08/17/2015 - FTE Additions City Council Meeting Minutes August 17, 2015
City of Clearwater
City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
e
Meeting Minutes
Monday, August 17, 2015
5:00 PM
Special Council Meeting
Council Chambers
City Council
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City of Clearwater
City Council Meeting Minutes August 17, 2015
Roll Call
Present: 5 - Mayor George N. Cretekos, Vice Mayor Jay E. Polglaze (Arrived 5:03
p.m.), Councilmember Doreen Hock-DiPolito, Councilmember Hoyt
Hamilton and Councilmember Bill Jonson
Also Present: William B. Horne I I — City Manager, Jill Silverboard —Assistant City
Manager, Rod Irwin - Assistant City Manager, Pamela K. Akin - City
Attorney, Rosemarie Call - City Clerk, and Nicole Sprague — Official
Records and Legislative Services Coordinator
To provide continuity for research, items are listed in agenda order although not necessarily
discussed in that order.
1. Call to Order— Mayor Cretekos
The meeting was called to order at 5:01 p.m. at City Hall.
2. Citizens to be heard re items not on the agenda — None.
3. City Manager Reports
3.1 Full Time Equivalent (FTE) Additions
FTE Additions being proposed:
A. Library Activation (Urban Land Institute) - Hours and Maker Spaces
Library— Main Branch (Maker Space Support): 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
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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): 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 1 st 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.
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.
Library— Main Branch (Extended Hours):
Circulation Librarian (1.0 FTE)
Budget increase - $55,640 (salary & benefits)
Reference Librarian (1.0 FTE)
Budget increase - $55,640 (salary & benefits)
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
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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.
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):
Librarian (1.0 FTE)
Budget increase - $54,540 (salary & benefits)
Part-time Library Assistant (0.6 FTE)
Budget increase - $13,640 (salary & benefits)
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
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 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.
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.
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B. Neighborhood Services - Planning and Placemaking
Planning and Development— Planning: 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.
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.
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: 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.
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Failure to replace the position results in constrained resources and limits ability
to engage in pro-active enforcement.
C. Policing - Communications and Coverage
Police Department— Report Review Team: 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.
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.
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: Police Officers (2.0 FTE)
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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).
Clearwater is experiencing growth throughout the city, not just in District 1. 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.
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 11/111 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 1, 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.
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
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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: 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.
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.
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
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increased crimes and additional victims. 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: Police Communications Operator
(2.0 FTEs)
Budget increase - $0 (to be funded through salary savings)
No additional funding was added to the Fiscal Year 16 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.
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.
D. Branding - Public Communications
Public Communications: 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
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design, etc. have been steadily increasing. The work order numbers are as
follows:
•Fiscal Year (FY) 2011 - 578
•FY2012 - 598
•FY2013 - 591
•FY2014 - 661
•FY2015 (6 months) - 381
In the 2009/10 FY, the department eliminated one graphic artist position. Staff
anticipates 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.
If the position is not filled, staff anticipates an 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. Staff currently has 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.
Staff is seeking direction regarding any changes needed to the proposed FTE
additions.
Budget Manager Kayleen Kastel provided a PowerPoint presentation.
In response to questions, Library Director Barbara Pickell said staff will try to
work with partner organizations to make the Main Library available outside of
the proposed extended hours if needed. The facility currently opens at 10:00
a.m.; operating hours are established by usage. The Main Library will open at
9:00 a.m. on Mondays and Tuesdays. Ms. Pickell said the Main Library is
currently open on Fridays, Saturdays, and Sundays from Noon to 5:00 p.m.
During the economic downturn, many of the full-time staffing positions were
changed to part-time positions in order to incur cost savings. Assistant City
Manager Rod Irwin said the Community Redevelopment Agency will be
proposing the STEM Center in the upcoming budget and will fund some hours
for operating the Center. Ms. Pickell said 40% of the individuals who use the
Countryside Library are Clearwater residents. The City Manager said the
Countryside Recreation Center will not be open on Sundays.
Assistant City Manager Jill Silverboard said staff is attempting to create
synergy of the co-location of the Countryside Recreation Center and Library
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on Fridays without eliminating the Sunday hours since it is the day most used.
Parks and Recreation Director Kevin Dunbar said the Countryside Recreation
Center used to be open on Sundays because of citizen requests. The Sunday
hours were eliminated because it only averaged 10 individuals. Mr. Dunbar
noted that there is no Little League programming on Sundays. Ms. Pickell said
five additional hours are being proposed for Fridays, all Clearwater library
facilities are open on Fridays from Noon to 5:00 p.m.
In response to questions, Ms. Pickell said the proposed St. Petersburg
College (SPC)joint library will not be open on Sundays as most SPC libraries
are closed on Sundays. More than half of the libraries in the Pinellas County
Library Cooperative are open on Sundays. The Cooperative provided
$763,000 last year to serve nonresidents. The East Library is closed on
Sundays due to lack of usage, the N. Greenwood and Beach Libraries are
closed on the weekends.
In response to a suggestion that the current operating hours of the new
Countryside Library remain, Ms. Silverboard said staff had always intended to
open the facility at the enhanced level. When the new facility was discussed
last year, staff advised Council of the proposed staff increases for the
upcoming budget year.
In response to questions, Planning and Development Director Michael Delk
said staff has not drafted the job description and qualifications for the
Neighborhoods Coordinator yet, if approved, staff will begin the task. Ms.
Silverboard said staff anticipates the position will be a SAMP 3 position, the
individual would work independently and be a liaison with internal staff. The
City Manager said staff knows the .5 FTE cannot facilitate Neighborhoods Day
and engage the neighborhoods at their expected level.
Support was expressed for the staffing request.
Concerns were expressed that increasing the position by.5 FTE is needed.
In response to questions, Police Chief Daniel Slaughter said grant funding for
the human trafficking was eliminated over a year ago and the department has
absorbed the position under a different title. Past staffing reductions have not
negatively impacted the department. Chief Slaughter said the staffing changes
have led to efficiency improvements. If violent crimes continue to increase,
there may be a need to increase staffing.
Support was expressed for the staffing request.
In response to questions, Public Communications Director Joelle Castelli said
the person who currently does the Neighborhood's will be a full time position in
Parks and Recreation. All items with the sun and waves logo will be
redesigned with the new branding logo and color scheme. Before the staffing
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reductions, the department had two graphic artists on staff. Departments have
increased their demand for graphic work. The City's web redesign has been
on hold until the branding process is completed. If graphic work is outsourced,
the City would have less control and receive less per hour.
It was suggested that Economic Development increase staffing.
Assistant City Manager Rod Irwin said Economic Development staff is
considering staff increases for the Community Redevelopment Agency.
Council has chosen not to address the third phase of the Cleveland Street
Streetscape until the east gateway vision plan is completed. Economic
Development and Housing Director Geri Campos Lopez said staff works
collaboratively with Engineering to address stormwater infrastructure; the
community will be engaged when the design portion of the project is 60%
complete. There is a sidewalk contract coming in the next year. The
community has expressed a desire for angled parking, which is not allowed.
Parking would be addressed as part of the character district when the
downtown plan is done.
Ms. Kastel said Utilities has reduced their proposed staffing increase by 5,
only three additional positions are being requested.
3.2 Council Discussion of Operating Budget
Pickle Ball Courts
The City Manager said staff received a request from a citizen for pickle ball
lines on the courts at Bay Park in Sand Key. Parks and Recreation Director
Kevin Dunbar said staff estimates it will cost $60,000 annually to implement
pickle ball lines at neighborhood parks. Staff would convert tennis courts to
multipurpose courts. The City currently offers pickle ball courts at several
locations. During the recent Parks and Recreation Master Plan process, there
was interest from the Countryside area for pickle ball courts but scored poorly
when it was reviewed by the steering committee.
There was no consensus to pursue the request.
Clearwater Historical Society
The Mayor said the City Manager provided Council with information on how
other communities provided funding to their historical society's and asked if
Council wanted to provide a short term grant for the Clearwater Historical
Society.
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Discussion ensued with support expressed to provide funding to the
Clearwater Historical Society. It was stated that some cities provide $100,000
for a short-term basis and that a contribution has never been made by the City
in the past.
In response to a question, the City Attorney said a city grant would be subject
to an agreement.
Councilmember Hamilton moved to provide a $1,000 monthly grant for
three years and evaluate further. The motion was duly seconded and
carried unanimously.
The Council recessed from 7:07 p.m. to 7:15 p.m.
In response to a question, Ms. Kastel said all staffing changes will be effective
October 1.
In response to questions, Finance Director Jay Ravins said the current
pension fund credit balance is $10 million and the funded ratio is around 100.
The pension actuary provided a "what if"the total return on the portfolio,
including the equity market, the bond market and the real estate market
combined with a negative 15%. The City's current year to date return through
the first six months of calendar year 2015 is 1.4%, which equates to a 2.8%
return for the year. Given the volatility of the pension plan, the City's pension
plan is highly leveraged and dependent on investment returns. Given the
volatility, it would be difficult to say the plan ever has an adequate credit
balance. It is in the best interest of the City to be conservative and add to the
credit balance. The actuary is in favor of a healthy credit balance.
The City Manager said staff is not anticipating adding more FTE's to the
budget next year and that this is the city's first year adjusting to the new
economic environment. In response to a concern, Mr. Ravins said the City
has a diversified portfolio that is highly leveraged, staff manages the risk of the
portfolio with professional consultants. Because a large percentage of the
revenues for the pension plan come from those investment earnings, when
there is a downturn in the economy it impacts the City's plan much greater
than other pension plans that don't have as big of an investment portfolio.
3.3 Capital Projects
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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.
Budget Manager Kayleen Kastel reviewed the existing Penny List and
proposed changes.
In response to a question, Ms. Kastel said the Morningside Recreation Center
is an existing project with money being added to it. The Joe DiMaggio fields
are moving up three years, which will adjust the balance forward into next
year. Last year's undesignated future penny projects balance was
$6,750,000.
In response to questions, Parks and Recreation Director Kevin Dunbar said
the $225 per square foot cost estimate for the Morningside Recreation Center
comes from our consultants. The budget includes $100,000 for FF&E
(furniture, fixtures, and other equipment) and 7% for consultants to do the soft
cost work. Once all numbers have been compiled, the project will come back
before Council.
In response to questions, Assistant City Manager Jill Silverboard said ULI
projects and Council's priorities of those projects follow the public hearing on
the penny list for Fiscal Year(FY) 14. Council has the flexibility to shift
priorities with the undesignated funds. Previously, Council had decided to
not tie the undesignated penny money to a specific project. Funding for a
new city hall was eliminated from the budget. Ms. Kastel said money cut from
other projects in FYI resulted in a credit of$6.7 million. At that time, staff
was directed to look for money for city hall. It was then determined that the
$6.7 million be listed as undesignated funds instead of City Hall. Ms. Kastel
clarified specific projects are named and funded with money being allocated
from the youth sports fields and neighborhood park renovations, when the
time comes for Crest Lake Park renovations, a specific project will be named
and funded out of neighborhood park renovations.
Finance Director Jay Ravins said the undesignated money could be
eliminated and combined with the estimated available balance.
Crest Lake Park
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Parks and Recreation Director Kevin Dunbar said$1.5 million is designated in
the Fiscal Year(FY) 17118 budget. This amount would go toward design,
permitting, path improvements, upgraded lighting and amenities, restrooms,
up to 5 acres of tun`improvements and irrigation, 40 parking spaces and some
landscaping. There is currently$4.35 million available in neighborhood
parks. There are several other parks that have been designated for some
type of park improvement. With this design, 1.5 FTE's and an increase in
annual operating costs of$65,000 would be necessary.
In response to questions, Mr. Dunbar said there would be things that would
require disposal if the berms were eliminated. If eliminated, it could be part of
the 5 acres that will be improved. Ms. Silverboard said for the purposes of the
Penny 111 draft, staff needs direction to move this project forward in FYI 5116 if
Council desires. If Council wants to move forward, a master site plan for the
park needs to be created with construction beginning in FYI 6117. The
process would begin with a committee working with a professional consultant.
It would cost no more than $250,000 to get the design started. Remaining
funds not used toward design will remain in the project for construction.
Vice Mayor Polglaze moved to allocate $250,000 out of neighborhood
park renovations into Crest Lake Park for park design in FY 15/16. The
motion was duly seconded and carried unanimously.
Seminole Boat Docks
Marine and Aviation Director Bill Morris said the concrete and ramp are being
destroyed by boats and trailers that are too large for the launching facility and
he would like to replace parts of the pavement with concrete instead of asphalt
which would cost approximately$8,000. A total repave of the facility with
concrete in the area at the top of the launch ramp would cost $200,000. The
ramps were designed for boats 26 feet and under. Fish and Wildlife
determined that boats larger than 26 feet are not trailer-able. Mr. Morris said
he has seen boats as large as 35 feet launching from this facility. In response
to a suggestion, Mr. Morris said he would have to consult with engineering to
see if it would be possible to drop the concrete at the top of the ramp and
replace with a French drain rather than concrete the area. Only about 6
super boats get lifted into the water by crane, the majority use the ramp.
In response to a question, Assistant City Manager Rod Irwin said the North
Marina Plan includes the Seminole Boat Dock area. Mr. Morris said he is
reluctant to spend money beyond the patches until the North Marina Plan is
established.
Discussion ensued regarding boating being a ULI priority. There was
consensus to proceed with the $8,000 fix.
City Manager Bill Horne expressed a concern regarding the reason the ramp
is being torn up and if the behavior of the ramp users is not changed, the fix will
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City of Clearwater
City Council
4. Closing comments by Councilmembers (limited to 3 minutes) - None.
5. Closing Comments by Mayor - None.
6. Adjourn
Meeting Minutes August 17, 2015
The meeting adjourned at 8 :31 p.m.
City of Clearwater
— 6kR -oge nC,C \k‘c0S
Mayor
City of Clearwater
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