PRELIMINARY ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET - 2010-2011 PRELIMINARY ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET
' CITY OF CLEARWATER, FLORIDA
2010/ 2011
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CITY OF CLEARWATER, FLORIDA
1 2010 - 2011 Preliminary Annual Operating
and Capital Improvement Budget
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1 FRANK V. HIBBARD PAUL F. GIBBON
Mayor Councilmember
JOHN DORAN BILL JONSON
Vice-Mayor Councilmember
GEORGE N. CRETEKOS WILLIAM B. HORNE, II
1 Councilmember City Manager
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4 / CITY OF CLEARWATER
*Olt-�' 0� POST OFFICE Box
4748,CLEARWATER,FLORIDA 33758-4748
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��� CITY HALL,112 SOUTH OSCEOLA AVENUE,CLEARWATER,FLORIDA 33756
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CITY MANAGER
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' June 30,2010
Honorable Mayor and Members of the City Council
City of Clearwater,Florida
I am pleased to present my proposed annual operating and capital improvement budget for the City of
Clearwater for the 2010/11 fiscal year. The proposed budget is $368,809,260 for citywide services, a
decrease of more than $5 million across all city operating, special revenue, and capital improvement
i funds from the 2009/10 adopted budget. This budget continues to be impacted by significant losses in
property values. The City's taxable value has fallen more than 10% in this budget, reflecting a loss of
close to $1 billion. This represents a 29% decline from the point in which values peaked just three years
I ago. Still, it is important to note that my proposal reflects a balanced budget and the same millage rate of
5.1550 mills as the current adopted budget.
In March, staff presented the City Council with a review of the Five Year Financial Forecast of the
General Fund. The forecast illustrated the growing difference between annual expenditures and the
revenues available to support these expenditures. 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.
At that March meeting, the City Council gave me guidance to provide to them a balanced budget in June
with no increase, or at the most a very small increase in the millage rate. In response, this proposed
2010/11 General Fund budget is $111,437,900, a 3% decrease from the previous year General Fund
budget. The proposed millage rate is 5.155 mills, which is the same as the current adopted rate. At the
proposed millage rate of 5.155 mills, property taxes revenues for 2010/11 will be $4.7 million less than
the current year budget.
Budget Philosophy
Like all local and state government agencies, we have been placed in the unique position of drastically
reducing our budget as the economy continues to spiral. This is the third year we have looked to the staff
to provide major reductions and changes to our operations in order to meet revenue restrictions. The
difficulty in expressing these reductions within the context of a philosophy is that the City's mission,
vision, and strategy no longer match our budget reality. This budget is actually defining changed policy
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"EQUAL EMPLOYMENT AND AFFIRMATIVE ACTION EMPLOYER"
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and financial strategies,but we have not revised our mission or expectations for the municipal agency we
have become over the last three years. I believe the recommended budget provides for the new reality or
"new normal" that has outpaced our vision. As Council considers these budgetary changes, it is
appropriate that we also consider revising our vision to match reality. I
The budget really requires that we continue to contract expenditures and reduce levels of service while
continuing to support core services. As we continue to look at ways to do less with less, I have
considered the vast infrastructure of buildings, facilities and properties that the City holds. Closures, once
thought to be the next step in our contraction approach, do not result in cost reductions sufficient to meet
our revenue limitations. Unless we are positioned to dispose of properties and facilities, which I believe
is unlikely, simply"going dark"does not accomplish our budget reality. Instead,the departments worked
hard to provide me with recommendations that focused upon reducing the City's primary cost — people
and programs. I have outlined below some of the major means in which I expect to achieve further
operational reductions in this proposed budget.
In March, the Council requested that staff request a proposal from the Pinellas County Sheriff's Office to
provide police services. The Sheriff's initial proposal was received in April, and the Council has
reviewed the proposal with the Sheriff and staff over the last month. The City Council has decided to
maintain the City's Police Department at this time, 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 Police Chief has already presented to the City Council a budget resulting in savings of more than two
million. The proposal 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 proposed
budget from General Fund reserves in the amount of $528,530, allowing for these positions to be
eliminated as vacancies occur. The proposed budget recommends a temporary suspension of the Take
Home Vehicle program and the closure of the Downtown Bike Substation.
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 I
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 2010. Pinellas County will be considering an
independent study of the entire system which is expected to be complete in the fall. With this said, at the
end of the 2009/10 budget process, the Council directed me to obtain an independent review of our Fire
Department, similar to the review of the Police Department performed last year.
The review of the Fire Department resulted in an efficiency study 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, the study did discuss several service level reductions that
could be made to lower costs. My budget proposal 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 I
two of the positions eliminated are currently vacant, so my recommendation 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. I
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The Parks and Recreation Department proposed budget maintains the City's current facilities and
programs to the best of its abilities while still providing almost $1 million of budget reductions. Eight
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
1 have been eliminated from this budget. The outside agency currently operating the MLK center will have
the opportunity to stay at the center, but without City funding. The "doggie pot"program is proposed to
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 III in the Long Range Division which will redirect the focus to state mandated
1 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 this proposed 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
I 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,
training, memberships and other operating costs have been reduced in some manner throughout the
1 organization. A complete list of all personnel reductions is included at the conclusion of this letter and
executive summary.
Equipment and Infrastructure
1 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
1 reflected in this proposed operating budget.
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Future Planning ,
This proposal provides the Council not only with a balanced budget with no millage increase, but also
offers further savings to allow the Council opportunity for changes in the proposed budget,or preferably a
step toward balancing the budget in future years. Annual General Fund revenues are estimated at
$111,437,900, including a net use of General Fund reserves in the amount of $637,810. 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 $253,300 is the net of annual revenues vs. expenditures in the 2010/11
proposed budget, net of the costs of attrition, which will be returned to reserves for the fiscal year. This
net savings of $253,300 provides the savings that will allow the Council the ability to make changes to
this proposed budget without impacting the proposed millage rate, or provide annual savings that can be a
first step toward balancing future budgets. I
Public Meetings and Budget Hearings 1
Several meetings have been scheduled to discuss this proposed budget. The proposed budget will be
formally presented to the Council at a Special Budget Meeting on July 12`h at 8:00 a.m. At the July 15`h
City Council meeting, the Council is planning to set the preliminary millage rate that will be included in
the TRIM notice to property owners in the August notices. In addition, a public meeting to gather public
input on the proposed budget is scheduled for August 30th at 6:00 p.m. The formal public hearings on the
proposed and tentative millage rate,operating, and capital budgets will be held the evenings of September
9th and 23rd at the regularly scheduled City Council meetings at 6:00 p.m. Citizens and property owners
are encouraged to attend and participate in all of the above meetings. All meetings will be televised.
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. 1
Respectfully submitted,
4.f24i.„ g ar
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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 proposed budget,
I including information on each of the City's enterprise and internal service operations, as well as the
Capital Improvement budget.
ITaxable Values
Falling property values are once again a major concern. After peaking three years ago, with the 2007
I values, the City's taxable values are falling once again by 10.3%, from $8.8 billion to $7.9 billion,
including new construction. The value of new construction totals approximately $33 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%.
ICity of Clearwater
Taxable Values
I2010 Taxable Value $ 7,908,190,480
2009 Taxable Value 8,820,492,387
INet Decrease $(912,301,907) (10.3%)
Analysis of Taxable Value Loss:
Loss in Current Values $ (944,879,148)
I New Construction and Annexations 32,577,241
Total Decrease in Taxable Value $ (912,301,907)
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0 Clearwater Taxable Values
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7.9 b
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7-. 8 5.7 b
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2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
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City Millage Rate
IThe 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
1 mills with the passage of Amendment 1.
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•Clearwater Millage Rates I
7.0 " 5.5032 5.753 5.753 I
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6.0 ' � ' o- 4.6777 5.155
5.0 -' — . _.—__„7
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3.0 ! —
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2.0 '- 1 1— .— — — si
O7i Oi 00i 0vi Osi be ' Obi 00- 0' , 707
O, O0 Oir OS 06, ' OO 00 70 7
The proposed General Fund budget is a balanced budget, with a recommended millage rate of 5.155 mills I
for 2010/11, the same as the millage rate for fiscal year 2009/10. The rate reflects about a 10% decrease
from an estimated rolled back rate of approximately 5.7 mills, and therefore generates approximately$4.7
million less in property tax revenues than the 2009/10 budget, as outlined in the next table.
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Property Tax Revenues I
The proposed property tax millage rate of 5.155 mills will generate approximately $37.3 million to
support General Fund operations in fiscal year 2010/11, a reduction of approximately $4.5 million from
the 2009/10 budget,a 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.
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•Clearwater Property Tax Revenues
60,000 ° $53.3 m ---1 II
,-50,000
$41.3 m i $43.9 m
■ �—� $39.1 m
40,000 — I— ' el
$27.6m�
30,000 I — 111 —" — — r
J.20,000 I — I
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10,000 A — — —
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07i 0?/ Obi Obi OS/ 0S/ 0,, 00i 09/7 70/7
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o, O� Ov, OS 06, > 00 09 0 7
In total, property tax revenues have dropped from a high of$53.3 million in fiscal year 2006/07 to the
proposed$39.1 million in fiscal year 2010/11, a reduction of over$14 million in four years.
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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 proposed 5.1550 mills, and
City property tax revenues were $41.3 million in 2004/05 compared to the proposed 31.9 million for
1 2010/11.
1 Change in Full-time equivalents
• Total full-time equivalent positions for 2010/11 are reflected at 1,702.9 FTE's, a reduction of
63.9 FTE positions from the approved 2009/10 budget;
• 4 a reduction of 50.2 FTE's;
General Fund employees total 1,0 0.9, ,
• With this proposed budget, 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
• The current contracts for the FOP and FOP Supervisors bargaining units expired on September
30, 2009. The budget in the Police Department reflects bargained step increases only effective
October 1,2010 for all Police union employees. No general wage increases are budgeted.
• The most recent contract for the Fire union expired on September 30, 2008. The budget in the
Fire Department reflects bargained step increases only effective October 1, 2010 for all Fire
union employees. No general wage increases are budgeted.
• The 2010/11 fiscal year is the third year of a three-year contract for the CWA union, but the
contract has a wage re-opener for the current budget year. The budget does not provide for any
merit increases for CWA union employees in fiscal year 2010/11.
• The budget does not provide for any merit increases for SAMP level (Supervisory,
Administrative,Managerial, and Professional)employees.
City Pension Costs
The actuary report for the Employees' Pension Plan as of January 1, 2010, indicates that a required City
1 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 increases, provides 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.
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
cost than claims for similar services that would be submitted through CIGNA, resulting in savings to both
employees and the City. The clinic will open in July 2010.
Property and Liability Insurance
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 1010/11 budget allows for a rate adjustment at renewal and assumes that the
City continues to insure at the$35 million limit.
Worker's Compensation I
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 r
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
$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.
The City Council made a conscious 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.
General Fund Reserves
The City Council's current policy requires that the City maintain a General Fund reserve equal to 8% of
the subsequent year's budgeted expenditures as a contingency fund to meet unanticipated financial needs.
In addition, the City Council will maintain an additional General Fund reserve equal to ''/2% of the
subsequent year's budgeted expenditures to fund retirements of General Fund long-term employees
during the given fiscal year.
Based upon the proposed General Fund budget, the City will maintain a General Fund reserve of
approximately $17.2 million, or 15.4% of the fiscal year 2010/11 operating budget. This maintains the
' City's General Fund reserve at a level of approximately$7.7 million over the required reserve policy.
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General Fund Expenditures
' 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 proposed 2010/11 budget are 3% less than the previous year's budget. In three
budget years the City has reduced annual operating expenditures in the General Fund by 9% from $122
million to $111 million.
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
$ 111,437,900
Public Services
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2%
1 Parks & Rec
17% Police 33%
Planning &
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Development
4%
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Non
Departmental
3%
City Adm
4%
Library ,
5%
Other* 1
5% Fire
20%
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 18,973,620 (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 (1%)
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%)
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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 122,090,940 118,799,930 115,256,570 111,437,900 (3%)
General Fund Reserves 1,086,690 196,730
Non Departmental—Capital(2) 2,300,000
Total Operating Budget $123,177,630 $121,099,930 $115,453,300 $111,437,900 (3%)
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(1) Includes budgets of City Council,City Manager's Office,City Attorney's Office,Official Records,Office of
Management and Budget,and City Audit.
(2) In 2008/09,the Non-Departmental program includes the allocation of$2.3 million of General Fund reserves to
fund the Long Center&McMullen Tennis capital improvement projects.
(3) * These programs are reflected in the category of"Other"on the above graph.
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I GENERAL FUND EXPENDITURES BY CATEGORY
Fiscal Year 2010/11
$ 111,437,900
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III Personnel Operating
69.5% 16%
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Internal
Service
11%
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Debt/Capital
.5%
1
Interfund
I Transfers
3%
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Category 2007/08 2008/09 2009/10 2010/11 %Change
I Personnel $ 80,887,840 $79,444,660 $77,650,700 $77,510,360 0%
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%)
I Interfund Transfers 4,578,400 6,567,580 3,764,730 3,508,990 (7%)
Debt Service 2,179,830 1,887,980 1,646,060 534,810 (68%)
Capital 103,130 103,180 120,900 57,670 (52%)
Allocation to Reserves 1,086,690 196,730
ITotal Operating Budget $123,177,630 $121,099,930 $115,453,300 $111,437,900 (3%)
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GENERAL FUND REVENUES
The City's reliance on property tax revenues continues to decline in this proposed budget. Property tax
revenues now represent about 33% of the total General Fund budget, down from a high of 41% in fiscal 5
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.
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 I
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. I
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.
111
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.
This proposed budget reflect the use of a net of$637,810 of General Fund Reserves to provide funding 1
for the attrition of twelve Police and Fire positions in programs eliminated in this proposed budget.
I
xii I
1
I GENERAL FUND REVENUES
Fiscal Year 2010/11
$ 111,437,900
I
Miscellaneous Reserves
I Interfund 2% 1% Property Tax
Charges %
15% 4111 33 I
Charges for
Service
3%
1 Intergovrmmnt h
10%
I
Fines &
I Penalties
1%
License/ Comm Svc &
Permits Sales Tax
3% 11%
I Franchise/
Utility Tax
21%
I
I
Revenue Source 2007/08 2008/09 2009/10 2010/11 %Change
I Property Tax $47,273,940 $43,461,390 $41,786,420 $37,271,490 (11%)
Franchise/Utility 21,762,030 21,849,620 22,473,860 23,433,380 4%
Interfund Charges 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%)
I Intergovernmental 11,809,270 12,357,120 11,350,290
3,550,000 11,242,160 (1%)
Licenses/Permits 4,492,580 4,242,500 3,615,000 2%
Charges for Service 3,763,800 4,151,420 3,904,660 3,814,050 (2%)
I Miscellaneous 2,317,660 2,303,950 2,066,500 2,049,000 (1%)
Fines&Penalties 955,000 902,300 677,300 688,800 2%
General Fund Reserves 2,300,000 637,810 n/a
Total Revenues $123,177,630 $121,099,930 $115,453,300 $111,437,900 (3%)
I
I
I xiii
r
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 proposed
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 l
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 would provide
adequate revenue to meet the utility's cost, debt service coverage, and reserve requirements through fiscal
year 2013. This plan is inclusive of Pinellas County planned water rate increases. Based upon the results
of this plan, the water and sewer budget anticipates the Council approved rate increase of 7% effective
October 1,2010. I
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 to 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 proposed
budget, the same as the 2009/10 adopted budget. There are no planned rate increases for gas in the
2010/11 fiscal year.
Solid Waste I
The Solid Waste Fund operating budget reflects anticipated expenditures of$18 million in fiscal 2010/11
offset by operating revenues of approximately $19 million. Proposed 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.
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
xiv I
1
anticipated expenditures in fiscal year 2010/11. The Recycling Fund reflects a staffing level of 22.3 full-
111 time equivalent positions in the new fiscal year,the same as the 2009/10 adopted budget.
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.
Stormwater
Stormwater expenditures are proposed 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
' 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,
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.
1 OTHER ENTERPRISE FUNDS
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%)
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%)
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
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
safe 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.
Downtown Boat Slip Fund
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, a 12%decrease from
the 2009/10 budget.
' xv
I
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.
The Parking Fund continues to fund the Jolley Trolley beach service in the amount of$150,000 annually.
Harborview I
The operations of the Harborview Center are estimated at a cost of approximately $59,850 in 2010/11.
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 proposed
to support the Harborview Fund in fiscal year 2010/11. 1
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%)
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%) r
Internal Service Funds
The proposed budgets for the City's internal service funds also offer approximately 4% savings across all
of these operations in the proposed 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
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.
r
CAPITAL IMPROVEMENT FUND
The capital project budget includes $53 million of projects for fiscal year 2010/11 and the six-year plan
totals $307 million. Of the total proposed 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
Waste, 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.
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.
xvi I
r
1
CAPITAL IMPROVEMENT FUND EXPENDITURES
Fiscal Year 2010/11
$52,749,610
I
Utility Small
Enterprise
Operations 1%
57%
l
O
� Fly
1 �
General
Government
36%
CAPITAL IMPROVEMENT PROGRAM
Category 2007/08 2008/09 2009/10 2010/11 %Change
Utility Operations $ 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%
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%
I
t
xvii
Some of the major new projects to the six-year plan and significant projects that are funded in the 2010/11
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 proposed 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 1
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
$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 t
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 2011/12 in the
amount of$8 million provides for the construction of a new Intermodal Terminal in downtown
Clearwater.
'
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xviii ,
I ANALYSIS OF FTE CHANGES FOR FY 2010/11
Preliminary 2010/11 Budget
I Additions Transfers
and Within
(Deletions) Depts. Position Title
IGeneral Fund
Engineering (1.0) Professional Land Surveyor
I (1.0) Environnmental Specialist
(1.0) Senior Professional Engineer
(1.0) Traffic Engineering Assistant
I
Fire 1.0 SCBA Maintenance Technician
I (4.0) Firefighter
(3.0) Fire Medic
IHuman Resources (1.0) Human Resources Technician
(0.3) Staff Assistant
0.5 Senior Human Resources Analyst
Parks&Recreation (1.0) Recreation Specialist
I (1.0) Parks Service Technician I
(3.0) Parks Service Technician II
(1.0) Tradesworker
I (1.0) Heavy Equipment Operator
(1.0) Custodial Worker
IPlanning&Development (1.0) Planner III
(1.0) Planner I
I (1.0) Accounting Technician
(0.5) Customer Service Representative
IPolice (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
I (1.0)
(4.0) Communication Supervisor
Communication Operator
(1.4) Seasonal Police Aide
(0.5) Custodial Worker
IPublic Services (1.0) Senior Staff Assistant
Total General Fund (49.2) (1.0)
I
I xix
ANALYSIS OF FTE CHANGES FOR FY 2010/11
I
Preliminary 2010/11 Budget
Additions Transfers
and Within
(Deletions) Depts. Position Title
Utility Funds
I
Public Utilities
I1.0 Utilities Mechanic
1.0 PU Technician I
I
Stormwater 1.0 Environnmental Specialist
Total Utility Funds 2.0 1.0 I
I
Other Enterprise Funds
Marine Fund (1.0) Tradesworker I
Total Other Enterprise Fund (1.0) 0.0
Internal Services Funds 111
Central Insurance Fund (1.0) Human Resources Technician
111
0.5 Sr. Human Resources Analyst
Fleet Maintenance (2.0) Mechanic I
(1.0) Mechanic Supervisor
(1.0) Radio Technician
(1.0) Fleet Trainer
(1.0) Administrative Analyst
(1.0) Accounting Clerk
General Services (1.0) Electrician
(1.0) Maintenance Worker
1.0 Fleet Trainer
1.0 Administrative Analyst
I1.0 Accounting Clerk
Information Technology
111
(1.0) System Analyst
(1.0) Network Support Technician II
(1.0) Administrative Support Manager
1.0 Accounting Clerk
xx
ANALYSIS OF FTE CHANGES FOR FY 2010/11
Preliminary 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)
1 Total Special Program Funds (7.0) 0.0
Total All Funds (63.9) 0.0
I
1
' xxi
I
I
( 1M ■
I
illy
I
GOVERNMENT FINANCE OFFICERS ASSOCIATION 1
Distinguished
1
Budget Presentation
Award 1
PRESENTED TO
I
City of Clearwater
Florida
1
For the Fiscal Year Beginning
I
October 1, 2009 1
'-'41-•*--- ,kr5ieff,--,e94W-Absrs-p,
President Executive Director
I
I
I
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.
I
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.
The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements,and 1
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 I
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
Iof Achievement for Excellence in Financial Reporting for our Comprehensive Annual Financial Report.
I
ITABLE OF CONTENTS
BUDGET MESSAGE Precedes Table of Contents
ITABLE OF CONTENTS
BUDGET CALENDAR
IBudget Calendar 1
BUDGET SUMMARY DATA
I Statement of Taxable Property Value and Tax Levy 3
Statement of Revenues and Expenditures by Fund
General Fund 5
Water&Sewer Fund 6
I Stormwater Utility Fund 7
Gas Fund 7
Solid Waste Fund 8
I Recycling Fund 8
Marine Fund 9
Airpark Fund 9
Downtown Boat Slips Fund 10
I Parking Fund 10
Harborview Center Fund 11
General Services Fund 11
I Administrative Services Fund 12
Garage Fund 12
Central Insurance Fund 13
Summary of Full Time Equivalent Positions 15
I
OPERATIONS
ICITY COUNCIL 21
CITY MANAGER'S OFFICE 23
ICITY ATTORNEY'S OFFICE 25
ICITY AUDIT 27
CUSTOMER SERVICE 29
I ECONOMIC DEVELOPMENT AND HOUSING 31
Economic Development 33
Housing 34
IENGINEERING 35
Engineering Production 38
Traffic Operations 39
I Stormwater Management 40
Parking System 41
Parking Enforcement 42
I FINANCE 43
Finance 45
Risk Management 46
I
I
TABLE OF CONTENTS
I
FIRE 47
Administration 49
Support Services 50
I
Fire Prevention Services 51
Fire Operations. 52
Emergency Medical Services 54
I
GAS SYSTEM 55
Administration &Supply 58
Pinellas Gas Operations 59 I
Pasco Gas Operations 60
Gas Marketing &Sales 61
HARBORVIEW CENTER OPERATIONS 63
I
HUMAN RESOURCES 65
Administration 67 I
Recruitment,Selection and Training 68
Compensation and Classification 69
Employee & Labor Relations 70
I
Employee Benefits 71
INFORMATION TECHNOLOGY 73
Administration 75 '
Network Services 76
Software Applications 77
Telecommunications 78
I
LIBRARY 79
Centralized Services 81
Main Library 82 I
Countryside Branch Library 83
East Branch Library 84
North Greenwood Branch Library 85 111 Beach Branch Library 86
MARINE &AVIATION 87
Pier 60 Operations 90
Sailing Center Operations 91
Clearwater Airpark Operations 92
Marina Operations 93
I
Downtown Boat Slips Operations 94
NON-DEPARTMENTAL 95
General Fund 95 I
Central Insurance Fund 96
OFFICE OF MANAGEMENT & BUDGET 97
I
OFFICIAL RECORDS & LEGISLATIVE SERVICES 99
PARKS & RECREATION 101 I
Administration 103
Recreation Programming 105
Parks & Beautification 109
I
Beach Guard Operations 113
I
I
ITABLE OF CONTENTS
PLANNING & DEVELOPMENT 115
I Planning 1 17
Construction Services 119
Code Compliance 120
I POLICE 121
Office of the Chief 123
Criminal Investigations 125
I Patrol 127
Support Services 130
Communications Division 132
I PUBLIC COMMUNICATIONS 133
Public Communications 135
Courier 137
I PUBLIC SERVICES 139
Public Services Administration 141
Urban Forestry 142
I Streets &Sidewalks 143
Stormwater Maintenance 144
I PUBLIC UTILITIES 145
Public Utilities Administration 147
Wastewater Collection 148
Public Utilities Maintenance 149
I Water Pollution Control Plant Operations 150
WPC Laboratory Operations 151
WPC Industrial Pretreatment 152
I Water Distribution 153
Water Supply 154
Reclaimed Water 155
Water&Sewer Fund Non-Departmental 156
ISOLID WASTE/GENERAL SERVICES 157
Solid Waste 159
Administration 161
I
Collection 162
Transfer Station 163
Container Maintenance 164
I Recycling 165
Residential 165
Multifamily 166
Commercial 167
I
General Services 168
Administration 169
Building & Maintenance 170
I Fleet Maintenance 171
Radio Communications 172
SPECIAL REVENUE FUNDS
I
Special Development Fund 173
Special Program Fund 173
I
I
TABLE OF CONTENTS
I
CAPITAL IMPROVEMENT PROGRAM
Introduction 175
Six Year Plan 179
Total by Category 233
Supporting Summaries
I
Summary of General Fund Revenue 235
Summary of Funding Sources 236
Long Term Opportunities 243
ORGANIZATION CHARTS
Citywide Organization Chart 245
I
City Manager's Office 246
City Attorney's Office 247
City Audit 248
Customer Service 249
Economic Development and Housing 250
Engineering 251
I
Finance 252
Fire 253
Gas System 254
Human Resources 255
I
Information Technology 256
Library 257
Marine and Aviation 258
IOffice of Management and Budget 259
Official Records and Legislative Services 260
Parks and Recreation 261
Planning & Development 262
I
Police 263
Public Communications 264
Public Services 265
I
Public Utilities 266
Solid Waste/General Services 267
I
I
I
I
I
I
1
Budget Calendar
Fiscal Year 2010/11
1
Feb—April City Manager and Assistant City Managers review six-year capital improvement plan
and department organization and proposed program savings with Department Directors.
1 March 16 Budget Workshop with Council to review budget reduction proposals.
March/April Departments prepare operating budgets.
May City Manager meetings with Departments to provide final direction and finalize
department budgets.
June 1 Receipt of early"Estimate of Taxable Values"from Pinellas County.
July 1 Receipt of Preliminary Taxable Values from Pinellas County(figures used in Budget).
June 30 City Manager presents Preliminary Operating and Capital Improvement Budget
to the City Council.
July 12 Special Budget Meeting with Council to review budget proposal.
1 July 15 City Council sets Preliminary millage rate.
August 4 City must provide Pinellas County with Preliminary millage rate.
1 August 30 Public Meeting with Council and citizens to review budget proposal.
September 9 First Public Hearing on Annual Operating and Capital Improvement Budget.
September 9 Public Hearing on Penny for Pinellas projects.
September 23 Final Public Hearing on Annual Operating and Capital Improvement Budget.
1
1
1
I
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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 7,879,779,021
Taxable Valuation of
New Construction 145,858,302 114,430,657 297,098,576 147,270,815 28,411,459
Total,Taxable Valuation: 10,661,184,191 11,155,469,329 10,181,818,325 8,860,464,620 7,908,190,480
Value of a Mill 10,661,184 11,155,469 10,181,818 8,860,465 7,908,190
Less Estimated Discount (426,447) (446,219) (407,273) (354,419) (316,328)
NET VALUE OF ONE MILL: 10,234,737 10,709,250 9,774,545 8,506,046 7,591,862
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 1.5429 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 3.1952 24,257,160
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 0.1187 901,140
1 Total Operating: 4.9125 50,277,930 4.4143 47,273,940 4.4464 43,461,390 4.9094 41,759,790 4.9094 37,271,490
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 1,864,560
GRAND TOTAL: 5.2088 53,310,960 4.6777 50,094,660 4.7254 46,188,540 5.1550 43,848,790 5.1550 39,136,050
3 1
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I
1 GENERAL FUND
ISTATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
IBEGINNING FUND BALANCE 19,171,128 21,171,128 17,792,728
REVENUES:
Property Taxes 43,828,561 41,786,420 41,786,420 37,271,490
I Franchise Fees 10,204,413 10,152,000 10,152,000 10,575,000
Utility Taxes 12,020,599 12,321,860 12,321,860 12,858,380
Licenses,Permits&Fees 3,622,187 3,550,000 3,550,000 3,615,000
Sales Tax 5,275,818 5,313,000 5,313,000 5,150,000
I Communications Services Tax 6,966,606 6,814,600 6,814,600 6,610,160
Intergovernmental 13,884,185
11,350,290
11,367,582
11,242,160
Charges for Services 4,159,475 3,904,660 3,843,660 3,814,050
I Fines&Forfeitures 785,278 677,300 677,300 688,800
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 27,806,432 16,926,050
I Use of Fund Reserves 3,575,130 637,810
TOTAL REVENUES 122,192,588 115,453,300 129,323,484 111,437,900
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 21,760,100 22,406,590
Human Resources
998,011 1,108,350 1,108,350 1,052,1 10
Library 5,818,206 5,710,940 5,710,940 5,718,790
Marine&Aviation 1,201,267 564,440 564,440 540,540
I Non-Departmental 10,068,453 4,903,750 18,654,292 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 1,087,520 962,750
Parks&Recreation 19,476,936 19,739,130 19,733,130 18,973,620
I Planning&Development 5,016,886 4,679,890 4,779,890 4,461,860
Police 37,191,505 37,415,990 37,433,282 36,371,290
Public Communications 888,607 1,031,750 1,031,750 950,320
Public Services 3,204,699 2,580,000 2,580,000 2,436,100
I Allocation to GF Reserve 196,730 196,730
TOTAL EXPENDITURES 119,814,918 115,453,300 129,323,484 111,437,900
Source (Use of Fund Balance) 196,730 (3,378,400) (637,810)
ENDING FUND BALANCE 19,171,128 19,367,858 17,792,728 17,154,918
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I
WATER&SEWER FUND
I
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 35,382,376 35,382,376 37,899,961 1
REVENUES:
Operating Revenue 53,954,602 57,291,800 57,291,800 58,683,810
Non-Operating Revenue 3,118,095 1,535,650 3,898,125 2,219,950
Capital Grants and Contributions 1,840,394
Transfers In
Fund Reserves 2,966,570
TOTAL REVENUES 58,913,091 58,827,450 61,189,925 63,870,330
EXPENDITURES:
Public Utilities Administration 927,800 901,650 901,650 849,830
Wastewater Collection 4,459,504 5,139,670 5,139,670 5,625,650
Public Utilities Maintenance 2,870,322 2,988,580 2,988,580 5,132,820
WPC Plant Operations 10,632,053 10,588,070 10,588,070 11,889,300
WPC Laboratory Operations 1,135,936 1,250,130 1,250,130 1,207,830
WPC Industrial Pretreatment 647,734 822,910 822,910 819,790
Water Distribution 12,335,837 7,904,560 7,904,560 12,660,040
Water Supply 11,063,063 12,370,480 12,370,480 9,447,900
Reclaimed Water 1,909,801 2,064,970 2,064,970 2,124,010
Non-Departmental 13,073,055 14,641,320 14,641,320 14,1 13,160
TOTAL EXPENDITURES 59,055,105 58,672,340 58,672,340 63,870,330
Source (Use) of Fund Equity - - (2,966,570) 1
ENDING FUND EQUITY(Unrestricted Net Assets) 35,382,376 35,537,486 37,899,961 34,933,391
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tSTORMWATER UTILITY FUND
ISTATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
IFUND EQUITY(Unrestricted Net Assets) 17,464,603 17,464,603 16,314,723
REVENUES:
IOperating Revenue 13,462,215 14,138,310 14,138,310 15,060,460
Non Operating Revenue 796,770 291,410 291,410 287,790
Transfers In 1,001,493
I Fund Reserves 1,149,880 1,149,880
TOTAL REVENUES 15,260,478 15,579,600 15,579,600 15,348,250
EXPENDITURES:
l Eng/Stormwater Management 4,562,165 4,794,760 4,794,760 4,983,140
PS/Stormwater Maintenance 5,447,115 10,784,840 10,784,840 9,513,810
TOTAL EXPENDITURES 10,009,280 15,579,600 15,579,600 14,496,950
-
I Source (Use)of Fund Equity (1,149,880) (1,149,880)
ENDING FUND EQUITY(Unrestricted Net Assets) 17,464,603 16,314,723 16,314,723 17,166,023
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GAS FUND
ISTATEMENT OF REVENUES AND EXPENDITURES
I ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 21,937,251 21,937,251 18,920,722
IREVENUES:
Operating Revenue 34,609,781 40,080,920 38,823,920 37,431,440
Non-Operating Revenue 5,440,245 939,980 970,370 766,320
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Transfers In 200,000
Capitalized Labor 222,000 252,000 266,000
Fund Reserves - 1,658,570 6,373,969 1,700,000
I TOTAL REVENUES 40,250,026 42,901,470 46,420,259 40,163,760
EXPENDITURES:
Gas Administration&Supply 22,872,820 27,122,620 27,571,670 24,254,930
I Pinellas Gas Operations 3,388,438 7,430,540 7,326,350 5,857,720
Pasco Gas Operations 1,388,303 3,513,710 3,319,400 1,844,740
Gas System Marketing&Sales 1,950,024 2,461,170 4,845,399 2,928,620
TOTAL EXPENDITURES 29,599,585 40,528,040 43,062,819 34,886,010
ISource (Use)of Fund Equity (1,658,570) (6,373,9,69) (1,700,000)
ENDING FUND EQUITY(Unrestricted Net Assets) 21,937,251 22,652,111 18,920,722 22,498,472
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SOLID WASTE FUND I
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 16,981,480 17,045,480 18,084,962 1
REVENUES:
Operating Revenues 17,637,001 17,923,000 18,043,000 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
Fund Reserves - -
TOTAL REVENUES 18,927,848 18,823,080 19,005,080 19,037,120
EXPENDITURES:
Solid Waste Administration 987,645 974,160 14,868,428 891,730
Solid Waste Collection 12,896,901 15,604,840 1,367,580 14,832,290
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Solid Waste Transfer 1,336,345 1,406,550 785,980 1,470,950
Container Maintenance 709,934 773,530 943,610 769,020
TOTAL EXPENDITURES 15,930,825 18,759,080 17,965,598 17,963,990
Source (Use)of Fund Equity - - -
ENDING FUND EQUITY(Unrestricted Net Assets) 16,981,480 17,045,480 18,084,962 19,158,092
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RECYCLING FUND 1
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 4,838,640 4,838,640 5,192,421 1
REVENUES:
Operating Revenue 2,230,938 2,249,010 2,415,710 2,594,180
Non-Operating Revenue 340,248 163,460 783,581 160,000
Fund Reserves 537,000 109,970
TOTAL REVENUES 2,571,186 2,949,470 3,199,291 2,864,150
EXPENDITURES:
Recycling-Residential 970,499 1,047,1 10 1,043,750 1,095,380
Recycling-Multi Family 450,461 527,470 506,940 476,200
Recycling-Commercial 1,098,932 1,374,890 1,294,820 1,292,570
TOTAL EXPENDITURES 2,519,892 2,949,470 2,845,510 2,864,150
Source (Use) of Fund Equity (537,000) - (109,970)
ENDING FUND EQUITY(Unrestricted Net Assets) 4,838,640 4,301,640 5,192,421 5,082,451
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IMARINE FUND
STATEMENT OF REVENUES AND EXPENDITURES
IACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
IFUND EQUITY(Unrestricted Net Assets) (21,359) (21,359) (19,139)
REVENUES:
Operating Revenue 3,883,722 4,722,000 3,696,500 4,311,400
I Non-Operating Revenue 144,712 128,380 118,380 127,880
Capital Grants&Contributions
-
Transfers In 230,000 - 50,000 -
I Use of Fund Equity - - -
TOTAL REVENUES 4,258,434 4,850,380 3,864,880 4,439,280
EXPENDITURES:
l Marina Operations 4,170,806 4,552,760 3,862,660 4,414,770
Airpark Operations
-
-
TOTAL EXPENDITURES 4,170,806 4,552,760 3,862,660 4,414,770
I Source (Use) of Fund Equity - - -
ENDING FUND EQUITY(Unrestricted Net Assets) (21,359) 276,261 (19,139) 5,371
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AIRPARK FUND
ISTATEMENT OF REVENUES AND EXPENDITURES
I ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 26,534 26,534 73,464
IREVENUES:
Operating Revenue 215,936 246,000 231,000 237,250
Non-Operating Revenue 12,993 3,000 10,000 3,000
I Capital Grants&Contributions 148,795 - - -
Transfers In 175,000
Use of Fund Equity - - -
TOTAL REVENUES 377,724 249,000 416,000 240,250
IEXPENDITURES:
Airpark Operations 556,188 194,070 369,070 188,560
TOTAL EXPENDITURES 556,188 194,070 369,070 188,560
'
Source (Use) of Fund Equity
ENDING FUND EQUITY(Unrestricted Net Assets) 26,534 81,464 73,464 125,154
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DOWNTOWN BOAT SLIPS FUND
I
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 4,401,361 4,401,361 4,421,966
REVENUES:
Operating Revenue - 558,410 118,000 344,060
Non-Operating Revenue 230,512 72,850 57,150 68,790
Transfers In 9,786,796 - - -
Use of Fund Equity - - - -
TOTAL REVENUES 10,017,308 631,260 175,150 412,850
EXPENDITURES:
I
Downtown Boat Slip Operations 475,141 464,230 154,545 410,760
TOTAL EXPENDITURES 475,141 464,230 154,545 410,760
Source (Use)of Fund Equity - - - t
ENDING FUND EQUITY(Unrestricted Net Assets) 4,401,361 4,568,391 4,421,966 4,424,056
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PARKING FUND I
STATEMENT OF REVENUES AND EXPENDITURES
I
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 14,062,240 14,062,240 10,439,540
REVENUES:
Operating Revenue 5,152,273 4,781,020 4,781,020 4,421,380
Non-Operating Revenue 939,264 624,000 624,000 569,000
Transfers In - - -
Use of Fund Equity - 3,855,700 -
TOTAL REVENUES 6,091,537 5,405,020 9,260,720 4,990,380
EXPENDITURES:
Engineering/Parking System 3,319,518 3,863,720 7,719,420 3,231,260
Engineering/Parking Enforcement 763,462 850,000 850,000 785,000
Parks and Rec/Beach Guards Operations 458,300 458,300 447,130
TOTAL EXPENDITURES 4,082,980 5,172,020 9,027,720 4,463,390
Source (Use)of Fund Equity - (3,855,700) - I
ENDING FUND EQUITY(Unrestricted Net Assets) 14,062,240 14,295,240 10,439,540 10,966,530
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IHARBORVIEW CENTER FUND
STATEMENT OF REVENUES AND EXPENDITURES
I
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
IFUND EQUITY(Unrestricted Net Assets) 545,908 545,908 693,579
REVENUES:
I
Operating Revenue 196,310 40,000 40,000
Non operating Revenue 222,604 51,550 204,221 6,000
Transfers In 340,170 71,530 71,530
I Use of Fund Equity 53,850
TOTAL REVENUES 759,084 163,080 315,751 59,850
EXPENDITURES:
1 Harborview Center Operations 576,019 163,080 168,080 59,850
TOTAL EXPENDITURES 576,019 163,080 168,080 59,850
Source (Use) of Fund Equity - - (53,850)
IENDING FUND EQUITY(Unrestricted Net Assets) 545,908 545,908 693,579 639,729
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IGENERAL SERVICES FUND
STATEMENT OF REVENUES AND EXPENDITURES
IACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
1 FUND EQUITY(Unrestricted Net Assets) 995,062 995,062 995,062
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
-
TOTAL REVENUES 5,282,855 4,991,540 4,991,540 4,811,930
I EXPENDITURES:
Administration 401,786 271,650 271,650 471,240
Building&Maintenance 4,647,993 4,719,890 4,719,890 4,340,690
TOTAL EXPENDITURES 5,049,779 4,991,540 4,991,540 4,811,930
ISource (Use)of Fund Equity - - -
ENDING FUND EQUITY(Unrestricted Net Assets) 995,062 995,062 995,062 995,062
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11
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ADMINISTRATIVE SERVICES FUND t
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
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FUND EQUITY(Unrestricted Net Assets) 4,686,439 4,686,439 4,862,555
Billings to Departments 9,338,327 9,230,000 9,230,000 8,931,920
Non-Operating Revenue 345,125 200,000 200,000 200,000
Capital Grants and Contributions 156,934 - -
Transfers In 12,473 - -
Fund Reserves - 29,294 200,000
TOTAL REVENUES 9,852,859 9,430,000 9,459,294 9,331,920
EXPENDITURES:
Information Technology/Admin 344,863 389,940 389,940 345,870
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 845,252 972,020 972,020 868,720
Public Comm/Courier 152,938 182,640 182,640 172,690
Public Comm/Graphic Comm. 392,617 - 29,294 -
Clearwater Customer Service 3,1 14,973 3,458,540 3,458,540 3,469,020
TOTAL EXPENDITURES 8,494,278 9,224,590 9,253,884 9,130,020
Source (Use) of Fund Equity - (29,294) (200,000)
ENDING FUND EQUITY(Unrestricted Net Assets) 4,686,439 4,891,849 4,862,555 4,864,455
GARAGE FUND I
STATEMENT OF REVENUES AND EXPENDITURES
I
ACTUAL BUDGET MID YEAR PROPOSED
FY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 4,368,384 4,368,384 4,162,638 1
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 -
Transfers In 304,262 - - -
Fund Reserves - - 205,746 -_ -
TOTAL REVENUES 12,551,002 12,824,540 13,030,286 12,145,510
EXPENDITURES:
Fleet Maintenance 10,774,933 12,192,160 12,387,906 11,617,080
Radio Communications 529,977 632,380 642,380 521,350
TOTAL EXPENDITURES 11,304,910 12,824,540 13,030,286 12,138,430
Source (Use)of Fund Equity - (205,746) -
ENDING FUND EQUITY(Unrestricted Net Assets) 4,368,384 4,368,384 4,162,638 4,169,718
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CENTRAL INSURANCE FUND
STATEMENT OF REVENUES AND EXPENDITURES
ACTUAL BUDGET MID YEAR PROPOSED
IFY 08/09 FY 09/10 FY 09/10 FY 10/11
FUND EQUITY(Unrestricted Net Assets) 27,710,436 27,710,436 28,223,386
I Billings to Departments 17,400,760 18,037,560 18,037,560 17,173,970
Non-Operating Revenue 2,311,861 940,000 940,000 1,190,000
Transfers In 132,644 183,760 4,808,760 139,500
I Fund Reserves - 5,065,000
TOTAL REVENUES 19,845,265 19,161,320 28,851,320 18,503,470
EXPENDITURES:
1 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 16,767,220
TOTAL EXPENDITURES 29,933,648 18,208,370 23,273,370 17,483,090
ISource (Use) of Fund Equity - (5,065,000) -
ENDING FUND EQUITY(Unrestricted Net Assets) 27,710,436 28,663,386 28,223,386 29,243,766
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FULL TIME EQUIVALENT SUMMARY OF POSITIONS
I FY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec)
Approved Approved Amended Proposed Over 09/10
Department FTEs FTEs FTEs FTEs Amended
IGENERAL FUND
City Council 1.0 1.0 1.0 1.0
ICity Manager's Office 8.0 9.0 9.0 9.0
ICity Attorney's Office 12.0 11.0 11.0 11.0
City Audit 2.0 2.0 2.0 2.0
IDevelopment&Neighborhood Services
Development Services 48.5 0.0 0.0 0.0
Neighborhood Services 3.0 0.0 0.0 0.0
IDevelopment&Neighborhood Svcs 51.5 0.0 0.0 0.0
Economic Development&Housing Services
I Economic Development 4.0 4.0 4.0 4.0
Housing Services 7.0 7.0 7.0 7.0
Economic Development&Housing Services 11.0 11.0 11.0 11.0
IEquity Services 2.0 0.0 0.0 0.0
Engineering:
I Environmental&Stormwater Mgmt. 7.0 0.0 0.0 0.0
Engineering Production 31.0 37.0 37.0 35.0 (2.0)
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
I Fire
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
I 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)
IHuman Resources
Administration 2.3 2.3 2.3 2.0 (0.3)
Recruitment,Selection and Training 5.2 3.7 3.7 3.7
ICompensation 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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FULL TIME EQUIVALENT SUMMARY OF POSITIONS
I
FY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec)
Approved Approved Amended Proposed Over 09/10
I
Department FTEs FTEs FTEs FTEs Amended
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
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
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Official Records&Legislative Services 11.0 9.0 9.0 9.0
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 92.4 (6.1)
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Parks&Recreation 203.7 191.1 191.1 183.1 (8.0)
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)
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)
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Communications 49.3 48.3 48.3 43.3 (5.0)
Police 389.9 370.9 370.9 344.0 (26.9)
Public Communications 11.5 10.0 10.0 10.0
Public Services
Streets&Sidewalks 13.0 13.0 13.0 13.0
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 1040.9 (50.2)
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IFULL TIME EQUIVALENT SUMMARY OF POSITIONS
I FY 08/09 FY 09/10 FY 09/10 FY 10/11 lnc/(Dec)
Approved Approved Amended Proposed Over 09/10
Department FTEs FTEs FTEs FTEs Amended
IUTILITY FUNDS
Gas System
Administration&Supply 9.7 8.7 8.7 8.6 (0.1)
I Pinellas Gas Operations 41.0 50.0 44.0 44.0
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
ITotal Gas Fund 84.0 77.0 77.0 77.0
Public Utilities
Public Utilities Administration 6.0 6.0 6.0 6.0
I Wastewater Collection 25.0 25.0 25.0 25.0
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
WPC Industrial Pretreatment 6.0 6.0 6.0 6.0
Water Distribution 37.0 35.0 35.0 35.0
I Water Supply 11.0 11.0 11.0 11.0
Reclaimed Water 15.0 15.0 15.0 16.0 1.0
Total Water&Sewer Fund 169.0 164.0 164.0 166.0 2.0
I Stormwater
Public Services
Stormwater Maintenance 38.0 37.0 37.0 37.0
I Engineering
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 11.5
Container Maintenance 9.0 9.0 9.0 9.0
Total Solid Waste Fund 112.0 112.0 112.0 112.0
I Recycling
Residential 9.2 9.2 9.2 9.2
Multi-Family 3.6 3.6 3.6 3.6
I Commercial
To 9.5 9.5 9.5 9.5
Total Recycling Fund 22.3 22.3 22.3 22.3
TOTAL,UTILITY FUNDS 434.3 421.3 421.3 424.3 3.0
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FULL TIME EQUIVALENT SUMMARY OF POSITIONS I
FY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec)
Approved Approved Amended Proposed 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
1
Beach Guard Operations 9.9 9.9 9.9
PWA/Parking 20.7 31.6 31.6 31.6
Marine I
Marina 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
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Downtown Boat Slips
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)
IINTERNAL SERVICES FUNDS
Customer Service 45.0 45.0 45.0 45.0
Finance/Risk Management 5.0 5.0 5.0 5.0
General Services
Administration 2.5 2.5 2.5 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)
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)
Information Technology
Administration 3.0 3.0 3.0 3.0
Network Services 12.0 12.0 12.0 11.0 (1.0)
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)
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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IFULL TIME EQUIVALENT SUMMARY OF POSITIONS
I FY 08/09 FY 09/10 FY 09/10 FY 10/11 Inc/(Dec)
Approved Approved Amended Proposed Over 09/10
Department FTEs FTEs FTEs FTEs Amended
ISPECIAL 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
I 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)
ITOTAL,SPECIAL PROGRAM 11.7 21.7 21.7 14.7 (7.0)
ITOTAL,ALL FUNDS 1846.5 1766.8 1766.8 1702.9 (63.9)
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I
I CITY COUNCIL
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
I serve four-year terms. The City Council is the legislative and policy-making body of the City, responsible for
approving the budget and determining the ad valorem tax rate on all real and personal property within the
corporate limits of the City.
I In addition, the Councilmembers evaluate the job performance of the City Manager and the City Attorney, attend
City Council meetings, special workshops/meetings,schedule and attend community meetings to address areas of
concern,serve as the City liaison for various area-wide boards, and represent the City at numerous ribbon cuttings,
opening day festivities, and organizational welcomes.
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IDEPARTMENT SUMMARY
Actual Actual Budget Budget %
1 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%
1 Total City Council 257,182 261,938 296,570 280,450 -5%
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IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICity Council 1.0 1.0 1.0 1.0
Total City Council 1.0 1.0 1.0 1.0
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CITY COUNCIL
Program Highlights 1
•3 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. 1
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1 CITY MANAGER'S OFFICE
Mission
IOur 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
I professional administrator retained by the City Council to administer the day-to-day operations and services of the
City. The City Manager administers policies and legislation adopted by the City Council, directs all departments,
offices and operations of the City,and prepares and administers the annual budget.
I A staff directly supports the City Manager, consisting of two Assistant City Managers and an administrative staff.
The Equity Services Manager, who also reports directly to the City Manager from within this program, oversees the
City's Equal Employment Opportunity, Diversity and Americans with Disabilities Act programs. All departments
within the City report directly to either the City Manager or one of the Assistant City Managers.
I
IDEPARTMENT SUMMARY
Actual Actual Budget Budget
2007/08 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%
ITotal City Manager's Office 1,064,193 1,095,543 1,274,680 1,204,940 -5%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICity Manager's Office 9.0 8.0 9.0 9.0
' Total City Manager's Office 9.0 8.0 9.0 9.0
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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
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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CITY ATTORNEY'S OFFICE
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
I their missions and goals:and to advance, advocate and safeguard the interests of the City within the
bounds of the law.
IProgram Description
I The City Attorney's Office provides timely,cost-efficient,quality services and advice to support the City Council,the
City Manager, and all City departments, boards and agencies in fulfilling their missions and goals; and advances,
advocates and safeguards the interests of the City within the bounds of the law.
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
I therewith.
• 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%
I 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%
ITransfers 1,200 - n/a
Total City Attorney's Office 1,432,714 1,406,881 1,623,430 1,538,740 -5%
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CITY ATTORNEY'S OFFICE
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
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
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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1 CITY AUDIT
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,
Iand fair services in a friendly, professional manner.
IProgram Description
The Audit Office strives to ensure that the City of Clearwater provides municipal services to all residents, businesses,
I and visitors in an honest, effective and accountable manner. Our responsibilities include performing systematic
compliance, financial, and operational reviews of City business activities to add value and assist in improving
departmental operations. Specifically, audits help insure the existence and enforcement of management
established internal controls; compliance with policies, procedures, rules, guidelines, and laws; safeguarding of
I 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.
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DEPARTMENT SUMMARY
Actual 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%
iInternal Services 17,209 16,493 16,010 13,750 -14%
Total City Audit 172,420 173,339 182,410 185,080 1%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
City Audit 2.0 2.0 2.0 2.0
Total City Audit 2.0 2.0 2.0 2.0
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CITY AUDIT
Program Highlights
1
•3 The City Auditor's Office is supported by two full time There have been no other significant changes in the
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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1 CUSTOMER SERVICE
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
I Clearwater Customer Service (CCS) is responsible for providing centralized customer service functions to customers
of the seven City utilities:Gas, Water,Sewer,Solid Waste, Recycling, Reclaimed Water, and Stormwater. The major
areas associated with this responsibility include Meter Reading, Customer Accounting, Collections, and Customer
Care.
IMeter 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
I readings, as well as, billings for non-metered utility services. Customer Accounting reviews all utility bills before they
are mailed to customers.
The Collections section is responsible for managing utility customer accounts receivable in a fiscally responsible
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.
IThe 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
I from walk-in customers. Accounts are opened or closed, requests for information are responded to, and inquiries
are researched and resolved.
Customer Service is located on the first floor of the Municipal Services Building, 100 S. Myrtle Avenue. Customers
I may reach Customers Service either by phone at 727-562-4600, in person Monday thru Friday (except for observed
holidays),or on the web at www.myclearwater.com/services/customer service.
DEPARTMENT SUMMARY
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 1 1,1 70 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
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 • 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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I ECONOMIC DEVELOPMENT AND HOUSING
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
quality of life and local and national image. Further, our mission is to provide quality affordable housing
and community services to the citizens of Clearwater.
I
Department Description
tThe Economic Development and Housing Department consists of eleven employees and is divided into two
programs, Economic Development and Housing.
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IDEPARTMENT SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Economic Development 757,941 705,535 818,780 779,520 -5%
IHousing 491,375 547,292 555,790 567,690 2%
Total Economic Development&Housing 1,249,316 1,252,827 1,374,570 1,347,210 -2%
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DEPARTMENT 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
IHousing 7.0 7.0 7.0 7.0
Total Economic Development&Housing 11.0 11.0 11.0 11.0
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ECONOMIC DEVELOPMENT AND HOUSING
Department Highlights
• The Economic Development and Housing ❖ Outside professional services for appraisals, research,
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 •8 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
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
service departments.
❖ The Tampa Bay Partnership membership is budgeted
at $25,000 for 2010/11, the same level of funding as • There have been no other significant changes in the
the 2009/10 budget. Economic Development and Housing program
budgets. The Budget for this Department reflects a
decrease of 2%from the 2009/10 budget.
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I ECONOMIC DEVELOPMENT
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.
I The department continues to spearhead community development efforts in targeted city neighborhoods and
districts by applying an array of funding programs toward stabilization and revitalization of areas with pressing
economic,social and physical needs.
I Operationally, the department administers programs that impact the economic development of vulnerable parts
of the city, including the activities and incentives for portions of the Community Redevelopment Agency (CRA)
area,the Brownfields program, the Enterprise Zone,and Hub Zone. The department also manages the city's tourism
and economic development efforts with Pinellas County Economic Development, the Clearwater Regional
IChamber 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
I enhancing the livability and image of the community overall.
Economic Development consists of four (4.0) FTEs funded by the General Fund and the CRA.The positions include a
Director, an Economic Development Coordinator, a Community Development Coordinator, and an Economic
Development Coordinator.
PROGRAM SUMMARY
Actual Actual Budget Budget
i2007/08 2008/09 2009/10 2010/11 Change
Personnel 300,949 291,636 336,740 331,970 -1%
II Operating 368,578 335,218 397,130 377,230 -5%
Internal Services 88,414 78,681 80,310 70,320 -12%
Interfund - - 4,600 - -100%
Total Economic Development 757,941 705,535 818,780 779,520 -5%
PROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IEconomic Development 4.0 4.0 4.0 4.0
Total Economic Development 4.0 4.0 4.0 4.0
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HOUSING
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Program Description i
Housing provides quality affordable housing, community and economic development services to the citizens of
Clearwater. These goals are achieved through the administration of two federal grant programs funded through
the U.S. Department of Housing and Urban Development, Community Development Block Grant (CDBG) and
Home Investment Partnership Program (HOME). Additionally,the City also partners with the State of Florida through
the State Housing Initiatives Partnership (SHIP) Program, and Pinellas County Housing Trust Fund. 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
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 I
operating funds are used. The Housing staff is composed of seven FTE's including an Assistant Economic
Development and Housing Director, a Housing Manager, a Housing Coordinator, a Senior Accountant, an
Accountant,a Staff Assistant and a Senior Staff Assistant.
PROGRAM SUMMARY
I
Actual Actual Budget Budget %
i2007/08 2008/09 2009/10 2010/11 Change
Personnel 392,055 460,533 461,090 473,170 3%
Operating 33,038 21,675 26,410 26,930 2%
Internal Services 66,282 65,084 68,290 67,590 -1%
Total Housing 491,375 547,292 555,790 567,690 2% 1
PROGRAM FULL TIME EQUIVALENT POSITIONS I
Actual Actual Budget Budget
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2007/08 2008/09 2009/10 2010/11
Housing 7.0 7.0 7.0 7.0 1
Total Housing 7.0 7.0 7.0 7.0
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ENGINEERING
Mission
ITo 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
I operations and parking systems affording the maximum benefit and convenience to our residents and
visitors.
Department Description
IThe 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
I construction management. The department is also responsible for traffic planning, design, and operations and the
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.
IDEPARTMENT SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I General Fund
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%
Subtotal 6,794,072 6,839,923 7,441,890 7,283,430 -2%
I Stormwater Utility Fund
Stormwwater Mgmt 3,503,640 4,562,165 4,794,760 4,983,140 4%
Parking Fund
IParking 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%
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Total Engineering 13,891,319 15,485,068 16,950,370 16,282,830 -4%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/10
I General Fund 62.0 61.0 60.0 56.0
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.
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Stormwater Management
Highlights
• The Stormwater Management program is funded by • Budgeted debt costs are approximately $2.9 million
the Stormwater Fund, which is a self-supporting g pp y $
pporting which is approximately the same level of funding as
enterprise operation, established to fund all the 2009/10 budget.
Stormwater programs.
Budget transfers of $738,870 in this program reflect
s 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
Parking Fund
1 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
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
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.
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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ENGINEERING
Program Description
I
The Engineering program is organized into three operational divisions:Civil Engineering,Geographic Technology I
and Construction Management.
The Civil Engineering Division of the Engineering Department includes Environmental Engineering, Utility Engineering, I
Land Development Engineering and Real Estate services.This division is responsible for engineering design including
management of engineering and architectural consultant contracts, landscape architecture, project bidding,
contract award, administration of materials management and site clean-up projects, management of the plan
review process and real estate services including right-of-way acquisition.
The Geographic Technology Division is responsible for project surveying, drafting, GIS, maintaining infrastructure
atlases and provides mapping support for multiple City departments.
III
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.
P ROG RAM SUMMARY I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,968,577 1,819,055 2,569,530 2,451,450 -5%
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%
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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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I TRAFFIC OPERATIONS
Program Description
IThis 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
I calming program. It reviews plans of developments and impact on adjacent street systems, initiates street lighting,
administers transportation impact fees, conducts traffic studies, analyzes accident problems, reviews public
concerns and complaints, and coordinates and maintains the Computerized Traffic Control System. This division
also fabricates, installs and maintains all traffic signal installations, pavement markings and traffic signs under the
I jurisdiction of the City of Clearwater, including flashing beacons, school signals and the marking of all City parking
lots.This division also serves as the primary liaison with FDOT, Pinellas County Traffic Engineering and other municipal
traffic operations agencies,as well as,the Pinellas County Metropolitan Planning Organization (MPO).
IPROGRAM SUMMARY
Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I 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%
Internal Services 260,211 224,677 279,130 256,920 -8%
Capital 42,192 - - n/a
Debt 10,886 4,404 n/a
ITotal Engineering/Traffic Operations 3,723,527 3,981,741 4,152,330 4,167,790 0%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
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
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9 P
This program consists of the planning, design, and development of stormwater studies and projects for: (1) flood
control and drainage purposes; (2) water quality purposes; (3) habitat restoration purposes; and (4)
erosion/sedimentation control purposes, to meet City and State required levels of service. This program also
provides stormwater administration related to the stormwater utility,alternate funding acquisition, National Pollutant
Discharge Elimination System federal permit administration, and the acquisition of state mandated environmental
permits. Essential water quality monitoring of City surface and groundwater resources and public requested
sampling, as may be required to support public projects or regulatory requests, is also a significant program
element. '
PROGRAM SUMMARY
Actual Aclual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 588,995 655,446 684,850 775,750 13% 111
Operating 405,953 1,374,376 442,930 510,070 15%
Internal Services 75,228 91,421 89,300 72,420 -19%
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% 1
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Aclual Budget Budget
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
Program Description
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.
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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
I current American with Disabilities Act parking requirements, as well as, maintaining itself as a self-supporting entity.
The Parking system also provides financial resources to partially support the beach cleaning operations and the
lifeguard program.
I The configuration of the south beach cashier parking lots has dramatically changed due to the Beach Walk
project. These lots are now operated with self-service technology in an effort to save costs. 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
Personnel 533,901 570,447 592,040 604,250 2%
Operating 2,068,805 2,213,837 2,339,320 1,938,740 -17%
I Internal Services 82,508 120,704 130,760 112,640 -14%
Capital 500 500 0%
Debt 217,781 158,760 322,490 - -100%
Transfers - 255,770 478,610 575,130 20%
Total 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
2007/08 2008/09 2009/10 2010/11
Parking System 14.7 14.7 15.7 15.7
1 Total Parking System 14.7 14.7 15.7 15.7
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PARKING ENFORCEMENT
Program Description
9 P
The Parking Enforcement program was established in June 2003 to provide dedicated enforcement of parking both
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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 11 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.
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PROGRAM SUMMARY
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%
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 1
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FINANCE
IMission
IOur mission is to serve the Citizens of Clearwater by effective coordination of the fiscal management of
the City through effectively providing timely, responsive, and comprehensive financial/support services
Ito all our customers.
IDepartment Description
The department is organized into the following two programs. The Finance program performs administration, debt
I and specialized accounting, accounting, treasury, payroll and purchasing functions. The Risk Management
program administers the City's self-insurance program, which includes general liability, auto liability, commercial
property,and Workers' Compensation insurances.
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DEPARTMENT SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IGeneral 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%
ITotal Finance 2,501,573 2,500,390 2,619,240 2,582,440 -1%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2008/09 2009/10 2010/11
12007/08
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
1
General Fund I
Finance
Program Highlights
•• The Finance Department is supported by 27.5 full time + Operating expenditures include $130,000 for external I
equivalent positions, the same staffing as the 2009/10 audit services and $30,000 for consulting services for
budget. the financial management systems.
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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.
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Central Insurance Fund 1
Risk Management
Program Highlights
S• 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
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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
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
I accounting for the Downtown Development Board (DDB) and the Community Redevelopment Agency (CRA). This
program is also responsible for numerous special projects.
Accounting- Accounting is responsible for the maintenance and operation of the computerized financial records
I system,the maintenance of the official accounting records,and the filing of all non-payroll tax returns.This program
also assists in asset management via maintenance of the City's fixed asset records.
Treasury - The Treasury function is responsible for the prompt and accurate payment of the City's financial
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;
I performing pension entitlement calculations; and the processing of all garnishments, tax levies, and child support
orders for City employees and pensioners.
Purchasing - Purchasing is responsible for the centralized management of the procurement function in order to
I maximize the City's purchasing power. The program provides standard purchasing guidelines and insures fair and
equitable treatment of City vendors.This program also administers the purchasing/procurement card process.
PROGRAM SUMMARY
IActual 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%
I 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 III
liability, auto liability, commercial property, and Workers' Compensation insurances. Risk is responsible for the
development and implementation of loss prevention/control programs and safety training and inspections.It is also
responsible for responding to claims for and against the City.
PROGRAM SUMMARY
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Actual Actual Budget Budget %
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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i FIRE
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
I "To 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.
I Fire and Rescue supports several community programs,such as but not limited to: Chaplainship, Elder's Link,Special
Needs Evacuation,Smoke Detectors, Fire Explorers, Honor Guard,Juvenile Fire Setters,and Shelter Care.
IDEPARTMENT SUMMARY
II Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IAdministration 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%
IFire 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 I
Support Services 1.0 2.0 2.0 3.0
Fire Prevention Services 7.0 8.0 8.0 8.0 1
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 I
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Department Highlights
• The Fire Department is supported by 205 full-time The Fire Department personnel budget reflects only
p Pp Y
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 III 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
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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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1 ADMINISTRATION
Program Description
IFire 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
I relating to the County Fire and EMS district. Fire Administration provides operational business and strategic plans;
analyzes operations for cost effectiveness; represents the Department with government entities and other fire
divisions and personnel. All Department contracts and grants are produced, prepared, and/or reviewed by this
office in conjunction with the City Manager and City Attorney's Offices. Additionally, Administration establishes,
I reviews, and updates operational directives, policies, and procedures, as well as council agenda items and
department bulletins. The Administration program also includes public information and marketing coordination and
special projects.
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PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 671,643 607,019 651,460 608,080 -7%
Operating 3,065 2,000 2,000 2,000 0%
I Internal Services
Debt Service 38,471 37,800 38,160 33,950 -11%
5,644 5,644 n/a
1 Total Fire Administration 718,823 652,463 691,620 644,030 -7%
1 PROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
1 Fire Ad ministration 10.0 10.0 9.0 9.0
Total Fire Administration 10.0 10.0 9.0 9.0
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SUPPORT SERVICES
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,
Isuch as station construction and building renovations,is managed with the expertise of Fire and Rescue personnel.
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 I
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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i FIRE PREVENTION SERVICES
Program Description
IFire 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,
I development, and construction are compliant with the applicable codes and guidelines. Additionally, the
plans reviewer for each permitted job is responsible for conducting the required field inspections to ensure the
permitted work is code compliant.
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%
I Capital - 22
4,0 - - n/a
Debt Service 4,016 16 5,640 -100%
Total Fire Prevention Services 722,172 722,727 831,140 809,120 -3%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
1 2008/09 Actual Actual Budget Budget
2007/08 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
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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).
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. I
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 I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 10,146,150 10,228,230 11,030,260 1 1,362,320 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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1 PROGRAM FULL TIME EQUIVALENT POSITIONS
1 Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Fire Operations 132.0 130.0 130.0 126.0
Total Fire Operations 132.0 130.0 130.0 126.0
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EMERGENCY MEDICAL SERVICES
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Program Description
Emergency Medical Services Bureau - Our EMS responsibilities include responding to medical calls and providing
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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.
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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%
ITransfers 214,238 140,644 152,120 215,610 42%
Total Emergency Medical Services 6,090,395 6,010,463 6,226,400 6,365,560 2%
PROGRAM FULL TIME EQUIVALENT POSITIONS 111
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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' GAS SYSTEM
Mission
To serve the natural and propane (LP) gas needs of the customers in the Clearwater and surrounding
Florida Suncoast area in the most safe, reliable and economical manner possible while optimizing load
growth, customer satisfaction, financial return to the City of Clearwater, and the equity value of the
Clearwater Gas System.
Department Description
Our Values
Clearwater Gas System is founded on the principles of integrity, outstanding quality, future-oriented decision-
making, and sound financial planning and execution. This reflects our responsibility to be a well-run and caring
service provider, focused on excellence in the delivery of "value-added" energy services to our customers. We
regard our well-trained employees as our most valuable asset and strive to create a positive and participative
working environment,which promotes job satisfaction,security, personal growth,and innovation.
Our Vision
Clearwater Gas System will be the energy provider of choice,and be recognized as such by our customers and the
communities that we serve.
The Clearwater Gas System (CGS) budget consists of four gas programs: Gas Administration &Supply, Pinellas Gas
Operations, Pasco Gas Operations, and Gas Marketing &Sales.There are currently 77 budgeted positions (full time
1 equivalent) in CGS.
CGS is owned and operated as an enterprise utility by the City of Clearwater. CGS operates over 820 miles of
underground gas main and handles the supply and distribution of both natural and propane (LP) gas throughout
northern Pinellas County and western Pasco County.As a "full service" gas utility, CGS provides gas appliance sales
and service, installation of inside customer gas piping, domestic and commercial gas equipment service,
construction and maintenance of underground gas mains and service lines, and 24 hour response to any gas
1 emergency call within the service area. The Florida Public Service Commission and the Federal Department of
Transportation regulate CGS for safety.
CGS has been serving customers in the Clearwater area for over 85 years (since 1923) when operations began with
a manufactured gas plant operation from coal and coke. In 1959,when natural gas transmission lines were finally
extended to peninsular Florida, CGS discontinued the manufacturing of gas and began receiving piped natural
gas from Florida Gas Transmission.
Clearwater Gas System serves over 19,500 customers in a 330 square mile service territory, which includes twenty
municipalities, as well as, unincorporated areas of Pinellas and Pasco counties.The Pinellas County service territory
is 158 square miles and extends generally from Ulmerton and Walsingham Roads on the south to the Pasco County
' line on the north, and from the Gulf of Mexico on the west to the Hillsborough County line on the east. This includes
the entire Pinellas beach communities south to Redington Beach. The Pasco County service territory is 172 square
miles. It extends from the Gulf of Mexico on the west, inland about 20 miles to Ehren Cut Off, which is east of State
Road 41 and Land O'Lakes and from Pinellas and Hillsborough County lines on the south to generally State Road 52
on the north. The CGS service territory extends 42.3 miles from the southwestern most to the northwestern most
point.
Clearwater Gas System prides itself in being a competitive, public service-minded utility providing safe,economical
and environmentally-friendly gas, which is made in America, available in our communities for all of the homes and
businesses in our service area, with special focus on the residential customers who make up over 88% of our
customer base.
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GAS SYSTEM
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DEPARTMENT SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Administration&Supply 27,825,413 22,872,820 27,122,620 24,254,930 -11%
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 2,461,170 2,928,620 19%
Total Gas System 36,279,735 29,599,585 40,528,040 34,886,010 -14% 1
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Administration&Supply 8.7 9.7 8.7 8.6 1
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
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Total Gas System 90.0 84.0 77.0 77.0
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GAS SYSTEM
Department Highlights
' S 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 d• 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
• 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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ADMINISTRATION & SUPPLY
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Program Description
Gas Administration & Supply responsibilities include: overall general management and clerical support for the
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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 I
budgeting, payroll, computer systems, facilities/equipment control, environmental, safety training, regulatory
contact, legal/risk issues management,contracting and licensing control, purchasing,inventory of all gas parts and
fittings,accounting,financial statements and accounts payable.
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 707,127 630,218 661,490 616,900 -7%
Operating 23,355,787 18,432,651 22,098,000 19,310,150 -13%
Internal Services 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%
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%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Aclual Budget Budget I
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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I PINELLAS GAS OPERATIONS
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
1 securing of construction permits and attending construction meetings for gas mains and services;the maintenance
of all gas main and service lines and setting of all LP tanks and services; system cathodic protection; repairing gas
meters and regulators; and assuring compliance with Federal and Florida Public Service Commission and Florida
State Natural Gas and LP regulations. Gas Service & Repair is responsible for all commercial and domestic gas
I service requests including turn-ons and turn-offs of gas meters; high bill inquiries; interior gas leak location and
repair; and the service and repair of residential and commercial customer-owned gas appliances. Gas installation
is responsible for the installation of customer-owned house piping and appliances; conversion of customer-owned
commercial and residential appliances from alternate fuels to natural gas; and the securing of necessary gas
permits to install house piping and appliances.
1 PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel
Operating 2,663,964 2,256,334 2,832,750 2,830,820 0%
863,023 650,274 795,480 763,080 -4%
Internal Services 548,416 429,430 525,640 458,140 -13%
I Capital 14,995 n/a
Transfers 44,100 52,400 3,276,670 1,805,680 -45%
1 Total Pinellas Gas Operations 4,134,498 3,388,438 7,430,540 5,857,720 -21%
PROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IIIPinellas 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
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Program Description
Pasco Gas Operations is responsible for the delivery of natural and LP gas to the end users in Pasco County; the
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construction of all gas mains and service lines; the design and engineering of all gas mains and services; the
securing of construction permits and attending construction meetings for gas mains and services;the maintenance
of all gas main and service lines and setting of all LP tanks and services; system cathodic protection; repairing gas
meters and regulators; and assuring compliance with Federal and Florida Public Service Commission and Florida
State Natural Gas and LP regulations. Gas Service & Repair is responsible for all commercial and domestic gas
service requests including turn-ons and turn-offs of gas meters; high bill inquiries; interior gas leak location and
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repair; and the service and repair of residential and commercial customer-owned gas appliances. Gas Installation
is responsible for the installation of customer-owned house piping and appliances; conversion of customer-owned
commercial and residential appliances from alternate fuels to natural gas; and the securing of necessary gas
permits to install house piping and appliances.
PROGRAM SUMMARY
Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,292,699 949,817 971,830 987,360 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 1,981,817 1,388,303 3,513,710 1,844,740 -47%
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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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Pasco Gas Operations 28.0 23.0 16.0 16.0
Total Pasco Gas Operations 28.0 23.0 16.0 16.0
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I GAS MARKETING & SALES
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
I responsive to customer needs; advertising strategy to improve the marketing of sales programs; building better
governmental relations; measurement of customer satisfaction levels and the design of programs to increase
service levels to meet customer expectations; and the applications engineering and sale of large commercial and
industrial end-use projects to build load and improve load factor.This program is responsible for sales of natural and
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
and at area sales and trade shows.
iPROGRAM 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%
ITransfers 80,240 65,030 184,920 569,090 208%
Total Gas Marketing&Sales 2,338,007 1,950,024 2,461,170 2,928,620 19%
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1 PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual 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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HARBORVIEW CENTER
Program Description
I
The Harborview Center is a multipurpose facility that is presently closed with the exception of limited retail space
owned by the City of Clearwater.The facility is expected to be demolished in the near future.
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Operating 590,918 556,911 143,290 58,160 -59%
Internal Services 20,614 19,108 19,790 1,690 -91%
Total Harborview Center 611,532 576,019 163,080 59,850 -63%
Program Highlights
❖ Operating costs include estimated expenses for All budgeted expenditures for fiscal year 2010/11 are
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
budget, expenses that remain are for generator
maintenance.
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1 HUMAN RESOURCES
Mission
ITo optimize the City's human resources capability by acquiring, maintaining, developing, and retaining
a diverse, highly qualified, motivated, and productive workforce.
IDepartment Description
The Human Resources Department has the responsibility for basic personnel functions of the City of Clearwater.The
City Charter provides that there shall be a civil service merit system for classified employees,such system to provide
the means to recruit, select, develop and maintain an effective and responsive work force with all appointments
based on merit and fitness. The Department also participates in programs for unclassified employees, including
recruitment,pay and benefits administration,and other personnel program components.
DEPARTMENT SUMMARY
IActual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I 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%
rTotal Human Resources 1,322,066 1,270,005 1,438,330 1,365,720 -5%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IGeneral 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
ICentral 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
General Fund
Administration, Recruitment Selection & Training, ,
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
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.
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
Program 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.
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IPROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 199,704 193,709 202,540 197,240 -3%
Operating 48,505 42,382 56,110 48,760 -13%
I InternalServices 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%
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Administration 2.3 2.3 2.3 2.0
ITotal 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
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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
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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%
IInternal Services 17,694 16,329 13,200 10,850 -18%
Total Recruitment,Selection,and Training 375,958 331,729 370,600 366,090 -1%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actud Actual Budget Budget
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
The Compensation and Classification program is responsible for the development and administration of citywide
pay and job analysis systems and procedures. This program conducts, identifies, and participates in
annual/periodic labor/market surveys to determine market competitiveness of City compensation and
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
iprogram also coordinates unemployment compensation administration.
PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10
2010/1 1 %
I Personnel
Operating 140,941 146,033 151,250 155,830 3%
4,817 4,586 4,610 5,670 23%
Internal Services 6,790 6,190 5,500 5,340 -3%
iTotal Compensation and Classification 152,548 1 56,8 09 161,360 166,840 3%
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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
IITotal Compensation and Classification 2.0 2.0 2.0 2.0
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EMPLOYEE AND LABOR RELATIONS
Program Description
The Employee and Labor Relations program is responsible for development and administration of the City's
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employee relations functions to include employee orientation, school mentoring and tutoring partnership with
Pinellas County School Board, Employee Assistance Program (EAP), and Performance and Behavior Management
Program (PBMP).This program also coordinates and administers City Drug and Alcohol, Return to Work, Work Place
Violence, and Fitness for Duty programs, maintains employee payroll database and records system, and manages
the labor relations component which includes collective bargaining, contract administration, and labor-
management cooperation initiatives and dispute resolution.
PROGRAM SUMMARY
Actual Actual Budget Budget % I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 172,396 184,939 194,150 178,930 -8% I
Operating 36,910 23,103 56,100 32,600 -42%
Internal Services 11,459 11,364 12,140 9,730 -20%
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Total Employee and Labor Relations 220,765 219,406 262,390 221,260 -16%
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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
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
I Consolidated Omnibus Budget Reconciliation Act (COBRA), and Health Insurance Portability and Accountability
Act (HIPAA).
PROGRAM SUMMARY
IActual Aclual 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%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual 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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$ Alt; Iryiroili46/40
4.
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si,.4\ .0 0 i "....-..„ V.170.
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4P:I•iS4 op 447 Clasty‘0 $ ,
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INFORMATION TECHNOLOGY
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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.
IDepartment 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
l Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I Administration
Network Services 364,811 344,863 389,940 345,870 -11%
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%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
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Administration 3.0 3.0 3.0 3.0
Network Services 11.0 12.0 12.0 11.0
ISoftware 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 I
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
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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. I
two full time equivalents from the FY 2009/10 budget.
The positions of Network Support Technician II and s• 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 I
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
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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
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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
Iapplication implementation.
PROGRAM SUMMARY
I Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I 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%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IAdministration 3.0 3.0 3.0 3.0
ITotal Administration 3.0 3.0 3.0 3.0
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75
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NETWORK SERVICES
Program Description
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Currently, there are approximately 1,500 desktop/laptop computers, 125 servers, and over 1,500 individual user
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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.
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PROGRAM SUMMARY
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Personnel 728,403 726,185 823,070 781,850 -5%
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Operating 896,764 840,674 891,510 870,790 -2%
Inferno I Services 34,043 32,203 37,520 34,070 -9%
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Capital 132,349 143,369 - - n/a
Debt Service 267,463 268,749 470,1 30 400,680 -15%
Transfers - - - 200,000 n/a 111
Total Network Services 2,059,022 2,011,180 2,222,230 2,287,390 3%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Network Services 11.0 12.0 12.0 11.0
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Total Network Services 11.0 12.0 12.0 11.0
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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.
1 PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I 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%
I Capital 44,770 n/a
Debt Service 8,965 24,590 11,420 -54%
Transfers (100,000) (38,000) 100,000 100,000 0%
ITotal Software Applications 1,548,061 1,632,455 1,999,220 1,986,330 -1%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ISoftware Applications 19.0 16.0 17.0 16.0
Total Software Applicaions 19.0 16.0 17.0 16.0
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TELECOMMUNICATIONS
Program Description I
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
telecommunications infrastructure and support services.
PROGRAM SUMMARY
Actual Actual Budget Budget %
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 105,951 102,626 107,300 109,550 2%
IOperating 834,136 734,179 815,940 683,240 -16%
Internal Services 1,837 1,254 2230 1,920 -14%
Debt Service 18,460 7,193 46,550 74,010 59%
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Total Telecommunicaions 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
Total Telecommunicaions 1.5 1.5 1.5 1.5
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I LIBRARY
Mission
ITo 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
Iformats and materials and a trained and dedicated staff.
Department Description
1 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:
I • 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.
• Hosts thousands of children and adults at various programs throughout the year.
• Provides the public with over 800,000 Internet sessions annually.
IDEPARTMENT 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%
I East Branch Library 727,315 574,340 657,900 672,430 2%
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%
DEPARTMENT FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICentralized Services 17.0 19.0 17.0 17.0
Main Library 36.8 31.5 26.1 26.1
I Countryside Branch Library 16.1 12.1 13.1 13.1
East Branch Library 14.0 12.0 13.0 13.0
North Greenwood Branch Library 3.0 3.1 2.7 2.7
IBeach Branch Library 1.5 0.6 1.3 1.3
Total 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:
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• 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.
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Department Highlights
rt 73.2 full time + Debt costs for 2010/11 represent the first year of lease
• The Library Department is supported by P Y
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.
❖ 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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I CENTRALIZED SERVICES
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
I development and acquisition of library materials; cataloging, classification and processing of library materials;
maintenance of the integrated library management system; design, development and maintenance of the
website; meeting room reservations; ordering and maintaining inventory of operating supplies for all library
locations;administration;and system-wide contracts.
iPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 1,029,584 1,076,115 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%
I Capital 215 1,808 250 250 0%
Debt 35,560 n/a
Transfers 706,290 694,480 635,310 635,310 0%
Total Centralized Services 2,523,745 2,397,535 2,374,660 2,339,280 -1%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICentralized Services 17.0 19.0 17.0 17.0
ITotal Centalized Services 17.0 19.0 17.0 17.0
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MAIN LIBRARY
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Program Description
The Main Library program consists of the public services functions provided from the system's downtown location.
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These include: reference, reader's advisory and research services; circulation and interlibrary loan; public
computing; periodicals; government documents; special collections, archives and local history; displays and
exhibits; small business information and support; municipal reference and demographics; youth programs and
activities; and adult programming. The Main Library is also home to more than 280,000 items in a variety of formats
including the Wickman Nautical Collection and the Florida Collection.
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,295,230 1,359,037 1,125,610 1,1 10,470 -1%
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
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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82
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I COUNTRYSIDE BRANCH LIBRARY
Program Description
IThe 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;
Imeeting rooms;displays and exhibits;as well as,a collection of more than 140,000 items in a variety of formats.
PROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 670,664 529,992 577,870 605,380 5%
Operating 62,557 66,676 73,750 57,900 -21%
Internal Services 44,675 47,860 40,700 56,600 39%
ICapital 10 - - - n/a
Total Countryside Branch Library 777,906 644,528 692,320 719,880 4%
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IPROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Countryside 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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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
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services; youth programs and activities; circulation and interlibrary loan; periodicals; public computers and
technology training; meeting rooms; displays and exhibits; as well as, a collection of more than 123,000 items in a
variety of formats.
PROGRAM SUMMARY
Actual Aclual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
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Personnel 628,901 493,072 558,910 569,340 2%
Operating 55,944 36,138 58,750 48,900 -17%
I nterna I Services 42,470 45,130 40,240 54,190 35%
Total East Branch Library 727,315 574,340 657,900 672,430 2%
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 1
Total East Branch Library 14.0 12.0 13.0 13.0
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84
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I NORTH GREENWOOD BRANCH LIBRARY
Program Description
IThe 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
I 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
IPersonnel 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%
PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual 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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85
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BEACH BRANCH LIBRARY
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Program Description
The Beach Branch Library services include reference, reader's advisory and research; circulation and interlibrary
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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
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change I
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%
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 1
Beach Branch Library 1.5 0.6 1.3 1.3
Total Beach Branch Library 1.5 0.6 1.3 1.3
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I MARINE AND AVIATION
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
Icustomer satisfaction to our citizens and customers.
Department Description
The Marine and Aviation department administers and operates the following programs: Marina, Airpark, Sailing
Center, Downtown Boat Slips and Pier 60 Operations.The department currently has 29 full time equivalent positions
providing service to these areas.
IDEPARTMENT SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I General Fund
Pier 60 Operations 458,455 521,879 502,770 507,290 1%
Sailing Center 62,619 63,613 61,670 33,250 -46%
I 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
IAirpark 243,918 556,188 194,070 188,560 -3%
Downtown Boat Slips Fund
Downtown Boat Slips 22,634 475,141 464,230 410,760 -12%
ITotal 6,229,392 6,403,402 5,775,500 5,554,630 -4%
1 DEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
1 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, I
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
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+ 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 I
$2.5 million in 2010/11, the same as the 2009/10 budget.
budget.
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I MARINE AND AVIATION
Airpark Fund Highlights
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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
I • The Airpark Operations program is supported by 1.4 General Fund, which is a 5% reduction from the
full time equivalent positions, the same as the 2009/10 2009/10 budget
budget.
There have been no other significant changes in the
I Airpark Operations budget. The budget for this
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,
I enterprise operation established to fund all
operations, maintenance, and improvements for the routine maintenance of the Downtown Boat
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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PIER 60 OPERATIONS
Program Description
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Pier 60 is a City owned fishing pier and fills a void in the community by providing a fishing facility in the area.The pier
was rebuilt in 1994 at a cost of over$2.2 million with a bait house and six covered pavilions. It has a bait and gift
shop, restrooms, and up to date tide and weather information and is open from 6:00am to 9:30pm, October 1 -
April 1,and 24 hours a day the rest of the year.
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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 11,232 10,462 13,400 12,860 -4% I
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% I
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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SAILING CENTER OPERATIONS
Program Description
The Clearwater Community Sailing Association Center on Sand Key takes advantage of the waterfront property
owned by the City and fills a void in the area for an upscale sailing facility.The center opened in November of 1991
and serves the sailing community of Clearwater and the surrounding areas. The center provides beginning and
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 2010/11 Change
I Operating 5,463 10,447 15,000 12,500 -17%
I nterna I Services 52,178 53,000 46,670 20,750 -56%
Capital - 166 - - n/a
ITransfers 4,978 - - - n/a
Total Sailing Cents Operations 62,619 63,613 61,670 33,250 -46%
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CLEARWATER AIRPARK OPERATIONS
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Program Description
Clearwater Airpark is a single paved runway facility on a 47-acre site and is currently operating as a general I
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
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
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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%
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 I
2007/08 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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I MARINA OPERATIONS
Program Description
IThis program is responsible for the administration, operation and maintenance of the City owned Marina facility,
with 209 slips, including dock and piling replacement, waterway management of over 470 marine informational
I and regulatory signs and routine repairs for all equipment within the department. The Harbormaster's office is
responsible for the administration of all operations which includes serving as property manager for boat slips, land
and building leases assigned to the department, the Seminole Street Launch Ramp, and the fuel dock which
generates over$1.8 million in revenues each year.
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P ROG RAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,003268 934,544 895,830 872,800 -3%
Operating 3,490,373 2,844,717 3,240,060 3,157,700 -3%
Internal Services 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 Marina Operations 4,794,774 4,170,806 4,552,760 4,414,770 -3%
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PROGRAM 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
Total Marina Operatons 18.6 18.8 17.1 16.1
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DOWNTOWN BOAT SLIPS
Program Description
The downtown boat slips is an ancillary facility to the main municipal marina on Clearwater Beach.This facility will
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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
I
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 - - n/a
Transfers - - 15,000 15,000 0%
Total Downtown Boatslips 22,634 475,141 464,230 410,760 -12%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Aclual Budget Budget
2007/08 2008/09 2009/10 2010/11
Downtown Boatslips 0.0 0.0 5.6 5.6
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Total Downtown Boatslips 0.0 0.0 5.6 5.6
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94
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I NON-DEPARTMENTAL GENERAL FUND
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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IPROGRAM SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personal 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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1 Program 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 the tax increment payments to the Community
2010/11. 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.
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
1 at current general government facilities.
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NON-DEPARTMENTAL CENTRAL INSURANCE FUND
Program Description
This program accounts for health, liability, life insurance and workers' compensation expenditures for all City
employees.
PROGRAM SUMMARY
111
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 2,395 56 25,000 15,000 -40%
Operating 19,968,947 18,692,400 17,428,120 16,752,220 -4%
Internal Services - - 1,500 - -100%
Transfers 78,438 10,569,068 - - 0%
Total Central Insurance Fund 20,049,780 29,261,524 17,454,620 16,767,220 -4%
Program Highlights
+ The Central Insurance Fund Non- Medical insurance costs are budgeted at
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.
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
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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I OFFICE OF MANAGEMENT AND BUDGET
Mission
IOur 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
I citizens in order to increase confidence in City leadership and provide comprehensive budgeting data
to all of our customers.
IDepartment Description
I There are four primary responsibilities of the Office of Management and Budget,as follows:
• 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.
I • Provide assistance to other City departments for numerous related activities including the review of all
agenda items for fiscal impact to assure sufficient revenues are available and relevant budget impacts are
disclosed, annual support to the Finance department for the year-end closing process, and the
' preparation of miscellaneous financial analysis and reports for management planning.
The City of Clearwater has received the Distinguished Budget Presentation Award from the Government Finance
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.
I
PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I
Personnel 242,168 234,695 255,160 262,400 3%
I Operating 7,905 7,738 9,280 11,300 22%
Internal 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
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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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98
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1 OFFICIAL RECORDS AND LEGISLATIVE SERVICES
Mission
IThe 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
I 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.
IDepartment 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.
I 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.
I 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
I 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.
IElection - 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.
ILegislative/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.
IGrant Writing - This program is charged with researching funding opportunities and communicating possible
funding sources to City staff.
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DEPARTMENT SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 646,785 614,590 583,880 525,410 -10%
Operating 286,063 265,648 305,360 274,900 -10%
I Internal Services 200,209 188,501 198,280 162,440 -18%
Capital n/a
ITotal 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
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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 '
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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100
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PARKS AND RECREATION
Mission
ITo provide parks and recreation programs, services, facilities and beautification to benefit the residents
and visitors of the City of Clearwater.
I
Department Description
IThe Parks and Recreation department consists of 193 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
I of $19.4 million. The Department is divided into Administration, Recreation Programming and Parks and
Beautification. In addition, the Beach Guard Program has since been transferred to the Parks and Recreation
Department to be funded from Parking Revenues.
IDEPARTMENT SUMMARY
' Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
' 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%
I Parks and Beautification
Subtotal 11,003,817 9,928,975 10,664,720 10,264,130 -4%
21,468,967 19,476,936 19,739,130 18,973,620 -4%
I Parking Fund
Beach Guards 458,300 447,130 -2%
ITotal Parks and Recreation 21,468,967 19,476,936 20,197,430 19,420,750 -4%
IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
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 92.4
ISubtotal 219.8 203.7 191.1 183.1
Parking Fund
IBeach Guards 0.0 0.0 9.9 9.9
Total Parks&Recreation 219.8 203.7 201.0 193.0
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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 tennis and
Recreation Department are supported by 183.1 full basketball courts is reflected in this budget, providing
time equivalent positions, a decrease of 8.0 FTE's from an annual savings of$20,800.
the 2009/10 budget. This budget reflects the
reduction of the following FTE positions: one :• Cash contributions to outside agencies include
Recreation Specialist, three Parks Service Technician $400,000 to Ruth Eckerd Hall, Inc. (REH). Other
II's, one Parks Service Technician I, one Heavy contributions include $19,400 for the Clearwater
Equipment Operator, one Tradesworker, and one Community Chorus at Ruth Eckerd,$4,750 for the MLK
Custodial Worker. These changes result in the 2% March and Rally and$14,550 for Jazz Holiday.
decrease in personnel service costs for the 2010/11
budget. •• Holiday lighting remains at$25,000, the same as fiscal
year 2009/10, allowing for only pole decorations in
❖ This budget includes the elimination of the color Downtown, Memorial Causeway, Mandalay and the
annual landscape program with the exception of business portion of Gulf Blvd on Sand Key.
landscaping along the Memorial Causeway and
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.
I
Parking Fund
Beach Guard Highlights
• 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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102
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1 ADMINISTRATION
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:
I management, accounting, budget, payroll, and personnel, as well as various special programs including Cultural
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
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 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%
1 Internal Services 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
IActual 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
I
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
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
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
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
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
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
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.
operations, equipment inventory, equipment storage Program Revenues: $0 II
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
Program FTE's: 3.0
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1 RECREATION PROGRAMMING
Program Description
1 Recreation 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,
I individual sports, aquatics, general recreation, social recreation, senior adult activities, special facilities, recreation
centers, environmental/energy education,youth development and support services. Programming varies from one
site to another, but the total delivery system is a modern comprehensive effort that offers something for everyone,
as well as, services to special interest groups. A strong volunteer program, grants, sponsorship recruitment,
Idonations and the collection of user fees to defray operating costs,help to enhance operations.
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 3,773,857 3,399,798 3,400,290 3,374,260 -1%
Operating 1,895,710 1,816,361 1,914,930 1,771,470 -7%
Internal Services 817,397 822,003 762,060 759,450 0%
I Capital
Debt Service 81,851 12,889
4,772 10,000 - -100%
9,570 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
IIITotal 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
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
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
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, Kinas season and provides opportunities for open swim,
Highway Center,Wood Valley Center, Lawnbowls swim lessons, special activities, rentals, and fitness
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,
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
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
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
land 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 2,7500 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;
II 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
a popular place for wedding receptions as they provides recreational activities such as sports, games,
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
I 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. activities, rentals, and fitness swimming. Summer is
Program Revenues: $144,500 the busiest time of the year for the complex as a
Program Expenditures: $395,720 summer day camp is provided at the center for
1 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
only during the summer season and provides campers every day that called the Long Center
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.
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
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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I PARKS AND BEAUTIFICATION
Program Description
IIParks 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
I City landscape projects; installation, inspection and maintenance of irrigation systems; inspection and
maintenance of City playground equipment, fitness courses, basketball courts,and tennis courts;maintenance and
replacement of park identification and rules signage, bleachers and grandstands, and other site amenities;
maintenance of ball fields,sports complexes and professional stadium for the Philadelphia Phillies.
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IPROGRAM SUMMARY
Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11 Change
Personnel 4,795,587 4,490,734 4,603,1 70 4,525,650 -2%
I Operating 3,187,547 2,815,566 3,466,500 3,325,480 -4%
I nterna I Services
2,237,340 1,888,440 1,898,1 30
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 1 1,003,817 9,928,975 10,664,720 10,264,130 -4%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IParks& Beautification 106.0 105.5 98.5 92.4
Total Parks&Beautification 106.0 105.5 98.5 92.4
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PARKS AND BEAUTIFICATION
1
Parks & Beautification Cost Center Descriptions
Landscape Administration East Team I
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
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
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
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
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.
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
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
Program Revenues: $450,400 parks (i.e. right-of-way's, medians, public buildings,
Program Expenditures: $793,260 etc). There are eleven separate areas of the city
Program FTE's: 11.0 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
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
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.
Program Revenues: $0
Program Expenditures: $ 164,310
Program FTE's: 2.0
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1 PARKS AND BEAUTIFICATION
Athletic Field and Equipment Administration EC Moore Team
This program provides the onsite supervision and This program provides staff and resources to maintain
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,
111 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
II 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 Carpenter/Joe DiMaggio/Brighthouse Team practice fields at Countryside High School. Ball field
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
majority of maintenance at Carpenter and base paths and warning tracks are in safe playing
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
I Phillies and City. The City provides all capital football;these facilities are used year round. The only
maintenance at Brighthouse; however the Phillies 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
I currently has two baseball fields, three soccer fields use. These facilities are used primarily by our youth
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.
Program Revenues: $450,000 entire Parks and Recreation Department when there
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.
I Program Revenues: $32,690
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 33 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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1 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
IClearwater Beach.
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PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I
Parking Fund
Personnel - - 382,800 389,200 2%
IIIOperating 33,360 25,250 -24%
Internal Services - - 32,140 22,680 -29%
1 Transfers - - 10,000 10,000 0%
TOTAL BEACH GUARD OPERATIONS - - 458,300 447,130 -2%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
I Beach Guard Operations
Parking Fund 0.0 0.0 9.9 9.9
ITotal Beach Guard Operations 0.0 0.0 9.9 9.9
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1 PLANNING AND DEVELOPMENT
Mission
IThe 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
I ensure the City of Clearwater remains a high quality and successful city for citizens and businesses as a
place to live, work, and play. The department through long range planning will try to envision the future
and support quality residential and business development while maintaining strong sense of community
and stability. These programs and services will be delivered in a customer friendly and professional
Imanner that is characterized by prompt, accurate, consistent and fair service.
I
DEPARTMENT SUMMARY
I
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I
Planning 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 1,022,640 1,074,400 5%
Neighborhood Services 274,581 268,024 - - n/a
ITotal Planning and Development 5,587,536 5,016,886 4,679,890 4,461,860 -5%
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IDEPARTMENT FULL TIME EQUIVALENT POSITIONS
II Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
1 Planning 17.0 17.0 17.0 15.0
Construction Services 32.0 31.0 25.0 26.0
Code Compliance 17.5 17.5 16.5 14.0
INeighborhood Services 4.0 3.0 0.0 0.0
Total Planning and Development 70.5 68.5 58.5 55.0
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Department Highlights I
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
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
PROGRAM SUMMARY 1
Actual Actual Budget Budget
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%
Internal Services 146,791 131,391 134,340 116,750 -13%
Transfers 7,500 - - - n/a I
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 1
Total Planning 17.0 17.0 17.0 15.0
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I CONSTRUCTION SERVICES
Program Description
I
The 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:
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.
I Building Inspections-This operation provides for inspections of building construction. Inspections are done
in accordance with the building code as required by Florida Statutes. Areas requiring inspection pertain to
building,electrical, plumbing, and mechanical trades.
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
Ihousing and commercial structures, eliminating blighting influences and sustaining property values.
IPROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,993,801 1,763,093 1,509,750 1,473,390 -2%
I Operating 295,928 132,352 121,780 173,290 42%
Internal Services 508,532 411,242 512,330 375,430 -27%
Debt Service 10,582 8,188 59,430 35,500 -40%
ITransfers 70,000 - - - n/a
Total Construction Services 2,878,843 2,314,875 2,203,290 2,057,610 -7%
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DEPARTMENT FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
iConstruction Services 32.0 31.0 25.0 26.0
iTotal Construction Services 32.0 31.0 25.0 26.0
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CODE COMPLIANCE
Program Description
9 P
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
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
neighborhood 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
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
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 1
the best use of valuable water resources.
The division strives to achieve voluntary compliance in all program areas through education. Absent voluntary
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
2007/08 2008/09 2009/10 2010/11 Change
Personnel 1,072,095 1,012,278 955,800 877,010 -8%
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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% i
DEPARTMENT FULL TIME EQUIVALENT POSITIONS i
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11'
Code Compliance 17.5 17.5 16.5 14.0
Total Code Compliance 17.5 17.5 16.5 14.0
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POLICE
IMission
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
Ienrichment of our valued employees.
Department Description
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.
IIDEPARTMENT SUMMARY
I 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%
IITotal 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
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
• I
The Police Department is supported by 358.7 full time •:- Other Operating costs reflect a decrease of 7% or
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 111 positions have been eliminated from this budget: training and travel budget.
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 I
are assigned to work as School Resource Officers are Improvement Project.
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
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)
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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1 OFFICE OF THE CHIEF
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
I Chief is the Professional Standards Section, which is responsible for policy development and implementation,
investigation of complaints filed against police department employees, and Personnel and Training. The cost
centers within the Office of the Chief program are described on the following pages.
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PROGRAM SUMMARY
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 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
ITotal 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
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IOffice of the Chief 19.0 18.0 15.0 12.0
1 Total 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
Program Description
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,
I narcotics, and organized crime; the collection, evaluation, and retention of criminal intelligence information, and
crime analysis for the department.The cost centers within the Criminal Investigations 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
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
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICriminal 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(CIDI 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
I investigations of all crimes reported to the Police commercial and residential, felony thefts, pawnshop
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.
I Program Revenues: $0 Program Revenues: $0
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
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
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)
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,
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.
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
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
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
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.
Program Revenues: $0
Program Expenditures: $644,190
Program FTE's: 6.0
Crime Analysis Unit(CAUL
The CAU houses CompStat and is primarily
responsible for the tracking and analysis of statistical
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
reviews all offense reports and routes them to their
appropriate internal and external destinations.
Program Revenues: $0
Program Expenditures: $170,640
Program FTE's: 2.6
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I 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
I policing programs, crime prevention functions, specialized operations such as SWAT, Traffic, K-9, and coordination
for special events. The uniformed patrol operations are spread throughout three patrol districts, and a special
operations section. Additionally, there are five community-oriented policing teams assigned to the division for the
purpose of carrying out the award winning community-policing philosophy throughout the City. The 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 19,024,739 19,052,136 17,868,620 18,008,340 1%
Operating 167,414 145,657 294,910 188,210 -36%
Internal Services 2,288,108 2,048,980 2,306,880 1,965,130 -15%
ICapital 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
1 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 Cost Center Descriptions
Supervision(Patrols 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 to and handling law
three patrol districts, each commanded by a enforcement calls for services, performing directed
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.
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
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
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
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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
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,
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 I
Program FTE's: 56.0
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K-9 Unit Special Operations
The K-9 Unit is made up of five dog teams, consisting Commanded by a Lieutenant, Special Operations is
I of one Sergeant and four Officers. Unit members are responsible for supervision of several functions and
part of the Patrol Division and perform patrol programs including the School Resource Officers,
functions in marked patrol vehicles.They have all the Hispanic Outreach Program, Volunteer Coordinator,
I 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
I conduct tracks for fleeing suspects, search buildings,
perform security checks on area businesses and There are three School Resource Officers who work at
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
I 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
I 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
Ill 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 I
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
I
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% I
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 III
2007/08 2008/09 2009/10 2010/11
Support Services 42.0 39.0 41.0 33.5 II
Total Support Services 42.0 39.0 41.0 33.5
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1 SUPPORT SERVICES
Support Services Cost Center Descriptions
Records Property& Evidence Unit
The Records Section receives, processes, Effective October 1, 2008, the Property & Evidence
I disseminates and maintains a variety of law Unit provides for storage and retrieval of property &
enforcement records for the Police Department. The evidence placed into police custody including found
Records Section Manager is responsible for property, property for safekeeping, all documents,
responding to all requests for public records and bicycles. The unit also provides for the storage of
I contained within the Police Department to the all property & evidence placed into police custody
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
Program Expenditures: $537,060 or evidence since 1993 when the Sheriff's Office
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
I complaints at the front desk areas. The unit is Program FTE's: 7.5
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
I be available to respond to more serious incidents. preparation of the bi-weekly payroll for the
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 General Operations all bills, reconciling p-card purchases, financial
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
Program Expenditures: $3,441,960
Program FTE's: 0.0
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COMMUNICATIONS DIVISION
Program Description
The Communications Division is responsible for the receiving of all calls for service from the public, both emergency I
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
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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
Communications Cost Center Descriptions
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Supervision(Comm Centerl 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
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
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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: $2,995,190 111 Program FTE's: 42.3
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PUBLIC COMMUNICATIONS
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
iThe 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.
IDEPARTMENT SUMMARY
Actual Actual Budget Budget
1 2007/08 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
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Actual Actual Budget Budget
I2007/08 2008/09 2009/10 2010/11
Public 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
ITotalPublic Communications 16.5 16.5 11.0 10.8
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PUBLIC COMMUNICATIONS
1
General Fund I
Public Communications Program Highlights
The General Fund operation of the Public The internal services budget reflects a 39% reduction
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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
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❖ The Courier program is supported by 0.8 full time ❖ There have been no other significant changes in the
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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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I PUBLIC COMMUNICATIONS
Program Description
IPublic Communications (PC) currently includes the following distinct areas of responsibility:
Marketing&Community Relations
I 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
I 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-
I 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.
IEach 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.
IThe 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
I 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
I 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
I 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
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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.
I 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
I 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.
I 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
PROGRAM SUMMARY I
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Personnel 743,319 664,581 689,730 706,270 2% 111 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 I
Total Public Communications 11.5 11.5 10.0 10.0
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I COURIER
Program Description
IThe 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.
IPROGRAM SUMMARY
I Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 30,947 31,163 33,000 18,300 -45%
Operating 117,286 11 4,723 141,160 140,740 0%
Internal Services 8,198 7,052 8,480 13,650 61%
Total Courier 156,431 152,938 182,640 172,690 -5%
IPROGRAM FULL TIME EQUIVALENT POSITIONS
l Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
ICourier 1.0 0.8 1.0 0.8
Total Courier 1.0 0.8 1.0 0.8
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137
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r
II PUBLIC SERVICES
Mission
IOur 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%
I Construction 897,604 822,330 n/a
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%
IStormwater Utility Fund
Stormwater Maint 5,739,098 5,447,115 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
1 Total Public Works 81.0 78.0 63.0 62.0
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PUBLIC SERVICES
General Fund
Public Services Administration, Urban Forestry and Streets and Sidewalks '
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.
Stormwater Fund
Stormwater Maintenance
Department Highlights
❖ 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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I ADMINISTRATION
Program Description
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.
PROGRAM SUMMARY
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%
1 Capital - - 15,430 430 -97%
Total Administration 824,068 657,876 662,570 583,550 -12%
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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
IAdministration 6.0 5.0 4.0 3.0
ITotal Administration 6.0 5.0 4.0 3.0
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141
URBAN FORESTRY
1
Program Description
This division provides maintenance of trees that create hazards to the public by pruning tree limbs that block street
signs, traffic signals, sidewalks, and roadways. It also removes damaged and diseased trees on rights-of-way and
City property. This division has an inventory which helps it proactively manage the urban forest, which is a vital
function of this division. Urban Forestry is part of the City's right-of-way maintenance program.
PROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
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Personnel 496,887 497,969 530,890 559,700 5%
Operating 59,571 58,909 82,720 73,370 -11%
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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
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2007/08 2008/09 2009/10 2010/11
Urban Forestry 11.0 9.0 9.0 9.0
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Total Urban Forestry 11.0 9.0 9.0 9.0
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1 STREETS AND SIDEWALKS
1 Program 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.
1 PROGRAM SUMMARY
1 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%
I nterna I Seivices 247,789 213,427 251,690 196,150 -22%
I Capital - - 330 200 -39%
Debt n/a
1 Total Streets and S'idewdks 1,029,914 987,131 1,120,050 1,041,810 -7%
111 PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
1 2007/08 2008/09 2009/10 2010/11
Streets and Sidewalks 13.0 13.0 13.0 13.0
1 Total Streets and S•idewdks 13.0 13.0 13.0 13.0
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STORMWATER MAINTENANCE
III
Program Description I
The Stormwater Maintenance program is responsible for the maintenance and repair of the City's 187 miles of storm
sewer mains, ditches, storm manholes, catch basins, and all other drainage structures to help eliminate flooding of
streets and homes, and to ensure that all Federal, State, County and City stormwater runoff requirements are met.
This program supports the installation of new storm pipes, new catch basins, manholes and other required
structures. It is responsible for ditch maintenance and improvements, and for providing an annual cleaning cycle
for the City's drainage ditch system. It provides sweeping of main arteries, beach and downtown commercial
streets and parking lots. This program also provides for maintenance and repair of City owned retention ponds.
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PROGRAM SUMMARY
Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
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Personnel 1,903,923 1,908,627 2,098,940 2,063,910 -2%
Operating 2,385,831 2,225,615 1,711,270 1,669,300 -2%
1 Internal Services 1,438,429 1,264,546 1,284,200 1,338,390 4%
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% 1
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
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Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
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Stormwater Maintenance 38.0 38.0 37.0 37.0
Total Stormwater Maintenance 38.0 38.0 37.0 37.0
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PUBLIC UTILITIES
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
Imanagement, operating and maintenance of our infrastructure sustaining these essential services.
iDepartment Description
The Public Utilities Department consists of nine programs. Public Utilities operations currently consist of 166 full time
I equivalent (FTE) positions servicing the programs described below.
DEPARTMENT 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 14,113,160 -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
IlAdministration 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
Water Pollution Plant Ops. 50.0 41.0 40.0 40.0
WPC Lab Operations 9.0 9.0 8.0 8.0
I WPC Industrial Pretreatment 6.0 6.0 6.0 6.0
Water Distribution 37.0 37.0 35.0 35.0
Water Supply 11.0 11.0 11.0 11.0
IReclaimed Water 14.0 15.0 15.0 16.0
Total Public UBlifies 168.0 169.0 164.0 166.0
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PUBLIC UTILITIES
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Water and Sewer Fund Highlights
The Water & Sewer Fund is self-supporting enterprise I
g p The Water& 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.
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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. I
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
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(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.
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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 purchased for resale accounts Water and Sewer projects as planned in the 2010
Ifor 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
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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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1 ADMINISTRATION
Program Description
IThe 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
IPersonnel 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%
Total Public Utilities Admin 686,945 927,800 901,650 849,830 -6%
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PROGRAM 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
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 Actual Budget Budget %
I2007/08 2008/09 2009/10 2010/11 Change
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% 1
I nterna I Services 1,469,780 953,387 951,880 934,910 -2%
Capital 14,486 - - - n/a
Debt 4,084 186 2,600 - -100%
Transfers - 408,340 1,401,950 2,022,510 44%
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Total Wastewater Collection 6,922,177 4,459,504 5,139,670 5,625,650 9%
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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
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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148
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PUBLIC UTILITIES MAINTENANCE
Program Description
IThe 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.
IPROGRAM SUMMARY
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
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Personnel - 1,258,941 1,164,380 1,250,650 7%
I Operating - 860,503 995,800 1,000,040 0%
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%
IPROGRAM 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 Utilities Maint 0.0 19.0 18.0 19.0
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149
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WATER POLLUTION CONTROL PLANT OPERATIONS
Program Description
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9 P
The Water Pollution Control program provides daily treatment and disposal of wastewater meeting or exceeding
federal and state water quality standards.The program consists of three advanced wastewater treatment facilities
including bio-solids residual management facilities. The Water Pollution Control Program supplies highly treated
wastewater to the Reclaimed Water program.
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PROGRAM SUMMARY 1
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%
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% I
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PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Aclual Budget Budget I
2007/08 2008/09 2009/10 2010/11
Water Pollution Control 50.0 41.0 40.0 40.0 I
Total Water Pdlution Control 50.0 41.0 40.0 40.0
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150
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WATER POLLUTION CONTROL LAB OPERATIONS
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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1 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%
ITotal 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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151
WATER POLLUTION CONTROL INDUSTRIAL PRETREATMENT
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Program Description
This program provides sampling, analysis, and support services to Water, WPC, and Wastewater Collections.The IPP I
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 I
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 101250 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
Total WPC Industrial Pretreatment 6.0 6.0 6.0 6.0
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WATER DISTRIBUTION
Program Description
IThe Water Distribution program provides for the safe transmission and distribution of the City's public potable water
supply. Functions include the maintenance of the system and direct customer related activities, such as meter
replacement,fire hydrant maintenance, and repair of water main leaks.
PROGRAM SUMMARY
I Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I Personnel 1,722,241 1,628,269 1,919,440 2,077,950 8%
Operating 2,047,879 1,965,912 1,702,470 1,629,620 -4%
I nterna I Services 1,156,333 1,131,345 1,256,1 10 1,276,850 2%
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I Capital 31,057
6,974,904 n/a
Debt 6,325,636 74,904 23,100 20,670 -11%
Transfers 1,172,830 604,350 3,003,440 7,654,950 155%
Total Water Distrbution 12,424,919 12,335,837 7,904,560 12,660,040 60%
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PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
' Water Distribution 37.0 37.0 35.0 35.0
ITotal Water Distribution 37.0 37.0 35.0 35.0
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153
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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 I
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 I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 632,366 591,268 635,430 659,150 4%
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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
Debt 5,350 3,009 40,760 2,180 -95%
Transfers 175,240 179,670 185,620 196,200 6%
Total Water Supply 11,724,797 11,063,063 12,370,480 9,447,900 -24%
PROGRAM FULL TIME EQUIVALENT POSITIONS ,
Actual Actual Budget Budget
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2007/08 2008/09 2009/10 2010/11
Water Supply 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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154
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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
Personnel 732,895 797,029 891,940 974,160 9%
Operating 619,175 527,280 542,880 512,640 -6%
I InternalServices 339,144 338,110 352,880 328,630 -7%
Capital 24,386 n/a
Debt 1,658 2,382 24,150 23,200 -4%
Transfers - 245,000 253,120 285,380 13%
Total Redaimed 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
' 2007/08 2008/09 2009/10 2010/11
Reclaimed Water 14.0 15.0 15.0 16.0
ITotal Redaimed Water 14.0 15.0 15.0 16.0
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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.
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PROGRAM SUMMARY I
Actual Actual Budget Budget %
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2007/08 2008/09 2009/10 2010/11 Change
Debt Service 10,978,099 13,073,055 14,641,320 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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156
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SOLID WASTE/GENERAL SERVICES
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iMission
The mission of the Solid Waste/General Services department is two-fold: 1) to provide solid waste and
I recycling services to the citizens of Clearwater, and 2) to provide emergency management, building
maintenance, fleet maintenance, and radio service to City departments. Because the scope of the
department is so broad, the mission, descriptions and strategic objectives are separated into the basic
programs of Solid Waste and General Services.
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DEPARTMENT 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 732,427 709,934 773,530 769,020 -1%
Subtotal 17,254,763 15,930,825 18,759,080 17,963,990 -4%
IRecyding Fund
Residential 993,826 970,499 1,047,110 1,095,380 5%
I Multi-Family 507,247 450,461 527,470 476,200 -10%
Commercial 1,616,038 1,098,932 1,374,890 1,292,570 -6%
Subtotal 3,117,111 2,519,892 2,949,470 2,864,150 -3%
IGeneral Services Fund
Administration 377,680 401,786 271,650 471,240 73%
I 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%
I Garage Fund
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%
ISubtotal 13,026,998 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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157
SOLID WASTE/GENERAL SERVICES
1
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
Recyding 22.5 22.3 22.3 22.3
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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158
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I 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.
IDepartment Description
I 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.
I 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
Irecovered material dealer registration and private roll-off hauler service registration.
I
Solid Waste Fund
IHighlights
I 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
Irevenues. 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
I 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 S Transfers to the Capital Improvement Fund to support
I 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
I $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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159
T
SOLID WASTE/RECYCLING
Recycling Fund
Highlights '
The Recycling Fund is a self-supporting enterprise ❖ 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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160
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I SOLID WASTE/Administration
Program Description
ISolid 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
III provides planning, policy direction, operating guidance, personnel management, payroll services, budget
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
IDirector,Senior Accountant,Senior Staff Assistant,Solid Waste Account Coordinator,and two Accounting Technicians.
IPROGRAM SUMMARY
I Actud Actual Budget Budget
2007/08 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%
I Debt Service 42,770 22,778 26,000 -100%
Transfers 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 Actud Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Administration 7.5 7.5 7.5 6.5
Total Solid Waste Administration 7.5 7.5 7.5 6.5
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161
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1
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SOLID WASTE/Collection
1
Program Description
This program is responsible for the collection and disposal of commercial refuse, residential refuse, roll-off refuse, scrap I
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
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 %
I
2007/08 2008/09 2009/10 2010/11 Change
Personnel 4,151,580 3,841,751 4,451,590 4,429,490 0% I
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%
Debt Service 13,635 11,975 243,910 133,480 -45%
Transfers 702,010 722,420 1,079,500 1,103,890 2%
Il
Total Collection 14,165,857 12,896,901 15,604,840 14,832,290 -5%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
I
Collection 84.0 84.0 84.0 85.0
Total Collection 84.0 84.0 84.0 85.0
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162
SOLID WASTE/Transfer Station
Program Description
IThe 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
I Station operates two compaction pits and seven tractor/trailer rigs. The Transfer Station operates five days per week,
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
1 dump at the Waste-to Energy Plant can take up to 1-3/4 hours.
1 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%
ITotal 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 Station 11.5 11.5 11.5 11.5
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163
I
SOLID WASTE/Container Maintenance
I
Program Description
Container Maintenance is responsible for the maintenance of approximately 3,600 commercial dumpsters, 27,000 1
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.
I
PROGRAM SUMMARY
Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
I
Personnel 439,997 427,249 477,130 469,310 -2%
Operating 154,255 147,867 154,170 151,910 -1%
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 I
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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164
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I
SOLID WASTE/RECYCLING - Residential
Program Description
IThe 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
I Pinellas County. The program operates 30 recycling routes divided into 6 routes, 5 days per week. The Residential
Recycling program collects newspapers, aluminum and steel cans, mixed paper, and plastic bottles. Recyclables are
processed and marketed through the 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.
I
IPROGRAM SUMMARY
Actual Actual Budget Budget %
1 2007/08 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%
I nternal 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 Recycling -Residential 993,826 970,499 1,047,110 1,095,380 5%
1
PROGRAM FULL TIME EQUIVALENT POSITIONS
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
IRecycling-Residential 9.7 9.2 9.2 9.2
ITotal Recycling -Residential 9.7 9.2 9.2 9.2
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165
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SOLID WASTE/RECYCLING - Multi-Family
Program Description
The Multi-Family Recycling program provides recycling service to apartments and condominiums of five living units or II
larger. The program operates eight recycling routes to serve approximately 30,000 units in Clearwater, and 1,100 in
Belleair. Recycling services are provided through the use of dumpsters, clusters of 90-gallon semi-automated carts, or a
combination of both configured into mini drop-off centers.Complexes on the program before January 1, 1996 continue
to be billed at the contract rate. Multi-Family complexes not already participating in the program are billed $1.59 per
living unit per month for recycling services. The Multi-Family program is designed to collect newspaper, aluminum and
steel cans, mixed paper,and plastic bottles.
PROGRAM SUMMARY
Actual Actual Budget Budget
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%
IInfernal 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 Recyding -Multi-Family 507,247 450,461 527,470 476,200 -10%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Aclual Budget Budget 1
2007/08 2008/09 2009/10 2010/11
Recyding-Multi-Family 3.6 3.6 3.6 3.6 i
Total Recycling -Multi-Family 3.6 3.6 3.6 3.6
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166
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I
i SOLID WASTE/RECYCLING - Commercial
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
I saving the customer money. To achieve this, the Commercial Solid Waste Program Coordinator calls on each business
and tailors a program to the needs of the establishment. The program uses flexible rates tailored to be competitive with
private recycling companies.The Commercial Recycling program operates five recycling routes,five days per week to
serve approximately 385 business establishments. The Commercial Recycling program collects old corrugated
I cardboard, newspapers, aluminum and steel cans, and mixed paper. Service for the program is provided with
dumpsters, semi-automated carts, or a combination of both. Innovative cooperative marketing agreements with the
cities of Dunedin, Largo, Safety Harbor, Gulfport, Indian Rocks Beach, Oldsmar and Belleair are in place. This has
allowed the program to fully utilize its processing center,attract volume markets, and enhance commodity pricing.The
I Recycling processing facility has averaged approximately 1,000 tons per month of processed and shipped recyclables
this past year.
I
PROGRAM SUMMARY
IActual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11 Change
Personnel 434,713 433,783 461,580 486,320 5%
Operating 851,294 358,701 455,980 448,020 -2%
I Internal Services 249,047 214,692 238,240 238,950 0%
Debt 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%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
2007/08 2008/09 2009/10 2010/11
Recyding-Commercial 9.2 9.5 9.5 9.5
Total Recyding-Commercial 9.2 9.5 9.5 9.5
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167
GENERAL SERVICES
General Services
Mission I
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
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.
❖ 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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168
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1
1 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
I areas concerning planning, personnel, management, operator training, safety, finance, and budget. Administration
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.
1
PROGRAM SUMMARY
1 Actual Actual Budget Budget %
2007/08 2008/09 2009/10 2010/11 Change
IPersonnel 309,664 228,719 234,810 437,560 86%
Operating 19,430 51,634 16,700 15,640 -6%
I InternalServices 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%
1 PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
1 2007/08 2008/09 2009/10 2010/11
General Services/Administration 2.5 2.5 2.5 6.5
ITotal General Services/Administration 2.5 2.5 2.5 6.5
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169
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I
GENERAL SERVICES/Building and Maintenance
I
Program Description
This program ensures that City facilities, both interior and exterior, are maintained in a clean,safe,and efficient manner, 1
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
I
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.
I
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% I
Operating 1,920,284 1,929,046 1,926,230 1,732,020 -10%
Internal Services 299,325 259,306 313,220 254,740 -19%
I
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%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I
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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170
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GENERAL SERVICES/Fleet Maintenance
Program Description
IThis 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
I by the City.This service includes a preventive maintenance program designed to provide the safest possible equipment
for the best useful life of the equipment, and a repair program designed to absorb non-scheduled repairs on
equipment. In addition to mechanical maintenance, Fleet Maintenance also provides critical support services such as
fuel, welding and fabrication, quick line repair service, safety inspections, tire maintenance, and other associated
1 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.
I
P ROG RAM 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 InternalServices 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%
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget
I2007/08 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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171
I
GENERAL SERVICES/Radio Communications
1
Program Description
This program provides highly technical radio communication services for departments throughout the City by utilizing an 1
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.
I
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%
I
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% I
I
PROGRAM FULL TIME EQUIVALENT POSITIONS
Actual Actual Budget Budget I
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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172
1
SPECIAL REVENUE FUNDS
I ANNUAL OPERATING BUDGET
FISCAL YEAR 2010/11
I SPECIAL DEVELOPMENT FUND
Revenues:
Ad Valorem Taxes 1,864,560
Infrastructure Tax 8,025,340
I Interest Earnings 25,000
Open Space Fees 20,000
Recreation Facility Impact Fees 25,000
Recreation Land Impact Fees 25,000
I Transportation Impact 100,000
Local Option Gas Tax 1,400,000
Allocation of Designated Reserves 4,242,530
I Total Revenues 15,727,430
Expenditures:
Transfer to Capital Improvement Fund
I Road Millage 2,092,430
Infrastructure Tax 11,850,000
Transportation Impact 290,000
Local Option Gas Tax 1,389,100
ITotal 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
I Special Events 70,000
Homeless Shelter Program 100,000
Total Revenues 2,067,990
I Expenditures:
CDBG/Home Program 1,569,990
Sister City Program 3,000
I 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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173
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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 Preliminary Budget. The following pages describe the projects
and show their projected timing and funding sources,as well as any additional operating costs.
aThe purpose of the Capital Improvement Program is to plan and better manage growth. Although the City of
Clearwater has had a formal Capital Improvement Program in existence since fiscal year 1974/75, during that
time, local planning was poor. Consequently, the State adopted the Local Government Comprehensive Planning
and Land Development Regulation Act of 1975, which required local governments to prepare and adopt
comprehensive plans. Revisions of the Act in 1985 and 1986 required local governments to ensure that their
comprehensive plans were consistent with the State Comprehensive Plan. The Capital Improvement Plan
provides the mechanism to implement the capital portion of the City Comprehensive Plan, the Local Government
Comprehensive Planning and Land Development Regulation Act (as well as the appropriate revisions). All
include requirements and rules that specifically relate to the Capital Improvement Program.
Clearwater's Capital Improvement Program
This document includes a total of $52,749,610 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 proposed six-year capital plan reflects Penny projects adopted at the September 2009 public hearing,with the
exception of the following changes:
• 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.
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175
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:
• 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
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
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.
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,
111
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.
176
1
111 INTRODUCTION
1
Responsibility
It is the responsibility of the department director charged with delivery of specific City services to anticipate the
need for capital improvement expenditures in advance of having to initiate projects. This enables the
development of a long-range financial plan to fund these needs. Further, it is the responsibility of the department
director to ensure the long-range capital objectives interface and are consistent with the City of Clearwater's
Long-Range Comprehensive Plan.
Rate Studies
This six-year Capital Improvement Plan includes all projects as outlined in the most recent Council approved rate
studies for Stormwater,Water& Sewer, Solid Waste and Recycling.
DEFINITIONS
Capital Improvement Project: A property acquisition, a major construction undertaking, or a major
' improvement to an existing facility or property, with a minimum useful life of at least three years and a cost
greater than$25,000.
Capital Improvement Program: A comprehensive schedule of approved capital improvement projects
indicating priority as to urgency of need and ability to finance. The program shall be for a six-year period, the
first year of which shall be adopted as the next fiscal year's capital budget. The program shall be revised annually
' and projected an additional year to allow for changed conditions and circumstances. Each fiscal year, the capital
improvement program shall be submitted to the City Council for approval.
' Capital Improvement Budget: The capital budget covers those approved projects contained in the first year of
the six-year capital improvement program. The approved Capital Improvement Budget establishes the total dollar
cost of each project and the source of revenue. Any change, which increases the cost of a project or changes the
revenue source,must be approved by an amendment through the City Council.
' Ongoing Projects: Ongoing projects do not automatically lose the previous year's budgeted amount, but are
cumulative in nature, i.e., the previous fiscal year's remaining balance is added to the new approved budgeted
amount.
Future Bond Issue: Stormwater and Water& Sewer Projects
' Some projects may identify a funding source as"Future Bond Issue". These projects have been identified as
needed,but currently there is no funding source available. It is anticipated that a future bond issue will provide
funding for these projects.
I
i 177
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CAPITAL IMPROVEMENT PROGRAM
' 2011 THROUGH 2016
FIRE PROTECTION
' This section includes all major equipment and vehicle needs for the Fire Department. All Fire Department facility renovations and or new construction
would also be included in this section. Equipment and vehicles could be funded with General Fund or Lease Purchase dollars,with the debt funded by
the General Fund. In addition, Penny for Pinellas revenue can also fund a Fire Department vehicle as well as an emergency medical service vehicle.
Any facility renovations and or new construction would typically be funded with Penny for Pinellas revenue.
Projects in this section support the"Clearwater is a Wonderful Place to Live"element of the City Council's Vision and the following related priorities:
• A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes" element of the City Council's Vision and the
following related priorities:
• Well Maintained Infrastructure
• Efficient Responsive City Services
• Communication
Projects in this section also support the "Clearwater includes Special Places that Belong to Everyone in the Community" element of the City Council's
Vision and the following related priority:
•A Quality Beach Environment
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
91218
' Fire Engine Replacement
488,800 528,680 571,820
Penny III 477,000 506,000 — 537,000 1,589,300
' 470,000 508,350 549,830
L/P Gen Fd 163,500 491,730 521,670 1,528,180
This project provides for the replacement of one(1)of the eight(8)front line fire engines Pumper each year. from FY 2009/10 through FY 2013/14. These
Pumpers will replace the fleet of 1999 and 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.
Annual Operating Costs: Annual debt service expenditures to be funded by the General Fund
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CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
I
FIRE PROTECTION
Project#/ Funding
IProject Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
91221
EMS Capital Equipment
I
General Fd 15,000 15,000 15,000 15,000 15,000 15,000 90,000
25,750 26,520
IL/P Gen Fd 145,000 110,000 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.Additional 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
91229 I
Replace&Upgrade Air Packs
218,850 225,660 232,830
I
L/P Gen Fd 150,000 175,000 180,250 185,660 191,230 218,650 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 NFPA
I
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.
Il
Annual Operating Costs: Annual debt service expenditures to be funded by the General Fund
91236
I
Rescue Vehicle
320,000 160,000
L/P Gen Fd 160,000 160,000 170,000 160,000 180,000 160,000 960,000 ,
rescue vehicle every other year. .-:'-• - - ------- •• - .• ••. . -- .. •- -- -- - • - • .-:. : : --
Clcarwa•c_Fire District.This project funds the replacement of front line rescue vehicles.Clearwater Fire and Rescue provides EMS services on
I
behalf of Pinellas County and the current contract allows for replacing five(5)county funded units in this Six Year plan.The City currently funds
one additional rescue unit,Rescue 50.Rescue 50 will reach the end of its service life as a front line unit and will be replaced in FY 2013.
Annual Operating Costs: Annual debt service expenditures to be funded by the General Fund
I
91253
I
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.
I
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.
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CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
FIRE PROTECTION
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
91257
IAuto External Defibrillator Program
General Fd 30,050 50,000 31,410 32,350 93,810
l The Department oversees fifty-four(54)has 25 biphasic Lifepak 399 AED devices currently in key City facilities such as City Hall,MSB,Libraries,ar -
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.in FY=2012/13,the project will
fund the replacement of Lifepak 500 AED's,which have a useful life expectancy of seven years. Funding for replacement is partially reimbursed by the
ICounty since the equipment also serves the unincorporated area of the Clearwater Fire District.
91259
I Radio Replacements
99,110 64,030 43,720 45,460 20,000
General Fd 53,050 51,610 56,280 57,970 59,710 20,800 293,120
I Pinellas County Communications has adopted the APCO(International Association of Public Safety Communicators)Project 25 communication standards
which,This will require that all portable and mobile radio equipment be digital.by the year 2010. 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
I 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.
I 91260
Thermal Imaging Cameras(TIC)
Gen 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 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
I 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.
I 91261
Personal Protective Equipment
165,100 170,050 175,150 180,400 185,810
IGeneral Fd 141,100 115,330 149,690 154,180 158,810 191,380 1,067,890
This project provides funding for the complete outfitting of all personnel with the new Personal Protective Equipment(PPE).This project also 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
I 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 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
Iunincorporated area of the Clearwater Fire District.
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CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016 I
FIRE PROTECTION
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I
91262
Self-Contained Breathing Apparatus Upgrades-Fill Station I
General Fd 125,000 125,000
This project provides funding for one self-contained breathing apparatus (SCBA) system in FY 2012/13. This system will consist of a breathing air
I
compressor;six(6)breathing air storage cylinders and a facility type fill station.The system will allow for refilling of Fire Department SCBA units located on
our emergency response apparatus. Funding will be partially reimbursed by the County, as the system will help serve any unincorporated residents of the
Clearwater Fire District.
91263 I
Extrication Tools
General Fd 56,000 56,000
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.
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91264
Fire Hose Replacement
I
35,000 36,050 37,130 38,240 39,390
General Fd 25,750 26,520 27,320 28,140 28,980 40,570 226,380
This project provides funding to purchase replacement fire hoses. Funding will be partially reimbursed by the County,as the equipment will help serve any
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unincorporated residents of the Clearwater Fire District.
912xx
I
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
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912xx
Clearwater Beach Fire Station
I
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.
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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
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.
912xx
EMS Support Vehicles
Gen 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.
I
' Total Fire Protection: 1,020,790 5,280,580 2,807,630 4,749,820 1,668,570 5,084,300 20,611,690
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I 183
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
921 xx
Bayshore Blvd.Realignment
Penny 111 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.I)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.
Total New Street
Construction: - - 2,500,000 - - - 2,500,000
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184 I
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CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
MAJOR STREET MAINTENANCE
1 This section includes all major street maintenance projects for the City. Projects in this section are normally funded with Local Option Gas Tax and/or Road
Millage. As defined by Florida Statutes, Local Option Gas Tax proceeds can be used for roadway and right-of-way maintenance, as well as bridge
maintenance and operations. Road Millage revenues are established each year by Council policy and must be used to maintain the City's sidewalks and streets.
with the geal of fflainteining a 1-0 to-14 year resurfacing eyele- Sidewalks are maintained to comply with American with Disabilities Act(ADA)
I 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.
I 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
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 priority:
•Well Maintained Infrastructure
IProject#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 92259
Traffic Calming Program
Gas Tax 800,000 200,000 200,000 200,000 175,000 175,000 1,750,000
IPenny III 560,000 560,000 560,000 560,000 560,000 2,800,000
This project is to promote traffic calming within Clearwater neighborhoods and establishment of a methodology for implementation. Traffic calming serves to
I 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
280940 2010/11 will include the completion of Wood Valley&Morningside and the start of Greenlea/Otten.
I Comprehensive Plan Objective:(A.6.5.2)On an ongoing basis,the City shall explore traffic calming techniques in the effort to improve safety and promote a
livable environment within the City's residential and tourist areas.
I 92273
Streets&Sidewalks
Road 1,938,280 1,794,790 1,794,790 1,794,790
IMillage 2,047,430 2,017,130 2,047,430 2,017,430 2,047,430 1,794,790 11,164,870
This project provides continuous maintenance for deterioration prevention of City streets and sidewalks. :. : : i i l to 30 mild of streets to
.. . . . ... .. _, -_..., e ..cm,1t remai a..g 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.
IComprehensive 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.
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I 185
CAPITAL IMPROVEMENT PROGRAM
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
469,190 1,096,030 1,096,030 1,109,990 1,149,090
Gas Tax 650,000 1,250,000 1,300,000 1,300,000 1,250,000 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.
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.
1
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
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186 I
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
1 Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes" element of the City Council's Vision and the
following related priority:
• Well Maintained Infrastructure
Projects in this section also support the"Clearwater is a Wonderful Place to Play"element of the City Council's Vision and the following related priority:
•A Variety of Cultural and Recreational Offerings
Project#/ Funding
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 Objective: (A.6.8.5)Provide easy access to residential,commercial and recreational areas by providing direct routes such as trails and
continuous sidewalks between destinations,in order to minimize potential conflicts between pedestrians and motor vehicles.
Total Sidewalk
&Bike Trails: - - - - 472,000 472,000 944,000
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CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
INTERSECTIONS
This section includes improvements to intersections as well as new signal installation and signal renovation. These projects are funded with Transportation
Impact Fees, Road Millage and Local Option Gas Tax. The Road Millage funding in the Signal Renovation project is used in conjunction with major
intersection improvements and road widening projects. The Transportation Impact Fee revenue is required to be used for capital improvements and the
expansion of transportation facilities. Local Option Gas Tax proceeds can be used for roadway and right-of-way maintenance.
Projects in this section support the "Clearwater is a Wonderful Place to Live element of the City Council's Vision and the following related priority:
• Safe Comfortable Walkable Neighborhoods
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the
following related priority:
• Well Maintained Infrastructure
Projects in this section also support the"Clearwater Includes Special Places that Belong to Everyone in the Community"element of the City Council's Vision
and the following related priorities:
•A Quality Beach Environment
•A Vibrant Downtown that's Mindful of its Heritage
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92551
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,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.
92552
Signal Renovation
Gas Tax 45,000 45,000 45,000 45,000 45,000 45,000 270,000
Renovation of substandard signalized intersections is required to meet the standards set by the national and State of Florida mandates to increase safety and
reduce liability. This project also provides money to support the costs of relocating traffic signal equipment due to road widening projects or intersection
improvement projects where the cost of such relocation cannot be included in the cost of that project.
Comprehensive Plan Objective: (H.2.2)The City shall adopt the Florida Department of Transportation level of service standards for State primary and
secondary arterials as they be modified by additional service designations approved by F.D.O.T.and shall use intergovernmental coordination agreements to
secure maximum City control over access and management of roads in Clearwater.Clearwater intends that these standards be recognized as the minimum
acceptable standards for State arterial roads,and should serve as a guideline for reviewing development applications. (B.2.1)Roadway improvements to
obtain desired Levels of Service must be included in City capital budgets.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.
188
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CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
INTERSECTIONS
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92553
INew Signal Installations
Trans Impact 40,000 40,000 40,000 40,000 40,000 40,000 240,000
IThe 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
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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
Iobtain desired levels of service must be included in City capital budgets.
92558
Intersection Improvements
I
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
I Road
Millage 45,000 45,000 45,000 45,000 45,000 45,000 270,000
I These are intersection improvements of a relatively major nature to facilitate traffic flow by increasing the capacity of the intersection.Specific projects in fA=
2009/-10 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 shall
I
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
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I 189
I
CAPITAL IMPROVEMENT PROGRAM
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 usually
I
funded with Parking Fund revenue. Also included in this section would be any new Parking Garages. These types of projects would traditionally be funded
with Parking Fund revenues and/or a Parking Bond Issue.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the following I
related priority:
• Well Maintained Infrastructure
I
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
92630
Parking Lot Resurfacing
Parking Fd 50,000 50,000 50,000 50,000 50,000 200,000
I
The project provides for the resurfacing of various City Parking System lots as determined necessary by the Engineering department.
92632 I
Parking Garage Maintenance and Repair
150,000
I
Parking Fd 75,000 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
Parking Lot Improvements
150,000
Parking Fd 150,000 75,000 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
Total Parking: 300,000 225,000 200,000 225,000 225,000 225,000 1,400,000
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190
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1
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,storm drainage,rights-
of way,sidewalks,drainage structures,signal installation,or landscaping including unplanned requests by other departments.
92839
Downtown Intermodal Facility
Penny II1 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
1 191
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
PARKS DEVELOPMENT
The Parks Development section includes the largest amount of quality of life projects in the Capital Improvement Program. Projects in this section include all
the projects that support the Parks&Recreation function,excluding land acquisition.
Many of these projects are maintenance projects that provide the necessary funding to maintain our parks,and our park facilities, in good condition. These
maintenance projects are typically funded with General Fund revenue. Equipment and vehicle projects in this section would be funded with Lease Purchase
dollars. The major construction of new Parks&Recreation facilities or major renovation of existing Parks&Recreation facilities have been funded with
Penny for Pinellas proceeds,grants,donations and recreation facility impact fees.
Also,included in this section is a project for"Special Events Infrastructure"(funded with Special Event Fund revenue).
Projects in this section support the "Clearwater is a Wonderful Place to Live" element of the City Council's Vision and the following related priorities:
•A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
Projects in this section also support the"Clearwater is a Wonderful Place to Play"element of the City Council's Vision and the following related priority:
•A Variety of Cultural and Recreation Offerings
Projects in this section also support the"Clearwater Provides the Infrastructure to Support all its Attributes" element of the City Council's Vision and the
following related priorities:
• Well Maintained Infrastructure
• Efficient Responsive City Services
Projects in this section also support the"Clearwater Includes Special Places that Belong to Everyone in the Community"element of the City Council's Vision
and the following related priority:
• A Vibrant Downtown that's Mindful of its Heritage
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93203 1
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.
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.
93204 1
Concrete Sidewalk&Pad Repairs&Replacement
50,000
General Fd 15,000 45,000 45,000 45,000 45,000 45,000 275,000
This project provides for the removal and replacement of damaged concrete sidewalks,curbs,and pads and courts in various parks around the City as well as
provides for new sidewalks for safety and accessibility reasons.
Comprehensive Plan Objective: (G.1.1)The City shall ensure that parks,open space and recreation facilities are efficiently and adequately maintained for all
segments and districts of the population according to the level of service standards established for the City.
192 ,
I
CAPITAL IMPROVEMENT PROGRAM
1 2011 THROUGH 2016
PARKS DEVELOPMENT
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93205
I Brighthouse Field Infrastructure Repairs/Improvements
108,500
General Fd 110,000 110,000 110,000 110,000 110,000 110,000 658,500
IThis 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€erg-50,000 pery+ear. - :::' '- '- - --- - ' • :'-- - - --,:' .. - -- , -
. . . • e}ass-iftajef
This project will allow for the Brighthouse Field to be maintained in a manner to meet current major league professional standards.
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.
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93213
Park Amenity Purchase,Repair&Replacement
'
50,000
General Fd 60,000 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.
I 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 93229
Tennis&Basketball Court Resurfacing
42,000
IGeneral Fd 17,500 47,500 47,500 47,500 47,500 47,500 279,500
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 Morningside Park will be renovated in FY 2009/10 and courts tentatively scheduled to be resurfaced in FY2010/11 include Bay
I Park on Sand Key,Coachman Ridge and Forest Run. -• : ' - ---.. -: : :- ---- '- - :t• ! '-- .:- C: .. _ ,
Basketball courts tentatively scheduled include --:--'-:-.•- : • ... : : -Countryside.
I 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.
93230
IPlayground&Fitness Equipment Purchase&Replacement
100,000
IGeneral Fd 120,000 120,000 120,000 120,000 120,000 120,000 700,000
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.Playgrounds tentatively scheduled to be replaced in FY 2009/10 2010/11 include the
Cherry Harris Playground.This project also includes phased replacement of fitness court equipment.As equipment is added
and/or replaced,it is evaluated to assure it meets ADA requirements.
Comprehensive Plan Objective: (G.1.1)The City shall ensure that parks,open space and recreation facilities are efficiently and adequately maintained for all
111 segments and districts of the population according to the level of service standards established for the City.
I 193
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
PARKS DEVELOPMENT
Project#/ Funding
I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93247
Fitness Equipment Purchase&Replacement I
General 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.
Projects for FY 2009/10 2010/11 may include,but not be limited to,equipment at the North Greenwood,Ross Norton,,and Countryside
andL.ong Cent=-recreation complexes.
Comprehensive Plan Objective: (G.l.1)The City shall ensure that parks,open space,trails and recreation facilities are efficiently and adequately maintained
I
for all segments and districts of the population according to the level of service standards established for the City.(1.1.1.5.2)A repair,remodeling,renovation
or replacement of obsolete or worn out facilities that contribute to achieving or maintaining standards of levels of service.
93262
1
Fencing Replacement Program
90,000
General Fd 95,000 95,000 130,000 130,000 130,000 130,000 705,000
This 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,
Iwhich includes backstops and dugout fencing.Fencing is replaced as needs arise,and replacements comply with all current code requirements.
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.
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93271
Swimming Pool Renovations and Repairs
70,000
General Fd 80,000 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 such as
slides,activity pools and long-term maintenance such as marciting and repair of gutters,tile and decking. a t' : .-:.-:.• ---:-: : : 4 •:-a-
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
I
maintaining standards for levels of service.
93272 1
Bicycle Paths-Bridges Rccrca o° rails
FRDAP
Grant 200,000 200,000
I
OGT Grant 200,000 200,000
Penny III 750,000 750,000
This project provides for the construction of recreation trails throughout the city for 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, 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. I
Comprehensive Plan Objective: (G.1.3)Continue to increase the supply of core system parkland in areas needing additional neighborhood parks.(G.1.3.4)
Address the varying needs of the City's diverse population when creating and implementing parks and recreation plans,with special attention to the needs of
those who may have significantly limited recreational alternatives.
194
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1
CAPITAL IMPROVEMENT PROGRAM
1 2011 THROUGH 2016
PARKS DEVELOPMENT
1 Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93278
I 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.
I 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.
I 93286
Parking Lot/Bicycle Path Resurfacing&Improvements
General Fd 45,000 55,000 55,000 55,000 55,000 55,000 320,000
IThis project includes regularly resurfacing of parking lots and bicycle paths to prevent deterioration that are considered unsafe for public use and may include
minor improvements to those parking lots and bicycle paths being resurfaced.
I 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 of levels of service.
1 93602
Special Events Equipment Repairs&Replacement
Sp Events 25,000 25,000 25,000 25,000 25,000
Revenue 30,000 30,000 30,000 30,000 35,000 25,000 150,000
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
I for special events,grand openings,dedications,celebrations,etc. The equipment used by this Division wears out from heavy use and a program is needed to
replace this equipment.
Comprehensive Plan Objective: (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.
93604
I Boardwalks&Docks Repair&Replacement
70,000
General Fd 75,000 100,000 100,000 100,000 100,000 100,000 570,000
IThis 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 Beach. The majority of
IIthese 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: (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.
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1 195
CAPITAL 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
93613
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
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.
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.
93614
Royalty Theater
Penny III 3,550,000 3,550,000
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.
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.
936xx i
Ruth Eckerd Hall
Penny III 4,000,000 4,000,000
The funding for this project will provide for the expansion of the PACT learning center(Marsha P. Hoffman Institute of Performing Arts) by providing
additional space for classes and activities currently being conducted at the center.The new Marsha P.Hoffman institute of Performing Arts is popular with the
community with all practice and classroom space occupied on a full time basis.The City has partnered with PACT on many projects and proposes to partner
with PACT again to accomplish the needed cultural expansion.There is no need for the City to duplicate other facilities that are doing an excellent job in
meeting the performing arts needs in the community. This project will allow for additional space to expand the program offering for the performing arts,
including dance,music,acting and choral performances.
Comprehensive Plan 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.
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. I
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.
196
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CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
PARKS DEVELOPMENT
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
936xx
IFDOT Median and ROW Enhancements
FDOT
Reimb 100,000 100,000 100,000 100,000 100,000 500,000
111 This project provides for the phased landscape improvements of Florida Department of Transportation medians and rights of way including the
Gulf to Bay corridor, US19,Memorial Causeway, Edgewater Drive,etc.The latest improvements to the Gulf to Bay medians were accomplished
I 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.
IComprehensive 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.
936xx
Youth Sports Field Renovations
idPenny 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
I of the facilities are old and in need of renovation and improvements, most notably Sid Lickton ballfields, 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.
I 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 936xx
Miscellaneous Parks&Recreation Contract Services
Gen Fd 40,000 40,000 40,000 40,000 40,000 40,000 240,000
IThis is a capital improvement project to provides professional services which include architects,engineers and other professional consultants so that
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
I
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.
I 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. (1.1.1.5.3)New or expanded facilities that reduce or eliminate deficiencies in levels of
service for existing demand.
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1 197
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016 I
PARKS DEVELOPMENT
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
936xx
Neighborhood Park Renovation
Penny III 1,250,000 1,250,000
This project provides for renovation and improvements needed at various neighborhood parks in the City. Currently the City maintains and
manages 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 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: (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.
Total Parks Development: 4,605,500 1,042,500 1,282,500 10,102,500 1,112,500 4,862,500 23,008,000
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198
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I
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
MARINE FACILITIES
I The Marine Facilities section includes projects that support the Marine operations. Most of the projects in this section are maintenance projects,which are
funded on an annual basis to keep the related infrastructure in good condition. Project funding sources for the maintenance projects are based on the operation
the project supports,i.e.,Beach Guard operations are funded by the 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
IPenny for Pinellas proceeds or Special Development Fund revenue.
Projects in this section support the "Clearwater is a Wonderful Place to Learn" element of the City Council's Vision.
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 Transportations Systems
Projects in this section also support the"Clearwater Includes Special Places that Belong to Everyone in the Community"of the City Council's Vision and the
following related priorities:
• A Quality Beach Environment
•A Vibrant Downtown that's Mindful of its Heritage
IIProject#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 93403
Beach Guard Facility Maintenance
Parking 10,000 10,000 10,000 10,000 10,000
IFund 5,000 5,000 5,000 5,000 5,000 10,000 60,000•
This project provides funding f o r the repair and replacement,:- . - : -- -:- •-•.•- --:•' .- -- i-:-' : - :-: -- • • _
! ! . : • • : : : :. of equipment including the guard towers and structures on Clearwater Beach used by the Beach Guards.
Ii.
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
Downtown
Boat Slip
IFund 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
Istructural components of the Downtown Boat Slips infrastructure.
93413
Utilities Service Replacement
II
20,000
Marine Fd 10,000 10,000 10,000 10,000 10,000 10,000 70,000
I The project provides for continuous repair and/or replacement of deteriorated electrical wiring,and water service at the City's Municipal Marina and Island
Estates Marina to continue to maintain the City-owned marinas in usable conditions.
I
1 199
I
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
I
MARINE FACILITIES
Project#/ Funding
I
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
93429
Dock R&R I
Marine Fd 25,000 25,000 25,000 25,000 25,000 25,000 150,000
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.
93490
Fuel System R&R
Marine Fd 20,000 20,000 20,000 20,000 20,000 20,000 120,000
The project provides for continuous repair and/or replacement of deteriorated fuel lines,dispenser and underground pollutant storage tanks at the municipal I
marina,utilizing contractors to continue to maintain City-owned marina fuel system in usable conditions.
93496
I
Marine Facility Dredging&Maintenance
15,000
Marine Fd 85,000 85,000 85,000 85,000 85,000 85,000 440,000
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This project is a combination of the former"Waterway Maintenance"and"Seminole Ramp Dredging"projects. This project will provide funding for any
facility that the Marine and Aviation Department is responsible for that requires maintenance and/or dredging.This includes such things as replacement of City-
I
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.
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93497
Docks&Seawalls
General Fd 100,000 100,000 100,000 100,000 100,000 100,000 600,000
I
This is a continuous maintenance program to keep the City's several thousand feet of seawalls at street ends and docks,other than at Marina facilities,in good
repair.
I
93499
Pier 60/Sailing Center Maintenance
20,000 20,000 20,000 20,000
General Fd 15,000 15,000 15,000 15,000 15,000 20,000 115,000
This project provides funding for the continuous repair and/or replacement of electrical services, water service, fire protection equipment and structural
I
components of the Pier and Sailing Center.
I
I
I
200
1
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
MARINE FACILITIES
1 Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
934xx
' City-wide Seawall Replacement
Penny III 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.
Total Marine Facilities: 220,000 423,000 423,000 423,000 423,000 423,000 2,335,000
I
I
1 201
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 d
Fun
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.
1
Total Airpark Facilities: 10,000 10,000 10,000 10,000 10,000 10,000 60,000
1
1
I
I
202 1
II
CAPITAL IMPROVEMENT PROGRAM
1 2011 THROUGH 2016
LIBRARIES
I 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.
I 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
tProject#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 93527
Books&Other Library Materials
I 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,
I 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.
I 935xx
Consolidated"Eastside" Library
Penny 111 10,000,000 10,000,000
I
The project provides for the update and improvement of library facilities on the east side of Clearwater.Possible alternatives
I 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.
I
Total Libraries: 635,310 10,635,310 639,740 665,310 685,270 705,830 13,966,770
I
I
I
I
I
I 203
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
GARAGE
The Garage section includes projects for the replacement of motorized equipment as well as replacement equipment for the radio system. These projects are 111 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 following
related priorities:
• Well Maintained Infrastructure
• Communication
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94233
Motorized Equipment Replacement-Cash
40,000 '
Garage Fund 107,530 110,760 114,080 117,500 121,030 124,660 628,030
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 City
Departments,responsible for all City business. -. . - -: - :: - '-• - - • ::: -- - • .
94234
Motorized Equipment Replacement-L/P
L/P Garage 2,611,600 2,663,830 2,717,110 2,771,450 2,826,880
Fund 2,390,670 2,471,390 2,55530 2,740,170 2,828,380 2,883,420 16,474,290
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 344: 2%per annum.
Annual Operating Costs: Annual debt service expenditures to be funded by the Garage Fund
94238
Police Vehicles
Penny III 300,000 300,000 300,000 200,000 200,000 100,000 1,400,000
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.
Total Garage: 2,951,600 3,074,590 3,131,190 3,088,950 3,147,910 3,108,080 18,502,320 '
I
204
I
CAPITAL IMPROVEMENT PROGRAM
I 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.
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
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 93269
Light Replacement&Repair
71,250
I General Fd 75,000 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 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,
I 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
57,000 58,710 60,470 62,280 64,150
I General Fd 61,800 63,650 65,560 67,530 69,560 71,650 374,260
Garage Fd 15,000 15,000 15,000 15,000
-
Utility R&R 35,000 -
I Gas Fd 10,000 10,000
Marine Fd 20,000 20,000
Adm Svc Fd 10,000 -
I 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 Complex, Miscellaneous
small units,Radio Towers,and Reverse Osmosis Plant.General Fund funding are based on a projected increase of approximately 3%per annum.
I
94512
Roof Repairs
I General Fd 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Gas Fd 5,000 5,000
IThe project includes roof repair of various City buildings as needed to prevent water damage to interiors of buildings.For FY 2009/10 facilities may include:
I 94514
Roof Replacements
General Fd 100,000 100,000 100,000 100,000 100,000 500,000
IThis project includes roof replacements of various City buildings. For FY 2009/10 facilities may include: Shuffleboard(Recoating), and Kings Highway
Recreation.
I
II 205
I
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
I
MAINTENANCE OF BUILDINGS
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94517
Painting of Facilities
I
47,500 48,930 50,400 51,910 53,470
General Fd 75,000 100,000 100,000 100,000 100,000 55,070 307,280
Utility R&R 39,000 39,000 39,000
Stormwater 4,000 4,000 4,000
This project includes scheduled painting and waterproofing of City facilities.In FY 2009/10 facilities may include: Main Library,Cemetery Storage
II
Beildingr . General Fund funding are based on a projected increase of approximately 3%per annum.
94519
I
Flooring for Facilities
23,750 24,460 25,190 25,950 26,730
General Fd 25,000 25,000 30,000 50,000 25,000 27,530 153,610
I
Gen Sery Fd 15,000 15,000
This project includes the scheduled replacement of worn or damaged flooring. - t t'
I
91521
700,000 I
1
Total Maintenance
of Buildings: 204,500 370,100 346,060 325,140 344,350 339,250 1,929,400
I
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I
I
206
I
CAPITAL 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.
' General Public City Buildings _
&Equipment: 7,000,000 7,000,000
207
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016 I
MISCELLANEOUS
The Miscellaneous section includes projects that do not fit into another category. The majority of the projects in this section are technology projects that are
either managed by the Information Technology Department or funded by the Administrative Services Fund. Other projects in this section include two
environmental projects funded by the General Fund and one vehicle funded by the Customer Service Department.
Projects in this section support the"Clearwater Provides the Infrastructure to Support all its Attributes"element of the City Council's Vision and the following
related priority:
• Well Maintained Infrastructure
Project#/ Funding
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
This 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).
94761
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 Protection
Pollutant Storage Tank Rules, and to reduce the potential risk of groundwater contamination. Expenses from this fund include tank maintenance, repair,
replacement and routine expenses related to tank insurance and compliance,and fees associated with emergency spill response.
94803
1
Environmental Assmt&Clean
General Fd 50,000 50,000 50,000 50,000 50,000 50,000 300,000
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 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
1
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 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.
208 ,
I
CAPITAL IMPROVEMENT PROGRAM
1 2011 THROUGH 2016
MISCELLANEOUS
1 Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94824
IIT Disaster Recovery
L/P-Adm
Svc 25,000 25,000 25,000 25,000 25,000 30,000 155,000
•
I This project will establish an off-site business operations center for mission critical systems necessary to maintain City operations(i.e., Finance, Customer
Service, Asset Management, GIS, payroll, etc.). The project will include the purchase of backup equipment to store data and run systems from a remote
location,and establish necessary connectivity.
Annual Operating Costs: Annual debt service expenditures to be funded by the Administrative Services Fund.
94827
Telecomm Upgrades
L/P-Adm
ISvc 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
I Financial Sys Upgrades
Adm Svc 75,000 75,000 75,000 75,000 75,000 75,000 450,000
I 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.
94829
I
CIS Upgrades
Adm Svc 50,000 50,000 50,000 50,000 50,000 50,000 300,000
IThis 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
IThe 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.
1 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
infrastructure, but will also leverage other developing City technology. When complete, the system will identify the most appropriate projects based on
I
comprehensive information. The system will also provide a workflow for maintenance that can reduce cost by efficiency and preventative maintenance.
I 209
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
MISCELLANEOUS
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
94857
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.
948xx
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
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.
Total Miscellaneous: 840,000 620,000 5,420,000 645,000 645,000 650,000 8,820,000
1
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I
210 '
I
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
STORMWATER UTILITY
IThis Stormwater Utility section includes projects that support the Stormwater Utility operations of the City.
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
IProject#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
I 96124
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
lThis project provides for repair and restoration of stormwater system components and for technical evaluation of storm water problems.A significant portion
of this project will be lining or replacement of existing deteriorating pipe.
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.
' 96168
Stormwater System Expansion
479,450 237,700
Stormwater 600,000 191,910 700,000 80,320 800,000 797,470
IFuture Bond 500,000 519,680
Issue 208,090 262,300 800,000 600,000 600,000 2,481,980
U 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.
I 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
Istormwater management plans.
96169
Stevenson Creek
I 350,000 980,000 626,690
Stormwater 100,000 950,000 1,079,800 57,050 563,530 394,070 3,400,760
Future Bond 1,673,310
IIssue 100,000 2,500,000 1,320,200 2,112,950 1,936,470 855,930 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
Iand 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
I and implement the most cost effective and cost efficient programs for Stormwater management,including Stormwate.quantity and quality. These-Hans-
management,as well as recommended funding sources.
I
I 211
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
STORMWATER UTILITY
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96170
Coastal Basins Projects
2,600,000
Stonnwater 1,319,220 1,580,700 1,000,000 1,000,000 1,000,000 1,000,000 8,180,700
Future Bond 869,300
Issue 2,850,780 1,000,000 1,000,000 1,000,000 1,000,000 869,300
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.
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.
96173
Alligator Creek Watershed Projects
Stormwater 250,000 150,000 1,250,000 750,000 1,000,000 1,250,000 4,650,000
Future Bond
Issue 2,500,000 2,000,000 2,000,000 2,000,000 2,000,000 -
This project provides for the implementation of water quantity and quality projects within the Alligator Creek watershed. Including those identified in the
Alligator Creek Watershed Management Plan,to abate structure and street flooding,improve water quality,add,upgrade or restore Stormwater infrastructure
and comply with mandated operation,maintenance and reporting requirements.
Comprehensive Plan Objective: (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. Tkese-plansshould
t
961xx
TV Truck&Camera
L/P-
Stormwater 300,000 300,000
This project provides funding for an additional TV truck with a camera. The equipment will record data and monitor the City's-1-29 187-mile stormwater
drainage system and facilitate the identification of old and deteriorating pipe.
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.
Annual Operating Costs: Annual debt service and personnel expenditures to be funded by the Stormwater Fund.
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I
212 '
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
STORMWATER UTILITY
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
961xx
Allen's Creek Watershed Mgt Plan
Stormwater 200,000 200,000 200,000
' 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 be
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.These-plus-sheuld-
Total Stormwater Utility: 4,629,450 5,250,000 4,100,000 4,430,000 6,000,000 5,300,000 29,709,450
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I 213
I
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
111
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 following
I
related priorities:
•Well Maintained Infrastructure
• Efficient Responsive City Services
I
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96358
Environmental Remediation
100,000 I
Gas 100,000 100,000 100,000 100,000 150,000 100,000 600,000
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 site is I
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
50,000 50,000 50,000 50,000 50,000
Gas 100,000 100,000 100,000 100,000 250,000 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.
I
96367
Gas Meter Change Out-Pinellas
I
Gas 100,000 100,000 100,000 100,000 210,000 -
To provide funding for continually maintaining accurate gas meters in Pinellas County to maximize gas revenues.
I
96374
Line Relocation Pinellas-Capitalized
I
200,000 50,000 50,000 50,000
Gas 100,000 100,000 100,000 100,000 300,000 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
I
Line Relocation Pasco -Maintenance
50,000 50,000 50,000 50,000 50,000
Gas 100,000 100,000 100,000 100,000 100,000 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.
I
214 I
I
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
GAS SYSTEM
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96377
I Pinellas New Mains&Service Lines
1,500,000 1,500,000 1,500,000 1,500,000 1,500,000
Gas 3,000,000 3,000,000 3,000,000 3,000,000 2,000,000 1,500,000 9,000,000
IThis project will provide for extension of gas mains and services as well as new mains and services within Pinellas County.It will fund related activities such
as capital replacement of obsolete cast iron,steel,galvanized mains,and liquid propane service. This project will also provide funding match for federal gas
monies under the potential economic stimulus program.
1 96378
Pasco New Mains&Service Lines
I 250,000 250,000 250,000 250,000 250,000
Gas 1,800,000 1,800,000 1,800,000 1,800,000 2,500,000 250,000 1,500,000
I 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.
I 96379
Gas Meter Change Out-Pasco
50,000 50,000 50,000 50,000 50,000
Gas 200,000 200,000 200,000 200,000 210,000 50,000 300,000
ITo 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
I 100,000 100,000 100,000
Gas 300,000 300,000 300,000 100,000 400,000
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
Ivalue of the Gas System and is therefore capitalized.Funding for this project will come from available gas system revenues.
96384
I Building Renovation
200,000 200,000 200,000 200,000
Gas 100,000 100,000 100,000 100,000 125,000 200,000 1,100,000
I
-- - - --- --- --. -- - -- .- -. - - ---
- - - - _ . . ... - .This project provides funding to
I 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 96385
Gas Main Extensions
General Fd 200,000 200,000 -
I This project provides funding for the extension of natural gas mains in existing residential communities within the City of Clearwater. These extensions are
funded by the General Fund and do not meet feasibility under the Gas System seven-year payback formula.
I 215
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CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
GAS SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96386
Expanded Energy Conservation
Gas 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
System-wide Neighborhood Expansion program. Initial funding from Gas Supply Acquisition Project#2. Additional funding from Gas System
revenues.
963xx
Natural Gas Vehicle
Gas 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
This project provides funding for a Natural Gas Vehicle program to include a natural gas tilling 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. '
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Total Gas System: 2,700,000 2,700,000 2,750,000 2,750,000 2,750,000 2,750,000 16,400,000
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I
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
SOLID WASTE
I The Solid Waste section includes projects that support the Solid Waste operations of the City. Included in this section are projects for facility maintenance and
major repairs,vehicle as well as equipment and container replacements.;as well as the implerxeatatiert ace co ercial weight based system. All projects are
funded by either 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
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
I • Efficient Responsive City Services
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96426
I Facility R&R
Solid Waste 55,000 55,000 100,000 105,000 106,000 105,000 526,000
This project provides for the repair or modification of site and land improvements,buildings,machinery and equipment at the two(2)Solid Waste facilities.
I Major emphasis on maintenance and extending useful lives of fixed assets is required to ensure minimum downtime.The Transfer Station requires replacement
of necessary components to maintain and upgrade the original equipment installed in 1971.
for this project for the next several years.
I 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 96412
L/P Solid
I Waste 180,000 190,000 190,000 190,000 200,000 -
- ----. • _ - - .
going basis.Planned for FY 2009/2010 is the replacement of one roll off vehicle.
I
I 96443
Residential Container Acquisition
110,000
I Solid Waste 110,000 110,000 141,000 150,000 150,000 135,000 765,000
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 27799 containers could
I will 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
Idevelops through State legislation.
I
I 217
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
SOLID WASTE
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96444
Commercial Container Acquisition
250,000
Solid Waste 250,000 250,000 282,000 290,000 290,000 290,000 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 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 mid 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.
L/P Solid
Waste 150,000
refuse when implemented in FY 2011/12.
I
Total Solid Waste: 415,000 415,000 460,000 545,000 546,000 530,000 2,911,000
I
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218
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CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
UTILITIES MISCELLANEOUS
I The Utilities Miscellaneous section includes Utilities projects that support more than one utilities operation. These projects are typically funded by one or
more of the utilities operations depending on which operation the project supports.
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
I related priority:
• Well Maintained Infrastructure
1 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
I The Public`.'ks Engineering Department maintains a 100%scale atlas of aerial photography,which is updated on the desirable schedule of every four(4)
two(2)years.The aerial atlas is widely used by the public and many the City departments for information and planning.The Engineering
Division 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 December 2 7 January 2009.
I 96523
Public Utilities Administration Building R&R
I 20,000 20,000 20,000 20,000 20,000
Utility R&R 26,000 26,000 26,000 26,000 26,000 20,000 120,000
I 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
ITotal Utilities Miscellaneous: 24,000 20,000 20,000 24,000 20,000 20,000 128,000
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I 219
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
SEWER SYSTEM
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 '
WWTP Screw Pump Replacement
Utility R&R 757,000 157,390 255,900 702,000 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
2011/12 2014/15.mid FAL 2012/13. 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(E.P.A.)requirements.
96615
100,000
Odor Control Utility R&R 149,940- 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.
I
96619
WWTP Generator Replacement
Future Bond
Issue 200,000 200,000 200,000
This project provides funding for the replacement of the backup generators(two(2-}-per•year)at the East and Marshall Street and 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.
1
220 ,
I
CAPITAL IMPROVEMENT PROGRAM
1 2011 THROUGH 2016
SEWER SYSTEM
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96630
I Sanitary Sewer Extensions
Sewer 1,072,350 28,900 10,820 15,070
Impact 500,000 500,000 500,000 500,000 113,180 14,420 1,641,560
IUtility R&R 227,650 986,670 1,036,800 384,930 1,465,060 4,101,110
Sewer 1,334,430 552,380 56,820 2,255,520 4,142,330
IThis 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.
IComprehensive 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
I Soviet
28,630 200,000 -
600,000 125,000 125,000 125,000
Utility R&R 750,000 250,000 221,370 500,000 125,000 125,000 1,225,000
I Future Bond
Issue 442,740
The project provides funding for the relocation of sanitary sewer infrastructure to accommodate roadway improvements by Florida DOT,Pinellas County,and
I 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.Pinellas County railroad eressing improvements at
I
Comprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.
1 96645
Laboratory Upgrade and R&R
I 450,000 100,000
Utility R&R 59,700 61,000 100,000 75,000 100,000 25,000 850,000
Soviet 62,800 64,700 61,230 -
IThe project provides for the repair, replacement and upgrade of the existing laboratory instrumentation to meet state and federal testing requirements for
wastewater,bio-solids,reclaimed water,and environmental monitoring,stormwater treatment and potable water.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.
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I 221
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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
96654
Facilities Upgrade&Improvement
I
Future Bond
Issue 500,000 31,720 738,240 -
400,000 400,000
Sewer 300,000 500,000 24,070 615,750 400,000 400,000 2,400,000
995,430 475,930 396,280 -
The project provides funding for future improvements and upgrades at the City's three(3)AWT plants and bio-solids facility.
I
Comprehensive Plan Objective: (D.I.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water pollution control
facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency(E.P.A.)requirements.
96664
Water Pollution Control R&R
Future Bond 900,000 1,612,000 1,157,310 500,000 500,000
Issue 1,113,230 1,912,460 857,310 180,000 1,107,810 500,000 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
Icapability.
Comprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.
96665 1
Sanitary Collection&Transmission R&R
Utility R&R 816,380 321,720 1,138,100
III
Sewer 465,600 1,719,170 1,365,570 1,243,490 3,718,080 1,117,110 9,629,020
Future Bond 34,400 464,450 1,334,430 1,756,510 3,460,200
Issue 3,765,000 5,429,800 1,271,800 3,663,700 3,999,780 2,582,890 9,632,880
The project provides general system wide condition inspections,rehabilitation and new appurtenances.
IComprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.
96666 1
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.
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222
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CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
SEWER SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96678
Pollutant Storage-Tan i–R&R—MrPC
Utility R&R 8,120 8,300
Sewer 8,550 8,810 -
Comprehensive Plan Objective: (D.1.1)To maintain adequate Levels of Service for existing and future populations through the year 2020.
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
1 Future Bond
Issue 2,228,000 2,791,000 615,000 1,465,000 1,648,100
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.I.2)The City shall continue to produce advanced wastewater treatment(AWT)improvements at all water pollution control
facilities in accordance with Florida Department of Environmental Protection(DEP)and U.S.Environmental Protection Agency(E.P.A.)requirements.
966xx
NE WWTP Thermal Dryers
Future Bond 2,157,370
Issue 2,157,370 10,497,320 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.
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1 223
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
966xx
WWTP UV Disinfect
Future Bond
Issue 1,823,260 6,221,880 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 modifications.
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
Total Sewer System: 6,207,000 9,137,000 7,832,310 8,240,000 13,234,370 21,522,170 66,172,850
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224
I
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
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
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
iProject#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
1 96721
System R&R-Maintenance
150,600 450,000
IUtility R&R 25,000 25,000 450,000 450,000 50,000 50,000 1,600,600
Water 64,400 25,000 25,000 25,000 64,400
1 This is an on-going program relating to maintenance,repair or replacement of water mains,service lines,valves,fire hydrants,miscellaneous equipment,mid-
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.
I 96739
Reclaimed Water Distribution System
Water 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
I Future Bond
Issue 1,649,150 81,020 3,189,390 6,000,000 3,271,260
I Sewer 985,670 -
Utility R&R 368,980 1,160,610
This project provides for the continued expansion of the City's Reclaimed Water System based on the Reclaimed Water Master Plan Update.
IComprehensive 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 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
1 costs will be$250,000.
96740
1 Water Supply&Treatment
50,000 50,000 50,000 50,000 50,000
Utility R&R 325,000 325,750 376,530 378,820 378,820 50,000 300,000
1 This project provides funding for maintenance,replacement,and upgrade of supply facilities.
Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water service to all customers in the Clearwater service area.Current
I 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.
1 225
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
I
WATER SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
96741
System R&R-Capitalized
200,000 200,000 200,000 200,000 200,000
II
Utility R&R 239,300 250,000 250,000 850,000 850,000 200,000 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.
Comprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound and efficient manner on a daily basis.
96742
Line Relocation-Capitalized
200,000 200,000 200,000 200,000
Utility R&R 954,570 250,000 250,000 1,000,000 200,000 1,000,000
Future Bond 600,000
Issue 1,145,430 800,000 600,000
This is an on-going project to relocate water mains and related facilities conflicting with public works projects of various governmental entities and 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.Harrison),SR60(Fredrica to Highland),Beaeh-Walk,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. I
96743
Meter&Backflow Replacement&Change Out I
350,000 350,000 350,000 350,000 350,000
Utility R&R 650,000 650,000 650,000 650,000 650,000 350,000 2,100,000
Future-Berl-
Issue 112,710
This is an on-going project to repair/replace water meters, backflow prevention devices, and accessories to assure accurate flow measurement, maximum
revenues,and proper operation.
Comprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound and efficient manner on a daily basis.
I
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1
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226 1
I
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016
WATER SYSTEM
I Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
1 96744
System Expansion
Water 87,570 22,540 20,210 29,010
Impact 250,000 250,000 119,210 81,910 82,230 27,780 437,110
1 Utility R&R 162,430 227,460 229,790 220,990 222,220 1,062,890
Wiftef 130,790 168,090 167,770 -
IThis project provides funding and capitalizes Water Division labor,equipment and material expenses relating to additions to Clearwater's distribution system,
including new meters,backflow prevention devices,main extensions,etc.Location of work areas is determined by customer demand.
IComprehensive Plan Objective: (D.5.1)To maintain adequate Levels of Service for existing and future populations through the year 2018.
I 96752
Water Service Lines
Water 150,000 150,000 150,000 150,000 150,000 150,000 900,000
I Future Bond
Issue 500,000 500,000 500,000 500,000 500,000
This project is to upgrade the City's existing galvanized water service lines that are in poor condition.
IComprehensive Plan Objective: (D.5.1)To maintain adequate Levels of Service for existing and future populations through the year 2018.
96757
Water Pick-up Trucks
-Water 34,770 34,770
IL/P
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.
I Comprehensive Plan Objective: (D.5.2)Provide adequate quantity and quality of water service to all customers of the Clearwater service area.Current 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.
96758
I
Fluoride in Water System
Future Bond
Issue 1,307,590 1,507,590 1,507,590
IWater 200,000 -
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
Ireservoirs.
Comprehensive Plan Objective: (D.5.3)Continue to maintain the water system in a safe,sound and efficient manner on a daily basis.
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1 227
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CAPITAL 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
96764
Reverse Osmosis Expansion at Reservoir #1
Water 5,579,670 5,579,670
Future Bond 3,420,330 3,420,330
Issue 1,987,000
This project provides funding for the expansion of the City's existing RO Plant potentially adding one(1)MGD in water production.This includes wells,raw
water piping-and plant equipment,piping modifications and replacing 5 MGD Ground Storage Tank with two(2)three(3MGD)Ground Storage
Tanks.
Comprehensive Plan Objective: (D.5.2)To provide adequate quantity and quality of water services to all customers in the Clearwater service area.Current
I
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
and Sewer Fund.
96767
Reverse Osmosis at Reservoir#2
Water 500,000 1,592,580 2,200,000 4,292,580
Future Bond 1,296,930 5,707,420
1
Issue 1,117,230 15,178,160 7,852,010 7,004,350
Water-Rev 3,571,770 -
This project provides funding for brackish wells,raw water pipelines, 6.0 33 MGD brackish RO Plant with brine disposal to injection well. Additional
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 personnel services(8 additional FTE's),maintenance,utilities and operating supplies.Estimated yearly costs
effective in FY 2013/14 will be$3,510,000.
96768 1
Rebate-Well,Lake,Pond Irrigation Abandonment
25,000 25,000 25,000
Water 25,000 25,000 50,000 50,000 50,000 25,000 150,000
Utility R&R 50,000 50,000 -
This project provides funding for the Well,Lake,Pond Irrigation Abandonment program that was approved by the City Council May 3,2007. This program
i
provides a homeowner a rebate if they are willing to properly abandon a private well,lake or pond irrigation system,when establishing reclaimed water service
at their residence.
Comprehensive Plan Objective: (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.
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228
1
1
CAPITAL 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
967xx
R8 Water Supply Pick-up Trucks
L/P Water 20,000 40,000 60,000
This project provides funding for two(-2-)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 ether Water Treatment Plants,and to collect water samples as
needed and inspect wells periodically.
Annual Operating Costs: • --.: :-- - • - - ----.• - = -:-: -- ' - ' - - -. ' : -- ••- .Personnel services costs,
is
debt service and garage charges of approximately$50,620 starting FY 2011.
967xx
Groundwater Replenishment Facility
I Future
d 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
967xx
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
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1 229
CAPITAL IMPROVEMENT PROGRAM
2011 THROUGH 2016 I
WATER SYSTEM
Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
967xx
Double Line Stop Equipment
L/P-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 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).
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. 111
I
Total Water System: 16,199,840 6,143,140 16,160,250 8,115,000 5,525,000 2,982,590 55,125,820
1
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230 '
I
CAPITAL IMPROVEMENT PROGRAM
I 2011 THROUGH 2016
RECYCLING
1 The Recycling section includes projects that support the Recycling operations of the City. Included in this section are projects for facility maintenance,
major repairs,the replacement of equipment and containers, and as well as the promotion of recycling participation. All projects are funded by either•
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:
• A Safe Clean Green Environment
• Safe Comfortable Walkable Neighborhoods
1 Project#/ Funding
Project Name Source 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
1 96804
Recycling Container Acquisition
Recycling 49,000 50,000 50,000 50,000 199,000
IThis 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. - .--- •. •• • - - - • - t
1 Comprehensive 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.
1 96805
Recycling Expansion R&R&Participation Programs
IRecycling 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. .• :• - - _•resurfacing of the proccaaing center floor. The current available balance in the project will provide funding for this project through FY 2011/12 which will
I include maintenance on the shelter and concrete floor resurfacing in the Processing Center. In future years FY 2012/13,funding for the replacement
of the magnetic separator conveyor,and security system addition,will-be-provided. In FY
. .-. --..• .. •.. . .. --. .--• ' ---• e - •-- - drainage improvements,and
new recycling processing equipment will be provided.at the Processing Center.
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.
1 964/6
LIP
111 Recycle 290,000 290,000 290,000 300,000 310,000 1,180,000
1 Total Recycling: - - 96,000 100,000 100,000 100,000 396,000
1 231
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I
I TOTAL BY CATEGORY
1 2010/11 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
Intersections 435,000 435,000 435,000 435,000 435,000 435,000 2,610,000
IParking 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
1 Parks Development 4,605,500 1,042,500 1,282,500 10,102,500 1,112,500 4,862,500 23,008,000
IMarine 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
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
IGen 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
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 1 6,400,000
1 Solid Waste 415,000 415,000 460,000 545,000 546,000 530,000 2,911,000
IUtilities 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
iWater System 16,199,840 6,143,140 16,160,250 8,1 15,000 5,525,000 2,982,590 55,125,820
Recycling 96,000 100,000 100,000 100,000 396,000
ITOTAL 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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233
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E S I S MI M MI N • I N O O O e N NIII MI NIIII
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I
I SUMMARY OF GENERAL FUND REVENUE
I Program 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
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
I Marine Facilities
Libraries 1 15,000 120,000 120,000 120,000 120,000 120,000 715,000
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
1 Total General Fund 2,265,350 2,467,650 2,571,770 2,505,420 2,553,030 2,592,950 14,956,170
FIRE PROTECTION: 1221 -EMS Capital Equipment 15,000
1257-Auto External Defibrillator Program 30,050
1259-Radio Replacements 99,110
I 1260-Thermal Imaging Cameras 20,780
1261 Personal Protective Equipment 165,100
1264-Fire Hose Replacement 35,000
12xx-EMS Support Vehicles 10,000 375,040
I
MISC ENGINEERING 2822-Miscellaneous Engineering 35,000 35,000
I 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&Replac 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
36xx Miscellaneous Park&Recreation Contract Svcs 40,000 830,500
MARINE FACILITIES: 3497-Docks&Seawalls 100,000
I3499-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
I 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
TOTAL GENERAL FUND FY 2010/11: 2,265,350
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235
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Summary Funding of Fundin Sources I
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
GENERAL SOURCES
General Revenue
I
91221 -EMS Capital Equipment 15,000 15,000 15,000 15,000 15,000 15,000 90,000
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
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 40,570 226,380 111 912xx-EMS Support Vehicles 10,000 10,000 10,000 10,000 10,000 10,000 60,000
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
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
i
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
I
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
936xx-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
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
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
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
922xx-Downtown Streetscaping 2,000,000 2,000,000
92339-New Sidewalk Construction 472,000 472,000 944,000
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236
I
I Summary of Funding Sources
I2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
Penny for Pinellas(continued)
I 92839-Downtown Intermodal Facility 8,000,000 8,000,000
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
I 93614-Royalty Theater 3,550,000 3,550,000
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
948xx-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
I 92551 -City-Wide Intersection Improvements
92553 New Signal Installations&Renovations 50,000 50,000 50,000 50,000 50,000 50,000 300,000
40,000 40,000 40,000 40,000 40,000 40,000 240,000
92558-Intersection Improvements 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal Transportation Impact Fees 290,000 290,000 290,000 290,000 290,000 290,000 1,740,000
1 Local Option Gas Tax
92259-Traffic Calming Program 800,000 200,000 200,000 200,000 175,000 175,000 1,750,000
I 92274-Bridge Maint&Improvements 469,190 1,096,030 1,096,030 1,109,990 1,149,090 1,163,330 6,083,660
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
ISubtotal 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
Grants- Other Agencies
I 93272-Bicycle Paths-Bridges 200,000 200,000 400,000
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
ISubtotal General Sources 18,111,970 21,806,280 15,070,590 19,894,790 15,001,910 17,676,350 107,561,890
1
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237
I
Summary Funding of Fundin Sources I
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
SELF-SUPPORTING FUNDS
Marine Revenue 111 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 II 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 I
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
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
I
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
I
96768-Rebate-Well,Lake,Pond frig Abd 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Subtotal Water Revenue 6,020,070 875,000 1,967,580 2,576,000 375,000 375,000 12,188,650
Sewer Revenue
I
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 Collection&Transmission 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 II
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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238
I
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
I 96523-Public Utilities Adm Building R&R 20,000 20,000 20,000 20,000 20,000 20,000 120,000
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
I 96645-Laboratory Upgrade and R&R
96665-Sanitary Collection&Transmission R&R
450,000 100,000 100,000 75,000 100,000 25,000 850,000
816,380 321,720 1,138,100
96721 -System R&R Maintenance 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
I
Stormwater Utility Revenue
94517-Painting of Facilities 4,000 4,000
I 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
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
I 96173-Alligator Creek Watershed Projects 250,000 150,000 1,250,000 750,000 1,000,000 1,250,000 4,650,000
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
IGas Revenue
94510-Air Conditioners-City Wide Rplcmt 10,000 10,000
94512-Roof Repairs 5,000 5,000
I 96358-Environmental Remediation 100,000 100,000 100,000 100,000 100,000 100,000 600,000
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
1 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
96378 Pasco New Mains&Service Lines 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
96379-Gas Meter Change-Out-Pasco 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
I 96384-Building Renovation
96386-Expanded Energy Conservation 100,000 200,000 200,000 200,000 200,000 200,000 1,100,000
200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
963xx-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
I 96443-Residential Container Acquisition
96444-Commercial Container Acquisition 110,000 110,000 110,000 150,000 150,000 135,000 765,000
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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239
I
Summary of Funding Sources
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Total
Recycling Revenue I
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
I
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
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
ISubtotal 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
I
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
I
BORROWING
GENERAL SOURCES
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 1,220,990 111 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
I
Lease Purchase-Water
96757-Water Pick-up Trucks 34,770 34,770
967xx-Water Supply Pick-up Trucks 20,000 40,000 60,000
967xx-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
961 xx-TV Truck&Camera 300,000 300,000
Subtotal Lease Purchase-Stormwater 300,000 0 0 0 0 0 300,000
I
240
1
I Summary Funding of Fundin Sources
2010/11 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
I 96665-Sanitary Collect&Transmission R&R 34,400 464,450 1,334,430 1,756,510 3,460,200 2,582,890 9,632,880
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
I 96742-Line Relocations-Capitalized 600,000 600,000
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
967xx-Groundwater Replenishment Facility 768,140 768,140 3,985,250 4,000,000 4,050,000 13,571,530
I
967xx-Automated Meter Reading 3,000,000 3,000,000 3,000,000 9,000,000
Subtotal 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
I Future Bond Issue-Stormwater
96168-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
ISubtotal 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
I 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
Subtotal Lease Purchase-Garage 2,611,600 2,663,830 2,717,110 2,771,450 2,826,880 2,883,420 16,474,290
I Lease Purchase-Administrative Services
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
I
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
I
I
I
I
241
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i
i
LONG TERM CAPITAL PROJECT OPPORTUNITIES
Introduction
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 community. These projects are on our radarscope,but at this
time specific funding resources are not available to fund these needs.
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.
i
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i
I
i
i
1
i
1 243
LONG TERM CAPITAL PROJECT OPPORTUNITIES
Enterprise Dog Park Phase II
I
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 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.
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.
I
I
244 1
I
I
City of Clearwater Organizational Chart
I
Citizens of Clearwater
ICity Council
ICity Attorney
ICity Manager
IAssistant City Manager Assistant City Manager
ICity Auditor Engineering Management& Customer
Budget Service
I
Fire De artment Financial Parks&
Economic
p Services Recreation Development&
IHousing
Official Records Human Planning&
&Legislative Resources Development ; Gas System
IServices
Police Information ,
Marine&
I Department Technology
Public Services ,
Aviation
Public
ICommunications Library Public Utilities ,
Solid Waste/
I General Support Emergency
Services Management
I
I
I
245
I
I
1
I
City Manager
I
Equity Services Assistant to the City
Manager Manager
I
Assistant City Assistant City
I
Manager Manager Executive
I Assistant
CRA (City Council)*
I
Operations
City Manager's
Office Assistant 1
Downtown (2)
Manager
Program
I
Coordinator
I
I
I
I
I
I
I
City Manager's Office -9.0 FTE's
I
*City Council -1.0 FTE
I
246
I
I
ICity Attorney
Legal Office
' Administrator
Senior Staff
' Assistant
Assistant City
' Attorney
(5)
Paralegal
' Legal Staff
Assistant
(2)
I
I
I
1
City Attorneys Office -11.0 FTE's
247
U
I
I
Cit y Auditor
I I
I
Senior Auditor
I
I
I
I
I
I
I
I
I
I
I
I
City Audit-2.0 FTE's I
I
248
I
I
I
Customer Service Director
I
I
IAssistant Director Customer Service Manager Senior Systems Analyst(2)
Customer Service
Customer Service Customer Service Customer Service Customer Service
I 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
I (2) Representative
(2) Specialist (5)
I Senior Staff
Assistant Customer Service Customer Service Field Service
Representative — Representative Representative I
(4.5) (9.5) (4)
III
Staff Assistant
I
I
I
I
I
Customer Service -45.0 FTE's
I
249
Economic Development and Housing
9
Director
Senior Staff
Assistant
Assistant Economic Development
and Housing Director
Staff Assistant
1
Economic Development Housing Division
Division
Community
Development Housing '
Coordinator Manager
Economic Housing '
Development Coordinator
Specialist
Economic '
Development Sr. Accountant
Coordinator
1
Accountant
I
1
Economic Development-4.0 FTE's
Housing -7.0 FTE's
Total Economic Development -11.0 FTE's
250
I
I
ICity Engineer/Engineering Director
I Senior Staff Senior
Ac
Assistant Accountant
Assistant Director
Engineering,Environmental and
I Stormwater Management
Geographic Construction Traffic parking
Technology Manager Operations Manager
Staff Assistant Real Estate Manager — _ Manager
I Customer Service
Services
Coordinator Geographic Construction Traffic Parking
Technology — Operations — Operations
Representative (7) — Specialist (5) (8.5)
Environmental Stormwater I Utilities Construction Field Parking
Engineering Engineering Engineering Survey — Inspector Operations — Enforcement
Manager Manager Manager (6) (3) (15) (6)
IEnvironmental Engineering Senior
(3) Staff Landscape Police Aide
(4) Architect —
(6.2)
I Land Engineering
Development Staff
(3) (5)
III
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
251
II
I
I
Finance Director
Senior Staff
I
Assistant
Assistant Finance Director I
Controller
I I I I
Debt and Risk
Payroll Accounting Treasury Purchasing Specialized
Management
I
, Accounting
Payroll Cash and
Accounting Purchasing Risk
Services
Accounting
Manager Investments Controller
Manager Manager Manager Manager I
Senior
Senior Risk
Payroll Accountant Accountant — Buyer Senior Management
Technician
(1) Accountant Specialist I
(3.5) (4)
Accounting
Accountant Technician Accounting Accountant
(3) (2) Technician I
Accounting Accounting Accounting
Technician Clerk Clerk I
(2) (.5)
Accounting
Clerk
i
(.5)
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
252
I
I
IFire Chief
_ Administrative Staff
Analyst H Assistant
pDeputy Chief
I I ,
I Division Chief Division Chief/Fire Marshal
Fire Operations Administrative Fire Prevention Services
Support Manager
I Assistant Chief Personnel/ Assistant Chief
Special Assistant Chief Payroll Accounting Assistant Fire Health and Safety
Operations Training Bureau Technician Technician Marshal Bureau
Bureau
I Assistant Chief Fire Inspections&
Suppression Assistant Chief Investigations _ Manager
_
Bureau EMS Bureau Bureau Logistics Bureau
I —
Lieutenant Fire Medic Construction
(45) Lieutenant Services Bureau Storeskeeper
(3) (2)
I
Driver SCBA
Fire Medic
Operator (55) Maintenance
I (43) Technician
Firefighter Staff Assistant
I (28) (2)
I
I
I
I
I
Fire Department-205.0 FTE's
I
253
I
I
Managing Director & Executive Officer I
Clearwater Gas System
I
I I I
Gas Operations Gas Operations
Manager Manager Sales&Public Affairs Assistant Director 1
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
Specialist I—
I
Dispatch I Construction
Sales
Sr. Dispatcher& Gas Specialists Representatives Accountant Gas
— Dispatchers &Technicians (4) Technicians
I(5) (5) (3)
Maintenance I Gate Station/ Sales Associate Support
Gas Supervisor, Metering Gas Program ram
I Specialists& Gas Specialist Coordinator
Technicians
(10) Permit&Design Accounting
Senior Staff
I
Installation Engineering Assistant Technicians
Technicians (3)
Gas Supervisor, 7 (2)
Specialists& Customer Service
ITechnicians LP Representatives
(6) — Gas Supervisor (5)
Service&Repair &Technicians I
Gas Supervisor, (6)
Specialists& Cathodic
Technicians Protection
I
(9) Gas Supervisor,
Specialist&
Technicians
(5)
I
1
I
Gas System-77.0 FTE's
I
"Position counted in Customer Service
I
254
I
I
IHuman Resources Director
II I I I I
Recruitment, Compensation and Employee and Labor Employee Benefits Administration
ISelection and Training Classification Relations
Human Senior Human Human Human Human
Resources Resources
I
Resources Resources Resources
Manager Analyst Mana(0.5)er M(gn 5g)er Analyst
Human Human Senior Human Senior Human
I Resources Resources
Analyst
Resources Resources Analyst
Analyst Technician (1.5) (1.5)
I Human — Human Human
Resources Resources Resources
Technician Technician Technician
(1.7) (.5) F (.5)
I
I
I
I
I
I
I
I
I Human Resources(General Fund) -10.2 FTE's
Human Resources(Insurance Fund)-2.5 FTE's
Total Human Resources-12.7 FTE's
I
255
I
Information Technology Director
Administrative '
Analyst
Accounting '
Clerk
Network Technology Manager Systems and Programming Manager ,
Network '
Engineer _ Telecommunications Senior Programmer Systems
(2) Analyst(1.5) (8)
Senior Network Systems '
Analyst Programmer
(2) (2)
Network Analyst Senior Systems ,
(6) Analyst
(2)
Systems Analyst
(3)
1
1
Information Technology-31.5 FTE's
1
256
I
I
ILibrary Director
1 Administrative
Analyst
I Senior Staff
Assistant
Assistant Library Director
Accounting
Technician
I
Main Library
I I
Collection Circulation Youth Services Reference Services Technology
Development Services
I I I I I I
Librarian Ill Librarian Ill Librarian III Librarian III Librarian II
Manager Manager Manager Manager
I Librarian Librarian Librarian Centralized
(2) Senior
Library (2.6) (4.2) Phones
Assistant
I
I Library Library Library
Assistant Assistant Assistant Custodian Librarian II
-H (4) (5.2) (1.6) (4) __
I Library Police Librarian
Page Aide (3)
(3) (1.5)
I
Branches
I
I
Countryside East North Beach
Greenwood
I I I
Librarian I
Librarian Ill rarian III Librarian Librarian
Manager Manager
I
I Librarian Librarian Library
Assistant Library
(4.1) (4) Page
(.6) (.3)
I Senior Senior Library
Library Library Page
Assistant Assistant (.6)
I Library Library
Assistant Assistant Police Aide
(5) (5) (.5)
I Library Library
Page Page
(2) (2)
Library -73.2 FTE's
I
257
I
I
IMarine and Aviation Director I
Administrative Analyst I
Cer S rvi
Accounting ustom e Rep.ce I
Accounting Clerk
I I
Pier 60 Operations Airpark Community Marina Operations Downtown
Sailing Center Boatslips
I
Marina Police Marine
Recreation _ Marine Operations Facility
I
Program
Aide 4) Manager Operator
Supervisor _ _ (3.9)
I
Marine Trades Police 111 Facility — Worker Aide
Operator
(4.9) (3) (1.7)
Marine I
Facility
Operator
(3.9)
1
Custodial
Worker I
(2.5)
Police Aide
I
(1.7)
I
I
I
Marine Fund-16.1 FTE's
Marine General Fund-5.9 FTE's
I
Airpark Fund-1.4 FTE's
Downtown Boat Slips Fund-5.6 FTE's
Total Marine and Aviation-29.0 FTE's
I
258
I
I
I
Budget Director I
I
Senior Accountant
1 (2)
I
I
I
I
I
I
I
I
I
I
I
I
Office of Management and Budget-3.0 FTE s
I
259
1
I
I
City Clerk
Administrative
Analyst
I
I
Management Analyst
I
Board Reporter Staff Assistant
City Clerk
I
Specialist
—
(2)
Documents I
and Records
Specialists
(2)
1
I
I
I
I
I
I
Official Records and Legislative Services -9.0 FTE's I
I
260
1
I
I
Parks & Recreation Director
I
I Assistant Director _ Senior Staff
Assistant
Administration Division& Office of Aging
Recreation Programming Division Manager
Parks and Beautification Division
r Recreation
I Administrative Programming Parks Planning and J J
Analyst Management Project Manager
(3) Athletic Field Landscape
Management Management
I Special (3) (2)
— —
Administrative Events& Support
Support Manager Athletics Services
(21) Athletic Field Landscape
(11.1)Administrative East — Maintenance — Maintenance
I (23.4) (42)
Staff — Section
(8) (36.1)
IVolunteer West Section
Program —
Specialist (24.5)
ICultural Affairs Beach Guard
—Specialist Operations
(9.9)
I
I
I
I
I
I Parks and Recreation(General Fund)-183.1 FTE's
Parks and Recreation(Parking Fund)-9.9 FTE's
Total Parks and Recreation-193.0 FTE's
I
261
I
I
Planning and Development Director
I
Senior Staff _ I
Assistant
Assistant Director I
Planning and Development
Administrative — I
Analyst
ILong Range Development Review Code Compliance Construction
Services Manager
Planning Manager Manager Manager
(Building Official)
1
Planner III Planner III Inspection Assistant Building Senior Plans
(1) (2) Specialist Official* Examiner i
1
Planner II — Planner II Sign Housing Plans
Inspector — Examiner
I(1) (2) Inspector (2) (2)
Urban Land Resource Code Building
Designer Specialist(2) Enforcement Inspectors I
Inspector(7) (8) Develpoment
License Review
Inspector Supervisor I
(2) Development
Customer Review I
Service Rep Specialist(4)
(2) Development
Review
I
Technician (6)
I
*The Assistant Building Official position is not funded in the 2010/11 budget. i
Planning and Development -55.0 FTE's*
I
I
262
I
I
IChief of Police
I r _i I
Public Public Safety Administrative
Information Grants Analyst
Coordinator
Legal Advisor _-- Paralegal
1 Deputy Chief
I
I Criminal Professional
Investigations Patrol Support Services Standards
Senior Staff
I
Assistant I
Criminal Professional
Patrol Division Support Services
iInvestigations i tMajor Major Division Major Standards Section
Division Major Lieutenant
_ Police Office Police Office L Police Office Police Office
Specialist Specialist J Specialist Specialist_
I
Fiscal Affairs Internal
Asst.CID District I Watch Services Records Section
Commander (27) Commander 2 (10) (2)
Special Communications H Personnel
Homicide Intelligence District II Payroll 11
I
(7) (9) (69) Operations (5) Section Unit
(35.3) (43.3)
Vice& Traffic Property& Training Unit
Burglary District III Telephone
Narcotics Enforcement Evidence (3)' (6) )) (57) ) Reporting Unit(8)
Children& Crime
Families Analysis K-9 Unit
I (7) Unit(3.6) (5)
Economic Robbery
Crimes
I (
(8) (6)
I
I
IPolice (General Fund) -344.0 FTE's
Police (Special Program Fund) -14.7 FTE's
ITotal Police-358.7 FTE's
263
I
I
I
Public Communications Director
I
Public
Public Public I
C-View Station Information Information Graphic
Information I
Manager Officer Coordinator Specialist Designer
(2) (3)
TV IProduction
Specialist
Courier I
(0.8)
I
I
I
I
I
I
I
I
Public Communications (General Fund) - 10.0 FTE's
ICourier(Administrative Services Fund) -0.8 FTE's
Total Public Communications - 10.8 FTE's
I
264
I
I
I
Public Services Director
ISenior
Accountant
1 I I
Right of Way Maintenance Manager PS Trainer Stormwater Maintenance Manager
I
Staff _ Staff
Assistant Assistant 1
II
Urban Forestry Streets and SW
I Sidewalks Supervisor II Supervisor I Maintenance
Supervisor II
PS PS mteontuctn e
I Supervisor II Supervisor II Stor Suppowart r Cm aintenance sr io CleaniLin n
(5) (6) (4)
PS
I PS Specialist Technician III Inspections TV Data
(3) (2) (2)
PS
Arborist - Technician II Ponds&
1 (6) (6) Ditches Catch Basins
(�) (2)
PS
I - Technician I Street
(2) Cleaning
(4)
I
I
I
I
I Public Services(General Fund) -25.0 FTE's
Public Services(Stormwater) -37.0 FTE's
Total Public Services -62.0 FTE's
I
265
I
I
1
Public Utilities Director
I
Senior Accountant Senior Staff
I
Adminstrative Assistant
I Analyst _ Staff Assistant
Accountant
I
Public Utilities
Assistant Director
I
1
Water Production, Wastewater Flow& Infrastructure I
Distribution,Gravity Treatment Laboratory Maintenance
Sewers&Reclaimed
I I
W
I
ater&WWT
Water, Reclaim& Wastewater Environmental Laboratory Plants, Lift Stations
Wastewater Collections Technologies Manager &Telemetry
Manager Manager (19)
I
Staff Assistant Staff Assistant Lab Support
(7)
1
Water Distribution
(23) Storeskeeper I
Water Plant WWTP Operations
1(11) (37)
Reclaimed&Field Industrial
Operations Pretreatment 1
(26) (6)
Gravity Collection
4
(24)
I
I
I
Water and Sewer Fund -166.0 FTE's I
I
266
I
I
I
ISolid Waste/General Services Director
I Senior Accountant Senior Staff
Assistant
Accounting Custodial Worker
Technician(2) (0.5)
IAssistant Director Assistant Director
Solid Waste General Services
I Recycling I Fleet Senior
Specialist Trainer Accountant
Solid Waste Solid Waste Administrative Accounting
Residential Commercial/ Analyst Clerk
Coordinator Residential (2)
Coordinator
Building& Fleet
Container Residential Commercial Solid Waste Maintenance
Manager
Maintenance Collections Collections Transfer Maintenance
(9) (30) (26.8) Station
(11.5) Production Staff
Staff Assistant
II _ Coordinator Assistant
Automated B&M Fleet
Operations Roll-Off _ Recycling Radio
Collection Supervisors Supervisors
I (4) (15) — (8) (21) (6) (4) Technician
I
B&M Shops I-IV Parts
Staff Department
I (32) (27) (2)
I
I
I
I
Solid Waste Fund -112.0 FTE's
' Recycling Fund -22.3 FTE's
General Services/Fleet-83.5 FTE's
Total Solid Waste/General Services -217.8 FTE's
I
267
0 0 " / 0 if ,
i OF 1,u:Arty 1
0 11110h,
i
% � 14 k
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