08/17/2015 - SpecialMonday, August 17, 2015
5:00 PM
City of Clearwater
City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
Council Chambers
City Council
Special Meeting Agenda
Special Council Meeting
August 17, 2015City Council Special Meeting Agenda
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meeting.
1. Call to Order
2. Citizens to be heard re items not on the agenda
3. City Manager Reports
3.1 Full Time Equivalent (FTE) Additions
3.2 Council Discussion of Operating Budget
3.3 Capital Projects
4. Closing comments by Councilmembers (limited to 3 minutes)
5. Closing Comments by Mayor
6. Adjourn
Page 2 City of Clearwater Printed on 8/12/2015
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1591
Agenda Date: 8/17/2015 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Council
Agenda Number: 3.1
SUBJECT/RECOMMENDATION:
Full Time Equivalent (FTE) Additions
SUMMARY:
FTE Additions being proposed:
A.Library Activation (Urban Land Institute) - Hours and Maker Spaces
B.Neighborhood Services - Planning and Placemaking
C.Policing - Communications and Coverage
D.Branding - Public Communications
Staff is seeking direction regarding any changes needed to the proposed FTE additions.
APPROPRIATION CODE AND AMOUNT:
N/A
USE OF RESERVE FUNDS:
N/A
Page 1 City of Clearwater Printed on 8/12/2015
Page 1 of 17
GENERAL FUND – FTE ADDITIONS:
Finance – Purchasing
One fulltime purchasing buyer (1.0 FTE)
Budget increase - $58,714 (salary & benefits)
Justification: Purchasing activity has increased as a result of enhanced centralized purchasing internal
controls. Fiscal 2015 number of bids and RFP’s through mid-July already reflects a 43% increase over
the prior 5-year average with 2½ months remaining. A buyer position was eliminated in fiscal 2012, but
is necessary to add back to sustain proper controls and consistency in City-wide purchasing process
and procedures. This needed buyer position has been filled on a temporary basis since March 2015,
funded by not filling the vacant cash and investments manager position. For fiscal 2016, this proposed
new Finance/Purchasing position will be offset by the elimination of one Finance/Risk Division
position.
Impact if not filled: A few of the implications of not adding this buyer position include –
Inability to properly oversee purchasing functions City-wide, related competitive processes, and
cost controls.
Weakened centralized purchasing can result in overspending for materials and services, versus
centralized City-wide purchasing, and increases the potential for fraud.
Timeliness of bids and RFP’s for departments would be impacted.
Less effective contract and vendor management.
Human Resources – Diversity and Equity Services
One fulltime Human Resources Analyst (1.0 FTE)
Budget increase - $57,890 (salary & benefits)
Justification: Historically, the Equity Service division performed two (2) major functions: conducting
one-time diversity training to new employees and responding to employee allegations of
discrimination. Since becoming part of Human Resources, a significant need has been identified for
additional programs and training. Adding an additional FTE will allow Human Resources to become
more proactive in this approach. It will enhance the ability to provide increased diversity and
awareness programs for City employees, educating supervisors and managers on th eir legal
responsibilities and working more closely with individual departments to foster greater understanding
of differences and enhance their ability to work as a team. By taking that proactive approach, it will
result in a reduced number of employee relations and equity related issues in the City. In addition, the
Analyst available will increase capabilities in addressing discrimination allegations that may arise and
reduce response time and reporting requirements.
Impact if not filled: The diversity program will continue to provide only minimal training for city
employees; the division will have a reduced capability to address equity complaints in a proactive
manner and the response time needed to complete those investigations will be increased.
Page 2 of 17
Library – Main Branch (Maker Space Support)
One fulltime Library Program Specialist (1.0 FTE)
Budget increase - $59,220 (salary & benefits) to be funded by the CRA
Justification: As part of the ULI report, one recommendation was to “Boost the Library”. It was
decided to do this with a two pronged approach, to enhance the library as a destination location and
to more closely align the library with the economic development plans for the downtown area. This
position is in support of the second objective. The Main Library is developing a Business/STEM
(Science, Technology, Engineering and Math) “Maker Space” on the 3rd floor, with an accompanying
youth program on the 2nd floor. It will provide equipment such as 3D printers, recording equipment
and specialized computer programs that will assist Tech Entrepreneurs to begin work on innovative
programs. It will also provide training on business and technology areas where a need has been
identified. Working with partner organizations like the Chamber of Commerce and the Taffie
incubator program, the library will identify those niches where we can support the overall Clearwater
Business Spark! Organization and assist entrepreneurs in developing their projects. This position
would be funding by the CRA through an Interlocal Agreement currently being drafted
Impact if not filled: The library has a perfect opportunity to impact the economic development efforts
in the downtown area with targeted program support. Without this position, the library would not be
able to add this new service area. Since funding is coming from the CRA, it will not impact the General
Fund.
Library – Main Branch (Maker Space Support 2)
One fulltime Library Program Specialist (1.0 FTE)
Budget increase - $59,220 (salary & benefits)
Justification: As part of the ULI report, one recommendation was to “Boost the Library”. It was
decided to do this with a two pronged approach, to enhance the library as a destination location and
to more closely align the library with the economic development plans for the downtown area. This
position is in support of the first objective. The Main Library is developing an Arts and Crafts area on
the Main Library 1st floor. One of the latest trends for libraries nationwide is to move from being a
more passive space where people come to pick up material or information, to a more active space
where people learn and create something they can take with them when they leave. When our public
was surveyed about the activities they would like to see in the library, Arts and Crafts had, by far, the
greatest support. The library will re-purpose a work room space and turn it into a studio. Partnering
with community groups and organizations to provide instruction, the public would be able to try
activities such as painting, jewelry making and sewing, enhancing the library as a destination space and
attracting people who are not already users. The person holding this position would be responsible for
developing those partnerships, creating the programs and monitoring the usage of the space.
Impact if not filled: The Arts and Crafts maker space is the service identified by the public as most
needed and wanted. Without a new position, library staffing is too tight to add any new service.
Page 3 of 17
Library – Main Branch (Extended Hours)
One fulltime Circulation Librarian (1.0 FTE)
Budget increase - $55,640 (salary & benefits)
One fulltime Reference Librarian (1.0 FTE)
Budget increase - $55,640 (salary & benefits)
One fulltime Youth Services Librarian (1.0 FTE)
Budget increase - $55,640 (salary & benefits)
Justification: As part of the ULI report, one recommendation was to “Boost the Library”. It was
decided to do this with a two pronged approach, to enhance the library as a destination location and
to more closely align the library with the economic development plans for the downtown area. This
position is in support of the both objective. In particular, it is difficult to partner with the business
community or provide educational activities in support of business activities if the library is only open
from 10 am to 7 pm with shorter hours on the weekends. The library frequently has requests to have
the building available for meetings that go to 8 pm or beyond, or to be open by 9 am for morning
meetings that can allow people to return to work without impacting their entire day. One asset the
library has to support downtown development is space for meetings, workshops, educational
programs or collaborative work activities. It also has the ability to support technology needs for this
type of programming. It doesn’t currently have the schedule of hours needed to support the partners.
These three positions would provide the coverage needed to open the library two evenings until 9 pm
and two mornings at 9 am. Because the Main Library has multiple floors and all areas are open when
the library is open, additional help would be needed on each level to support the additional hours.
Impact if not filled: Without these new positions, library staffing is too tight to add any additional
hours of service. The Main Library would be very limited in providing meeting room space for the
business community or even for City activities. An outstanding City asset would be unavailable to help
the City implement the vision it has for the downtown.
Library – Countryside Branch (Extended Hours)
One fulltime Librarian (1.0 FTE)
Budget increase - $54,540 (salary & benefits)
One part-time Library Assistant (0.6 FTE)
Budget increase - $13,640 (salary & benefits)
One part-time Page (0.4 FTE)
Budget increase - $8,100 (salary & benefits)
Justification: The Countryside Library was open 7 days a week and was the busiest library location.
With budget reductions during the recession, the facility went from 68 hrs/wk to 46 hrs/wk and is now
closed on Fridays. This request is to add the seventh day to the Countryside Branch schedule as the
Page 4 of 17
new facility opens in October. The library expects to see a large increase in usage with the excitement
of a new branch in a community that has always been very supportive of its library. Both the Library
and the Rec. Center expect to see a synergistic affect with the grouping of the City services in one
location, and there has always been a demand for a 7 day a week schedule. This would bring the total
number of hours per week to 51.
At the time the Countryside Branch expansion was added to the Penny III list back in 2007, the library
made a commitment to not expand the staffing needs to support a larger building. The staffing
increase requested above reflects that commitment. If the library hours are not increased at the
Countryside Branch, no new staffing is needed. The building was designed and constructed, and RFID
technology was incorporated, to insure staffing levels would not need to increase because of the larger
building size.
Impact if not filled: Without these new positions, library staffing is too tight to add any additional
hours of service. The Countryside Branch Library would continue to be open only 6 days a week. The
public demand for additional hours of service would not be met.
Parks and Recreation – Recreation Programming (Athletics)
One fulltime Recreation Program Coordinator (1.0 FTE)
Budget increase - $71,590 (salary & benefits),
$2,000 (operating costs, phone, mileage, uniforms)
Justification: One of the City’s key strategic directions is to facilitate the development of the economy
by maintaining and increasing sports tourism. The growth of sports tourism and athletic programs in
Clearwater coupled with the continued emphasis on providing citizens and visitors with outstanding
special events, has necessitated the need to add an additional coordinator. The Recreation
Superintendant has to dedicate upward of 20 hours a week to focus on the Athletic Section to provide
support for the one coordinator now in the system. Therefore, due to the increase and emphasis on
Sports Tourism and the desire to alleviate this responsibility from the Recreation Superintendent so he
can focus on strategic division wide issues, we are recommending the establishment of a new
Recreation Program Coordinator.
Impact if not filled: Either Special Events or Athletic events will suffer as there are not enough
working coordinators to cover both areas. The department could continue having the Superintendent
dedicate his time to athletics and sports tourism, however, the remainder of the recreation division
will not receive the quality of oversight and strategic direction that is needed
Page 5 of 17
Parks and Recreation – Parks and Beautification (Sid Lickton & Nortack Teams)
Two fulltime Parks Service Technicians (2.0 FTE)
Budget increase - $72,520 (salary & benefits),
$500 (operating costs, uniforms)
Justification: With the growth of sports tourism and athletic programming in Clearwater and the
addition of the Jack Russell Stadium, two Park Service Technicians are needed to provide necessary
maintenance to conduct the additional tournaments and events at Sid Lickton and Jack Russell as well
as provide day-to-day maintenance for Jack Russell.
Impact if not filled: The current staff would not be able to maintain Jack Russell Stadium. Therefore,
it would be closed and not used as a recreational asset. We would not be able to support and grow
sports tourism and many tournaments scheduled for Sid Lickton and programming at Jack Russell
Stadium would not occur.
Parks and Recreation – Recreation Programming
One Part-time Recreation Leader (0.5 FTE’s)
Budget increase - $0
No additional funding was added to the FY16 budget for this position. Staff was directed to absorb
this cost (approximately $13,030) within the department budget.
Justification: Due to changes in scheduling for Pinellas County schools, there is now an 11 week
summer break rather than the traditional 10 weeks for which we currently budget. In order to service
the children and youth during this one additional week of summer, we are requesting an additional
1040 hours or 0.5 FTE’s.
Impact if not filled: Day camps would be reduced to 10 weeks rather than 11 weeks. Parents would
need to find other opportunities of activities for their children during the last week in summer.
Planning and Development – Planning
One fulltime Neighborhoods Coordinator (1.0 FTE)
Budget Increase - $65,510 (salary & benefits), $123,000 (Operating supplies: $13,000 +/- for Existing
Programs (Neighborhoods’ Day, etc.) and $110,000 for new initiatives and projects execution)
Justification: To develop and coordinate the City’s neighborhood engagement and outreach activities
to provide enhanced collaboration with neighborhoods in support of public safety, infrastructure and
quality of life improvements and community-building initiatives.
Functions & Focus:
Liaison with neighborhood associations as a lead City contact and for purposes of coordinating
the annual Neighborhood’s Day and any related activities.
Develop a Placemaking manual, process and program in support of public improvements that
address neighborhood economic, social, safety and resiliency.
Page 6 of 17
Coordinate a multi-year neighborhood improvement assessment of Placemaking projects for
evaluation of projects meeting defined criteria for funding and project development. The
assessment process will include pre-evaluation surveys of neighborhood residents and
business owners and post-improvement results.
Work collaboratively with employee teams, across departments, to develop a systems
approach for neighborhood outreach on key City priorities and initiatives, which includes
innovative engagement strategies that increase input and feedback on City services and
infrastructure improvements.
Impact if not filled: City Council has expressed an interest in a higher level of neighborhood
engagement, which was dramatically reduced during the recession. Staff identified this approach as a
possible alternative to restoring pre-recession program and staffing levels. If not filled, staff will
remain at .5 FTE to provide limited neighborhood association liaison work and coordinate the annual
Neighborhood’s Day.
Planning and Development – Code Compliance
One fulltime Code Enforcement Officer (1.0 FTE)
Budget increase - $51,600 (salary & benefits) $2,570 (operating expenses)
Justification: Restore position eliminated during constrained budget years. This position was
eliminated upon retirement of the incumbent. Would impact enforcement resources by reducing
increased coverage demand resulting from reduction in staff. Code compliance is one area in which
some compliance issues resulting from economic downturn increased coincided with reductions in
levels of staff resources to address them. This would restore pre-recession staffing levels.
Impact if not filled: Failure to replace the position results in constrained resources and limits ability to
engage in pro-active enforcement.
Police Department – Report Review Team
Four part-time Police Report Reviewers (2.7 FTEs)
These existing positions were previously funded by a grant
Budget increase - $97,510 (salary & benefits)
Justification:
In the 2014/2105 budget, the 2.7 part-time Police Report Reviewer FTEs were funded by a
combination of the Investigative Cost Recovery Program ($39,227) and the Justice Assistance
Grant ($58,283).
The Justice Assistance Grant funds are not best utilized for reoccurring personnel cost, and are
more appropriately utilized for other purposes.
The Police Department believes the current system of report review is more efficient than having
field supervisors review reports.
A smaller group of reviewers (4 part time positions) allows for greater consistency in report
accuracy.
Page 7 of 17
Field supervisors are able to provide more oversight of employees working in the field.
Additional oversight of employees in the field allow for issues or errors to be indentified early and
correctly more efficiently.
The Department will need to reallocate the JAG funding source use for this program to cover the
costs associated with purchasing replacement TASERS (3 year cycle).
The Department will need to reallocate the Investigative Cost Recovery Program funds to support
a program that will fill the void of the Clearwater AmeriCorps program since funding for that
program is scheduled to expire December 31, 2015.
Impact if not filled:
Should this proposal not be approved, the department would discontinue the Report Review
Team.
The responsibility of reviewing reports would become the duty and responsibility of the
supervisors.
The report quality would decrease and potentially have a negative impact on the reputation of the
agency with the Office of the State Attorney.
The time it would take for a report to be approved would become extended.
Field supervisors would have less time to observe employees in the field and identify learning
opportunities for improved service quality.
Field supervisors are currently working supervisors, and additional officer FTEs would be necessary
to compensate for the time supervisors would dedicate to report review.
Police Department – Patrol
Two fulltime Police Officers (2.0 FTE)
Budget increase - $136,380 (salary & benefits)
Justification:
The city of Clearwater has experienced significant growth in the past several years which has
increased the service demands of the police department. The beach area that was once a seasonal
attraction is now a year round attraction for tourist and local citizens.
In 2011, there were 20 officers assigned to District I (Clearwater Beach). Currently, due to
increased demand, the police department has reallocated resources 9 officers and had 2 additional
positions added to the police department budget to reach a level of 31 officers assigned to District
I (Clearwater Beach).
The city of Clearwater is experiencing growth throughout the city, not just in District I. This
development includes new businesses and the construction of new homes and apartment
complexes.
These new apartment complexes and single family developments include: Broadstone Apartments
(240 units), Solaris Apartments (426 units), apartments at Prospect Ave. & Cleveland St. (257 units)
and luxury homes (50) at McMullen Booth and Union. Other increased demand includes a new
BayCare facility and an expanded Westfield Mall.
There is a developing trend, nationally and locally, of increased violent crime and auto thefts.
Page 8 of 17
Municipal staffing ratios indicate that per capita, the Clearwater Police Department is one of the
lowest in the county when compared to cities that are not a robust tourist destination.
The Clearwater Police Department is currently at 2.12 and is unique to the other agencies as we
are servicing a more robust tourist destination.
Other staffing ratios for comparison: The St. Petersburg Police Department - 2.46, Pinellas Park
Police Department – 2.60, and the Largo Police Department – 2.14.
For comparison, Daytona Beach Police Department has a staffing ratio of 3.82.
The additional FTEs would be used to conduct bicycle patrols that would occur in specific areas in
District II/III as identified through crime analysis to address crime patterns, conduct bicycle patrols
that support community outreach efforts (malls, strip stores, city parks), support the District I Anti-
Crime Team conducting enhanced ordinance (alcohol, skateboard, etc) enforcement on District I,
conduct proactive details addressing issues with prolific and chronic youthful offenders.
These officers would conduct enhanced patrols at the beach area of the Courtney Campbell
Causeway, Ream Wilson Trail, etc.
Impact if not filled:
Should the positions not be approved, the department would become more reactive than
proactive. The department had been successful with the current staffing levels because there was
a national downturn in crime.
The projected national trend is that there will be an increase in crime, which is already beginning
to be seen in the data.
Absent these positions, the department will not have the resources to address developing trends
or effectively prevent trends and will become less proactive, and be forced to be reactive,
Resources would need to be pulled from giving attention to quality of life issues to focus on more
serious crime.
Police Department – Criminal Investigations
One fulltime Police Service/Crime Scene Technician (1.0 FTE)
Budget increase - $52,990 (salary & benefits)
Justification:
The Police Department has seen a significant increase in the relationship between technology and
crime. The Police Department believes that in the future, we will see this relationship further
increase and that there will be a pervasive use of technology to facilitate crime.
The Clearwater Police Department currently tasks a detective with the responsibility of recovering
electronic evidence and conducting analysis of electronic evidence. This was a feasible structure
when the demand was minimal. Since the demand has significantly increased, the current
detective is unavailable to conduct other investigative duties and is primarily conducting the duties
of dealing with the technology associated with criminal offenses.
Due to the detective having other responsibilities, obtaining digital images of suspects or an
analysis of data can be delayed, reducing the likelihood of successfully closing a case. Since a small
portion of offenders commit a large portion of crime, and are serial in nature, this can result in
additional crime and more victims.
Page 9 of 17
This position would support the detectives of the Economic Crimes Unit by collecting evidentiary
documents, preparation of subpoenas, and the analysis associated with financial crimes.
Identity theft and fraud are growing trends and there is a close relationship to this crime category
and the use of technology and the Internet.
The efficient way to address the developing trends and new demands of technology related crime
is for the Police Department to add a non-sworn FTE in the form of a PST – Crime Scene Technician
to the Criminal Investigations Division – Economic Crimes Unit.
This proposal is mindful of the need to be fiscally responsible, seeking the most cost effective
position to address this investigative need. Should the position not be approved, the department
would be required to neglect the investigative responsibilities currently assigned of a detective in
the Intelligence Unit.
Impact if not filled:
Should this position not be approved, the recovery of digital evidence will not be completed in a
timely manner and the solvability of criminal offenses would be reduced.
A decrease in solvability or delay in closing cases would result in increased crimes and additional
victims.
Should these positions not be filled, the Police Department would not prepared for this developing
trend and would lack the ability to efficiently collect this niche of evidence.
Police Department – Communications
Two full-time Police Communications Operator (2.0 FTEs)
Budget increase - $0 (to be funded through salary savings)
No additional funding was added to the FY16 budget for this position. The department will fund
these FTE through the salary savings that occurs from regular frictional unemployment.
Justification:
The Police Communications Center has experienced a significant turnover in the past several years.
As a result of the higher turnover rate, the Communications Center traditionally operates at
staffing levels under the budgeted FTE positions.
There are several personnel that are scheduled to retire in the next budget year.
The department has put in place mechanisms to address this turnover, to include a new shift
schedule, leadership change, and an additional screening process to identify the best candidates.
While it will take time to effectively evaluate the impact of these changes, the department needs
to position itself to get in front of the turnover curve.
The Communications Center is currently staffed with 39.6 FTE’s.
The current attrition rate for fiscal year 2014/2015 is 18%.
The state regulated Communication Operator training takes approximately 12 months to
complete.
Although the department has implemented methods to reduce the number of candidates that fail
to complete the training program, the current rate of successful completion is less than 70%.
In fiscal year 2013/2014, the Center handled 187215 calls for service, a 13% increase above the
previous average of 165,800.
Page 10 of 17
The issues currently being experienced by the police department are an industry problem that the
Police Department seeks to be first to fix it.
Impact if not filled:
Should this request not be approved, the Communications Center will continue to face staffing
issues.
The police department recognizes the Communications Center is the citizen’s first contact with the
police department when the citizen is experiencing an issue.
Inadequate staffing will negatively impact the department’s ability to provide the responsive
service standard that has been established.
During a critical incident, key information may not be obtained due delays in answering calls
because of low staffing levels.
Public Communications
One Full-time Graphic Artist (1.0 FTE)
Budget increase - $49,500 (salary & benefits)
Justification: To assist with the additional work load of photography and graphic design requests.
Graphic design work orders for items such as brochures, Sunshine Lines, MyClearwater magazine,
business cards, logo design, etc. have been steadily increasing. The work order numbers are as follows:
FY2011 - 578
FY2012 - 598
FY2013 - 591
FY2014 - 661
FY2015 (6 months) - 381
In the 2009/10 FY we eliminated one graphic artist position. We anticipate even more of an increase in
demand for graphic design services with the communications associated with special events, once-a-
week trash pickup, Clearwater SPARK, and the redesign of all collateral, business cards, and giveaways
when the new brand is rolled out. There will also be a need for graphic design consultation with the
website re-design.
Impact if not filled: Increase to photography BPO for more out-of-house event, head-shots and studio
photography support; delays in graphic design work order completion; SPARK graphic design and
website design done out of house at an increased cost to Economic Development; and an increase in
professional service fees to contract freelance graphic design services. We currently have
approximately $10,000 budgeted for outsourced freelance services. That would need to increase to
cover magazine design as well as various projects. Departments would need to fund the extra
expenses to get their work prioritized.
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STORMWATER FUND – FTE ADDITIONS:
Stormwater Maintenance
One fulltime Street Sweeper Operator (1.0 FTE)
Budget increase - $46,420 (salary & benefits)
Two fulltime Stormwater Technicians (2.0 FTE)
Budget increase - $79,400 (salary & benefits)
Justification:
The City has increased the frequency of our Street Sweeping to increase the amount of pollutants
that are collected before they are washed into our storm system.
The City has reorganized the Stormwater Maintenance staff and created a second construction
crew that is short two members.
In the last five years the City has annexed approximately 170 acres (340 parcels), 8 miles of roads
and all of the associated drainage features.
Impact if not filled:
Street Sweeping is the most cost effective method of collecting pollutants before they end up in
our water bodies and helps maintain compliance with our permits.
City has increased our maintenance responsibilities and plan to continue with the same or better
level service.
GAS FUND – FTE ADDITIONS:
Gas Operations
Three fulltime Gas Technician II (3.0 FTEs)
Budget increase - $141,780 (salary & benefits)
One fulltime Gas Technician III (1.0 FTEs)
Budget increase - $55,420 (salary & benefits)
One fulltime Gas Specialist (1.0 FTEs)
Budget increase - $61,690 (salary & benefits)
Justification: With the success in signing Developer Agreements (5,000+ new homes) and the initiation
of Service Agreements, additional crews are needed to meet the customer installation demands in the
Installation department and repairs in the Service department.
Impact if not filled: Decreased customer satisfaction with delays in installations and repairs.
Page 12 of 17
WATER AND SEWER FUND – FTE ADDITIONS:
Public Utilities – Maintenance
One fulltime Plant Mechanic (1.0 FTE)
Budget increase - $48,320 (salary & benefits)
One fulltime Electronic Technician (1.0 FTE)
Budget increase - $52,250 (salary & benefits)
Justification: The anticipated work-load for the maintenance and instrumentation service teams has
greatly increased. This increase is due to the effort that must be undertaken to properly complete the
daily, weekly and monthly preventive maintenance and repair tasks needed to ensure the long-term
operation of the large number of new pieces of equipment associated with the expansion of the RO #1
water treatment facility, the construction of the new RO #2 water treatment facility and the
construction of 15 new raw water wells in accordance with the manufacturer’s recommendations.
The expanded RO#1 facility includes 63 new pieces of major mechanical and instrumentation
equipment.
The newly constructed RO#2 facility includes 296 new pieces of major mechanical and
instrumentation equipment.
Typical new equipment includes: Pumps, motors, PLC (programmable logic) controllers, HMI
(human machine interface) terminals, motor operated valves, pressure sensors, flow meters,
analyzers and level sensors, etc.
Impact if not filled: The long-term life of the equipment, and therefore the facilities on the whole, are
dependent on proper preventative and reactive maintenance. In addition, the manufacturers’
warranties for all the new equipment require that this level of maintenance be completed. Without
proper preventive and reactive maintenance the City’s investment in the new facilities will be wasted
and the benefit of providing our own supply of water instead of purchasing water from Pinellas County
will not be realized.
Public Utilities – Laboratory
One fulltime Utilities Chemist (1.0 FTE)
Budget increase - $59,620 (salary & benefits)
Justification: An employee is needed to handle the additional workload from the expansion of the RO
#1 Water Treatment facility, the new RO #2 Water Treatment facility and the construction of 15 new
raw water wells. The laboratory performs testing required by the Wastewater and Water
Departments that previously were being sent elsewhere. Also, any outside testing results received has
to be input into the LIMS system, quality assurance and quality control of the data needs to be
performed.
Impact if not filled: The chemists working at the laboratory will not have the time to perform the
tasks they now do, plus the additional testing. The laboratory runs the risk of losing efficiency and
quality control of the Laboratory tasks.
Page 13 of 17
PARKING FUND – FTE ADDITIONS:
Parking – Parking Enforcement
One part-time Parking Assistant (0.7 FTE)
Budget increase - $59,620 (salary & benefits)
Justification: An additional Parking Assistant would provide customers with the following: acceptance
of walk-in payments; respond to incoming calls; review and adjudication of citation appeals in person
and online; routine correspondence (citizen questions, complaints, concerns, etc.). Also they would
process refunds for overpayment, deposits, court scheduling, process collection vouchers and website
inquires.
After ten months operating the new office with one FTE the following stats were captured from
January until July 16, 2015:
4941 – Phone Calls (Incoming/Outgoing)
3869 – Voicemails
409 – Outgoing Mail
2889 – Incoming Mail
578 – Appeals/Dismissals
945 – Emails
23 – NSF/Refunds
243 – Transfers of Liability
313 – Manual Citations Entered
729 – Walk-Ins
465 – Fax/Scans received
This volume is more that can be efficiently handled by one FTE, thus the need for the additional
part time (0.7) FTE.
Impact if not filled: Because of the increased need for customer service for parking citation
processing, customers are not always getting prompt service. The wait time will be significantly
reduced with an additional person to assist with all citation processing duties.
Parks and Recreation – Beach Guard Program
Additional part-time seasonal Beach Lifeguards (1.4 FTEs)
Budget increase - $40,770 (salary & benefits)
Justification: Additional life guards are needed to staff a new lifeguard stand being proposed for the
South Beach Area. Due to the growth in tourism (17%) over the past 5 years (statistics from CVB), and
development of new properties in the South beach are, an additional life guard stand is needed to
protect the increased number of persons using the beach in this area.
Impact if not filled: Only five staffed lifeguard towers, less coverage of south beach.
Page 14 of 17
MARINE FUND – FTE ADDITIONS:
Marina (Beach)
One fulltime Tradesworker (1 FTE)
Budget increase - $49,590 (salary & benefits)
Justification: Historically, we were at the FTE levels we are addressing here (since my arrival in1998
we have lost staff and gained facilities and assets to maintain); In1998 the Marine Department had 4
tradesworkers and a supervisor. Since then we added the Airpark, doubled the size of the Sailing
center significantly increased the dockage and storage, increased membership 8 fold, added 3 fishing
piers on Sand Key, added the Marina Downtown and approximately 50 Aids to Navigation. A
tradesworker was deleted in FY 2010 due to fiscal driven reductions taken with the opportunity of the
retirement of a supervisor. A lead worker was promoted to supervisor (at a lower level than the
predecessor) leaving 3 tradesworkers and one supervisor to do what 4 tradesworkers and 1 supervisor
had done previously. Since that time (FY 2010) there have been increased demands for maintenance
due to:
The number and size of beach/marine events increasing and the facilities aging and/or at capacity.
Public events added downtown which impact the waterfront with wear and tear on the Clearwater
Harbor Marina; adding/servicing parking machines at Seminole Street Launch Ramps which
requiring service on the weekends when jammed. Additionally at Seminole St. Ramps, increased
use, vessel weight and trailer size has exponentially increased wear and tear on pavement and
ramps.
Increased occupancy in the Harbor Marina (at over 90% for the past 2 years)
Increased programs at the Community Sailing Center (now a US Sailing Certified Paralympic
Training facility). Our increased visibility has drawn in the Canadian Olympic team for winter
training (last two years) and the Norwegian Olympic Sailing Team last winter. We see this
increasing with added support required for dock maintenance and replacement. (Agenda item is
forthcoming to replace/improve a floating dock, storage racks and man-rated personnel lifts)
Increased foot traffic in the Marina and on Pier 60. Amazingly our construction in both the Beach
Marina and Pier 60 has not slowed down the increase in activity. Pier 60 in particular as a general
fund operation it is generating a profit in excess of 100,000.00 to the general fund after decades of
losses to the general fund.
Impact if not filled:
Deterioration of maintenance of existing facilities
We would be unable to catch up on work list items not completed (Aids to Navigation
maintenance, such as faded day boards, buoys replaced/serviced to minimize outages)
Deteriorating customer service and less than acceptable boater experience (increasingly reported
in an online database of destination marinas in a service called “Active Captain”. This sets the tone
for our “First Impression” with a clean and well maintained facility.
We would lose our Clean and Resilient Marina Status Downtown and Clean Marina Status at the
Beach Marina.
Increased safety of our aging undersize floating dock and personnel lifts at the sailing center for
increased paralympic and Veteran alternative therapy programs.
Page 15 of 17
CLEARWATER HARBOR MARINA FUND – FTE ADDITIONS:
Clearwater Harbor Marina
One fulltime Custodian (1 FTE)
Budget increase - $33,710 (salary & benefits)
Justification: Since opening the Clearwater Harbor Marina has utilized its Marine Facility Operators (1
FTE) to empty trash, wash down the docks as well as operate the office renting slips and handling daily
customer service interactions. While augmented with additional staff for events, with our current high
occupancy rate and increased demand on weekends as well as special events providing support from
the Beach Marina shorts both the customers and staff at each location and others within the
department.
We supply custodial services a several locations: Beach and Harbor Marinas, Sand Key Fishing
piers, Seminole Launch Ramps for special events (i.e. Super Boat race, 4th of July fireworks) and as
needed before and after long weekends and city celebrations.
We have received increasing complaints for better and faster service
Support at the Clearwater Harbor Marina would help us maintain our highest ranking recognition
as a Clean and Resilient Marina and free our Marine Facility Operators to increase their availability
to customers for improved and expedient customer service.
It would provide for an additional person to be at the location to minimize the intrusion into the
tenant locker rooms by the local transient park based population. This would provide an increased
level of public safety and customer peace of mind. The level of cleanliness of restroom and shower
facilities is highly valued by marina tenants and vacationing boating guests.
Impact if not filled:
Deterioration of Customer service due to our current high occupancy rates
Loss of Customers
Inability to raise rates (we currently offer almost no amenities) any loss in cleanliness, security,
peace of mind would negatively impact our marketing ability
Loss of status and Clean and Resilient Recognition by the State DEP
Not staying in front of upkeep of facility. It is currently “as new”. Not having the additional staff to
see wear and tear items and interact with our customers (who are our front line on spotting any
deterioration) would lead to a bad impression and less assurance that talking to staff would result
in immediate action before and adverse condition existed.
Page 16 of 17
GENERAL SERVICES FUND – FTE ADDITIONS:
Building & Maintenance
One fulltime Licensed Electrician (1 FTE)
Budget increase - $63,890 (salary & benefits)
Justification:
In January 2014 the city decentralized the electrician staff sending four electricians and a
supervisor to the Public Utilities department. This left three electricians to cover all remaining city
facilities and special events. This has placed a tremendous burden on the remaining three
electricians. The over time normally split between eight to nine individuals is the same, only now
it is being shared among three. i.e. FY12 Over time (8) = $14,057, FY13 Over time (9) = $12,663,
FY14 Over time (after decentralization – 3) = $14,998, FY15 Over time (3) to date = $14, 806
It should be noted that the number of facilities, equipment, and special events has not changed
even though there has been a two thirds reduction in personnel to accomplish the same tasks.
Some of the work has been outsourced, but most of the time still requires some oversight by a city
staffer.
Impact if not filled: The three will continue to generate the over time previously done by eight and
increase the possibility of an injury or illness due to fatigue. This is especially critical during the “event
season”. From February through April they are required to work weekends and or be on standby. The
additional FTE will allow the work load to be more evenly shared and decrease the fatigue factor and
possibly mitigate serious injury due to fatigue.
Building & Maintenance
One fulltime Tradesworker/Plumber (1 FTE)
Budget increase - $55,500 (salary & benefits)
Justification:
The Trades worker or plumber position is requested due to the amount of plumbing work that is
outsourced. During the personnel reductions of the FY11/12 budget we eliminated two
tradesworkers and two plumbers. Over the last three fiscal years the city paid; FY12 $118,000,
FY13 $155,000, FY14 $119,000 for plumbing services and are on track this year to pay
approximately $120,000. We believe that bringing back a full time plumber will reduce costs in
this area.
It should be noted that although those positions were eliminated, since that time we have taken
two buildings off of the cities’ inventory and added one with the opening of the PU RO Plant.
Impact if not filled: We will continue to pay the costs associated with using an outside company to
respond to our plumbing needs citywide.
Page 17 of 17
GARAGE FUND – FTE ADDITIONS:
Fleet Operations
One fulltime Fleet Mechanic (1 FTE)
Budget increase - $57,450 (salary & benefits)
Justification:
The additional mechanic will be added to the solid waste section of fleet maintenance. During the
personnel reductions of the FY11/12 budget we eliminated one fleet mechanic from this shop.
That coupled with the slowed attrition of solid waste vehicles from the fleet has caused a
considerable spike in over time to keep the required number of trucks on the road. Although
some of the work has been outsourced the addition of one mechanic will help to reduce the
amount of overtime and the number vehicles that have to be sent out for repair. FY12 Over time =
$12,941, FY13 Over time = $10,676, FY14 Over time = $60,734, FY15 (to date) = $59,963.
It should be noted that although a position was eliminated from the solid waste shop, the number
of solid waste vehicles stayed the same and the fleet aged due to restricted replacements to
conform to reduced vehicle CIP budgets.
Impact if not filled: We will continue to manage vehicle repairs and services through the judicial use
of outsourcing and over time when necessary increasing that budget line item.
FY 13/14 FY 14/15 FY 14/15 FY 15/16 Inc/(Dec)
Approved Approved Amended Proposed Over 14/15
Department FTEs FTEs FTEs FTEs Amended
GENERAL FUND
City Council 1.0 1.0 1.0 1.0
City Manager's Office 7.0 7.0 7.0 6.0 (1.0)
City Attorney's Office 11.0 11.0 11.5 11.5
City Audit 2.0 2.0 2.0 2.0
Economic Development & Housing Services
Economic Development 6.0 6.0 6.0 7.0 1.0
Housing Services 4.0 4.0 4.0 4.0
Economic Development & Housing Services 10.0 10.0 10.0 11.0 1.0
Engineering:
Engineering Production 34.0 34.0 34.0 34.0
Traffic Operations 21.0 21.0 21.0 21.0
Engineering 55.0 55.0 55.0 55.0
Finance 25.5 25.5 28.5 29.5 1.0
Fire
Administration 8.0 9.0 9.0 9.0
Support Services 3.0 2.0 2.0 2.0
Fire Prevention Services 8.0 8.0 8.0 8.0
Fire Operations 123.0 123.0 123.0 123.0
Emergency Medical Services 59.0 59.0 59.0 59.0
Fire Department 201.0 201.0 201.0 201.0
Human Resources
Administration 3.0 3.0 3.0 2.0 (1.0)
Recruitment, Selection and Training 3.7 4.7 4.7 4.7
Compensation and Classification 2.0 0.0 0.0 0.0
Employee Labor Relations 2.5 2.0 2.0 2.0
Equity Services 2.0 2.0
Human Resources 11.2 9.7 9.7 10.7 1.0
Library
Centralized Library Services 17.3 17.3 17.3 17.3
Main Library 25.6 25.6 25.6 30.5 4.9
Countryside Branch Library 13.1 13.1 13.1 15.1 2.0
East Branch Library 13.2 13.2 13.2 13.3 0.1
North Greenwood Branch Library 3.0 3.1 3.1 3.1
Beach Branch Library 1.4 2.1 2.1 2.1
Library 73.6 74.4 74.4 81.4 7.0
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
1
FY 13/14 FY 14/15 FY 14/15 FY 15/16 Inc/(Dec)
Approved Approved Amended Proposed Over 14/15
Department FTEs FTEs FTEs FTEs Amended
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
Marine Operations
Pier 60 7.5 7.5 7.5 7.8 0.3
Marine Operations 7.5 7.5 7.5 7.8 0.3
Office of Management & Budget 3.0 3.0 0.0 0.0
Official Records & Legislative Services 8.0 8.0 8.0 8.0
Parks & Recreation
Administration 20.0 20.0 20.0 20.0
Recreation Programming 71.2 73.9 73.9 75.4 1.5
Parks & Beautification 96.0 96.0 96.0 99.0 3.0
Streets & Sidewalks 12.0 11.0 11.0 10.0 (1.0)
Parks & Recreation 199.2 200.9 200.9 204.4 3.5
Planning and Development
Planning 15.0 15.0 15.0 16.0 1.0
Construction Services 26.0 26.0 26.0 26.0
Code Compliance 13.0 13.0 13.0 14.0 1.0
Planning & Development 54.0 54.0 54.0 56.0 2.0
Police
Office of the Chief 8.0 8.0 8.0 9.0 1.0
Criminal Investigations 56.0 53.0 53.0 61.3 8.3
Patrol 173.5 176.5 176.0 196.6 20.6
Support Services 68.4 68.4 68.4 44.2 (24.2)
Communications 39.6 39.6 39.6 41.6 2.0
Police 345.5 345.5 345.0 352.7 7.7
Public Communications 9.0 9.0 9.0 10.0 1.0
TOTAL, GENERAL FUND 1023.5 1024.5 1024.5 1048.0 23.5
UTILITY FUNDS
Gas System
Administration & Supply 9.6 9.6 9.6 9.6
Pinellas Gas Operations 50.0 52.0 52.0 52.0
Pasco Gas Operations 15.0 16.0 16.0 21.0 5.0
Gas Marketing & Pinellas Sales 8.4 9.4 9.4 9.4
Total Gas Fund 83.0 87.0 87.0 92.0 5.0
2
FY 13/14 FY 14/15 FY 14/15 FY 15/16 Inc/(Dec)
Approved Approved Amended Proposed Over 14/15
Department FTEs FTEs FTEs FTEs Amended
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
Public Utilities
Public Utilities Administration 6.0 7.0 7.0 7.0
Wastewater Collection 24.0 24.0 24.0 24.0
Public Utilities Maintenance 26.0 27.0 27.0 29.0 2.0
WPC Plant Operations 40.0 40.0 40.0 40.0
WPC Laboratory 8.0 8.0 8.0 9.0 1.0
WPC Industrial Pretreatment 6.0 6.0 6.0 6.0
Water Distribution 36.0 36.0 36.0 36.0
Water Supply 13.0 19.0 19.0 19.0
Reclaimed Water 17.0 17.0 17.0 17.0
Total Water & Sewer Fund 176.0 184.0 184.0 187.0 3.0
Stormwater
Public Utilities
Stormwater Maintenance 39.0 39.0 39.0 42.0 3.0
Engineering
Stormwater Management 10.0 10.0 10.0 10.0
Total Stormwater Fund 49.0 49.0 49.0 52.0 3.0
Solid Waste
Solid Waste Administration 6.7 6.7 6.7 6.7
Solid Waste Collection 83.8 83.8 83.8 83.8
Solid Waste Transfer 11.0 11.0 11.0 11.0
Container Maintenance 10.0 10.0 10.0 10.0
Total Solid Waste Fund 111.5 111.5 111.5 111.5
Recycling
Residential 10.0 10.0 10.0 10.0
Multi-Family 3.0 3.0 3.0 3.0
Commercial 9.0 9.0 9.0 9.0
Total Recycling Fund 22.0 22.0 22.0 22.0
TOTAL, UTILITY FUNDS 441.5 453.5 453.5 464.5 11.0
OTHER ENTERPRISE FUNDS
PWA/Parking
Parking System 14.7 14.7 14.7 14.7
Parking Enforcement 7.0 7.0 7.0 7.7 0.7
Beach Guard Operations 12.0 12.0 12.0 13.4 1.4
PWA/Parking 33.7 33.7 33.7 35.8 2.1
Marine
Marina Operations 17.1 17.1 17.1 17.9 0.8
Marine Fund 17.1 17.1 17.1 17.9 0.8
3
FY 13/14 FY 14/15 FY 14/15 FY 15/16 Inc/(Dec)
Approved Approved Amended Proposed Over 14/15
Department FTEs FTEs FTEs FTEs Amended
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
Airpark
Clearwater Airpark Operations 1.4 1.4 1.4 1.4
Airpark Fund 1.4 1.4 1.4 1.4
Clearwater Harbor Marina
Clearwater Harbor Marina Operations 5.6 5.6 5.6 6.7 1.1
Clearwater Harbor Marina Fund 5.6 5.6 5.6 6.7 1.1
TOTAL, OTHER ENTERPRISE 57.8 57.8 57.8 61.8 4.0
INTERNAL SERVICES FUNDS
Utility Customer Service 44.0 44.0 44.0 43.0 (1.0)
Finance / Risk Management 5.0 5.0 5.0 4.0 (1.0)
General Services
Administration 7.3 7.3 7.3 6.3 (1.0)
Building & Maintenance 25.0 25.0 25.0 27.0 2.0
Fleet Maintenance 33.0 33.0 33.0 34.0 1.0
Radio Communications 1.0 1.0 1.0 2.0 1.0
General Services 66.3 66.3 66.3 69.3 3.0
Employee Benefits / Human Resources 3.0 3.5 3.5 3.5
Information Technology
Administration 3.0 3.0 3.0 3.0
Network Services 11.0 11.0 11.0 11.0
Software Application 16.0 16.0 16.0 16.0
Telecommunications 1.5 1.5 1.5 1.0 (0.5)
Information Technology 31.5 31.5 31.5 31.0 (0.5)
Public Communications/Courier
Courier 0.8 0.8 0.8 0.8
Public Communications/Graphics 0.8 0.8 0.8 0.8
TOTAL, INTERNAL SERVICES 150.6 151.1 151.1 151.6 0.5
4
FY 13/14 FY 14/15 FY 14/15 FY 15/16 Inc/(Dec)
Approved Approved Amended Proposed Over 14/15
Department FTEs FTEs FTEs FTEs Amended
FULL TIME EQUIVALENT SUMMARY OF POSITIONS
SPECIAL PROGRAM FUND
Police Outside Duty Clerk 1.5 1.5 1.5 1.5
Human Trafficking Grant 0.0 0.0 0.0 0.0
AmeriCorp Program 11.8 11.8 11.8 11.8
SLEF - SRO Officers 3.0 3.0 3.0 3.0
Report Review Team Pilot Program 2.7 2.7 2.7 0.0 (2.7)
JWB Youth Programs 3.3 3.3 3.7 3.7
Special Events 0.0 0.0 0.0 1.0 1.0
TOTAL, SPECIAL PROGRAM 22.3 22.3 22.7 21.0 (1.7)
TOTAL, ALL FUNDS 1695.7 1709.2 1709.6 1746.9 37.3
5
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1592
Agenda Date: 8/17/2015 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Council
Agenda Number: 3.2
SUBJECT/RECOMMENDATION:
Council Discussion of Operating Budget
SUMMARY:
N/A
APPROPRIATION CODE AND AMOUNT:
N/A
USE OF RESERVE FUNDS:
N/A
Page 1 City of Clearwater Printed on 8/12/2015
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#15-1593
Agenda Date: 8/17/2015 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Council
Agenda Number: 3.3
SUBJECT/RECOMMENDATION:
Capital Projects
SUMMARY:
A.Changes to Penny for Pinellas (Penny) III Funding Schedule
a.Morningside Recreation Center
b.Joe DiMaggio Multipurpose Fields
c.Cooper’s Point Park Improvements
d.Crest Lake Park
B.Seminole Boat Ramp
Staff is seeking direction regarding proposed changes to capital funding.
APPROPRIATION CODE AND AMOUNT:
N/A
USE OF RESERVE FUNDS:
N/A
Page 1 City of Clearwater Printed on 8/12/2015
DRAFT 08/07/15 Estimates Penny III Penny III
Approved Proposed Amended Total
Projects Amendments Projects 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Approved
Beginning Balance:3,932,999 2,348,114 6,237,823 1,517,971 7,600,278 9,113,478 3,932,999
9,453,580 9,689,920 9,932,167 10,180,472 10,434,983 4,231,940 53,923,062
Gulf Boulevard Reimbursement 670,838 670,838 1,341,676 1,341,676 1,341,676 5,366,704
14,057,417 12,708,871 17,511,667 13,040,118 19,376,938 13,345,418 63,222,765
High Priority
Downtown Intermodal Facility 2,425,000 2,425,000 2,425,000 2,425,000
Police Vehicles 400,000 400,000 200,000 100,000 100,000 400,000
Fire Engines 1,121,650 1,121,650 549,830 571,820 1,121,650
Countryside Fire Station 3,297,910 3,297,910 3,297,910 3,297,910
Lakeview Fire Station 4,198,460 4,198,460 400,000 3,798,460 400,000 3,798,460 4,198,460
Clearwater Beach Fire Station 4,305,560 4,305,560 400,000 3,905,560 400,000 3,905,560 4,305,560
Police - Range Improvements 1,700,000 1,700,000 1,700,000 1,700,000
New AC System/Chiller - Police and MSB 1,750,000 1,750,000 1,300,000 450,000 1,750,000
Airpark - Replace Hangar C 265,000 265,000 25,000 240,000 265,000
Medium Priority
150,000 150,000 150,000 150,000 150,000
City-wide Seawall Replacement 1,702,000 (669,000) 1,033,000 283,000 283,000 283,000 283,000 283,000 287,000 1,033,000
Traffic Calming 1,020,000 1,020,000 170,000 170,000 170,000 170,000 170,000 170,000 1,020,000
Bridge Maintenance & Improvements 669,000 669,000 133,000 133,000 133,000 133,000 137,000 669,000
Countryside Library Renovation 248,918 248,918 248,918 248,918
Coachman Park Redevelopment 5,000,000 5,000,000 5,000,000 5,000,000
New Sidewalk Construction 2,833,250 2,833,250 472,000 472,000 472,000 472,000 472,000 473,250 2,833,250
Low Priority
Downtown Streetscaping 6,000,000 6,000,000 2,000,000 2,000,000 2,000,000 6,000,000
114,840
Youth Sports Fields Renovations 1,958,340 (1,843,500) 114,840 208,340 1,750,000 114,840
1,100,000
Neighborhood Parks Renovations 4,500,000 (150,000) 4,350,000 1,250,000 1,250,000 1,250,000 750,000 4,350,000
Moccasin Lake Park Master Plan Renov 400,000 400,000 400,000 400,000
Countryside Community Park Renovations 100,000 100,000 100,000 100,000
Joe DiMaggio Press Box & Storage 300,000 300,000 300,000 300,000
Joe DiMaggio Mulitpurpose Fields - 1,750,000 1,750,000 1,750,000 1,750,000
Cooper's Point Park Improvements - 150,000 150,000 150,000 150,000
Sid Lickton Batting Tunnels - 50,000 50,000 50,000 50,000
EC Moore 8 & 9 Renovations/Press Box 175,000 175,000 175,000 175,000
Frank Tack Park Parking Lot 399,500 399,500 399,500 399,500
700,000
Countryside Plex Restroom/Concession 656,500 43,500 700,000 656,500 700,000
500,000
Bicycle Paths-Bridges 2,250,000 2,250,000 250,000 500,000 750,000 750,000 750,000 2,250,000
Morningside Recreation Center - 2,580,000 2,580,000 2,580,000 2,580,000
Undesignated Future Penny Projects 6,750,000 (2,580,000) 4,170,000 6,750,000 4,170,000 4,170,000
Total Penny III Projects 53,757,088 53,757,088
Interfund Transfer/Debt Costs
First Station #45 - Principal 2,090,339 2,090,339 670,838 670,838 748,663 2,090,339
First Station #45 - Interest 85,170 85,170 41,807 28,390 14,973 85,170
Capitol Theatre - (Central Ins Fund loan)3,500,000 3,500,000 3,500,000 3,500,000
59,432,597 - 59,432,597 11,709,303 6,471,048 15,993,696 5,439,840 10,263,460 9,555,250 59,432,597
2,348,114 6,237,823 1,517,971 7,600,278 9,113,478 3,790,168 3,790,168
Planned Project Expenditures
Estimated Available Balance
Estimated Revenue
Penny for Pinellas - working draft
Fiscal Years 2014/15 - 2019/20
Penny III Proceeds