CITY OF SAFETY HARBOR, FLORIDA - POSITION OF CITY MANAGER
THE CITY OF SAFETY HARBOR, FLORIDA
INVITES YOUR INTEREST IN THE POSITION OF
CITY MANAGER
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DAVID M. GRIFFITH & ASSOCIATES, LTD.
Professional Services for the Public Sector
DMG
The Community
Nestled along the northeast edge of Old Tampa Bay in Pinellas County, Safety Harbor
enjoys a unique place in the history books and in the hearts of its citizens. First seen
by Europeans in 1528 when the Spaniard Navarez and his men landed along the
shores of what the local Timucua Indians called Tocobaga, Safety Harbor is the home
of historic Espiritu Santo Springs. Named by Hernando DeSoto in 1539, these natural
springs were used for centuries by native Americans for their legendary curative
powers. The world famous Safety Harbor Spa & Fitness Center continues to attract
health conscious visitors to the area. Safety Harbor was first homesteaded by Count
Odet Philippe in 1823 on the site of what is now Philippe Park. Count Philippe is
credited with introducing grapefruit to Florida.
Primarily a residential community with a population of 15,885, Safety Harbor has
maintained the character of a family-oriented community while preserving its
environmentally sensitive lands and revitalizing its historic Central Business District.
The City of Safety Harbor was first incorporated in 1917 and is located in Pinellas
County (the fourth most populous county in the State) in the middle of the west coast
of Florida. Safety Harbor is situated 15 miles west of Tampa, 15 miles north of St.
Petersburg and directly east of Clearwater. The City limits comprise approximately
4.5 square miles. The population has grown from 12,500 in 1986 to its current level
with very little growth in recent years as the community is essentially built out with
few large parcels available for future growth. The 1990 census lists the median age in
Safety Harbor at 39.5 years compared to 42.1 for Pinellas County. The percentage of
residents over 65 in Safety Harbor is 15.6%, compared to 26% for the entire County.
Safety Harbor is situated two-thirds of the way up the Pinellas Peninsula. With the
Gulf of Mexico s1.,( miles to the west, and Tampa Bay directly to the east, winter and
summer temperatures are moderated by the constant flow of clean water-borne
breezes. Average winter temperature is about 600, with the lows seldom below 500
degrees. Summer temperatures average about 810 with highs just above 900. The
average relative humidity is 75% and precipitation is about 55 inches annually.
Damage to the area from tropical storms, tornadoes, hurricanes, or seismic
disturbances over the years has not been serious.
The City provides many recreational facilities including Safety Harbor City Park, a
marina and City pier, salt and freshwater fishing, a jogging trail ending in 90 acres of
Philippe Park on Tampa Bay, and Ilison Park, a site of many concerts. There are three
art galleries and a natural history museum in Safety Harbor. The County bus system
connects the City to the nearby malls and cities. The Tampa International and St.
Petersburg/Clearwater airports are within a 20 minute drive from the City.
Safety Harbor is part of the Pinellas. County School System and has its own elementary
and middle schools. Several colleges are within easy access of the City, including
Eckerd College, St. Petersburg Junior College, the University of Tampa and the
University of South Florida. Housing prices in Safety Harbor range widely from small
cottage homes valued at $75,000 to $80,000, to new homes ranging up to $500,000.
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Many of the subdivisions in the communities have homes priced in the $100,000 to
$250,000 range with a median price of about $135,000. The City has relatively few
mobile homes or apartments.
Safety Harbor offers its residents an outstanding quality of life. Some have described
the community as having a quaint village atmosphere with its century old oak trees
and historic neighborhoods. The City hosts two annual arts and crafts festivals that
attract visitors from the entire region. The Main Street Fall Festival and a Seafood
Festival held at the City's marina have grown in popularity each year. The City also
has a new 15,000 square foot public library that is a member of the Pinellas County
Cooperative library system and operated by the City. Safety Harbor's low density
gives it an oasis like quality in contrast to the high population density of Pinellas
County. Recent capital improvement projects and streetscape projects currently
underway will make the community even more attractive.
The Town Government
Safety Harbor operates under the Commission/Manager form of government. The
City Commission is comprised of a Mayor and four Commissioners and is responsible
for enacting ordinances, resolutions, and regulations governing the City as well as
appointing members to various statutory and advisory boards, the City Manager and
the City Attorney. Beginning in 1993, Commission members are elected at large to
three year overlapping terms. The Mayor and one first time Commission member
were elected in March of 1996. Three Commission seats will be up for election in
March of 1997. The Commission holds regular meetings on the first and third
Mondays of each month.
The City of Safety Harbor provides the full range of municipal services induding fire
protection, street construction and maintenance, planning and zoning, water, sewer,
and sanitation services as well as recreation, parks, and library services. The City
contracts for police protection services through the Pinellas County Sheriffs office.
The City purchases water wholesale from Pinellas County and sells to over 6,900
customers. For the treatment of wastewater, the City serves over 8,200 customers
utilizing the Northeast Regional Wastewater Treatment Plant. The City provides
sanitation services to over 7,245 residential and commercial customers and curbside
recycling to 6,614 of its residences.
The City of Safety Harbor has a total of 144.5 employees which reflects a concerted
effort in recent years to reduce the number of staff. For instance, the City had 161
employees in 1992-93, 153 in 1993-94, and 147 in 1994-95. Department Head level
positions within the City include the Planning Director, Director of Leisure Services,
Library Director, Fire Chief, Director of Finance, Public Works Director, Personnel
Director, and City Clerk. Firefighters are represented by a union (lAFF Local 2267)
with general employees recently voting to establish a union which will represent 70
general employees (Communication Workers of America).
Keeping taxes in line has been a standing goal of the City of Safety Harbor. The
adopted 1995-96 budget maintains the current millage rate of 3.7527 for the eighth
consecutive year. This places Safety Harbor in the lower third of cities in Pine lIas
County. Safety Harbor's assessed valuation has grown at a steady pace over the past
10 years with a slowing, and near plateauing, the past three years. The value
currently stands at $545,103,750. The City is in sound financial shape with an overall
budget of $35 million. Over $13 million of this amount is held in reserves. The City's
General Fund budget totals $11.3 million of which $3.7 is fund reserves. The City's
Water & Sewer Fund totals just over $9 million, Sanitation $3.3 million, and
StOlmwater Utility $2 million. The City budgeted $5.9 million for capital
improvements in 1995-96. In total, the City expends about $21 million annually.
Safety Harbor has two outstanding bond issues and the excellent ratings of Aaa by
Moody's and AAA by Standard & Poors. The City is a member of P.R.M. (Public Risk
Management), a 25 member governmental insurance pool for general liability and
worker compensation protection. Finally, the City has received the GFOA Certificate
of Achievement for Excellence in Financial Reporting for the 10th time.
. Issues and Challenges Facing the City of Safety Harbor and the
New City Manager
1. Completion of streetscaping and downtown street improvements. The
Downtown streetscaping project was approved by the Commission in December 1995
and a construction contract was awarded in February of 1996. Construction began in
April of 1996 and is currently underway. Several blocks of the downtown (Main St.)
are currently torn up and closed to traffic. When the project is completed, the
downtown will have even more character and charm that it already has been noted
for by residents and visitors.
2. Maintaining services without raIsIng taxes in an environment with
relatively flat revenues. The City is budgeting for flat revenue performance while
at the same time seeing an appreciable growth in service levels and capital
expenditure demands.
3. Providing high quality services and infrastructure to a population that is
becoming more a.ffluent and demanding. White collar professionals have
discovered Safety Harbor as a safe family oriented community and are building and
purchasing homes ranging up to $500,000. Many of these individuals have families
and would like to see more recreational facilities such as ball fields and soccer fields.
Future park acquisition/development is expected.
4. Managing existing vacant parcels to insure the best possible usage. Safety
Harbor is past the growth curve in their development and has relatively few parcels of
undeveloped land. Several Commission members would like to make sure that
remaining parcels are developed in the best possible manner.
5. Flmdingfor Capital Improvement Projects. Much of the funding the City uses
for Capital Improvement projects comes from a County 1 cent sales tax known as
Pennies for Pinellas. The tax was initially established as a one time way of raising
revenue for infrastructure in the fast growing densely populated county. Within the
next 1-2 years, voters will be asked to extend the tax. If the vote should fail, Pinellas
will not have the funding necessary to complete many of the projects in its five year
CIP plan.
The Position
Safety Harbor adopted the Commission/Manager form of government in 1927. The
position is currently vacant due to the voluntary resignation of Pam Brangaccio, who
left to accept the position of Assistant County Administrator in Charlotte County,
Florida. Ms. Brangaccio served in the position for nearly five years. Her predecessor,
John Downs, served as City Manager for ten years.
The powers and duties of the City Manager listed in the City's Charter are as follows:
1. Appoint, and when he/she deems necessary for the good of the City, to suspend or
remove all City employees and appointive administrative officers provided for by or
under the Charter, except as othelwise provided by law, this Charter or personnel
rules adopted pursuant to this Charter. He/She may authorize any administrative
officer who is subject to his/her direction and supervision to exercise these powers
with respect to subordinates in that officer's department, office, or agency;
2. Fix the compensation of all officers and employees of the City, except the City
Manager and City Attorney and except as otherwise provided by this Charter or
general law.
3. Direct and supervise the administration of all departments, offices and agencies of
the City, except as otherwise provided by this Charter or by law;
4. Attend all Commission meetings and shall have the right to take part in discussion,
but not vote;
5. See that all laws, provisions of this Charter and acts of the Commission, subject to
enforcement by him/her or by officers subject to his/her direction and supervision, are
faithfully executed;
6. Prepare and submit the annual budget, budget message, and capital program to
the Commission in a form provided by ordinance;
7. Submit to the Commission and make available to the public a complete report on
the finances and administrative activities of the City as of the end of each fiscal year;
8. Make such other reports as the Commission may require concerning the operation
of City Departments, offices, and agencies, subject to his/her direction and
supervision;
9. Keep the Commission fully advised as to the financial condition and future needs
of the City and make such recommendations to the Commission concerning the
affairs of the City as he/she deems desirable;
10. Make purchases and expenditures and execute contracts on behalf of the City
without the approval of the City Commission if such contracts or expenditures or
purchases do not exceed an amount set by the City Commission from time to time by
resolution. Items, articles, services or property customarily purchased in a unit or
together shall not be contracted for in sections, divisions, or parts nor purchased in
installments or increments in order to avoid this provision;
11. See that all terms and conditions imposed in favor of the City or its inhabitants in
any public utility franchise are faithfully kept and performed; and upon knowledge of
any violation thereof, to call the same to the attention of the Commission; and,
12. Perform such other duties as are specified in this Charter or may be required by
the Commission.
The Criteria
. Education
Candidates should have the minimum of a BAlBS in BusinesslPublic Administration or
a related field. Evidence of continuing education in municipal finance and budgeting,
progressive management practices and a MPA/MBA is desirable.
. Experience
Candidates will ideally have experience working as a City Manager, Assistant City
Manager, or Department Head with broad responsibilities. Candidates should have a
sound foundation in municipal finance and budgeting and have experience
overseeing significant capital improvement programs. Candidates' careers should
ret1ect stability and a track record of success in increasingly responsible positions.
Finally, candidates should have significant line management responsibility and have a
reputation as a leader and positive motivator of staff.
. Management S~le and Personal Traits
>- Professional at all times. Doesn't play or show favorites. Doesn't personalize
issues.
>- Open and honest.
>- Active and involved in the community. Enjoys community interaction.
>- A take charge person who leads the staff, but always presents the Commission
with all sides of an issue.
>- Innovative and finds ways to make the job fun.
>- Empathetic and interested in the concerns of small businesses.
>- A strong leader, yet tactful and diplomatic.
>- Sensitive to traditions.
>- Open communicator with no set agenda. Never manipulative or domineering.
>- Progressive and nonbureacratic.
>- Comfortable delegating work to capable employees. Empowers them to be
innovative and productive.
>- Customer focused and customer friendly. Treats the Commission and community
as valued customers.
>- Asks for input and listens to employees.
>- Flexible and adaptable in his!her approach to problem solving.
>- Has backbone and not a "yes" man, while at the same time be willing to listen and
follow Commission direction.
>- Fiscally conservative.
>- Has a good sense of humor and enjoy interacting and socializing with citizens.
>- Able to educate new Commissioners without manipulating them.
>- Makes change slowly and incrementally, especially when there are no major
problems.
>- Has thick skin and able to implement Commission policies which may not be
popular with everyone.
>- Able to forge and maintain positive working relationships with other
governmental entities in the county and region.
>- Confident without being egotistical.
>- Believes in teamwork and developing teams to solve problems.
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~ Fully discloses information to the Commission is a concise clear manner.
~ Presents the Council with the pros and cons of issues before them.
~ Proactive and aware of issues before they become problems.
The Compensation
The City Commission is willing to offer a competitive salary and benefit package. The
former City Manager was earning a base salary of $72,000. The Commission would
like to start the new Manager in the $65,000 to $70,000 range. Other standard
benefits include the full range of standard benefits and a car allowance.
. Residency
The Commission will not require the City Manager to live in the community but
would like him;her to live in the general area if they chose not to live in the City.
The Process
The City of Safety Harbor has retained the firm of David M. Griffith & Associates, Ltd.
. to assist in the recruitment and selection of candidates for the position of City
Manager. To apply, send a resume along with current salary and five work related
references to David K. Donaldson, David M. Griffith & Associates, Ltd., 1621
Metropolitan Blvd. Suite 201, Tallahassee, FL 32308 (904) 386-1101, fax (904) 386-
3599. Resumes are subject to public disclosure under Florida's sunshine laws.
Filing Deadline: June 28, 1996