. The the proposed budget.
personnel changes in the 2010/11 budget include:
the elimination of one Human Resource Technician • There have been no other significant changes in the
position, and the addition of 0.5 Senior Human Human Resources General Fund programs in the
Resource Analyst position in the Employee and Labor budget. The budget reflects a decrease of 5% from
Relations program; and the elimination of 0.3 Staff the 2009/10 budget.
Assistant position in the Administration program.
1
Central Insurance Fund
Employee Benefits
Program Highlights
• The Employee Benefits program is an Internal Service The Employee Benefits program is supported by 2.5
function responsible for administering the employee full time equivalent positions, a reduction of 0.5 FTE's
benefits programs for medical, insurance, and from the 2009/10 budget. This reflects the elimination
retirement plans. The cost of this program is charged of one Human Resource Technician position, and the
to all operating funds and departments based upon addition of 0.5 Senior Human Resource Analyst
the number of personnel in each program. position in the proposed budget.
• There have been no other significant changes in the
Employee Benefits program in the budget. The
budget for this program reflects a decrease of 5%
from the 2009/10 budget.
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ADMINISTRATION
IProgram Description
I The Administration program is responsible for developing strategic human resources systems, programs, policies,
and procedures to accomplish the organization's mission. It leads and oversees the planning, development,
administration, evaluation, and budgeting for the following human resource functions: Recruitment, Selection, and
I Training, Compensation and Classification, Employee and Labor Relations, and Employee Benefits. This area also
administers the employee awards and recognition program and serves as staff proponent to the Civil Service
Board, Pension Advisory Committee, and Pension Trustees.
I
P ROG RAM SUMM AR Y
I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 199,704 193,709 202,540 197,240 -3%
Operating 48,505 42,382 56,110 48,760 -13%
I Internal Services 60,682 53,976 55,350 51,920 -6%
Capital 1,777 n/a
Total Administration 310,668 290,067 314,000 297,920 -5%
I
1 PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Administration 2.3 2.3 2.3 2.0
111 Total Administration 2.3 2.3 2.3 2.0
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RECRUITMENT, SELECTION, AND TRAINING
Program Description I
The Recruitment,Selection and Training program is responsible for the development and administration of the City's
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recruiting and selection functions to include recruitment, advertising, screening, testing, position certifications, and
selection. This program is also responsible for the development and administration of the performance
management and succession planning systems and ensures compliance with Federal and State law and City
I
regulations regarding equal employment opportunities (i.e., ADA, ADEA, CRA, EEOA, IRCA, USERRA, and Civil
Service Rules & Regulations). This program also administers the training and development programs,which include
computer courses, consortium classes, supervisory sessions, apprentice programs, tuition reimbursement, and the
Human Resources Information System (PeopleSoft).
PROGRAM SUMMARY
Actud Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 221,246 198,464 212,220 216,650 2%
Operating 137,018 116,936 145,180 138,590 -5%
Internal Services 17,694 16,329 13,200 10,850 -18%
Total Recruitment,Selection,and Training 375,958 331,729 370,600 366,090 -1%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actud Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Recruitment,Selection,and Training 5.2 5.2 3.7 3.7 I
Total Recruitment,Selection,and Training 5.2 5.2 3.7 3.7
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COMPENSATION AND CLASSIFICATION
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Program Description
IThe Compensation and Classification program is responsible for the development and administration of citywide
pay and job analysis systems and procedures. This program conducts, identifies, and participates in
annual/periodic labor/market surveys to determine market competitiveness of City compensation and
I classification practices. This program also prepares job descriptions, conducts job audits, and administers position
assessment, management, and pay and classification systems and ensures compliance with Civil Service Rules and
Regulations, Fair Labor Standards Act (FLSA), Equal Pay Act (EPA), and Public Employee Relations Act (PERA). This
1 program also coordinates unemployment compensation administration.
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10
2010/1 1 %
I Personnel 140,941 146,033 151,250 155,830 3%
Operating 4,817 4,586 4,610 5,670 23%
Internal Services 6,790 6,190 5,500 5,340 -3%
Total Compensation and Classification 152,548 1 56,8 09 161,360 166,840 3%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICompensation and Classification 2.0 2.0 2.0 2.0
ITotal Compensation and Classification 2.0 2.0 2.0 2.0
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EMPLOYEE AND LABOR RELATIONS
Program Description
9 P
The Employee and Labor Relations program is responsible for development and administration of the City's
employee relations functions to include employee orientation, school mentoring and tutoring partnership with
Pinellas County School Board, Employee Assistance Program (EAP), and Performance and Behavior Management
Program (PBMP). This program also coordinates and administers City Drug and Alcohol, Return to Work, Work Place
111
Violence, and Fitness for Duty programs, maintains employee payroll database and records system, and manages
the labor relations component which includes collective bargaining, contract administration, and labor-
management cooperation initiatives and dispute resolution.
1
PROGRAM SUMMARY
Actual Actual Budget Budget % I
9 9
2007/08 200 9
8 0 2009 10 2010 11
/ / / / Change
Personnel 172,396 184,939 194,150 178,930 -8% 1
Operating 36,910 23,103 56,100 32,600 -42%
Internal Services 11,459 11,364 12,140 9,730 -20%
Total Employee and Labor Relations 220,765 219,406 262,390 221,260 -16%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Employee and Labor Relations 3.0 3.0 3.0 2.5 I
Total Employee and Labor Relations 3.0 3.0 3.0 2.5 1
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EMPLOYEE BENEFITS
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Program Description
The Employee Benefits program is responsible for the development and administration of the City's employee
benefits initiatives to include the Employee Pension Plan, Money Purchase Pension Plan (401A), Deferred
Compensation Plan (457K), financial/retirement planning, and health, dental, life, disability and wellness programs.
I This program is also responsible for analyzing and evaluating benefit services and coverage and negotiating and
contracting with benefit plan providers, vendors, and consultants for services, premiums, and plan administration.
In addition, the program ensures compliance with the Federal Family and Medical Leave Act (FMLA), the
Consolidated Omnibus Budget Reconciliation Act (COBRA), and Health Insurance Portability and Accountability
IAct (HIPAA).
PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 212,606 167,381 194,150 178,930 -8%
Operating 40,100 98,861 126,650 131,050 3%
IInternal Services 9,421 5,752 9,180 3,630 -60%
Total Employee Benefits 262,127 271,994 329,980 313,610 -5%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IEmployee Benefits 3.0 3.0 3.0 2.5
iTotal Employee Benefits 3.0 3.0 3.0 2.5
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INFORMATION TECHNOLOGY
Mission
IInformation Technology is committed to serving the current and future business operations of the City of
Clearwater by providing reliable and progressive technology solutions. It is dedicated to the principle of
I high-quality customer service through strategic planning, project management and customer support
to ensure the efficient utilization of technology resources and investments.
Department Description
Information Technology is responsible for delivering quality services in the areas of technology administration,
I systems support, hardware and software maintenance, helpdesk support, network operations, purchasing,
telecommunications, and business system analysis. These services are delivered through the following divisions
within the Information Technology department.
DEPARTMENT SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Administration 364,811 344,863 389,940 345,870 -11%
Network Services 2,059,022 2,011,180 2,222,230 2,287,390 3%
Software Applications 1,548,061 1,632,455 1,999,220 1,986,330 -1%
ITelecommunications 960,384 845,252 972,020 868,720 -11%
Total Information Technology 4,932,278 4,833,750 5,583,410 5,488,310 -2%
I
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
I
Administration 3.0 3.0 3.0 3.0
Network Services 11.0 12.0 12.0 11.0
Software Applications 19.0 16.0 17.0 16.0
Telecommunications 1.5 1.5 1.5 1.5
ITotal Information Technology 34.5 32.5 33.5 31.5
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INFORMATION TECHNOLOGY
Department Highlights I
❖ All programs of the Information Technology ❖ Reserves of the Administrative Services Fund are
department are internal service functions.All costs of budgeted in the amount of $200,000 to fund one-
operation are passed back to user department time capital projects of $100,000 for Microsoft
based upon services provided. licensing upgrades and $100,000 for city-wide
connectivity through the deployment of fiber optic
❖ The Information Technology Department is supported and high speed-wireless infrastructure to connect
by 31.5 full time equivalent positions, a decrease of City beach facilities to the wide area network. '
two full time equivalents from the FY 2009/10 budget.
The positions of Network Support Technician II and ❖ The Telecommunications program reflects a net
Systems Analyst have been eliminated, and the decrease of 11% from the 2009/10 budget primarily
Administrative Support Manager has been due to various line disconnections, lines replaced
downgraded to an Accounting Clerk in this budget. with fiber throughout the city and rate reductions.
• The Administrative program reflects a net decrease ❖ There have been no other significant changes to the
of 11% from the 2009/10 budget primarily due to a Information Technology programs in fiscal year
position downgrade. 2010/11.The Department budget reflects a decrease
of 2%from the 2009/10 budget.
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ADMINISTRATION
I
Program Description
IAdministration of the City's information technology systems includes development/maintenance of governance
and architecture plans used to guide operations and development of technology throughout the City. Key to the
success of technology integration is the development of strong alliances between IT service providers,
I departmental management, and end users. The administrative arm of IT is committed to maintaining vital
relationships with internal customers in their pursuit of excellence. Also included within IT Administration is the
development and oversight of contracts and vendor relationships,as well as,the project management for citywide
application implementation.
i
PROGRAM SUMMARY
I ' Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
1 Personnel 254,567 233,376 264,970 233,950 -12%
Operating 16,823 12,917
25,830 22,640 -12%
Internal Services 93,385 97,209 99,140 89,280 -10%
iCapital 36 1,361 n/a
Total Administration 364,811 344,863 389,940 345,870 -11%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Administration 3.0 3.0 3.0 3.0
' Total Administration 3.0 3.0 3.0 3.0
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129
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NETWORK SERVICES
Program Description
9 P
Currently, there are approximately 1,500 desktop/laptop computers, 125 servers, and over 1,500 individual user
I
accounts located at 50 locations throughout the City. This program manages helpdesk support to the City's
computer users and is also responsible for technology assessment and testing, network administration, network and
system security and hardware procurement.
I
PROGRAM SUMMARY
Actual Actual Budget Budget % 1
2007/08 2008/09 2009/10 2010/11 Change
Personnel 728,403 726,185 823,070 781,850 -5% 1
Operating 896,764 840,674 891,510 870,790 -2%
Internal Services 34,043 32,203 37,520 34,070 -9%
Capital 132,349 143,369 - - n/a
Debt Service 267,463 268,749 470,1 30 400,680 -15%
Transfers - - - 200,000 n/a
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Total Network Services 2,059,022 2,011,180 2,222,230 2,287,390 3%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget 1
2007/08 2008/09 2009/10 2010/11
Network Services 11.0 12.0 12.0 11.0 1
Total Network Services 11.0 12.0 12.0 11.0
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130
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SOFTWARE APPLICATIONS
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Program Description
IThere are currently seventy five (75) business systems / software applications including ten (10) business critical
systems that are administered and supported by the City's programming operations. Support of these systems
includes assisting in daily operations and maintaining effective relationships with both end users and product
I
vendors. This program is also responsible for development and maintenance of the City's Internet website,
implementation of new systems, performing business process analysis of departmental operations, and database
administration for all business applications.
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10
20 10/11 %
Personnel 1,157,664 1,198,934 1,259,080 1,224,950 -3%
Operating 473,560 416,707 604,380 640,490 6%
Internal Services 7,872 10,044 11,170 9,470 -15%
Capital - 44,770 - - n/a
Debt Service 8,965 24,590 11,420 -54%
Transfers (100,000) (38,000) 100,000 100,000 0%
Total Software Applications 1,548,061 1,632,455 1,999,220 1,986,330 -1%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Software Applications 19.0 16.0 17.0 16.0
Total Software Applications 19.0 16.0 17.0 16.0
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131
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I ,
TELECOMMUNICATIONS
Program Description
I
9 P
Telecommunications provides desktop phone, cellular phone, Treo, and Blackberry services throughout the City.
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The City's voice network includes twelve (12) major Nortel PBX switches, twenty-seven (27) Nortel KSU systems, 1,507
voicemail boxes and automated attendants, and connectivity within and between approximately thirty (30)
remote locations. Telecommunications also maintains cellular contractual services and all vendor contracts for
I
telecommunications infrastructure and support services.
PROGRAM SUMMARY '
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 105,951 102,626 107,300 109,550 2%
Operating 834,136 734,179 815,940 683,240 -16%
Internal Services 1,837 1,254 2,230 1,920 -14%
Debt Service 18,460 7,193 46,550 74,010 59%
1
Total Telecommunications 960,384 845,252 972,020 868,720 -11%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I
2007/08 2008/09 2009/10 2010/11
Telecommunications 1.5 1.5 1.5 1.5
I
Total Telecommunications 1.5 1.5 1.5 1.5
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132
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LIBRARY
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Mission
I To meet the informational, educational, recreational, and cultural reading and viewing needs and
expectations of all citizens and population groups in the community, using a wide array of library
formats and materials and a trained and dedicated staff.
IDepartment Description
I The Library provides an extensive variety of services, collections and programs to meet the needs of Clearwater
residents and businesses. Presently, there are over 81,000 active cardholders. Through a talented and dedicated
staff,the Library:
• Maintains a collection of over 606,000 books, DVD's, sound recordings,audio books, and other materials.
• Circulates 1.1 million items annually.
• Answers over 300,000 reference questions each year.
I • Hosts thousands of children and adults at various programs throughout the year.
• Provides the public with over 800,000 Internet sessions annually.
' DEPARTMENT SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Centralized Services 2,523,745 2,397,535 2,374,660 2,339,280 -1%
Main Library 1,897,971 1,989,832 1,721,680 1,742,210 1%
Countryside Branch Library 777,906 644,528 692,320 719,880 4%
East Branch Library 727,315 574,340 657,900 672,430 2%
I North Greenwood Library 257,348 177,117 203,100 180,270 -11%
Beach Branch Library 88,396 34,854 61,280 64,720 6%
ITotal Library 6,272,681 5,818,206 5,710,940 5,718,790 0%
IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
I Centralized Services 17.0 19.0 17.0 17.0
Main Library 36.8 31.5 26.1 26.1
Countryside Branch Library 16.1 12.1 13.1 13.1
I East Branch Library 14.0 12.0 13.0 13.0
North Greenwood Branch Library 3.0 3.1 2.7 2.7
Beach Branch Library 1.5 0.6 1.3 1.3
ITotal Library 88.4 78.3 73.2 73.2
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LIBRARY
The following is a brief list and description of special services,collections and programs provided by the Library:
• Maintain and provide access to the Christine Wigfall Morris African-American Collection and the Wickman
Nautical Collection.
• Maintain, preserve and provide access to the Clearwater Sun photographic, microfilm and clipping
archives.
• Offer a variety of volunteer opportunities including an active teen volunteer program.
• Provides a venue for local artists and artisans to display their work.
• Organize and host adult book discussion and review groups.
• Organize, promote and host quality programs for families and adults such as "Film's on the Bluff", the "Reel
Lives" and "Scholar's Choice" program series.
• Present weekly preschooler and toddler story-times and other special events for youth and families.
• Promote the literacy program and provide space for literacy tutoring.
• Provide meeting room space to over 200 community groups.
• Provide temporary library service to tourists and other visitors to the area.
• Serve as a "Safe Place"for youth.
• Serve as a Federal Government Documents Depository for the Ninth Congressional District with over 18,000
items.
• Sponsor a variety of teen service groups such as the "...try denting it" group at Countryside Library, and the
Dascaloja Puppeteers.
• Supply patrons with library materials from outside the region through a county-wide library automation
system and an interlibrary loan service.
• Support City management and the Clearwater Regional Chamber of Commerce with a reference service
and meeting room support.
I
Department Highlights
The Library Department is supported by 73.2 full time • Debt costs for 2010/11 represent the first year of lease
equivalent positions, the same level of staffing as the payments for the new self check out system that will
2009/10 budget. be used in each library branch. I
Transfers of $635,310 for fiscal year 2010/11 represent • The proposed budget for 2010/11 for the Library
the transfer to the Capital Improvement Fund to Department is relatively flat compared to the 2009/10
provide funding for the purchase of books and budget.
materials. This is the same funding level as the
2009/10 budget.
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CENTRALIZED SERVICES
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Program Description
IThe Centralized Services program consists of programs and services with a scope encompassing the entire library
system. These include: centralized call center to answer and direct calls for all library locations; collection
development and acquisition of library materials; cataloging, classification and processing of library materials;
I maintenance of the integrated library management system; design, development and maintenance of the
website; meeting room reservations; ordering and maintaining inventory of operating supplies for all library
locations; administration;and system-wide contracts.
1 PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 1,029,584 1,076,1 15 1,051,230 1,093,400 4%
Operating 351,495 233,146 316,060 224,470 -29%
Internal Services 436,161 391,986 371,810 350,290 -6%
Capital 215 1,808 250 250 0%
IDebt 35,560 n/a
Transfers 706,290 694,480 635,310 635,310 0%
IITotal Centralized Services 2,523,745 2,397,535 2,374,660 2,339,280 -1%
PROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
' Centralized Services 17.0 19.0 17.0 17.0
Total Centalized Services 17.0 19.0 17.0 17.0
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MAIN LIBRARY
Program Description I
The Main Library program consists of the public services functions provided from the system's downtown location.
I
These include: reference, reader's advisory and research services; circulation and interlibrary loan; public
computing; periodicals; government documents; special collections, archives and local history; displays and
exhibits; small business information and support; municipal reference and demographics; youth programs and
I
activities; and adult programming.The Main Library is also home to more than 280,000 items in a variety of formats
including the Wickman Nautical Collection and the Florida Collection.
PROGRAM SUMMARY I
Actual Actual Budget Budget %
I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,295,230 1,359,037 1,125,610 1,1 10,470 -1%
I
Operating 342,895 369,090 348,380 387,550 11%
Internal Services 259,846 261,705 247,690 244,190 -1%
Total Main Library 1,897,971 1,989,832 1,721,680 1,742,210 1% I
PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Main Library 36.8 31.5 26.1 26.1 1
Total Main Library 36.8 31.5 26.1 26.1
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136
COUNTRYSIDE BRANCH LIBRARY
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Program Description
I The Countryside Branch Library provides complete library services to include reference, reader's advisory and
research services; youth programs and activities; circulation and interlibrary loan; periodicals; public computers;
meeting rooms;displays and exhibits;as well as,a collection of more than 140,000 items in a variety of formats.
I
' PROGRAM SUMMARY
Actual Actual Budget Budget %
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 670,664 529,992 577,870 605,380 5%
I Operating 62,557 66,676 73,750 57,900 -21%
Internal Services 44,675 47,860 40,700 56,600 39%
Capital 10 - - - n/a
ITotal Countryside Branch Library 777,906 644,528 692,320 719,880 4%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICountryside Branch Library 16.1 12.1 13.1 13.1
ITotal Countryside Branch Library 16.1 12.1 13.1 13.1
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137
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EAST BRANCH LIBRARY
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Program Description
The East Branch Library provides complete library services to include reference, reader's advisory and research
services; youth programs and activities; circulation and interlibrary loan; periodicals; public computers and
technology training; meeting rooms; displays and exhibits; as well as, a collection of more than 123,000 items in a
variety of formats.
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PROGRAM SUMMARY
I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I
Personnel 628,901 493,072 558,910 569,340 2%
Operating 55,944 36,138 58,750 48,900 -17%
Internal Services 42,470 45,130 40,240 54,190 35%
Total East Branch Library 727,315 574,340 657,900 672,430 2% I
PROGRAM FULL TIME EQUIVALENT POSITIONS 1
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
East Branch Library 14.0 12.0 13.0 13.0
Total East Branch Library 14.0 12.0 13.0 13.0
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NORTH GREENWOOD BRANCH LIBRARY
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Program Description
The North Greenwood Branch Library provides complete library services to include reference,reader's advisory and
research services;youth programs and activities;circulation and interlibrary loan;periodicals;public computers and
technology training; meeting and study rooms; displays and exhibits; as well as, a collection of more than 43,000
items in a variety of formats.This library is also home to the Christine Wigfall Morris African American Collection.
' PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 156,855 93,523 96,180 97,230 1%
Operating 56,183 39,734 106,340 46,250 -57%
Internal Services 44,310 43,860 580 36,790 6243%
ITotal North Greenwood Branch 257,348 177,117 203,100 180,270 -11%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
1 North Greenwood Branch 3.0 3.1 2.7 2.7
Total Greenwood Branch Library 3.0 3.1 2.7 2.7
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139
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BEACH BRANCH LIBRARY
Program Description
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9 P
The Beach Branch Library services include reference, reader's advisory and research; circulation and interlibrary
loan; periodicals; public computers; youth programs and activities; as well as, a collection of more than 13,000
items in a variety of formats.
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PROGRAM SUMMARY
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
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Personnel 86,198 26,344 55,110 58,160 6%
Operating 2,198 - 70 720 929%
Internal Services - 8,510 6,100 5,840 -4%
Total Beach Branch Library 88,396 34,854 61,280 64,720 6%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Beach Branch Library 1.5 0.6 1.3 1.3
Total Beach Branch Library 1.5 0.6 1.3 1.3 I
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140
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MARINE AND AVIATION
1
Mission
IMaintain the Marine and Aviation department as a revenue-producing department with a well trained
and dedicated staff that provides high quality marine and aviation related services with excellent
customer satisfaction to our citizens and customers.
IDepartment Description
The Marine and Aviation department administers and operates the following programs: Marina, Airpark, Sailing
' Center, Downtown Boat Slips and Pier 60 Operations.The department currently has 29 full time equivalent positions
providing service to these areas.
DEPARTMENT SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
General Fund
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Pier 60 Operations 458,455 521,879 502,770 507,290 1%
Sailing Center 62,619 63,613 61,670 33,250 -46%
Beach Guards 646,992 615,775 - - n/a
' Subtotal 1,168,066 1,201,267 564,440 540,540 -4%
Marine Fund
IMarina Operations 4,794,774 4,170,806 4,552,760 4,414,770 -3%
Airpark Fund
Airpark 243,918 556,188 194,070 188,560 -3%
IIDowntown Boat Slips Fund
Downtown Boat Slips 22,634 475,141 464,230 410,760 -12%
Total 6,229,392 6,403,402 5,775,500 5,554,630 -4%
IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
General Fund 20.4 20.4 5.9 5.9
I Marine Fund 18.6 18.8 17.1 16.1
Airpark Fund 1.9 1.7 1.4 1.4
Downtown Boat Slips Fund 0.0 0.0 5.6 5.6
ITotal Marine&Aviation 40.9 40.9 30.0 29.0
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MARINE AND AVIATION
General Fund I
Pier 60 and Sailing Center Highlights
• Pier 60 is a General Fund operation. The Pier 60 The Sailing Center reflects a 46% reduction from the
program is supported by 5.9 full time equivalent 2009/10 budget primarily due to the responsibility of
positions,the same as the 2010/11 budget. custodial services being transferred to CCSC in the
new contract with CCSC.
• The Clearwater Community Sailing Center (CCSC), a
501C3 corporation, manages the Sailing Center. The Capital Improvement Fund transfers include $15,000,
budget represents the portion of the facility utility for the routine maintenance of Pier 60 in 2010/11, the
charges and maintenance services that the City same as the 2009/10 budget.
continues to pay under agreement with the CCSC.
❖ There have been no other significant changes in the
Pier 60 or Sailing Center programs. The budgets for
these two programs reflect a 4%decrease from the
2009/10 budget.
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Marine Fund Highlights
• The Marine Fund is a self-supporting enterprise + Budget transfers for 2010/11 reflect a decrease of
operation established to fund all operations, $11,460, or 4% from the 2009/10 budget. Funding
maintenance, and improvements necessary to includes a payment in lieu of taxes in the amount of
maintain the City's Marina operations. $213,720 to support the General Fund, a 16%
decrease from the 2009/10 budget. A second
• The Marine Operations program is supported by 16.1 transfer to the Capital Improvement Fund of $80,000
full time equivalent positions, a decrease of one FTE reflects an increase of $30,000 from 2009/10, which
from the 2009/10 budget. The position of represents funding necessary to maintain the
Tradesworker has been eliminated which results in a infrastructure of the Marina.
3% decrease in personnel service costs for the
2010/11 budget. There have been no other significant changes in the
Marine Operations budget. The budget for this
• Inventory costs for fuel purchases are budgeted at program reflects a decrease of 3% from the 2009/10
$2.5 million in 2010/11, the same as the 2009/10 budget.
budget.
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MARINE AND AVIATION
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Airpark Fund Highlights
The Airpark Fund is a self-supporting enterprise ❖ Transfers to the Capital Improvement Fund of$10,000
operation established to fund all operations, provide funding for infrastructure improvements at
I maintenance, and improvements necessary to
maintain the Airpark operations. the Airpark. This is the same level of funding as the
2009/10 budget. Transfers also include $11,880
representing the payment in lieu of taxes to the
❖ The Airpark Operations program is supported by 1.4 General Fund, which is a 5% reduction from the
I full time equivalent positions,the same as the 2009/10 2009/10 budget
budget.
❖ There have been no other significant changes in the
Airpark Operations budget. The budget for this
I program reflects a decrease of 3%from the 2009/10
budget.
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Downtown Boat Slips Fund Highlights
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The Downtown Boat Slip Fund is a self-supporting • Capital Improvement Fund transfers include $15,000,
enterprise operation established to fund all for the routine maintenance of the Downtown Boat
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operations, maintenance, and improvements Slips in 2010/11,the same as the 2009/10 budget.
necessary to maintain the Downtown Boat Slip
operations. There have been no other significant changes in the
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Downtown Boat Slips budget. The budget for this
❖ This program is supported by 5.6 full time equivalent program reflects a decrease of 12%from the 2009/10
positions, the same level of staffing as the 2009/10 budget.
budget.
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143
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PIER 60 OPERATIONS
Program Description
1
Pier 60 is a City owned fishing pier and fills a void in the community by providing a fishing facility in the area.The pier
was rebuilt in 1994 at a cost of over $2.2 million with a bait house and six covered pavilions. It has a bait and gift I
shop, restrooms, and up to date tide and weather information and is open from 6:00am to 9:30pm, October 1 -
April 1,and 24 hours a day the rest of the year.
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 217,155 232,417 227,770 230,280 1% I
Operating 219,877 264,000 246,600 249,150 1%
Internal Services 1 1,232 10,462 13,400 12,860 -4%
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Capital 191 - - - n/a
Transfers 10,000 15,000 15,000 15,000 0%
Total Pier 60 Operations 458,455 521,879 502,770 507,290 1%
PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Pier 60 Operations 5.9 5.9 5.9 5.9
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Total Pier 60 Operations 5.9 5.9 5.9 5.9
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144
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SAILING CENTER OPERATIONS
IProgram Description
I The Clearwater Community Sailing Association Center on Sand Key takes advantage of the waterfront property
owned by the City and fills a void in the area for an upscale sailing facility.The center opened in November of 1991
and serves the sailing community of Clearwater and the surrounding areas. The center provides beginning and
I intermediate sailing classes, as well as, the sailability program that provides sailing classes and regattas for those
with physical challenges. The center also has watercolor classes, yoga classes and has a multipurpose room for
events, meetings, receptions and weddings. The Sailing Center received an upgrade in 2009 to include two open
air decks and an additional office for a total of 3088 sf. The facility is managed by a 501(c) 3 organization that
Isaves the City in excess of$150,000 annually.
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 Budget
2010/11 %
I Operating
5,463 10,447 15,000 12,500 -17%
Internal Services 52,178 53,000 46,670 20,750 -56%
Capital - 166 - - n/a
IITransfers 4,978 - - - n/a
Total Sailing Center Operations 62,619 63,613 61,670 33,250 -46%
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145
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CLEARWATER AIRPARK OPERATIONS
Program Description
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9 P
Clearwater Airpark is a single paved runway facility on a 47-acre site and is currently operating as a general '
aviation airport. A Fixed Base Operator (FBO), provides daytime management and customer service with flight
service, aircraft rental, hangar and tie down rental, maintenance, and flight training. The department converted
the Airpark to an enterprise fund starting in fiscal year 2001 and it is currently economically self-sufficient. Portions of
the Master plan have been implemented, with the airpark close to being fully utilized. The current footprint allows
for approximately 30-40 additional T-hangars and a new FBO building.
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PROGRAM SUMMARY
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Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change I
Personnel 86,250 66,191 51,340 53,300 4%
Operating 139,740 438,324 90,960 86,330 -5% ,
Internal Services 4,898 6,360 5,120 3,860 -25%
Capital (330) 29,568 - - n/a
Debt 1,620 3,435 24,160 23,190 -4%
Transfers 11,740 12,310 22,490 21,880 -3%
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Total Clearwater Airpark 243,918 556,188 194,070 188,560 -3%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
I
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Clearwater Airpark 1.9 1.7 1.4 1.4
Total Clearwater Airpark 1.9 1.7 1.4 1.4
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146
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MARINA OPERATIONS
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Program Description
1 This program is responsible for the administration, operation and maintenance of the City owned Marina facility,
with 209 sips, including dock and piling replacement, waterway management of over 470 marine informational
and regulatory signs and routine repairs for all equipment within the department. The Harbormaster's office is
I responsible for the administration of all operations which includes serving as property manager for boat slips, land
and building leases assigned to the department, the Seminole Street Launch Ramp, and the fuel dock which
generates over$1.8 million in revenues each year.
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IPROGRAM SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,003,268 934,544 895,830 872,800 -3%
Operating 3,490,373 2,844,717 3,240,060 3,157,700 -3%
InternalServices 82,017 108,167 111,690 90,550 -19%
Capital 2,376 53,268 - - n/a
ITransfers 216,740 230,110 305,180 293,720 -4%
Total Marna Operations 4,794,774 4,170,806 4,552,760 4,414,770 -3%
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Marina Operations 18.6 18.8 17.1 16.1
ITotal Madna Operatons 18.6 18.8 17.1 16.1
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147
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DOWNTOWN BOAT SLIPS
Program Description
9 p
The downtown boat slips is an ancillary facility to the main municipal marina on Clearwater Beach. This facility will
add an additional 126 floating concrete docks in the downtown Clearwater area located off of Drew and
Cleveland Streets.This facility will be operated as a stand-alone facility separate from the municipal marina with its
own revenue and expense codes.The Harbormaster's office is responsible for the management, maintenance,and
administration support.These slips are for private recreational boats only.This facility will have 24-hour security seven
days a week and will be staffed from 6:00 am to 6:00 pm daily.
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PROGRAM SUMMARY
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
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Personnel - - 191,170 195,010 2%
Operating - 6,469 247,410 192,900 -22%
Internal Services - 2,953 10,650 7,850 -26%
Capital 559 4,162 - - n/a
Debt 22,075 461,557 15000 15,000 n/a '
Transfers - - 15,000 0%
Total Downtown Boatslips 22,634 475,141 464,230 410,760 -12%
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PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Downtown Boatslips 0.0 0.0 5.6 5.6
Total Downtown Boatslips 0.0 0.0 5.6 5.6
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148
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NON-DEPARTMENTAL GENERAL FUND
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Program Description
IThe Non-Departmental expenditures category provides budgetary funding and control for General Fund
expenditures not attributable to any other specific department, but to the City as a whole.
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PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonal Services - - 280 250,000 89186%
Operating 3,677,099 2,458,300 2,269,330 1,881,560 -17%
IInternal Services - 25 84,480 17,200 -80%
Debt Service 745,982 1,052,984 1,043,830 - -100%
Transfers 12,282,792 6,557,144 1,505,830 1,105,640 -27%
ITotal General Fund 16,705,873 10,068,453 4,903,750 3,254,400 -34%
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IProgram Highlights
• The Non-Departmental program is used to
budget for those items that are not directly • Debt service costs have been eliminated in this
I associated with any one department or
operating budget. budget due to the early payoff of outstanding
loans.
• Personnel Services include $250,000 to fund + Interfund transfers for fiscal year 2010/11 include
I General Fund unemployment costs for fiscal year
2010/11. the tax increment payments to the Community
Redevelopment Agency (CRA) at an estimated
amount of$901,140. This is a 30% decrease from
• Operating costs include $1,861,560 for general the current 2009/10 fiscal year.
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property and liability insurance for all General
Fund programs. This represents an 18%decrease • Other interfund transfers include $204,500
from the 2009/10 budget. primarily to fund on-going maintenance projects
at current general government facilities.
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149
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NON-DEPARTMENTAL CENTRAL INSURANCE FUND
Program Description
9 P
This program accounts for health, liability, life insurance and workers' compensation expenditures for all City
employees.
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PROGRAM SUMMARY
Actual Actual Budget Budget %,
2007/08 2008/09 2009/10 2010/11 Change
Personnel 2,395 56 25,000 15,000 -40% I
Operating 19,968,947 18,692,400 17,428,120 16,752,220 -4%
Internal Services - - 1,500 - -100%
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Transfers 78,438 10,569,068 - - 0%
Total Central Insurance Fund 20,049,780 29,261,524 17,454,620 16,767,220 -4%
1
Program Highlights
• The Central Insurance Fund Non- • Medical insurance costs are budgeted at I
Departmental program is an internal service $6,200 per employee for fiscal year 2010/11,
operation primarily managed by the Finance the same as the last three years. The total
and Human Resources Departments. All estimated cost for medical insurance paid
anticipated costs are charged to City by the City is budgeted at$9.8 million,which
Departments through interfund charges to is 5% less than fiscal 2009/10 budget due to
the department operating budgets based the decrease in personnel citywide.
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upon personnel and performance indicators.
• Property and liability insurance costs are
Worker's compensation costs are estimated estimated to decrease by 12% citywide.
to decrease by approximately 2% across all Total estimated costs for property and liability
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city operations. Total costs are now insurance are estimated at$3.5 million, down
estimated at $2.1 million for fiscal year from$4 million in 2009/10.
2010/11,down from$2.2 million in 2009/10.
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150
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OFFICE OF MANAGEMENT AND BUDGET
1
Mission
1 Our mission in the Office of Management and Budget is to offer accurate financial planning information
and quality service to the City Management Team, the City Council, other City departments, and our
citizens in order to increase confidence in City leadership and provide comprehensive budgeting data
Ito all of our customers.
IDepartment Description
There are four primary responsibilities of the Office of Management and Budget, as follows:
I • Prepare and present the City's Annual Operating and Capital Improvement Budget. This includes
managing and coordinating all aspects of the budget process.
• Assure the City's compliance with the State of Florida's "Truth-in-Millage" (TRIM) act. TRIM establishes the
statutory requirements that all taxing authorities levying a millage must follow, including all notices and
budget hearing requirements. This ensures taxpayer awareness of proposed millage changes, proposed
I budget changes, and, if any, the percent of change in the rolled-back rate. Non-compliance by the
taxing authority could result in the loss of revenue sharing funds.
• Assure the City's compliance with the City of Clearwater's Code of Ordinances regarding the City's
I budget under Article VI, Division 2 Fiscal Management Procedure of the code. The City Code establishes
specific requirements regarding the production of the City's annual operating and capital improvement
budgets, as well as,the budget amendment process.
• Provide assistance to other City departments for numerous related activities including the review of all
agenda items for fiscal impact to assure sufficient revenues are available and relevant budget impacts are
disclosed, annual support to the Finance department for the year-end closing process, and the
preparation of miscellaneous financial analysis and reports for management planning.
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The City of Clearwater has received the Distinguished Budget Presentation Award from the Government Finance
I Officer's Association of the United States and Canada for its annual budget for each of the last twenty-four years.
In order to receive this award, the governmental unit must publish a budget document that meets the program
criteria as a policy document,as an operations guide,as a financial plan,and as a communication device.
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PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 242,168 234,695 255,160 262,400 3% I
Operating 7,905 7,738 9,280 11,300 22%
IInternal Services 23,759 21,544 21,250 15,800 -26%
Total Office of Management and Budget 273,832 263,977 285,690 289,500 1%
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OFFICE OF MANAGEMENT AND BUDGET
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Office of Management and Budget 3.0 3.0 3.0 3.0
Total Office of Management and Budget 3.0 3.0 3.0 3.0 1
Program Highlights
•• The Office of Management and Budget is supported • Operating costs reflect a 22% increase from the
by three full time equivalent positions, the same level 2009/10 budget. This increase is primarily the result of
as the 2009/10 budget. printing charges which is offset by the 26% decrease
in internal services due to the closure of the City's
The 3% increase in Personnel costs is entirely due to graphics department; all printing charges are now
budgeted increases in employee pension costs. budgeted in operating costs.
Personnel costs represent 91% of this program's
budget. There have been no other significant changes in the
Office of Management and Budget. The budget for
this Department reflects an increase of 1% from the
2009/10 budget.
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152
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OFFICIAL RECORDS AND LEGISLATIVE SERVICES
Mission
The Official Records and Legislative Services Department is the custodian of the City's current and
historical knowledge. It is our mission to receive, organize, maintain, preserve and disseminate this
knowledge. We strive to do this accurately, effectively, and efficiently. Also the Department coordinates
the City's legislative priorities and assists with grant programs in efforts to optimize funding opportunities.
We are committed to fulfilling this mission by keeping abreast of current issues, cutting red tape, and
going the extra mile to provide quality service to our customers.
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Department Description
Official Proceedings Management - Processes items presented to the City Council for official action and follow-up.
Prepares a written summary of official proceedings and actions taken by the City Council and board members.
Provides staff and resources to prepare required ads for publication and notification to property owners of possible
changes concerning their property.Ordinances and resolutions are distributed under this function.
Records Management - Coordinates retention and destruction of official records, this function includes
maintenance of the City Code and distribution of supplements. Part of this program is to provide information to
other departments, citizens, etc. by searching through City records. An integrated document management system,
captures official City documents, minutes and agendas in an electronic format for citywide access, establishes
workflow for processing the agenda electronically,and facilitates research of information.
Property Assessments, Code Enforcements and Liens - Assesses property owners for improvements, tracks code
enforcement fines and files liens.
1 Election - Establishes the election schedule for municipal elections, and coordinates election activities with the
supervisor of elections.In addition,there are two employee elections, Pension Advisory Committee and Civil Service
Board,which are handled under this program.
' Legislative/Lobbyist - Coordinates the City's priorities and appropriation requests with federal and state lobbyists
and tracks proposed legislation through both House and Senate. It also provides the staff and resources to
coordinate the City's priorities and serve as liaison with lobbyists, Florida League of Cities,and legislators.
1 Grant Writing - This program is charged with researching funding opportunities and communicating possible
funding sources to City staff.
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DEPARTMENT SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 646,785 614,590 583,880 525,410 -10%
Operating 286,063 265,648 305,360 274,900 -10%
Internal Services 200,209 188,501 198,280 162,440 -18%
Capital n/a
Total Official Records and Legislative Ser 1,133,057 1,068,739 1,087,520 962,750 -11%
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OFFICIAL RECORDS AND LEGISLATIVE SERVICES
1
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget '
2007/08 2008/09 2009/10 2010/11
Official Records 11.0 11.0 9.0 9.0
Total Official Records 11.0 11.0 9.0 9.0
Department Highlights I
The Official Records and Legislative Services Professional Services reflects a decrease of $26,500
Department is supported by nine full time equivalent from 2009/10 for costs budgeted for the Supervisor of
positions,the same as the 2009/10 budget. Elections office for services provided for the 2010
election process.
Personnel Services reflects a 10% decrease from the
2009/10 budget primarily due to the elimination of • The budget for Official Records & Legislative Services
part time salaries that were budgeted for the 2010 reflects an overall decrease of 11%from the 2009/10
election. budget, primarily related to election costs that were
budgeted for the 2010 election.
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154
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PARKS AND RECREATION
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Mission
tTo provide parks and recreation programs, services, facilities and beautification to benefit the residents
and visitors of the City of Clearwater.
Department Description
The Parks and Recreation department consists of 194 full time and part time employees, 100 professional contract
employees, 140 umpires, referees and officials, 100 event support staff and 1,600 volunteers, representing a budget
of $19.5 million. The Department is divided into Administration, Recreation Programming and Parks and
I Beautification. In addition, the Beach Guard Program has since been transferred to the Parks and Recreation
Department to be funded from Parking Revenues.
DEPARTMENT SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I General Fund
Administration 3,751,765 3,157,138 2,852,130 2,649,310 -7%
Recreation Programming 6,713,385 6,390,823 6,222,280 6,060,180 -3%
Parks and Beautification 11,003,817 9,928,975 10,664,720 10,296,580 -3%
ISubtotal 21,468,967 19,476,936 19,739,130 19,006,070 -4%
Parking Fund
IBeach Guards 458,300 447,130 -2%
ITotal Parks and Recreation 21,468,967 19,476,936 20,197,430 19,453,200 -4%
IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
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General Fund
I Administration 24.0 22.0 21.0 19.0
Recreation Programming 89.8 76.2 71.6 71.7
Parks and Beautification 106.0 105.5 98.5 93.4
ISubtotal 219.8 203.7 191.1 184.1
Parking Fund
IBeach Guards 0.0 0.0 9.9 9.9
Total Parks R.Recreation 219.8 203.7 201.0 194.0
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PARKS AND RECREATION
General Fund
Parks & Recreation Highlights
• The General Fund operations of the Parks and , The elimination of outdoor lighting at some tennis and
Recreation Department are supported by 184.1 full basketball courts is reflected in this budget, providing
time equivalent positions,a decrease of 7.0 FTE's from an annual savings of$20,800.
the 2009/10 budget. This budget reflects the
reduction of the following FTE positions: one (1) Cash contributions to outside agencies include
Recreation Specialist, three (3) Parks Service $400,000 to Ruth Eckerd Hall, Inc. (REH). Other
Technician's, one (1) Heavy Equipment Operator, contributions include $19,400 for the Clearwater
one (1) Tradesworker, and one (1) Custodial Worker. Community Chorus at Ruth Eckerd, $4,750 for the MLK
These changes result in the 2%decrease in personnel March and Rally and$14,550 for Jazz Holiday.
service costs for the 2010/11 budget.
•• Holiday lighting remains at$25,000,the same as fiscal
❖ This budget includes the elimination of the color year 2009/10, allowing for only pole decorations in
annual landscape program with the exception of Downtown, Memorial Causeway, Mandalay and the
landscaping along the Memorial Causeway and business portion of Gulf Blvd on Sand Key.
downtown, providing an annual savings of$10,000.
• Transfers of $70,000 include $40,000 for Clearwater
Celebrates the 4th of July and $30,000 for Fun-N-Sun.
• The budget for this Department reflects a decrease
of 4%from the 2009/10 budget.
Parking Fund
Beach Guard Highlights
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+ The Beach Guard program is reflected as a program Transfers to the Capital Improvement Fund of$10,000
of the Parks and Recreation Department as a part of provide minimal funding for the replacement and
the City Manager's organizational changes in the maintenance of beach guard facilities and lifeguard
2009/10 budget. From FY 2006/07 to FY 2008/09 the towers. This is the same level as the 2009/10 budget.
Beach Guard program was a general fund operation
however, since fiscal year 2009/10 the program has + There are no significant changes to the Beach Guard
been funded through the Parking Fund as it was prior program;the budget reflects a 2%decrease from the
to FY 2006/07. 2009/10 budget.
• The Beach Guard program is supported by 9.9 full Additional supervision for the beach team is being
time equivalent positions,the same level of staffing as provided by using existing recreation personnel.
the 2009/10 budget.
+ Personnel costs represent 87% of the Beach Guard
Operations program budget.
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ADMINISTRATION
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Program Description
IThe Administration Department is responsible for various levels of support for all other programs within the Parks &
Recreation department. This program is responsible for all administrative duties for the entire department,including:
management, accounting, budget, payroll, and personnel, as well as various special programs including Cultural
I Affairs, Senior Affairs, and Special Events. Detailed descriptions of all cost centers in this program are on the
following page.
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PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,680,185 1,622,483 1,479,240 1,353,040 -9%
Operating 1,466,289 1,106,555 1,002,210 935,030 -7%
I InternalServices 274,896 274,724 287,220 240,440 -16%
Capital 52,063 7,801 n/a
Debt Service 18,332 13,451 13,460 10,800 -20%
' Transfers 260,000 132,124 70,000 110,000 57%
Total Administration 3,751,765 3,157,138 2,852,130 2,649,310 -7%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
rActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IAdministration 24.0 22.0 21.0 19.0
ITotal Administration 24.0 22.0 21.0 19.0
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ADMINISTRATION
Administration Cost Center Descriptions
Administration Office of Aging
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This program provides for overall administration This program focuses on the needs of the senior
support for the entire parks and recreation population and those who are approaching senior
department. Responsibilities include: payroll status. It provides a city wide focus on senior services
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processing; purchasing; capital and operating and programs and works to develop partnerships
budget preparation and monitoring; personnel with agencies both public and private to meet the
processing; cash handling; impact fee administration; needs of the seniors. This office has been relocated
agreement and records management; grant to the Aging Well Center, located at the Long
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submission and monitoring; and development and Center.
implementation of strategic plans, master plans, and Program Revenues: $0
business plans. This program includes some major Program Expenditures: $91,420
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costs for the entire department such as the Program FTE's: 1.0
contribution to Ruth Eckerd Hall.
Program Revenues: $228,150 Volunteer Program
Program Expenditures: $ 1,635,420 This program is responsible for recruiting volunteer
Program FTE's: 13.0 groups and individuals to support the various
functions of the Parks and Recreation Department.
Capitol Theatre Some of the work performed by volunteers include
In 2009,the City of Clearwater and Ruth Eckerd Hall park clean up, special event assistance, custodial
joined forces to renovate and revitalize the historic work, recreation center monitoring, program
Capitol Theatre constructed in 1921. Plans also assistance, and etc. Currently there are over 20
include renovation of the adjacent Lokey building, adopt a park agreements with various civic,
which will eventually be converted into a grand neighborhood and business groups. There was over
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lobby, concession areas, and restrooms for the 54,235 hours donated by volunteers in FY 2008/09,
theatre. When completed,the 655-seat Capitol will representing a savings to the City of over$1,098,000.
become a venue at which Ruth Eckerd Hall will Program Revenues: $0
present all genres of live entertainment,including Program Expenditures: $70,910
jazz,classical artists, pop music acts,dance and Program FTE's: 1.0
other diverse national,regional and local acts. A film
series is also anticipated. Cultural Affairs
Program Revenues: $0 This program provides staff and resources to
Program Expenditures: $32,580 administer and support the Public Art Ordinance and
Program FTE's: 0.0 to promote cultural affairs in the City of Clearwater.
One of the primary aspects of this office is to develop
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Special Events partnerships that will enhance art for residents. Art
This program provides staff and resources to shows and art works are being promoted and
facilitate, support, plan, manage, equip, and displayed at various public buildings including the
conduct special events and activities that appeal to Main Library,and MSB. Cultural Affairs staff manages
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both citizens and visitors to the city. Events and a contract with Ruth Eckerd Hall to produce events
activities are typically of a large scale and require and activities at the Capitol Theater in downtown
expertise in event management, venue preparation, Clearwater. This program also supports the Sister City
logistics, sound and lighting, food and beverage program.
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operations, equipment inventory, equipment storage Program Revenues: $0
and maintenance, and entertainment contracts. Program Expenditures: $89,740
The Special Events section is housed at the newly Program FTE's: 1.0
renovated National Guard Armory. This section also
provides limited services to other City Departments
and Community Groups for their special event needs.
Staff manages the Special Events Application
process which monitored and approved over 120
events during the past year.
Program Revenues: $4,150
Program Expenditures: $729,240
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Program FTE's: 3.0
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RECREATION PROGRAMMING
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Program Description
IRecreation Programming is responsible for providing all Clearwater residents the opportunity to participate in a
wide variety of enjoyable recreational activities. Recreation Programming activities include team leagues,
individual sports, aquatics, general recreation, social recreation, senior adult activities, special facilities, recreation
I centers,environmental/energy education,youth development and support services. Programming varies from one
site to another, but the total delivery system is a modern comprehensive effort that offers something for everyone,
as well as, services to special interest groups. A strong volunteer program, grants, sponsorship recruitment,
Idonations and the collection of user fees to defray operating costs,help to enhance operations.
PROGRAM SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 3,773,857 3,399,798 3,400,290 3,374,260 -1%
IOperating 1,895,710 1,816,361 1,914,930 1,771,470 -7%
Internal Services 817,397 822,003 762,060 759,450 0%
Capital 81,851 12,889 10,000 - -100%
1 Debt Service 9,570 4,772 n/a
Transfers 135,000 335,000 135,000 155,000 15%
ITotal Recreation Programming 6,713,385 6,390,823 6,222,280 6,060,180 -3%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
' Recreation Programming 89.8 76.2 71.6 71.7
Total Recreation Programming 89.8 76.2 71.6 71.7
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RECREATION PROGRAMMING
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Recreation Programming Cost Center Descriptions
Recreational Programming Administration Ross Norton Recreation and Aquatics Complex
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This program provides the supervision and This program provides staff and resources to supervise
administration to oversee the recreation and program the Ross Norton Recreation Center,
programming section which encompasses all of the Aquatics Complex and Summer Day Camp
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recreation centers, pools, day camps, athletic programs. They provide recreational activities such
leagues, and etc. They make certain that all city as sports, games, crafts, rentals, special activities,
rules and regulations are followed as they meet the teen programming in the teen room, and supervision
various recreational needs of the citizens of of the Fitness room and City Skate Park. Space is
Clearwater. Some of the responsibilities include provided for community meetings and rentals in this
I support in the way of recruitment; employment; relatively new recreation center. The aquatics
evaluation; training; management; revenue portion of the facility is open only during the summer
generation; reporting systems design, monitoring and season and provides opportunities for open swim,
data evaluation; report and presentation swim lessons, special activities, rentals, and fitness
development; public relations and marketing; liaison swimming. The pool includes an interactive water
with co-sponsor groups;and customer service. playground, large water slide in addition to the eight
Program Revenues: $340,000 lane 50-yard pool with diving well. Summer is the
Program Expenditures: $875,440 busiest time of the year for the complex as a summer
Program FTE's: 3.0 day camp is provided at the center as well as teen
day camp,and skate park day camp.
Moccasin Lake Nature Park Program Revenues: $ 103,650
This program provides for supervision, maintenance Program Expenditures: $622,450
and programming of the only Nature Park in Program FTE's: 8.5
Clearwater. Moccasin Lake Nature Park is an
Environmental and Energy Education Center where North Greenwood Recreation and Aquatic Center
visitors get to experience a small piece of Florida's This program provides staff and resources to supervise
natural history at the 51-acre natural retreat. This and program the North Greenwood complex which
park includes over one mile of nature trails, a visitor houses the Ray E. Green Aquatics Center and the Dr.
center with live and static exhibits, a classroom, a Joseph L. Carwise Recreation Center. The recreation
large outdoor education center and restrooms. This center offers a spacious double gymnasium with
park is truly one of the City's treasures,which provides bleacher seating, an extensive fitness center, a teen
a variety of programs and activities throughout the lounge and two multi-purpose rooms. The Center
year, including summer day camp opportunities. provides recreational activities such as sports, games,
Program Revenues: $28,700 crafts, rentals, special activities, teen programming in
Program Expenditures: $244,830 the teen room, and supervision of the Fitness room
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Program FTE's: 3.2 and JWB funded teen programs. The aquatics
portion of the facility is open only during the summer
Leased Facilities-Martin Luther King Complex, Kings season and provides opportunities for open swim,
Highway Center,Wood Valley Center, Lawnbowls swim lessons, special activities, rentals, and fitness II Complex,Shuffleboard Complex,and Jack Russell swimming. The pool includes a five lane, 25-yard lap
Stadium pool with a one meter diving board; a 20-foot high
This program provides minimal support to the various 140-foot long Tube Slide; and Activity Pool. The
organizations that have leases with the city to Activity pool, for small children ages eight and under,
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provide recreational and educational programs features water sprays and a water slide. There are
housed in city owned facilities. This includes Life shade umbrellas, lounge chairs,and tables for patron
Force at Kings Highway; Pinellas Core Management comfort. Lockers and shower areas are also
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and Life Force at Martin Luther King Center; and Boys provided. Summer is the busiest time of the year for
and Girls Club at Wood Valley where support varies the complex as a summer day camp is provided at
from financial support to building and maintenance the center as well as the teen day camp. Many of
support. The Shuffleboard Club at Shuffleboard the campers have scholarships to attend as no child
Complex and Lawnbowls Club at Lawnbowls is turned away from a safe summer alternative.
Complex receive no support from the City. These Program Revenues: $114,500
programs are managed by the Recreation Program Expenditures: $694,370
Administrative Section. Program FTE's: 10.3
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Program Revenues: $0
Program Expenditures: $33,300
Program FTE's: 0.0
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I RECREATION PROGRAMMING
Clearwater Beach Recreation and Aquatic Center The Lona Center
This program provides staff and resources to supervise This program provides staff and resources to supervise
I and program the Clearwater Beach Recreation and and program the newly renovated Long Center
Aquatics Center. The beach center features a fitness which houses the Roz & Dan Doyle Center for
center, meeting room, and social hall with 3,165 Aquatics, Carlisle Courts and Gymnasium and the
I square feet of rental space, serving kitchen, Aging Well Center. The Long Center offers an over
waterfront views and outdoor deck. The Clearwater 2,750 sq. ft. fitness center designed for users of all
Beach Library is also located at this facility as well as abilities; three full size indoor basketball courts; three
three lighted tennis courts, two lighted basketball multi-purpose rooms; an indoor Olympic sized pool;
I courts, a boat launch, and a beautifully landscaped and therapeutic pool. Outside there is parking,
passive waterfront park perfect for fishing and open playfields and the Sunshine Limitless
picnics. The center and pool is in close proximity to Playground. Also, the Long Center is the terminus of
McKay Park which has a playground and open field the Ream Wilson Recreation Trail. The Long Center
I area and beautiful Clearwater Beach. This center is provides recreational activities such as sports, games,
a popular place for wedding receptions as they crafts, rentals, special activities, and supervision of
serviced over 45 wedding receptions last year. The the Fitness room. In addition, the City's Therapeutic
aquatics portion of the facility is open only during the program is housed at the Long Center providing
summer season and provides opportunities for open recreation opportunities and services to those who
swim, swim lessons, special activities, rentals, and are physically or mentally challenged. The aquatics
fitness swimming. There are shade umbrellas, lounge portion of the facility is open year round and provides
chairs, and tables for patron comfort. Lockers and opportunities for open swim, swim lessons, special
I shower areas are also provided.
Program Revenues: $144,500 activities, rentals, and fitness swimming. Summer is
the busiest time of the year for the complex as a
Program Expenditures: $395,720 summer day camp is provided at the center for
I Program FTE's: 5.7 elementary age children and middle school teens.
Many of the campers have scholarships to attend as
Morningside Pool no child is turned away from a safe summer
This program provides staff and resources to supervise alternative. This past summer there were over 250
I and program the Morningside Pool. The pool is open campers every day that called the Long Center
only during the summer season and provides Home. The Long Center is the flagship of all the city
opportunities for open swim, swim lessons, special recreation centers and provides the most
activities, rentals, and fitness swimming. There are comprehensive programming and longest open
I shade umbrellas, lounge chairs,and tables for patron
comfort. Lockers and shower areas are provided. hours of any of the recreation centers. There is a
strong partnership with UPARC, Clearwater For Youth
This junior Olympic-size pool has two one - meter and the Long Center Foundation which are also
diving boards, a training pool with an average depth housed at the Center.
I of 2.5 feet and an activity pool which features water Program Revenues: $596,000
sprays and water slides for small children eight years Program Expenditures: $1,684,720
of age and younger. Program FTE's: 21.0
Program Revenues: $40,270
I Program Expenditures: $160,430 Countryside Recreation Center
Program FTE's: 2.8 This program provides staff and resources to supervise
and program the Countryside Recreation Center and
I Henry L.McMullen Tennis Complex Summer Day Camp programs. They provide
This program provides staff and resources necessary recreational activities such as sports, games, crafts,
to offer a wide range of services and programs at this rentals,special activities,and supervision of the fitness
national award winning facility. The complex room. Facilities include a fitness center, gymnasium,
I features 15 lighted tennis courts which include seven three meeting rooms, and two large classrooms.
hard courts,eight clay courts, a lighted practice wall, Outdoors there are lighted basketball courts, a
a locker room, vending machine, and picnic area. playground, a picnic area, and a fitness court.
This is a full service facility with a full time Tennis Pro Summer is the busiest time of the year for the
I and pro-shop area. Associated services and complex as a summer day camp is provided at the
programs include court reservations, user group center. Countryside Recreation Center is one of the
support, lessons and clinics, professional and amateur most heavily used and programmed recreation
tournaments,tennis special events,and etc. facilities in the City.
I Program Revenues: $158,640 Program Revenues: $232,000
Program Expenditures: $324,060 Program Expenditures: $595,050
Program FTE's: 4.5 Program FTE's: 9.1
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RECREATION PROGRAMMING
Athletics
This program provides staff and resources necessary
to offer a wide range of sports leagues, tournaments,
sports camps, and instructional programs for adults
and youth. The athletics program also provides for
training, certification and management of Umpires
9 9
p
and Officials for various sports. The city is a leader in
providing education to volunteers and co-sponsor
coaches through the National Alliance for Youth
Sports (NAYS) so that the youth can have a positive
sporting experience. This program is responsible for
field scheduling and working closely with the
maintenance side of the organization. They
manage relationships and agreements with over 15
volunteer co-sponsor groups from Little League
Baseball to competitive swimming and soccer. This
program is one of the largest participation and
revenue generating operations within the recreation
system.
Program Revenues: $455,500
Program Expenditures: $429,810
Program FTE's: 3.6
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PARKS AND BEAUTIFICATION
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Program Description
IParks and Beautification is responsible for the general upkeep and development of all City owned properties;
routine grounds maintenance of properties, including certain rights of ways and medians; design and installation of
City landscape projects; installation, inspection and maintenance of irrigation systems; inspection and
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maintenance of City playground equipment,fitness courses, basketball courts,and tennis courts; maintenance and
replacement of park identification and rules signage, bleachers and grandstands, and other site amenities;
maintenance of ball fields,sports complexes and professional stadium for the Philadelphia Phillies.
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' I PROGRAM SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 4,795,587 4,490,734 4,603,170 4,558,100 -1%
Operating 3,187,547 2,815,566 3,466,500 3,325,480 -4%
Internal Services 2,237,340 1,888,440 1,898,130 1,759,370 -7%
Capital 50,738 31,937 5,000 - -100%
I Debt Services 20,105 19,798 19,420 18,130 -7%
Transfers 712,500 682,500 672,500 635,500 -6%
ITotal Parks and Beautification 11,003,817 9,928,975 10,664,720 10,296,580 -3%
PROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IIIParks&Beautification 106.0 105.5 98.5 93.4
Total Parks&Beautification 106.0 105.5 98.5 93.4
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PARKS AND BEAUTIFICATION
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Parks & Beautification Cost Center Descriptions
Landscape Administration East Team
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This program provides the onsite supervision and This program provides staff and resources to maintain
administration to oversee the Landscape Services all parks and public grounds east of Keene Road to
section of the Parks and Beautification Division which Tampa Bay and from Curlew Road on the north to
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is divided into three geographical districts including Belleair Road on the south. Normal landscape
the beach/downtown, west, and east. A major maintenance activities include mowing, weeding,
portion of this cost center's budget includes support trimming, edging, etc., to meet minimum
costs for the entire Parks and Beautification Division maintenance standards as established by city code.
including funding for CIP maintenance projects Program Revenues: $0
which are vital in keeping the City's infrastructure in Program Expenditures: $691,420
safe operating condition. Some of the staff's Program FTE's: 10.0 111 responsibilities include support in the way of
recruitment, employment, evaluation, training, Tech Team
scheduling, management, monitoring and data This program provides staff and resources to manage
evaluation, report and presentation development, the pesticide, fertilization, herbicide and irrigation
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public relations and marketing, a liaison with adopt a programs for all parks and public grounds in the city;
park groups,and customer service. this includes ball fields in all three maintenance
Program Revenues: $0 sections. These crews apply pesticides, herbicides
Program Expenditures: $1,802,730 and fertilizers as needed to the various parks and ball I
Program FTE's: 2.0 fields to keep healthy turf and landscape areas. In
addition they provide specialized irrigation
Beach and Downtown Teams maintenance to the thousands of irrigation heads
This program provides staff and resources to maintain and systems throughout the city. 111 Clearwater Beach and Downtown Clearwater. Program Revenues: $0
Included in this maintenance effort are Beach By Program Expenditures: $692,300
Design and the remodeled areas of downtown Program FTE's: 9.0
Cleveland Street and Station Square Park.
Maintenance activities include daily beach raking, Contract Team
cleaning of Pier 60 Park and cleaning of Beach Walk. This program provides staff and resources to manage
Also included are normal landscape maintenance over 500 properties that are maintained through
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activities on all public grounds and parks owned by various landscape maintenance contracts. Staff
the city in these particular areas including mowing, manages the contracts with private companies
weeding, trimming, edging, etc., to meet minimum through constant inspections. Most of the current
maintenance standards as established by City code. contracts are for all public properties that are not
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Program Revenues: $450,400 parks (i.e. right-of-way's, medians, public buildings,
Program Expenditures: $825,710 etc). There are eleven separate areas of the city
Program FTE's: 12.0 under contract. This budget includes the cost of
these contracts as well as personnel to manage and
West Team maintain the contracts.
This program provides staff and resources to maintain Program Revenues: $148,710
all parks and public grounds west of Keene Road to Program Expenditures: $606,270
the Clearwater Bay, excluding the Downtown district. Program FTE's: 2.0
Normal landscape maintenance activities include
mowing, weeding, trimming, edging, etc., to meet Turf Team
minimum maintenance standards as established by This program provides staffing and resources to mow
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City code. large areas of turf with turf mowers assisting the
Program Revenues: $0 smaller mowers at each ball field site. Turf grass must
Program Expenditures: $708,740 be maintained at a consistent but short height in
Program FTE's: 10.0 order to promote health and provide a safe playing
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surface for participants. This team provides
maintenance at sites where there is no onsite
personnel. This includes locations like Belmont Field,
US 19 soccer fields and Glen Oaks Park soccer fields.
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Program Revenues: $0
Program Expenditures: $164,310
Program FTE's: 2.0
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PARKS AND BEAUTIFICATION
I Athletic Field and Equipment Administration
EC Moore Team
This program provides the onsite supervision and This program provides staff and resources to maintain
I administration to oversee the Athletic Fields and the nine softball fields and three soccer fields at the
Equipment Maintenance Services. Athletic Fields are Eddie C. Moore Complex. Ball field maintenance
divided into five maintenance teams including the includes all the disciplines of landscape maintenance
I following: Turf Team; Carpenter, Joe DiMaggio and such as mowing,edging,weeding, etc,as well as the
Brighthouse Team; EC Moore Team; Countryside need to make sure the clay infield, base paths and
Team; and the Sid Lickton and Nortack Team. This warning tracks are in safe playing conditions. To
program also includes management of the properly maintain the clay it needs to be watered,
equipment team that provides for landscape services dragged, aerated, raked and lined. Due to the
and restoration project services. Some of the popularity of softball and soccer,this complex is used
responsibilities include support in the way of seven days a week. This program includes staffing
recruitment, employment, evaluation, training, to assist with numerous weekend tournaments (45 in
I scheduling, management, monitoring and data FY 2008/09), in addition to regularly scheduled
evaluation, report and presentation development, leagues that play four nights a week.
public relations, and liaison with Recreation Program Revenues: $0
Programming staff regarding scheduling of ball fields, Program Expenditures: $562,170
I and customer service. Included in this program is Program FTE's: 7.0
the day to day management of the agreement with
Winning Inning for use of the Jack Russell Stadium Countryside Team
and Complex. This program provides staff and resources to maintain
Program Revenues: $0 five Little League fields at the Countryside Recreation
Program Expenditures: $433,040 Complex, four soccer/football fields at the
Program FTE's: 4.0 Countryside Sports Complex and two multipurpose
I practice fields at Countryside High School. Ball field
Carpenter/Joe DiMaggio/Brighthouse Team maintenance includes all the disciplines of landscape
This program provides staff and resources to maintain maintenance such as mowing, edging, weeding,
the ball fields and turf grass at Carpenter, Joe etc, as well as the need to make sure the clay infield,
I DiMaggio and Brighthouse. While the Phillies do the base paths and warning tracks are in safe playing
majority of maintenance at Carpenter and conditions. To properly maintain the clay it needs to
Brighthouse this team does provide assistance to be watered, dragged, aerated, raked and lined.
them according to the agreement between the Due to the popularity of baseball, soccer and
l Phillies and City. The City provides all capital
maintenance at Brighthouse; however the Phillies football;these facilities are used year round. The only
time the fields are closed is for major maintenance or
share in the cost of electricity. Joe DiMaggio to give the grass time to grow back in after too much
currently has two baseball fields, three soccer fields use. These facilities are used primarily by our youth
I and two football fields that are maintained by this co-sponsor groups.
team. Ball field maintenance includes all the Program Revenues: $0
disciplines of landscape maintenance such as Program Expenditures: $229,300
I mowing, edging, weeding, etc, as well as the need Program FTE's: 2.0
to make sure the clay infield, base paths and warning
tracks are in safe playing conditions. To properly Equipment Team
maintain the clay it needs to be watered, dragged, This program provides staff and resources to assist the
I aerated,raked and lined. entire Parks and Recreation Department when there
Program Revenues: $450,000 is a need for heavy equipment or for moving heavy
Program Expenditures: $ 1,271,910 items associated with special events. This team also
Program FTE's: 5.0 assists with clearing the sand on Clearwater Beach
I and helps with projects involving grading and fill
work. The Equipment team has slope mowers that
are used to mow areas around park lakes and areas
not maintained by the Public Services Department.
I This team also supports both landscape services and
ball fields when needed as well as providing
demolition services for small projects.
Program Revenues: $32,690
I Program Expenditures: $585,400
Program FTE's: 7.0
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PARKS AND BEAUTIFICATION
Sid Lickton and Nortack Team Tradesworker Team
This program provides staff and resources to maintain This program provides for staffing and resources to
six Little League fields at Sid Lickton Complex; two assist in the maintenance of park amenities. One of
Senior Little League fields at Ross Norton Park, and the primary focuses of this group is to ensure the
two regulation baseball fields at Frank Tack Park. Ball recreation facilities and amenities located in city
field maintenance includes all the disciplines of parks are safe. One of the key areas of concern is
landscape maintenance such as mowing, edging, the 28 playgrounds in the city. This team inspects
weeding, etc, as well as the need to make sure the playgrounds weekly and makes repairs and
clay infield, base paths and warning tracks are in replacements when necessary. This team is
safe playing conditions. To properly maintain the responsible for the repair and installation of all park
clay it needs to be watered, dragged, aerated, decks, boardwalks and piers, as well as park
raked and lined. Due to the popularity of baseball, amenities such as; park benches, bike racks,
these facilities are used year round. The only time the bleachers, and water fountains. Most of the
fields are closed is for major maintenance or to give Tradesworkers in this team have a variety of
the grass time to grow back in after too much use. certifications to assist them in their jobs. This team
These facilities are used primarily by our youth co- also maintains the trails throughout the City.
sponsor groups. Program Revenues: $0
Program Revenues: $0 Program Expenditures: $508,390
Program Expenditures: $472,380 Program FTE's: 7.0
Program FTE's: 5.4
Projects/ Restoration Team
Custodial Team This program provides for staffing and resources to
This program has provides staffing and resources to assist in the restoration of landscape areas in the City.
clean restrooms at un-manned recreation sites. This team's primary focus is refurbishment to meet
Some of the restrooms maintained by this group current code standards and to improve major entry
include Cherry Harris Park, Belmont Park, Ed Wright points into Clearwater. Some of the tasks include
Park, Glen Oaks Park, Crest Lake Park, and various replanting of existing landscape beds, planting of
ball field restrooms. annuals, tree plantings, replacing damaged
Program Revenues: $0 landscaping, re-mulching, and landscape replanting.
Program Expenditures: $86,850 This group assists with the design and construction of
Program FTE's: 1.0 landscaping on new projects.
Program Revenues: $0
Program Expenditures: $655,660
Program FTE's: 8.0
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BEACH GUARDS
Program Description
IPublic Safety is the primary responsibility for City of Clearwater beach lifeguards located on Clearwater Beach.
They provide supervision for the Gulf waters and adjacent public beach for approximately 1.0 mile of coastline on
Clearwater Beach.
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IParking Fund
Personnel - - 382,800 389,200 2%
' Operating - 33,360 25,250 -24%
Internal Services 32,140 22,680 -29%
Transfers - - 10,000 10,000 0%
ITOTAL BEACH GUARD OPERATIONS - - 458,300 447,130 -2%
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Beach Guard Operations
IParking Fund 0.0 0.0 9.9 9.9
Total Beach Guard Operations 0.0 0.0 9.9 9.9
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PLANNING AND DEVELOPMENT
I
Mission
The mission of the Planning and Development Department is to carry out departmental programs,
services and responsibilities that encourage and provide for private and public sector investment that
ensure the City of Clearwater remains a high quality and successful city for citizens and businesses as a
I place to live, work, and play. The department through long range planning will try to envision the future
and support quality residential and business development while maintaining strong sense of community
and stability. These programs and services will be delivered in a customer friendly and professional
Imanner that is characterized by prompt, accurate, consistent and fair service.
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DEPARTMENT SUMMARY
IIActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
UPlanning 1,288,560 1,283,974 1,453,960 1,329,850 -9%
Construction Services 2,878,843 2,314,875 2,203,290 2,057,610 -7%
I Code Compliance 1,145,552 1,150,013
268,024 1,022,640 1,074,400 5%
Neighborhood Services 274,581 n/a
ITotal Planning and Development 5,587,536 5,016,886 4,679,890 4,461,860 -5%
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1 DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Planning 17.0 17.0 17.0 15.0
IConstruction Services 32.0 31.0 25.0 26.0
Code Compliance 17.5 17.5 16.5 14.0
Neighborhood Services 4.0 3.0 0.0 0.0
ITotal Planning and Development 70.5 68.5 58.5 55.0
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PLANNING AND DEVELOPMENT
Department Highlights
The Planning and Development Department is • The budget includes$100,000 for contractual services
supported by 55 full time equivalent positions, a associated with demolition of unsafe structures; this is
reduction of 3.5 FTE's from the 2009/10 budget. In the a 100%increase over the 2009/10 budget.
2010/11 budget; one Planner III, one Planner I, one
Accounting Technician, and 0.5 Staff Assistant have • The cost for lot mowing has been increased by 67%in
been eliminated from the budget. Although it is not this budget to $50,000 due to the increased number
recommended to be eliminated, the position of of vacant overgrown properties throughout the City.
Assistant Building Official is not funded in the
proposed budget and will not be filled in fiscal year There have been no other significant changes in the
2010/11. Planning and Development Department. The
budget for this department reflects a decrease of 5%
from the 2009/10 budget.
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PLANNING
1
Program Description
The Planning program is organized into two operational divisions: Long Range Planning and Development Review.
Long Range Planning Division
The Long Range Planning division creates and administers the City's long-range planning programs that establish
the City's goals for the future and insures consistency between these long-range goals and City policy and financial
decisions. This division is responsible for all city long-range planning programs: comprehensive planning, downtown
' redevelopment planning, annexation,special area plans/projects and general research.
The division devotes time to coordinating programs with other city departments and participating in policy
development with other agencies such as the Pinellas Planning Council, Metropolitan Planning Organization,
' Tampa Bay Regional Planning Council and the Florida legislature. The planners assigned to special projects must
also work with interested parties on these projects including citizens, boards, neighborhood groups and/or special
interest groups.Approximately 60 percent of the division's work is devoted to special projects.
' Current Work Projects
• Large ATA (Agreement to Annex) Effort to include almost 50 parcels
• Comprehensive Plan Amendments to implement HB 697 and SB 360 Directives (Unfunded Mandates)
Urban Design Initiatives
• Conducting Special Area Plans for Selected Areas
• Processing Community Development Code Updates and Amendments
Development Review Division
' The Development Review division reviews development plans at three levels: permit issuance, Development Review
Committee (City staff), and Community Development Board (public hearing board). Its primary responsibilities are
to provide information and training on the Community Development Code to citizens, neighborhood associations,
' realtors, and those involved with site design and building construction related professions. The division administers
the code and reviews for compliance on all applications for development approval. This includes plats, building
permits and lot divisions. Landscape,site design,and sign alternatives are discussed in great detail.
' The division is also responsible for review of tree removal permits, tree protection during construction, landscaping,
and site plan compliance after development plan approval. This process involves on-site inspection. This division
will also perform special assignments such as corridor plans and landscape design.
' Current Work Projects
• Streamlining the process by which applications are reviewed.
• Processing applications for Flexible Standard Development, Flexible Development, Sign Permit and
Comprehensive Sign Program.
' • Inspecting sites for landscape compliance prior to issuance of a Certificate of Occupancy Permit, and re-
inspecting sites for continued compliance.
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PLANNING
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PROGRAM SUMMARY
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Actual Actual Budget Budget % II 2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,087,365 1,116,967 1,263,020 1,148,500 -9%
Operating 46,904 35,616 56,600 64,600 14%
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Internal Services 146,791 131,391 134,340 116,750 -13%
Transfers 7,500 - - - n/a
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Total Planning 1,288,560 1,283,974 1,453,960 1,329,850 -9%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Planning 17.0 17.0 17.0 15.0
Total Planning 17.0 17.0 17.0 15.0
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CONSTRUCTION SERVICES
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Program Description
IThe Construction Services program is responsible for building permitting and building plan review and inspection
services.
IBuilding Permitting - This operation involves the intake of building plans and issuance of building permits. The
division also works in conjunction with the Code Compliance division on the issuance of business tax receipts and
includes the maintenance and retention of records as needed.
IBuilding Plan Review and Inspection-This operation includes the following major programs:
I .:. Building Plans Review-This operation involves the technical review of architectural and engineering plans
for construction of buildings and structures in accordance with the Florida Standard Building Code.
Building Inspections-This operation provides for inspections of building construction. Inspections are done
I in accordance with the building code as required by Florida Statutes. Areas requiring inspection pertain to
building,electrical, plumbing,and mechanical trades.
I + Unsafe Building Abatement and Housing Code Enforcement -This operation involves the enforcement of
• the Unsafe Building Abatement Ordinance and the Minimum Housing Code. These codes protect citizens
and business owners by ensuring that residential and commercial buildings meet minimum safety and
housing requirements. This function is important to enhance neighborhoods by ensuring the quality of
1 housing and commercial structures, eliminating blighting influences and sustaining property values.
PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 1,993,801 1,763,093 1,509,750 1,473,390 -2%
Operating 295,928 132,352 121,780 173,290 42%
I Internal Services 508,532 411,242 512,330 375,430 -27%
Debt Service 10,582 8,188 59,430 35,500 -40%
Transfers 70,000 - - n/a
ITotal Construction Services 2,878,843 2,314,875 2,203,290 2,057,610 -7%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Construction Services 32.0 31.0 25.0 26.0
Total Construction Services 32.0 31.0 25.0 26.0
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CODE COMPLIANCE
Program Description
The Code Compliance program is responsible for attaining compliance with a variety of City Codes and includes
the following areas.
Community Standards Enforcement - This operation concentrates on a myriad of issues pertaining to the zoning
and development regulations contained within the Community Development Code as well as more general
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property nuisance and prohibited activities as defined in the Clearwater City Code. Examples include
landscaping,debris, overgrowth, illegal yard parking,graffiti and signage violations. Inspectors also investigate and
gain compliance with the Business Tax Receipts process. The Code Compliance division also conducts
Ineighborhood code "sweeps"in various areas annually to identify violations.
Sign Inspection and Enforcement-Since 1987, the City of Clearwater has targeted sign blight throughout the City.
The goal is to enforce against illegal, non-permitted, and snipe/roadside signage in order to maintain the aesthetic I
appearance of the City's commercial and residential areas.
Business Tax Receipts - Business tax receipt inspectors enforce the business tax receipt requirements for businesses
as provided for by Florida Statutes and required by city ordinance. Annually, there are approximately 10,000
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business tax receipt and registrations within the city. In addition to annual renewal periods, license inspectors
conduct sweeps for the purpose of locating and notifying unlicensed businesses of the need to obtain proper
business licensing.
Residential Rentals - The city has a residential rental compliance ordinance that requires licensing of residential
rental units, including single-family residences.
Water Enforcement-The Code Compliance division enforces water use restrictions, which are designed to make
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the best use of valuable water resources.
The division strives to achieve voluntary compliance in all program areas through education. Absent voluntary I compliance, code inspectors initiate enforcement either through abatement, presentation of cases to the
Municipal Code Enforcement Board or to Pinellas County's local ordinance violations (LOV) court.
PROGRAM SUMMARY I
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,072,095 1,012,278 955,800 877,010 -8%
Operating 51,874 48,465 66,840 88,140 32%
Internal Services 21,583 89,270 - 109,250 n/a
Total Code Compliance 1,145,552 1,150,013 1,022,640 1,074,400 5% II
DEPARTMENT FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
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2007/08 2008/09 2009/10 2010/11
Code Compliance 17.5 17.5 16.5 14.0
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Total Code Compliance 17.5 17.5 16.5 14.0
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POLICE
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Mission
IConsistently provide impartial, professional, community-oriented police services, delivered by courteous,
competent, dedicated employees, resulting in an enhanced quality of life for our citizens and the
enrichment of our valued employees.
IDepartment Description
I The Police department consists of 26 cost centers organized into five programs. The operation currently consists of
358.7 full time equivalent positions servicing the programs outlined in the following pages. The General Fund
supports 344 FTEs and grants or other funding support 14.7 positions.
IThe Clearwater Police Department (CPD) has developed and implemented the high standards and professionalism
needed to reach accredited status and was initially accredited by the Commission for Florida Law Enforcement
Accreditation in May of 1998. CPD has continued to maintain or exceed these standards and was reaccredited in
I 2001, 2004, 2007 and 2010. This status helps to achieve a high quality of service and citizen satisfaction in providing
a safe and secure City.
IDEPARTMENT SUMMARY
' Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Office of the Chief 2,134,331 1,735,848 1,757,460 1,629,610 -7%
Criminal Investigations 5,816,883 6,210,807 6,506,270 6,034,520 -7%
Patrol 21,486,061 21,246,773 20,478,910 20,161,680 -2%
I Support Services 5,312,314 4,968,360 5,387,270 5,470,300 2%
Communications 2,970,359 3,029,717 3,286,080 3,075,180 -6%
ITotal Police 37,719,948 37,191,505 37,415,990 36,371,290 -3%
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POLICE
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
General Fund I
Office of the Chief 19.0 18.0 15.0 12.0
Criminal Investigations 56.6 56.6 58.6 57.6
Patrol 227.0 227.0 208.0 197.6
Support Services 42.0 39.0 41.0 33.5
Communications 49.3 49.3 48.3 43.3
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Total General Fund 393.9 389.9 370.9 344.0
AmeriCorps Grant 9.7 9.7 9.7 9.7
Outside Duty Project 1.0 1.0 1.0 1.0
Human Trafficking Grant 1.0 1.0 1.0 1.0
SLEF-SRO Officer 0.0 0.0 3.0 3.0
Investigative Cost Recovery 0.0 0.0 7.0 0.0
Total Police 405.6 401.6 392.6 358.7
•
Department Highlights
The Police Department is supported by 358.7 full time •• Other Operating costs reflect a decrease of 7% or I
equivalent (FTE) positions. This is a decrease of 33.9 $164,470, primarily due to a $103,650 decrease in
FTE's from the 2009/10 budget. The following uniform funding and a $41,000 decrease in the
positions have been eliminated from this budget: training and travel budget.
I
one Personnel Sergeant, one Community Outreach
Sergeant, two Detective Sergeants, one Support Internal Service costs reflect a decrease of 12% or
Services Sergeant, three Sergeants, one $573,300, primarily due to savings in garage charges
Misdemeanor Detective, nine Police Officers, eight due to a decrease in fuel costs, vehicle reductions
Police Service Technicians, one Police Information and postponing vehicle replacements; as well as
Technician, one Communications Supervisor, four savings in technology charges.
Communications Officers, 1.4 Seasonal Police Aides,
and 0.5 Custodial Worker. Debt Service costs decrease 30% from the 2009/10
budget due to a reduction in the lease purchase
In the Patrol Division, the three Officer positions that budget for the Police Computer Network Capital
are assigned to work as School Resource Officers are Improvement Project. I
not funded with General Fund dollars in the 2010/11
budget. Since 2009/10 these three FTE's have been Budgeted transfers are $100,000 in this budget. This is
funded with Special Law Enforcement Trust Fund for a contribution to the Clearwater Homeless
revenue. Intervention Program Shelter (CHIPS). This is the same
level of funding as the 2009/10 budget.
• The proposed Police Department personnel budget
reflects only budgeted step increases for sworn union There have been no other significant changes in the
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employees. No general wage increases are Police Department budget. The overall budget will
budgeted for fiscal year 2010/11. In the proposed be approximately 3% less than the 2009/10 budget,
2010/11 budget, personnel costs will be about 1%less but on an annual basis (taking into account the cost
than the 2009/10 budget. But on an annual basis, of the Sergeant positions budgeted through attrition)
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with the funding of approximately 1/2 million to allow the budget will be down by over 4%.
for the attrition of Sergeants, personnel costs are
actually being reduced by approximately 3%.
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OFFICE OF THE CHIEF
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Program Description
IThe Office of the Chief is responsible for the overall administration and leadership of the department. Support staff
assigned to this office is also responsible for public safety grants management. Also assigned to the Office of the
Chief is the Professional Standards Section, which is responsible for policy development and implementation,
I investigation of complaints filed against police department employees, and Personnel and Training. The cost
centers within the Office of the Chief program are described on the following pages.
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PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,768,460 1,502,165 1,391,890 1,296,840 -7%
Operating 139,957 127,527 172,480 139,330 -19%
I Internal Services 109,201 103,921 93,090 93,440 0%
Capital 2,235 n/a
Transfers 116,713 - 100,000 100,000 n/a
Total Office of the Chief 2,134,331 1,735,848 1,757,460 1,629,610 -7%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
tOffice of the Chief 19.0 18.0 15.0 12.0
ITotal Office of the Chief 19.0 18.0 15.0 12.0
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OFFICE OF THE CHIEF
Office of the Chief Cost Center Descriptions
Office of the Chief Personnel&Training Units
The Office of the Chief is responsible for the overall The Personnel and Training Units are responsible for
administration and leadership of the department.The the hiring and training of all Police Department
functions of the office, as performed by the assigned personnel. The units are responsible for ensuring that
personnel, are the planning, control, policy setting all sworn employees receive mandatory training as
and decision making relative to operational, fiscal, required by both Florida law and the Florida
personnel, and community matters, the review and Department of Law Enforcement. Additionally, the
investigation of policy compliance matters, and the hiring of sworn employees must conform to strict
release of information to the media. Support staff guidelines as set forth by the Florida Department of
assigned to this office is also responsible for public Law Enforcement.
safety grants. Program Revenues: $0
Program Revenues: $0 Program Expenditures: $395,920
Program Expenditures: $735,530 Program FTE's: 3.0
Program FTE's: 5.0
Office of Professional Standards Section
The Office of Professional Standards investigates and
handles all complaints filed against Police
Department employees in accordance with
applicable union agreements and statutes.
Additionally, this office is responsible for policy
development and implementation and serves as a
point of coordination for special projects assigned
from the Office of the Chief. The office is also
responsible for ensuring and maintaining the
department's state accredited status.
Program Revenues: $0
Program Expenditures: $498,160
Program FTE's: 4.0
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CRIMINAL INVESTIGATIONS
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Program
tion
m Description
p
IThe Criminal Investigations Division is responsible for the supervision of follow-up investigations of all crimes occurring
within the corporate city limits of Clearwater, as well as, coordinating the investigation of crimes involving vice,
narcotics, and organized crime; the collection, evaluation, and retention of criminal intelligence information, and
I crime analysis for the department.The cost centers within the Criminal Investigations program are described on the
following pages.
I
IIPROGRAM SUMMARY
I Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 4,854,402 5,129,312 5,433,220 5,629,850 4%
Operating 637,868 781,121 760,930 171,440 -77%
Internal Services 324,613 300,363 312,120 233,230 -25%
ICapital - 11 - - n/a
Total Criminal Investigations 5,816,883 6,210,807 6,506,270 6,034,520 -7%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Criminal Investigations 56.6 56.6 58.6 57.6
ITotal Criminal Investigations 56.6 56.6 58.6 57.6
ICriminal Investigations Cost Center Descriptions
I Supervision(CID)
Burglary/Theft Unit
The Criminal Investigations Division Supervision is The Burglary/Theft Unit, supervised by a Sergeant is
responsible for the supervision of follow-up responsible for the investigation of all burglaries, both
investigations of all crimes reported to the Police commercial and residential, felony thefts, pawnshop
I Department as well as for coordinating undercover
follow-ups and other property related cases such as
investigations of illegal drug activity, gambling and specialized pattern type crimes that affect the tourist
prostitution activity. population in the city.
Program Revenues: $0 Program Revenues: $0
I Program Expenditures: $723,450 Program Expenditures: $708,020
Program FTE's: 4.0 Program FTE's: 6.0
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CRIMINAL INVESTIGATIONS
Homicide Unit Intelligence Unit
The Homicide Unit is supervised by a Sergeant and is The Intelligence Unit, supervised by a Sergeant, is
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manned with five Detectives and one Police responsible for all criminal intelligence information,
Information Technician (PIT). The PIT is also shared extremist and special interest groups, gangs, cults,
with the Crimes Against Children & Families Unit and terrorist/homeland security issues and other related
the Robbery Unit to provide clerical support. The areas. This unit is the lead agency for a federally
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Homicide Unit is responsible for the investigation of all funded Human Trafficking Task Force, as well as an
homicides, bombings, death investigations, extortions active member for the Regional Domestic Security
by violence, missing person (adult), suicides, Taskforce, and the department's liaison with local,
attempted suicides, officer involved shootings and state and federal law enforcement.
other violent crimes that threaten the well being of Program Revenues: $0
the citizens of Clearwater. Program Expenditures: $764,960
Program Revenues: $0 Program FTE's: 8.0(General Fund)
Program Expenditures: $685,650 Program FTE's: 1.0(Special Program Fund)
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Program FTE's: 7.0
Economic Crimes Unit
Crimes Against Children& Families Unit(Juvenile Unit) The Economic Crimes Unit is supervised by a Sergeant
The Crimes Against Children & Families Unit is and is responsible for the investigation of auto thefts,
supervised by a Sergeant and is responsible for the check thefts, computer fraud, elderly exploitations,
1 investigation of child and elderly abuse/neglect, employee thefts, security frauds and other related
child pornography, lewd and lascivious, sexual cases.
battery and other like crimes including cyber-porn. Program Revenues: $0
The unit is also responsible for administering the Program Expenditures: $702,090
juvenile diversion program and the victim advocates Program FTE's: 8.0
program. I
Program Revenues: $0 Vice& Narcotics Unit
Program Expenditures: $709,690 The Vice and Narcotics Unit, supervised by a
Program FTE's: 7.0 Sergeant, is responsible for all narcotics intelligence
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information and the investigation of all narcotic,
Robbery Unit prostitution, gambling and other vice related crimes.
The Robbery Unit is supervised by a Sergeant and is This unit works in an undercover capacity.
manned with five Detectives. The Robbery Unit is Program Revenues: $0
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responsible for the investigation of all robberies, Program Expenditures: $925,830
aggravated assault, obstructing and resisting, Program FTE's: 9.0
shooting into occupied dwelling and weapon
offenses. The Robbery Unit's primary hours of
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operation are evenings and weekends to provide
support to Patrol by responding to any crime type
where a detective is required after normal business
hours.
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Program Revenues: $0
Program Expenditures: $644,190
Program FTE's: 6.0
Crime Analysis Unit(CAUL II
The CAU houses CompStat and is primarily
responsible for the tracking and analysis of statistical
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crime data. Detailed reports and bulletins are
disseminated to Patrol, detectives and department
administrators. The Senior Crime Analyst is the
administrator of the CPD secure intranet site. The unit
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reviews all offense reports and routes them to their
appropriate internal and external destinations.
Program Revenues: $0
Program Expenditures: $ 170,640
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Program FTE's: 2.6
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PATROL
Program Description
IThe Patrol Division is responsible for uniform patrol functions of the department including 24-hour response to the
initial investigation of crimes and incidents, traffic enforcement and control, accident investigation, community
policing programs, crime prevention functions, specialized operations such as SWAT, Traffic, K-9, and coordination
I for special events. The uniformed patrol operations are spread throughout three patrol districts, and a special
operations section. Additionally, there are five community-oriented policing teams assigned to the division for the
purpose of carrying out the award winning community-policing philosophy throughout the City. The cost centers
within the Patrol Division program are described on the following pages.
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel
Operating 19,024,739 19,052,136 17,868,620 18,008,340 1%
167,414 145,657 294,910 188,210 -36%
Internal Services 2,288,108 2,048,980 2,306,880 1,965,130 -15%
' Capital 5,800 - 8,500 - -100%
Total Patrol 21,486,061 21,246,773 20,478,910 20,161,680 -2%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Patrol 227.0 227.0 208.0 197.6
ITotal Patrol 227.0 227.0 208.0 197.6
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PATROL
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Patrol Cost Center Descriptions
Supervision(Patrol) District I I
Patrol Supervision is responsible for the management Commanded by Lieutenant, District 1 includes the
of the uniformed patrol operations throughout the Clearwater Beach area. Patrol personnel are
city. The uniformed patrol operation is organized into responsible for responding t o and handling law
three patrol districts, each commanded by a enforcement calls for services, performing directed I
Lieutenant. In addition, one Lieutenant is in charge and proactive patrols of problem areas, and general
of Special Operations, which includes the Traffic enforcement of local,state and federal laws. I
Section,as well as all special events.
Program Revenues: $0 District 1 also has an Anti-Crime Community Policing
Program Expenditures: $2,950,810 Team, which patrols the beachfront areas. This team
Program FTE's: 7.0 is responsible for addressing crime and quality of life
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issues in their area including responding to calls for
District II service,surveillance, drug buys and arrests, and other
Commanded by a Lieutenant, District 2 Patrol proactive enforcement duties.
personnel are responsible for responding to and
handling law enforcement calls for services, The District 1 Anti-Crime Sergeant is responsible for
performing directed and proactive patrols of attending community meetings, and administrative
problem areas, and general enforcement of local, support to the Lieutenant. In addition, this position is
state and federal laws. responsible for the management of Police Aides, and
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beach volunteer personnel.
District 2 also has three community policing teams: Program Revenues: $0
District 2 Bike Team, Community Liaison Team, and Program Expenditures: $2,768,000
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the Anti-Crime Team. These teams are responsible for Program FTE's: 26.0
addressing crime and quality of life issues in their
areas, including responding to calls for service, Traffic Enforcement Unit
surveillance, drug buys and arrests, and other The Traffic Enforcement Unit is responsible for the 111 proactive enforcement duties. The Bike Team enforcement of all traffic laws and regulations
handles the Homeless Intervention Program and also throughout the City. The Motorcycle Enforcement
provides security at and around the homeless shelter. Team and the Traffic Enforcement Team (cars) work
Program Revenues: $ 134,020 flexible hours to address traffic issues, conduct D.U.I.
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Program Expenditures: $6,479,010 checkpoints, traffic accident completion, hit and run
Program FTE's: 68.0 follow-up, parking complaints, and traffic calming.
The Unit also manages the Traffic Homicide Program.
District III
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Commanded by Lieutenant, District 3 Patrol The Traffic Enforcement Unit is supported by a team
personnel are responsible for responding to and of Police Service Technicians, who provide traffic
handling law enforcement calls for services, control, report writing for non-criminal auto
performing directed and proactive patrols of accidents, recovered property, abandoned vehicles,
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problem areas, and general enforcement of local, and other miscellaneous, non-criminal incidents. The
state and federal laws. team is also responsible for vehicle transport for the
Patrol Division. ,
District 3 has two community policing teams: Program Revenues: $340,100
Community Liaison Team and the Anti-Crime Team. Program Expenditures: $ 1,163,650
This team is responsible for addressing crime and Program FTE's: 13.0
quality of life issues in their area including responding
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to calls for service, surveillance, drug buys and
arrests, and other proactive enforcement duties.
Program Revenues: $0
Program Expenditures: $5,519,110
Program FTE's: 56.0
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PATROL
' K-9 Unit Special Operations
The K-9 Unit is made up of five dog teams, consisting Commanded by a Lieutenant, Special Operations is
' of one Sergeant and four Officers. Unit members are
part of the Patrol Division and perform patrol responsible for supervision of several functions and
programs including the School Resource Officers,
functions in marked patrol vehicles. They have all the Hispanic Outreach Program, Volunteer Coordinator,
duties and responsibilities of any uniformed patrol AmeriCorps members, and Reserve and Auxiliary
officer. In addition to patrol functions, they receive officers. Additionally, the unit is responsible for
extensive training with their K-9 partners to perform a special events planning and staffing.
variety of patrol support duties. K-9 teams routinely
conduct tracks for fleeing suspects, search buildings, There are three School Resource Officers who work at
perform security checks on area businesses and two high schools and one middle school. These
conduct narcotics searches on vehicles, residences, personnel are responsible for responding to calls at
boats and aircraft. The K-9 teams are also used to the schools, proactive patrol and enforcement, as
track and locate missing or endangered children and well as crime prevention and public education
elderly persons. Specially trained detection dogs also instruction.
screen currency for seizure. The K-9 teams provide an
additional level of security for officers conducting CPD utilizes a large number of volunteers who are
high-risk arrests, such as search warrants, wanted used for a variety of functions including park patrol.
suspects and undercover narcotics transactions. beach areas, parking lots,traffic control,etc.
The K-9 Unit conducts daily training as well as a AmeriCorps personnel are utilized for a number of
' scheduled weekly training at night attended by all functions including: Beach Walk Ambassadors,
members. Teams are certified annually by FDLE in a Downtown Ambassadors, perimeter control at
variety of high-liability exercises. special events, traffic control, and assisting at the
Program Revenues: $0 schools.
Program Expenditures: $536,110 Program Revenues: $151,500
Program FTE's: 5.0 Program Expenditures: $744,990
Program FTE's: 22.6(General Fund)
Program FTE's: 12.7(Special Program Fund)
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SUPPORT SERVICES
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Program Description
Support Services Division is responsible for providing fiscal, ancillary, information and other services for police
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department operations. Specific functions of the division include fiscal management, payroll services, records
services, property and evidence control, maintenance of police department buildings and facilities, differential
police response operations. The cost centers within the Support Services program are described on the following I
pages.
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PROGRAM SUMMARY
Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
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Personnel 2,486,040 2,266,863 2,601,230 2,231,390 -14%
Operating 889,196 855,931 886,330 1,456,220 64%
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Internal Services 1,838,261 1,779,014 1,828,610 1,733,100 -5%
Capital (36,682) 3,607 - - n/a
Debt Service 135,499 62,945 71,100 49,590 -30%
Total Support Services 5,312,314 4,968,360 5,387,270 5,470,300 2%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Support Services 42.0 39.0 41.0 33.5 I
Total Support Services 42.0 39.0 41.0 33.5
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SUPPORT SERVICES
1
Support Services Cost Center Descriptions
IRecords Property& Evidence Unit
The Records Section receives, processes, Effective October 1, 2008, the Property & Evidence
disseminates and maintains a variety of law Unit provides for storage and retrieval of property &
I enforcement records for the Police Department. The
Records Section Manager is responsible for evidence placed into police custody including found
property, property for safekeeping, all documents,
responding to all requests for public records and bicycles. The unit also provides for the storage of
contained within the Police Department to the all property & evidence placed into police custody
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citizens, law enforcement agencies, news media and prior to 1993. The unit serves as liaison with the
other governmental agencies within the guidelines of Pinellas County Sheriff's Office to handle the
Florida State Statutes and Public Record Laws. submission of all items taken into custody as property
I Program Revenues: $92,220 or evidence since 1993 when the Sheriff's Office
Program Expenditures: $537,060 entered into a contractual agreement with the
Program FTE's: 10.0 Police Department. The unit is also responsible for the
oversight of building maintenance and repair for all
I Differential Police Response Unit police facilities.
The Differential Police Response Unit handles calls for Program Revenues: $2,300
service via the telephone or through walk-up Program Expenditures: $460,320
complaints at the front desk areas. The unit is Program FTE's: 7.5
I supervised by a Sergeant who is responsible for
managing the handling of approximately 11% of the Planning & Fiscal
calls for service in this manner. This allows officers to The Planning & Fiscal Unit is responsible for the
be available to respond to more serious incidents. preparation of the bi-weekly payroll for the
I Program Revenues: $0 department, as well as the Extra Duty Program. The
Program Expenditures: $535,080 unit is also charged with the responsibility of
Program FTE's: 8.0 coordinating purchases for the department, paying
I all bills, reconciling p-card purchases, financial
General Operations reporting for grants, and the preparation of the
The General Operations program accounts for annual budget.
expenditures for special event overtime, internal Program Revenues: $0
I charges, and general office supplies for the Program Expenditures: $495,880
department. Also included in this program are Program FTE's: 8.0(General Fund)
expenditures that may benefit the entire department. Program FTE's: 1.0(Special Program Fund)
Program Revenues: $0
I Program Expenditures: $3,441,960
Program FTE's: 0.0
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COMMUNICATIONS DIVISION
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Program Description
The Communications Division is responsible for the receiving of all calls for service from the public, both emergency 1
and non-emergency and dispatching them to units in the field. The division is also responsible for maintaining
access to the national, state, and local computers. Additionally, the division is responsible for hiring and training
new operators, radio programming, and Computer Aided Dispatch enhancements. The programs within the '
Communications program are described below.
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PROGRAM SUMMARY
Actual Actual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 2,650,164 2,614,326 2,773,330 2,624,950 -5% I
Operating 19,449 113,660 211,110 206,090 -2%
Internal Services 300,746 301,731 301,640 244,140 -19%
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Total Communications Division 2,970,359 3,029,717 3,286,080 3,075,180 -6%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
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2007/08 2008/09 2009/10 2010/11
Communications Division 49.3 49.3 48.3 43.3
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Total Communications Division 49.3 49.3 48.3 43.3
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Communications Cost Center Descriptions i
Supervision(Comm Center) Communications Dispatch
The Communications Supervision Unit is responsible The Communications Dispatch Unit is responsible for
for the supervision of the entire Communications the receiving of calls for service from the public, both
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Division,including the managing of the budget, hiring emergency and non-emergency and dispatching
of new personnel, enhancements of the radio and them to the units in the field. This is a 7 days a week,
Computer Aide Dispatch Systems. 24 hours a day operation. The unit is also responsible
Program Revenues: $0 for maintaining access to the national, state, and
Program Expenditures: $79,990 local crime computers.
Program FTE's: 1.0 Program Revenues: $0
Program Expenditures: $2,995,190
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Program FTE's: 42.3
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PUBLIC COMMUNICATIONS
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Mission
ITo strengthen and empower our community through active dialogue and communication with
Clearwater's residents, businesses and visitors.
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Department Description
I The Public Communications department is responsible for citywide media, neighborhood and community relations,
marketing communications and video/television production. The department also leads any special community
engagement projects and manages the City's print production and mail services.
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1 DEPARTMENT SUMMARY
Actual Actual Budget Budget %
I2007/08 2008/09 2009/10 2010/11 Change
General Fund
IPublic Communications 1,028,807 888,607 1,031,750 950,320 -8%
Administrative Svcs Fund
I Graphic Communications 422,577 392,617 n/a
Courier 156,431 152,938 182,640 172,690 -5%
Subtotal 579,008 545,555 182,640 172,690 -5%
ITotal Public Communications 1,607,815 1,434,162 1,214,390 1,123,010 -8%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
11 Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
tPublic Communications 11.5 11.5 10.0 10.0
Graphic Communications 4.0 4.2 0.0 0.0
ICourier 1.0 0.8 1.0 0.8
Total Public Communications 16.5 16.5 11.0 10.8
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PUBLIC COMMUNICATIONS
General Fund
Public Communications Program Highlights
•• The General Fund operation of the Public • The internal services budget reflects a 39% reduction
Communications Department is supported by ten full from the 2009/10 budget which is primarily the result
time equivalent positions, the same staffing as the of the elimination of the graphics department. All
2009/10 budget. printing costs are now budgeted in operating
expenses.
Operating expenses are reduced by 21% from the
2009/10 budget, primarily the result of eliminating There have been no other significant changes in the
survey services which are budgeted every other year. Public Communications program. The budget for this I program reflects a reduction of 8% from the 2009/10
budget.
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Internal Services Fund
Courier Program Highlights 1
The Courier program is supported by 0.8 full time There have been no other significant changes in the
equivalent positions, a decrease of .2 FTE from the Courier program. The budget for this program is
2009/10 budget. The courier responsibility is being approximately 5%less than the 2009/10 budget.
reduced due to the elimination of library book
deliveries from the route. Only a part-time employee
will be needed for the 2010/11 budget.
• Postage costs are budgeted at $140,000 in this
program,the same as fiscal year 2009/10.
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PUBLIC COMMUNICATIONS
Program Description
Public Communications (PC) currently includes the following distinct areas of responsibility:
Marketing&Community Relations
' The Marketing & Community Relations Division coordinates all comprehensive marketing activities, which includes
writing and distribution of media releases, production of printed and electronic collateral materials,
internal/employee communication, photography, event/ceremonial planning assistance, media relations
counseling and training, strategic marketing consulting and the development of community outreach and
education programs like the annual Citizen's Academy.
The division continues to produce a utility bill newsletter,which is distributed to 47,000 customers each month; a bi-
monthly employee newsletter, distributed to 2,800 current and former employees; a citywide activity and quality of
' life magazine and a semi-annual citizen guide to services,distributed electronically to current and new residents. In
addition, the division provides cooperative marketing support for numerous city/community partnerships and
events based on Council direction.
' Each year, the division produces more than 250 media releases and fields more than 800 media inquiries. This
coverage is an invaluable outlet for providing timely information to Clearwater citizens without the cost associated
with advertising or other marketing activities.
The division takes a leadership role in developing citizen engagement programs for the Council,including Town Hall
meetings, Council breakfasts, community surveying and targeted programs like the Citizen's Academy and
neighborhoods programs. Key achievements in FY 2009 included consolidation of various city-wide publication
and continuing to efficiently communicate the City's accomplishments and events. Communication efforts have
focused on supporting the downtown recruitment and the City's current and future Marinas. An increased
emphasis was also placed on employee communications by both increasing informal senior executive presence in
the workplace and the frequency of formal employee communications pieces.
In the FY 2010, the program will continue to look for ways to more efficiently and effectively communicate and to
electronically reach more of our audiences. An increased emphasis will also be placed on being a resource and
' liaison for neighborhood associations. New processes will also be a major focus with the downsizing of the
department.
C-VIEW TV
IC-VIEW TV is the City of Clearwater's government access television channel,which provides citizens with a variety
of live and pre-produced programming designed to enhance citizens' knowledge and understanding of our
municipal government. C-VIEW produces live cablecasts and live streaming of City Council meetings,work session
and meetings of several decision-making boards (Downtown Development, Community Development, and
Municipal Code Enforcement). In addition, C-VIEW produces a number of special meetings, budget workshops,
candidate forums,and public service announcements (PSAs) to promote upcoming city/community events.
' In FY 2009,C-VIEW staff produced more than 40 regular programs and more than 20 PSAs. During non-programmed
times, C-VIEW cablecasts a Video Bulletin Board (VBB) that gives residents up-to-date information on employment,
recreation opportunities, upcoming community events, legal notices, emergency preparedness information and
important city initiatives. More than 200 separate VBB pages are produced each year. The development of our
' streaming services has allowed us to lesson costly DVD duplication and provide the citizens' of Clearwater with free
access to our digital archives.Last year we had more than 14,500 downloads from our digital archive site.
In FY 2010 C-VIEW TV will continue to place a major focus on streaming, archiving, and web based videos that
enhance the public interaction with municipal government information, policies and procedures. Another area of
focus will be continued support in video surveillance and emergency communications systems.
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PUBLIC COMMUNICATIONS
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PROGRAM SUMMARY I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 743,319 664,581 689,730 706,270 2%
Operating 158,207 98,476 191,000 151,450 -21%
Internal Services 127,251 125,550 151,020 92,600 -39%
Capital 30 - - - n/a
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Total Public Communications 1,028,807 888,607 1,031,750 950,320 -8%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Public Communications 11.5 11.5 10.0 10.0 1
Total Public Communications 11.5 11.5 10.0 10.0
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190
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COURIER
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Program Description
The Courier Service operates out of the Graphic Communications facility. This program is responsible for all mail
delivery among City offices, as well as, Council mail. It also assists the Official Records and Legislative Services
department with records retention and coordination.
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IPROGRAM SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 30,947 31,163 33,000 18,300 -45%
IOperating 117,286 114,723 141,160 140,740 0%
Internal Services 8,198 7,052 8,480 13,650 61%
ITotal Courier 156,431 152,938 182,640 172,690 -5%
1 PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Courier 1.0 0.8 1.0 0.8
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Total Courier 1.0 0.8 1.0 0.8
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191
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PUBLIC SERVICES
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Mission
' Our mission is to provide quality and efficient services for the construction, supervision and maintenance
of the City's infrastructure relative to Public Works construction and site development, also the streets
I and sidewalks, storm water structures and facilities, and the urban forest for the citizens and visitors of
Clearwater.
IDepartment Description
The Public Services department is responsible for urban forestry and the maintenance and repair of the City's
I streets, sidewalks, and the stormwater utility system. Department divisions include urban forestry, public services
administration,streets and sidewalks and stormwater maintenance.
I DEPARTMENT SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I General Fund
Public Svcs Adm 824,068 657,876 662,570 583,550 -12%
Urban Forestry 733,054 737,362 797,380 810,740 2%
Construction 897,604 822,330 - - n/a
I ' Streets&Sidewalks 1,029,914 987,131 1,120,050 1,041,810 -7%
Subtotal 3,484,640 3,204,699 2,580,000 2,436,100 -6%
1 Stormwater Utility Fund
Stormwater Maint 5,739,098 5,447,1 15 10,784,840 9,513,810 -12%
ITotal Public Works 9,223,738 8,651,814 13,364,840 11,949,910 -11%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
I General Fund 43.0 40.0 26.0 25.0
Stormwater Utility Fund 38.0 38.0 37.0 37.0
Total Public Works 81.0 78.0 63.0 62.0
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193
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PUBLIC SERVICES
General Fund
Public Services Administration, Urban Forestry and Streets and Sidewalks t
Department Highlights
The Public Services General Fund programs are There have been no other significant changes in the
supported by 25 full time equivalent positions, a General Service programs of the Public Services
decrease of one FTE position from the 2009/10 Department. The budget for these programs reflects
budget. The position of Senior Staff Assistant has a decrease of 6%from the 2009/10 budget.
been eliminated from the Administration program.
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Stormwater Fund
Stormwater Maintenance
Department Highlights
1
The Stormwater Maintenance program is funded by • The Stormwater Fund also reimburses the General
the Stormwater Fund, which is a self-supporting Fund for specific services provided by General Fund
enterprise operation, established to fund all programs. This is primarily the support of the
Stormwater programs. administrative, environmental, and engineering
services for time and materials devoted to these
• The Stormwater Maintenance program is supported functions. The Stormwater Fund anticipated charge
by 37 fulltime equivalent positions, the same level of for these services is $469,770 in the new fiscal year, a
staffing as the 2009/10 budget. decrease of 20%from the 2009/10 budget.
The Stormwater Fund is charged an administrative • The Stormwater Fund is charged for the services
charge by the General Fund, reimbursing the provide by Clearwater Customer Service to billing
General Fund for the Stormwater Fund portion of City and administering Stormwater customers. The
administrative functions such as the City Manager, Stormwater Fund anticipated portion of this cost is
City Attorney's Office, and Official Records functions. $340,660 in the new fiscal year, approximately the
The Stormwater Fund anticipated portion of this cost same level of funding as the 2009/10 budget.
is $603,990 in this fiscal year, an 8% increase from the
2009/10 budget. • Budgeted transfers of $4,331,450 for the 2010/11
budget reflect the transfer of funds to the Capital
Improvement Program to support Stormwater system
projects as planned in the 2010 rate study.
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194
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ADMINISTRATION
I
Program Description
5 P
I Public Services Administration provides administrative support,supervision and management of the Public Services
department and is responsible for the operation and maintenance of the Public Works Complex.
1 PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I. Personnel 513,235 361,334 320,760 269,560 -16%
Operating 126,697 127,680 154,630 149,210 -4%
Internal Services 184,136 168,862 171,750 164,350 -4%
ICapital - - 15,430 430 -97%
Total Administration 824,068 657,876 662,570 583,550 -12%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
1 Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
1 Administration 6.0 5.0 4.0 3.0
Total Administration 6.0 5.0 4.0 3.0
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195
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URBAN FORESTRY
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Program Description
This division provides maintenance of trees that create hazards to the public by pruning tree limbs that block street t
signs, traffic signals, sidewalks, and roadways. It also removes damaged and diseased trees on rights-of-way and
City property. This division has an inventory which helps it proactively manage the urban forest, which is a vital
function of this division. Urban Forestry is part of the City's right-of-way maintenance program.
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PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 496,887 497,969 530,890 559,700 5%
Operating 59,571 58,909 82,720 73,370 -11%
Internal Services 176,596 164,295 173,850 177,270 2%
Capital - 16,189 9,920 400 -96%
Total Urban Forestry 733,054 737,362 797,380 810,740 2%
PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Urban Forestry 11.0 9.0 9.0 9.0
Total Urban Forestry 11.0 9.0 9.0 9.0
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196
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STREETS AND SIDEWALKS
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IProgram Description
I The Streets and Sidewalks division provides for the maintenance and repair of the City's 305 miles of paved streets,
and for the replacement and construction of sidewalks, curbs, and gutters, to ensure safe and well-maintained
right-of-ways for the citizens and visitors of Clearwater. This division also provides concrete and asphalt to all City
departments for in-house repairs to sidewalk and street cuts and assists on special projects as required by the City
I Manager's Office and other departments of the City. Streets and Sidewalks is part of the City's right-of-way
maintenance program.
rP ROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 634,291 633,481 705,540 707,140 0%
Operating 147,834 140,223 162,490 138,320 -15%
Internal Services 247,789 213,427 251,690 196,150 -22%
Capital - - 330 200 -39%
Debt n/a
Total Streets and Sidewdks 1,029,914 987,131 1,120,050 1,041,810 -7%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Streets and Sidewalks 13.0 13.0 13.0 13.0
ITotal Streets and Sidewdks 13.0 13.0 13.0 13.0
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197
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STORMWATER MAINTENANCE
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Program Description
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The Stormwater Maintenance program is responsible for the maintenance and repair of the City's 187 miles of storm
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sewer mains, ditches, storm manholes, catch basins, and all other drainage structures to help eliminate flooding of
streets and homes, and to ensure that all Federal, State, County and City stormwater runoff requirements are met.
This program supports the installation of new storm pipes, new catch basins, manholes and other required
structures. It is responsible for ditch maintenance and improvements, and for providing an annual cleaning cycle
for the City's drainage ditch system. It provides sweeping of main arteries, beach and downtown commercial
streets and parking lots. This program also provides for maintenance and repair of City owned retention ponds.
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PROGRAM SUMMARY
Actual Actual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,903,923 1,908,627 2,098,940 2,063,910 -2% I
Operating 2,385,831 2,225,615 1,711,270 1,669,300 -2%
Internal Services 1,438,429 1,264,546 1,284,200 1,338,390 4%
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Capital 6,890 - 430 13,230 2977%
Debt 4,025 1,327 37,200 97,530 162%
Transfers - 47,000 5,652,800 4,331,450 -23%
Total Stormwater Maintenance 5,739,098 5,447,115 10,784,840 9,513,810 -12%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Stormwater Maintenance 38.0 38.0 37.0 37.0 I
Total Stormwater Maintenance 38.0 38.0 37.0 37.0
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198
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PUBLIC UTILITIES
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Mission
IPublic Utilities is dedicated to providing high quality water, wastewater, and reclaimed water services
while protecting the public health and natural environment of our community through cost effective
management, operating and maintenance of our infrastructure sustaining these essential services.
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IDepartment Description
The Public Utilities Department consists of nine programs. Public Utilities operations currently consist of 166 full time
equivalent (FTE) positions servicing the programs described below.
IDEPARTMENT SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Water&Sewer Fund
I Administration 686,945 927,800 901,650 849,830 -6%
Wastwater Collection 6,922,177 4,459,504 5,139,670 5,625,650 9%
Public Utilities Maintenance - 2,870,322 2,988,580 5,132,820 72%
I WPC Plant Operations 11,912,900 10,632,053 10,588,070 11,889,300 12%
Laboratory Operations 1,304,938 1,135,936 1,250,130 1,207,830 -3%
Industrial Pretreatment 558,913 647,734 822,910 819,790 0%
I Water Distribution 12,424,919 12,335,837 7,904,560 12,660,040 60%
Water Supply 11,724,797 11,063,063 12,
370,480 9,447,900
-24%
Reclaimed Water 1,717,258 1,909,801 2,064,970 2,124,010 3%
INon-Departmental 10,978,099 13,073,055 14,641,320 14,1 13,160 -4%
Total Water&Sewer 58,230,946 59,055,105 58,672,340 63,870,330 9%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IAdministration 6.0 6.0 6.0 6.0
Wastewater Collection 35.0 25.0 25.0 25.0
Public Utilities Maintenance 0.0 19.0 18.0 19.0
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Water Pollution Plant Ops. 50.0 41.0 40.0 40.0
WPC Lab Operations 9.0 9.0 8.0 8.0
WPC Industrial Pretreatment 6.0 6.0 6.0 6.0
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Water Distribution 37.0 37.0 35.0 35.0
Water Supply 11.0 11.0 11.0 11.0
Reclaimed Water 14.0 15.0 15.0 16.0
ITotal Public Niles 168.0 169.0 164.0 166.0
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PUBLIC UTILITIES
Water and Sewer Fund Highlights
The Water & Sewer Fund is self-supporting enterprise The Water&Sewer Fund reimburses the General Fund
operation established to fund all operating, for administrative services such as the City Manager,
maintenance and improvements necessary to City Attorney's Office, and Official Records functions.
provide citywide wastewater, water pollution control, The total cost of this service is anticipated at
water distribution, and water supply programs. $2,266,650 for fiscal year 2010/11, a decrease of 12%
from the 2009/10 budget.
The Water and Sewer Fund includes all Public Utilities
programs: Administration, Potable Water Supply, Per City Council policy, the Water and Sewer Fund
Water Distribution, Reclaimed Water, Wastewater makes a payment in lieu of taxes in the amount of
Collection, Maintenance and Water Pollution Control $2,960,850 to support the General Fund. The
(including the Laboratory and Industrial Pretreatment computation is based upon a rate of 5.5% of fiscal
program). These programs have 166 full-time 2008/09 gross revenues. The 2010/11 contribution
equivalent (FTE) positions, an increase of two FTE's represents a 4%increase over the 2009/10 budget.
over the previous year. The increased positions are
for the addition of one Utilities Mechanic in the Small Capital costs include purchases totaling
Maintenance program and one Public Utilities $42,640 for the following; a gas powered cart
Technician I in the Reclaimed Water program. (bobcat), an All-Weather Sampler, a Portable
Automatic Sampler,and an IPP Sampler.
Personnel costs for the Water and Sewer Fund reflect
a 7% increase over the 2009/10 budget due to Debt Service cost for the 2010/11 budget total
addition of the above positions. $14,186,280 a decrease of 4% from the 2009/10
budget.
Operating expenses in the Water and Sewer Fund
decreased 14% or$3,169,960 from the previous year. Transfers to the Capital Improvement Fund to support
The decrease in water urchased for resale accounts Water and Sewer
p projects as planned in the 2010
for most of this decrease. Rate Study are$9,436,670 for the 2010/11 budget.
❖ The Water&Sewer Fund reimburses the General Fund There are no other significant changes to the Water
for specific services provided by General Fund and Sewer Fund budget. The 2010/11 budget reflects
programs. This is primarily support for the a 9% increase over the 2009/10 budget primarily the
administrative, environmental, and engineering result of increased transfers to the Capital
programs. The total cost of this service is anticipated Improvement Fund.
at$1,440,750 for 2010/11,a decrease of 15%from the
2009/10 budget.
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ADMINISTRATION
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Program Description
The Administration program is responsible for the effective coordination of all water, wastewater and reclaimed
water administrative, planning and accounting functions to provide a safe product and reliable service to the
customers of the Public Utilities department.
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PROGRAM SUMMARY
iActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 453,896 443,641 469,810 455,860 -3%
Operating 212,615 244,819 308,660 267,390 -13%
I Internal Services 20,434 18,340 21,930 19,560 -11%
Transfers 221,000 101,250 107,020 6%
ITotal Public Utilities Admin 686,945 927,800 901,650 849,830 -6%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2006/07 2008/09 2009/10 2010/11
Public Utilities Administration 6.0 6.0 6.0 6.0
Total Public Utilities Admin 6.0 6.0 6.0 6.0
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WASTEWATER COLLECTION
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Program Description
The Wastewater Collection program provides for safe collection and transmission of wastewater through the City's
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underground sewer mains, collectors and interceptor lines.The purpose of the Wastewater Collection program is to
maintain the collection system in such a manner that protects the public safety, health and the environment.
PROGRAM SUMMARY '
Actual Aclual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change I
Personnel 1,877,734 1,167,845 1,484,390 1,559,440 5%
Operating 3,556,093 1,929,746 1,298,850 1,108,790 -15%
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Internal Services 1,469,780 953,387 951,880 934,910 -2%
Capital 14,486 - - - n/a
Debt 4,084 186 2,600 - -100%
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Transfers - 408,340 1,401,950 2,022,510 44%
Total Wastewater Collection 6,922,177 4,459,504 5,139,670 5,625,650 9% 1
PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Wastewater Collection 35.0 25.0 25.0 25.0
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Total Wastewater Collection 35.0 25.0 25.0 25.0
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202
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PUBLIC UTILITIES MAINTENANCE
I Program Description
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The Public Utilities Maintenance program provides for safe transmission and pumping of wastewater through the City's
eighty wastewater lift stations. This program also provides the installation and maintenance of all Public Utilities
I instrumentation and telemetry systems, as well as maintenance of three advanced wastewater treatment plants,three
water treatment plants, wells and reclaimed water pumping stations. The purpose of the Public Utilities Maintenance
program is to maintain the mechanical, electrical and electronic infrastructure in such a manner that protects the
public safety, health and the environment. The Public Utilities Maintenance program consists of three sub-sections,
Plants, Lift Stations and Electronics.
PROGRAM SUMMARY
IActual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel - 1,258,941 1,164,380 1,250,650 7%
Operating - 860,503 995,800 1,000,040 0%
I Internal Services - 438,702 466,360 622,350 33%
Capital 11,300 6,000 -47%
Debt - 1,836 30,130 14,890 -51%
ITransfers - 310,340 320,610 2,238,890 598%
Total Public Utilities Maint - 2,870,322 2,988,580 5,132,820 72%
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1 PROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IPublic Utilities Maintenance 0.0 19.0 18.0 19.0
Total Public U1lliies Maint 0.0 19.0 18.0 19.0
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203
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WATER POLLUTION CONTROL PLANT OPERATIONS
Program Description I
The Water Pollution Control program provides daily treatment and disposal of wastewater meeting or exceeding
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federal and state water quality standards.The program consists of three advanced wastewater treatment facilities
including bio-solids residual management facilities. The Water Pollution Control Program supplies highly treated
wastewater to the Reclaimed Water program.
PROGRAM SUMMARY I
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Personnel 2,886,705 2,335,389 2,537,010 2,766,660 9% I
Operating 6,922,294 6,785,832 6,078,580 6,204,950 2%
Internal Services 905,426 815,508 823,320 585,090 -29%
Capital 6,257 - 15,000 11,140 -26%
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Debt 46,358 25,644 1,000 1,000 0%
Transfers 1,145,860 669,680 1,133,160 2,320,460 105%
Total Water Pollution Control 11,912,900 10,632,053 10,588,070 11,889,300 12%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget 111
2007/08 2008/09 2009/10 2010/11
Water Pollution Control 50.0 41.0 40.0 40.0 111
Total Water Pollution Control 50.0 41.0 40.0 40.0
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204
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WATER POLLUTION CONTROL LAB OPERATIONS
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Program Description
IThis program consists of the Water Pollution Control Laboratory. The Laboratory program provides analysis and
support services to Water, Water Pollution Control and the Wastewater Collection Programs.
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II PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 473,861 463,821 491,970 503,560 2%
Operating 526,432 424,023 494,490 461,530 -7%
Internal Services 100,445 99,531 100,620 88,870 -12%
I Debt 1,980 1,561 11,180 11,180 0%
Transfers 202,220 147,000 151,870 142,690 -6%
Total WPC Lab Operations 1,304,938 1,135,936 1,250,130 1,207,830 -3%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IWPC Lab Operations 9.0 9.0 8.0 8.0
Total WPC Lab Operations 9.0 9.0 8.0 8.0
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205
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WATER POLLUTION CONTROL INDUSTRIAL PRETREATMENT
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Program Description
This program provides sampling, analysis, and support services to Water, Water Pollution Control, and Wastewater
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Collections. The Industrial Pretreatment (IPP) group is responsible for sampling, monitoring and regulating City
industrial users and enforcing the City's Industrial Pretreatment Ordinance. The IPP group also is responsible for
sampling, and regulating the City's grease management program in order to curtail the introduction of grease
waste into the sanitary sewer and treatment facilities.
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PROGRAM SUMMARY
Actual Actual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 341,287 324,681 394,790 397,230 1% I
Operating 187,051 196,725
288,550 260,760 -10%
Internal Services 30,575 28,328 38,320 44,280 16%
Capital - - - 10,500 n/a
Transfers - 98,000 101,250 107,020 6%
Total WPC Industrial Pretreatment 558,913 647,734 822,910 819,790 0% I
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
WPC Industrial Pretreatment 6.0 6.0 6.0 6.0 i
Total WPC Industrial Pretreatment 6.0 6.0 6.0 6.0
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206
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WATER DISTRIBUTION
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Program Description
The Water Distribution program provides for the safe transmission and distribution of the City's public potable water
supply. Functions include the maintenance of the system and direct customer related activities, such as meter
replacement,fire hydrant maintenance,and repair of water main leaks.
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' PROGRAM SUMMARY
Actual Actual Budget Budget
1 2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,722,241 1,628,269 1,919,440 2,077,950 8%
I Operating 2,047,879 1,965,912 1,702,470 1,629,620 -4%
InternalServices 1,156,333 1,131,345 1,256,110 1,276,850 2%
Capital - 31,057 - - n/a
I Debt 6,325,636 6,974,904 23,100 20,670 -11%
Transfers 1,172,830 604,350 3,003,440 7,654,950 155%
Total Water Distribution 12,424,919 12,335,837 7,904,560 12,660,040 60%
PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IWater Distribution 37.0 37.0 35.0 35.0
Total Water Distribution 37.0 37.0 35.0 35.0
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207
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WATER SUPPLY
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Program Description
The Water Supply program is responsible for the monitoring, operation, water treatment, and maintenance of the
City's water supply facilities which include a reverse osmosis water treatment plant, 2 additional water treatment
facilities, 6 water storage tanks,21 wells, and 7 county inter-connections in order to provide the City with a safe and
dependable water supply.
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PROGRAM SUMMARY
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Personnel 632,366 591,268 635,430 659,150 4%
Operating 10,593,925 10,005,239 11,199,000 8,293,600 -26%
Internal Services 317,916 283,877 309,670 281,770 -9%
Capital - - - 15,000 n/a
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Debt 5,350 3,009 40,760 2,180 -95%
Transfers 175,240 179,670 185,620 196200 6%
Total Water Supply 11,724,797 11,063,063 12,370,480 9,447,900 -24% I
PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
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2007/08 2008/09 2009/10 2010/11
Water Sup ply 11.0 11.0 11.0 11.0
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Total Water Supply 11.0 11.0 11.0 1 1.0
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208
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I RECLAIMED WATER
IProgram Description
Reclaimed Water is responsible for storage, pumping, transmission, and distribution of reclaimed water to the
I residential and commercial customers. Functions include the maintenance of the system and direct customer
related activities.The use of Reclaimed Water for irrigation helps conserve our precious drinking water resources.
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PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 732,895 797,029 891,940 974,160 9%
Operating 619,175 527,280 542,880 512,640 -6%
I InternalServices
Capital 339,144 338,110 352,880 328,630 -7%
24,386 n/a
Debt 1,658 2,382 24,150 23,200 -4%
ITransfers - 245,000 253,120 285,380 13%
Total Reclaimed Water 1,717,258 1,909,801 2,064,970 2,124,010 3%
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Reclaimed Water 14.0 15.0 15.0 16.0
Total Reclaimed Water 14.0 15.0 15.0 16.0
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209
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NON-DEPARTMENTAL - WATER & SEWER FUND I
Program Description
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This program reflects the debt costs for outstanding Water & Sewer revenue bonds issued in 2002, 2003, 2006, and
2009. 1
PROGRAM SUMMARY I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Debt Service 1 0,978,099 13,073,055 1 4,641,320 14,113,160 -4%
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Total Debt Service 10,978,099 13,073,055 14,641,320 14,113,160 -4%
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210
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SOLID WASTE/GENERAL SERVICES
IMission
The mission of the Solid Waste/General Services department is two-fold: I) to provide solid waste and
recycling services to the citizens of Clearwater, and 2) to provide emergency management, building
I maintenance, fleet maintenance, and radio service to City departments. Because the scope of the
department is so broad, the mission, descriptions and strategic objectives are separated into the basic
programs of Solid Waste and General Services.
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IDEPARTMENT SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Solid Waste Fund
Administration 971,539 987,645 974,160 891,730 -8%
Collection 14,165,857 12,896,901 15,604,840 14,832,290 -5%
I Transfer 1,384,940 1,336,345 1,406,550 1,470,950 5%
Container Maintenance 732,427 709934 773,530 769,020 -1%
Subtotal 17,254,763 15,930,825 18,759,080 17,963,990 -4%
IRecycling Fund
Residential 993,826 970,499 1,047,110 1,095,380 5%
Multi-Family 507,247 450,461 527,470 476,200 -10%
ICommercial 1,616,038 1,098,932 1,374,890 1,292,570 -6%
Subtotal 3,117,1 1 1 2,519,892 2,949,470 2,864,150 -3%
I General Services Fund
Administration 377,680 401,786 271,650 471,240 73%
Building &Maintenance 4,852,883 4,647,993 4,719,890 4,340,690 -8%
' Subtotal 5,230,563 5,049,779 4,991,540 4,811,930 -4%
Garage Fund
I Fleet 12,481,552 10,774,933 12,192,160 11,617,080 -5%
Radio Comm 545,446 529,977 632,380 521,350 -18%
Subtotal 1 3,026,998 11,304,910 12,824,540 12,138,430 -5%
Total Solid Waste/General Services 38,629,435 34,805,406 39,524,630 37,778,500 -4%
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SOLID WASTE/GENERAL SERVICES
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Solid Waste 112.0 112.0 112.0 112.0
Recydi ng 22.5 22.3 22.3 22.3
1 General Services 50.2 47.5 45.5 46.5
Garage 44.0 44.0 44.0 37.0
Total Solid Waste/General Services 228.7 225.8 223.8 217.8
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SOLID WASTE/RECYCLING
Mission
' To provide prompt, reliable solid waste and recycling services to the citizens of Clearwater within
approved financial and staffing resources while maintaining the lowest feasible rates.
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Department Description
Solid Waste/Recycling is an integrated municipal solid waste management organization consisting of 134.3 full time
equivalent (FTE) personnel with responsibilities divided into nine cost centers:Solid Waste Administration, Residential
Collection,Commercial Collection, Roll-Off Collection,Transfer Station,Container Maintenance, Residential
Recycling,Multi-Family Recycling,and Commercial Recycling.
Solid Waste/Recycling provides solid waste collection,transfer,disposal,container maintenance,and recycling to
approximately 26,800 single-family residences,approximately 30,000 multi-family living units and approximately
2,500 commercial establishments throughout the Clearwater area.In addition,Solid Waste/Recycling manages
recovered material dealer registration and private roll-off hauler service registration.
Solid Waste Fund
Highlights
• The Solid Waste Fund is a self-supporting enterprise • Per City Council policy,the Solid Waste Fund makes a
operation established to fund all operations, payment in lieu of taxes in the amount of$968,370 to
maintenance, and improvements necessary to support the General Fund.The computation is based
maintain the City's Solid Waste programs. upon a rate of 5.5%of prior year, fiscal 2008/09, gross
revenues. The 2010/11 contribution represents a 2%
• The Solid Waste Fund is supported by 112 full time increase over the 2009/10 budget.
equivalent positions, the same as the 2009/10
adopted budget. ❖ Dump fees of $5,050,600 represent 28% of the total
budgeted cost for Solid Waste operations.
❖ The Solid Waste Fund is charged an administrative
service charge reimbursing the General Fund for the • Transfers to the Capital Improvement Fund to support
Solid Waste Fund portion of City administrative capital projects for the Solid Waste Fund are
functions, such as the City Manager, Legal and City $415,000,a 19%increase over the 2009/10 budget.
Clerk functions. In fiscal year 2010/11, this
reimbursement is estimated to be approximately There are no significant changes to the Solid Waste
' $747,130, a decrease of approximately 8% from the
2009/10 budget. programs in fiscal year 2010/11. The budget for the
Solid Waste Fund is approximately 4% less than the
2009/10 budget.
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SOLID WASTE/RECYCLING
Recycling Fund
Highlights I
The Recycling Fund is a self-supporting enterprise 4. The Recycling Fund is also charged an administrative
operation established to fund all operations, service charge reimbursing the Solid Waste Fund for a
maintenance, and improvements necessary to portion of the administrative functions, such as the
maintain the City's Recycling programs. salaries and operating expenditures of the Director
and accounting functions, which are budgeted in
•. The Recycling Fund is supported by 22.3 full time the Solid Waste Fund. In fiscal year 2010/11, this
equivalent positions, the same as the prior year expenditure is estimated to be approximately
adopted budget. $256,320,an increase of 3%over the 2009/10 budget.
The Recycling Fund is charged an administrative • Per City Council policy, the Recycling Fund makes a
service charge reimbursing the General Fund for the payment in lieu of taxes in the amount of$122,470 to
Recycling Fund portion of City administrative support the General Fund. The computation is based
functions, such as the City Manager, Legal and City upon a rate of 5.5%of prior year, fiscal 2008/09, gross
Clerk functions. In fiscal 2010/11, this reimbursement is revenues. The 2010/11 contribution represents a 35%
estimated to be approximately$115,300, a decrease decrease from the 2009/10 budget.
of 17%from the 2009/10 budget.
• Budgeted expenditures for the Recycling Fund
exceed anticipated revenues by approximately
$109,970 in fiscal year 2010/11. This amount is funded
from Recycling Fund reserves.
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SOLID WASTE - Administration
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Program Description
1 Solid Waste Administration exercises direct supervision of the Solid Waste/Recycling system that includes commercial
and residential collection, roll-off sales, collection and service, transfer station, container maintenance, and recycling. It
provides planning, policy direction, operating guidance, personnel management, payroll services, budget
I development and enforcement,customer service and complaint resolution, solid waste code enforcement, equipment
and supply procurement, training, safety supervision, and liaison with Pinellas County solid waste, fleet maintenance,
and to other support agencies.The program consists of 6.5 full time equivalent (FTE) positions: a Director (0.5), Assistant
Director,Senior Accountant,Senior Staff Assistant,Solid Waste Account Coordinator,and two Accounting Technicians.
1 PROGRAM SUMMARY
Adud Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
I Personnel 462,987 460,333 469,260 438,880 -6%
Operating 206,594 170,654 189,900 194,820 3%
Internal Services 212,188 234,880 240,530 208,600 -13%
Debt Service 42,770 22,778 26,000 - -100%
ITransfers 47,000 99,000 48,470 49,430 2%
ITotal Solid Waste Administration 971,539 987,645 974,160 891,730 -8%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
I Adud Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IAdministration 7.5 7.5 7.5 6.5
Total Solid Waste Administration 7.5 7.5 7.5 6.5
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215
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SOLID WASTE - Collection
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Program Description
This program is responsible for the collection and disposal of commercial refuse, residential refuse, roll-off refuse, scrap
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metal, and yard waste. Commercial collection uses two-person crews, services approximately 2,500 customers and
consists of six routes,five days a week and one route on Saturday and Sunday. Roll-off service (204 open-top containers
and 84 compactors) is provided six days per week with six trucks and drivers. Residential collection serves approximately
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26,800 customers and consists of 11 automated side-loader refuse routes and one manual route. Yard waste and trash
collection consists of seven rear-end refuse loaders four days per week. Bulk yard waste, old appliances, etc. are
collected by four hydraulic fork (jaws) trucks five days per week. A one-person operated four wheel drive articulating
automated trash basket vehicle empties 250 trash containers on Clearwater Beach and the main thoroughfares of
Clearwater Beach seven days a week. A manual, rear-loading refuse truck with a one-person crew services trash
receptacles at 104 park locations, as well as, sidewalk containers on the beach and in the downtown area five days
per week. There are 85.0 FTE's, 48.0 in Residential Collection, 29.0 in Commercial Collection, and 8.0 in Roll-off
Collection.
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PROGRAM SUMMARY
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Personnel 4,151,580 3,841,751 4,451,590 4,429,490 0%
Operating 5,736,998 5,133,999 6,469,380 5,942,150 -8%
Internal Services 3,441,989 3,186,756 3,360,460 3,223,280 -4%
Capital 119,645 - - - 0%
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Debt Service 13,635 11,975 243,910 133,480 -45%
Transfers 702,010 722,420 1,079,5 00 1,103,890 2%
Total Collection 14,165,857 12,896,901 15,604,840 14,832,290 -5%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
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Collection 84.0 84.0 84.0 85.0
Total Collection 84.0 84.0 84.0 85.0
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216
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SOLID WASTE - Transfer Station
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Program Description
The Solid Waste Transfer Station is a facility that accepts garbage from route collection vehicles and compacts it into
tractor/trailer rigs for the long haul to the Pinellas County Resource Recovery (Waste-to Energy) Plant. The Transfer
Station operates two compaction pits and seven tractor/trailer rigs. The Transfer Station operates five days per week,
I and on a heavy workday transfers 650 tons of refuse to the County Resource Recovery Plant, a 27-mile roundtrip. The
Transfer Station provides certified weights of all in bound solid waste vehicles. The Transfer Station maximizes the
efficiency of the route trucks by allowing them to dump quickly and return to route collection. Turn-around time to
dump at the Waste-to Energy Plant can take up to 1-3/4 hours.
PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 647,389 604,920 657,180 676,430 3%
Operating 184,162 217,344 177,820 170,050 -4%
Internal Services 462,769 420,861 459,150 473,480 3%
I Debt Service 18,270 -100%
Transfers 90,620 93,220 94,130 150,990 60%
Total Transfer Station 1,384,940 1,336,345 1,406,550 1,470,950 5%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Transfer Station 11.5 11.5 11.5 11.5
ITotal Transfer Stafion 11.5 11.5 11.5 11.5
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217
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SOLID WASTE - Container Maintenance
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Program Description
Container Maintenance is responsible for the maintenance of approximately 3,600 commercial dumpsters, 27,000
residential black barrels, 1,200, multi-family recycling carts, 27,800 curbside recycling bins, 204 open roll-off containers,
and 84 compactors. This program maintains, repairs, and does major refurbishment of containers to extend use to the
maximum cost effective life of the container before replacement. It also installs, maintains, and does contract repair on
roll-off compactors. Container maintenance issues containers to new customers, picks up containers upon termination
of service,and replaces or makes on-site repairs to damaged containers.
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PROGRAM SUMMARY
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 439,997 427,249 477,130 469,310 -2%
Operating 154,255 147,867 154,170 151,910 -1% I
Internal Services 63,595 58,038 64,700 68,740 6%
Transfers 74,580 76,780 77,530 79,060 2%
Total Container Maintenance 732,427 709,934 773,530 769,020 -1%
PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Container Maintenance 9.0 9.0 9.0 9.0
Total Container Maintenance 9.0 9.0 9.0 9.0
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218
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RECYCLING - Residential
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Program Description
The Residential Recycling program provides curbside/curb sort recycling to approximately 26,800 single-family
residences in Clearwater, 1,427 single-family residences in Belleair, and 367 single-family residences in unincorporated
Pinellas County. The program operates 30 recycling routes divided into 6 routes, 5 days per week. The Residential
I Recycling program collects newspapers, aluminum and steel cans, mixed paper, and plastic bottles. Recyclables are
processed and marketed through the Recovered Materials Processing Center, at the Solid Waste complex. In April
2009,recycling of household grease and oil was added to the recycling program at our drop-off center.
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IPROGRAM SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 415,944 424,437 460,800 473,950 3%
I Operating 273,785 233,862 254,060 272,800 7%
Internal Services 287,558 281,766 290,520 327,560 13%
Debt Service 1,719 124 9,460 - -100%
ITransfers 14,820 30,310 32,270 21,070 -35%
Total Recyding -Residential 993,826 970,499 1,047,110 1,095,380 5%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
jRecycling-Residential 9.7 9.2 9.2 9.2
ITotal Recycling -Residential 9.7 9.2 9.2 9.2
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219
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RECYCLING - Multi-Family
Program Description
The Multi-Family Recycling program provides recycling service to apartments and condominiums of five living units or 1
larger. The program operates eight recycling routes to serve approximately 30,000 units in Clearwater, and 1,100 in
Belleair. Recycling services are provided through the use of dumpsters, clusters of 90-gallon semi-automated carts, or a
combination of both configured into mini drop-off centers. Complexes on the program before January 1, 1996 continue
to be billed at the contract rate. Multi-Family complexes not already participating in the program are billed $1.59 per
living unit per month for recycling services. The Multi-Family program is designed to collect newspaper, aluminum and
steel cans, mixed paper,and plastic bottles.
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PROGRAM SUMMARY
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 175,154 162,720 196,560 189,810 -3%
Operating 146,278 136,372 144,670 144,750 0%
Internal Services 123,215 89,630 84,860 94,090 11%
Debt Service 2,570 1,709 37,470 5,820 -84%
Transfers 60,030 60,030 63,910 41,730 -35%
Total Recycling -Multi-Family 507,247 450,461 527,470 476,200 -10%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Recycling-Multi-Family 3.6 3.6 3.6 3.6
Total Recycling -Multi-Family 3.6 3.6 3.6 3.6
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RECYCLING - Commercial
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Program Description
IThe Commercial Recycling program is designed to provide our commercial customers with a balance between the
Solid Waste services (consisting of collection and disposal of garbage and trash) and the recycling services, while
saving the customer money. To achieve this, the Commercial Solid Waste Program Coordinator calls on each business
II and tailors a program to the needs of the establishment. The program uses flexible rates tailored to be competitive with
private recycling companies.The Commercial Recycling program operates five recycling routes,five days per week to
serve approximately 385 business establishments. The Commercial Recycling program collects old corrugated
cardboard, newspapers, aluminum and steel cans, and mixed paper. Service for the program is provided with
I dumpsters, semi-automated carts, or a combination of both. Innovative cooperative marketing agreements with the
cities of Dunedin, Largo, Safety Harbor, Gulfport, Indian Rocks Beach, Oldsmar and Belleair are in place. This has
allowed the program to fully utilize its processing center,attract volume markets,and enhance commodity pricing.The
Recycling processing facility has averaged approximately 1,000 tons per month of processed and shipped recyclables
this past year.
PROGRAM SUMMARY
1 Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 434,713 433,783 461,580 486,320 5%
Operating 851,294 358,701 455,980 448,020 -2%
Internal Services 249,047 214,692 238,240 238,950 0%
IDebt Service 5,134 5,906 127,700 59,610 -53%
Transfers 75,850 85,850 91,390 59,670 -35%
ITotal Recycling-Commercial 1,616,038 1,098,932 1,374,890 1,292,570 -6%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IRecyding-Commercial 9.2 9.5 9.5 9.5
Total Recycling -Commercial 9.2 9.5 9.5 9.5
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GENERAL SERVICES
General Services
Mission ,
The mission of General Services is to provide guidance in emergency management and quality service to
all departments and divisions of the City of Clearwater. General Services focuses on efficiency so that users
of building and maintenance services, fleet maintenance services, and radio communications can cost
effectively serve the citizens of Clearwater.
Description of Services
General Services consists of 83.5 employees divided into four divisions: Administration, Building and Maintenance, Fleet
Maintenance, and Radio Communications. Its main goal is to provide high quality service to all departments and
divisions of the City in a timely, efficient and economical manner, so that those departments may in turn effectively
serve the citizens of Clearwater.
General Services Fund
General Service Administration and Building and Maintenance
Program Highlights
1
s The General Services Fund is supported by 46.5 full + The General Service Administration and Building and
time equivalent positions, an increase of one position Maintenance programs are internal service functions.
from the 2009/10 budget. For the 2010/11 budget; All costs of operation are passed back to the user
one Electrician and one Maintenance Worker were departments based upon service provided and
eliminated; and the Fleet Trainer, Administrative facilities occupied.
Analyst and Accounting Clerk were transferred in
from the Fleet Maintenance program. There have been no other significant changes in the
General Service Fund programs. The budget for this
• All responsibilities of city-wide emergency fund reflects a decrease of 4% from the 2009/10
management are assigned to the Assistant Director budget.
of this operation.
Garage Fund ,
Fleet Maintenance and Radio Communications
Program Highlights
• The Garage Fund is an internal service function. All Fuel costs are anticipated to decrease $118,080 (4%)
costs of operation are passed back to the user due to market changes and vehicle eliminations.
departments based upon services provided.
d• There have been no other significant changes in the
• Garage Fund is supported by 37 full time equivalent Garage Fund programs. The budget for this fund
positions, a reduction of seven FTE's from the 2009/10 reflects a decrease of 5%from the 2009/10 budget.
budget. For the 2010/11 budget; one Mechanic
Supervisor, two Mechanics and one Radio Technician
were eliminated; and one Fleet Trainer, one
Administrative Analyst and one Accounting Clerk
were transferred to the General Maintenance
program.
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GENERAL SERVICES/Administration
Program Description
IThe Administrative Division manages emergency operations and provides assistance and support for programs in the
Building and Maintenance, Fleet Operations, Fleet Replacement, and Radio Communications. Support is provided in
areas concerning planning, personnel, management, operator training, safety, finance, and budget. Administration
I calculates and produces all pass-through charges for these Internal Services. Administration consists of 6.5 full time
equivalent positions: a Director (0.5), Assistant Director,Senior Accountant, Fleet Trainer, Administrative Analyst, and two
Accounting Clerks.
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PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
111 Personnel 309,664 228,719 234,810 437,560 86%
Operating 19,430 51,634 16,700 15,640 -6%
i Internal Services 48,586 26,433 20,140 18,040 -10%
Transfers 95,000
ITotal General Services/Administration 377,680 401,786 271,650 471,240 73%
iPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
II2007/08 2008/09 2009/10 2010/11
General Services/Administration 2.5 2.5 2.5 6.5
tTotal General Services/Administration 2.5 2.5 2.5 6.5
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GENERAL SERVICES/Building and Maintenance
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Program Description
This program ensures that City facilities, both interior and exterior,are maintained in a clean,safe,and efficient manner, I
for use by City employees and the general public. The services provided include major remodeling projects, building
additions, emergency repairs, new building design and construction, maintenance of facilities, Americans with
Disabilities Act (ADA) compliance, and processing the City's electric bills for payment.This program also prepares and
issues contracts for janitorial service, elevator maintenance, termite and pest control,window cleaning and scheduled
overhead door maintenance at all fire stations. There are many repairs and maintenance programs that are handled
on a daily basis in areas such as plumbing, electrical,roofing, generators, air conditioning, refrigeration,and carpentry.
This program also administers Capital Improvement projects for roof repairs and replacement, air conditioning
replacements, painting,and flooring facilities.
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PROGRAM SUMMARY
Actual Actual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 2,486,353 2,427,806 2,446,990 2,340,980 -4% 11
Operating 1,920,284 1,929,046 1,926,2 30 1,732,020 -10%
Internal Services 299,325 259,306 313220 254,740 -19%
Capital 7,145
-
10,500 -100%
Debt Service 36,123 31,835 22,950 12,950 -44%
Transfers 103,653 - - - n/a
Total Bldg&Maintenance 4,852,883 4,647,993 4,719,890 4,340,690 -8%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Bldg&Maintenance 47.7 45.0 43.0 40.0 1
Total Bldg&Maintenance 47.7 45.0 43.0 40.0
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GENERAL SERVICES/Fleet Maintenance
Program Description
1 This program performs all necessary functions involved in maintaining heavy equipment, police and fire equipment,
automobiles, light trucks, small equipment, emergency generators, and construction equipment owned and operated
by the City.This service includes a preventive maintenance program designed to provide the safest possible equipment
I for the best useful life of the equipment, and a repair program designed to absorb non-scheduled repairs on
equipment. In addition to mechanical maintenance, Fleet Maintenance also provides critical support services such as
fuel, welding and fabrication, quick line repair service, safety inspections, tire maintenance, and other associated
I compliance to federal,state and local laws.
This program also provides services to ensure the longest serviceable life of equipment at the lowest possible cost. This
service includes equipment evaluation, specification and bid preparation and equipment requisition.This program also
I analyzes equipment usage and provides help to other departments in reducing their fleet costs through consolidation
of equipment, pooling,and replacing equipment in a cost efficient manner.
PROGRAM SUMMARY
IActual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 2,596,958 2,508,716 2,761,220 2,464,830 -11%
Operating 5,740,852 4,439,703 5,397,490 5,201,350 -4%
I Internal Services 335,371 326,360 310,330 283,080 -9%
Capital 8,174 45,091 n/a
Debt Service 3,592,578 3,404,063 3,603,720 3,627,820 1%
ITransfers 207,619 51,000 119,400 40,000 -66%
Total Fleet Maintenance 12,481,552 10,774,933 12,192,160 11,617,080 -5%
1 1
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Aclual Budget Budget
2007/08 2008/09 2009/10 2010/11
Fleet Maintenance 42.0 42.0 42.0 36.0
Total Fleet Maintenance 42.0 42.0 42.0 36.0
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GENERAL SERVICES/Radio Communications
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Program Description
This program provides highly technical radio communication services for departments throughout the City by utilizing an
800 MHz system, one of the most sophisticated radio systems available. The technician must address a multitude of
applications and installations. Radio repairs and maintenance are provided when needed. Radio Communications
ensures that the City is in compliance with the laws applicable to radio communications.This program also provides for
maintenance of the Radio Communication towers and replacement of radios that are obsolete and/or uneconomical
to repair.
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PROGRAM SUMMARY ,
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 105,124 107,526 106,930 47,030 -56%
Operating 288,777 269,443 348,250 343,240 -1%
Internal Services 13,043 12,555 14,480 18,060 25%
Debt Service 138,502 140,453 162,720 113,020 -31%
Total Radio Communications 545,446 529,977 632,380 521,350 -18%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget 1
2007/08 2008/09 2009/10 2010/11
Radio Communications 2.0 2.0 2.0 1.0 I
Total Radio Communications 2.0 2.0 2.0 1.0
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SPECIAL REVENUE FUNDS
ANNUAL OPERATING BUDGET
FISCAL YEAR 2010/11
SPECIAL DEVELOPMENT FUND
Revenues:
Ad Valorem Taxes 1,864,560
Infrastructure Tax 8,025,340
Interest Earnings 25,000
Open Space Fees 20,000
Recreation Facility Impact Fees 25,000
Recreation Land Impact Fees 25,000
Transportation Impact 100,000
Local Option Gas Tax 1,400,000
Allocation of Designated Reserves 4,242,530
Total Revenues 15,727,430
Expenditures:
Transfer to Capital Improvement Fund
Road Millage 2,092,430
Infrastructure Tax 11,850,000
Transportation Impact 290,000
Local Option Gas Tax 1,389,100
Total Expenditures 15,621,530
I SPECIAL PROGRAM FUNDS
Revenues:
Intergovernmental:
CDBG/Home Funds 1,569,990
i Interest Earnings 250,000
Transfers from General Fund
Sister City Program 3,000
City Manager's Flexibility Fund 75,000
Special Events 70,000
Homeless Shelter Program 100,000
Total Revenues 2,067,990
iExpenditures:
CDBG/Home Program 1,569,990
Sister City Program 3,000
City Manager's Flexibility Fund 75,000
Special Events 70,000
Homeless Shelter Program 100,000
Total Expenditures 1,817,990
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Community Redevelopment Agency
Fiscal Year 2010/11 Budget
For the Period of October 1,2010-September 30,2011
2009/10 2010/11
Amended Approved Difference
Budget Budget
Revenues&Transfers In
Tax Increment Financing Revenues
338930 Pinellas County 1,125,891 851,275 (274,616)
381115 City of Clearwater 1,189,185 900,538 (288,647)
381116 Downtown Development Board 196,789 162,352 (34,437)
Total TIF Revenues 2,511,865 1,914,165 (597,700)
Other Revenues
361101 Interest Earnings 200,000 100,000 (100,000)
Transfers In
381782 DDB Administration 59,779 62,170 2,391
381782 Loan Payment From DDB 7,848 7,848 0
381388 Interfnd Trans-CRA Capital Fd 588,647 (588,647)
Total Revenues&Transfers In 3,368,139 2,084,183 (1,283,956)
Expenditures&Transfers Out
Operating Expenditures
530100 Professional Services 60,000 60,000 0
540200 Document Reproduction 10,000 0 (10,000)
540300 Telephone Service Variable 1,500 1,500 0
540700 Postal Service 2,000 2,000 0
541500 Garage Services-Variable 3,600 3,600 0
542500 Postage 50 200 150
543100 Advertising 10,000 10,000 0
543200 Other Promotional Activities 10,000 10,000 0
5
II
43400 Printing&Binding(Outside) 3,200 5,000 1,800
547100 Uniforms 150 150 0
547200 Employee Expense-Travel 6,500 5,000 (1,500)
548000 Other Services 2,200 2,200 0
550100 Office Supplies 1,000 1,000 0
550400 Operating Supplies 3,000 3,000 0
557100 Memberships and Subscriptions 4,000 4,000 0
557300 Training and Reference 4,000 4,000 0
581000 Payments to Other Agencies-DDB 196,789 162,352 (34,437)
582000 Aid to Private Organizations 6,000 6,000 0
Total Operating Expenditures 323,989 280,002 (43,987)
Transfers Out
590200 General Fund-Administrative 309,599 365,487 55,888
590800 East Gateway Project(94849) 136,785 140,422 3,637
590800 Cleveland Street Maintenance(99968) 22,000 10,000 (12,000)
590800 Cleveland Streetscape Phase II 0 209,729 209,729
590800 Waters Edge Opus 148,241 130,374 (17,867)
590800 Station Square DA 230,000 0 (230,000)
590800 Marriott Residence Inn(94856) 34,539 30,394 (4,145)
590800 MNEK/Economy Inn 0 66,500 66,500
590800 Restricted County TIF Funds 1,125,891 851,275 (274,616) 1
590800 Facade Improvement Grant Fund 50,000 (50,000)
590800 Downtown Redevelopment Fund 762,095 (762,095)
590800 Affordable Housing Projects(94851) 25,000 (25,000)
590800 Retail Attraction/Assistance(94852) 100,000 (100,000)
590800 Cleveland District Branding(94853) 100,000 (100,000)
Total Transfers Out 3,044,150 1,804,181 (1,239,969)
Total Expenditures&Transfers Out 3,368,139 2,084,183 (1,283,956)
Excess of Revenues&Transfers In Over
Expenditures&Transfers Out $ - $ -
1.County Restricted TIF-breakdown of transfers to projects:Cleveland Streetscape II(92275)$228,033;
Downtown Boat Slips(93405)$500,000;Water's Edge Opus$123,242 I
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INTRODUCTION
Foreword to the Capital Improvement Plan
In accordance with Clearwater's Financial Management Ordinance, the six-year Capital Improvement Program
has been reviewed and updated for the 2010/11 Budget. The following pages describe the projects and show their
projected timing and funding sources,as well as any additional operating costs.
The purpose of the Capital Improvement Program is to plan and better manage growth. Although the City of
Clearwater has had a formal Capital Improvement Program in existence since fiscal year 1974/75, during that
time, local planning was poor. Consequently, the State adopted the Local Government Comprehensive Planning
and Land Development Regulation Act of 1975, which required local governments to prepare and adopt
comprehensive plans. Revisions of the Act in 1985 and 1986 required local governments to ensure that their
1 comprehensive plans were consistent with the State Comprehensive Plan. The Capital Improvement Plan
provides the mechanism to implement the capital portion of the City Comprehensive Plan, the Local Government
Comprehensive Planning and Land Development Regulation Act (as well as the appropriate revisions). All
include requirements and rules that specifically relate to the Capital Improvement Program.
I
Clearwater's Capital Improvement Program
This document includes a total of $52,749,610 in projects for fiscal year 2010/11 and a six-year total of
$306,538,830.
Penny for Pinellas Projects
On January 31, 2007, the City Council approved a list of Penny for Pinellas projects for the years 2010 through
2020 in the amount of$130,610,180,and the voters approved the third ten-year extension period in March 2007.
During two budget work sessions in January and March 2009,the City Council,based upon the economic decline,
reduced the total project list to approximately $110 million. This revised ten-year plan was adopted formally by
the Council at a public hearing in September 2009. The six-year plan includes $69.9 million of Penny for Pinellas
III projects over the six year plan,including$11.9 million of projects in fiscal year 2010/11.
The six-year capital plan reflects Penny projects adopted at the September 2009 public hearing,with the exception
of the following changes:
1 • Main Station Replacement— This project was funded for $3,000,000 in fiscal year 2006, to renovate or
replace the Main Fire station, Station 45. An additional $4,057,520 of Penny III funds is proposed in FY
2011/12 to provide the necessary remaining funding to construct a category five rated fire station. This
will allow living space for a diverse work force, room for equipment and apparatus bay, and office space
for Fire Administration and Prevention Services.
• Fire Engine Replacement —Funding has been increased $69,300 from the prior plan due to new federal
regulations concerning exhaust and air pollution guidelines and a 4%annual inflation rate.
1
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INTRODUCTION
The following Penny projects, although approved and adopted as part of the ten-year Penny III plan, appear for
the first time in the six-year capital improvement plan in fiscal year 2015/16:
1
• Downtown Streetscaping - This project, in the amount of $2,000,000, will continue the downtown
Streetscaping theme currently underway on Cleveland Street between Osceola and Myrtle Avenues. This
project will focus on streets within the downtown area between Court and Drew Streets and between
Myrtle and Highland Avenues.
• Youth Sports Field Renovations—This project, in the amount of$1,750,000, will provide for renovation
and improvements needed at the various City youth sports fields. These facilities continue to be used to
their maximum and several of these facilities are old and in need of renovations and improvements.
• Neighborhood Park Renovation—This project, in the amount of$1,250,000, will provide for renovation
and improvements needed at the various neighborhood parks in the City. Many of these parks are in need
I/ I
of refurbishment from years of continued use by the public. There are several parks that have little or no
facilities and this project will allow the city to address these issues.
Project Highlights
The budget for the Capital Improvement Program has increased a net of 1% over the last fiscal year or by a total t
of$679,870. The following are a couple of the significant projects proposed in fiscal year 2010/11 that were not
included in the prior year's Six Year Capital Improvement Plan. These projects will be funded from future Bond
issues.
Water and Sewer Utilities:
Automated Meter Reading: This new project will be funded with Future Bond Issue in the amount of$3,000,000
for the 2010/11 fiscal year. This project will fund the conversion to an automated meter reading system for the
potable water and reclaimed water systems. 1
Groundwater Replenishment Facility: This new project will also be funded with Future Bond Issue in the amount
of$768,140 for the 2010/11 fiscal year. This project will provide funding for a Microfiltration,Reverse Osmosis,
Advanced Oxidation Water Purification Plant,purified water pipelines,with injection wells to replenish the local
aquifer.
Administration of the Capital Improvement Fund
Policies and Procedures
Capital Projects are utilized to account for resources used in the acquisition and construction of capital facilities
and fixed assets. The City Council adopts the first year (FY 2011) of the six-year Capital Improvement Program
as the Capital Improvement Budget. The appropriation of annual transfers to the Capital Improvement Fund is
included in the budget of the specific source fund. Individual project budgets for the Capital Improvement
Program are adopted on a multi-year program basis and do not lapse at year-end.
Authorization ,
The City of Clearwater Code of Ordinances, Chapter 2 (Section 2.516), sets forth the requirements for a Capital
Improvement Program and Budget.
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INTRODUCTION
Responsibility
It is the responsibility of the department director charged with delivery of specific City services to anticipate the
need for capital improvement expenditures in advance of having to initiate projects. This enables the
development of a long-range financial plan to fund these needs. Further, it is the responsibility of the department
I director to ensure the long-range capital objectives interface and are consistent with the City of Clearwater's
Long-Range Comprehensive Plan.
I Rate Studies
This six-year Capital Improvement Plan includes all projects as outlined in the most recent Council approved rate
studies for Stormwater,Water& Sewer, Solid Waste and Recycling.
1 DEFINITIONS
Capital Improvement Project: A property acquisition, a major construction undertaking, or a major
I improvement to an existing facility or property, with a minimum useful life of at least three years and a cost
greater than$25,000.
I Capital Improvement Program: A comprehensive schedule of approved capital improvement projects
indicating priority as to urgency of need and ability to finance. The program shall be for a six-year period, the
first year of which shall be adopted as the next fiscal year's capital budget. The program shall be revised annually
I and projected an additional year to allow for changed conditions and circumstances. Each fiscal year, the capital
improvement program shall be submitted to the City Council for approval.
Capital Improvement Budget: The capital budget covers those approved projects contained in the first year of
I the six-year capital improvement program. The approved Capital Improvement Budget establishes the total dollar
cost of each project and the source of revenue. Any change, which increases the cost of a project or changes the
revenue source,must be approved by an amendment through the City Council.
IOngoing Projects: Ongoing projects do not automatically lose the previous year's budgeted amount, but are
cumulative in nature, i.e., the previous fiscal year's remaining balance is added to the new approved budgeted
Iamount.
Future Bond Issue: Stormwater and Water& Sewer Projects
Some projects may identify a funding source as"Future Bond Issue". These projects have been identified as
I needed,but currently there is no funding source available. It is anticipated that a future bond issue will provide
funding for these projects.
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CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
FIRE PROTECTION
I This section includes all major equipment and vehicle needs for the Fire Department. All Fire Department facility renovations and or new
construction would also be included in this section. Equipment and vehicles could be funded with General Fund or Lease Purchase dollars,with
the debt funded by the General Fund. In addition,Penny for Pinellas revenue can also fund a Fire Department vehicle as well as an emergency
medical service vehicle. Any facility renovations and or new construction would typically be funded with Penny for Pinellas revenue.
IProjects in this section support the"Clearwater is a Wonderful Place to Live"element of the City Council's Vision and the following related priorities:
• A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
I Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes" element of the City Council's Vision
and the following related priorities:
• Well Maintained Infrastructure
• Efficient Responsive City Services
I • Communication
Projects in this section also support the "Clearwater includes Special Places that Belong to Everyone in the Community" element of the City
I Council's Vision and the following related priority:
• A Quality Beach Environment
IProject#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 91218
Fire Engine Replacement
Penny III 488,800 528,680 571,820 1,589,300
IL/P Gen Fd 470,000 508,350 549,830 1,528,180
This project provides for the replacement of one(1)of the eight(8)front line fire engines each year. These Pumpers will replace the fleet of 1999 and
I 2001 units that will be at the end of their service life as front line units. Engines removed from front-line service may move to the reserve fleet and an
older reserve unit may be retired.Maintaining up to date response vehicles along with required equipment,allows the department to maintain its level
of service to the community and provide for the safety of our personnel. Funding for replacement is partially reimbursed by the County since the
equipment also serves the unincorporated area of the Clearwater Fire District.
IIAnnual Operating Costs: Annual debt service expenditures to be funded by the General Fund
I 91221
EMS Capital Equipment
General Fd 15,000 15,000 15,000 15,000 15,000 15,000 90,000
L/P Gen Fd 25,750 26,520 81,960 225,100 359,330
This project provides for the procurement and maintenance of capital equipment for the EMS system per County EMS agreement.The project will
fund the replacement of Lifepak 12 cardiac monitor/defibrillators, which have a useful life expectancy of seven years, for City sponsored units.
IAdditional equipment includes electronic support equipment,radios,stretchers,splints,oxygen regulators,etc.
Annual Operating Costs: Annual debt service expenditures to be funded by the General Fund
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1 233
CAPITAL IMPROVEMENT OV MENT PROGRAM
2011 THROUGH 2016
FIRE PROTECTION
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
91229
Replace&Upgrade Air Packs
L/P Gen Fd 150,000 175,000 218,850 225,660 232,830 218,650 1,220,990
The funding provides for the replacement of breathing apparatus needed for worn or damaged front line units.Modifications are currently underway to
bring gear to the NFPA 2007 standard. Funding in FY 2010/11 through 2014/15 provides for purchases of upgrades kits for anticipated changes to
National Fire Protection Association(NFPA)standards that may come about after the NFPA 2007 edition.Funding is included in FY2012/13 though
FY 2014/15 to replace 40 self contained breathing(SCBA)air tanks annually and 20 air tanks each subsequent year. The air tanks will reach their
mandated 15 year retirement date during these periods. Funding is partially reimbursed by the County since the equipment also serves the
unincorporated area of the Clearwater Fire District.
Annual Operating Costs: Annual debt service expenditures to be funded by the General Fund
P Y
91236
Rescue Vehicle
L/P Gen Fd 160,000 320,000 160,000 160,000 160,000 960,000
This project funds the replacement of front line rescue vehicles.Clearwater Fire and Rescue provides EMS services on behalf of Pinellas County and
the current contract allows for replacing five(5)county funded units in this Six Year plan.
Annual Operating Costs: Annual debt service expenditures to be funded by the General Fund '
91253
Main Station Replacement
Penny III 4,057,520 4,057,520
In 2006,$3,000,000 in Penny II funds were used to establish a project to renovate or replace the Main Fire Station,Station 45,located downtown.An
additional $4,057,520 in FY 2011/12 will provide the necessary remaining funding to construct a category 5 rated station with living space for a
diverse work force,room for equipment and apparatus bay,and office space for Fire Administration and Prevention Services.
91257 1
Auto External Defibrillator Program
General Fd 30,050 31,410 32,350 93,810
The Department oversees fifty-four(54)biphasic Lifepak AED devices currently in key City facilities such as City Hall,MSB,Libraries,Police,and
in Fire department facilities and on vehicles and apparatus. Fourteen(14)units have reached the end of their useful life of seven years(7)and will be
replaced in FY 2011.Another thirteen(13)units will be replaced each year in FY 2015 and FY 2016. Funding for replacement is partially reimbursed
by the County since the equipment also serves the unincorporated area of the Clearwater Fire District.
91259 1
Radio Replacements
General Fd 99,110 64,030 43,720 45,460 20,000 20,800 293,120
Pinellas County Communications has adopted the APCO (International Association of Public Safety Communicators) Project 25 communication
standards which,will require that all portable and mobile radio equipment be digital. This project will provides funding for the upgrade,as well as
additional portable and mobile radio equipment that will replace existing units and upgrade equipment to make all Clearwater Fire & Rescue
communication equipment compliant with the new standard. Funding will be partially reimbursed by Pinellas County,as the equipment will help
serve any unincorporated resident of the Clearwater Fire District.
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CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2OI6
FIRE PROTECTION
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
91260
Thermal Imaging Cameras(TIC)
IGeneral Fd 20,780 21,610 22,470 23,370 24,300 25,270 137,800
This project will provide funding for the replacement of two(2)thermal imaging cameras annually.The department currently uses a number of these
I units for various fire ground tasks.The most common of these tasks are search and rescue,firefighting and overhaul.The current units are used daily
and have proven to be a valuable tool to our department.These units will enhance the service provided to the community and enhance the safety of our
firefighters.Funding for replacement is partially reimbursed by the County since the equipment also serves the unincorporated area of the Clearwater
Fire District.
91261
Personal Protective Equipment
IGeneral Fd 165,100 170,050 175,150 180,400 185,810 191,380 1,067,890
This project provides funding for the complete outfitting of all personnel with the new Personal Protective Equipment (PPE). This project also
I provides for the National Fire Protection Association(NFPA) 1852 compliance and generates a revolving replacement schedule for the replacement of
PPE that has reached its 5-year life expectancy. The Department has 210 sets of PPE gear and would replace 42 sets in an average year.An additional
16 sets are budgeted to replace unrepairable gear damaged during fires.This PPE provides a high degree of protection for our firefighters along with
providing many safety features that could assist members in case of an emergency at an incident. The excellent identification that is incorporated in
I this PPE also assists Incident Commanders with accountability and safety. Funding for replacement is partially reimbursed by the County since the
equipment also serves the unincorporated area of the Clearwater Fire District.
I 91262
Self-Contained Breathing Apparatus Upgrades-Fill Station
General Fd 125,000 125,000
IThis project provides funding for one self-contained breathing apparatus(SCBA)system in FY 2012/13.This system will consist of a breathing air
compressor; six(6)breathing air storage cylinders and a facility type fill station.The system will allow for refilling of Fire Department SCBA units
located on our emergency response apparatus.Funding will be partially reimbursed by the County,as the system will help serve any unincorporated
Iresidents of the Clearwater Fire District.
91263
I Extrication Tools
General Fd 56,000 56,000
I This project will provide funding for the upgrade and additional vehicle extrication equipment package that will replace existing units and upgrade
equipment to current National Fire Protection Agency (NFPA) recommendations. Funding will be partially reimbursed by the County, as the
equipment will help serve any unincorporated residents of the Clearwater Fire District.
91264
Fire Hose Replacement
General Fd 35,000 36,050 37,130 38,240 39,390 40,570 226,380
IThis project provides funding to purchase replacement fire hoses. Funding will be partially reimbursed by the County, as the equipment will help
serve any unincorporated residents of the Clearwater Fire District.
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CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
FIRE PROTECTION
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
91265 1
EMS Support Vehicles
General Fd 10,000 10,000 10,000 10,000 10,000 10,000 60,000
This project funds the replacement of two vehicles for EMS.The City provides EMS service within the Fire District through a contract with Pinellas
County.The contract funds an equipment reserve for the replacement of vehicles for the Assistant Chief of EMS and the Rescue Lieutenant at the end
of a seven year useful life.The current vehicles purchased in 2004 will reach the end of their service life and will be replaced in 2012 and 2013.
912xx
Rescue Squad Replacement
L/P Gen Fd 850,000 850,000
This project will provide funding for the purchase and equipping of a replacement heavy rescue unit for the existing 1997 squad unit in FY 2012/13,
which will have exceeded its useful life. The Department has one squad unit and one spare vehicle. The squad is the department's only heavy rescue
unit and is responsible for all structure fires,vehicle extrications and technical rescue incidents. The squad carries a variety of specialized equipment
and the specialized training the personnel have are essential in assisting mitigation of complicated emergency responses. Funding will be partially
reimbursed by the County,as the equipment will help serve any unincorporated residents of the Clearwater Fire District.
Annual Operating Costs: Annual debt service expenditures to be funded by the General Fund
912xx
Clearwater Beach Fire Station
Penny III 400,000 3,297,910 3,697,910
This project will provide funding for the renovation/reconstruction of the existing Clearwater Beach Fire Station #46. This facility will be
approximately 49 years old at the time of planned renovation/reconstruction. The facility was not constructed to accommodate a diverse workforce,
and the technological changes that have occurred since 1964.The current geographic location of the station is ideal and the extensive remodeling of the
facility will provide continued service to the community.
912xx ,
Countryside Fire Station
Penny III 400,000 3,798,460 4,198,460
This project will provide funding for the renovation/reconstruction of the existing Clearwater Station#50.This facility will be approximately 38 years
old at the time of planned renovation/reconstruction. The facility was not constructed to accommodate a diverse workforce, and the technological
changes that have occurred since its construction in 1977.The current geographic location of the station continues to serve a heavily populated area of
the community.
1
Total Fire Protection: 1,020,790 5,280,580 2,807,630 4,749,820 1,668,570 5,084,300 20,611,690
236 '
CAPITAL IMPROVEMENT PROGRAM
' 2011 THROUGH 2016
NEW STREET CONSTRUCTION
This section includes all new street construction projects.Prior to the voter approval of the additional one-cent State sales tax,known as Penny for
Pinellas, many of these projects were funded with Local Option Gas Tax, Development Impact Fees and Road Millage. Today,these projects are
traditionally funded with Penny for Pinellas revenue.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priorities:
• Well Maintained Infrastructure
• Efficient Transportation Systems
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
921xx
Bayshore Blvd. Realignment
Penny III 2,500,000 2,500,000
The funding for this project will eliminate a dangerous curve on heavily traveled Bayshore Boulevard.The curve in the road just north of Drew Street
is difficult for vehicles to navigate.Straightening of this section of road will significantly enhance the safety for Clearwater&Safety Harbor residents
who use this route daily.
Comprehensive Plan Objective: (B.2.1)Roadway improvements to obtain desired Levels of Service must be included in City capital budgets.The
City shall actively participate,on a continuing basis,with both the staff and elected official support,in the preparation,adoption and implementation
of transportation plans and expenditure programs of the M.P.O.,P.S.T.A.,Board of County Commissioners,and the F.D.O.T.
I
' Total New Street
Construction: - - 2,500,000 - - - 2,500,000
1 I
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237
CAPITAL IMPROVEMENT PROGRAM I
2011 THROUGH 2016
MAJOR STREET MAINTENANCE I
This section includes all major street maintenance projects for the City. Projects in this section are normally funded with Local Option Gas Tax and/or I
Road Millage. As defined by Florida Statutes,Local Option Gas Tax proceeds can be used for roadway and right-of-way maintenance, as well as
bridge maintenance and operations. Road Millage revenues are established each year by Council policy and must be used to maintain the City's
sidewalks and streets. Sidewalks are maintained to comply with American with Disabilities Act(ADA)requirements,to provide new sidewalks where
requested and to repair and replace existing sidewalks on an as-needed basis. The goal of the street maintenance program is to maintain an overall
roadway network Pavement Condition Index(PCI)of 70 for city maintained streets.
il
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision and the following related priority:
• Safe Comfortable Walkable Neighborhoods
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and
the following related priority: II
•Well Maintained Infrastructure
Project#/ Funding
I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92259
111
Traffic Calming Program
Gas Tax 800,000 200,000 200,000 200,000 175,000 175,000 1,750,000
Penny III 560,000 560,000 560,000 560,000 560,000 2,800,000
I
This project is to promote traffic calming within Clearwater neighborhoods and establishment of a methodology for implementation. Traffic calming
serves to reduce speeding and deter cut-through traffic,resulting in safe neighborhoods for pedestrians and vehicular traffic.These projects provide
comprehensive neighborhood solutions using various traffic calming elements as deemed necessary for the particular location. Neighborhood
involvement from the beginning is crucial to the success of traffic calming projects. City staff is to implement in succeeding years through capital
programming. Specific projects in FY 2010/11 will include the completion of Wood Valley&Momingside and the start of Greenlea/Otten.
Comprehensive Plan Objective:(A.6.5.2)On an ongoing basis,the City shall explore traffic calming techniques in the effort to improve safety and
I
promote a livable environment within the City's residential and tourist areas.
92273 1
Streets&Sidewalks
Road Millage 2,047,430 1,938,280 1,794,790 1,794,790 1,794,790 1,794,790 11,164,870 1
This project provides continuous maintenance for deterioration prevention of City streets and sidewalks. Streets are maintained yearly with a goal of
maintaining an overall PCI(Pavement Condition Index)of 70.Various street maintenance methods are employed including micro surfacing,milling ,
and overlaying.The project also provides for the maintenance,repair and construction of sidewalks on a continuous,as needed basis.
Comprehensive Plan Objective: (B.2.1)Roadway improvements to obtain desired Levels of Service must be included in City capital budgets.The
City shall actively participate,on a continuing basis,with both the staff and elected official support,in the preparation,adoption and implementation
I
of transportation plans and expenditure programs of the M.P.O.,P.S.T.A.,Board of County Commissioners,and the F.D.O.T.
I
I
II
238
' EME
CAPITAL IMPROVEMENT PROGRAM N
2011 THROUGH 2016
MAJOR STREET MAINTENANCE
Project#/ Funding
' Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92274
Bridge Maintenance&Improvements
Gas Tax 469,190 1,096,030 1,096,030 1,109,990 1,149,090 1,163,330 6,083,660
This project provides for a continuous,annual maintenance program to keep the City's bridges inspected and in good repair as well as providing for
' the complete replacement of bridges as necessary.
Comprehensive Plan Objective: (B.2.1)Roadway improvements to obtain desired Levels of Service must be included in City capital budgets.The
City shall actively participate,on a continuing basis,with both the staff and elected official support,in the preparation,adoption and implementation
of transportation plans and expenditure programs of the M.P.O.,P.S.T.A.,Board of County Commissioners,and the F.D.O.T.
I 922xx
Downtown Streetscaping
Penny III 2,000,000 2,000,000
This project will continue the downtown streetscaping theme currently underway on Cleveland Street between Osceola and Myrtle Avenues. This
project will focus on streets within the downtown area between Court and Drew Streets and between Myrtle and Highland Avenues.
•
Total Major Street
Maintenance: 3,316,620 3,794,310 3,650,820 3,664,780 3,678,880 5,693,120 23,798,530
1 I
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239
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
SIDEWALK AND BIKE TRAILS
This section includes all new sidewalk and bike trail construction projects.Prior to the voter approval of the additional one-cent State sales tax,known
as Penny for Pinellas,many of these projects were funded with Local Option Gas Tax,Development Impact Fees and Road Millage. Today,these
projects are traditionally funded with Penny for Pinellas revenue.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision and the following related priority:
• Safe Comfortable Walkable Neighborhoods
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and
the following related priority:
• Well Maintained Infrastructure
Projects in this section also support the"Clearwater is a Wonderful Place to Play" element of the City Council's Vision and the following related
nriority:
• A Variety of Cultural and Recreational Offerings
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92339
New Sidewalk Construction
Penny III 472,000 472,000 944,000
This project provides for construction of new sidewalks throughout the City.Locations will be prioritized from the City streets,which are identified in
the City Bicycle and Pedestrian Master Plan and as requested by residents.
Comprehensive Plan Obiective: (A.6.8.5)Provide easy access to residential,commercial and recreational areas by providing direct routes such as
trails and continuous sidewalks between destinations,in order to minimize potential conflicts between pedestrians and motor vehicles.
Total Sidewalk
& Bike Trails: - - - - 472,000 472,000 944,000
I
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1
I
CAPITAL IMPROVEMENT PROGRAM
I
2011 THROUGH 2016
' INTERSECTIONS
I This section includes improvements to intersections as well as new signal installation and signal renovation. These projects are funded with
Transportation Impact Fees, Road Millage and Local Option Gas Tax. The Road Millage funding in the Signal Renovation project is used in
conjunction with major intersection improvements and road widening projects. The Transportation Impact Fee revenue is required to be used for
I capital improvements and the expansion of transportation facilities. Local Option Gas Tax proceeds can be used for roadway and right-of-way
maintenance.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision and the following related priority:
I • Safe Comfortable Walkable Neighborhoods
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and
I the following related priority:
•Well Maintained Infrastructure
I Projects in this section also support the"Clearwater Includes Special Places that Belong to Everyone in the Community"element of the City Council's
Vision and the following related priorities:
• A Quality Beach Environment
•A Vibrant Downtown that's Mindful of its Heritage
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92551
I City-Wide Intersection Improvements
Trans Impact 50,000 50,000 50,000 50,000 50,000 50,000 300,000
The project provides intersection improvements of a minor nature to facilitate traffic flow,such as radii,right turning lanes,and minor channelization,
1 which often accompany the new signalization of an intersection.
Comprehensive Plan Objective: (B.2.1)Roadway improvements to obtain desired Levels of Service must be included in City capital budgets.The
City shall actively participate,on a continuing basis,with both the staff and elected official support,in the preparation,adoption and implementation
of transportation plans and expenditure programs of the M.P.O.,P.S.T.A.,Board of County Commissioners,and the F.D.O.T.
I 92552
Signal Renovation
Gas Tax 45,000 45,000 45,000 45,000 45,000 45,000 270,000
IRenovation of substandard signalized intersections is required to meet the standards set by the national and State of Florida mandates to increase safety
and reduce liability. This project also provides money to support the costs of relocating traffic signal equipment due to road widening projects or
intersection improvement projects where the cost of such relocation cannot be included in the cost of that project.
IComprehensive Plan Objective: (H.2.2)The City shall adopt the Florida Department of Transportation level of service standards for State primary and
secondary arterials as they be modified by additional service designations approved by F.D.O.T.and shall use intergovernmental coordination
I agreements to secure maximum City control over access and management of roads in Clearwater.Clearwater intends that these standards be recognized
as the minimum acceptable standards for State arterial roads,and should serve as a guideline for reviewing development applications. (B.2.1)
Roadway improvements to obtain desired Levels of Service must be included in City capital budgets.The City shall actively participate,on a
continuing basis,with both the staff and elected official support,in the preparation,adoption and implementation of transportation plans and
Iexpenditure programs of the M.P.O..P.S.T.A..Board of County Commissioners,and the F.D.O.T.
I
I 241
CAPITAL IMPROVEMENT PROGRAM
1
2011 THROUGH 2016 1
INTERSECTIONS
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92553
New Signal Installations
Trans Impact 40,000 40,000 40,000 40,000 40,000 40,000 240,000
The project provides for new traffic signals installed at previously unsignalized intersections that meet traffic signal warrants.
Comprehensive Plan Objective: (H.2.2)The City shall adopt the Florida Department of Transportation level of service standards for State primary
and secondary arterials as they be modified by additional service designations approved by F.D.O.T.and shall use intergovernmental coordination
agreements to secure maximum City control over access and management of roads in Clearwater.Clearwater intends that these standards be recognized
as the minimum acceptable standards for State arterial roads,and should serve as a guideline for reviewing development applications. (B.2.1)
Roadway improvements to obtain desired levels of service must be included in City capital budgets.
92558 1
Intersection Improvements
Trans Impact 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Gas Tax 55,000 55,000 55,000 55,000 55,000 55,000 330,000
Road Millage 45,000 45,000 45,000 45,000 45,000 45,000 270,000
These are intersection improvements of a relatively major nature to facilitate traffic flow by increasing the capacity of the intersection.Specific projects 111
in FY 2010/11 may include the intersection at Fort Harrison and Pinellas.
Comprehensive Plan Objective: (B.2.1)Roadway improvements to obtain desired levels of service must be included in City capital budgets.The City
I
shall actively participate,on a continuing basis,with both the staff and elected official support,in the preparation,adoption and implementation of
transportation plans and expenditure programs of the M.P.O.,P.S.T.A.,Board of County Commissioners,and the F.D.O.T.
I
Total Intersections: 435,000 435,000 435,000 435,000 435,000 435,000 2,610,000
1
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242 1
1
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
PARKING
The Parking section includes projects for the maintenance of the City owned parking garages,as well as City owned parking lots. These projects are
I
usually funded with Parking Fund revenue. Also included in this section would be any new Parking Garages. These types of projects would
traditionally be funded with Parking Fund revenues and/or a Parking Bond Issue.
I Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priority:
•Well Maintained Infrastructure
I
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 92630
Parking Lot Resurfacing
IParking Fd 50,000 50,000 50,000 50,000 200,000
The project provides for the resurfacing of various City Parking System lots as determined necessary by the Engineering department.
1 92632
Parking Garage Maintenance and Repair
IParking Fd 150,000 75,000 75,000 75,000 75,000 75,000 525,000
The Garden Avenue and Municipal Services Complex parking garages both require maintenance and repair. By performing this scheduled
maintenance,long-term serviceability and safety issues will be addressed.
92636
I Parking Lot Improvements
Parking Fd 150,000 150,000 75,000 100,000 100,000 100,000 675,000
The project provides for interior improvements,both functional and aesthetic,to all parking system facilities.Parking facility locations will begin with
the beach lots and expand to include all parking system facilities and on-street parking. Improvements include items such as brick pavers,parking
meters,parking revenue control equipment and sign upgrades.Also included is the construction of temporary lots,as needed.
I
ITotal Parking: 300,000 225,000 200,000 225,000 225,000 225,000 1,400,000
I
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1 243
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
MISCELLANEOUS ENGINEERING
This section includes miscellaneous engineering type of projects that are related to the Engineering function. The smaller projects are typically either
funded with General Fund revenue or Lease Purchase dollars if the project is equipment or vehicles. Projects in this section could also include major
construction projects that don't easily fit in another category,i.e.,the replacement of the Memorial Causeway Bridge,when active,was included in this
section. The larger construction projects have been funded with Penny for Pinellas proceeds.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priority:
• Well Maintained Infrastructure
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92822
Miscellaneous Engineering ,
General Fd 35,000 35,000 35,000 35,000 35,000 35,000 210,000
Establishes a project to provide funding for miscellaneous contractual services related to new road construction, public transit facilities, stone
drainage,rights-of way,sidewalks,drainage structures,signal installation,or landscaping including unplanned requests by other departments.
92839 1
Downtown Intermodal Facility
Penny III 8,000,000 8,000,000
This project would provide for the construction of a new Intermodal Terminal in downtown Clearwater which would allow the opportunity for growth
and expansion of public transit,including Bus Rapid Transit(BRT) service to Clearwater Beach. This facility could provide for a variety of travel
modes including: bike, pedestrian, taxi, charter bus, local bus and premium bus/BRT modes. A new terminal is consistent with the downtown
redevelopment concepts and the Long-range Transportation Plan for Fixed Guideway/Light Rail Service.
Comprehensive Plan Policy: (B.4.3.2)Where appropriate,the City shall support the placement and/or improvements of the local transit service
terminal in the downtown.
Total Miscellaneous
Engineering: 8,035,000 35,000 35,000 35,000 35,000 35,000 8,210,000
I
244
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
PARKS DEVELOPMENT
I The Parks Development section includes the largest amount of quality of life projects in the Capital Improvement Program. Projects in this section
include all the projects that support the Parks&Recreation function,excluding land acquisition.
Many of these projects are maintenance projects that provide the necessary funding to maintain our parks,and our park facilities,in good condition.
I These maintenance projects are typically funded with General Fund revenue. Equipment and vehicle projects in this section would be funded with
Lease Purchase dollars. The major construction of new Parks&Recreation facilities or major renovation of existing Parks&Recreation facilities have
been funded with Penny for Pinellas proceeds,grants,donations and recreation facility impact fees.
IAlso,included in this section is a project for"Special Events Infrastructure"(funded with Special Event Fund revenue).
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision and the following related
priorities:
I
• A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
I Projects in this section also support the"Clearwater is a Wonderful Place to Play"element of the City Council's Vision and the following related
priority:
•A Variety of Cultural and Recreation Offerings
I Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and
the following related priorities:
•Well Maintained Infrastructure
• Efficient Responsive City Services
IProjects in this section also support the"Clearwater Includes Special Places that Belong to Everyone in the Community"element of the City Council's
Vision and the following related priority:
• A Vibrant Downtown that's Mindful of its Heritage
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93203
I Carpenter Field Infrastructure Repairs&Improvements
General Fd 30,000 30,000 30,000 30,000 30,000 30,000 180,000
' This project provides for the phased repairs and improvements needed at the Carpenter Field Complex,including fence replacement,field renovations,
building repairs,parking lot restructuring,entryway improvements,etc.This project will allow for the Carpenter Complex to continue to be maintained
in a major league professional manner.
I Comprehensive Plan Objective: (I.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service.
I 93204
Concrete Sidewalk&Pad Repairs&Replacement
General Fd 50,000 45,000 45,000 45,000 45,000 45,000 275,000
IThis project provides for the removal and replacement of damaged concrete sidewalks,curbs,and pads and courts in various parks around the City as
well as provides for new sidewalks for safety and accessibility reasons.
IlComprehensive Plan Objective: (G.1.1)The City shall ensure that parks,open space and recreation facilities are efficiently and adequately maintained
for all segments and districts of the population according to the level of service standards established for the City.
I
I 245
CAPITAL IMP I
ROVEMENT PROGRAM
2011 THROUGH 2016
PARKS DEVELOPMENT
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93205
Brighthouse Field Infrastructure Repairs/Improvements
General Fd 108,500 110,000 110,000 110,000 110,000 110,000 658,500
I
This project provides for the phased repairs and improvements needed at the Brighthouse Field, according to the Joint Project Agreement (JPA)
between the City of Clearwater and the Phillies This project will allow for the Brighthouse Field to be maintained in a manner to meet current major
league professional standards.
Comprehensive Plan Objective: (I.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service.
93213
Park Amenity Purchase,Repair&Replacement
I
General Fd 50,000 60,000 60,000 60,000 60,000 60,000 350,000
This project provides for the purchase,repair and replacement of such items as park identification signs,rules signs,park benches,trash receptacles,
water fountains,grills,basketball goals,soccer and football goals,bleacher systems,and the like,at various Parks&Recreation facilities and sites that
have deteriorated and are considered unsafe for public use.
Comprehensive Plan Objective: (G.1.1)The City shall ensure that parks,open space and recreation facilities are efficiently and adequately maintained
II
for all segments and districts of the population according to the level of service standards established for the City.
93229
1
Tennis&Basketball Court Resurfacing
General Fd 42,000 47,500 47,500 47,500 47,500 47,500 279,500 I
This project provides for the scheduled resurfacing of tennis and basketball courts to prevent deterioration and also to ensure that the public can safely
use.Tennis courts at Momingside Park will be renovated in FY 2009/10 and courts tentatively scheduled to be resurfaced in FY2010/11 include Bay
Park on Sand Key,Coachman Ridge and Forest Run.Basketball courts tentatively scheduled include Countryside.
111
Comprehensive Plan Objective:(G.1.1)The City shall ensure that parks,open space and recreation facilities are efficiently and adequately maintained
for all segments and districts of the population according to the level of service standards established for the City.
I
93230
Playground&Fitness Equipment Purchase&Replacement '
General Fd 100,000 120,000 120,000 120,000 120,000 120,000 700,000
This project provides replacement of playground equipment and the purchase of new equipment at the City's playgrounds that are considered unsafe
for public use. Included in this project is the appropriate safety resilient surfacing. This project also includes phased replacement of fitness court
1111
equipment.As equipment is added and/or replaced,it is evaluated to assure it meets ADA requirements.
Comprehensive Plan Objective: (G.1.1)The City shall ensure that parks,open space and recreation facilities are efficiently and adequately maintained
for all segments and districts of the population according to the level of service standards established for the City.
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246 I
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
PARKS DEVELOPMENT
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 93247
Fitness Equipment Purchase&Replacement
IGeneral Fd 25,000 25,000 30,000 30,000 30,000 30,000 170,000
This project provides for the phased replacement of old,worn out and over used fitness equipment and new pieces at the City's five(5)fitness centers.
IProjects for FY 2010/11 may include,but not be limited to,equipment at the North Greenwood,Ross Norton,and Countryside recreation complexes.
Comprehensive Plan Objective: (G.1.1)The City shall ensure that parks,open space,trails and recreation facilities are efficiently and adequately
I maintained for all segments and districts of the population according to the level of service standards established for the City.(I.1.1.5.2)A repair,
remodeling,renovation or replacement of obsolete or worn out facilities that contribute to achieving or maintaining standards of levels of service.
' 93262
Fencing Replacement Program
General Fd 90,000 95,000 130,000 130,000 130,000 130,000 705,000
IThis project includes phased replacement of old,worn out and rusted fencing that is considered unsafe to the public at the various recreation sites and
or purchase of new fencing needed to protect the public.The largest amount of fencing to be replaced on an annual basis exists at the fifty(50)ball
fields,which includes backstops and dugout fencing.Fencing is replaced as needs arise,and replacements comply with all current code requirements.
IComprehensive Plan Objective: (1.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service.
93271
' Swimming Pool Renovations and Repairs
General Fd 70,000 80,000 80,000 100,000 100,000 100,000 530,000
This project will provide for the renovation and enhancement of the various pools in the City,for facility improvements,leisure pool enhancements
1 such as slides,activity pools and long-term maintenance such as marciting and repair of gutters,tile and decking.
Comprehensive Plan Objective: (1.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
Iachieving or maintaining standards for levels of service.
93272
i Bicycle Paths-Bridges
FRDAP Grant 200,000 200,000
OGT Grant 200,000 200,000
Penny III 750,000 750,000
I This project provides for the construction of recreation trails throughout the city hfor walking,jogging,inline skating,bicycling and equestrian uses.
May include but not limited to projects such as segments of the Ream Wilson Trail,Landmark Drive Trail,East Avenue Trail,Bayshore Drive Trail,
I Courtney Campbell Causeway Trail,Ross Norton Park Trail to Pinellas Trail and trails within park boundaries.Some of the funds for FY 2010/11 are
to be used for trails at Lake Chautauqua Equestrian and Nature Park.
Comprehensive Plan Objective: (G.1.3)Continue to increase the supply of core system parkland in areas needing additional neighborhood parks.
I (G.1.3.4)Address the varying needs of the City's diverse population when creating and implementing parks and recreation plans,with special attention
to the needs of those who may have significantly limited recreational alternatives.
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I 247
CAPITAL I
C AL IMPROVEMENT PROGRAM
2011 THROUGH 2016
PARKS DEVELOPMENT
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
II
93278
Long Center Infrastructure Repairs
General Fd 60,000 60,000 60,000 60,000 70,000 70,000 380,000
This project will provide for the replacement and repairs of various capital items at the Long Center.This capital project replaces the annual sinking
fund included in the past Long Center agreement with the City. Some of the infrastructure items that will need to be repaired or replaced include
furnishings,equipment,pool,parking lot,driveway,ballfield,etc.
Comprehensive Plan Objective: (I.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
Iachieving or maintaining standards for levels of service.
93286
I
Parking Lot/Bicycle Path Resurfacing&Improvements
General Fd 45,000 55,000 55,000 55,000 55,000 55,000 320,000
This project includes regularly resurfacing of parking lots and bicycle paths to prevent deterioration that are considered unsafe for public use and may
I
include minor improvements to those parking lots and bicycle paths being resurfaced.
Comprehensive Plan Objective: (1.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
I
achieving or maintaining standards of levels of service.
93602
1
Special Events Equipment Repairs&Replacement
Sp Events Revenue 25,000 25,000 25,000 25,000 25,000 25,000 150,000 I
This project provides for the purchase,repair and replacement of such items as sound equipment,chairs,tables,tents,etc.used by the Special Events
Division for special events, grand openings, dedications, celebrations, etc. The equipment used by this Division wears out from heavy use and a
program is needed to replace this equipment.
III
Comprehensive Plan Objective: (1.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service.
93604 1
Boardwalks&Docks Repair&Replacement
General Fd 70,000 100,000 100,000 100,000 100,000 100,000 570,000
This project provides funding for the repair and/or replacement of boardwalks,docks and viewing platforms in various parks and beach access points.
There are over 48,000 square feet of wooden boardwalks,docks and viewing platforms throughout the City,including such parks as Moccasin Lake,
Crest Lake and Ed Wright and areas such as Turner Street Dock,Magnolia Street Dock and wooden access boardwalks to Sand Key and Clearwater
II
Beach. The majority of these is over 20 years old and will need replacement within the next few years;replacement with recycled products will occur
wherever possible.
Comprehensive Plan Objective: (1.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
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achieving or maintaining standards for levels of service.
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248
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I CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
PARKS DEVELOPMENT
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93613
I Clearwater Country Club Repair&Renovation
General Fd 50,000 50,000 50,000 50,000 50,000 50,000 300,000
This project provides funding for ongoing repair and replacement of infrastructure facilities at the city owned Clearwater Country Club.As part of the
I agreement between the City and Clearwater Country Club,the Club was to pay the city$200,000 per year in rent and $50,000 was to be used to
establish this capital improvement project.
I Comprehensive Plan Objective: (I.1.1.5.2)The repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service.
I 93614
Royalty Theater
Penny III 3,550,000 3,550,000
I This project will provide funding for a major renovation of the Royalty Theater and the Lokey building located on Cleveland Street, and now
recognized as the Capitol Theater. Total renovation costs are estimated at $6.8 million, with $3,550,000 representing the City's share of the
construction costs.
I Comprehensive Plan Objective:(A.6.3)The City shall encourage the implementation of historic overlay districts,the maintenance of existing historic
properties,and the preservation of existing neighborhoods through the use of design guidelines and the implementation of the City's Community
Development Code.
I 93618
Miscellaneous Parks&Recreation Contract Services
General Fd 40,000 40,000 40,000 40,000 40,000 40,000 240,000
This is a capital improvement project to provides professional services which include architects,engineers and other professional consultants so that
I preliminary work can be completed prior to committing additional resources for major capital projects.An example of this would be architectural and
cost estimating for renovations to the Long Center for the Aging Well Center. Without this preliminary work it would be difficult to get accurate
estimates for Council approval or for grant applications.The general fund operating budgets in various cost centers were previously used to fund these
contracts and will be reduced in order to create this capital improvement project.
IComprehensive Plan Objective: (I.1.1.5.2)A repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service. (I.1.1.5.3)New or expanded facilities that reduce or eliminate deficiencies in levels of service
for existing demand.
936xx
II Ruth Eckerd Hall
Penny III 4,000,000 4,000,000
1 II
I The funding for this project will provide for the expansion of the PACT learning center (Marsha P. Hoffman Institute of Performing Arts) by
providing additional space for classes and activities currently being conducted at the center.The new Marsha P.Hoffman institute of Performing Arts
is popular with the community with all practice and classroom space occupied on a full time basis. The City has partnered with PACT on many
projects and proposes to partner with PACT again to accomplish the needed cultural expansion. There is no need for the City to duplicate other
I facilities that are doing an excellent job in meeting the performing arts needs in the community.This project will allow for additional space to expand
the program offering for the performing arts,including dance,music,acting and choral performances.
Comprehensive Plan Objective: (G.1.7)The City shall take an active role as a facilitator in providing recreation,park facilities,trails,cultural
activities,and art opportunities for the needs of citizens and visitors of the City of Clearwater.
I 249
CAPITAL IMPROVEMENT PROGRAM
OGRAM
2011 THROUGH 2016
PARKS DEVELOPMENT
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
936xx
Coachman Park Redevelopment
Penny III 5,000,000 5,000,000
The funding for this project will provide for the expansion of Coachman Park to include the Drew Street extension, under the new Memorial
Causeway Bridge, Harborview parking lot and Cleveland Street west of Osceola Avenue. This area will be redesigned to allow for a cohesive
downtown waterfront that may include an amphitheatre for special events, improved restroom facilities, parks, parking facilities, and other
improvements as determined by the citizens of Clearwater that would support the economic and development goals of Clearwater. This improved
waterfront/public space should be designed as Clearwater's "Central Park". Harborview Center, Bayfront Tennis Courts,the Bayfront Memorial ,
Parks and the waterfront area are included in the project scope.
Comprehensive Plan Objective: (A.6.6)Tourism is a substantial element of the City's economic base and as such the City shall continue to support
the maintenance and enhancement of this important economic sector. (G.1.5) Enhance and maintain the City's unique physical characteristics by
making the best of existing and potential recreation lands and open spaces.
936xx
FDOT Median and ROW Enhancements
FDOT Reimb 100,000 100,000 100,000 100,000 100,000 500,000
This project provides for the phased landscape improvements of Florida Department of Transportation medians and rights of way including the Gulf to
Bay corridor,US 19,Memorial Causeway,Edgewater Drive,etc.The latest improvements to the Gulf to Bay medians were accomplished over 10 years
ago and while the palms have done well and are a welcoming site to visitors and residents alike,the understory plants and irrigation system are in need
of renovations. This project will provide for the labor and materials to refurbish the landscape medians on Gulf to Bay and Court from US 19 to
Myrtle Avenue as well as many of the other FDOT road areas.In most cases these are just enhancements or replacement of existing or former material.
Comprehensive Plan Objective: (I.1.1.5.2)A repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service.
936xx I
Youth Sports Field Renovations
Penny III 1,750,000 1,750,000
This project provides for renovation and improvements needed at the various City youth sports fields. Currently,the City maintains over fifty(50)
sports fields,including baseball,soccer,football,lacrosse and multipurpose fields.These facilities continue to be used to their maximum and several of
the facilities are old and in need of renovation and improvements,most notably Sid Lickton bailfields,Joe DiMaggio Sports Complex and Countryside
Sports Complex.The City has constructed two(2)lighted football fields for use by the youth co-sponsor groups in the city.Most notably there is an
urgent need to move the Clearwater Jr.Tornados football program from the Long Center to the Sports complex.
Comprehensive Plan Objective: (I.1.1.5.2)A repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
achieving or maintaining standards for levels of service.
250 '
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
IPARKS DEVELOPMENT
Project#/ Funding
I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
936xx
I Neighborhood Park Renovation
Penny III 1,250,000 1,250,000
I
This project provides for renovation and improvements needed at various neighborhood parks in the City.Currently the City maintains and manages
I over 100 parks in the City ranging from small one acre parks to larger community parks.Many of these parks are in need of refurbishment and repair
from years of continued use by the public.The City continues to perform maintenance on all of these parks to keep them in safe operating conditions,
however,there has been no source of funds to make needed capital improvements and renovations.Parks like Bay Park on Sand Key,Coachman Ridge
I Park,Forest Run Park,Soule Road Park,etc.,all have various needs which will need to be addressed.Also,there are several parks that have little or no
facilities and this project will allow the City to address these needs.
Comprehensive Plan Objective: (1.1.1.5.2)A repair,remodeling,renovation or replacement of obsolete or worn out facilities that contribute to
' achieving or maintaining standards for levels of service.
I
Total Parks Development: 4,605,500 1,042,500 1,282,500 10,102,500 1,112,500 4,862,500 23,008,000
I
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I 251
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016 I
MARINE FACILITIES
The Marine Facilities section includes projects that support the Marine operations. Most of the projects in this section are maintenance projects,which
I
are funded on an annual basis to keep the related infrastructure in good condition. Project funding sources for the maintenance projects are based on
the operation the project supports, i.e., Beach Guard operations are funded by the Parking Fund, Marina operations are funded by the Marina&
Aviation Fund and Pier 60 and Sailing Center operations are funded by the General Fund. Any construction or major renovation of facilities,are
typically funded the same way or with Penny for Pinellas proceeds or Special Development Fund revenue.
111
Projects in this section support the "Clearwater is a Wonderful Place to Learn" element of the City Council's Vision.
Projects in this section also support the"Clearwater is a Wonderful Place to Play"element of the City Council's Vision and the following related
I
priority:
• A Variety of Cultural and Recreation Offerings
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and I
the following related priorities:
• Well Maintained Infrastructure
• Efficient Transportations Systems
I
Projects in this section also support the"Clearwater Includes Special Places that Belong to Everyone in the Community"of the City Council's Vision
and the following related priorities:
• A Quality Beach Environment I
•A Vibrant Downtown that's Mindful of its Heritage
Project#/ Funding I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93403
1
Beach Guard Facility Maintenance
Parking Fund 10,000 10,000 10,000 10,000 10,000 10,000 60,000
This project provides funding for the repair and replacement,of equipment including the guard towers and structures on Clearwater Beach used by the
Beach Guards.Proposed projects in 2010/11 will be to replace a minimum of at least one guard tower but hopefully two.
I
93410
Downtown Boat Slips Maintenance
I
Downtown Boat Slip Fund 15,000 15,000 15,000 15,000 15,000 15,000 90,000
The funding for this project provides funds for the continuous repair and/or replacement of electrical services,water services,fire protection equipment
and structural components of the Downtown Boat Slips infrastructure.
93413
Utilities Service Replacement
Marine Fd 20,000 10,000 10,000 10,000 10,000 10,000 70,000
The project provides for continuous repair and/or replacement of deteriorated electrical wiring,and water service at the City's Municipal Marina and
I
Island Estates Marina to continue to maintain the City-owned marinas in usable conditions.
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I
252
I
II CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
MARINE FACILITIES
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93429
I DockR&R
Marine Fd 25,000 25,000 25,000 25,000 25,000 25,000 150,000
I The project provides for continuous repair and/or replacement of deteriorated docks at municipal docking facilities and Island Estates Marina,utilizing
the Marine Services section and equipment to continue to maintain the City-owned marinas in usable conditions.
I 93490
Fuel System R&R
Marine Fd 20,000 20,000 20,000 20,000 20,000 20,000 120,000
I The project provides for continuous repair and/or replacement of deteriorated fuel lines, dispenser and underground pollutant storage tanks at the
municipal marina,utilizing contractors to continue to maintain City-owned marina fuel system in usable conditions.
93496
Marine Facility Dredging&Maintenance
Marine Fd 15,000 85,000 85,000 85,000 85,000 85,000 440,000
IThis project is a combination of the former"Waterway Maintenance"and"Seminole Ramp Dredging"projects.This project will provide funding for
any facility that the Marine and Aviation Department is responsible for that requires maintenance and/or dredging. This includes such things as
I replacement of City-owned aids for navigation and informational signs;removal of derelict vessels, etc.;procurement of piling and sign material to
fabricate signage and buoys utilizing Marine Services staff; procurement of equipment to continue to maintain waterways in a usable condition;
repairs/replacement of floating docks,ramps and pilings. This project will also fund dredging of areas that the Marine and Aviation Department is
responsible for to allow for continued safe and usable condition at City-owned docks.
I 93497
Docks&Seawalls
IGeneral Fd 100,000 100,000 100,000 100,000 100,000 100,000 600,000
This is a continuous maintenance program to keep the City's several thousand feet of seawalls at street ends and docks,other than at Marina facilities,
II in good repair.
93499
I Pier 60/Sailing Center Maintenance
General Fd 15,000 20,000 20,000 20,000 20,000 20,000 115,000
I This project provides funding for the continuous repair and/or replacement of electrical services,water service,fire protection equipment and structural
components of the Pier and Sailing Center.
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I 253
it
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
MARINE FACILITIES
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
934xx
City-wide Seawall Replacement I
Penny HI 138,000 138,000 138,000 138,000 138,000 690,000
The funding for this project provides funds to replace seawalls as needed.There are numerous seawalls located on City property in Downtown,Island
Estates and Clearwater Beach,many of which are reaching the end of their useful life.Replacement of these seawalls prior to their failure is of vital
importance to protect the upland uses adjacent to them.
1
Total Marine Facilities: 220,000 423,000 423,000 423,000 423,000 423,000 2,335,000
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254
•
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
AIRPARK FACILITIES
The Airpark Facilities section includes projects that support the Airpark operations. These projects range from maintenance projects to the major
renovation of facilities.These projects are typically funded with Marine&Aviation Fund revenue or grant revenue from the Florida Department of
Transportation.
' Projects in this section support the "Clearwater is a Wonderful Place to Learn" element of the City Council's Vision.
Projects in this section also support the"Clearwater is a Wonderful Place to Play"element of the City Council's Vision and the following related
' priority:
• A Variety of Cultural and Recreational Offerings
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and
' the following related priorities:
• Well Maintained Infrastructure
• Efficient Transportation Systems
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
' 94817
Airpark Maintenance&Repair
' Airpark Fund 10,000 10,000 10,000 10,000 10,000 10,000 60,000
This project will provide funding for maintenance and repairs at the Clearwater Airpark.
Comprehensive Plan Objective: (B.5.1.3)The City shall program adequate resources from facility users,Enterprise Funds,and grants to maintain
aviation facilities.
Total Airpark Facilities: 10,000 10,000 10,000 10,000 10,000 10,000 60,000
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I 255
CAPITAL
IMPROVEMENT PROGRAM
2011 THROUGH 2016
LIBRARIES
The Libraries section includes projects that support the Library operation. The purchase of library materials as well as computer software projects,are
typically funded with Library Cooperative funding or General Fund revenue. Equipment purchases would be lease purchased and major construction
or renovation of facilities has been funded with Penny for Pinellas,grants and donations.
Projects in this section support the"Clearwater is a Wonderful Place to Play"element of the City Council's Vision and the following related priority:
• A Variety of Cultural and Recreational Offerings
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93527 I
Books&Other Library Materials
Library Co-Op 635,310 635,310 639,740 665,310 685,270 705,830 3,966,770
This project is for the acquisition of books,periodicals, audiovisuals, online database subscriptions and other library materials for the Main, East,
Countryside,Beach,and North Greenwood Libraries.The Pinellas Public Library Cooperative provides annual funding,some of which will be used to
purchase library materials to serve County residents using City libraries.
935xx
Consolidated"Eastside"Library
Penny III 10,000,000 10,000,000
The project provides for the update and improvement of library facilities on the east side of Clearwater.Possible alternatives under discussion include
expansion and renovation of existing facilities,consolidation of the East and Countryside branches into one regional facility or developing a joint use
library with St.Petersburg College.
1
Total Libraries: 635,310 10,635,310 639,740 665,310 685,270 705,830 13,966,770
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256
I CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
GARAGE
I The Garage section includes projects for the replacement of motorized equipment as well as replacement equipment for the radio system. These
projects are funded either with Garage Fund revenue,Lease Purchase contract paid by the Garage Fund or Penny for Pinellas revenue.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
I following related priorities:
•Well Maintained Infrastructure
• Communication
1
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 94233
Motorized Equipment Replacement-Cash
IGarage Fund 40,000 110,760 114,080 117,500 121,030 124,660 628,030
This project is for the replacement of motorized vehicles and equipment to cost less than$25,000 per vendor per transaction.The equipment is for all
1 City Departments,responsible for all City business.
94234
I Motorized Equipment Replacement-L/P
L/P Garage Fund 2,611,600 2,663,830 2,717,110 2,771,450 2,826,880 2,883,420 16,474,290
I This project is for the replacement of motorized vehicles/equipment estimated to cost$25,000 or more per vendor per transaction.The equipment is for
all City Departments,responsible for all City business.Future years based on a projected increase of approximately 2%per annum.
' Annual Operating Costs: Annual debt service expenditures to be funded by the Garage Fund
94238
I Police Vehicles
Penny III 300,000 300,000 300,000 200,000 200,000 100,000 1,400,000
I The project provides for the replacement of police vehicles and such equipment necessary to outfit the vehicle for its official use or equipment that has
a life expectancy of at least five years.
I
Total Garage: 2,951,600 3,074,590 3,131,190 3,088,950 3,147,910 3,108,080 18,502,320
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I 257
CAPITAL IMPROVEMENT PROGRAM ,
2011 THROUGH 2016
MAINTENANCE OF BUILDINGS I
Projects in this section provide funding for the major maintenance of City facilities. The funding is provided by the Fund that owns the specific
facility that requires maintenance. The facilities are outlined in the project scopes.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priority:
• Well Maintained Infrastructure
Project#/ Funding I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93269
Light Replacement&Repair
General Fd 71,250 80,000 80,000 80,000 80,000 80,000 471,250
This project includes the phased re-lamping,replacement and repair of lighting systems including light fixtures,poles, service panels and wiring at
I
various Parks and Recreation sites.Project may include,but not limited to the following locations in FY 2009/10 locations may include: Sid Lickton
Field,Countryside High Baseball/Soccer,Frank Tack,McMullen Tennis,Miscellaneous service replacement,Miscellaneous pole replacements,and
Miscellaneous security lighting.
I
94510
Air Conditioners-City Wide Replacements
General Fd 57,000 58,710 60,470 62,280 64,150 71,650 374,260
Gas Fd 10,000 10,000
Marine Fd 20,000 20,000
The project provides for the replacement of several air conditioning systems that are in need of replacement due to age, deterioration, and excess
energy usage. For FY 2009/10 facilities may include: Countryside Police Department, MLK Recreation Center, Fire Station 46, Phillip Jones
I
Complex, Miscellaneous small units, Radio Towers, and Reverse Osmosis Plant. General Fund funding are based on a projected increase of
approximately 3%per annum.
94512
I
Roof Repairs
General Fd 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Gas Fd 5,000 5,000
The project includes roof repair of various City buildings as needed to prevent water damage to interiors of buildings.
I
94514
Roof Replacements
General Fd 100,000 100,000 100,000 100,000 100,000 500,000
This project includes roof replacements of various City buildings. For FY 2009/10 facilities may include: Shuffleboard (Recoating), and Kings
Highway Recreation. I
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258
I
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
I .
MAINTENANCE OF BUILDINGS •
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94517
I Painting of Facilities
General Fd 47,500 48,930 50,400 51,910 53,470 55,070 307,280
Utility R&R 39,000 39,000
I Stormwater 4,000 4,000
This project includes scheduled painting and waterproofing of City facilities.General Fund funding are based on a projected increase of approximately
3%per annum.
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94519
I Flooring for Facilities
General Fd 23,750 24,460 25,190 25,950 26,730 27,530 153,610
Gen Sery Fd 15,000 15,000
IThis project includes the scheduled replacement of worn or damaged flooring.
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1 Total Maintenance
of Buildings: 204,500 370,100 346,060 325,140 344,350 339,250 1,929,400
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I 259
AP
C ITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
GENERAL PUBLIC CITY BUILDINGS&EQUIPMENT
Projects in this section provide funding for the construction/renovation of City buildings and large pieces of associated equipment.The funding is
provided by the Fund that owns the specific facility that requires maintenance. The facilities are outlined in the project scopes.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priorities:
• Well Maintained Infrastructure
• Efficient Responsive City Services
• Communication
Projects in this section also support the"Clearwater Includes Special Places that Belong to Everyone in the Community"element of the City Council's
Vision and the following related priority:
• A Vibrant Downtown that's Mindful of its Heritage
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94620
New City Hall&Parking Garage
Penny III 7,000,000 7,000,000
The scope and funding of the original project,which provided for the construction of a new City Hall Facility and related public parking garage,is
scaled back to provide the possible reconstruction of a current City facility,possibly the Main Library,and related public parking as necessary.
II
General Public City
Buildings&Equipment: - - - - 7,000,000 - 7,000,000
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260 '
I CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
MISCELLANEOUS
I The Miscellaneous section includes projects that do not fit into another category. The majority of the projects in this section are technology projects
that are either managed by the Information Technology Department or funded by the Administrative Services Fund. Other projects in this section
include two environmental projects funded by the General Fund and one vehicle funded by the Customer Service Department.
I Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priority: 1
• Well Maintained Infrastructure
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94729
City-Wide Connectivity Infrastructure
Adm Svc-Reserves 100,000 100,000
IThis project will continue the deployment of fiber optic and high-speed wireless infrastructure connecting City operating facilities to the City's voice
and data network.This stage will connect facilities on the beach to the wide area network(marina,police beach sub-station,north beach fire station).
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94761
I Pollutant Storage Tank Remv/Rplcmnt-Gen Fd
General Fd 20,000 20,000 20,000 20,000 20,000 20,000 120,000
This project is proposed to keep the City's pollutant storage tank locations in compliance with the current Florida Department of Environmental
I Protection Pollutant Storage Tank Rules, and to reduce the potential risk of groundwater contamination. Expenses from this fund include tank
maintenance,repair,replacement and routine expenses related to tank insurance and compliance,and fees associated with emergency spill response.
1 94803
Environmental Assmt&Clean
General Fd 50,000 50,000 50,000 50,000 50,000 50,000 300,000
1 This project has been established to provide funding for the assessment and remediation of contaminated sites owned or acquired by the City. This
project is intended to meet the current state requirements set forth in Chapters 62-761,62-762,62-770 and 62-777 of the Florida Administrative Code,
requiring the City to meet mandatory target clean-up levels.This requires mandatory target clean-up levels of sites where contamination could affect a
I potable water supply or could pose a health or safety risk to the public.This program also reduces the potential risk of off-site contamination to private
property and the potential for third party liability claims against the City.
94814
Network Infrastructure&Server R&R
L/P-Adm Svc 350,000 350,000 350,000 350,000 350,000 350,000 2,100,000
This project will replace network hardware(switches and routers)and upgrade several enterprise system servers on the City's computer network.The
City's wide area network incorporates more than 55 different access locations throughout Clearwater.Much of the infrastructure equipment is aging
I and not capable of handling the increased volumes of data as the City's computing systems grow. These upgrades will improve performance and
efficiency of the network and systems, and enable tiered management of network traffic. The project will also fund the purchase of network and
bandwidth management software,a new fiber switch and new router blades.
Annual Operating Costs: Annual debt service expenditures to be funded by the Administrative Services Fund.
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I 261
CAPITAL IMP 111 ROVEMENT PROGRAM
2011 THROUGH 2016
MISCELLANEOUS
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94824
IT Disaster Recovery
L/P-Adm Svc 25,000 25,000 25,000 25,000 25,000 30,000 155,000
This project will establish an off-site business operations center for mission critical systems necessary to maintain City operations (i.e., Finance,
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Customer Service,Asset Management,GIS,payroll,etc.).The project will include the purchase of backup equipment to store data and run systems
from a remote location,and establish necessary connectivity.
Annual Operating Costs: Annual debt service expenditures to be funded by the Administrative Services Fund. I
94827
Telecomm Upgrades
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L/P-Adm Svc 25,000 25,000 50,000 25,000 25,000 25,000 175,000
This project will provide funding for the upgrade of telecommunications equipment including Nortel switches,handsets and software.
Annual Operating Costs: Annual debt service expenditures to be funded by the Administrative Services Fund.
94828 1
Financial Sys Upgrades
Adm Svc 75,000 75,000 75,000 75,000 75,000 75,000 450,000
II
This project provides funding to keep the financial systems(PeopleSoft,Ross and Risk Management)up to date,operating at optimum condition and
to pay for upgrades as needed.This project encompasses hardware,software and professional services.
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94829
CIS Upgrades
Adm Svc 50,000 50,000 50,000 50,000 50,000 50,000 300,000
This project provides funding for upgrades of the Customer Information System(CIS).This system supports City utilities.
94830
MS Licensing Upgrades
Adm Svc-Reserves 100,000 100,000
The Microsoft Licensing project will upgrade versions of several core business applications including Microsoft Office,Microsoft Exchange and SQL
Database.These upgrades will provide more advanced functionality and provide a stable platform for operations over the next five to six years.
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94839
Roadway&Traffic Asset Mgmt
Gas Tax 20,000 20,000
This project provides funding for the automated asset management(A/M)system. This system will help manage and maintain the existing and future I
infrastructure,but will also leverage other developing City technology.When complete,the system will identify the most appropriate projects based on
comprehensive information. The system will also provide a workflow for maintenance that can reduce cost by efficiency and preventative
maintenance.
I
262
1
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
MISCELLANEOUS
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94857
I Accela Permitting&Code Enfcmnt Upgrade
Adm Svcs 25,000 25,000 50,000 50,000 50,000 50,000 250,000
This project provides funding to keep the Tidemark System up to date,operating at optimum condition and to pay for upgrades as needed.This project
' encompasses hardware,software and professional services.
I 94861
Library Technology
Penny III 1,250,000 1,250,000
' The funding for this project provides for the implementation of Radio Frequency Identification(RFID)technology at all City of Clearwater branches.
This technology allows libraries to perform many repetitive tasks more efficiently.Stacks of books can be checked in and out with one movement and
sorting machines will move material quickly and accurately.With the more efficient use of staff,fewer people will be able to provide the service our
' public demands.The system also provides the most effective security system currently available.
948xx
I St.Pete Times Property
Penny III 3,500,000 3,500,000
I The project provides for the possible purchase of the St.Petersburg Times property for the purpose of consolidating other City facilities on this site as
yet to be determined.
1
Total Miscellaneous: 840,000 620,000 5,420,000 645,000 645,000 650,000 8,820,000
I
I
I
I
1
I
I 263
CAPITAL IMP I
ROVEMENT PROGRAM
2011 THROUGH 2016 I
STORMWATER UTILITY
This Stormwater Utility section includes projects that support the Stormwater Utility operations of the City.
I
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priorities:
• Well Maintained Infrastructure
• Efficient Responsive City Services
Project#/ Funding
I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96124
I
Storm Pipe System Improvements
Stormwater 900,000 1,000,000 1,000,000 1,100,000 1,100,000 1,200,000 6,300,000
This project provides for repair and restoration of stormwater system components and for technical evaluation of storm water problems.A significant
I
portion of this project will be lining or replacement of existing deteriorating pipe.
Comprehensive Plan Obiective: (D.3.6)Continue to provide sound fiscal management of the stormwater management systems to include
maintenance,operation and construction in accordance with the watershed management plans and concurrent with its implementation.
96168
1
Stormwater System Expansion
Stormwater 479,450 237,700 80,320 797,470
Future Bond Issue 500,000 262,300 519,680 600,000 600,000 2,481,980
This project provides for reduction of structure, street and property flooding or improvements to water quality through property acquisition and/or
expansion of the existing stormwater system. Property acquisition may be exercised where it is determined that flooding may be alleviated or area for
water quality treatment is provided.
Comprehensive Plan Objective:(D.3.3)Lower high water profiles during storm events,as necessary,to reduce house flooding occurrences and to lessen the
resulting adverse effects on public health,the natural environment,public and private property. (D.3.4)Continue the implementation of the most cost effective
and efficient plan to reduce the occurrence of street flooding where safety issues and traffic problems exist as prioritized and set forth in the Capital Improvement
Element,and listed in the stormwater management plans.
I
96169
Stevenson Creek
Stormwater 100,000 950,000 350,000 980,000 626,690 394,070 3,400,760
Future Bond Issue 1,673,310 855,930 2,529,240
This project provides for the implementation of water quantity and quality projects within the Stevenson Creek watershed,including those identified in
the Stevenson Creek Watershed Management Plan,to abate structure and street flooding,improve water quality,add,upgrade or restore Stormwater
infrastructure and comply with mandated operation,maintenance and reporting requirements.
Comprehensive Plan Objective: (D.3.2)The City of Clearwater shall continue to develop watershed management plans which should seek to identify,
evaluate and implement the most cost effective and cost efficient programs for Stormwater management,including Stormwater quantity and quality.
I
I
264
1
I CAPITAL IMPROVEMENT PROGRAM
I
2011 THROUGH 2016
STORMWATER UTILITY
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96170
I Coastal Basins Projects
Stormwater 2,600,000 1,580,700 1,000,000 1,000,000 1,000,000 1,000,000 8,180,700
Future Bond Issue 869,300 869,300
I This project provides for the implementation of water quantity and quality projects within the City's coastal basins to abate structure and street
flooding,improve water quality,add,upgrade or restore Stormwater infrastructure and comply with mandated operation,maintenance and reporting
requirements.
I Comprehensive Plan Objectives: (D.3.3)Lower high water profiles during storm events,as necessary,to reduce house flooding occurrences and to
lessen the resulting adverse effects on public health,the natural environment,public and private property. (D.3.5)Protect and enhance the quality of
receiving waters by the use of"Best Management Practices"in accordance with the adopted watershed management plans.
I 96173
Alligator Creek Watershed Projects
IStormwater 250,000 150,000 1,250,000 750,000 1,000,000 1,250,000 4,650,000
This project provides for the implementation of water quantity and quality projects within the Alligator Creek watershed. Including those identified in
I the Alligator Creek Watershed Management Plan,to abate structure and street flooding, improve water quality, add,upgrade or restore Stormwater
infrastructure and comply with mandated operation,maintenance and reporting requirements.
Comprehensive Plan Objective: (D.3.2)The City of Clearwater shall continue to develop watershed management plans which should seek to identify,
1 evaluate and implement the most cost effective and cost efficient programs for stormwater management,including stormwater quantity and quality.
1 96175
TV Truck&Camera
L/P-Stormwater 300,000 300,000
I This project provides funding for an additional TV truck with a camera. The equipment will record data and monitor the City's 4-28 187-mile
stormwater drainage system and facilitate the identification of old and deteriorating pipe.
I Comprehensive Plan Objective: (D.3.6)Continue to provide sound fiscal management of the stormwater management systems to include maintenance,
operation and construction in accordance with the watershed management plans and concurrent with its implementation.
IAnnual Operating Costs: Annual debt service and personnel expenditures to be funded by the Stormwater Fund.
961xx
I Allen's Creek Watershed Mgt Plan
Stormwater 200,000 200,000
This project provides for the preparation of a watershed management plan for Allen's Creek.Due to the configuration of the watershed,the project will
Ibe completed in cooperation with Pinellas County and the City of Largo.
Comprehensive Plan Objective: (D.3.2)The City of Clearwater shall continue to develop watershed management plans which should seek to identify,
evaluate and implement the most cost effective and cost efficient programs for Stormwater management,including stormwater quantity and quality.
I 1 Total Stormwater Utility: 4,629,450 5,250,000 4,100,000 4,430,000 6,000,000 5,300,000 29,709,450
1 265 ICI
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
III
GAS SYSTEM
The Gas System section includes projects that support the Gas System operation for the City. The majority of these projects are maintenance projects '
to maintain the system. Also,included in this section are also several projects for the continued expansion of the system. All projects are funded by
the Gas Fund.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
I
following related priorities:
• Well Maintained Infrastructure
• Efficient Responsive City Services
Project#/ Funding I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96358
Environmental Remediation
I
Gas 100,000 100,000 100,000 100,000 100,000 100,000 600,000
This project will provide funding for cleaning up the old gas plant site as may be required by the Florida Department of Environmental Protection.The
I
site is located between Jones Street on the south,Maple Street on the north,Myrtle Avenue on the east,and Railroad Avenue on the west. The Florida
Department of Environmental Protection will be providing us, at some future date, their requirements for the remediation on the property. Other
environmental locations requiring remediation will also be funded from this project, as the requirement is determined. Funding for this will be
recovered through the Environmental Imposition Adjustment clause in the Gas System rates. I
96365
Line Relocation Pinellas-Maintenance I
Gas 50,000 50,000 50,000 50,000 50,000 50,000 300,000
This is a continuing project to fund the removal of abandoned gas lines as required by the State Department of Transportation.
96374
Line Relocation Pinellas-Capitalized 1
Gas 200,000 100,000 50,000 50,000 50,000 50,000 500,000
This is a continuing project to relocate gas mains for road construction and upgrades to the mains.This portion of the project involves work that adds
to the value of the gas system and is therefore capitalized.
96376
1
Line Relocation Pasco -Maintenance
Gas 50,000 50,000 50,000 50,000 50,000 50,000 300,000
This is a continuing project to fund the removal of abandoned gas lines as required by the State Department of Transportation.
96377 1
Pinellas New Mains&Service Lines
Gas 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 9,000,000
This project will provide for extension of gas mains and services as well as new mains and services within Pinellas County. It will fund related I
activities such as capital replacement of obsolete cast iron,steel,galvanized mains,and liquid propane service. This project will also provide funding
match for federal gas monies under the potential economic stimulus program.
266 1
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
GAS SYSTEM
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total 1
96378
Pasco New Mains&Service Lines
IGas 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
This project will provide for extension of gas mains and services as well as new mains and services within Pasco County.It will fund related activities
such as capital replacement of obsolete cast iron and galvanized mains,liquid propane service.
96379
' Gas Meter Change Out- Pasco
Gas 50,000 50,000 50,000 50,000 50,000 50,000 300,000
I To provide funding for continually maintaining accurate gas meters to maximize gas revenues.Funding of this project will come from available gas
system revenues.
I 96381
Line Relocation Pasco-Capitalized
Gas 100,000 100,000 100,000 100,000 400,000
II This is a continuing project to relocate gas main for road construction and upgrades to the mains.This portion of the project involves work that adds to
the value of the Gas System and is therefore capitalized.Funding for this project will come from available gas system revenues.
I 96384
Building Renovation
Gas 100,000 200,000 200,000 200,000 200,000 200,000 1,100,000
1 This project provides funding to renovate the buildings at Myrtle Street and provide for future offices as required.Funding for this project will come
from available gas system revenues.
I 96386
Expanded Energy Conservation
IGas 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
This project provides funding for gas load building objectives to include Residential SAVE programs, Commercial Conservation programs and a
I System-wide Neighborhood Expansion program. Initial funding from Gas Supply Acquisition Project #2. Additional funding from Gas System
revenues.
I 96387
Natural Gas Vehicle
Gas 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
I This project provides funding for a Natural Gas Vehicle program to include a natural gas filling station for City of Clearwater and public use and the
conversion of Gas System vehicles to natural gas fuel.Initial funding from Gas Supply Acquisition Project#2.Additional funding from Gas System
revenues.
I
1 Total Gas System: 2,700,000 2,700,000 2,750,000 2,750,000 2,750,000 2,750,000 16,400,000
1 267
CAPITAL IMPROVEMENT PROGRAM
II
2011 THROUGH 2016
SOLID WASTE
The Solid Waste section includes projects that support the Solid Waste operations of the City. Included in this section are projects for facility
I
maintenance and major repairs,as well as equipment and container replacements. All projects are funded by Solid Waste revenue.
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision and the following related
priorities:
• A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and
the following related priorities:
• Well Maintained Infrastructure
• Efficient Responsive City Services
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96426
Facility R&R
Solid Waste 55,000 55,000 100,000 105,000 106,000 105,000 526,000
I
This project provides for the repair or modification of site and land improvements,buildings,machinery and equipment at the two(2) Solid Waste
facilities.Major emphasis on maintenance and extending useful lives of fixed assets is required to ensure minimum downtime.The Transfer Station
I
requires replacement of necessary components to maintain and upgrade the original equipment installed in 1971.
Comprehensive Plan Objective: (D.2.3)Continue to provide sound fiscal management for solid waste collection,transport,disposal and recycling as it
develops through State legislation.
96443
Residential Container Acquisition I
Solid Waste 110,000 110,000 110,000 150,000 150,000 135,000 765,000
This project includes the replacement of approximately 5-10%of the 26,800 automated containers in the field,and the acquisition of new 90-gallon
automated containers to meet the anticipated less than 1% annual growth of residential customers. Experience indicates that as many as 2,500
containers could be required annually,at a current cost of approximately$66 each.Also included in this project is the cost of replacement parts,when
automated containers can be repaired.
Comprehensive Plan Objective: (D.2.3)Continue to provide sound fiscal management for solid waste collection,transport,disposal and recycling as it
develops through State legislation.
96444 1
Commercial Container Acquisition
Solid Waste 250,000 250,000 250,000 290,000 290,000 290,000 1,620,000
This is an on-going project for the purchase and replacement of roll-off containers,compactors and dumpsters for approximately 3,200 commercial I
accounts. This project includes the replacement of containers damaged or deteriorated during their normal useful life of five (5) years and the
acquisition of additional containers(compactors,roll-offs or dumpsters)to meet system growth.
Comprehensive Plan Objective: (D.2.3)Continue to provide sound fiscal management for solid waste collection,transport,disposal and recycling as it
develops through State legislation.
I
Total Solid Waste: 415,000 415,000 460,000 545,000 546,000 530,000 2,911,000
268
I
CAPITAL IMPROVEMENT PROGRAM
I
2011 THROUGH 2016
UTILITIES MISCELLANEOUS
The Utilities Miscellaneous section includes Utilities projects that support more than one utilities operation. These projects are typically funded by
Ione or more of the utilities operations depending on which operation the project supports.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
I following related priority:
• Well Maintained Infrastructure
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 96516
City-Wide Aerial Photography
Water 1,000 1,000 2,000
I Sewer 1,000 1,000 2,000
Stormwater 2,000 2,000 4,000
The Engineering Department maintains a 100%scale atlas of aerial photography,which is updated on the desirable schedule of every two(2)years.
I The aerial atlas is widely used by the public and many City departments for information and planning.The Engineering Department uses the aerials in
conjunction with permitting,construction drawings,and as an important source of historical information.The aerial atlas presently in use was flown in
January 2009.
t 96523
Public Utilities Administration Building R& R
I Utility R&R 20,000 20,000 20,000 20,000 20,000 20,000 120,000
This project provides funding for the building and equipment upgrades for the Public Utilities Complex to include the Public Utilities Administration
Building,Motor Shop,Meter Shop and Supervisors Building.
I
1 Total Utilities
Miscellaneous: 24,000 20,000 20,000 24,000 20,000 20,000 128,000
I
I
I
I 269
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
SEWER SYSTEM 111 li
The Sewer System section includes projects that support the Sewer System operations for the City. All projects,except the projects funded with Lease
Purchase,are included either in the current Rate Study or a future Rate Study.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priorities:
•Well Maintained Infrastructure
• Efficient Responsive City Services
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96202 1
WWTP Screw Pump Replacement
Utility R&R 757,000 702,000 1,459,000
This project provides funding for modifications and improvements to the existing Archimedes Screw Pump facilities at the Marshall Street WWTP in
FY 2009/10,with construction continuing into 2010/11,followed by improvements at the Northeast WWTP in FY 2010/11 and the East WWTP in
FY 2014/15. Work includes adding submersible pump capabilities and rehabilitation of existing screw pumps to the internal recycle process at all
three plants.
Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency 111(E.P.A.)requirements.
96615
Odor Control
Utility R&R 100,000 100,000
This project provides funding for the enclosure of channels/tanks to minimize air volumes for treatment. ,
Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency
(E.P.A.)requirements.
96619 1
WWTP Generator Replacement
Future Bond Issue 200,000 200,000
This project provides funding for the replacement of the backup generators at the East and Marshall Street WWTP's.
Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency
(E.P.A.)requirements.
I
270 '
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
SEWER SYSTEM
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96630
I Sanitary Sewer Extensions
Sewer Impact 500,000 1,072,350 28,900 10,820 15,070 14,420 1,641,560
Utility R&R 227,650 986,670 1,036,800 384,930 1,465,060 4,101,110
I Sewer 1,334,430 552,380 2,255,520 4,142,330
This project provides new sanitary sewer service to residents within the City of Clearwater service area. The initial full neighborhood project is
Idlewild/The Mall and is scheduled to begin in FY 2011/12 with design and continued construction into 2012/13. Remaining septic areas will be
' addressed based upon priority in subsequent years.
Comprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.(D.1.3.5)
Extend force mains,lift station capacity and the gravity wastewater collection system to serve existing development as well as new infill development.
I 96634
Sanitary Utility Relocation
Utility R&R 600,000 125,000 125,000 125,000 125,000 125,000 1,225,000
I The project provides funding for the relocation of sanitary sewer infrastructure to accommodate roadway improvements by Florida DOT, Pinellas
County,and the City of Clearwater.Projects include:US 19(Whitney to Seville),US 19(Sunset Point to Countryside Blvd),US 19(Seville to SR
60), Sunset Point Road (US 19A to Keene), McMullen Booth at Drew Street, Nursery Road (Belcher to US 19), Belleair Road at Keene Road,
Progress Energy Trail, Pinellas Trail, Druid Trail, US 19 at SR 60, Memorial Causeway(east of Island Way to Ft. Harrison), SR 60 (Fredrica to
Highland),Alt 19(Drew to Monroe St.),Myrtle Ave,McMullen Booth at SR 590,Beach Walk,Osceola Streetscape and Cleveland Streetscape.
Comprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.
1
96645
I Laboratory Upgrade and R&R
Utility R&R 450,000 100,000 100,000 75,000 100,000 25,000 850,000
The project provides for the repair,replacement and upgrade of the existing laboratory instrumentation to meet state and federal testing requirements
I for wastewater, bio-solids, reclaimed water, and environmental monitoring, stormwater treatment and potable water. Replacement of the UPS
(Uninterruptible power supply)for the laboratory building is scheduled for FY 2010/11.
IComprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.
96654
I Facilities Upgrade&Improvement
Sewer 300,000 500,000 400,000 400,000 400,000 400,000 2,400,000
I The project provides funding for future improvements and upgrades at the City's three(3)AWT plants and bio-solids facility.
Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency
111 (E.P.A.)requirements.
I
I 271
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
SEWER SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96664
Water Pollution Control R&R
Future Bond Issue 900,000 1,612,000 1,157,310 500,000 500,000 500,000 5,169,310
The project provides for the design,repair,rehabilitation,and replacement of Water Pollution Control Plant and bio-solids facility items such as sludge
chains,pumps,motors,associated plumbing,instruments,and minor facility repair to return or maintain the Water Pollution Control facilities to or at
designed capability.
Comprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.
96665
Sanitary Sewer R&R
Utility R&R 816,380 321,720 1,138,100
Sewer 465,600 1,719,170 1,365,570 1,243,490 3,718,080 1,117,110 9,629,020
Future Bond Issue 34,400 464,450 1,334,430 1,756,510 3,460,200 2,582,890 9,632,880
The project provides general system wide condition inspections,rehabilitation and new appurtenances.
Comprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020. 1
96666
WWTP East Bypass&NE Pump
Future Bond Issue 40,000 40,000
This project provides funding for modifications for East WWTP Anoxic Tank Bypass System for FY 2009/10 and RAS Pump Station improvements
and upgrading of the second anoxic flow split at Northeast in FY 2013/14.
Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency
(E.P.A.)requirements.
1
96686
Pump Station Replacement
Sewer 1,900,000 2,500,000 1,000,000 2,500,000 1,350,000 1,225,000 10,475,000
This project provides funding to inspect,rehabilitate or replace existing pump stations systems,their related force mains and telemetry systems to
adhere to current industry and regulatory requirements.
Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency
(E.P.A.)requirements.
272 t
1 CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
SEWER SYSTEM
Project#/ Funding
1 Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
966xx
NE WWTP Thermal Dryers
Future Bond Issue 2,157,370 10,497,310 12,654,680
This project provides for the installation of bio-solids dryers for the disposal of dried bio-solids to meet FDEP and EPA class A regulations.
' Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency
(E.P.A.)requirements.
966xx
WWTP UV Disinfect
Future Bond Issue 1,314,860 1,314,860
This project provides funding for the installation of UV disinfection systems at all three (3) plants, including lamp systems and electrical
Comprehensive Plan Objective: (D.1.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water
pollution control facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency
(E.P.A.)requirements.
Total Sewer System: 6,207,000 9,137,000 7,832,310 8,240,000 13,234,370 21,522,170 66,172,850
1 I
I
273
CAPITAL I
C AL IMPROVEMENT PROGRAM
2011 THROUGH 2016 111 WATER SYSTEM
The Water System section includes projects that support the Water System operations for the City. All projects,except the projects funded with Lease
I
Purchase,are included either in the current Rate Study or a future Rate Study.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priorities:
I
• Well Maintained Infrastructure
• Efficient Responsive City Services
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96721 1
System R&R-Maintenance
Utility R&R 150,600 450,000 450,000 450,000 50,000 50,000 1,600,600
Water 64,400 64,400
This is an on-going program relating to maintenance, repair or replacement of water mains, service lines, valves, fire hydrants, miscellaneous
equipment, damaged facilities, painting tanks and maintenance of nineteen (19) existing wells and thirteen (13) new wells. Work involves
maintenance,repair and replacement of facilities that do not involve upgrading.
Comprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound and efficient manner on a daily basis.
96739
Reclaimed Water Distribution System I
Water 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
This project provides for the continued expansion of the City's Reclaimed Water System based on the Reclaimed Water Master Plan Update.
I
Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water service to all customers in the Clearwater service area.
Current service level(July 2007)is 40,390 customer accounts(potable,reclaimed and fire). (D.5.5)Continue to develop a potable water system that is
I
compatible with the environment and seeks to conserve and protect sensitive natural resources. (D.5.5.7)Reclaimed water service will continue to be
extended to private residences based on the Twenty(20)Year Reclaimed Water Master Plan.
Annual Operating Costs: Costs include personnel services(two additional FTE's),utilities and operating supplies.Estimated average yearly costs will '
be$250,000.
96740
I
Water Supply&Treatment
Utility R&R 50,000 50,000 50,000 50,000 50,000 50,000 300,000
This project provides funding for maintenance,replacement,and upgrade of supply facilities.
I
Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water service to all customers in the Clearwater service area.
Current service level(July 2007)is 40,390 customer accounts(potable,reclaimed and fire). (D.5.5) Continue to develop a potable water system that
I
is compatible with the environment and seeks to conserve and protect sensitive natural resources.
I
II
274
I
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
WATER SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 96741
System R&R-Capitalized
IUtility R&R 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
This project involves the repair and replacement of water mains,service lines,valves,fire hydrants,and facilities equipment,etc.that are upgraded
during the repair/replacement process.Funding for capitalized labor,equipment and material for in-house work is included.
IComprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound and efficient manner on a daily basis.
1 96742
Line Relocation-Capitalized
I Utility R&R 200,000 200,000 200,000 200,000 200,000 1,000,000
Future Bond Issue 600,000 600,000
This is an on-going project to relocate water mains and related facilities conflicting with public works projects of various governmental entities and
I which are upgraded during relocation.Funding for capitalized labor,equipment and material for in-house work is included.Planned work includes US
19(Sunset to Countryside),US 19(Whitney to Seville),US 19(Seville to SR 60),US 19 @ SR 60 Sunset Point(Alt US 19A to Keene),McMullen
Booth at SR590,McMullen Booth at Drew Street,Nursery Road(Belcher to US 19),SR 60/Memorial Causeway Bridge(east of Island Way to Ft.
I Harrison),SR60(Fredrica to Highland),Osceola Streetscape and Cleveland Streetscape-(Phase 2).
Comprehensive Plan Objective: (D.5.4)Continue to provide sound fiscal management for the operation and maintenance of potable water service in
the City's service area.
96743
Meter&Backflow Replacement&Change Out
IUtility R&R 350,000 350,000 350,000 350,000 350,000 350,000 2,100,000
This is an on-going project to repair/replace water meters, backflow prevention devices, and accessories to assure accurate flow measurement,
maximum revenues,and proper operation.
IComprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound and efficient manner on a daily basis.
I 96744
System Expansion
I Water Impact 250,000 87,570 22,540 20,210 29,010 27,780 437,110
Utility R&R 162,430 227,460 229,790 220,990 222,220 1,062,890
This project provides funding and capitalizes Water Division labor,equipment and material expenses relating to additions to Clearwater's distribution
Isystem,including new meters,backflow prevention devices,main extensions,etc.Location of work areas is determined by customer demand.
Comprehensive Plan Objective: (D.5.1)To maintain adequate Levels of Service for existing and future populations through the year 2018.
I I
1
ill
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I
1 275
CAPITAL I
C AL IMPROVEMENT PROGRAM
2011 THROUGH 2016 II WATER SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96752
Water Service Lines
Water 150,000 150,000 150,000 150,000 150,000 150,000 900,000
I
This project is to upgrade the City's existing galvanized water service lines that are in poor condition.
Comprehensive Plan Objective: (D.5.1)To maintain adequate Levels of Service for existing and future populations through the year 2018. 1
96757 1
Water Pick-up Trucks
L/P-Water 34,770 34,770 I
This project provides funding for the purchase of two (2) additional 1-ton pick-up trucks. The vehicles will be used to perform required annual
inspections of the Reclaimed Water System as contained in the Reclaimed Water Master Plan in years 2006-2012.
Comprehensive Plan Objective: (D.5.2)Provide adequate quantity and quality of water service to all customers of the Clearwater service area.Current
I
service level(July 2007)is 40,390 customer accounts(potable,reclaimed and fire).
Annual Operating Costs: Annual debt service costs of approximately$7,536 through 2016. 1
96758 I
II
Fluoride in Water System
Future Bond Issue 1,507,590 1,507,590
This project provides funding for the City of Clearwater treatment and distribution system to be modified to include fluoride injection at each of the
City's reservoirs.
Comprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound and efficient manner on a daily basis.
96764
IReverse Osmosis Expansion at Reservoir #1
Water 5,579,670 5,579,670
Future Bond Issue 3,420,330 3,420,330 I
This project provides funding for the expansion of the City's existing RO Plant potentially adding one(1)Million Gallons per Day(MGD)in water
production.This includes plant equipment,piping modifications and replacing 5 MGD Ground Storage Tank with two(2)three(3)MGD Ground
Storage Tanks.
I
Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water services to all customers in the Clearwater service area.
Current service level(July 2007)is 40,390 customer accounts(potable,reclaimed and fire).
Annual Operating Costs: Costs include maintenance,utilities and operating supplies.Estimated annual costs are$500,000 to be funded by the Water
I
and Sewer Fund.
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276
1
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
WATER SYSTEM
Project#/ Funding
I Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96767
Reverse Osmosis at Reservoir#2
I Water 500,000 1,592,580 2,200,000 4,292,580
Future Bond Issue 1,296,930 5,707,420 7,004,350
This project provides funding for brackish wells,raw water pipelines,6.0 MGD brackish RO Plant with brine disposal to injection well.
Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water services to all customers in the Clearwater service area.
l Current service level(July 2007)is 40,390 customer accounts(potable,reclaimed and fire).
Annual Operating Costs: Costs include personnel services(8 additional FTE's),maintenance,utilities and operating supplies.Estimated yearly costs
effective in FY 2013/14 will be$3,510,000.
I
96768
I Rebate-Well,Lake,Pond Irrigation Abandonment
Water 25,000 25,000 25,000 25,000 25,000 25,000 150,000
This project provides funding for the Well,Lake,Pond Irrigation Abandonment program that was approved by the City Council May 3,2007. This
I program provides a homeowner a rebate if they are willing to properly abandon a private well, lake or pond irrigation system,when establishing
reclaimed water service at their residence.
I Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water services to all customers in the Clearwater service area.
Current service level(July 2007)is 40,390 customer accounts(potable,reclaimed and fire). (D.5.5) Continue to develop a potable water system that
is compatible with the environment;and seeks to conserve and protect sensitive natural resources.
1 96771
Water Supply Pick-up Trucks
IL/P Water 20,000 40,000 60,000
This project provides funding for one(1)additional 1/2 ton pick-up trucks in FY 10/11 and two(2)additional 1/4 ton pick-up trucks in FY 13/14 to
be used by the additional personnel to investigate plant alarms(operational and chemical)at Water Treatment Plants,collect water samples as needed
and inspect wells periodically.
Annual Operating Costs: Personnel services costs,debt service and garage charges of approximately$50,620 starting FY 2011.
96772
Double Line Stop Equipment
UP-Water 40,000 40,000
This project provides for the purchase of a Double line stop.This is the temporary placement of two inflatable bladders or plugs inside of a water main
for the propose of isolating a section of water main while causing minimal service interruptions/precautionary boil water notices.A Line Stop would
I be placed upstream and downstream of the work area.We use double line stops when gate valve(s)are not upstream and downstream of the work site.
We currently own the base equipment that would be used together with the additional double line stop(this is a modular type of system).
I Comprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound,and efficient manner on a daily basis.
Annual Operating Costs:Annual debt service expenditures will be approximately$8,670 through 2016.
I 1
1 277
API
C TAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
WATER SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96773
Groundwater Replenishment Facility 111 Future Bond Issue 768,140 768,140 3,985,250 4,000,000 4,050,000 13,571,530
This project provides funding for a Microfiltration, Reverse Osmosis, Advanced Oxidation 3.0 MGD Water Purification Plant, purified water
pipelines,with injection wells to replenish the local aquifer.
Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water services to all customers in the Clearwater service area.
Current service level(July 2007)is 40,390 customer accounts(potable,reclaimed and fire). (D.5.5) Continue to develop a potable water system that
is compatible with the environment;and seeks to conserve and protect sensitive natural resources.
Annual Operating Costs:Annual operating costs beginning in FY 2015 will approximately amount to$1,170,000,which includes three(3)new FTE's
96774
Automated Meter Reading
Future Bond Issue 3,000,000 3,000,000 3,000,000 9,000,000
This project will fund conversion to an automated meter reading system(AMR)for the potable water and reclaimed water systems.
Comprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound,and efficient manner on a daily basis.
1
Total Water System: 16,199,840 6,143,140 16,160,250 8,115,000 5,525,000 2,982,590 55,125,820
I
1
1
i
278 1
I CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
IRECYCLING
The Recycling section includes projects that support the Recycling operations of the City. Included in this section are projects for facility
I maintenance, major repairs, replacement of equipment and containers, and the promotion of recycling participation. All projects are funded by
Recycling Fund revenue.
Projects in this section support the"Clearwater is a Wonderful Place to Live"element of the City Council's Vision and the following related priorities:
I • A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
I
Project#/ Funding
I Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96804
Recycling Container Acquisition
I Recycling 49,000 50,000 50,000 50,000 199,000
This project provides for the purchase and replacement of recycling bins,carts/containers and dumpsters for the City's three Recycling Programs—
Residential,Multi-Family and Commercial.
IComprehensive Plan Policy: (D.2.3.5)Replacement of equipment and containers shall be scheduled on a basis that permits a uniform replacement rate
and avoids irregular capital outlays of substantial amounts of revenue.
I
96805
I Recycling Expansion R&R&Participation Programs
Recycling 47,000 50,000 50,000 50,000 197,000
This project provides for the upkeep of the recycling processing center to include facility maintenance, major repairs, equipment refurbishment or
I replacement,processing enhancements,and to promote recycling participation and marketing.The current available balance in the project will provide
funding for this project through FY 2011/12 which will include maintenance on the shelter and concrete floor resurfacing in the Processing Center. In
future years, funding for the replacement of the magnetic separator conveyor, security system addition,drainage improvements,and new recycling
processing equipment will be provided.
IComprehensive Plan Objective: (D.2.3)Continue to provide sound fiscal management for solid waste collection,transport,disposal and recycling as it
develops through State legislation.
I
Total Recycling: - _ - 96,000 100,000 100,000 100,000 396,000
I
I
1
I
1 279
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I TOTAL BY CATEGORY
I2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
IFire Protection 1,020,790 5,280,580 2,807,630 4,749,820 1,668,570 5,084,300 20,611,690
New Street Construction 2,500,000 2,500,000
IMajor Street Maintenance 3,316,620 3,794,310 3,650,820 3,664,780 3,678,880 5,693,120 23,798,530
Sidewalk and Bike Trails 472,000 472,000 944,000
IIntersections 435,000 435,000 435,000 435,000 435,000 435,000 2,610,000
' Parking 300,000 225,000 200,000 225,000 225,000 225,000 1,400,000
Miscellaneous Engineering 8,035,000 35,000 35,000 35,000 35,000 35,000 8,210,000
IParks Development 4,605,500 1,042,500 1,282,500 10,102,500 1,112,500 4,862,500 23,008,000
Marine Facilities 220,000 423,000 423,000 423,000 423,000 423,000 2,335,000
IAirpark Facilities 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Libraries 635,310 10,635,310 639,740 665,310 685,270 705,830 13,966,770
Garage 2,951,600 3,074,590 3,131,190 3,088,950 3,147,910 3,108,080 18,502,320
IMaintenance of Buildings 204,500 370,100 346,060 325,140 344,350 339,250 1,929,400
Gen Public City Bldg&Equip 7,000,000 7,000,000
IMiscellaneous 840,000 620,000 5,420,000 645,000 645,000 650,000 8,820,000
IStormwater Utility 4,629,450 5,250,000 4,100,000 4,430,000 6,000,000 5,300,000 29,709,450
Gas System 2,700,000 2,700,000 2,750,000 2,750,000 2,750,000 2,750,000 16,400,000
ISolid Waste 415,000 415,000 460,000 545,000 546,000 530,000 2,911,000
Utilities Miscellaneous 24,000 20,000 20,000 24,000 20,000 20,000 128,000
ISewer System 6,207,000 9,137,000 7,832,310 8,240,000 13,234,370 21,522,170 66,172,850
IWater System 16,199,840 6,143,140 16,160,250 8,115,000 5,525,000 2,982,590 55,125,820
Recycling
96,000 100,000 100,000 100,000 396,000
1 TOTAL 52,749,610 49,610,530 52,299,500 48,573,500 48,057,850 55,247,840 306,538,830
I 281
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I SUMMARY OF GENERAL FUND REVENUE
Program 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I Fire Protection 375,040 372,740 428,470 312,470 325,910 335,370 2,150,000
Miscellaneous Engineering 35,000 35,000 35,000 35,000 35,000 35,000 210,000
Park Development 830,500 917,500 957,500 977,500 987,500 987,500 5,658,000
Marine Facilities 115,000 120,000 120,000 120,000 120,000 120,000 715,000
I Libraries 635,310 635,310 639,740 665,310 685,270 705,830 3,966,770
Maintenance of Buildings 204,500 317,100 321,060 325,140 329,350 339,250 1,836,400
Miscellaneous 70,000 70,000 70,000 70,000 70,000 70,000 420,000
' Total General Fund 2,265,350 2,467,650 2,571,770 2,505,420 2,553,030 2,592,950 14,956,170
I FIRE PROTECTION: 1221 -EMS Capital Equipment 15,000
1257-Auto External Defibrillator Program 30,050
1259-Radio Replacements 99,110
-Thermal Imaging Cameras 20,780
I1260
1261 -Personal Protective Equipment 165,100
1264 Fire Hose Replacement 35,000
1265-EMS Support Vehicles 10,000 375,040
IMISC ENGINEERING 2822-Miscellaneous Engineering 35,000 35,000
PARK DEVELOPMENT: 3203-Carpenter Fld Infrastructure Repairs&Improvements 30,000
3204-Concrete Sidewalk,Pad Repairs&Replacement 50,000
3205-Bright House Networks Field Infrastructure Repairs&Impv 108,500
3213-Park Amenity Purchase,Repair&Replacement 50,000
I 3229-Tennis&Basketball Court Resurfacing 42,000
3230-Playground&Fitness Equipment Purchase&Replace 100,000
3247 Fitness Equipment Replacement 25,000
3262-Fencing Replacement Program 90,000
I 3271 -Swimming Pool Renovations&Repairs 70,000
3278-Long Center Infrastructure Repairs 60,000
3286 Parking Lot/Bike Path Resurfacing&Improvements 45,000
3604-Boardwalks&Docks Repair&Replacement 70,000
I 3613-Clearwater Country Club 50,000
3618-Miscellaneous Park&Recreation Contract Svcs 40,000 830,500
MARINE FACILITIES: 3497-Docks&Seawalls 100,000
I 3499-Pier 60/Sailing Center Maintenance 15,000 115,000
LIBRARIES: 3527 Books&Other Library Materials 635,310 635,310
I MAINTENANCE OF BUILDINGS: 3269-Light Replacement&Repair 71,250
4510-Air Conditioners-City Wide Replacements 57,000
4512 Roof Repairs 5,000
4517-Painting of Facilities 47,500
' 4519-Flooring for Facilities 23,750 204,500
MISCELLANEOUS: 4761 Pollutant Storage Tank Removal/Replacement 20,000
4803-Environmental Assessment&Clean-up 50,000 70,000
2
2
TOTAL GENERAL FUND FY 2010/11: 65,350
I 283
I
Summary of Funding Sources I
1
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
GENERAL SOURCES
General Revenue
91221 -EMS Capital Equipment 15,000 15,000 15,000 15,000 15,000 15,000 90,000
I
91257-Automatic External Defib Program 30,050 31,410 32,350 93,810
91259-Radio Replacements 99,110 64,030 43,720 45,460 20,000 20,800 293,120
91260-Thermal Imaging Cameras 20,780 21,610 22,470 23,370 24,300 25,270 137,800
91261 -Personal Protective Equipment 165,100 170,050 175,150 180,400 185,810 191,380 1,067,890
I
91262-SCBA Upgrades-Fill Station 125,000 125,000
91263-Extrication Tools 56,000 56,000
91264-Fire Hose Replacement 35,000 36,050 37,130 38,240 39,390 40,570 226,380
91265-EMS Support Vehicles 10,000 10,000 10,000 10,000 10,000 10,000 60,000
I
92822-Miscellaneous Engineering 35,000 35,000 35,000 35,000 35,000 35,000 210,000
93203-Carpenter Fld Infrast Reps&Imprvmts 30,000 30,000 30,000 30,000 30,000 30,000 180,000
93204-Concrete Sidewalk,Pad R&R 50,000 45,000 45,000 45,000 45,000 45,000 275,000
93205-Bright House Field Infrast Repair/Impry 108,500 110,000 110,000 110,000 110,000 110,000 658,500
I
93213-Park Amenity Purchase&Replacement 50,000 60,000 60,000 60,000 60,000 60,000 350,000
93229-Tennis&Basketball Court Resurfacing 42,000 47,500 47,500 47,500 47,500 47,500 279,500
93230-Playground&Fit Equip Purch,&Rplcmt 100,000 120,000 120,000 120,000 120,000 120,000 700,000
93247-Fitness Equipment Replacement 25,000 25,000 30,000 30,000 30,000 30,000 170,000
93262-Fencing Replacement Program 90,000 95,000 130,000 130,000 130,000 130,000 705,000
93269-Light Replacement&Repair 71,250 80,000 80,000 80,000 80,000 80,000 471,250
93271 -Swimming Pool Renovations&Repairs 70,000 80,000 80,000 100,000 100,000 100,000 530,000
93278-Long Center Infrastructure Repairs 60,000 60,000 60,000 60,000 70,000 70,000 380,000
93286-Pking Lot/Bike Path Resurf&Imprvmt 45,000 55,000 55,000 55,000 55,000 55,000 320,000
93497-Docks&Seawalls 100,000 100,000 100,000 100,000 100,000 100,000 600,000
93499-Pier 60/Sailing Ctr Maint 15,000 20,000 20,000 20,000 20,000 20,000 115,000
93604-Boardwalks&Docks Repair&Rplcmt 70,000 100,000 100,000 100,000 100,000 100,000 570,000
93613-Clearwater Country Club Repair&Renov 50,000 50,000 50,000 50,000 50,000 50,000 300,000 I
93618-Miscellaneous Park&Recr Contract Svcs 40,000 40,000 40,000 40,000 40,000 40,000 240,000
94510-Air Conditioners-City Wide Replacements 57,000 58,710 60,470 62,280 64,150 71,650 374,260
94512-Roof Repairs 5,000 5,000 5,000 5,000 5,000 5,000 30,000
94514-Roof Replacements 100,000 100,000 100,000 100,000 100,000 500,000
94517-Painting of Facilities 47,500 48,930 50,400 51,910 53,470 55,070 307,280
94519-Flooring for Facilities 23,750 24,460 25,190 25,950 26,730 27,530 153,610
94761 -Pollutant Storage Tank R&R-General 20,000 20,000 20,000 20,000 20,000 20,000 120,000
94803-Environmental Assessment&Cleanup 50,000 50,000 50,000 50,000 50,000 50,000 300,000
I
Subtotal General Revenue 1,630,040 1,832,340 1,932,030 1,840,110 1,867,760 1,887,120 10,989,400
General Revenue/County Co-op
93527-Books&Other Library Materials 635,310 635,310 639,740 665,310 685,270 705,830 3,966,770
Subtotal General Revenue/Co-op 635,310 635,310 639,740 665,310 685,270 705,830 3,966,770
Road Millage I
92273-Streets&Sidewalks 2,047,430 1,938,280 1,794,790 1,794,790 1,794,790 1,794,790 11,164,870
92558-Intersection Improvements 45,000 45,000 45,000 45,000 45,000 45,000 270,000
Subtotal Road Millage 2,092,430 1,983,280 1,839,790 1,839,790 1,839,790 1,839,790 11,434,870
I
Penny for Pinellas
91218-Fire Engine Replacement 488,800 528,680 571,820 1,589,300
91253-Main Station Replacement 4,057,520 4,057,520 I
912xx-Clearwater Beach Fire Station 400,000 3,297,910 3,697,910
912xx-Countryside Fire Station 400,000 3,798,460 4,198,460
921xx-Bayshore Blvd.Realignment 2,500,000 2,500,000
92259-Traffic Calming Program 560,000 560,000 560,000 560,000 560,000 2,800,000
I
922xx-Downtown Streetscaping 2,000,000 2,000,000
92339-New Sidewalk Construction 472,000 472,000 944,000
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284
I
I
I Summary of Funding Sources
I2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
Penny for Pinellas(continued)
92839-Downtown Intermodal Facility 8,000,000 8,000,000
I 93272-Bicycle Paths-Bridges 750,000 750,000
934xx-City wide Seawall Replacement 138,000 138,000 138,000 138,000 138,000 690,000
935xx-Consolidated"Eastside"Library 10,000,000 10,000,000
93614-Royalty Theater 3,550,000 3,550,000
I 936xx Ruth Eckerd Hall 4,000,000 4,000,000
936xx-Coachman Park Redevelopment 5,000,000 5,000,000
936xx-Youth Sports Field Renovations 1,750,000 1,750,000
936xx-Neighborhood Park Renovations 1,250,000 1,250,000
I 94238-Police Vehicles 300,000 300,000 300,000 200,000 200,000 100,000 1,400,000
94620 New City Hall&Parking Garage 7,000,000 7,000,000
94861 Library Technology 1,250,000 1,250,000
948xx-St.Pete Times Property 3,500,000 3,500,000
ISubtotal Penny for Pinellas 11,850,000 15,544,320 8,648,000 13,724,590 8,770,000 11,390,280 69,927,190
Transportation Impact Fees
92551 -City-Wide Intersection Improvements 50,000 50,000 50,000 50,000 50,000 50,000 300,000
I 92553-New Signal Installations&Renovations
92558 Intersection Improvements 40,000 40,000 40,000 40,000 40,000 40,000 240,000
200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal Transportation Impact Fees 290,000 290,000 290,000 290,000 290,000 290,000 1,740,000
I Local Option Gas Tax
92259-Traffic Calming Program 800,000 200,000 200,000 200,000 175,000 175,000 1,750,000
92274-Bridge Maint&Improvements 469,190 1,096,030 1,096,030 1,109,990 1,149,090 1,163,330 6,083,660
I 92552-Signal Renovation 45,000 45,000 45,000 45,000 45,000 45,000 270,000
92558-Intersection Improvements 55,000 55,000 55,000 55,000 55,000 55,000 330,000
94839 Roadway&Traffic Asset Management 20,000 20,000
Subtotal Local Option Gas Tax 1,389,190 1,396,030 1,396,030 1,409,990 1,424,090 1,438,330 8,453,660
Special Program Fund(Special Events Revenue)
93602-Special Events Equip Repairs&Rplcmt 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Subtotal Special Events Revenue 25,000 25,000 25,000 25,000 25,000 25,000 150,000
I
Grants- Other Agencies
93272-Bicycle Paths-Bridges 200,000 200,000 400,000
I 936xx-FDOT Median and ROW Enhancements 100,000 100,000 100,000 100,000 100,000 500,000
Subtotal Grants-Other Agencies 200,000 100,000 300,000 100,000 100,000 100,000 900,000
Subtotal General Sources 18,111,970 21,806,280 15,070,590 19,894,790 15,001,910 17,676,350 107,561,890
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I
I
I 285
I
Summary of Funding Sources
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
SELF-SUPPORTING FUNDS
Marine Revenue
93413-Utilities Service Replacement 20,000 10,000 10,000 10,000 10,000 10,000 70,000
93429-Dock R&R 25,000 25,000 25,000 25,000 25,000 25,000 150,000
93490-Fuel System R&R 20,000 20,000 20,000 20,000 20,000 20,000 120,000
93496-Marine Facilities Dredging&Maint 15,000 85,000 85,000 85,000 85,000 85,000 440,000
94510-Air Conditioners-City Wide Rplcmt 20,000 20,000
Subtotal Marine Revenue 80,000 140,000 160,000 140,000 140,000 140,000 800,000
Downtown Boat Slips Revenue
93410-Downtown Boat Slips Maintenance 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Subtotal Boat Slips Revenue 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Aviation Revenue I
94817-Airpark Maintenance&Repair 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Subtotal Aviation Revenue 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Parking Revenue
92630-Parking Lot Resurfacing 50,000 50,000 50,000 50,000 200,000
92632-Parking Garage Maintenance&Repair 150,000 75,000 75,000 75,000 75,000 75,000 525,000 1
92636-Parking Lot Improvements 150,000 150,000 75,000 100,000 100,000 100,000 675,000
93403-Beach Guard Facility Maintenance 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Subtotal Parking Revenue 310,000 235,000 210,000 235,000 235,000 235,000 1,460,000
Water Revenue I
96516-City-Wide Aerial Photography 1,000 1,000 2,000
96721 -System R&R-Maintenance 64,400 64,400
96739-Reclaimed Water Distribution System 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
96752-Water Service Lines 150,000 150,000 150,000 150,000 150,000 150,000 900,000
96764-R.O.Expansion at Reservoir#1 5,579,670 5,579,670
96767-RO Plant at Reservoir#2 500,000 1,592,580 2,200,000 4,292,580
96768-Rebate-Well,Lake,Pond Trig Abd 25,000 25,000 25,000 25,000 25,000 25,000 150,000
I
Subtotal Water Revenue 6,020,070 875,000 1,967,580 2,576,000 375,000 375,000 12,188,650
Sewer Revenue
96516-City-Wide Aerial Photography 1,000 1,000 2,000
96630-Sanitary Sewer Extensions 1,334,430 552,380 2,255,520 4,142,330
96654-Facilities Upgrade&Improvements 300,000 500,000 400,000 400,000 400,000 400,000 2,400,000
96665-Sanitary Sewer R&R 465,600 1,719,170 1,365,570 1,243,490 3,718,080 1,117,110 9,629,020
I
96686-Pump Station Replacement 1,900,000 2,500,000 1,000,000 2,500,000 1,350,000 1,225,000 10,475,000
Subtotal Sewer Revenue 2,666,600 4,719,170 4,100,000 4,696,870 5,468,080 4,997,630 26,648,350
Water Impact Fees
96744-System Expansion 250,000 87,570 22,540 20,210 29,010 27,780 437,110
Subtotal Water Impact Fees 250,000 87,570 22,540 20,210 29,010 27,780 437,110
Sewer Impact Fees
96630-Sanitary Sewer Extensions 500,000 1,072,350 28,900 10,820 15,070 14,420 1,641,560
Subtotal Sewer Impact Fees 500,000 1,072,350 28,900 10,820 15,070 14,420 1,641,560
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286
I Summary of Funding Sources
I2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I Utility R&R
94517-Painting of Facilities 39,000 39,000
96202-WWTP Screw Pump Replacement 757,000 702,000 1,459,000
96523-Public Utilities Adm Building R&R 20,000 20,000 20,000 20,000 20,000 20,000 120,000
I 96615-Odor Control 100,000 100•000
96630 Sanitary Sewer Extensions 227,650 986,670 1,036,800 384,930 1,465,060 4,101,110
96634 Sanitary Utility Relocation 600,000 125,000 125,000 125,000 125,000 125,000 1,225,000
96645-Laboratory Upgrade and R&R 450,000 100,000 100,000 75,000 100,000 25,000 850,000
I 96665-Sanitary Sewer R&R
96721 -System R&R-Maintenance
816,380 321,720 1,138,100
150,600 450,000 450,000 450,000 50,000 50,000 1,600,600
96740 Water Supply and Treatment 50,000 50,000 50,000 50,000 50,000 50,000 300,000
96741 -System R&R-Capitalized 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
I 96742-Line Relocation-Capitalized 200,000 200,000 200,000 200,000 200,000 1,000,000
96743 Meter/Backflow Rplcmt/Change Out 350,000 350,000 350,000 350,000 350,000 350,000 2,100,000
96744 System Expansion 162,430 227,460 229,790 220,990 222,220 1,062,890
Subtotal Utility R&R 2,677,600 2,740,460 2,709,130 2,736,590 2,724,640 2,707,280 16,295,700
Stormwater Utility Revenue
94517-Painting of Facilities 4,000 4,000
96124-Storm Pipe System Improvements 900,000 1,000,000 1,000,000 1,100,000 1,100,000 1,200,000 6,300,000
I 96168-Stormwater System Expansion 479,450 237,700 80,320 797,470
96169-Stevenson Creek 100,000 950,000 350,000 980,000 626,690 394,070 3,400,760
96170-Coastal Basins Improvement Pjts 2,600,000 1,580,700 1,000,000 1,000,000 1,000,000 1,000,000 8,180,700
96173-Alligator Creek Watershed Projects 250,000 150,000 1,250,000 750,000 1,000,000 1,250,000 4,650,000
I 961xx-Allen's Creek Watershed Mgt Plan 200,000 200,000
96516-City-Wide Aerial Photography 2,000 2,000 4,000
Subtotal Stormwater Utility Revenue 4,331,450 3,884,700 3,837,700 3,912,320 3,726,690 3,844,070 23,536,930
Gas Revenue
94510-Air Conditioners-City Wide Rplcmt 10,000 10,000
94512-Roof Repairs 5,000 5,000
96358-Environmental Remediation 100,000 100,000 100,000 100,000 100,000 100,000 600,000
I 96365-Line Relocation Pinellas-Maintenance 50,000 50,000 50,000 50,000 50,000 50,000 300,000
96374 Line Relocation-Pinellas-Capitalized 200,000 100,000 50,000 50,000 50,000 50,000 500,000
96376-Line Relocation-Pasco-Maintenance 50,000 50,000 50,000 50,000 50,000 50,000 300,000
96377-Pinellas New Mains&Service Lines 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 9,000,000
I 96378-Pasco New Mains&Service Lines
96379 Gas Meter Change-Out-Pasco 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
50,000 50,000 50,000 50,000 50,000 50,000 300,000
96381 -Line Relocation-Pasco-Capitalized 100,000 100,000 100,000 100,000 400,000
96384-Building Renovation 100,000 200,000 200,000 200,000 200,000 200,000 1,100,000
I 96386-Expanded Energy Conservation 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
96387 Natural Gas Vehicle 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal Gas Revenue 2,700,000 2,710,000 2,755,000 2,750,000 2,750,000 2,750,000 16,415,000
1 Solid Waste Revenue
96426-Facility R&R 55,000 55,000 100,000 105,000 106,000 105,000 526,000
96443-Residential Container Acquisition 110,000 110,000 110,000 150,000 150,000 135,000 765,000
I 96444-Commercial Container Acquisition 250,000 250,000 250,000 290,000 290,000 290,000 1,620,000
Subtotal Solid Waste Revenue 415,000 415,000 460,000 545,000 546,000 530,000 2,911,000
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I
Summary of Funding Sources
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
Recycling Revenue
96804-Recycling Container Acquisition 49,000 50,000 50,000 50,000 199,000
96805-Recycl Expan R&R&Participation Prog 47,000 50,000 50,000 50,000 197,000
Subtotal Recycling Revenue 0 0 96,000 100,000 100,000 100,000 396,000
Subtotal Self-Supporting Funds 19,975,720 16,904,250 16,371,850 17,747,810 16,134,490 15,746,180 102,880,300
INTERNAL SERVICE FUNDS I
Garage Fund Revenue
94233-Motorized Equipment Rplcmt-Cash 40,000 110,760 114,080 117,500 121,030 124,660 628,030
Subtotal Garage Fund Revenue 40,000 110,760 114,080 117,500 121,030 124,660 628,030
I 1 1
Administrative Services Revenue
94729-City-Wide Connectivity 100,000 100,000
94828-Financial System Upgrades 75,000 75,000 75,000 75,000 75,000 75,000 450,000
94829-CIS Upgrades 50,000 50,000 50,000 50,000 50,000 50,000 300,000
94830-MS Licensing Upgrades 100,000 100,000
94857-Accela Permit&Code Enforce Upgd 25,000 25,000 50,000 50,000 50,000 50,000 250,000
Subtotal Administrative Services Revenue 350,000 150,000 175,000 175,000 175,000 175,000 1,200,000
General Services Fund Revenue
94519-Flooring for Facilities 15,000 15,000
Subtotal General Services Fund Revenue 0 0 0 0 15,000 0 15,000
Subtotal Internal Service Funds 390,000 260,760 289,080 292,500 311,030 299,660 1,843,030
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BORROWING
GENERAL SOURCES I
Lease Purchase-General Fund
91218-Fire Engine Replacement 470,000 508,350 549,830 1,528,180
91221 -EMS Capital Equipment 25,750 26,520 81,960 225,100 359,330
91229-Replace&Upgrade Air Packs 150,000 175,000 218,850 225,660 232,830 218,650 1,220,990 I
91236-Rescue Vehicle(Fire) 160,000 320,000 160,000 160,000 160,000 960,000
912xx-Rescue Squad Replacement 850,000 850,000
Subtotal Lease Purchase-General Fund 645,750 361,520 1,979,160 610,760 942,660 378,650 4,918,500
Subtotal Borrowing/General Sources 645,750 361,520 1,979,160 610,760 942,660 378,650 4,918,500 I
SELF-SUPPORTING FUNDS
Lease Purchase-Water
96757-Water Pick-up Trucks 34,770 34,770
96771 -Water Supply Pick-up Trucks 20,000 40,000 60,000
96772-Double Line Stop Equipment 40,000 40,000
I
Subtotal Lease Purchase-Water 94,770 0 0 40,000 0 0 134,770
Lease Purchase-Stormwater
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96175-TV Truck&Camera 300,000 300,000
Subtotal Lease Purchase-Stormwater 300,000 0 0 0 0 0 300,000
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I Summary of Funding Sources
I2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I Future Bond Issue-Water&Sewer
96619-WWTP Generator Replacement 200,000 200,000
96664-Water Pollution Control R&R 900,000 1,612,000 1,157,310 500,000 500,000 500,000 5,169,310
96665-Sanitary Sewer R&R 34,400 464,450 1,334,430 1,756,510 3,460,200 2,582,890 9,632,880
I 96666-WWTP East Bypass&Northeast Pump 40,000 40,000
966xx NE WWTP Thermal Dryers 2,157,370 10,497,310 12,654,680
966xx WWTP UV Disinfection 1,314,860 1,314,860
96742-Line Relocations-Capitalized 600,000 600,000
I 96758-Fluoride in Water System 1,507,590 1,507,590
96764-RO Plant Expansion Reservoir#1 3,420,330 3,420,330
96767 RO Plant at Reservoir#2 1,296,930 5,707,420 7,004,350
96773-Groundwater Replenishment Facility 768,140 768,140 3,985,250 4,000,000 4,050,000 13,571,530
96774-Automated Meter Reading 3,000,000 3,000,000 3,000,000 9,000,000
ISubtotal Water&Sewer Future Bond Issue 10,219,800 5,844,590 15,184,410 6,296,510 10,167,570 16,402,650 64,115,530
Future Bond Issue-Stormwater
I96168-Stormwater System Expansion 500,000 262,300 519,680 600,000 600,000 2,481,980
96169-Stevenson Creek 1,673,310 855,930 2,529,240
96170-Coastal Basins Improvement Pjts 869,300 869,300
Subtotal Future Bond Issue Stormwater 0 1,369,300 262,300 519,680 2,273,310 1,455,930 5,880,520
' Subtotal Borrowing/Self Supporting Funds 10,614,570 7,213,890 15,446,710 6,856,190 12,440,880 17,858,580 70,430,820
IINTERNAL SERVICE FUNDS
Lease Purchase-Garage
94234-Motorized Equipment Replacement-L/P 2,611,600 2,663,830 2,717,110 2,771,450 2,826,880 2,883,420 16,474,290
ISubtotal Lease Purchase-Garage 2,611,600 2,663,830 2,717,110 2,771,450 2,826,880 2,883,420 16,474,290
Lease Purchase-Administrative Services
I 94814-Network Infrastructure&Server R&R 350,000 350,000 350,000 350,000 350,000 350,000 2,100,000
94824 IT Disaster Recovery Equipment 25,000 25,000 25,000 25,000 25,000 30,000 155,000
94827-Telecommunications Upgrades 25,000 25,000 50,000 25,000 25,000 25,000 175,000
Subtotal Lease Purchase-Admin.Services 400,000 400,000 425,000 400,000 400,000 405,000 2,430,000
Subtotal Borrowing/Internal Service Funds 3,011,600 3,063,830 3,142,110 3,171,450 3,226,880 3,288,420 18,904,290
TOTAL: ALL FUNDING SOURCES 52,749,610 49,610,530 52,299,500 48,573,500 48,057,850 55,247,840 306,538,830
1
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I
LONG TERM CAPITAL PROJECT OPPORTUNITIES
1 Introduction
I The section entitled "Long Term Capital Project Opportunities", which start on the next page, is
introduced to the budget document this fiscal year. The projects included in this section are
projects identified within the Parks and Recreation Master Plan that recognize a need within our
I community. These projects are on our radarscope, but at this time specific funding resources are
not available to fund these needs.
I All of the projects in this list support the "Clearwater is a Wonderful Place to Play" element of the City
Council's Vision. Projects on this list also support the "Clearwater Provides the Infrastructure to
Support all its Attributes"element of the City Council's Vision.
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LONG TERM CAPITAL PROJECT OPPORTUNITIES
Enterprise Dog Park Phase II
This project would provide for the Phase II enhancement of the Enterprise Dog Park located on the
south side of Enterprise Road. The dog park has been met with overwhelming success and support
from the public and due to this popularity Phase II is being considered in order to expand the trails
and areas within the park for use by the public. This project would include board walk trails,
additional fencing, water fountains, benches and other park amenities.
Approximate Cost: $400,000
Annual Operating Cost: These costs are being analyzed and will be presented when the project 1
comes before the Council for final approval.
Lake Chautauqua Equestrian & Nature Park Development !
This project would provide for the phased development of the Lake Chautauqua Equestrian and
Nature Park, in accordance to the management plan approved by the City and State of Florida as
it relates to the FCT grant program. The park would provide access to Lake Chautauqua as well as
providing various trails for equestrian, nature and exercise. Parking, picnic facilities and other park
amenities would be provided.
Approximate Cost: $400,000
Annual Operating Cost: These costs are being analyzed and will be presented when the project
comes before the Council for final approval. 1
Long Center Lightning Protection Program
This project would provide for additional lightning protection for the Long Center buildings. By
installing this system participants in the aquatics area as well as other areas in the center will be
able to continue their activities without interruption. Currently whenever there is a threat of lightning
participants have to exist the pool for up to thirty (30) minutes without any additional lightning
strikes. This enhancement will allow the City to be able to use the indoor pool during inclement
weather.
Approximate Cost: $75,000
Annual Operating Cost: These costs are being analyzed and will be presented when the project
comes before the Council for final approval. 1
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292 1
1
IGlossary of Terms
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 which those transactions, events and circumstances occur, rather
than only in the periods in which cash is received or paid by the government.
I Ad Valorem Tax Meaning "according to value", an ad valorem tax is levied in proportion to the
assessed value of real property (taxable land and improvements thereon).This tax
is also known as property tax.
IAmendment 1 Legislation adopted by the citizens of Florida in January 2009 providing:
• An additional $25,000 homestead exemption for home owners with
I assessed values between $50,000 and $75,000,
• The ability for homesteaded property owners to transfer up to $500,000 of
the Save Our Homes benefit to a new homestead upon certain
conditions,
• A$25,000 exemption for each tangible personal property return,
• A 10%assessment cap for non-homestead properties,which will take effect
with the 2009 tax roll.
Annual Financial Financial compendium published subsequent to the close of each fiscal year,
1 Report 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.
I Appropriation Legal authorization granted by a legislative body (City Council) to make
expenditures and incur financial obligations for specific purposes.
I 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.
I Attrition A method of achieving a reduction in personnel by not refilling the positions
vacated through resignation, reassignment, transfer, retirement, or means other
than layoffs.
IAuthorized Positions Employee positions, which are authorized in the adopted budget, to be filled
during the fiscal year.
IBalanced Budget A budget in which estimated revenues equal estimated expenditures.
Bond (Debt A written promise to pay (debt) a specified sum of money (called principal or face
Instrument) value) at a specified future date (called the maturity date) along with periodic
1 interest paid at a specified percentage of the principal (interest rate). Bonds are
typically used for long-term debt to pay for specific capital expenditures.
I Bonded That portion of a governmental unit's indebtedness that is represented by
Indebtedness outstanding bonds.
Brownfields Program Brownfields are sites that are generally abandoned, idled, or underused industrial
1 or commercial properties where expansion or redevelopment is complicated by
actual or perceived environmental contamination. The Clearwater Brownfields
program seeks to turn these sites into productive Economic Development or
Community Development Projects.
I 293
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Glossary of Terms ,
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 Services, 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 Council approval.
Budgetary Basis This refers to the basis of accounting used to estimate financing sources and uses in
the budget. This generally takes one of three forms: GAAP, cash, or modified
accrual.
I
Budget and Finance The City's policies with respect to budgeting, taxation, spending, reserve
Policies requirements, asset maintenance, and debt management as these relate to
government services, programs, and capital investment. Fiscal policy provides an
agreed-upon set of principles for the planning and programming of government
budgets and their funding.
Budget Calendar The schedule of key dates which a government follows in the preparation and
adoption of the budget.
Capital Expenditures An expenditure which leads to the acquisition of a physical asset with a cost of a
least$5,000 up to $25,000,with a useful life of at least one year. Such expenditures
are charged through an individual department's operating budget and do not
include those provided for in the Capital Improvement Project Budget.
Capital A long-range plan for the purchase or construction of physical assets such as II
Improvement buildings, streets and sewers. Capital Improvement Projects (CIP) cost in excess of
Project Budget $25,000 and have a useful life of at least five years.
Cash Basis A basis of accounting in which transactions are recognized only when cash is
increased or decreased.
Central Insurance The fund that is established to account for the cost of property and public liability
111
Fund claims incurred by the City under a self-insurance program instead of transferring
the risk through the purchase of an insurance policy.
CIP Acronym for"Capital Improvement Program". I
City Commission Prior to March 2004 the governing body of elected representatives for the City was
the City Commission. Voters approved amendments to the City Charter in March I 2004 that renamed this body "City Council". "Council" is more reflective of the
current responsibilities of the elected officials.
City Council Elected representatives that set policy, approve budget, determine ad valorem
tax rates on property within City limits, and evaluate job performance of City
Manager and City Attorney.
City Manager The City Manager is a professional administrator appointed by the City Council
and serves as chief executive officer. The City Manager carries out policies
determined by the City Council.
Community The Community Redevelopment Agency (CRA) is a public agency created for the I
Redevelopment purpose of undertaking activities and projects in a designated redevelopment
Agency area. Incremental tax revenues raised in the designated area are mandated for
use in the Community Redevelopment Agency district only. '
294
1
IGlossary of Terms
Comprehensive Plan A method to utilize and strengthen the existing role, processes and powers of local
I governments to establish and implement comprehensive planning programs
which guide and control future development.
Constant Dollars An expression of purchasing power, determining the amount of money necessary
I 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. This is
also known as deflated dollars or real dollars. See Consumer Price Index (CPI).
I Consumer Price A statistical description of price levels provided by the U.S. Department of Labor.
Index The index is used as a measure of the increase in the cost of living, i.e., economic
inflation. It tracks changes in prices of all goods and services purchased for
I consumption by urban households. In this document the average Consumer Price
Index is measured using 2000 as the base year at 100%. If consumers spend more
real dollars to buy the same goods as in 2000, the Consumer Price Index (CPI) rises
by the percentage of increase in price.The term for real dollar data that has been
I adjusted for inflation using the Consumer Price Index is constant dollar. In 2009 it
required $124.59 to purchase the same amount of goods$100.00 bought in 2000.
I Contingency A budgetary reserve set aside for emergency or unanticipated expenditures. The
City Council must approve all contingency expenditures.
Contractual Services Services rendered to a government by private firms, individuals, or other
I governmental agencies. include utilities, rent, maintenance
agreements,and professional consulting Examples services.
Cost Center An organizational budget/operating unit within each City department or program,
I i.e., Traffic Enforcement Unit is a cost center within the Police Department's Patrol
program.
Cost-of-Living An increase in salaries to offset the adverse effect of inflation on compensation.
1 Adjustment
CDBG Acronym for"Community Development Block Grant".
ICOLA Acronym for"Cost of Living Adjustment".
CPD Acronym for"Clearwater Police Department".
ICPI Acronym for"Consumer Price Index".
CRA Acronym for"Community Redevelopment Agency".
CWA Acronym for"Communications Workers of America".
DDB Acronym for"Downtown Development Board".
I Debt An obligation resulting from the borrowing of money or the purchase of goods and
services.
Debt Service The payment of principal and interest on borrowed funds and required
Icontributions to accumulate monies for future retirement of bonds.
Department Organizational unit of government that is functionally unique in delivery of services.
I Distinguished Budget A voluntary awards program administered by the Government Finance Officers
Award Association to encourage governments to prepare effective budget documents.
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Glossary of Terms ,
Downtown The Downtown Development Board (DDB) is an independent special taxing
Development Board district. The board is an aid to the City, the Clearwater Redevelopment Agency
and the citizens to see that city services are properly planned for the downtown
area. The board assists in preparing and maintaining an analysis of the economic
condition and changes; assists in formulating short and long range plans for
improving and developing Clearwater downtown and advises on policies and
procedures which succeed in bringing business and residents into the downtown
district,improving its tax base and overall economic condition.
EMS Acronym for"Emergency Medical Services". '
Encumbrance An amount of money committed for the payment of goods and services not yet
received. '
Enterprise Funds Funds established to account for operations that are financed and operated in a
manner similar to private enterprises. The independent funds used to account for
ongoing organizations and activities, which are supported primarily by user
charges. The Enterprise Funds of the City are: Gas, Harborview, Marina, Airpark,
Parking, Downtown Boat Slips, Recycling, Solid Waste, Stormwater, and the Water
and Sewer fund.
Enterprise Zone An Enterprise Zone is a geographic area targeted for economic revitalization. The
Clearwater Enterprise Zone program provides incentives and assistance to business
and property owners in this area to assist them to redevelop the area. ,
Expenditure Payment for goods and/or services provided including operating expenses,
capital outlays, and debt service.
Expenditure Clearwater's expenditure categories encompass the following: 111
Categories Personal Services: Expenditures relating to personnel and associated costs (e.g.,
medical insurance, life insurance, pension,social security,workers'compensation).
Operating Expenses: Various costs incurred in the operation of a unit of
government, including utility charges, office supplies, travel, postage, equipment
rental,subscriptions,etc.
Internal Services: Internal support services performed by the Information
Technology, Finance, Human Resources and General Support Services
Departments, and charged to the various operating and staff departments. These
charges include: Information Services, telephone, and building maintenance.
Capital: Expenditures for the acquisition of capital equipment, machinery, and
construction materials and services. These items have a cost of $5,000-$25,000
each. Items costing more than $25,000 are budgeted as Capital Improvement
Projects.
Debt Service: Principal and interest on indebtedness and bond sinking fund
requirements.
Transfer: Payments from one department or fund to another, generally for Capital
Improvement Projects.
FDLE Acronym for"Florida Department of Law Enforcement".
FDOT Acronym for"Florida Department of Transportation".
296
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1
IGlossary of Terms
Fiduciary Funds Used to account for resources that are managed in a trustee capacity or as an
I agent for other parties or funds. These funds are the Employee's Pension Fund,
Firemen's Pension Fund, Police Supplemental Pension Fund, Firemen's
Supplemental Pension, Deferred Compensation Fund, Rehabilitation Loan Fund,
and Treasurer's Escrow Fund.
IFiscal Year Any consecutive twelve-month period designated as the official budget year, and
at the end of which a government determines its financial position and results of
operation. The fiscal year (FY) for the City of Clearwater begins on October 1 and
Iends the next September 30th.
FOP Acronym for"Fraternal Order of Police".
I 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.
I Fringe Benefits Contributions made by a government to meet commitments or obligations for
employee fringe benefits. Included is the government's share of costs for Social
Security, retirement pension, medical, and life insurance plans.
I Full Time Equivalent Term used to convert the part-time employee positions to equate to full-time
positions by dividing the total annual hours worked of the part-time employee by
the total annual hours worked by the full-time employee (FTE).
I Fund A fiscal/accounting entity that is established to accomplish specific objectives and
carry out specific activities. The operation of each fund is accounted for by
providing a separate set of self-balancing accounts that comprise its assets,
I liabilities, fund equity, revenues and expenditures. In governmental accounting, all
funds are classified into eight generic fund types; General, Special Revenue, Debt
Service, Capital Projects, Special Assessment, Enterprise, Internal Service, and Trust
&Agency.
Fund Balance Fund equity for governmental and trust funds which reflect the accumulated
excess of revenues and other financing sources over expenditures and other uses
I for general governmental functions
FTE Acronym for"Full Time Equivalent".
FY Acronym for"Fiscal Year".
IGAAP Acronym for"Generally Accepted Accounting Principles".
I GASB Acronym for"Government Accounting Standards Board".
General Fund Fund used to account for resources, such as property taxes, which are not
designated or dedicated for a specific purpose.
1 General Fund City Council policy requires that the unappropriated retained earnings of the
Reserve General Fund be maintained at no less than 8.5% of the subsequent year's
budgeted expenditures.
General Obligation When the City pledges its full faith and credit to the repayment of the bonds it
Bonds issues, than those bonds are general obligation bonds (GOB). In Florida general
obligation bonds must be authorized by public referendum.
IGenerally Accepted Uniform minimum standards for financial accounting and recording,
Accounting encompassing the conventions, rules, and procedures that define accepted
IPrinciples accounting principles.
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I
Glossary of Terms I
GFOA Acronym for"Government Finance Officers Association".
GIS Acronym for"Geographical Information System".
I
Goal A statement of a department/program's direction, purpose or intent based on the
needs of the community. The City's established goals are specific and have a
designated time for achievement. I
GOB Acronym for"General Obligation Bonds".
Governmental Funds Funds primarily used to account for tax-supported services (as distinguished from I
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.
Grant A contribution by a government or other organization to support a particular
function. Grants may be classified as either operational or capital, depending
III
upon the intended usage of the grant proceeds.
Homestead Pursuant to the Florida State Constitution, the first $25,000 of assessed value of a
Exemption home, which the owner occupies as principal residence, is exempt from property
tax. With the approval of Amendment 1 in January 2008, home owners now have
an additional $25,000 exemption based on the assess value between $50,000 and
$75,000.
IIAFF Acronym for"International Association of Fire Fighters".
Infrastructure The physical assets of a government (e.g., streets,water and sewer systems, public
buildings, parks, etc.).
Infrastructure Tax Commonly referred to as "Penny for Pinellas", this one-cent sales tax was initially
approved by Pinellas County voters for a ten-year period starting in 1990. Since
II
that time, citizens have voted twice to extend the infrastructure tax for two
additional ten-year periods ending in 2020. The funds may be spent only on
capital infrastructure and specific public safety vehicle expenditures.
Interfund Transfers Legally authorized transfer of monies between funds of the same governmental I
entity.
Intergovernmental A major revenue category that includes all revenues received from federal, state,
Revenues and other local government sources in the form of grants, shared revenues, and
payment in lieu of taxes.
Internal Service Funds established to finance and account for services and commodities furnished
I
Funds 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 Service Fund, General Service Fund, and Central Insurance
Fund.
IT Acronym for"Information Technology".
JWB Acronym for"Juvenile Welfare Board". I
Levy To impose taxes for the support of government activities.
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.
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Long-Term Debt Debt with a maturity of more than one year including General Obligation Bonds,
I revenue bonds,special assessment bonds, notes,leases and contracts.
Mandate A requirement imposed by a legal act of the federal,state,or local government.
I Main Street Program The program is a joint venture between the Community Redevelopment Agency
(CRA), the Downtown Development Board (DDB) and interested community
groups to direct participation in projects and public improvements in the
downtown revitalization area.
IMGD Acronym for"Million Gallons per Day".
Millage Rate The tax rate on real property, which generates ad valorem revenue. The millage
I rate is established annually and is based on $1 per $1,000 of taxable value. See
also "Taxing Authorities".
Modified Accrual Accounting method where expenditures are recognized in the accounting period
I Accounting when the liability is incurred, if measurable, but revenues and other resources are
recognized in the accounting period when they become available and
measurable.
rMPO Acronym for"Metropolitan Planning Organization".
MSB Acronym for"Municipal Services Building".
INet Budget The legally adopted budget less all interfund transfers and inter-departmental
charges.
I 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 transfers. (See Expenditure Categories)
I Ordinance A formal legislative enactment by the governing board of a municipality. If it is not
in conflict with any higher form of law, such as a state statute or constitutional
provision, it has the full force and effect of law within the boundaries of the
I municipality to which it applies. The difference between an ordinance and a
resolution is that the latter requires less legal formality and has a lower legal status.
Ordinarily,the statutes or charter will specify or imply those legislative actions which
must be by ordinance and those which may be by resolution.
IOverlapping Debt The proportionate share of the debts of local governmental units located wholly or
in part within the limits of the City (such as the County and School Board) that must
I be borne by the property owners within the City.
Payment in Lieu of Charges to an Enterprise Fund which are intended to replace General Fund
Taxes revenues that the City would receive if the Enterprise were a private sector
I operation. The rate is 5.5%of prior year gross revenues. These charges are a result
of Council policy and details are addressed in Budget and Financial Policies
section of this document under City Council Policy "I".
1 PCMS Acronym for "Pinellas Core Management Services Inc". An administrative services
organization which provides literacy services to children and families exclusively in
Pinellas County, Florida.
IPenny for Pinellas Florida State Sales Tax was increased from 6% to 7% in Pinellas County effective in
February 1990. Initially approved for a ten-year period, the tax has been extended
by the voters for two additional ten-year periods ending in 2020.This revenue is also
Iknown as "Infrastructure Tax" and may be used only for capital infrastructure and
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I
Glossary of Terms ,
specific public safety vehicle expenditures.
Per Capita Cost per unit of population to provide a particular service in the community. ,
Performance Specific quantitative and qualitative measures of work planned by specific
Indicators departments or programs. ,
Performance Date collected to measure how effective or efficient a program is in achieving its
Measure objectives (performance indicators).
PILOT Acronym for"Payment in Lieu of Taxes".
Prior Year Obligations from previous fiscal years in the form of purchase orders, contracts, or
Encumbrances salary commitments which are chargeable to an appropriation, and for which a
part of the appropriation is reserved. They cease to be encumbrances when the
obligations are paid or otherwise terminated.
Program A distinct function of city government provided to the public or a function
providing support to the direct services of other city departments.
Program Based A budget which accounts for revenues and expenditures by specific program
Budget (activity or service) rather than by department or division.
Property Tax A tax levied in proportion to the assessed value of real property (taxable land and
improvements thereon).Also known as ad valorem tax. I
Property Tax Levy The total amount of taxes authorized by local government. (Total taxable property
value x millage rate = total tax levy) Local government cannot budget less than
95%of the proposed levy.
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 "for profit" basis.
These include the Enterprise and Internal Service Funds.
PSTA Acronym for"Pinellas Suncoast Transit Authority".
REH Acronym for"Ruth Eckerd Hall". ,
Retained Earnings An equity account reflecting the accumulated earnings of an Enterprise or Internal
Service Fund.
Revenue Money that flows into the local government. It is recurring if it is received on a
consistent basis (e.g.sales taxes and property taxes) and nonrecurring if it is
received irregularly (e.g.federal and state grants). The four main types of local
revenue are taxes, user fees, licenses and permits, and intergovernmental revenue.
Revised Budget A department's authorized budget as modified by Council action,through
appropriation transfers from contingency,or transfers from or to another
department or fund.
Rolled-Back Millage The millage rate which when applied to the tax base,exclusive of new
Rate construction,would provide the same tax revenue to the City as was levied in the
prior year.
R&R Acronym for"Repair and Replacement".
Ruth Eckerd Hall A performing arts venue which is part of the Richard B. Baumgardner Center for
the Performing Arts. The concert hall seats 2,180 for concerts, recitals, plays and
special events and the Marcia P. Hoffman Performing Arts Institute I
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IGlossary of Terms
accommodates the center's on-site educational programs.
I SAMP Supervisory, Administrative, Management, and Professional employees. These are
all positions outside of the City union contracts.
I Save Our Homes State constitutional amendment that limits annual growth in homesteaded
(SOH) residential property value for tax purposes by a maximum of 3% or the annual
change in the Consumer Price Index.
ISCBA Acronym for"Self Contained Breathing Apparatus".
Special Assessment A special tax on property owners benefited by specific public improvements
(paving, drainage, etc.) to defray costs of such improvements. Costs are
Iapportioned according to the presumed relative benefits to the property.
Special A special revenue fund established to account for: all types of impact fees;
I Development Fund proceeds from the sale and leasing of land (except land accounted for in the
Proprietary Funds); property taxes restricted by City policy to be used for road
maintenance and improvements;infrastructure sales tax; local option tax;and any
revenue resources that are restricted legally, or by Council policy, to be used only
Ifor certain Capital Improvement Projects.
Surplus An excess of the assets of a fund over its liabilities and reserved equity.
I Tax Compulsory charge levied by a government to finance services performed for the
common benefit.
Taxing Authorities There are numerous entities authorized to collect tax revenue from residents of
IPinellas County for specific areas of services.These taxing authorities include:
Aggregate County-Several Pinellas County responsibilities are grouped under the
"county aggregate" millage rate. The 2010/11 millage rate for Pinellas County's
Ioperations and Emergency Management Services (EMS) is 5.5590 mills.
Clearwater Millage-The City is an authorized taxing entity and adopted a millage
I rate in 2010/11 of 5.1550 mills to fund city general fund services.
Fire Districts-County residents of unincorporated areas pay a fire district millage to
provide for fire protection services. The county pays a portion back to Clearwater
1 in exchange for the City providing service to nearby unincorporated areas.
Juvenile Welfare Board (JWB) - A rate of .7915 mills was levied on Clearwater
residents for the continued operation of the JWB for the 2010/11 fiscal year. The
I JWB contracts with public and not-for-profit agencies to provide positive focus
programs for children and families.
Municipal Service Taxing Units (MSTU) -This is a levy on residents in unincorporated
Iareas for various county services.
Pinellas-Anclote River Basin Board -A rate of .2900 mills was levied on all county
I residents to address needs of this watershed area within the Southwest Florida
Water Management District for fiscal year 2010/11. The board focuses on issues
such as reclaimed water,stormwater management, and water quality.
l Pinellas Planning Council - The Council provides countywide planning services
and coordinates with the Tampa Bay Regional Planning Council and Florida
Department of Community Affairs to provide for orderly growth in the county. The
rate has been set at .0125 mills for the current year.
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Glossary of Terms
School Board -A rate of 8.3400 mills was adopted for fiscal year 2010/11 to allow
for operation of Pinellas County's public school system. '
Southwest Florida Water Management District (SWFWFD) - The district, commonly
referred to as "Swift Mud", is one of five regional water districts charged by the
state to preserve and protect Florida's water resources and maintain flood control,
water quality and the water supply. A rate of .3866 mills is levied on all county
residents for this purpose.
Transit District - District advocates mass transportation and administers the
countywide system. A rate of.5601 mills is charged for this service for 2010/11.
Tax Base The total taxable value of property within the local government's legal boundaries. '
Tax Roll The master list of the assessed value of all taxable property within the
government's jurisdiction. The list is certified to all local taxing authorities by the
property appraiser by July 1 of each year.
Taxable Value The assessed value of property minus the homestead exemption and any other
exemptions which may be applicable.
Tax Collection Ratio Ratio of ad valorem taxes collected to total ad valorem taxes levied.
TIF Acronym for"Tax Increment Financing".
Trend A systematic, measurable drift in a series of data, either positively or negatively,
over a sustained period of time.
TRIM Act The 'Truth in Millage" Act, incorporated in Florida Statutes 200.065, requires that
property owners be notified by mail of the proposed property taxes for the next
fiscal year based on "tentative" budgets approved by the City, County, School
Board, and other taxing districts. The TRIM Act also includes specific requirements
for newspaper advertisements of budget public hearings, and the content and
order of business of the hearings.
Trust and Agency These funds are used to account for assets held by the City in a trustee capacity or
Funds as an agent for individuals, private organizations, other governmental units and/or
other funds. Use of these funds facilitates the discharge of responsibilities placed
upon the governmental unit by virtue of law or other similar authority.
Unappropriated The funds remaining from prior years that are available for appropriation and
Retained Earnings expenditure in the current year. Also referred to as Available (Undesignated) Fund
Balance. 1
User Fee Charges for specific services provided only to those using such services. Examples
would be sewer service charges and dock fees.
Utility Tax A tax levied on the consumers on various utilities such as electricity, gas,water, etc.
User Fees The payment of a fee for a direct receipt of a public service by the party
benefiting from the service. Also known as Charges for Service.
Vision A description of the desired future state of an organization. The vision represents a
consensus of what the organization should become in order to be successful.
WWTP Acronym for"Waste Water Treatment Plant".
I
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1
1
City of Clearwater
General Fund
' Five-Year Forecast
October 2010
FIVE-YEAR FORECAST
PURPOSE
The Five-Year Forecast was designed as a management tool to provide an enhanced level of financial planning
for the City's General Fund.
Financial planning expands a government's awareness of options, potential problems, and opportunities. The
long-term revenue, expenditure, and service implications of continuing or ending existing programs or adding
new programs, services, and debt can be identified. The financial planning process helps shape decisions and
allows necessary and corrective action to be taken before problems become more severe.
A financial plan is not a forecast of what is certain to happen, but rather a device to highlight significant
issues or problems that must be addressed if goals are to be achieved.
The City of Clearwater's General Fund projections are based upon current projected levels of service and
staffing in the 2010/11 adopted budget,other than where noted below.
GENERAL FUND
The General Fund is the general operating fund of the City. This fund was established to account for revenues
and expenditures involved in operating general functions of a non-proprietary nature. Major revenue sources
include property and other taxes, franchise and utility fees, licenses and permits, fees for services, and charges to
' enterprise operations for administrative or specific services. The major operating activities supported by the
General Fund include most traditional tax-supported municipal services such as police and fire services,
transportation, economic development, parks and recreation, libraries, administrative offices, planning services
and public works operations.
Revenue Projections
Projection of revenues and other resources is critical in order to understand the level of funding available for
services and capital acquisitions. Projections for future budget periods help determine the likelihood that services
can be sustained and highlight future financial issues to be addressed. Preparing revenue projections also
enhances a government's understanding of revenue sensitivity to changes in assumptions and to controllable
factors such as changes to tax rates or fees.
Revenue forecasts for the Ciry of Clearwater are based upon trend analysis, reviewing the previous five year's
history of actual receipts.
Property Tax Revenue
Property tax revenues are the largest source of revenue for the General Fund representing 33% of the total
anticipated General Fund revenues in the 2010/11 adopted budget.
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I
The City of Clearwater is basically"built out". Therefore, the City will not see much increase in taxable values
from major new residential development. The effects of the economic recession have also impacted the City's
Iproperty values. The City's 2010 taxable values fell by more than 10% for the 2010/11adopted budget. After
peaking in 2007, the City's taxable value has declined more than 28% in just three years, from $11.1 billion to
$7.9 billion. In this forecast, taxable values are expected to fall for the next few years before leveling out.
Therefore, for the purposes of this forecast analysis, property tax revenue is estimated to decrease by 7.5% in
fiscal year 2011/12; 5% in fiscal year 2012/13; 2.5% in fiscal year 2013/14, and then remain flat for the last two
years of the forecast period.
Communications Services and Sales Tax 1
The anticipated revenue from the Communication Services tax is estimated to provide almost $6.6 million of the
total $111.5 million adopted budget, or about 6% of General Fund revenues in fiscal year 2010/11.
Communications Services tax projections reflect a growth factor of 1.5%each year.
Sales tax projections for the period of this forecast reflect a slow turnaround over the course of the forecast
period. The growth factor for future years is estimated at 1.5%annually. I
Utility&Franchise Fees
Franchise fees in the City of Clearwater are levied on companies in exchange for the right to operate franchises
for the purpose of maintaining and operating an electrical or gas distribution system in the City. Utility taxes are
fees levied on the purchase of electric,gas,water,oil,or propane within the City.
Overall, receipts from utility and franchise fees from Progress Energy represent the majority of this revenue
I
category. In the overall category, these revenues have been fairly flat for the last several years, with the
exception of fiscal 2010 as a result of the unusually cold winter months. Revenues for this category are
Iforecasted to increase at rates approximating 2.3%annually throughout the forecast period.
Other Revenue Sources
The three revenue sources detailed above account for over 65% of the total routine General Fund revenues.
All other revenue sources are forecasted individually on a line item basis based upon historical revenue trends.
Expenditure Projections
I
Assumptions for expenditure projections should be consistent with related revenue and program performance
I
assumptions. A review of expenditure projections for individual programs, particularly those with significant
unexpected increases or decreases,is critical.
The expenditure projections are presented for each Department, and projections assume all current programs
I
continue into future fiscal years.
Salary and Benefits
Salary and benefit costs approximate 69.5% of all General Fund expenditures, at $77.5 million. Salary
I
projections are forecasted for budget recommended 2010/11 full-time equivalent positions only. Only projected
step increases are reflected in each of the five years for Police and Fire union employees. There are no general
wage increases forecasted for any employee group during the forecast period. 1
Medical insurance costs for General Fund employees are approximately $6.0 million of the City's total General
Fund expenditures in the adopted 2010/11 General Fund operating budget. Medical insurance costs for the City
I
are projected to remain flat during the entire forecast period.
304 1
I
IPension costs for General Fund employees are approximately $11.9 million of the City's total General Fund
expenditures in the adopted 2010/11 General Fund operating budget. Pension costs are estimated to increase
I from 24% of covered payroll in 2010/11 to 27% of covered payroll in fiscal year 2011/12, and then 30% of
covered payroll in 2012/13. Three percent annual increases are projected through the remaining three forecast
years.
I Operating Expenditures
Operating expenditures include numerous costs including basic operating supplies, travel, training, etc. These
costs as a whole represent approximately 16% of the total General Fund expenditures. Significant expenditures
in the operating category include utility costs for public facilities such as City Hall, the Municipal Services
' Building,our libraries and recreational facilities,and contributions to agencies discussed below.
I Operating expenditures are forecasted to increase 3% annually in each of the next five years, with the exception
of property and liability insurance costs which are budgeted in the non-departmental program. These insurance
costs are forecasted to increase by 5%annually in each of the forecasted years.
IContributions to Other Agencies
Contributions to Other Agencies in the General Fund remain as currently budgeted.
I Internal Service Costs
This category of expenditures reflects the reimbursement to our Internal Service Funds for services. Again, a
major portion of this category of expenditures is directly tied to Salary and Benefit increases. Internal Service
ICosts are projected to increase at the rate of 3%annually in each of the next five years.
Operating Capital
I The operating capital category recognizes those capital purchases that are less than$25,000 and not accounted for
in the Capital Improvement Fund. These costs represent an insignificant portion of the General Fund total
expenditures at$58,000 annually. These costs are forecast to increase at the same rate as operating expenditures,
3%annually in each of the next five years.
IDebt Service Costs
Debt service costs are projected taking into account all lease purchase contracts anticipated to be outstanding
I during fiscal year 2010/11 and the debt on planned purchases in the capital improvement plan during the forecast
period. Debt service costs are forecasted to remain relatively stable throughout the five-year period, and do not
reflect any major new bond commitments during this period.
Transfers to the Capital Improvement Fund
Transfers to the Capital Improvement Fund are forecasted as budgeted in the adopted six-year Capital
Improvement Plan.
I
Forecast Summary Analysis
IIn summary, the projection of revenues and current service level expenditures presents basically reflect a $5
million deficit position for fiscal year 2011/12. This, as well as future year deficits, will require a hard look at
l current levels of service, particularly when opportunities for revenue growth are expected to trend downward for
several years and we continue to face difficult economic times.
I This forecast does not factor in the impacts of any new programs or extraordinary issues during the forecast
period.
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City of Clearwater
Five Year Forecast
General Fund Summary Schedule
Forecast
Budget Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year "% Fiscal Year %
2009-10 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Property Taxes 41,786,420 37,271,490 -10.8% 34,476,130 -7.5% 32,752,320 -5.0% 31,933,510 -2.5% 31,933,510 0.0% 31,933,510 0.0%
Franchise Fees 10,152,000 10,575,000 3.4% 10,830,080 2.4% 11,091,440 2.4% 11,359,230 2.4% 11,633,630 2.4% 11,914,790 2.4%
Utility Taxes 12,321,860 12,858,380 2.4% 13,153,620 2.3% 13,455,810 2.3% 13,765,140 2.3% 14,081,750 2.3% 14,405,830 2.3%
Licenses&Permits 3,550,000 3,615,000 -16.3% 3,615,180 0.0% 3,615,360 0.0% 3,644,140 0.8% 3,673,490 0.8% 3,703,430 0.8%
Sales Tax 5,313,000 5,150,000 -8.4% 5,227,250 1.5% 5,305,660 1.5% 5,385,240 1.5% 5,466,020 1.5% 5,548,010 1.5%
Communications Taxes 6,814,600 6,610,160 8.4% 6,709,310 1.5% 6,809,950 1.5% 6,912,100 1.5% 7,015,780 1.5% 7,121,020 1.5%
Intergovernmental 11,350,290 11,242,160 -8.1% 10,950,430 -2.6% 10,854,180 -0.9% 10,748,040 -1.0% 10,661,110 -0.8% 10,577,160 -0.8%
Charges for Current Service 3,904,660 3,814,050 -5.9% 3,851,810 1.0% 3,889,920 1.0% 3,928,450 1.0% 3,967,360 1.0% 4,006,650 1.0%
Fines&Penalties 677,300 688,800 -24.9% 702,580 2.0% 716,640 2.0% 730,970 2.0% 745,600 2.0% 760,510 2.0%
Interest Income 1,140,000 1,240,000 -16.4% 1,277,200 3.0% 1,315,510 3.0% 1,354,980 3.0% 1,395,630 3.0% 1,437,500 3.0%
Miscellaneous Revenue 926,500 809,000 -1.4% 812,510 0.4% 816,070 0.4% 819,700 0.4% 823,380 0.4% 827,120 0.5%
Interfund Charges/Transfers 17,516,670 16,926,050 0.4% 16,926,510 0.0% 17,093,670 1.0% 17,316,820 1.3% 17,543,570 1.3% 17,774,020 1.3%
Subotal 115,453,300 110,800,090 -4.0% 108,532,610 -2.0% 107,716,530 -0.8% 107,898,320 0.2% 108,940,830 1.0% 110,009,550 1.0%
Use of Fund Reserves - 670,260 n/a
Total Revenues 115,453,300 111,470,350 -3.4% 108,532,610 -2.6% 107,716,530 -0.8% 107,898,320 0.2% 108,940,830 1.0% 110,009,550 1.0%
City Council 296,570 280,450 -5.4% 283,980 1.3% 287,560 1.3% 290,330 1.0% 293,170 1.0% 296,110 1.0%
City Manager's Office 1,274,680 1,204,940 -5.5% 1,216,150 0.9% 1,227,490 0.9% 1,235,230 0.6% 1,243,200 0.6% 1,251,410 0.7%
Economic Development 1,374,570 1,347,210 -2.0% 1,376,390 2.2% 1,405,940 2.1% 1,427,160 1.5% 1,449,020 1.5% 1,471,550 1.6%
Equity Services - - n/a
Public Communications 1,031,750 950,320 -7.9% 970,800 2.2% 991,370 2.1% 1,003,180 1.2% 1,015,350 1.2% 1,027,880 1.2%
Budget Office 285,690 289,500 1.3% 296,170 2.3% 302,810 2.2% 305,450 0.9% 308,180 0.9% 310,980 0.9%
City Attorney 1,623,430 1,538,740 -5.2% 1,558,970 1.3% 1,579,550 1.3% 1,595,920 1.0% 1,612,780 1.1% 1,630,140 1.1%
Off Records&Legislative Svc 1,087,520 962,750 -11.5% 985,550 2.4% 1,009,940 2.5% 1,034,630 2.4% 1,052,320 1.7% 1,070,530 1.7%
Finance 2,195,470 2,180,180 -0.7% 2,220,930 1.9% 2,261,710 1.8% 2,282,320 0.9% 2,303,540 0.9% 2,325,400 0.9%
City Audit 182,410 185,080 1.5% 189,270 2.3% 193,430 2.2% 195,040 0.8% 196,700 0.9% 198,410 0.9%
Human Resources 1,108,350 1,052,110 -5.1% 1,073,670 2.0% 1,095,390 2.0% 1,108,880 1.2% 1,122,780 1.3% 1,137,100 1.3%
Police 37,415,990 36,371,290 -2.8% 37,082,370 2.0% 38,311,010 3.3% 39,124,310 2.1% 39,972,930 2.2% 40,847,260 2.2%
Fire 21,760,100 22,406,590 3.0% 22,650,820 1.1% 23,628,060 4.3% 24,175,830 2.3% 24,779,490 2.5% 25,317,070 2.2%
Planning&Development 4,679,890 4,461,860 -4.7% 4,557,600 2.1% 4,657,220 2.2% 4,709,300 1.1% 4,738,210 0.6% 4,786,420 1.0%
Development Services - - n/a
Engineering 7,441,890 7,283,430 -2.1% 7,452,250 2.3% 7,653,750 2.7% 7,781,840 1.7% 7,913,770 1.7% 8,049,660 1.7%
Public Services 2,580,000 2,436,100 -5.6% 2,493,720 2.4% 2,551,940 2.3% 2,591,380 1.5% 2,632,000 1.6% 2,673,840 1.6%
Parks&Recreation 19,739,130 19,006,070 -3.7% 19,426,270 2.2% 19,921,380 2.5% 20,285,320 1.8% 20,628,660 1.7% 20,981,510 1.7%
Library 5,710,940 5,718,790 0.1% 5,827,390 1.9% 5,941,200 2.0% 6,034,980 1.6% 6,116,300 1.3% 6,182,100 1.1%
Marine Operations 564,440 540,540 -4.2% 557,510 3.1% 569,720 2.2% 580,110 1.8% 590,810 1.8% 601,820 1.9%
Non-Departmental 4,903,750 3,254,400 -33.6% 3,385,895 4.0% 3,484,650 2.9% 3,566,990 2.4% 3,689,610 3.4% 3,793,330 2.8%
Allocation to Reserves 196,730 n/a
Subotal 115,453,300 111,470,350 -3.4% 113,605,705 1.9% 117,074,120 3.1% 119,328,200 1.9% 121,658,820 2.0% 123,952,520 1.9%
Use of Reserves n/a
Total Expenditures 115,453,300 111,470,350 -3.4% 113,605,705 1.9% 117,074,120 3.1% 119,328,200 1.9% 121,658,820 2.0% 123,952,520 1.9%
Cumulative Budget Deficit (5,073,094) (9,357,590) (11,429,880) (12,717,990) (13,942,970)
Annual Budget Deficit (5,073,094) (4,284,496) (2,072,290) (1,288,110) (1,224,980)
Note: The estimated deficits above must be eliminated through increased revenues andlor decreased expenditures to maintain a millage rate of 5.1550 mills
Estimated millage rate if revenues and expenditures were to be budgeted
at the above forecasted numbers for all given years: 5.9135 6.6871 7.1211 7.4083 8.4482
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• ® S - MI - MN - - OM MI - - - an MI - - MB
City of Clearwater
Five Year Forecast
Revenue Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Current 41,786,420 -3.9% 37,271,490 -10.8% 34,476,130 -7.5% 32,752,320 -5.0% 31,933,510 -2.5% 31,933,510 0.0% 31,933,510 0.0%
New Construction n/a - - n/a - 0.0% - 0.0% - 0.0% - 0.0%
Property Taxes 41,786,420 -3.9% 37,271,490 -10.8% 34,476,130 -7.5% 32,752,320 -5.0% 31,933,510 -2.5% 31,933,510 0.0% 31,933,510 0.0%
Sales Tax 5,313,000 -8.4% 5,150,000 -3.1% 5,227,250 1.5% 5,305,660 1.5% 5,385,240 1.5% 5,466,020 1.5% 5,548,010 1.5%
Communications Taxes 6,814,600 8.4% 6,610,160 -3.0% 6,709,310 1.5% 6,809,950 1.5% 6,912,100 1.5% 7,015,780 1.5% 7,121,020 1.5%
Electricity 9,532,000 3.4% 9,955,000 4.4% 10,203,880 2.5% 10,458,980 2.5% 10,720,450 2.5% 10,988,460 2.5% 11,263,170 2.5%
Gas Franchise 620,000 3.5% 620,000 0.0% 626,200 1.0% 632,460 1.0% 638,780 1.0% 645,170 1.0% 651,620 1.0%
Franchise Fees 10,152,000 3.4% 10,575,000 4.2% 10,830,080 2.4% 11,091,440 2.4% 11,359,230 2.4% 11,633,630 2.4% 11,914,790 2.4%
Electricity 9,292,910 2.4% 9,817,980 5.7% 10,063,430 2.5% 10,315,020 2.5% 10,572,900 2.5% 10,837,220 2.5% 11,108,150 2.5%
Water 2,398,150 3.0% 2,398,150 0.0% 2,438,920 1.7% 2,480,380 1.7% 2,522,550 1.7% 2,565,430 1.7% 2,609,040 1.7%
Gas 505,000 0.2% 517,000 2.4% 524,760 1.5% 532,630 1.5% 540,620 1.5% 548,730 1.5% 556,960 1.5%
Fuel Oil 800 -20.0% 250 -68.8% 260 2.5% 270 2.5% 280 2.5% 290 2.5% 300 2.5%
Propane 125,000 1.2% 125,000 0.0% 126,250 1.0% 127,510 1.0% 128,790 1.0% 130,080 1.0% 131,380 1.0%
Utility Taxes 12,321,860 2.4% 12,858,380 4.4% 13,153,620 2.3% 13,455,810 2.3% 13,765,140 2.3% 14,081,750 2.3% 14,405,830 2.3%
Occupational Licenses 2,150,000 0.0% 2,160,000 0.5% 2,160,000 0.0% 2,160,000 0.0% 2,160,000 0.0% 2,160,000 0.0% 2,160,000 0.0%
Buildings/Sign Permits 1,350,000 -33.9% 1,430,000 5.9% 1,430,000 0.0% 1,430,000 0.0% 1,458,600 2.0% 1,487,770 2.0% 1,517,530 2.0%
Forfeited Refunds 20,000 0.0% 15,000 -25.0% 15,080 0.5% 15,160 0.5% 15,240 0.5% 15,320 0.5% 15,400 0.5%
Police Licenses 30,000 0.0% 10,000 -66.7% 10,100 1.0% 10,200 1.0% 10,300 1.0% 10,400 1.0% 10,500 1.0%
Licenses&Permits 3,550,000 -16.3% 3,615,000 1.8% 3,615,180 0.0% 3,615,360 0.0% 3,644,140 0.8% 3,673,490 0.8% 3,703,430 0.8%
Court Fines 300,000 -40.0% 340,000 13.3% 346,800 2.0% 353,740 2.0% 360,810 2.0% 368,030 2.0% 375,390 2.0%
Crossing Guards 150,000 -14.3% 151,500 1.0% 154,530 2.0% 157,620 2.0% 160,770 2.0% 163,990 2.0% 167,270 2.0%
Found/Abandoned Property 2,300 0.0% 2,300 0.0% 2,350 2.0% 2,400 2.0% 2,450 2.0% 2,500 2.0% 2,550 2.0%
Code Enforcement Fines 80,000 60.0% 15,000 -81.3% 15,300 2.0% 15,610 2.0% 15,920 2.0% 16,240 2.0% 16,560 2.0%
Alarm Svc Charges/Fines 60,000 -33.3% 60,000 0.0% 61,200 2.0% 62,420 2.0% 63,670 2.0% 64,940 2.0% 66,240 2.0%
Charges&Fines 85,000 0.0% 120,000 41.2% 122,400 2.0% 124,850 2.0% 127,350 2.0% 129,900 2.0% 132,500 2.0%
Fines&Penalties 677,300 -24.9% 688,800 1.7% 702,580 2.0% 716,640 2.0% 730,970 2.0% 745,600 2.0% 760,510 2.0%
FDOT Reimbursements 170,160 -5.3% 170,160 0.0% 172,710 1.5% 175,300 1.5% 177,930 1.5% 180,600 1.5% 183,310 1.5%
Federal Grants 170,160 -5.3% 170,160 0.0% 172,710 1.5% 175,300 1.5% 177,930 1.5% 180,600 1.5% 183,310 1.5%
Revenue Sharing 2,910,000 -9.1% 2,991,860 2.8% 3,021,780 1.0% 3,052,000 1.0% 3,082,520 1.0% 3,113,350 1.0% 3,144,480 1.0%
Mobile Home 95,000 0.0% 95,000 0.0% 95,480 0.5% 95,960 0.5% 96,440 0.5% 96,920 0.5% 97,400 0.5%
Beverage License 100,000 0.0% 98,000 -2.0% 98,980 1.0% 99,970 1.0% 100,970 1.0% 101,980 1.0% 103,000 1.0%
Fire Incentive 58,240 21.8% 58,240 0.0% 58,820 1.0% 59,410 1.0% 60,000 1.0% 60,600 1.0% 61,210 1.0%
Motor Refund 130,000 -7.1% 120,000 -7.7% 121,200 1.0% 122,410 1.0% 123,630 1.0% 124,870 1.0% 126,120 1.0%
State 3,293,240 -8.1% 3,363,100 2.1% 3,396,260 1.0% 3,429,750 1.0% 3,463,560 1.0% 3,497,720 1.0% 3,532,210 1.0%
Pinellas Library Cooperative 795,880 -13.4% 703,210 -11.6% 650,470 -7.5% 647,220 -0.5% 631,040 -2.5% 631,040 0.0% 631,040 0.0%
Cty Traffic Signal Reimb 145,810 11.1% 138,300 -5.2% 138,300 0.0% 141,070 2.0% 143,890 2.0% 146,770 2.0% 149,710 2.0%
Fire Tax 2,050,000 -3.0% 1,900,000 -7.3% 1,824,000 -4.0% 1,787,520 -2.0% 1,751,770 -2.0% 1,716,730 -2.0% 1,682,400 -2.0%
EMS Tax 4,895,200 -9.9% 4,967,390 1.5% 4,768,690 -4.0% 4,673,320 -2.0% 4,579,850 -2.0% 4,488,250 -2.0% 4,398,490 -2.0%
County 7,886,890 -8.2% 7,708,900 -2.3% 7,381,460 -4.2% 7,249,130 -1.8% 7,106,550 -2.0% 6,982,790 -1.7% 6,861,640 -1.7%
Intergovernmental 11,350,290 -8.1% 11,242,160 -1.0% 10,950,430 -2.6% 10,854,180 -0.9% 10,748,040 -1.0% 10,661,110 -0.8% 10,577,160 -0.8%
307
City of Clearwater
Five Year Forecast
Revenue Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Athletics Program 302,200 5.6% 232,100 -23.2% 234,420 1.0% 236,760 1.0% 239,130 1.0% 241,520 1.0% 243,940 1.0%
Special Activities 808,900 -7.0% 692,750 -14.4% 699,680 1.0% 706,680 1.0% 713,750 1.0% 720,890 1.0% 728,100 1.0%
Golf Course Revenue 248,000 433.3% 224,000 -9.7% 226,240 1.0% 228,500 1.0% 230,790 1.0% 233,100 1.0% 235,430 1.0%
P&R Service Fees 213,000 -32.0% 250,000 17.4% 252,500 1.0% 255,030 1.0% 257,580 1.0% 260,160 1.0% 262,760 1.0%
P&R-Sales Revenue 63,480 -2.8% 55,250 -13.0% 55,800 1.0% 56,360 1.0% 56,920 1.0% 57,490 1.0% 58,060 1.0%
P&R Non-Resident 100,000 -53.1% 120,000 20.0% 121,200 1.0% 122,410 1.0% 123,630 1.0% 124,870 1.0% 126,120 1.0%
McMullen Tennis 40,000 n/a 40,400 1.0% 40,800 1.0% 41,210 1.0% 41,620 1.0% 42,040 1.0%
Special Facilities-Activities 38,500 -43.5% 25,700 -33.2% 25,960 1.0% 26,220 1.0% 26,480 1.0% 26,740 1.0% 27,010 1.0%
P&R Resident Cards 225,000 3.1% 245,000 8.9% 247,450 1.0% 249,920 1.0% 252,420 1.0% 254,940 1.0% 257,490 1.0%
P&R Contractual Service 93,400 7.7% 53,810 -42.4% 54,350 1.0% 54,890 1.0% 55,440 1.0% 55,990 1.0% 56,550 1.0%
Race Fee 4,130 37.7% 4,150 0.5% 4,190 1.0% 4,230 1.0% 4,270 1.0% 4,310 1.0% 4,350 1.0%
Skate Park 1,000 -66.7% 3,000 200.0% 3,030 1.0% 3,060 1.0% 3,090 1.0% 3,120 1.0% 3,150 1.0%
Rental-Ballfields 450,000 2.2% 450,000 0.0% 454,500 1.0% 459,050 1.0% 463,640 1.0% 468,280 1.0% 472,960 1.0%
Rental-Public Facilities 434,850 12.0% 500,300 15.1% 505,300 1.0% 510,350 1.0% 515,450 1.0% 520,600 1.0% 525,810 1.0%
Building Rental-Visitors Ctr 14,500 3.6% 15,260 5.2% 15,410 1.0% 15,560 1.0% 15,720 1.0% 15,880 1.0% 16,040 1.0%
Land Rentals 90,000 Ma 90,000 0.0% 90,900 1.0% 91,810 1.0% 92,730 1.0% 93,660 1.0% 94,600 1.0%
Fishing Admissions 100,000 0.0% 105,000 5.0% 106,050 1.0% 107,110 1.0% 108,180 1.0% 109,260 1.0% 110,350 1.0%
Rod Rental 30,000 0.0% 30,000 0.0% 30,300 1.0% 30,600 1.0% 30,910 1.0% 31,220 1.0% 31,530 1.0%
General Admission 70,000 0.0% 65,000 -7.1% 65,650 1.0% 66,310 1.0% 66,970 1.0% 67,640 1.0% 68,320 1.0%
Concession Sales 90,000 -51.4% 95,000 5.6% 95,950 1.0% 96,910 1.0% 97,880 1.0% 98,860 1.0% 99,850 1.0%
Bait Sales 45,000 0.0% 30,000 -33.3% 30,300 1.0% 30,600 1.0% 30,910 1.0% 31,220 1.0% 31,530 1.0%
Tackle Sales 75,000 0.0% 75,000 0.0% 75,750 1.0% 76,510 1.0% 77,280 1.0% 78,050 1.0% 78,830 1.0%
Cigarette Sales 6,000 0.0% 8,500 41.7% 8,590 1.0% 8,680 1.0% 8,770 1.0% 8,860 1.0% 8,950 1.0%
Fishing Passes 3,000 50.0% 3,000 0.0% 3,030 1.0% 3,060 1.0% 3,090 1.0% 3,120 1.0% 3,150 1.0%
Concession Souvenirs 90,000 n/a 100,000 11.1% 101,000 1.0% 102,010 1.0% 103,030 1.0% 104,060 1.0% 105,100 1.0%
Telescopes-Pier 60 4,000 0.0% 4,000 0.0% 4,040 1.0% 4,080 1.0% 4,120 1.0% 4,160 1.0% 4,200 1.0%
Parks&Recreation 3,599,960 1.7% 3,516,820 -2.3% 3,551,990 1.0% 3,587,500 1.0% 3,623,390 1.0% 3,659,620 1.0% 3,696,220 1.0%
Library Non-Resident 10,000 -33.3% 10,000 0.0% 10,100 1.0% 10,200 1.0% 10,300 1.0% 10,400 1.0% 10,500 1.0%
Other Library 23,000 -25.8% 23,000 0.0% 23,230 1.0% 23,460 1.0% 23,690 1.0% 23,930 1.0% 24,170 1.0%
Library 33,000 -28.3% 33,000 0.0% 33,330 1.0% 33,660 1.0% 33,990 1.0% 34,330 1.0% 34,670 1.0%
Appeal Fees 1,000 100.0% 1,000 0.0% 1,000 0.0% 1,000 0.0% 1,000 0.0% 1,000 0.0% 1,000 0.0%
Site Plan Review 1,200 -25.0% 1,200 0.0% 1,200 0.0% 1,200 0.0% 1,200 0.0% 1,200 0.0% 1,200 0.0%
Vacation ROW 1,000 -54.5% 1,000 0.0% 1,000 0.0% 1,000 0.0% 1,000 0.0% 1,000 0.0% 1,000 0.0%
Variance/Conditional Use 65,000 -7.1% 65,650 1.0% 66,310 1.0% 66,970 1.0% 67,640 1.0% 68,320 1.0% 69,000 1.0%
Zone/Plan Amendments 2,000 -42.9% 2,020 1.0% 2,040 1.0% 2,060 1.0% 2,080 1.0% 2,100 1.0% 2,120 1.0%
Other Fees/Planning 50 -50.0% -100.0% - 0.0% - 0.0%% - 0.0%% - 0.0%% - 0.0%
Engineering Fees/Maps 17,000 -53.4% 15,700 -7.6% 15,700 0.0% 15,700 0.0% 15,700 0.0% 15,700 0.0% 15,700 0.0%
Assessment Search 3,500 0.0% 5,000 42.9% 5,000 0.0% 5,000 0.0% 5,000 0.0% 5,000 0.0% 5,000 0.0%
Xerox Copies 4,100 -26.8% 4,040 -1.5% 4,040 0.0% 4,040 0.0% 4,040 0.0% 4,040 0.0% 4,040 0.0%
Miscellaneous Fees/Building SN. 5,000 5.3% 4,500 -10.0% 4,500 0.0% 4,500 0.0% 4,500 0.0% 4,500 0.0% 4,500 0.0%
Candidate Filing Fee 400 0.0% -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Police Service 22,000 -4.3% 22,220 1.0% 22,440 1.0% 22,660 1.0% 22,890 1.0% 23,120 1.0% 23,350 1.0%
Police-Vehicle Inspection 500 -90.9% 100 -80.0% 100 0.0% 100 0.0% 100 0.0% 100 0.0% 100 0.0%
Fire Inspection Fees 120,000 -33.3% 120,000 0.0% 121,200 1.0% 122,410 1.0% 123,630 1.0% 124,870 1.0% 126,120 1.0%
Tree Removal Permit 11,500 -23.3% 10,000 -13.0% 10,000 0.0% 10,000 0.0% 10,000 0.0% 10,000 0.0% 10,000 0.0%
Clearing/Grubbing 3,800 -26.9% 3,400 -10.5% 3,400 0.0% 3,400 0.0% 3,400 0.0% 3,400 0.0% 3,400 0.0%
Cemetery Recording Fee 50 0.0% -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Staking Fee 400 0.0% 400 0.0% 400 0.0% 400 0.0% 400 0.0% 400 0.0% 400 0.0%
Lot Mowing/Clearing 10,000 0.0% 8,000 -20.0% 8,160 2.0% 8,320 2.0% 8,490 2.0% 8,660 2.0% 8,830 2.0%
Public Service Charges 3,200 0.0% -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Other Service Charges 271,700 -52.1% 264,230 -2.7% 266,490 0.9% 268,760 0.9% 271,070 0.9% 273,410 0.9% 275,760 0.9%
Charges for Current Service 3,904,660 -5.9% 3,814,050 -2.3% 3,851,810 1.0% 3,889,920 1.0% 3,928,450 1.0% 3,967,360 1.0% 4,006,650 1.0%
308
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City of Clearwater
Five Year Forecast
Revenue Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Interest Earnings-Cash Pool 1,030,000 -17.6% 1,160,000 12.6% 1,194,800 3.0% 1,230,640 3.0% 1,267,560 3.0% 1,305,590 3.0% 1,344,760 3.0%
Interest Earnings-Misc. 110,000 0.0% 80,000 -27.3% 82,400 3.0% 84,870 3.0% 87,420 3.0% 90,040 3.0% 92,740 3.0%
Interest Income 1,140,000 -16.4% 1,240,000 8.8% 1,277,200 3.0% 1,315,510 3.0% 1,354,980 3.0% 1,395,630 3.0% 1,437,500 3.0%
Pier 60 Rent 175,000 0.0% 175,000 0.0% 175,000 0.0% 175,000 0.0% 175,000 0.0% 175,000 0.0% 175,000 0.0%
Pier 60 Umbrellas 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0%
S.Beach Pavilion Rental 108,500 0.0% 108,000 -0.5% 108,000 0.0% 108,000 0.0% 108,000 0.0% 108,000 0.0% 108,000 0.0%
S.Beach Umbrellas 120,000 0.0% 100,000 -16.7% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0%
Assessment Revenues 12,000 140.0% -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Lost or Damaged Book 8,000 23.1% 8,000 0.0% 8,000 0.0% 8,000 0.0% 8,000 0.0% 8,000 0.0% 8,000 0.0%
Other Refunds 2,000 n/a -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Capitalized Labor 100,000 -41.2% 125,000 25.0% 126,250 1.0% 127,510 1.0% 128,790 1.0% 130,080 1.0% 131,380 1.0%
Other General Revenue 85,000 6.3% 85,000 0.0% 86,700 2.0% 88,430 2.0% 90,200 2.0% 92,000 2.0% 93,840 2.0%
Vending Machines 50,000 0.0% - -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Workers Compensation Reimb 75,000 -11.8% 75,000 0.0% 75,000 0.0% 75,000 0.0% 75,000 0.0% 75,000 0.0% 75,000 0.0%
Reimb fm Other Agencies 5,000 n/a 3,000 -40.0% 3,060 2.0% 3,120 2.0% 3,180 2.0% 3,240 2.0% 3,300 2.0%
Discounts Taken 5,000 0.0% 5,000 0.0% 5,000 0.0% 5,000 0.0% 5,000 0.0% 5,000 0.0% 5,000 0.0%
Take Home Vehicle Reimb 50,000 n/a -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Adm Transportation Impact Fe( 25,000 0.0% 25,000 0.0% 25,500 2.0% 26,010 2.0% 26,530 2.0% 27,060 2.0% 27,600 2.0%
Miscellaneous Revenue 926,500 -1.4% 809,000 -12.7% 812,510 0.4% 816,070 0.4% 819,700 0.4% 823,380 0.4% 827,120 0.5%
Airpark Fund 8,040 -30.3% 7,470 -7.1% 7,250 -3.0% 7,250 0.0% 7,320 1.0% 7,390 1.0% 7,460 1.0%
Stormwater Fund 560,920 -7.2% 603,990 7.7% 585,870 -3.0% 585,870 0.0% 591,730 1.0% 597,650 1.0% 603,630 1.0%
Water&Sewer Fund 2,563,590 -2.4% 2,266,650 -11.6% 2,198,650 -3.0% 2,198,650 0.0% 2,220,640 1.0% 2,242,850 1.0% 2,265,280 1.0%
Gas Fund 1,339,990 1.9% 1,360,290 1.5% 1,319,480 -3.0% 1,319,480 0.0% 1,332,670 1.0% 1,346,000 1.0% 1,359,460 1.0%
Solid Waste Fund 812,090 1.5% 747,130 -8.0% 724,720 -3.0% 724,720 0.0% 731,970 1.0% 739,290 1.0% 746,680 1.0%
Recycling Fund 139,010 10.5% 115,300 -17.1% 111,840 -3.0% 111,840 0.0% 112,960 1.0% 114,090 1.0% 115,230 1.0%
Marine Fund 230,590 14.4% 177,470 -23.0% 172,150 -3.0% 172,150 0.0% 173,870 1.0% 175,610 1.0% 177,370 1.0%
Downtown Boat Slips 10,200 9,890 -3.0% 9,890 0.0% 9,990 1.0% 10,090 1.0% 10,190 1.0%
Parking Fund 126,740 -6.0% 169,060 33.4% 163,990 -3.0% 163,990 0.0% 165,630 1.0% 167,290 1.0% 168,960 1.0%
Adm Ovhd Charges 5,780,970 -0.7% 5,457,560 -5.6% 5,293,840 -3.0% 5,293,840 0.0% 5,346,780 1.0% 5,400,260 1.0% 5,454,260 1.0%
Concrete,Materials,&Svc 500,000 -2.9% 525,000 5.0% 530,250 1.0% 535,550 1.0% 540,910 1.0% 546,320 1.0% 551,780 1.0%
Airpark Fund 3,590 -74.9% 4,530 26.2% 4,580 1.0% 4,670 2.0% 4,760 2.0% 4,860 2.0% 4,960 2.0%
Stormwater Fund 586,780 -27.3% 469,770 -19.9% 474,470 1.0% 479,210 1.0% 484,000 1.0% 488,840 1.0% 493,730 1.0%
Water&Sewer Fund 1,694,120 7.2% 1,440,750 -15.0% 1,455,160 1.0% 1,469,710 1.0% 1,484,410 1.0% 1,499,250 1.0% 1,514,240 1.0%
Gas Fund 2,190 11.2% 150 -93.2% 150 1.0% 150 2.0% 150 2.0% 150 2.0% 150 2.0%
Solid Waste Fund 1,390 -21.0% 14,310 929.5% 14,450 1.0% 14,590 1.0% 14,740 1.0% 14,890 1.0% 15,040 1.0%
Marine Fund 29,890 17.8% 23,510 -21.3% 23,750 1.0% 23,990 1.0% 24,230 1.0% 24,470 1.0% 24,710 1.0%
Parking Fund 657,050 -0.7% 638,570 -2.8% 644,960 1.0% 651,410 1.0% 657,920 1.0% 664,500 1.0% 671,150 1.0%
Harborview Center Fund 4,310 -58.3% 4,160 -3.5% 4,200 1.0% 4,240 1.0% 4,280 1.0% 4,320 1.0% 4,360 1.0%
Other Service Charges 3,479,320 -3.8% 3,120,750 -10.3% 3,151,970 1.0% 3,183,520 1.0% 3,215,400 1.0% 3,247,600 1.0% 3,280,120 1.0%
309
City of Clearwater
Five Year Forecast
Revenue Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
CDBG Grants 336,570 0.2% 336,570 0.0% 343,300 2.0% 350,170 2.0% 357,170 2.0% 364,310 2.0% 371,600 2.0%
Home Grant 58,900 13.1% 58,900 0.0% 60,080 2.0% 61,280 2.0% 62,510 2.0% 63,760 2.0% 65,040 2.0%
Housing Incentive 90,160 -9.5% 90,160 0.0% 91,960 2.0% 93,800 2.0% 95,680 2.0% 97,590 2.0% 99,540 2.0%
SHIP Land Trust Rev Fd 20,000 -57.6% 20,000 0.0% 20,400 2.0% 20,810 2.0% 21,230 2.0% 21,650 2.0% 22,080 2.0%
Community Redevelopment Ag 419,020 0.0% 459,020 9.5% 468,200 2.0% 477,560 2.0% 487,110 2.0% 496,850 2.0% 506,790 2.0%
Airpark Fund 12,490 n/a 11,880 -4.9% 12,120 2.0% 12,360 2.0% 12,610 2.0% 12,860 2.0% 13,120 2.0%
Stormwater Fund 692,090 6.2% 738,870 6.8% 753,650 2.0% 768,720 2.0% 784,090 2.0% 799,770 2.0% 815,770 2.0%
Water&Sewer Fund 2,851,780 3.3% 2,960,850 3.8% 3,020,070 2.0% 3,080,470 2.0% 3,142,080 2.0% 3,204,920 2.0% 3,269,020 2.0%
Solid Waste Fund 949,630 1.0% 968,370 2.0% 987,740 2.0% 1,007,490 2.0% 1,027,640 2.0% 1,048,190 2.0% 1,069,150 2.0%
Recycling 187,570 6.5% 122,470 -34.7% 124,920 2.0% 127,420 2.0% 129,970 2.0% 132,570 2.0% 135,220 2.0%
Marine&Aviation 255,180 10.9% 213,720 -16.2% 217,990 2.0% 222,350 2.0% 226,800 2.0% 231,340 2.0% 235,970 2.0%
Parking Fund 588,990 -1.8% 575,930 -2.2% 587,450 2.0% 599,200 2.0% 611,180 2.0% 623,400 2.0% 635,870 2.0%
Pension Fund 94,000 -2.1% 91,000 -3.2% 92,820 2.0% 94,680 2.0% 96,570 2.0% 98,500 2.0% 100,470 2.0%
Gas System Dividend 1,700,000 6.3% 1,700,000 0.0% 1,700,000 0.0% 1,700,000 0.0% 1,700,000 0.0% 1,700,000 0.0% 1,700,000 0.0%
Other Interfund Transfers 8,256,380 3% 8,347,740 1% 8,480,700 1.6% 8,616,310 1.6% 8,754,640 1.6% 8,895,710 1.6% 9,039,640 1.6%
Interfund Charges/Transfers 17,516,670 0.4% 16,926,050 -3.4% 16,926,510 0.0% 17,093,670 1.0% 17,316,820 1.3% 17,543,570 1.3% 17,774,020 1.3%
Use of Fund Reserves 670,260 0 n/a 0 n/a 0 n/a 0 n/a 0 n/a
Total Revenues 115,453,300 -4.7% 111,470,350 -3.4% 108,532,610 -2.6% 107,716,530 -0.8% 107,898,320 0.2% 108,940,830 1.0% 110,009,550 1.0%
310
MIN ilM INN OM MB MN MO - - - i - • - •
11•11 IIMI I= L N - 1 - I OM EN MB NE U NM MI N w NM
City of Clearwater
Five Year Forecast
Expenditure Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Full Time Salaries 42,830 0.3% 42,830 0.0% 42,830 0.0% 42,830 0.0% 42,830 0.0% 42,830 0.0% 42,830 0.0%
Part Time Salaries 107,990 8.5% 103,500 -4.2% 103,500 0.0% 103,500 0.0% 103,500 0.0% 103,500 0.0% 103,500 0.0%
Life Insurance 330 3.1% 390 18.2% 390 0.0% 390 0.0% 390 0.0% 390 0.0% 390 0.0%
Major Medical Insurance 37,200 0.0% 37,200 0.0% 37,200 0.0% 37,200 0.0% 37,200 0.0% 37,200 0.0% 37,200 0.0%
Social Security 8,880 7.9% 8,540 -3.8% 8,540 0.0% 8,540 0.0% 8,540 0.0% 8,540 0.0% 8,540 0.0%
Pension 8,570 54.4% 10,280 20.0% 11,570 12.5% 12,840 11.0% 13,230 3.0% 13,630 3.0% 14,040 3.0%
Worker's Compensation 4,120 1.0% 4,070 -1.2% 4,190 3.0% 4,320 3.0% 4,450 3.0% 4,580 3.0% 4,720 3.0%
Operating Expenses 63,820 -0.7% 54,110 -15.2% 55,730 3.0% 57,400 3.0% 59,120 3.0% 60,890 3.0% 62,720 3.0%
Internal Service Expenses 19,830 -15.8% 16,530 -16.6% 17,030 3.0% 17,540 3.0% 18,070 3.0% 18,610 3.0% 19,170 3.0%
Operating Capital - n/a - n/a - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Interfund Transfers 3,000 0.0% 3,000 0.0% 3,000 - 3,000 - 3,000 - 3,000 - 3,000 -
City Council 296,570 0.2% 280,450 -5.4% 283,980 1.3% 287,560 1.3% 290,330 1.0% 293,170 1.0% 296,110 1.0%
Full Time Salaries 810,250 10.0% 790,030 -2.5% 790,030 0.0% 790,030 0.0% 790,030 0.0% 790,030 0.0% 790,030 0.0%
Life Insurance 3,820 30.8% 4,190 9.7% 4,190 0.0% 4,190 0.0% 4,190 0.0% 4,190 0.0% 4,190 0.0%
Major Medical Insurance 55,800 12.5% 55,800 0.0% 55,800 0.0% 55,800 0.0% 55,800 0.0% 55,800 0.0% 55,800 0.0%
Social Security 43,960 32.4% 44,580 1.4% 44,580 0.0% 44,580 0.0% 44,580 0.0% 44,580 0.0% 44,580 0.0%
Pension 40,520 54.8% 43,750 8.0% 49,220 12.5% 54,630 11.0% 56,270 3.0% 57,960 3.0% 59,700 3.0%
Worker's Compensation 3,630 8.4% 3,760 3.6% 3,870 3.0% 3,990 3.0% 4,110 3.0% 4,230 3.0% 4,360 3.0%
Operating Expenses 88,530 6.9% 71,710 -19.0% 73,860 3.0% 76,080 3.0% 78,360 3.0% 80,710 3.0% 83,130 3.0%
Internal Service Expenses 128,170 -2.5% 116,120 -9.4% 119,600 3.0% 123,190 3.0% 126,890 3.0% 130,700 3.0% 134,620 3.0%
Interfund Transfers 100,000 0.0% 75,000 -25.0% 75,000 - 75,000 0.0% 75,000 0.0% 75,000 0.0% 75,000 0.0%
City Manager's Office 1,274,680 9.3% 1,204,940 -5.5% 1,216,150 0.9% 1,227,490 0.9% 1,235,230 0.6% 1,243,200 0.6% 1,251,410 0.7%
Full Time Salaries 617,870 -1.6% 609,470 -1.4% 609,470 0.0% 609,470 0.0% 609,470 0.0% 609,470 0.0% 609,470 0.0%
Life Insurance 2,440 1.7% 2,720 11.5% 2,720 0.0% 2,720 0.0% 2,720 0.0% 2,720 0.0% 2,720 0.0%
Major Medical Insurance 68,200 0.0% 68,200 0.0% 68,200 0.0% 68,200 0.0% 68,200 0.0% 68,200 0.0% 68,200 0.0%
Social Security 18,270 -15.8% 18,030 -1.3% 18,030 0.0% 18,030 0.0% 18,030 0.0% 18,030 0.0% 18,030 0.0%
Pension 86,500 71.7% 102,310 18.3% 115,100 12.5% 127,760 11.0% 131,590 3.0% 135,540 3.0% 139,610 3.0%
Worker's Compensation 4,550 -3.6% 4,410 -3.1% 4,540 3.0% 4,680 3.0% 4,820 3.0% 4,960 3.0% 5,110 3.0%
Operating Expenses 423,540 -9.0% 404,160 -4.6% 416,280 3.0% 428,770 3.0% 441,630 3.0% 454,880 3.0% 468,530 3.0%
Internal Service Expenses 148,600 -0.3% 137,910 -7.2% 142,050 3.0% 146,310 3.0% 150,700 3.0% 155,220 3.0% 159,880 3.0%
Operating Capital - #DIV/0! #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Debt Service 0 #DIV/0! #DIV/0! - 0.0% Na n/a n/a Na
Interfund Transfers 4,600 n/a -100.0% - #DIV/0! - #DIV/0! - #DIV/0! - #DIV/0! - #DIV/0!
Economic Development 1,374,570 -1.1% 1,347,210 -2.0% 1,376,390 2.2% 1,405,940 2.1% 1,427,160 1.5% 1,449,020 1.5% 1,471,550 1.6%
Full Time Salaries -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Life Insurance -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Major Medical Insurance -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Social Security -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Pension n/a #DIV/0! - 12.5% - 11.0% - 3.0% - 3.0% - 3.0%
Worker's Compensation -100.0% #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Operating Expenses -100.0°% #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Internal Service Expenses -100.0°% #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Equity Services - -100.0% - Na - #DIV/01 - #DIV/0! - #DIV/0! - #DIV/0! - #DIV/0!
311
City of Clearwater
Five Year Forecast
Expenditure Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Full Time Salaries 507,600 -12.1% 521,500 2.7% 521,500 0.0% 521,500 0.0% 521,500 0.0% 521,500 0.0% 521,500 0.0%
Part Time Salaries -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Life Insurance 1,510 0.7% 1,660 9.9% 1,660 0.0% 1,660 0.0% 1,660 0.0% 1,660 0.0% 1,660 0.0%
Major Medical Insurance 68,200 10.0% 62,000 -9.1% 62,000 0.0% 62,000 0.0% 62,000 0.0% 62,000 0.0% 62,000 0.0%
Social Security 13,030 -29.5% 12,440 -4.5% 12,440 0.0% 12,440 0.0% 12,440 0.0% 12,440 0.0% 12,440 0.0%
Pension 95,000 85.1% 104,150 9.6% 117,170 12.5% 130,060 11.0% 133,960 3.0% 137,980 3.0% 142,120 3.0%
Worker's Compensation 4,390 -17.8% 4,520 3.0% 4,660 3.0% 4,800 3.0% 4,940 3.0% 5,090 3.0% 5,240 3.0%
Operating Expenses 191,000 -11.0% 151,450 -20.7% 155,990 3.0% 160,670 3.0% 165,490 3.0% 170,450 3.0% 175,560 3.0%
Internal Service Expenses 151,020 13.8% 92,600 -38.7% 95,380 3.0% 98,240 3.0% 101,190 3.0% 104,230 3.0% 107,360 3.0%
Operating Capital - 0.0% - #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Debt Service - 0.0% - #DIV/0! - (1) - (1) - (1) - (1) - (1)
Public Communications 1,031,750 -5.2% 950,320 -7.9% 970,800 2.2% 991,370 2.1% 1,003,180 1.2% 1,015,350 1.2% 1,027,880 1.2%
Full Time Salaries 193,850 -8.1% 193,850 0.0% 193,850 0.0% 193,850 0.0% 193,850 0.0% 193,850 0.0% 193,850 0.0%
Part-time Salaries - n/a - #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Life Insurance 1,410 -31.6% 920 -34.8% 920 0.0% 920 0.0% 920 0.0% 920 0.0% 920 0.0%
Major Medical Insurance 18,600 0.0% 18,600 0.0% 18,600 0.0% 18,600 0.0% 18,600 0.0% 18,600 0.0% 18,600 0.0%
Social Security 1,320 55.3% 1,320 0.0% 1,320 0.0% 1,320 0.0% 1,320 0.0% 1,320 0.0% 1,320 0.0%
Pension 38,770 41.3% 46,520 20.0% 52,340 12.5% 58,100 11.0% 59,840 3.0% 61,640 3.0% 63,490 3.0%
Worker's Compensation 1,210 -4.0% 1,190 -1.7% 1,230 3.0% 1,270 3.0% 1,310 3.0% 1,350 3.0% 1,390 3.0%
Operating Expenses 9,280 -8.6% 11,300 21.8% 11,640 3.0% 11,990 3.0% 12,350 3.0% 12,720 3.0% 13,100 3.0%
Internal Service Expenses 21,250 -11.2% 15,800 -25.6% 16,270 3.0% 16,760 3.0% 17,260 3.0% 17,780 3.0% 18,310 3.0%
Budget Office 285,690 -4.0% 289,500 1.3% 296,170 2.3% 302,810 2.2% 305,450 0.9% 308,180 0.9% 310,980 0.9%
Full Time Salaries 900,950 -8.2% 911,570 1.2% 911,570 0.0% 911,570 0.0% 911,570 0.0% 911,570 0.0% 911,570 0.0%
Part Time Salaries n/a #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Life Insurance 2,900 -1.4% 3,250 12.1% 3,250 0.0% 3,250 0.0% 3,250 0.0% 3,250 0.0% 3,250 0.0%
Major Medical Insurance 74,400 0.0% 68,200 -8.3% 68,200 0.0% 68,200 0.0% 68,200 0.0% 68,200 0.0% 68,200 0.0%
Social Security 51,770 9.0% 50,920 -1.6% 50,920 0.0% 50,920 0.0% 50,920 0.0% 50,920 0.0% 50,920 0.0%
Pension 56,340 54.7% 53,610 -4.8% 60,310 12.5% 66,940 11.0% 68,950 3.0% 71,020 3.0% 73,150 3.0%
Worker's Compensation 4,830 -4.0% 4,370 -9.5% 4,500 3.0% 4,640 3.0% 4,780 3.0% 4,920 3.0% 5,070 3.0%
Operating Expenses 407,030 -1.2% 332,000 -18.4% 341,960 3.0% 352,220 3.0% 362,790 3.0% 373,670 3.0% 384,880 3.0%
Internal Service Expenses 119,210 -3.4% 108,820 -8.7% 112,080 3.0% 115,440 3.0% 118,900 3.0% 122,470 3.0% 126,140 3.0%
Operating Capital 6,000 0.0% 6,000 0.0% 6,180 3.0% 6,370 3.0% 6,560 3.0% 6,760 3.0% 6,960 3.0%
City Attorney 1,623,430 -3.9% 1,538,740 -5.2% 1,558,970 1.3% 1,579,550 1.3% 1,595,920 1.0% 1,612,780 1.1% 1,630,140 1.1%
Full Time Salaries 397,300 -22.6% 382,420 -3.7% 382,420 0.0% 382,420 0.0% 382,420 0.0% 382,420 0.0% 382,420 0.0%
Part Time Salaries 37,550 n/a -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Life Insurance 1,280 -33.7% 1,300 1.6% 1,300 0.0% 1,300 0.0% 1,300 0.0% 1,300 0.0% 1,300 0.0%
Major Medical Insurance 55,800 -18.2% 55,800 0.0% 55,800 0.0% 55,800 0.0% 55,800 0.0% 55,800 0.0% 55,800 0.0%
Social Security 8,640 44.5% 5,540 -35.9% 5,540 0.0% 5,540 0.0% 5,540 0.0% 5,540 0.0% 5,540 0.0%
Pension 79,400 19.4% 76,490 -3.7% 86,050 12.5% 96,810 12.5% 107,460 11.0% 110,680 3.0% 114,000 3.0%
Worker's Compensation 3,910 -19.7% 3,860 -1.3% 3,980 3.0% 4,100 3.0% 4,220 3.0% 4,350 3.0% 4,480 3.0%
Operating Expenses 305,360 -6.1% 274,900 -10.0% 283,150 3.0% 291,640 3.0% 300,390 3.0% 309,400 3.0% 318,680 3.0%
Internal Service Expenses 198,280 1.9% 162,440 -18.1% 167,310 3.0% 172,330 3.0% 177,500 3.0% 182,830 3.0% 188,310 3.0%
Debt Service (1) n/a - (1) - (1) - (1) - (1) - (1)
Off Records&Legislative! 1,087,520 -7.9% 962,750 -11.5% 985,550 2.4% 1,009,940 2.5% 1,034,630 2.4% 1,052,320 1.7% 1,070,530 1.7%
312
MO OM - M 11111 - NE 11111 N MN I - NM NM NM r N r OM
ili • L11111 NM 11111 BIN NMI 11•11 11111 MB r MN r it NM INN 1 N
City of Clearwater
Five Year Forecast
Expenditure Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Full Time Salaries 1,370,620 -6.1% 1,344,260 -1.9% 1,344,260 0.0% 1,344,260 0.0% 1,344,260 0.0% 1,344,260 0.0% 1,344,260 0.0%
Part Time Salaries 15,450 -1.2% 15,830 2.5% 15,830 0.0% 15,830 0.0% 15,830 0.0% 15,830 0.0% 15,830 0.0%
Overtime 3,650 11.6% 3,640 -0.3% 3,640 0.0% 3,640 0.0% 3,640 0.0% 3,640 0.0% 3,640 0.0%
Life Insurance 5,110 -15.8% 4,380 -14.3% 4,380 0.0% 4,380 0.0% 4,380 0.0% 4,380 0.0% 4,380 0.0%
Major Medical Insurance 167,400 -6.9% 167,880 0.3% 167,880 0.0% 167,880 0.0% 167,880 0.0% 167,880 0.0% 167,880 0.0%
Social Security 31,870 -2.4% 38,840 21.9% 38,840 0.0% 38,840 0.0% 38,840 0.0% 38,840 0.0% 38,840 0.0%
Pension 221,660 44.1% 237,740 7.3% 267,460 12.5% 296,880 11.0% 305,790 3.0% 314,960 3.0% 324,410 3.0%
Worker's Compensation 11,220 -10.2% 10,920 -2.7% 11,250 3.0% 11,590 3.0% 11,940 3.0% 12,300 3.0% 12,670 3.0%
Operating Expenses 229,340 -8.0% 221,790 -3.3% 228,440 3.0% 235,290 3.0% 242,350 3.0% 249,620 3.0% 257,110 3.0%
Internal Service Expenses 139,150 -8.4% 134,900 -3.1% 138,950 3.0% 143,120 3.0% 147,410 3.0% 151,830 3.0% 156,380 3.0%
Finance 2,195,470 -3.1% 2,180,180 -0.7% 2,220,930 1.9% 2,261,710 1.8% 2,282,320 0.9% 2,303,540 0.9% 2,325,400 0.9%
Full Time Salaries 124,700 -0.4% 124,700 0.0% 124,700 0.0% 124,700 0.0% 124,700 0.0% 124,700 0.0% 124,700 0.0%
Life Insurance 840 1.2% 900 7.1% 900 0.0% 900 0.0% 900 0.0% 900 0.0% 900 0.0%
Major Medical Insurance 12,400 0.0% 12,400 0.0% 12,400 0.0% 12,400 0.0% 12,400 0.0% 12,400 0.0% 12,400 0.0%
Social Security 1,810 -0.5% 1,810 0.0% 1,810 0.0% 1,810 0.0% 1,810 0.0% 1,810 0.0% 1,810 0.0%
Pension 24,940 53.2% 29,930 20.0% 33,670 12.5% 37,370 11.0% 38,490 3.0% 39,640 3.0% 40,830 3.0%
Worker's Compensation 810 -3.6% 790 -2.5% 810 3.0% 830 3.0% 850 3.0% 880 3.0% 910 3.0%
Operating Expenses 900 -40.0% 800 -11.1% 820 3.0% 840 3.0% 870 3.0% 900 3.0% 930 3.0%
Internal Service Expenses 16,010 -3.8% 13,750 -14.1% 14,160 3.0% 14,580 3.0% 15,020 3.0% 15,470 3.0% 15,930 3.0%
City Audit 182,410 3.9% 185,080 1.5% 189,270 2.3% 193,430 2.2% 195,040 0.8% 196,700 0.9% 198,410 0.9%
Full Time Salaries 531,260 -6.8% 516,230 -2.8% 516,230 0.0% 516,230 0.0% 516,230 0.0% 516,230 0.0% 516,230 0.0%
Part Time Salaries 63,490 -19.7% 56,260 -11.4% 56,260 0.0% 56,260 0.0% 56,260 0.0% 56,260 0.0% 56,260 0.0%
Life Insurance 2,730 -2.5% 3,930 44.0% 3,930 0.0% 3,930 0.0% 3,930 0.0% 3,930 0.0% 3,930 0.0%
Major Medical Insurance 55,800 -10.0% 52,700 -5.6% 52,700 0.0% 52,700 0.0% 52,700 0.0% 52,700 0.0% 52,700 0.0%
Social Security 17,230 -11.9% 16,470 -4.4% 16,470 0.0% 16,470 0.0% 16,470 0.0% 16,470 0.0% 16,470 0.0%
Pension 85,000 43.0% 98,570 16.0% 110,890 12.5% 123,090 11.0% 126,780 3.0% 130,580 3.0% 134,500 3.0%
Worker's Compensation 4,650 -14.4% 4,490 -3.4% 4,620 3.0% 4,760 3.0% 4,900 3.0% 5,050 3.0% 5,200 3.0%
Operating Expenses 262,000 -18.3% 225,620 -13.9% 232,390 3.0% 239,360 3.0% 246,540 3.0% 253,940 3.0% 261,560 3.0%
Internal Service Expenses 86,190 -7.4% 77,840 -9.7% 80,180 3.0% 82,590 3.0% 85,070 3.0% 87,620 3.0% 90,250 3.0%
Human Resources 1,108,350 -8.6% 1,052,110 -5.1% 1,073,670 2.0% 1,095,390 2.0% 1,108,880 1.2% 1,122,780 1.3% 1,137,100 1.3%
Full Time Salaries 21,057,310 -4.0% 20,410,060 -3.1% 20,279,160 2.0% 20,684,740 2.0% 21,098,430 2.0% 21,520,400 2.0% 21,950,810 2.0%
Part Time Salaries 543,570 3.4% 496,720 -8.6% 496,720 0.0% 496,720 0.0% 496,720 0.0% 496,720 0.0% 496,720 0.0%
Overtime 775,420 0.0% 775,420 0.0% 775,420 0.0% 775,420 0.0% 775,420 0.0% 775,420 0.0% 775,420 0.0%
Police Incentive Pay 192,840 -2.5% 184,680 -4.2% 184,680 0.0% 184,680 0.0% 184,680 0.0% 184,680 0.0% 184,680 0.0%
Life Insurance 92,060 -8.6% 94,890 3.1% 94,890 0.0% 94,890 0.0% 94,890 0.0% 94,890 0.0% 94,890 0.0%
Major Medical Insurance 2,149,290 -6.1% 1,883,600 -12.4% 1,883,600 0.0% 1,883,600 0.0% 1,883,600 0.0% 1,883,600 0.0% 1,883,600 0.0%
Social Security 395,670 13.1% 333,250 -15.8% 339,920 2.0% 346,720 2.0% 353,650 2.0% 360,720 2.0% 367,930 2.0%
Pension 4,297,250 45.1% 5,027,360 17.0% 5,655,780 12.5% 6,277,920 11.0% 6,466,260 3.0% 6,660,250 3.0% 6,860,060 3.0%
Worker's Compensation 564,880 0.4% 585,390 3.6% 602,950 3.0% 621,040 3.0% 639,670 3.0% 658,860 3.0% 678,630 3.0%
Operating Expenses 2,325,760 6.5% 2,161,290 -7.1% 2,226,130 3.0% 2,292,910 3.0% 2,361,700 3.0% 2,432,550 3.0% 2,505,530 3.0%
Internal Service Expenses 4,842,340 -0.9% 4,269,040 -11.8% 4,397,110 3.0% 4,529,020 3.0% 4,664,890 3.0% 4,804,840 3.0% 4,948,990 3.0%
Operating Capital 8,500 -54.1% -100.0% - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Debt Service 71,100 -58.7% 49,590 -30.3% 46,010 (1) 23,350 (1) 4,400 (1) - (1) - (1)
Interfund Transfers 100,000 n/a 100,000 0.0% 100,000 (2) 100,000 (2) 100,000 (2) 100,000 (2) 100,000 (2)
Police 37,415,990 1.3% 36,371,290 -2.8% 37,082,370 2.0% 38,311,010 3.3% 39,124,310 2.1% 39,972,930 2.2% 40,847,260 2.2%
313
City of Clearwater
Five Year Forecast
Expenditure Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Full Time Salaries 12,238,470 -1.6% 12,100,680 -1.1% 11,972,860 2.0% 12,212,320 2.0% 12,456,570 2.0% 12,705,700 2.0% 12,959,810 2.0%
Part Time Salaries 23,710 -10.6% 23,710 0.0% 23,710 0.0% 23,710 0.0% 23,710 0.0% 23,710 0.0% 23,710 0.0%
Overtime 662,790 20.3% 663,360 0.1% 663,360 0.0% 663,360 0.0% 663,360 0.0% 663,360 0.0% 663,360 0.0%
Fire Incentive/Acting Pay 223,240 1.6% 223,240 0.0% 221,720 -0.7% 220,210 -0.7% 220,210 0.0% 218,710 -0.7% 217,220 -0.7%
Fire Special Holiday 424,810 -5.8% 472,230 11.2% 454,830 -3.7% 438,070 -3.7% 460,000 5.0% 443,050 -3.7% 426,730 -3.7%
Life Insurance 51,560 4.0% 52,630 2.1% 52,630 0.0% 52,630 0.0% 52,630 0.0% 52,630 0.0% 52,630 0.0%
Major Medical Insurance 1,258,600 -4.2% 1,302,000 3.4% 1,302,000 0.0% 1,302,000 0.0% 1,302,000 0.0% 1,302,000 0.0% 1,302,000 0.0%
Social Security 240,990 -5.3% 242,190 0.5% 247,030 2.0% 251,970 2.0% 257,010 2.0% 262,150 2.0% 267,390 2.0%
Pension 2,319,250 46.6% 2,887,480 24.5% 3,248,420 12.5% 3,605,750 11.0% 3,713,920 3.0% 3,825,340 3.0% 3,940,100 3.0%
Worker's Compensation 331,800 -22.4% 377,970 13.9% 389,310 3.0% 400,990 3.0% 413,020 3.0% 425,410 3.0% 438,170 3.0%
Operating Expenses 1,463,380 3.2% 1,437,910 -1.7% 1,481,050 3.0% 1,525,480 3.0% 1,571,240 3.0% 1,618,380 3.0% 1,666,930 3.0%
Internal Service Expenses 1,666,280 -1.2% 1,723,720 3.4% 1,775,430 3.0% 1,828,690 3.0% 1,883,550 3.0% 1,940,060 3.0% 1,998,260 3.0%
Operating Capital 64,970 n/a 50,140 -22.8% 51,640 3.0% 53,190 3.0% 54,790 3.0% 56,430 3.0% 58,120 3.0%
Debt Service 422,000 (1) 379,790 -10.0% 394,090 (1) 621,670 (1) 791,350 (1) 916,650 (1) 967,270 (1)
Interfund Transfers 368,250 (2) 469,540 27.5% 372,740 (2) 428,020 (2) 312,470 (2) 325,910 (2) 335,370 (2)
Fire 21,760,100 2.4% 22,406,590 3.0% 22,650,820 1.1% 23,628,060 4.3% 24,175,830 2.3% 24,779,490 2.5% 25,317,070 2.2%
Full Time Salaries 2,730,360 175.9% 2,490,240 -8.8% 2,490,240 0.0% 2,490,240 0.0% 2,490,240 0.0% 2,490,240 0.0% 2,490,240 0.0%
Part Time Salaries 10,930 n/a -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Overtime 14,270 n/a 14,250 -0.1% 14,250 0.0% 14,250 0.0% 14,250 0.0% 14,250 0.0% 14,250 0.0%
Life Insurance 7,980 165.1% 7,670 -3.9% 7,670 0.0% 7,670 0.0% 7,670 0.0% 7,670 0.0% 7,670 0.0%
Major Medical Insurance 359,600 241.2% 334,800 -6.9% 334,800 0.0% 334,800 0.0% 334,800 0.0% 334,800 0.0% 334,800 0.0%
Social Security 45,960 100.7% 42,320 -7.9% 42,320 0.0% 42,320 0.0% 42,320 0.0% 42,320 0.0% 42,320 0.0%
Pension 512,990 390.1% 561,450 9.4% 631,630 12.5% 701,110 11.0% 722,140 3.0% 743,800 3.0% 766,110 3.0%
Worker's Compensation 46,480 552.8% 48,170 3.6% 49,620 3.0% 51,110 3.0% 52,640 3.0% 54,220 3.0% 55,850 3.0%
Operating Expenses 245,220 335.9% 326,030 33.0% 335,810 3.0% 345,880 3.0% 356,260 3.0% 366,950 3.0% 377,960 3.0%
Internal Service Expenses 646,670 360.9% 601,430 -7.0% 619,470 3.0% 638,050 3.0% 657,190 3.0% 676,910 3.0% 697,220 3.0%
Debt Service 59,430 n/a 35,500 -40.3% 31,790 (1) 31,790 (1) 31,790 (1) 7,050 (1) - (1)
Planning&Development 4,679,890 227.4% 4,461,860 -4.7% 4,557,600 2.1% 4,657,220 2.2% 4,709,300 1.1% 4,738,210 0.6% 4,786,420 1.0%
Full Time Salaries -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Part Time Salaries -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Overtime -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Life Insurance -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Major Medical Insurance -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Social Security -100.0% #DIV/0! - 0.0% - 0.0% - 0.0% - 0.0% - 0.0%
Pension -100.0% #DIV/0! - 12.5% - 11.0% - 3.0% - 3.0% - 3.0%
Worker's Compensation -100.0% #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Operating Expenses -100.0% #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Internal Service Expenses -100.0% #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Operating Capital n/a #DIV/0! - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Debt Service -100.0% #DIV/0! - (1) - (1) - 3.5% - 3.5% - 3.5%
Transfers -100.0% #DIV/0! - (2) - (2) - (2) - (2) - (2)
Development Services - -100.0% - n/a - #DIV/01 - -100.0% - -100.0% - -100.0% - -100.0%
314
IMI 11. MIN MO NIII INN MINI 11110 INN IIIII IIIIII 111111 MI INN IIIII IIIII MI WIN 111111
NM r r NM - MI MN - A la - - MS w - MN r I MI
City of Clearwater
Five Year Forecast
Expenditure Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Full Time Salaries 2,981,690 -0.4% 2,752,050 -7.7% 2,752,050 0.0% 2,752,050 0.0% 2,752,050 0.0% 2,752,050 0.0% 2,752,050 0.0%
Life Insurance 9,110 -3.6% 8,890 -4.6% 8,690 0.0% 8,690 0.0% 8,690 0.0% 8,690 0.0% 8,690 0.0%
Major Medical Insurance 372,000 -1.6% 347,200 -6.7% 347,200 0.0% 347,200 0.0% 347,200 0.0% 347,200 0.0% 347,200 0.0%
Social Security 48,350 6.1% 46,250 -4.3% 46,250 0.0% 46,250 0.0% 46,250 0.0% 46,250 0.0% 46,250 0.0%
Pension 543,410 48.9% 596,740 9.8% 671,330 12.5% 745,180 11.0% 767,540 3.0% 790,570 3.0% 814,290 3.0%
Worker's Compensation 49,450 8.3% 37,330 -24.5% 38,450 3.0% 39,600 3.0% 40,790 3.0% 42,010 3.0% 43,270 3.0%
Operating Expenses 2,578,470 0.0% 2,702,560 4.8% 2,783,640 3.0% 2,867,150 3.0% 2,953,160 3.0% 3,041,750 3.0% 3,133,000 3.0%
Internal Service Expenses 637,090 -1.1% 581,920 -8.7% 599,380 3.0% 617,360 3.0% 635,880 3.0% 654,960 3.0% 674,610 3.0%
Operating Capital 500 150.0% 250 -50.0% 260 3.0% 270 3.0% 280 3.0% 290 3.0% 300 3.0%
Debt Service 16,820 -6.8% 5,440 -67.7% - (1) - (1) - (1) - (1) - (1)
Transfers 205,000 0.0% 205,000 0.0% 205,000 (2) 230,000 (2) 230,000 (2) 230,000 (2) 230,000 (2)
Engineering 7,441,890 2.2% 7,283,430 -2.1% 7,452,250 2.3% 7,653,750 2.7% 7,781,840 1.7% 7,913,770 1.7% 8,049,660 1.7%
Full Time Salaries 1,121,350 -37.0% 1,060,800 -5.4% 1,060,800 0.0% 1,060,800 0.0% 1,060,800 0.0% 1,060,800 0.0% 1,060,800 0.0%
Life Insurance 2,520 -40.1% 2,040 -19.0% 2,040 0.0% 2,040 0.0% 2,040 0.0% 2,040 0.0% 2,040 0.0%
Major Medical Insurance 161,200 -35.0% 155,000 -3.8% 155,000 0.0% 155,000 0.0% 155,000 0.0% 155,000 0.0% 155,000 0.0%
Social Security 19,650 -37.1% 19,470 -0.9% 19,470 0.0% 19,470 0.0% 19,470 0.0% 19,470 0.0% 19,470 0.0%
Pension 200,410 -0.9% 228,030 13.8% 256,530 12.5% 284,750 11.0% 293,290 3.0% 302,090 3.0% 311,150 3.0%
Worker's Compensation 52,060 -8.0% 71,060 36.5% 73,190 3.0% 75,390 3.0% 77,650 3.0% 79,980 3.0% 82,380 3.0%
Operating Expenses 399,840 -7.2% 360,900 -9.7% 371,730 3.0% 382,880 3.0% 394,370 3.0% 406,200 3.0% 418,390 3.0%
Internal Service Expenses 597,290 -22.5% 537,770 -10.0% 553,900 3.0% 570,520 3.0% 587,640 3.0% 605,270 3.0% 623,430 3.0%
Operating Capital 25,680 31.1% 1,030 -96.0% 1,060 3.0% 1,090 3.0% 1,120 3.0% 1,150 3.0% 1,180 3.0%
Debt Service - -100.0% - n/a - (1) - (1) - (1) - (1) - (1)
Transfers - n/a - n/a - (2) - (2) - (2) - (2) - (2)
Public Services 2,580,000 -27.3% 2,436,100 -5.6% 2,493,720 2.4% 2,551,940 2.3% 2,591,380 1.5% 2,632,000 1.6% 2,673,840 1.6%
Full Time Salaries 5,975,820 -8.1% 5,724,300 -4.2% 5,724,300 0.0% 5,724,300 0.0% 5,724,300 0.0% 5,724,300 0.0% 5,724,300 0.0%
Part Time Salaries 921,840 -1.7% 903,490 -2.0% 903,490 0.0% 903,490 0.0% 903,490 0.0% 903,490 0.0% 903,490 0.0%
Overtime 65,450 -23.5% 45,400 -30.6% 45,400 0.0% 45,400 0.0% 45,400 0.0% 45,400 0.0% 45,400 0.0%
Life Insurance 15,830 -14.9% 16,120 1.8% 16,120 0.0% 16,120 0.0% 16,120 0.0% 16,120 0.0% 16,120 0.0%
Major Medical Insurance 1,035,400 -6.2% 985,800 -4.8% 985,800 0.0% 985,800 0.0% 985,800 0.0% 985,800 0.0% 985,800 0.0%
Social Security 183,060 2.4% 174,630 -4.6% 174,630 0.0% 174,630 0.0% 174,630 0.0% 174,630 0.0% 174,630 0.0%
Pension 1,089,480 41.2% 1,259,270 15.6% 1,416,680 12.5% 1,572,510 11.0% 1,619,690 3.0% 1,668,280 3.0% 1,718,330 3.0%
Worker's Compensation 195,820 -11.5% 176,390 -9.9% 181,680 3.0% 187,130 3.0% 192,740 3.0% 198,520 3.0% 204,480 3.0%
Operating Expenses 6,383,640 -4.3% 6,031,980 -5.5% 6,212,940 3.0% 6,399,330 3.0% 6,591,310 3.0% 6,789,050 3.0% 6,992,720 3.0%
Internal Service Expenses 2,947,410 -13.9% 2,759,260 -6.4% 2,842,040 3.0% 2,927,300 3.0% 3,015,120 3.0% 3,105,570 3.0% 3,198,740 3.0%
Operating Capital 15,000 3.4% -100.0% - 3.0% - 3.0% - 3.0% - 3.0% - 3.0%
Debt Service 32,880 -69.4% 28,930 -12.0% 21,440 (1) 17,870 (1) 9,220 (1) - (1) - (1)
Transfers 877,500 -19.3% 900,500 2.6% 901,750 (2) 967,500 (2) 1,007,500 (2) 1,017,500 (2) 1,017,500 (2)
Parks 8 Recreation 19,739,130 -6.6% 19,006,070 -3.7% 19,426,270 2.2% 19,921,380 2.5% 20,285,320 1.8% 20,628,660 1.7% 20,981,510 1.7%
315
City of Clearwater
Five Year Forecast
Expenditure Schedule
Forecast
Budget % Budget % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year % Fiscal Year %
2009-10 A 2010-11 A 2011-12 A 2012-13 A 2013-14 A 2014-15 A 2015-16 A
Full Time Salaries 2,243,100 -11.2% 2,154,410 -4.0% 2,154,410 0.0% 2,154,410 0.0% 2,154,410 0.0% 2,154,410 0.0% 2,154,410 0.0%
Part Time Salaries 437,590 58.0% 413,380 -5.5% 413,380 0.0% 413,380 0.0% 413,380 0.0% 413,380 0.0% 413,380 0.0%
Life Insurance 6,310 9.2% 6,680 5.9% 6,680 0.0% 6,680 0.0% 6,680 0.0% 6,680 0.0% 6,680 0.0%
Major Medical Insurance 341,000 -17.9% 353,400 3.6% 353,400 0.0% 353,400 0.0% 353,400 0.0% 353,400 0.0% 353,400 0.0%
Social Security 58,990 -0.3% 64,400 9.2% 64,400 0.0% 64,400 0.0% 64,400 0.0% 64,400 0.0% 64,400 0.0%
Pension 405,350 30.8% 493,980 21.9% 555,730 12.5% 616,860 11.0% 635,370 3.0% 654,430 3.0% 674,060 3.0%
Worker's Compensation 59,840 -8.9% 47,730 -20.2% 49,160 3.0% 50,630 3.0% 52,150 3.0% 53,710 3.0% 55,320 3.0%
Operating Expenses 816,080 -7.9% 765,790 -6.2% 788,760 3.0% 812,420 3.0% 836,790 3.0% 861,890 3.0% 887,750 3.0%
Internal Service Expenses 707,120 -14.1% 747,900 5.8% 770,340 3.0% 793,450 3.0% 817,250 3.0% 841,770 3.0% 867,020 3.0%
Operating Capital 250 -75.0% 250 0.0% 260 3.0% 270 3.0% 280 3.0% 290 3.0% 300 3.0%
Debt Service 35,560 35,560 (1) 35,560 (1) 35,560 (1) 26,670 (1) (1)
Transfers 635,310 -8.5% 635,310 0.0% 635,310 (2) 639,740 (2) 665,310 (2) 685,270 (2) 705,380 (2)
Library 5,710,940 -5.8% 5,718,790 0.1% 5,827,390 1.9% 5,941,200 2.0% 6,034,980 1.6% 6,116,300 1.3% 6,182,100 1.1%
Full Time Salaries 96,420 -74.8% 94,420 -2.1% 94,420 0.0% 94,420 0.0% 94,420 0.0% 94,420 0.0% 94,420 0.0%
Part Time Salaries 77,320 -66.3% 77,320 0.0% 77,320 0.0% 77,320 0.0% 77,320 0.0% 77,320 0.0% 77,320 0.0%
Overtime 5,630 -45.3% 5,630 0.0% 5,630 0.0% 5,630 0.0% 5,630 0.0% 5,630 0.0% 5,630 0.0%
Life Insurance 240 -62.5% 180 -25.0% 180 0.0% 180 0.0% 180 0.0% 180 0.0% 180 0.0%
Major Medical Insurance 18,600 -75.0% 18,600 0.0% 18,600 0.0% 18,600 0.0% 18,600 0.0% 18,600 0.0% 18,600 0.0%
Social Security 7,740 -66.9% 7,370 -4.8% 7,370 0.0% 7,370 0.0% 7,370 0.0% 7,370 0.0% 7,370 0.0%
Pension 19,480 -60.7% 24,250 24.5% 27,280 12.5% 30,280 11.0% 31,190 3.0% 32,130 3.0% 33,090 3.0%
Worker's Compensation 2,340 -92.0% 2,510 7.3% 2,590 3.0% 2,670 3.0% 2,750 3.0% 2,830 3.0% 2,910 3.0%
Operating Expenses 261,600 -19.7% 261,650 0.0% 269,500 3.0% 277,590 3.0% 285,920 3.0% 294,500 3.0% 303,340 3.0%
Internal Service Expenses 60,070 -38.7% 33,610 -44.0% 34,620 3.0% 35,660 3.0% 36,730 3.0% 37,830 3.0% 38,960 3.0%
Interfund Transfers 15,000 -40.0% 15,000 0.0% 20,000 (1) 20,000 (1) 20,000 (1) 20,000 (1) 20,000 (1)
Marine Operations 564,440 -54.8% 540,540 -4.2% 557,510 3.1% 569,720 2.2% 580,110 1.8% 590,810 1.8% 601,820 1.9%
Full Time Salaries 280 250,000 89185.7% 250,000 200,000 175,000 150,000 125,000
Other Operating 10,000 -103.2% 20,000 100.0% 20,600 3.0% 21,220 3.0% 21,860 3.0% 22,520 3.0% 23,200 3.0%
Property/Liability Insurance 2,259,330 2.8% 1,861,560 -17.6% 1,954,640 5.0% 2,052,370 5.0% 2,154,990 5.0% 2,262,740 5.0% 2,375,880 5.0%
Internal Services 84,480 0.0% 17,200 -79.6% 20,000 n/a 20,000 n/a 20,000 n/a 20,000 n/a 20,000 n/a
Debt Service 1,043,830 -4.5% - -100.0% - n/a - n/a - n/a - n/a - n/a
Interfund Transfers 1,505,830 -63.0% 1,105,640 -26.6% 1,140,655 (1) 1,191,060 (1) 1,195,140 (1) 1,234,350 (1) 1,249,250 (1)
Non-Departmental 4,903,750 -30.4% 3,254,400 -33.6% 3,385,895 4.0% 3,484,650 2.9% 3,566,990 2.4% 3,689,610 3.4% 3,793,330 2.8%
Totals 115,256,570 -4.8% 111,470,350 -3.3% 113,605,705 1.9% 117,074,120 3.1% 119,328,200 1.9% 121,658,820 2.0% 123,952,520 1.9%
316
1/11 MIN 1111111 NM M it NM - 11111 S 111111 111111 - - MI ` - 11111 r
City of Clearwater Organizational Chart
I
Citizens of Clearwater
I
' City Council
City Attorney
' City Manager
Assistant City Manager Assistant City Manager
1 City Auditor Engineering Ma f ice of
& Customer
Budget Service
Economic
Fire Department Financial Parks& i p
Services Recreation Develo ment&
Housing
Official Records ;
Human Planning&
&Legislative Resources Development ; Gas System
Services
Police Information
Marine
Public Services ;
Department Technology , Aviation
I
Public Library Public Utilities
Communications
Solid Waste/ Emergency
General Support
Services Management
1
I
1 317
I
1
I
City Manager I
1
Equity Services Assistant to the City
Manager Manager I
Assistant City Assistant City
Manager Manager Executive
Assistant
CRA
(City Council)*
Operations
City Manager's
— Office Assistant
Downtown (2)
Manager
•
Program
Coordinator
I
1
I
1
l
1
City Manager's Office -9.0 FTE's I
*City Council - 1.0 FTE
318 I
I
I
City Attorney
Legal Office
Administrator
I
Senior Staff
Assistant
rAssistant City
Attorney
1 (5)
Paralegal
Legal Staff
Assistant
(2)
I
1
1
1
I
I
rCity Attorney's Office -11.0 FTE's
1 319
1
I
City Auditor I I
I
Senior Auditor
I
I
I
I
I
I
I
I
I
I
I
1
City Audit -2.0 FTE's I
320 I
I
I
1
1 Customer Service Director
i
I
I
I Assistant Director
Customer Service Customer Service Manager Senior Systems Analyst(2)
I
Customer Service Customer Service Customer Service Customer Service
Coordinator Coordinator Coordinator Coordinator
Collections Accounting Customer Care Field Services
I Customer Service Customer Service Senior Customer Customer
Specialist Specialist — — Service
(2) (2) Representative Service Specialist
I Customer Service Customer Service
Field Service
Accounting Customer Service
Representative — — Representative II
(2) Representative Specialist (5)
Senior Staff Customer Service Customer Service Field Service
I Assistant Representative — -- Representative — Representative I
(4.5) (9.5) (4)
IStaff Assistant
I
I
I
I
ICustomer Service-45.0 FTE's
I 321
I
I
Economic Development and Housing 1
Director
Senior Staff ,
Assistant
Assistant Economic Development t
and Housing Director
Staff Assistant
I I I
Economic Development
Housing Division
Division
Community
Development Housing
Coordinator Manager ,
Economic
Development Housing
Specialist Coordinator
Economic
Development Sr. Accountant
Coordinator
Accountant
r
I
I
I
Economic Development -4.0 FTE's
Housing -7.0 FTE's '
Total Economic Development - 11.0 FTE's
322
1
I
I
1 City Engineer/Engineering Director
Senior Staff Senior
I Assistant Accountant
Assistant Director
Engineering,Environmental and I I I
Stormwater Management
1
Geographic Traffic
Construction Parking
Technology Operations er
Manager Manager
Manager Manager
Staff Assistant Real Estate g — g
Services
I Coordinator Geographic Traffic Parking
Customer Service Construction
Technology — Operations — Operations
Representative
(7) Specialist (5) (8.5)
I I
I Environmental Stormwater Utilities — Construction Field Parking
—
Engineering Engineering Engineering Survey Inspector — Operations Enforcement
Manager Manager Manager (6) (3) (15) (6)
-
Engineering Senior
Environmental Staff — Landscape
(3) Police Aide
(4) Architect (6.2)
Land Engineering
I Development Staff
(3) (5)
I
I
I
I
I
I
I
Engineering(General Fund)-56.0 FTE's
I Engineering(Stormwater)-10.0 FTE's
Engineering(Parking)-21.7 FTE's
Total Engineering-87.7 FTE's
i 323
I
I
Finance Director I
■
Senior Staff
Assistant I
Assistant Finance Director
Controller I
IDebt and Risk
Payroll Accounting Treasury Purchasing Specialized
Management
Accounting
Payroll Accounting Cash and _ Purchasing Risk 1
Services Manager Investments Manager Controller Manager
Manager Manager
Senior Risk I
Senior
Payroll Accountant Accountant — Buyer — Senior Management
Technician (1) Accountant Specialist
(3.5) (4) I
Accountant Accounting Accounting
Technician Accountant
(3) (2) Technician
IAccounting Accounting
Accounting _ Clerk — Clerk
Technician (2) (5)
I
Accounting
Clerk
(5)
I
I
I
I
Finance(General Fund) -27.5 FTE's I
Finance(Insurance Fund) -5.0 FTE's
Total Finance-32.5 FTE's
I
324
1
I
1 Fire Chief
I _ Administrative Staff
Analyst — Assistant
(2)
1 Deputy Chief I
II Division Chief Division Chief/Fire Marshal
Fire Operations Administrative Fire Prevention Services
Support Manager
IAssistant Chief Assistant Chief Personnel/ Accounting Assistant Fire Assistant Chief
Special Operations Training Bureau Payroll Technician Marshal Health Safety
Bureau Technician
1 Assistant Chief - Fire Inspections
Suppression Assistant Chief EMS &Investigations _ Manager
Bureau Bureau Bureau Logistics Bureau
I (6) (4)
Fire Medic Construction
Lieutenant — Lieutenant Services Bureau Storeskeeper
(45) (3) (2)
IIDriver Staff SCBA-Operator Fire Medic a Assistant Maintenance
Technician
Firefighter
1 (28)
I
I
I
I
Fire Department-205.0 FTE's
I 325
I
1
Managing Director & Executive Officer I
Clearwater Gas System 1
I I I I
Gas Operations Gas Operations
Manager Manager Sales&Public Affairs Assistant Director
I
Service& Supply& Manager Customer Service&Support*
Maintenance Distribution
Gas Program Gas Program Public Warehouse&
I
Coordinator Coordinator Information Senior Metering
Quality&Safety Operations Specialist Accountant Gas Program
I l Specialist
Dispatch I Construction Sales
I
Sr. Dispatcher& Gas Specialists _Representatives Accountant Gas
- Dispatchers &Technicians (4) Technicians
(5) (5) (3)
1
Maintenance j Gate Station/ Sales Associate Support
Gas Supervisor, Metering Gas Program
— Specialists& Gas Specialist Coordinator I
Technicians
(10) Permit&Design Accounting
En ineerin Senior Staff Technicians
Installation g g Assistant
Technicians (3)
Gas Supervisor, 7 (2)
Specialists& _
Technicians Customer Service
LP Representatives
(6) — Gas Supervisor (5)
I
Service&Repair &Technicians
1 Gas Supervisor, (6)
Specialists& Cathodic
Technicians Protection
(9) Gas Supervisor, I
Specialist&
1 Technicians
(5)
1
II
Gas System -77.0 FTE's I
*Position counted in Customer Service
326
I
I
II
11
1 i Human Resources Director
II I I I I
Recruitment, Compensation and Employee and Labor Employee Benefits Administration
Selection and Training Classification Relations
IHuman Senior Human Human Human Human
Resources Resources — Resources Resources — Resources
I Manager Analyst Manager
(0.5) Manager
(0.5) Analyst
Human Human Senior Human Senior Human
Resources Resources
I Resources —
Analyst —Resources
Technician — Analyst
(1.5) — Analyst
(1.5) —
Human Human Human
I Resources Resources Resources
Technician Technician Technician
(1.7) (.5) (.5)
ill
I
I
I
I
I
I
I
Human Resources (General Fund) -10.2 FTE's
I Human Resources (Insurance Fund) -2.5 FTE's
Total Human Resources- 12.7 FTE's
I 327
1
I
Information Technology Director I
Administrative
I
Analyst
Accounting _ I
Clerk
Network Technology Manager Systems and Programming Manager
I
Network Senior Systems
Telecommunications
Engineer Analyst(1.5) Programmer
(2) (8)
Senior Network Systems
I
Analyst Programmer
(2) (2)
Network Analyst Senior Systems
(6) Analyst
(2)
Systems Analyst I
(3)
I
I
I
I
I
Information Technology-31.5 FTE's I
I
328
I
ILibrary Director
I Administrative
Analyst 1
Senior Staff
Assistant
I Assistant Library Director
Accounting
Technician
I I
Main Library
I I I I
Collection Technology
Development Circulation Youth Services Reference Services Services
I I I I I
ILibrarian Ill Librarian III Librarian Ill Librarian Ill Librarian II
I Manager Manager Manager Manager
Librarian Librarian Librarian Centralized
(2 Senior
) Library
Assistant (2 6) (4.2) I Phones
d I
Library
Ass Library Library
Assistant Assistant Assistant Custodian Librarian II
I (4) (5.2) (1.6) (4) �
Library Police Librarian
Page Aide (3)
(3) (1.5)
IBranches
I I I I
i Countryside East North Beach
Greenwood
I I I
I Librarian Ill Librarian Ill Librarian Librarian
Manager Manager
I
1 Lib(4rarian Librarian Library Library
.1) (4) Assistant Page
(.6) (.3)
Senior Senior Library
I Library Library Page
Assistant Assistant (.6)
Library Library Police Aide
Assistant Assistant
(5) (5) (.5)
Library Library
I Page Page
(2) (2)
Library-73.2 FTE's
I 329
I
I
Marine and Aviation Director r
Administrative Analyst I
Customer Service
Accounting Rep. I
Accounting Clerk
I I I I
Pier 60 Operations Airpark Community Marina Operations Downtown
Sailing Center Boatslips I
Marina Police Marine
Recreation Marine Operations Facility
—
Program Aide Manager Operator
Supervisor (1.4) (3.9)
I
Marine
Facility Trades Police ,
Operator Worker Aide
(4.9) (3) (1.7)
Marine
Facility
Operator
(3.9)
Custodial
Worker
(2.5) 1
Police Aide
(1.7)
1
1
Marine Fund-16.1 FTE's
Marine General Fund-5.9 FTE's
Airpark Fund-1.4 FTE's ,
Downtown Boat Slips Fund-5.6 FTE's
Total Marine and Aviation -29.0 FTE's
I
330
1
1
Budget Director
Senior Accountant
(2)
I
1
1
1
1
1
1
I
1
1
I
Office of Management and Budget-3.0 FTE's
1 331
I
City Clerk I
Administrative I
Analyst
t
Management Analyst ,
Board Reporter Staff Assistant I
City Clerk
Specialist
(2)
Documents
and Records
Specialists
(2) 1
I
I
1
I
1
1
Official Records and Legislative Services -9.0 FTE's ,
332 1
1
I
I
IParks & Recreation Director
I
Assistant Director _ Senior Staff
Assistant
3
Administration Division& Office of Aging
I Recreation Programming Division Manager
Parks and Beautification Division
Recreation
I Administrative Programming _ Parks Planning and J _J
Analyst Management Project Manager
Athletic Field Landscape
(3)
Management Management
Special (3) (2)
Administrative Events& Support
I
Support Manager Athletics Services
(11.1) (21) Athletic Field Landscape
Maintenance Maintenance
11 (23.4) (43)
Administrative East
Staff Section
(8) (36.1)
I Volunteer
Program West Section
Specialist (24.5)
I Cultural Affairs Beach Guard
Specialist Operations
(9.9)
I
I
I
I
I
I Parks and Recreation(General Fund)-184.1 FTE's
Parks and Recreation(Parking Fund)-9.9 FTE's
Total Parks and Recreation-194.0 FTE's
I
333
I
I
Planning and Development Director I
Senior Staff — I
Assistant
Assistant Director I
Planning and Development
Administrative I
Analyst
(-- I-- ____I
Long Range Development Review Code Compliance Construction
I
Planning Manager Manager Manager Services Manager
(Building Official)
Planner III Planner III Inspection Assistant Building Senior Plans I
(2) (2) Specialist Official * Examiner
Housing Plans I
Urban Planner II Sign Inspector — Examiner
Designer (2) Inspector
(2) (2) 1
Land Resource Code Building
Specialist (2) Enforcement Inspectors
Inspector(7) (8) Develpoment
I
License Review
Inspector
Supervisor i
(2) Development
Customer — Review
Service Rep Specialist(4)
1
(2) Development
Review I
Technician (6)
I
*The Assistant Building Official position is not funded in the 2010/11 budget.
Planning and Development -55.0 FTE's * I
334
I
I
I
IChief of Police
I
I Public Public Safety Administrative
Grants
Analyst
Information Coordinator y
•
ILegal Advisor •-- Paralegal
IDeputy Chief
I
I Criminal Patrol Support Services Professional
Investigations Standards
I Senior Staff
A
I I
ssistant
Criminal Professional
Investigations Patrol Division Support Services Standards Section
Division Major Major Division Major Lieutenant
Police Office Police Office _ Police Office Police Office
1 Specialist — Specialist Specialist Specialist
Internal
Lieutenant Fiscal Affairs
Asst.CID District I Watch Services Records Section
ICommander (27) Commander (2) (10) (2)
Special Communications Personnel
Homicide Intelligence District II Payroll I Unit
(7) (9) (69) Operations (5) Section
1 (35.3) (43.3)
Vice& Traffic Property& Training Unit
Burglary District III Telephone
(6) Narcotics (57) Enforcement Evidence Reporting Unit(8) (3)
r (13) (7.5)
Children& Cri me K-9 Unit
Families Analysis (5)
(7) Unit(3.6)
Economic Robbery
Crimes (6)
1 (8)
I
I
I Police (General Fund) -344.0 FTE's
Police(Special Program Fund)-14.7 FTE's
Total Police-358.7 FTE's
I 335
1
I
Public Communications Director I
I
Public Public Public I
C-View Station Information Information Graphic
Manager Information Coordinator Specialist Designer
Officer (2) (3) 1
TV IProduction
Specialist
Courier I
(0.8)
I
I
I
I
I
I
I
I
Public Communications (General Fund) -10.0 FTE's
Courier(Administrative Services Fund) -0.8 FTE's I
Total Public Communications - 10.8 FTE's
336
I
I
I
IPublic Services Director
I Senior
Accountant
I
Right of Way Maintenance Manager PS Trainer Stormwater Maintenance Manager
IStaff Staff
L Assistant Assistant
II
Urban Forestry Streets and SW
Sidewalks Supervisor II Supervisor I Maintenance
ISupervisor II
PS d PS Stormwater Construction Line
Supervisor II Supervisor II Support Maintenance Cleaning
i (5) (6) (4)
PS
PS Specialist Technician III Inspections TV Data
I (3) (2) (2)
Arborist PS
Technician II Ponds&
(6) Catch Basins
Ditches
I (6)
(7)
(2)
PS
Technician I Street
1 (2) Cleaning
(4)
I
I
I
I
Public Services (General Fund) -25.0 FTE's
I Public Services(Stormwater) -37.0 FTE's
Total Public Services -62.0 FTE's
I 337
I
I
I
Public Utilities Director
I
Senior Accountant Senior Staff
Adminstrative Assistant
I
I Analyst_ Staff Assistant
Accountant
Public Utilities 1
Assistant Director
I I I
Water Production, Wastewater Flow& Infrastructure
Distribution, Gravity Treatment Laboratory Maintenance
I
Sewers& Reclaimed
I 1 I
Water&WWT
I
Water, Reclaim & Wastewater Environmental Laboratory Plants, Lift Stations
Wastewater Collections Technologies Manager &Telemetry
Manager Manager (19)
I
Lab Support
Staff Assistant Staff Assistant (7)
I
Water Distribution
(23) Storeskeeper
I
Water Plant WWTP Operations
(1�) (37)
Reclaimed& Field Industrial
I
Operations Pretreatment
1(26) (6)
Gravity Collection
(24) 1
I
I
Water and Sewer Fund - 166.0 FTE's I
338 1
I
I
I
ISolid Waste/General Services Director
I Senior Accountant Senior Staff
Assistant
Accounting Custodial Worker
Technician(2) (0.5)
I
I Assistant Director
Solid Waste Assistant Director
General Services
Recycling H Fleet I Senior
I _Specialist Trainer Accountant
Solid Waste Accounting
Solid Waste Administrative Clerk
Commercial/ Anal st
I Residential Residential y (2)
Coordinator Coordinator
Building& Fleet
Solid Waste Maintenance Mana er
Residential Commercial g
Transfer Superintendant
Maintenance Collections Collections Station
(9) (30) (26.8) (11.5) Production Staff
Staff Assistant Coordinator Assistant
IOperations Automated Roll-Off Recycling B&M Fleet Radio
(4) Collection (8) (21) Supervisors Supervisors Technician
(15) (6) (4)
1 _
B&M Shops I-IV Parts
Staff (27) Department
(32) (2)
I
I
I
I
ISolid Waste Fund -112.0 FTE's
Recycling Fund -22.3 FTE's
I General Services/Fleet-83.5 FTE's
Total Solid Waste/General Services -217.8 FTE's
I
339
I
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I
MILLAGE ORDINANCE
IORDINANCE NO. 8215-10
I AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA,
DECLARING THE MILLAGE RATE TO BE LEVIED FOR THE
FISCAL YEAR BEGINNING OCTOBER 1, 2010, AND ENDING
I SEPTEMBER 30, 2011, FOR OPERATING PURPOSES
INCLUDING THE FUNDING OF PENSIONS, DEBT SERVICE, AND
ROAD MAINTENANCE FOR CAPITAL IMPROVEMENT
1 EXPENDITURES AT 5.1550 MILLS; PROVIDING AN EFFECTIVE
DATE. THE LEVY OF 5.1550 MILLS CONSTITUTES A 10.52%
DECREASE FROM THE ROLLED BACK RATE OF 5.7610 MILLS.
WHEREAS, the estimated revenue to be received by the City for the fiscal year beginning
October 1, 2010, and ending September 30, 2011, from ad valorem taxes is $39,136,050; and
IWHEREAS, based upon the taxable value provided by the Pinellas County Property
Appraiser, 5.1550 mills are necessary to generate $39,136,050; now, therefore,
IBE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
CLEARWATER, FLORIDA:
IISection 1. It is hereby determined that a tax of 5.1550 mills against the non-exempt real
and personal property within the City is necessary to raise the sums to be appropriated for
I operation purposes, including pensions and debt service, road capital improvement projects, for
the fiscal year beginning October 1, 2010.
ISection 2. The levy of 5.1550 mills constitutes a 10.52% decrease from the rolled back
rate.
ISection 3. This ordinance shall take effect October 1, 2010.
PASSED ON FIRST READING September 9. 2010
I PASSED ON SECOND AND FINAL
$pptPmhar 77, �f}1Q
READING AND ADOPTED
E7//(/t/ .
Frank V. Hibbard
IMayor
Approved as to form: Attest:
I ...- t;rALop ry��
f .-...).L i7( ! ._ t 4 -c( i yr „' , .dC•
— _,
Pamela K. Akin Rosemarie Call ► — 1 2:
City Attorney I hereby certify that this is a trite and City Clerk ,= y — KO`~"
turn t l copy of the nri};}ual as it al ysears '%-' iPt). .. A
I its the tilts of the City of Clearwater.
4':
Witness my hand and official seal of
the��it�y�oyf( earwdtt lu OrdinanCel a. 8215-10
'I his�Lhday f' _ e r 20--.
11K. .. '. - , 341
IDepttlyt ity Clerk
OPERATING BUDGET ORDINANCE I
ORDINANCE NO. 8216-10
AN ORDINANCE OF THE CITY OF CLEARWATER, FLORIDA,
ADOPTING AN OPERATING BUDGET FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2010, AND ENDING SEPTEMBER 30, ,
2011; AUTHORIZING THE CITY MANAGER TO ISSUE SUCH
INSTRUCTIONS THAT ARE NECESSARY TO ACHIEVE AND
ACCOMPLISH THE SERVICE PROGRAMS SO AUTHORIZED;
AUTHORIZING THE CITY MANAGER TO TRANSFER MONIES
AND PROGRAMS AMONG THE DEPARTMENTS AND
ACTIVITIES WITHIN ANY FUND AS PROVIDED BY CHAPTER 2
OF THE CLEARWATER CODE OF ORDINANCES; PROVIDING
AN EFFECTIVE DATE.
WHEREAS, the City Manager has submitted an estimate of the expenditures necessary to
carry on the City government for the fiscal year beginning October 1, 2010, and ending
September 30, 2011; and
WHEREAS, an estimate of the revenues to be received by the City during said period from '
ad valorem taxes and other sources has been submitted to the City Council; and
WHEREAS, a general summary of the operating budget, and notice of the times and
places where copies of the budget message and operating budget are available for inspection by
the public, was published in a newspaper of general circulation; and
WHEREAS, the City Council has examined and carefully considered the proposed budget;
and
WHEREAS, in accordance with Chapter 2 of the Clearwater Code of Ordinances, the City ,
Council conducted a public hearing in City Hall on September 9, 2010, upon said budget and tax
levy; now,therefore,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
CLEARWATER, FLORIDA;
111
Section 1. Pursuant to the City Manager's Annual Budget Report for the fiscal year
beginning October 1, 2010, and ending September 30, 2011, a copy of which is on file with the
City Clerk, the City Council hereby adopts a budget for the operation of the City, a copy of which
is attached hereto as Exhibit A.
Section 2. The budget as adopted shall stand and be the budget of the City for said fiscal 111 year, subject to the authority of the City Council to amend or change the budget as provided by
Section 2.519 of the Clearwater Code of Ordinances.
Section 3. The City Manager is authorized and directed to issue such instructions and
directives that are necessary to achieve and accomplish the service programs authorized by the
adoption of this budget.
111
I
342 Ordinance No. 8216-10
1
I
ISection 4. The City Manager is authorized for reasons of economy or efficiency to 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.
ISection 5. It is the intent of the City Council that this budget, including amendments
thereto, is adopted to permit the legal appropriation and encumbering of funds for the purposes
I set forth in the budget. All appropriated and encumbered but unexpended funds at the end of the
fiscal year may be expended during the subsequent fiscal year for the purposes for which they
were appropriated and encumbered, and such expenditures shall be deemed to have been spent
I out of the current budget allocation. It shall not be necessary to reappropriate additional funds in
the budget for the subsequent fiscal year to cover valid open encumbrances outstanding as of the
end of the current fiscal year.
ISection 6. Should any provision of this ordinance be declared by any court to be invalid,
the same shall not affect the validity of the ordinance as a whole, or any provision thereof, other
than the provision declared to be invalid.
ISection 7. This ordinance shall take effect October 1, 2010.
IPASSED ON FIRST READING September 9, 2010
PASSED ON SECOND AND FINAL September 22, 2010
1
READING AND ADOPTED
L1-1---0---P,1,://41;"td
Frank V. Hibbard
I Mayor
I Approved as to form: Attest: ...�g
•"'� `��•sR
J} _t:,6- , /'r/C1.�.c. i 0t)-(- ' __ _ _ �r1, s r.
I Pamela ft Akin Rosemarie Call
'fit F,
I City Attorney City Clerk l
`∎%' raIt
I I hereby ccnify that. this is a true and
correct copy nl the oni;i:i:,t as it Appear
in the Liles of the City of (:4e;uwatct:
Wines my h.uid artd official seat a
I the 91491.Clean wd a er 20 [u
T 'sY Vf
_ r \ i•
-- Dcpu •'ty Cork
I
I
I
343 Ordinance No.8216-10
I
EXHIBIT A 111
CITY OF CLEARWATER
2010-11 BUDGETED REVENUE
Actual Budgeted Budgeted
Revenues Revenues Revenues
2008109 2009/10 2010/11
GENERAL FUND:
Property Taxes 43,828,561 41,786,420 37,271,490
Franchise Fees 10,204,413 10,152,000 10,575,000
Utility Taxes 12,020,599 12,321,860 12,858,380
Licenses, Permits& Fees 3,622,187 3,550,000 3,615,000 I
Sales Tax 5,275,818 5,313,000 5,150,000
Communications Services Tax 6,966,606 6,814,600 6,610,160
Intergovernmental 13,884,185 11,350,290 11,242,160
Charges for Services 4,159,475 3,904,660 3,814,050
Fines& Forfeitures 785,278 677,300 688,800
Interest Income 2,055,571 1,140,000 1,240,000 111 Miscellaneous 1,055,478 926,500 809,000
lnterfund Charges/Transfers In 18,334,418 17,516,670 16,926,050
Fund Reserves 0 670,260
TOTAL GENERAL FUND 122,192,589 115,453,300 111,470,350 1
SPECIAL REVENUE FUNDS:
Special Development Fund 16,218,436 16,138,440 15,727,430
Special Program Fund 9,870,964 2,099,430 2,067,990
Local Housing Assistance Trust Fund 1,504,242 97,330 0
ENTERPRISE FUNDS:
111
Water&Sewer Fund 58,913,091 58,827,450 63,870,330
Stormwater Utility Fund 15,260,478 15,579,600 15,348,250
Solid Waste Fund 18,927,848 18,823,080 19,037,120
111
Gas Fund 40,250,026 42,901,470 40,163,760
Recycling Fund 2,571,186 2,949,470 2,864,150
Airpark Fund 377,724 249,000 240,250 111 Marine Fund 4,258,434 4,850,380 4,439,280
Downtown Boat Slips Fund 10,017,308 631,260 412,850
Parking Fund 6,091,537 5,405,020 4,990,380
Harborview Center Fund 759,084 163,080 59,850
III
INTERNAL SERVICE FUNDS:
Administrative Services Fund 9,852,859 9,430,000 9,331,920
I
General Services Fund 5,282,855 4,991,540 4,811,930
Garage Fund 12,551,002 12,824,540 12,145,510
Central Insurance Fund 19,845,265 19,161,320 18,503,470 1
TOTAL ALL FUNDS 354,744,928 330,575,710 325,484,820
I
I
Ordinance#8216-10 I
344
IEXHIBIT A (Continued)
CITY OF CLEARWATER
I2010-11 BUDGETED EXPENDITURES
Actual Budgeted Budgeted
I Expenditures Expenditures Expenditures
2008109 2009110 2010/11
GENERAL FUND:
I City Council
City Manager's Office 261,938 296,570 280,450
ce 1,095,543 1,274,680 1,204,940
City Attorney's Office 1,406,881 1,623,430 1,538,740
I City Audit 173,339 182,410 185,080
Development& Neighborhood Services 3,732,912 0 0
Economic Development&Housing 1,252,827 1,374,570 1,347,210
Engineering 6,839,923 7,441,890 7,283,430
I Equity Services
Finance 257,822 0 0
2 2,100,260 2,195,470 2,180,180
Fire 21,229,099 21,760,100 22,406,590
I Human Resources
Library 998,011 1,108,350 1,052,110
5,818,206 5,710,940 5,718,790
Marine&Aviation 1,201,267 564,440 540,540
I Non-Departmental 10,068,453 4,903,750 3,254,400
Office of Management& Budget 263,977 285,690 289,500
Official Records& Legislative Services 1,068,739 1,087,520 962,750
Parks&Recreation 19,476,936 19,739,130 19,006,070
1 Planning & Development 1,283,974 4,679,890 4,461,860
Police 37,191,505 37,415,990 36,371,290
Public Communications 888,607 1,031,750 950,320
I Public Services 3,204,699 2,580,000 2,436,100
Allocation to Reserves 196,730
TOTAL GENERAL FUND 119,814,918 115,453,300 111,470,350
ISPECIAL REVENUE FUNDS:
Special Development Fund 16,590,456 12,423,130 15,621,530
Special Program Fund 6,866,857 1,799,430 1,817,990
ILocal Housing Assistance Trust Fund 564,100 97,330 0
ENTERPRISE FUNDS:
I Water&Sewer Fund
Stormwater Utility Fund 59,055,105 58,672,340 63,870,330
10,009,280 15,579,600 14,496,950
Solid Waste Fund 15,930,825 18,759,080 17,963,990
Gas Fund 29,599,585 40,528,040 34,886,010
I Recycling Fund 2,519,892 2,949,470 2,864,150
Airpark Fund 556,188 194,070 188,560
Marine Fund 4,170,806 4,552,760 4,414,770
I Downtown Boat Slips Fund 475,141 464,230 410,760
Parking Fund 4,082,980 5,172,020 4,463,390
Harborview Center Fund 576,019 163,080 59,850
IINTERNAL SERVICE FUNDS:
Administrative Services Fund 8,494,278 9,224,590 9,130,020
I General Services Fund 5,049,779 4,991,540 4,811,930
Garage Fund 11,304,910 12,824,540 12,138,430
Central Insurance Fund 29,933,648 18,208,370 17,483,090
TOTAL ALL FUNDS 325,594,767 322,056,920 316,092,100
I
Ordinance#8216-10
345
CAPITAL IMPROVEMENT ORDINANCE I
ORDINANCE NO. 8217-10
AN ORDINANCE OF THE CITY OF CLEARWATER,
FLORIDA, ADOPTING THE CAPITAL IMPROVEMENT
PROGRAM BUDGET FOR THE FISCAL YEAR BEGINNING 1
OCTOBER 1, 2010, AND ENDING SEPTEMBER 30, 2011;
APPROVING THE SIX-YEAR CAPITAL IMPROVEMENT
PROGRAM WHICH SHALL BE REEVALUATED AT THE '
BEGINNING OF EACH FISCAL YEAR; AUTHORIZING THE
CITY MANAGER TO ISSUE SUCH INSTRUCTIONS THAT
ARE NECESSARY TO ACHIEVE AND ACCOMPLISH THE ,
CAPITAL IMPROVEMENTS SO AUTHORIZED;
AUTHORIZING THE CITY MANAGER TO TRANSFER
MONEY BETWEEN PROJECTS IN THE CAPITAL
IMPROVEMENT PROGRAM; APPROPRIATING AVAILABLE
AND ANTICIPATED RESOURCES FOR THE PROJECTS
IDENTIFIED; PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City Manager has submitted a proposed Six-Year Capital
Improvement Program, and has submitted an estimate of the amount of money
necessary to carry on said Capital Improvement Program for the fiscal year beginning
October 1, 2010, and ending September 30, 2011; and
WHEREAS, an estimate of the resources available and income to be received by
the City during said period from ad valorem taxes and other sources has been submitted
to the City Council; and
WHEREAS, a general summary of the Capital Improvement Budget, and notice of
the times and places when copies of the budget message and capital budget are
available for inspection by the public, was published in a newspaper of general
circulation; and
WHEREAS, the City Council has examined and carefully considered the proposed
Y Y P p
budget; and
WHEREAS, in accordance with Chapter 2 of the Clearwater Code of Ordinances,
the City Council conducted a public hearing in the City Hall upon said proposed budget
on September 9, 2010; now, therefore,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF
CLEARWATER, FLORIDA:
Section 1. Pursuant to the Capital Improvement Program Report and Estimated
Budget for the fiscal year beginning October 1, 2010, and ending September 30, 2011, a
Ordinance No. 8217-10 1
346
I
IIcopy of which is on file with the City Clerk, the City Council hereby adopts a budget for
the capital improvement fund for the City of Clearwater, a copy of which is attached
hereto as Exhibit A.
I
Section 2. The Six-Year Capital Improvement Program and Budget, a summary of
which is attached hereto, marked Exhibit B, is approved in its present form, but prior to
Ithe beginning of each fiscal year the City Council shall reevaluate priorities, hold public
hearings and formally adopt additions or corrections thereto.
ISection 3. The budget as adopted shall stand and be the Capital Improvement
Program Budget of the City for said fiscal year, subject to the authority of the City Council
I to amend or change the budget as provided by Section 2.519 of the Clearwater Code of
Ordinances.
I Section 4. The City Manager is authorized and directed to issue such instructions
and directives that are necessary to achieve and accomplish the capital improvements
authorized by the adoption of this budget.
1 Section 5. The City Manager is authorized to transfer appropriations within the
capital budget, provided such transfer does not result in changing the scope of any
Iproject or the fund source included in the adopted capital budget.
Section 6. Should any provision of this ordinance be declared by any court to be
I invalid, the same shall not affect the validity of the ordinance as a whole, or any provision
thereof, other than the provision declared to be invalid.
ISection 7. This ordinance shall take effect October 1, 2010.
PASSED ON FIRST READING September 9, 2010
IPASSED ON SECOND AND FINAL September 22, 2010
READING AND ADOPTED AS AMENDED
I
j__4-e --P-V 7 i d
Frank V. Hibbard
IMayor
Approved as to form: Attest: ..‹.. -,
Iat II Pamela Akin Rosemarie Call ;- .._
}T '�f .-r'1 1.
City Attorney City Clerk 13.,'W, -�- S.
� rr ,:.y_d
I I hereby certify that this is a tntc and
ant ect copy of the original as it appears
in the files of the City of Clearwater.
Witness my hand and official seal of
1 the Cit C Cleo ter
Ti of C T '`_�. sn `� Ordinance No. 8217-10
Deputy bbty Clerk ,
347
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Exhibit A
CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2010/11
Budgeted 111
Revenues
GENERAL SOURCES: 2010111
General Operating Revenue 1,630,040
General Revenue/County Coop 635,310
Road Millage 2,092,430
Penny for Pinellas 11,850,000
Transportation Impact Fee 290,000
Local Option Gas Tax 1,389,190
Special Program Fund 25,000
Grants-Other Agencies 200,000
SELF SUPPORTING FUNDS:
Marine Revenue 80,000
Downtown Boat Slips Revenue 15,000
Aviation Revenue 10,000
Parking Revenue 310,000
Utility System:
Water Revenue 6,020,070
Sewer Revenue 2,666,600
Water Impact Fees 250,000
Sewer Impact Fees 500,000
Utility R & R 2,677,600
Stormwater Utility Revenue 4,331,450
Gas Revenue 2,700,000
Solid Waste Revenue 415,000
INTERNAL SERVICE FUNDS:
Garage Revenue 40,000
Administrative Services Revenue 350,000
BORROWING -GENERAL SOURCES:
Lease Purchase-General Fund 645,750
BORROWING-SELF SUPPORTING FUNDS:
Lease Purchase-Water 94,770
Lease Purchase-Stormwater 300,000
Bond Issue-Water&Sewer 10,219,800
BORROWING -INTERNAL SERVICE FUNDS:
Lease Purchase-Garage 2,611,600
Lease Purchase-Administrative Services 400,000
TOTAL ALL FUNDING SOURCES: _ $52,749,610 I
I
Ordinance No. 8217-10
348
1 Exhibit A
CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2010111
I Budgeted
Expenditures
FUNCTION: 2010111
I Fire Protection 1,020,790
Major Street Maintenance 3,316,620
Intersections 435,000
I Parking 300,000
Misc Engineering 8,035,000
Parks Development 4,605,500
I Marine Facilities 220,000
Airpark Facilities 10,000
Libraries 635,310
Garage 2,951,600
I Maintenance of Buildings 204,500
Miscellaneous 840,000
Stormwater Utility 4,629,450
I Gas System 2,700,000
Solid Waste 415,000
Utilities Miscellaneous 24,000
I Sewer System 6,207,000
Water System 16,199,840
TOTAL PROJECT EXPENDITURES $52,749,610
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1 Ordinance No. 8217-10
349
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w.Exhibit B
CAPITAL IMPROVEMENT PROGRAM EXPENDITURE SUMMARY BY FUNCTION
FY 2010-2011 THROUGH FY 2015-2016 CAPITAL IMPROVEMENT FUND
CITY OF CLEARWATER
Schedule of Planned Expenditures
Function 2010111 2011/12 2012113 2013114 2014/15 2015/16 Total
Fire Protection 1,020,790 5,280,580 2,807,630 4,749,820 1,668,570 5,084,300 20,611,690
New Street Construction 2,500,000 2,500,000
Major Street Maintenance 3,316,620 3,794,310 3,650,820 3,664,780 3,678,880 5,693.120 23,798,530
Sidewalk and Bike Trails 472,000 472,000 944,000
Intersections 435,000 435,000 435,000 435,000 435,000 435,000 2,610,000
Parking 300,000 225,000 200,000 225,000 225,000 225,000 1,400,000
I
Miscellaneous Engineering 8,035,000 35,000 35.000 35,000 35,000 35,000 8,210,000
Parks Development 4,605,500 1,042,500 1,282,500 10,102,500 1,112,500 4,862,500 23,008,000
Marine Facilities 220,000 423.000 423,000 423,000 423,000 423,000 2,335,000
' Airpark Facilities 10,000 10,000 10,000 10,000 10,000 10,000 60,000
I
Libraries 635,310 10,635,310 639,740 665,310 685,270 705,830 13,966,770
Garage 2,951,600 3,074,590 3,131,190 3,088,950 3,147,910 3,108,080 18,502,320
Maintenance of Buildings 204,500 370,100 346,060 325,140 344,350 339,250 1,929,400
Gen Public City Bldg&Equip 7,000,000 7,000,000
Miscellaneous 840,000 620,000 5,420.000 645,000 645,000 650,000 8,820,000
Stormwateir Utility 4,629,450 5,250,000 4,100,000 4,430,000 6,000,000 5,300,000 29,709,450
Gas System 2,700,000 2,700,000 2,750,000 2,750,000 2,750,000 2,750,000 16,400,000
Solid Waste 415,000 415,000 460,000 545,000 546,000 530,000 2,911,000
Utilities Miscellaneous 24,000 20,000 20,000 24,000 20,000 20,000 128,000
Sewer System 6,207.000 9,137,000 7,832,310 8,240,000 13,234,370 21,522,170 66,172,850
Water System 16,199.840 6,143,140 16,160,250 8,115,000 5,525,000 2,982,590 55,125,820
Recycling 96,000 100,000 100,000 100,000 396,000 I
52,749,610 49,610,530 52,299,500 48,573,500 48,057,850 55,247,840 306,538,830
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Ordinance No.3217-10 I
350
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I ALPHABETICAL INDEX
Page
IAdministrative Services Fund Statement of Revenues & Expenditures 59
Airpark Fund Statement of Revenues & Expenditures 57
I Airpark Operations (Marine &Aviation) 146
Beach Guard Operations (Parks & Recreation Department) 167
Budget Calendar 39
1 Budget Office (see Office of Management & Budget) 151
Budget Procedures/Presentation 41
I Budget Summary 51
Building and Maintenance (Solid Waste/General Services) 224
Capital Improvement Program:
IAirpark Facilities 255
Fire Protection 233
I Funding Sources Summary 284
Garage 257
Gas System 266
IGeneral Fund Revenue,Summary 283
General Public City Buildings & Equipment 260
I Intersections 241
Introduction 229
Libraries 256
IMaintenance of Buildings 258
Major Street Maintenance 238
I Marine Facilities 252
Miscellaneous Engineering 244
Miscellaneous 261
INew Street Construction 237
Parks Development 245
IParking 243
Recycling 279
I Sewer System 270
Sidewalk& Bike Trails 240
Solid Waste 268
IStormwater Utility 264
Utilities Miscellaneous 269
I Water System 275
Total By Category 281
Capital Improvement Program - Funding Sources 284
I 351
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ALPHABETICAL INDEX
I
Page
Capital Improvement Program -Summary of General Fund Revenue 283
I
Central Insurance Fund Statement of Revenues & Expenditures 60
City Audit 81
City Clerk Department (see Official Records & Legislative Services) 153 I
City Council 75
City Manager 77
I
Clearwater Airpark Operations 146
Clearwater Customer Service 83 I
Code Compliance (Planning & Development Department) 174
Communications Services Tax Revenue 65
Community Profile 1
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Community Redevelopment Agency (CRA) 228
Comparative Statement of Taxable Property Value &Tax Levy 49 I
Construction Services (Planning & Development Department) 173
Courier(Public Communications) 191
Customer Service 83
I
Demographic Statistics (Community Profile) 5
Department/Fund Structure 46 I
Downtown Boat Slips (Marine &Aviation Department) 148
Downtown Boat Slips Fund Statement of Revenues & Expenditures 57
Economic Development & Housing 85
I
Emergency Medical Services (Fire Department) 108
Employee Benefits (Human Resources) 125
I
Employee and Labor Relations (Human Resources) 124
Engineering: 89
Engineering Production 92 i
Parking Enforcement 96
Parking System 95
I
Stormwater Management 94
Traffic Operations 93 I
Financial Forecast 303
Finance: ..... 97
Finance (Operations) 99
II
Risk Management 100
Financial Policies 27 I
Fire Department: 101
Administration 103
352
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I ALPHABETICAL INDEX
Page
I Emergency Medical Services 108
Fire Operations 106
Fire Prevention Services 105
ISupport Services 104
Fleet Maintenance (Solid Waste/General Services) 225
IFranchise Fee Revenue 63
Garage Fund Statement of Revenues & Expenditures 60
I Gas Fund Statement of Revenues and Expenditures 55
Gas System: 109
Administration &Supply 112
IMarketing &Sales 115
Pasco Gas Operations 114
I Pinellas Gas Operations 113
Gas Utility Operating Revenues 67
General Fund Statement of Revenues and Expenditures 53
IGeneral Services (Solid Waste/General Services) 222
General Services Fund Statement of Revenues & Expenditures 59
I General Services' 222
Administration 223
Building and Maintenance 224
IFleet Maintenance 225
Radio Communications 226
I Glossary 293
Governmental Organization 41
Harborview Center Fund Statement of Revenues& Expenditures 58
IHarborview Center Operations 117
Housing & Urban Development (see Economic Development & Housing) 88
I Human Resources Department: 119
Administration 121
I Compensation and Classification 123
Employee Benefits 125
Employee and Labor Relations 124
IRecruitment,Selection and Training 122
Information Technology: 127
I Administration 129
Network Services 130
Software Applications 131
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353
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ALPHABETICAL INDEX I
Page
Telecommunications 132
I
Insurance Fund Statement of Revenues and Expenditures 60
Internal Audit (see City Auditor's Office) 81
Legal Department (see City Attorney's Office) 79 I
Library Department: 133
Beach Branch Library 140
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Centralized Services 135
Countryside Branch Library 137 I
East Branch Library 138
Main Library 136
North Greenwood Branch Library 139
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Major Revenue Sources 61
Management Information Systems (see Information Technology) 127 I
Marine &Aviation Department: 141
Airpark 146
Downtown Boat Slips 148
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Marina Operations 147
Pier 60 Operations 144
Sailing Center Operations 145
Marine Fund Statement of Revenues & Expenditures 56
Messenger Service (see Courier) 191 I
Non-Departmental:
Central Insurance Fund 150
I
General Fund 149
Water and Sewer Fund 210
Office of Management and Budget 151
I
Official Records and Legislative Services 153
Ordinances:
I
Capital Improvement Ordinance 346
Capital Improvement Ordinance-Exhibit A 348
Capital Improvement Ordinance-Exhibit B 350 1
Millage Ordinance 341
Operating Budget Ordinance 342
Operating Budget Ordinance-Exhibit A 344
Organization Charts: I
Budget (see Office of Management & Budget) 331
City Attorney's Office 319
354 I
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I ALPHABETICAL INDEX
Page
I City Audit 320
City Manager's Office 318
City Organization 317
IClearwater Customer Service 321
Clearwater Gas System 326
1 Economic Development & Housing Services 322
Engineering 323
I Finance Department 324
Fire Department 325
Gas System 326
IGeneral Services 339
Human Resources Department 327
I Information Technology 328
Library 329
Marine &Aviation Department 330
IOffice of Management and Budget 331
Official Records and Legislative Services 332
I Parks & Recreation Department 333
Planning & Development 334
Police Department 335
IPublic Communications 336
Public Services 337
I Public Utilities 338
Solid Waste/Recycling 339
Solid Waste/General Services 339
IParking Enforcement (Engineering) 96
Parking Fund Statement of Revenues & Expenditures 58
I Parking System (Engineering) 95
Parks and Beautification (Parks& Recreation) 163
I Parks and Recreation Department 155
Administration 157
Beach Guard Operations 167
IParks and Beautification 163
Recreation Programming 159
I Pier 60 Operations (Marine &Aviation Department) 144
Planning (Planning & Development Department)... 171
Planning & Development: 169
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355
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ALPHABETICAL INDEX I
Page
Code Compliance 174
I
Construction Services 173
Planning 171
Police Department: 175 I
Communications Division 186
Criminal Investigations 179
I
Office of the Chief 177
Patrol 181
Support Services 184 I
Policies, Financial & Budget 27
Population (last five years) (Community Profile/City Overview) 5 1
Position Analysis,Summary 69
Prevention Services (Fire Department) 105 I
Property Tax Revenue 61
Public Communications Department: 187
Public Communications 189
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Courier 191
Public Services: 193 I
Public Services Administration 195
Stormwater Maintenance 198
Streets &Sidewalks 197
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Urban Forestry (Tree Pruning) 196
Public Utilities: 199
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Industrial Pretreatment 206
Laboratory Operations 205
Non-Departmental Water&Sewer Fund 210
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Public Utilities Administration 201
Public Utilities Maintenance 203
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Reclaimed Water 209
Wastewater Collection 202
Water Distribution 207 I
Water Pollution Control (WPC) Plant Operations 204
Water Supply 208
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Radio Communications (Solid Waste/General Services) 226
Reclaimed Water (Public Utilities) 209 '
Recreation Programming (Parks & Recreation) 159
Recruitment,Selection,and Training (Human Resources) 122
356 I
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I ALPHABETICAL INDEX
Page
III
Recycling Fund Statement of Revenue and Expenditures 56
Risk Management (Finance) 100
Sailing Center Operations (Marine &Aviation Department) 145
ISanitary Sewers (Public Utilities/Wastewater Collection) 202
Service Statistics 6
ISolid Waste Fund Statement of Revenues & Expenditures 55
Solid Waste/General Services: 211
I Building & Maintenance 224
Fleet Maintenance 225
General Services Administration 223
IRadio Communications 226
Recycling-Commercial 221
I Recycling-Multifamily 220
Recycling Residential 219
Solid Waste-Administration 215
ISolid Waste-Collection 216
Solid Waste-Container Maintenance 218
I Solid Waste-Transfer 217
Solid Waste Utility Operating Revenue 68
Special Development Fund 227
ISpecial Program Fund 227
Special Revenue Funds 227
I State Half Cent Sales Tax Revenue 64
Stormwater Maintenance (Public Services) 198
Stormwater Management (Engineering) 94
IStormwater Utility Fund Statement of Revenues & Expenditures 54
Stormwater Utility (Public Services/Stormwater Maintenance) 198
I Streets &Sidewalks (Public Services) 197
Summary Position Analysis-Full Time Equivalent 69
I Taxable Property Value and Tax Levy, Comparative Statement 49
Traffic Operations (Engineering) 93
TRIM Advertisements 51
IUrban Forestry (Public Services) 196
Utility Customer Service (see Clearwater Customer Service) 83
I Utility Tax Revenue 62
Wastewater Collection (Public Utilities) 202
Water and Sewer Fund Statement of Revenues & Expenditures 54
I 357
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ALPHABETICAL INDEX
Page
Water and Sewer Utility Operating Revenue 66
Water Distribution (Public Utilities) 207
Water Pollution Control Plant Operations (Public Utilities) 204
Vision and Performance Measures (City of Clearwater) 9 1
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