04/11/2016 - SpecialMonday, April 11, 2016
1:00 PM
City of Clearwater
City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
Council Chambers
City Council
Special Meeting Agenda
Strategic Planning Session
April 11, 2016City Council Special Meeting Agenda
Welcome. We are glad to have you join us. If you wish to speak, please wait to be recognized, then
state your name and address. Persons speaking before the City Council shall be limited to three (3)
minutes unless otherwise noted under Public Hearings. For other than Citizens to be heard regarding
items not on the Agenda, a spokesperson for a group may speak for three (3) minutes plus an
additional minute for each person in the audience that waives their right to speak, up to a maximum of
ten (10) minutes. Prior to the item being presented, please obtain the needed form to designate a
spokesperson from the City Clerk (right-hand side of dais). Up to thirty minutes of public comment will
be allowed for an agenda item. No person shall speak more than once on the same subject unless
granted permission by the City Council. The City of Clearwater strongly supports and fully complies
with the Americans with Disabilities Act (ADA). Please advise us at least 48 hours prior to the meeting
if you require special accommodations at 727-562-4090. Assisted Listening Devices are available .
Kindly refrain from using cell phones and other electronic devices during the meeting.
1. Call to Order
2. Citizens to be heard re items not on the agenda
3. City Manager Reports
3.1 Strategic Direction
3.2 Financial Overview
3.3 Fiscal Year 2016/17 Budget Planning
3.4 Penny for Pinellas IV
4. Closing comments by Councilmembers (limited to 3 minutes)
5. Closing Comments by Mayor
6. Adjourn
Page 2 City of Clearwater Printed on 4/8/2016
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#16-2330
Agenda Date: 4/11/2016 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Council
Agenda Number: 3.1
SUBJECT/RECOMMENDATION:
Strategic Direction
SUMMARY:
1.Current Strategic Direction
2.Urban Land Institute à Second Century Clearwater and work program
3.Other - Council Discussion
a.Bicycle Friendly City Program
b.Branding Roll Out
c.Gateways to Downtown
d.Downtown public infrastructure plan and maintenance (streetlights and
plantings)
e.Eco Tourism
f.Councilmember Cundiff’s Agenda (if any)
Page 1 City of Clearwater Printed on 4/8/2016
Clearwater will be a uniquely beautiful and vibrant community:
That is socially and economically diverse;
That invests for the future; and
That is a wonderful place to live, learn, work, visit and play
Foster Industry Sectors
Maintain a business-friendly
environment
Recognize transit oriented
development
Engage neighborhoods and the
business community to:
o Create our economic
development identify
o Communicate that
identity effectively
Ensure that our residents and visitors
are familiar with the whole offering of
community amenities
Optimize use of employees, assets
and resources
Encourage teamwork across
departments
Access public-private organizations
and resources
Proactively maintain and reinvest in
our infrastructure
Continuously measure and improve
our performance
Reinforce standing as a safe
community
Continue community policing
Ensure timely emergency
preparation, response and recovery
Continue responsible financial
management
Evaluate additional funding options
Set priorities and spend money
aligned with Strategic Direction
Develop Downtown and US 19
Housing stock that matches need
Expand nonresidential tax base
Fulfill Beach by Design
Maintain tourism commitment,
including Sports Tourism
ED Strategic Plan *
Pelican Walk Garage
Airpark Master Plan and
Terminal Building *
Beach Marina Replacement
PSTA – Times Property Plan
Downtown Parking Garage
Encourage neighborhood identity
programs
Prevent blight and support property
values through code enforcement
Preserve community history and
culture
Support community events
Support healthy community initiatives
Branding Rollout - Sparxoo
New Website
My Clearwater Magazine *
City of Clearwater – Strategic Direction (2016-2021)
Vision
The Mission of the City of Clearwater is to:
To provide cost effective municipal services and infrastructure; and;
Facilitate development of the economy;
To support a high quality of life and experience
Mission
Increase Economic
Opportunity
Develop and Promote
our Brand
Quality Efficiency Financial Responsibility Safety
Facilitate
Development
of the
Economy:
Strategic
Direction
Provide Cost
Effective
Municipal
Services and
Infrastructure:
Diversify the Economic
Base
US 19 Corridor Plan
ULI * - 2nd Century Clearwater
Joe DiMaggio Multipurpose
Fields
Brighthouse Complex
Library Maker Spaces
Priorities
Priorities
Priorities
Priorities
New Fire Stations – Penny III
Police Firing Range – Penny III
P25 Radio Program
DEO Grant – Resiliency Pilot
Comprehensive Emergency
Management Plan Update
PD District 3 Substation
Budget and CAFR *
Penny IV CIP *
BP Funding
ERP/Financial System
Replacement
Rate Studies *
Performance Measurement
Morningside Rec Center
Moccasin Lake Master Plan
Island Estates Bridges
New City Hall
IT Strategic Plan *
Gas – Pasco Office
Joint Use Library
Groundwater Replenishment
East Gateway Vision Plan *
Neighborhoods Engagement Public
Spaces Strategy *
Bicycle Paths & Trails *
Historical Society Records/Digitization
Priorities
Priorities Priorities
NOTE: The priorities listed are in addition to the on-going repair, maintenance and replacement of equipment, facilities and properties that support day -to-day operations and infrastructure. The priorities
listed are in addition to day-to-day operations, services and programming throughout the City. Projects listed are identified because of the resources required or because they are ge nerally not expected to
recur over a minimum, five-year planning horizon unless otherwise noted by an asterisk, in which instance they are on-going initiatives or have components that will continue through the planning period.
Foster Community
Engagement
Priorities
SECOND CENTURY CLEARWATERBuilding on the Past - Building for the Future
Clearwater Comprehensive Boating PlanThe Clearwater Comprehensive Boating Plan was created in January 2016 by Moff att & Nichol The strategies identifi ed in the Plan were broken down into three geographical areas: Clearwater Harbor Marina, Seminole Street Boat Ramp, and Clearwater Beach Marina.Each area has a set of strategies; the responsible party or parties; and the expected timeframe. All of the strategies across each separate area are intended to be incorporated into future master plans, such as the upcoming Bluff Master Plan.The timeframes are categorized into short term, medium term, and long term. Short term is 0 - 3 years, medium term is 3 - 5 years, and long term is 5 or more years.The Clearwater Harbor Marina area has seven unique strategies; the Seminole Street Boat Ramp category has eight strategies; and there are four Clearwater Beach Marina strategies.Those strategies that involve any type or work in the water, such as new docks, will require permitting reviews by Federal, State, and local entities for potential impacts to the environment and navigation. Clearwater Comprehensive Boating Plan Prepared for: Clearwater Marine and Aviation Prepared by: Moffatt & Nichol Submitted January 4, 2016 22
23Clearwater Harbor Marina | Boating Plan Clearwater Harbor Marina Strategies Responsible PartiesTimeframe (years) Funded or UnfundedFunding SourceIP* 0 - 3 3 - 5 5+Add an attractionReorganize parkingEnhance securityAdd public art and artistic lightingProvide wayfi ndingExpand boat docksAdd a mooring fi eld / dinghy dock*In Progress
Boating Plan | Seminole Street Boat Launch24Seminole Street Boat Launch Strategies Responsible PartiesTimeframe (years) Funded or UnfundedFunding SourceIP* 0 - 3 3 - 5 5+Add a waterfront hotelEnhance the existing parkEnhance the marina storeConstruct additional staging docksProvide public restroomsMaintain parkingEnhance ramp functionalityEnhance security*In Progress
Clearwater Beach Marina | Boating Plan 25Clearwater Beach Marina Strategies Responsible PartiesTimeframe (years) Funded or UnfundedFunding SourceIP* 0 - 3 3 - 5 5+Enhance marina edgeProvide wayfi ndingReplace existing docks with fl oating docksProvide public restrooms*In Progress
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#16-2331
Agenda Date: 4/11/2016 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Council
Agenda Number: 3.2
SUBJECT/RECOMMENDATION:
Financial Overview
SUMMARY:
1.Pension - actuarial valuation
2.General Fund Forecast - Interactive presentation by Burton & Associates
3.Forecast - Utility Funds
Page 1 City of Clearwater Printed on 4/8/2016
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021
Water & Sewer rate revenues 74,103,970 74,523,412 77,340,250 80,240,979 83,264,341 86,348,992
Other operating revenues 2,020,010 2,039,990 2,039,990 2,039,990 2,039,990 2,039,990
Total operating revenues 76,123,980 76,563,402 79,380,240 82,280,969 85,304,331 88,388,982
Less: Personal services (12,829,320) (13,864,545) (14,355,887) (14,846,527) (15,393,745) (15,925,875)
Less: Purchased water (4,702,300) (2,163,692) (2,201,557) (2,240,084) (2,279,286) (2,319,173)
Less: O&M expenses (27,330,397) (27,198,848) (29,715,685) (31,389,597) (32,765,308) (34,053,903)
Net Operating Income 31,261,963 33,336,317 33,107,111 33,804,761 34,865,992 36,090,031
Non-Operating Income/(Expense):
Interest earnings 899,621 1,947,659 1,553,962 2,035,594 1,605,938 1,942,252
Debt service (13,635,073) (17,259,998) (18,343,093) (22,208,114) (19,392,690) (21,368,972)
Capital outlay - projects (19,772,130) (13,178,304) (11,145,715) (8,237,689) (11,723,522) (11,034,918)
Transfers in/(out)(3,686,040) (4,063,854) (4,210,987) (4,365,913) (4,525,453) (4,691,738)
Net cash flow (4,931,659) 781,820 961,278 1,028,639 830,265 936,655
Unrestricted reserves 32,884,350$ 23,354,911$ 24,116,422$ 24,667,192$ 25,157,725$ 25,622,878$
Less required reserves (3 months O&M)14,624,273 15,121,771 16,154,056 17,671,081 17,457,757 18,416,981
Reserves in excess of policy minimum 18,260,078$ 8,233,140$ 7,962,367$ 6,996,112$ 7,699,968$ 7,205,897$
Water & Sewer Utility Fund
Pro Forma Projections
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021
Stormwater fees 17,617,002$ 17,597,131$ 17,817,095$ 18,039,809$ 18,265,307$ 18,493,623$
Other operating revenues 50,000 147,890 147,890 147,890 147,890 147,890
Total operating revenues 17,667,002 17,745,021 17,964,985 18,187,699 18,413,197 18,641,513
Less: Personal services (3,335,520) (3,531,285) (3,651,588) (3,777,433) (3,909,161) (4,047,137)
Less: O&M expenses (4,814,990) (5,056,254) (5,207,941) (5,364,180) (5,525,105) (5,690,858)
Net Operating Income 9,516,492 9,157,482 9,105,456 9,046,086 8,978,931 8,903,518
Non-Operating Income/(Expense):
Interest earnings 231,700 701,265 594,997 491,392 438,121 390,798
Debt payments (2,640,810) (1,112,166) (1,061,209) (1,004,536) (957,192) (904,150)
Capital outlay - projects (7,498,550) (10,424,431) (10,746,223) (7,148,355) (7,799,409) (7,515,036)
Transfers in/(out)(921,830) (964,027) (975,976) (988,074) (1,000,323) (1,012,726)
Net cash flow (1,312,998)$ (2,641,877)$ (3,082,955)$ 396,513$ (339,872)$ (137,596)$
Unrestricted reserves 30,005,343$ 25,077,184$ 18,420,074$ 15,178,625$ 13,141,761$ 11,331,472$
Less required reserves (3 months O&M)2,697,830 2,424,926 2,480,185 2,536,537 2,597,865 2,660,536
Reserves in excess of policy minimum 27,307,513$ 22,652,258$ 15,939,890$ 12,642,088$ 10,543,897$ 8,670,936$
Stormwater Utility Fund
Pro Forma Projections
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021
Solid Waste fees 20,210,000$ 20,043,286$ 20,794,909$ 21,574,718$ 22,312,287$ 23,223,162$
Recycling fees 1,905,000 1,957,810 2,031,228 2,107,399 2,186,426 2,268,417
Sales of recyclables 336,000 1,652,911 1,652,911 1,652,911 1,652,911 1,652,911
Other operating revenues 544,660 421,450 421,450 421,450 421,450 421,450
Total operating revenues 22,995,660 24,075,457 24,900,498 25,756,478 26,573,074 27,565,940
Less: Personal services (7,811,250) (8,031,290) (8,222,573) (8,408,371) (8,610,069) (8,862,505)
Less: O&M expenses (14,191,930) (13,915,746) (14,185,861) (14,464,029) (14,750,493) (15,045,498)
Net Operating Income 992,480 2,128,421 2,492,064 2,884,078 3,212,512 3,657,937
Non-Operating Income/(Expense):
Interest earnings 340,000 421,198 288,006 311,181 334,616 366,634
Debt payments - - (344,826) (431,380) (431,380) (431,380)
Capital outlay - projects (4,225,000) (12,404,139) (269,232)
Transfers in/(out)(1,204,050) (1,969,553) (2,035,963) (2,103,973) (2,173,704) (2,246,519)
Net cash flow (4,096,570)$ (11,824,073)$ 130,049$ 659,906$ 942,044$ 1,346,672$
Unrestricted reserves 29,987,393$ 13,550,015$ 13,807,714$ 14,541,270$ 15,655,448$ 17,102,772$
Less required reserves (6 months O&M)11,001,590 10,973,518 11,376,630 11,651,890 11,895,971 12,169,692
Reserves in excess of policy minimum 18,985,803$ 2,576,497$ 2,431,084$ 2,889,380$ 3,759,477$ 4,933,081$
Solid Waste and Recycling Fund
Pro Forma Projections
FY2016 FY2017 FY2018 FY2019
Gas operating revenues 41,841,370$ 37,378,600$ 37,866,000$ 37,950,900$
Less: Gas purchased (13,550,000) (15,501,100) (15,567,300) (15,639,300)
Less: Operating expenses (17,831,950) (11,313,000) (12,593,000) (12,867,700)
Net Operating Income 10,459,420 10,564,500 9,705,700 9,443,900
Non-Operating Income/(Expense):
Interest earnings 450,000 450,000 450,000 450,000
Other non-operating income 165,400 165,400 165,400 165,400
Debt payments (1,367,480) (1,372,100) (991,500) (985,100)
Capital outlay - projects (6,174,000) (4,000,000) (4,000,000) (4,000,000)
Transfers in/(out)(2,700,000) (2,960,100) (2,972,000) (2,492,000)
Net cash flow 833,340$ 2,847,700$ 2,357,600$ 2,582,200$
Unrestricted reserves 42,459,526$ 45,307,226$ 47,664,826$ 50,247,026$
Less required reserves (3 months O&M)8,187,358 7,046,550 7,287,950 7,373,025
Reserves in excess of policy minimum 34,272,169$ 38,260,676$ 40,376,876$ 42,874,001$
Gas Utility Fund
Pro Forma Projections
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#16-2332
Agenda Date: 4/11/2016 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Manager's Office
Agenda Number: 3.3
SUBJECT/RECOMMENDATION:
Fiscal Year 2016/17 Budget Planning
SUMMARY:
Fiscal Year 17 Budget Planning:
1.Capital Program for Fluoridation
2.Parks and Recreation User Agreements (Stormwater Fees)
3.Sports Tourism
4.Police - Assigned Vehicles
5.FTE (Full Time Equivalent) discussion
6.Other - Council Discussion
Page 1 City of Clearwater Printed on 4/8/2016
Fluoridation of City Produced Drinking Water
The City of Clearwater, through the Public Utilities Department (Department), has been undertaking an
integrated approach to implement fluoride addition at its water plants for a number of years. In 2003
the Department commissioned a engineering study to determine how best to add supplemental fluoride
to the water produced at the City’s water plants and to add additional fluoride to the water purchased
from Pinellas County so the water supplied to our customers would contain 0.7 mg/L of fluoride (which
is the recommended therapeutic concentration of fluoride that should be maintained if a community
chooses to add supplemental fluoride to its water supply).
In 2004 engineering drawings and specifications were prepared by a consulting engineer and bids were
taken to complete the work necessary to implement fluoride addition as outlined above. When bids
were received the low bid ($847,000) was greatly over the engineer’s estimate (approximately
$450,000) for the project. A cost benefit analysis was undertaken to determine if the higher
construction cost was justified. It was determined that the potential benefits did not justify expending
the additional costs at that time. It was decided that implementing fluoride addition would be best
undertaken at a later date when water system upgrades were completed that would allow the City to
produce the majority of the water needed to serve its customers and minimize the purchase of Pinellas
County wholesale water. This would enable the development of an integrated system-wide fluoride feed
and control system which could be designed, permitted, bid, constructed and placed into operation,
operated and maintained in the most cost effective manner.
Our water distribution system is an interconnected and looped system of City water plants,
interconnection points with Pinellas County (where we currently purchase supplemental water to meet
our demands) and the piping that carries our water to our customers. Depending on the total water
demand, there are times when we currently purchase twenty percent or more of the water we deliver
to our customers from Pinellas County. A customer will receive water from any combination of our
water plants and/or the County interconnects depending upon highly variable water system demands.
Therefore, to insure that a consistent fluoride level is provided to each customer, a fluoridation system
must function in an integrated and controlled manner to ensure that a consistent therapeutic level of
supplemental fluoride is provided to all of our customers regardless of their location within our water
distribution system.
Currently, the Department is nearing the end of a multi-year modification, upgrade and expansion of our
drinking water system. Over the last few years our existing reverse osmosis water plant, RO1, has been
expanded and enhanced; the upgraded facility went into operation in 2015. In addition, we designed,
permitted and completed construction and start-up of a new reverse osmosis water plant, RO2, which
utilizes brackish water as its source water; this facility also went into operation in 2015. This new facility
allows us to expand our Department’s own water production capacity by up to 6.25 million gallons per
day once the facility is fully operational. We are currently designing our third reverse osmosis water
plant, which will be named RO3. This facility will allow us to utilize existing wells where the raw water
quality has changed over time to the point that reverse osmosis treatment is required. We anticipate
that RO3 will be placed into service in late 2018 or early 2019.
Once each of the City water plants (including RO3 not which has not been yet constructed and those
recently upgraded and expanded) are fully operational, we will no longer need to purchase a large
portion of our water from Pinellas County under normal operating conditions. This will reduce the
complexity and cost of designing, constructing, operating and maintaining an integrated supplemental
fluoride addition system since the fluoride feed systems will only be required at our three water plants
and not at the various present-day interconnects with the County system.
Implementing an integrated supplemental fluoride feed system will allow us to ensure consistency in the
design of mechanical components and controls as a standard at each facility. This will provide
opportunities for economy of scale when purchasing engineering services for design of the facilities at
the three plants, constructing the facilities, obtaining regulatory permits, training staff, and in operating
and maintaining the fluoridation facilities for years to come.
Our proposed CIP budget includes funding to design, obtain regulatory agency permitting for, and take
construction bids for the integrated supplemental fluoride feed facilities beginning in FY 17. We have
also budgeted CIP funds to construct the supplemental fluoride feed facilities at all three water plants in
FY 2018 with an anticipated supplemental fluoride feed system start-up concurrent with the start-up of
the new RO3 water plant in late 2018 or early 2019.
Recently there have been discussions related to the desirability of expediting the completion of
construction of the supplemental fluoride feed facilities by utilizing an incremental approach to
providing the necessary new facilities instead of utilizing the integrated approach which the Department
has been implementing for a number of years.
Utilizing the incremental approach, supplemental fluoride feed facilities would be designed, permitted,
constructed, and placed into service incrementally for the two existing water plants, RO1 and RO2, prior
to the completion of construction of the new RO3 water plant. This may result in some of our customers
being supplied water with supplemental fluoride at or near the recommended therapeutic level (0.7
mg/L) earlier than would have occurred utilizing the integrated approach. However, there would be
customers that would not receive water at the therapeutic fluoride level until RO3 was placed into
operation.
Engineering design, regulatory permitting, construction bidding and award, and facility commissioning
are required whether the integrated or incremental approach to providing supplemental fluoride is
implemented.
Our best estimate of the schedule for each approach is assumed to commence on October 1, 2016 as
FY17 CIP funding becomes available (October 1, 2106) for this project as follows:
Integrated Approach (RO1, RO2, RO3:
Engineering Design and Permitting 12 months
Construction Bidding and Award 3 months
Construction 12 Months
Commissioning 2 Months
Total Project Time` 29 Months
Incremental Approach (RO1, RO2)
Engineering Design and Permitting 9 months
Construction Bidding and Award 3 months
Construction 8 Months
Commissioning 2 Months
Total Project Time` 22 Months
If the Integrated approach is undertaken all three City water plans will begin adding supplemental
fluoride approximately 29 months after CIP Funding becomes available, or approximately March of
2019.
If the incremental approach is undertaken two of the City’s three water plants (RO1 and RO2) will begin
adding supplemental fluoride approximately 22 months after supplemental fluoride becomes available,
or approximately August of 2018. However, the City’s third water plant, R03 will not be constructed and
placed into service until approximately March off 2019 and that is when supplemental fluoride will begin
being added at that facility. Until that time WTP3 (which will become RO3 once the upgrades are
complete) will be providing water to our customers that will not contain fluoride at the recommended
effective level of 0.7 mg/L.
The estimated costs of designing, permitting, bidding, constructing and commissioning supplemental
fluoride feed facilities at our water plants is as follows:
Integrated Approach: $1,831,000
Incremental Approach: $1,941,000
The cost of implementing supplemental fluoride addition at our three water plants utilizing the
Incremental Approach is greater than the utilizing the Integrated Approach because additional
engineering, permitting, bidding and construction effort is required when the facilities are designed,
permitted, bid, and constructed utilizing multiple contracts and work efforts.
The American Dental Association and our local dentists have discussed our supplemental fluoride feed
implementation plans with members of City staff at great length recently. Based on their assessment
that implementing supplemental fluoride addition at the earlier date of August 2018 utilizing the
Incremental Approach would provide a significant dental health benefit to our customers over the
utilizing the Integrated Approach with an implementation date of March 2019 we recommend that the
Council approve utilization of the Incremental Approach rather than the Integrated Approach previously
being undertaken by the Department.
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Background Paper March 18, 2016
Stormwater Utility Fees for City Owned Leased Properties
I. BACKGROUND
In 1991 Ordinance No. 5058 was created and passed to establish stormwater management as a City
utility. As such, all developed property within the City limits of Clearwater was levied a fee to provide
for the planning, design, construction, operation, maintenance, regulation, surveying and inspection of
the stormwater management facilities around the City.
Over the past 25 years funds collected from the stormwater utility fee have been used not only to
maintain the current system but also to make major improvements that have relieved flooding concerns
for hundreds of residents and businesses. The assessment fee has certainly been very beneficial in
allowing the City to stay on the cutting edge of providing quality stormwater systems and improving the
safety and livability of neighborhoods.
The monthly fee for each residential property is one ERU (equivalent residential unit). Non-residential
properties are charged on the basis of the impervious area of the property in accordance with the
following formula:
Total amount of impervious area (Sq. Feet) divided by 1830 (Sq. Feet) = total # or ERUs
A minimum value of 1.0 ERU is assigned to all non-residential properties regardless of size and
undeveloped properties are not charged the stormwater utility fee. The current cost per ERU as of
10/15 is $14.33. Therefore, the more ERU’s the greater the cost of the stormwater utility fee for non-
residential properties.
All City owned properties are considered non-residential and charged a stormwater utility fee based on
the above formula. The Parks and Recreation Department is responsible for managing 67 properties
where stormwater utility fees are charged. Of this number the cost of 53 properties are paid for from
general fund at the current rate of $27,942 per month or $335,305 per year. The remaining 14
properties are leased properties, where the Lessee is responsible for the stormwater utility fees. These
fees range from $171.96 per year for the Clearwater Historical Society to $25,656.43 for the Clearwater
Country Club. Current annual fee for all 14 properties is $90,038. (see attached lists)
Most of the leases are non-profit 501(c)(3) organizations; however, a few are for-profit organizations
operating the golf courses and concessions on Clearwater Beach.
II. DISCUSSION
The discussion question being asked is whether or not the lease agreements for the 14 properties need
to be amended to exempt certain groups from having to pay the stormwater fees, thereby pushing the
cost to the general fund.
Several of the non-profit 501(c)(3) organizations as well as for-profit organizations have expressed a
concern over having to pay the stormwater utility fee. Most of these groups are responsible to pay
normal expenses needed to keep their clubs in operation. Without recruiting new members or
2 | P a g e
increasing the cost of memberships these clubs struggle to sustain their operations. They have from
time to time requested some relief of their stormwater fees.
For-profit groups leasing City properties would also like to have relief from paying the stormwater fees,
so they could reinvest the saved funds back into the City properties. This would mean more capital
improvements to the golf courses as well as the concessions on Clearwater Beach.
From time to time other non-profit 501(c)(3) groups have approached the City to waive requirements
for the stormwater utility fees on properties not owned by the City. Some of the more recent
examples come from the Martin Luther King Center Organization that leases the MLK center from
Pinellas County Schools (PCS). Leadership from this group has requested on several occasions relief
from this fee. They contend that it places a hardship on their organization and limits their ability to
conduct programs needed by the community. Another recent example is the Clearwater Historical
Society that leases the South Ward Elementary School property from PCS.
City Council previously determined they could not waive the SUF for these properties.
III. ALTERNATIVES
1. Make no changes to the leases of city owned properties and thus continue to have Lessees of
City properties pay SUF.
2. Amend agreements with all Lessees (non-profit and for-profit) to have the general fund pay for
the SUF.
3. Amend agreements with all non-profit Lessees to have the general fund pay for the SUF.
IV. CONCLUSIONS
Staff is seeking direction regarding if there are any changes needed regarding the leases of City
properties to relieve the Lessees from paying the Stormwater Utility Fee.
Clearwater Police Department
ASSIGNED VEHICLE PROPOSAL
Chief Daniel Slaughter
March 11, 2016
The Clearwater Police Department proposes expanding the police department
patrol fleet to support the implementation of an assigned vehicle program (AVP)
with options for take-home vehicle (THV) privileges. The implementation of an
AVP with THV privileges seeks to achieve specific operational benefits that are
necessary to ensure the operational readiness and most efficient use of
Clearwater Police Department resources.
Increased Operational Capacity
Like many departments, the Clearwater Police Department realized significant
cuts during 2009-2012, shrinking from an agency that had 272 officers at one
time to the current level of 234 officers. In response, the officers became more
efficient, absorbed larger workloads, and have maintained a positive reputation
with the community during a time when other agencies struggle across the
nation with their community relationships. During this time frame, Clearwater
Beach has seen significant development that has resulted in an increase in
tourism and an increase in patronage by the local population. Additionally, the
City of Clearwater is seeing development and growth in downtown and in the
eastern part of the city in the form of new apartments, condominiums,
residential homes, and new and expanding businesses. In order to respond to
these increased demands, the police department may need to add additional
officers.
It is prudent to maximize the efficiency of our current allocated manpower.
Implementation of an AVP with THV privileges can shorten or eliminate the
time it takes for officers to get into se rvice. Research indicates that
approximately 40 minutes a shift, at a minimum, is spent by an officer
transitioning to a shared pool vehicle. This assumes that the vehicle is ready,
easily located, and is not in a condition that requires attention. Currently
there are 50 officers in the Patrol Division who are dependent on the use of a
shared pool vehicle. If those 50 officers work four days a week, take four weeks
of leave each year, and were able to work an additional 40 minutes per shift
each work day, the total capacity that would be freed would equate to 6,400
service hours per year, or the equivalent of 3.33 FTE’s.
This freed up capacity would provide for more efficient transitions of shifts and
allow for increased flexibility in scheduling. Therefore, an AVP with THV
privileges would require officers to be in the field in their assigned area of
responsibility at the start of their shift. Technology has advanced that would
allow supervisors to utilize video conferencing to conduct line-ups with
personnel in the field.
Recruiting / Retention
By all accounts, the labor market for police recruits is expected to be highly
competitive in the next decade. Many government employees adopted a drop
program in years past, which has allowed those agencies to predict the number
of recruits anticipated in coming years. The Hillsborough County Sheriff’s
Office and the Tampa Police Department are expected to recruit approximately
500 police recruits in fiscal year 2016. Locally, the St. Petersburg Police
Department is expected to recruit approximately 80 recruits in the next fiscal
year. These are significant draws from the police recruit candidate pool.
The current national scrutiny of police practices does not increase the
attractiveness of the law enforcement profession as a career opportunity. Local
institutions of higher learning are reporting decreased enrollment in law
enforcement programs. The current and next generation are projected to be
more responsive to working for organizations that are structured less
hierarchal and more flat. Employees are more responsive to benefits such as
AVP and THV programs than they are with overtime opportunities or ways to
increase their compensation. Currently, every agency in Pinellas County offers
some form of a take-home vehicle program. The Pinellas County Sheriff’s
Office, the St. Petersburg Police Department, the Tampa Police Department,
and the Pinellas Park Police Department are all competitors with the
Clearwater Police Department for human capital. All competitors offer a take-
home vehicle to sworn employees. The St. Petersburg Police Department
recently announced the implementation of a take-home vehicle program for
employees within 35 miles of the City of St. Petersburg.
During a recent interview board, the department was only able to obtain nine
applicants for six positions. During the selection, one candidate we selected to
hire stated that he was evaluating another agency because they provided a take
home vehicle and a hiring bonus that he could use to cover his relocation
expenses.
The Clearwater Police Department provides a unique form of law enforcement,
with extensive community partnerships, and a strong connection to the
business and residential population. This is achieved through careful
recruiting of a select type of person. Providing an AVP with THV privileges will
ensure the department remains competitive to recruit the right talent, and
provide the tools to retain employees, reducing the risk of costly employee
churn.
Rapid Response / Emergency Management
Among the multiple operational benefits, the most notable advantage to an AVP
with THV privileges is the ability to rapidly deploy in the event of an emergency
or large scale emergency (i.e. incident requiring a significant traffic plan, active
shooter incident, terrorist type event). In a large scale emergency, officers
could be more efficiently recalled and sent directly into service with a mission,
not being required to respond to a station in order to obtain a vehicle for
service.
Additionally, resources are more efficiently deployed during a response to a
natural disaster. The current All Hazards (natural disaster) response for the
Clearwater Police Department requires officers to double up in cars and work
as “two-officer units,” which is referred to under the incident command
structure as a “single resource” since the two officers are tethered to one car.
This creates an operational inefficiency by not allowing the department to
maximize the use of personnel and also not allowing the department to take
full advantage of individual specialties of officers. By placing each individual
officer in an individual car, the two officers become two single resources with a
single officer in an individually assigned car.
Reduced Vehicle Operating Costs
Studies have consistently shown that shared pool vehicles have increased
maintenance costs and shorter life expectancy when compared to AVP or THV
programs. Savings in vehicle operating costs are reported to be realized in year
two of an AVP or THV program and are reported to achieve a 16% reduction in
maintenance costs. Departments have reported seeing less vehicle crashes as
officers take more ownership of a vehicle they are assigned. The annual mileage
is reduced on the individual vehicles, maximizing the value of the vehicle
warranty. Officers are known to take a more proactive role in seeing to routine
maintenance with an assigned vehicle. Furthermore, administrators are able
to establish a higher level of accountability with an assigned vehicle than with
a shared pool fleet.
While the capital outlay to increase the size of a fleet can create short term
increased expense, that expense is mitigated through the vehicle life being
extended with reduced maintenance costs.
With the elimination of the Ford Crown Victoria that was a stable, consistent
platform for law enforcement, the future projected environment is that the
platforms for police package vehicles will be less consistent. This will not
provide for the ability to recycle prisoner cages, plastic prisoner seats, and
center consoles that house radio equipment and computer equipment.
Therefore, extending the life of the car will create efficiencies by maximizing the
life of the upfit equipment.
Proposal
The Clearwater Police Department proposes the establishment of an AVP
program with THV privileges. Patrol officers who successfully complete the
field training program would be assigned a vehicle that, with current
technology, will serve as mobile office space. Take-home privileges would be
limited to officers who are assigned to specialties that have an operational need
to be recalled or who live in the City of Clearwater. Officers who receive a take-
home vehicle would be required to pay mileage reimbursement for commutes in
excess of 15 miles from the Police Department Main Station.
To establish an AVP with THV privileges, the Clearwater Police Department
would seek to increase the patrol vehicles fleet by 35 vehicles. The increased
fleet size in addition to the repurposing of some existing vehicles, and
potentially retaining some end-of-life vehicles for spares, would provide for the
department to establish an assigned vehicle program with take-home vehicle
privileges.
The estimated expense of a police vehicle with the necessary “upfit” expenses
included is $40,000 per vehicle, or $702 a month for five years when acquired
through the city’s lease/purchase program. The implementation of an AVP
would remove pressure of the current fleet, extending the life of vehicles in the
current fleet, allowing the city to realize some savings to offset the initial
outlay.
Cost:
There are two payment options that the city utilizes when purchasing vehicles.
The first method is buying the vehicle outright utilizing Penny money (currently
allocated $100,000 per year for the next two years for vehicle replacements).
The recommended and preferred option to cover a fleet expansion is to obtain
the vehicles through the City of Clearwater Lease/Purchase program by
utilizing Mears Motor Leasing Corporation to finance the vehicles for five (5)
years at a contracted interest rate (currently 2%).
The police department is proposing to add 35 police package vehicles to the
existing Patrol Division fleet over the course of the next two budget cycles. The
current cost of a fully-outfitted police patrol vehicle is approximately $40,000.
Utilizing the current five-year amortization schedule through Mears Motor
Leasing Corporation, the debt cost associated with each vehicle is
approximately $702 per month.
FUTURE PROJECTED POLICE DEPARTMENT
BUDGET IMPACT OF INCREASED VEHICLE FLEET DEBT EXPENSE
Budget
Yr Impact
16/17 $126,399
17/18 $268,072
18/19 $301,252
19/20 $301,252
20/21 $301,252
21/22 $174,853
22/23 $33,180
There are generally four categories associated with the operating cost of a
police department vehicle. These include Labor, Parts, Commercial, and Fuel.
For this assessment, fuel costs were not utilized, as the projected fuel use
would not be impacted since the needed driving will be the same, just spread
out over more vehicles. The average monthly operating costs in FY 2015 minus
fuel expense are approximately $216 per month. An evaluation of the operating
expenses breaking down the vehicles into groups by vehicle year provides a
better reflection of how the costs vary as the vehicle ages.
2015 VEHICLE OPERATING COSTS
BY VEHICLE YEAR GROUP
Veh. Year
Monthly
Op. Cost
per veh
Yearly
Op. Cost per veh
2014 $102.75 $1,233
2013 $169.75 $2,037
2011 $237.42 $2,849
2010 $284.25 $3,411
2009 $230.08 $2,761
2008 $318.58 $3,823
2007 $218.17 $2,618
2006 $245.83 $2,950
From the operating cost breakdown, the maintenance cost is arguably skewed
from the vehicle requiring less maintenance in the early life of the vehicle. For
the purpose of establishing a monthly projection regarding operation costs, the
projected expenses were obtained by averaging the costs realized by vehicles
that were vehicle year 2011 or older (2006-2011). The number calculated from
this method provides an average monthly operating cost of $255 for FY 2017.
This figure does not include any projection of reduced operating costs that is
expected to occur with an AVP, but is based on current experience under the
current system of pooled vehicles.
When the operating cost projection is coupled with the previously provided
monthly lease payment estimate of $702 a month, the below chart provides an
estimate of the budgetary impact should the department be permitted to
increase the fleet size by lease/purchasing 20 additional vehicles in the FY
2016/2017 budget year and 15 additional vehicles in the FY 2017/2018
budget year.
FUTURE PROJECT POLICE DEPARTMENT
BUDGET IMPACT OF COMBINED
VEHICLE DEBT & MAITENANCE
Budget Year Debt/Maintenance
16/17 $141,699
17/18 $363,697
18/19 $408,352
19/20 $408,352
20/21 $408,352
21/22 $281,953
22/23 $140,280
The department believes that the costs to increase the fleet would be mitigated
by retaining the vehicles for a longer period of time and realizing a reduction in
operating expenses that research indicates can be as much as 16%. The
current replacement cycle is a factor of age and operating costs. The target age
for replacement is currently eight years. The department would request Fleet
Services amend that target to 10 years and/or 150,000 miles of service. The
extended duration seeks to take full advantage of the years associated with the
vehicle that do not include a debt charge. The below chart shows that from the
historical data available from the FY 2015 budget, that operational costs
remain stable over the vehicle life and would need to triple to compete with the
cost of a replacement vehicle.
2015 MONTHLY VEHICLE
OPERATING AND DEBT COSTS
(minus FUEL EXPENSE)
*Repair costs are based on current experience broken down by vehicle year group
Should it be necessary to mitigate the potential creation of a “balloon”
obligation ten years into the future when the additional vehicles would come
due for replacement, the department would seek to spread the replacement of
these vehicles over the course of four years, utilizing the 10th and 11th year of
the vehicle life cycle to spread the replacements of the additional vehicles over
a total of three years. Additionally, the department could retain other vehicles
that are near the end of life but still obtain replacements, so it can begin
realizing the benefits of the extended service life of the vehicles sooner.
The department also is willing to consider incorporating a lease program for a
portion of administrative vehicles that would also offset the debt impact of
incorporating an AVP. This would allow the department to replace
administrative vehicles currently in the lease/purchase program with patrol
vehicles. The administrative vehicles would then be leased potentially with
forfeiture funds. Other local law enforcement agencies already utilize the lease
of administrative vehicles. From a review of the bid contracts currently in
place for some of the local agencies, the department believes that some savings
can be achieved as well as operational benefits. Vehicles obtained through this
lease program would turn over every two years, include coverage of
0
100
200
300
400
500
600
700
800
900
1000
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9
est
Year
10 est
Debt
Repair
maintenance expenses, and during the two-year lease cycle, the department
has the option of exchanging each lease car one time. This would allow
detectives who conduct surveillance and work in undercover vice/intelligence
operations to exchange the vehicle if it were to be “burned.”
The department is open to any other options available to smooth the cost of
implementation associated with this proposal.
Additional FTE's requested for FY17
Department Program Job Title FTE Count Total Cost
Engineering Utilities Engineering Engineering Specialist III 1 83,190
Fire Fire Inspector II 1 81,690
Respiratory Technician 1 63,290
Training Lieutenant 1 111,410
3 144,980
ED / Housing Housing Staff Assistant 1 40,530
Library Main (Maker Space)Librarian II 1 65,400
Parks and Recreation Sports Tourism Parks Service Tech I 2 76,530
Recreation Supervisor 1 65,380
PST I, Rec Progrmmr (Seasonal)0.9 27,500
Recreation Programming Pool Guards 1.3 36,260
Rec Leader (Seasonal)0.4 10,240
P&B - North Landscape Parks Service Tech I 1 37,430
6.6 253,340
Planning and Development Planning Transportation Planner 1 76,750
Police Patrol Patrol Officers (sworn)4 322,580
Records Police Info Technician 1 41,970
5 364,550
Total General Fund Cost 18.6 1,028,740$
Gas Pinellas Operations Gas Specialist 1 65,770
Design & Mapping Technician 1 56,080
Pasco Operations Gas Tech III 4 230,820
Gas Tech II 3 152,950
9 505,620
Public Utilities PU Maintenance Maintenance Manager 1 97,000
Parking Parking System Parking System Coordinator 1 70,360
Parking Operations Supervisor 1 56,070
Parking Assistant 3.5 120,040
5.5 246,470
Information Technology Network Services Sr. Network Engineer 2 136,200
Systems & Programming Sr. Systems Programmer 1 72,450
3 208,650
General Services Building & Maintenance Tradesworker 1 56,150
Total Utility / Enterprise Cost 19.5 1,113,890$
Special Program Fund Special Events Recreation Specialist 1 60,210
Total City Cost 39.1 2,202,840$
Page 1 of 15
GENERAL FUND – FTE ADDITIONS:
Engineering - Utility Engineering
Sr. Professional Engineer (1.0 FTE)
Budget increase - $83,190 (salary & benefits)
Justification: The Engineering Department provides engineering support to the Public Utilities
Department. This support is integral to the cost-effective, regulatory compliant operation and
maintenance of Public Utilities entire physical plant valued at hundreds of millions of dollars. Renewal
and replacement (R&R) of physical plant components in a timely and efficient manner is critical.
Engineering assists and/or directs identification of R&R needs, Capital Improvement Budgeting,
selection of Engineers and development off work-orders needed to design and construct capital
projects, oversee the progression of design and construction work and cost containment, identification
of and development of response to emergency equipment repairs, reporting on regulatory matters to
Florida Department of Environmental Protection, Southwest Florida Water Management District and
other agencies and numerous other critical tasks. The anticipated volume of capital projects requiring
design and construction as well as the support required in all the other areas listed above will stress
the ability of the exiting Engineering staff dedicated to Utility work. Budgeted CIP expenditures for
FY16 were $31.8M. Proposed CIP budgets for FY17 through FY19 total $148.8M and for the six year
period FY17 through FY 22 is $206.3M.
Impact if not filled:
Critical R&R Projects will not be undertaken in the time necessary to maximize cost efficiency by
minimizing the deterioration of physical plant facilities over time.
Compliance with the requirements of the numerous Federal, State and regional regulatory
agencies will be threatened potentially leading to sanctions and monitory penalties,
The safety and cost containment initiatives that our new Risk Manager is implementing may not be
fully realized at Public Utilities,
Additional costly repairs and or replacement may be required should investigation of potential
facility deterioration is not completed in a timely manner and steps are not taken to address the
issues when they are still minor in scope, and
Customer satisfaction could be seriously degraded.
Fire & Rescue – Prevention & Inspections (01230)
Fire Inspector II - (1.0 FTE)
Budget increase - $81,690 (salary & benefits)
Justification: The Fire Prevention & Inspections Bureau operated with a staff of 15 FTEs in 2007 prior
to the recent economic downturn. Since that time the bureau has operated with 8 FTEs. The economy
has recovered and so has the need for construction plan reviews, new building inspections, and
Page 2 of 15
periodic inspections and re-inspection of existing properties. Inspection revenues have recovered
from $194,096 in FY 2013 to $354,210 in the last full fiscal year.
The additional inspectors are needed to maintain the schedule for life safety inspections of existing
properties, businesses, and facilities and provide timely plans review and new construction
inspections.
Impact if not filled:
Without an additional FTE(s) plan reviews will be delayed leading to longer project development
times for local businesses. Delayed new construction inspections may extend the opening dates of
newly completed buildings.
The time between life safety inspections of facilities, such as daycare centers and adult care living
facilities, will increase as well as the facilities listed below.
Florida Statute 633.206: Requires all new, existing, and proposed hospitals, nursing homes,
assisted living facilities, adult family-care homes, correctional facilities, public schools, transient
public lodging establishments, public food service establishments, elevators, migrant labor camps,
mobile home parks, lodging parks, recreational vehicle parks, recreational camps, residential and
nonresidential child care facilities, facilities for the developmentally disabled, motion picture and
television special effects productions, tunnels, and self-service gasoline stations. Currently in the
City of Clearwater Fire District we have approximately 2,800 of these facilities.
There are 10,600 total inspectable properties currently in the City of Clearwater Fire District
without the additional FTE’s, life safety inspections and re-inspections will increase to a 4 years
inspection cycle.
Fire & Rescue – Logistics (01220)
Respirator Protection Analyst - (1.0 FTE)
Budget increase - $63,290 (salary & benefits)
Justification: In 2011 CFR had a budgeted FTE position for a Self Contained Breathing Apparatus (
SCBA) Technician. At the time, during a period of high unemployment, CFR could not find a candidate
willing to stay with the position at the approved salary range ( FY 2016 equivalent starting salary $
41,285.00). Unable to fill the spot CFR used comp time for an existing employee to perform
maintenance of this apparatus. In 2012 the approved SCBA Technician FTE was reclassified as CFR
assumed responsibility for city-wide emergency management planning and coordination.
CFR desires to return to a dedicated FTE to perform this critical equipment maintenance as well as
perform other in-house maintenance and repair needs. The position needs to be upgraded from the
previous grade to attract a qualified individual
The net increase in cost to provide this FTE is $ 41,285.00 as the reduction in the comp time partially
offsets the cost for this function.
Page 3 of 15
Impact if not filled:
The employee currently certified to provide this critical maintenance will not be available in 2017.
Without a certified in-house employee CFR will have to use an outside vendor at significantly
higher hourly costs.
There will be a slowdown in the turnaround time for equipment services and repairs resulting in
the need to purchase spare equipment for use while the equipment is out of service. Equipment
may need to be shipped to a vendor leading to shipping costs.
Repair part costs will increase as outside vendors replace parts rather than perform repairs to
some used but serviceable parts.
This impact will be felt city wide as this position performs these functions for additional
departments such as, Police Department, Parks and Recreation, Solid Waste, Clearwater Gas.
Fire & Rescue – Fire Suppression (01240)
Training Lieutenant - 40 Hour SAMP - (1.0 FTE)
Budget increase - $ 111,410 (salary & benefits) (Employee will need cell phone)
Justification: CFR eliminated 3 lieutenant FTEs in FY 2012. The loss of these positions has impacted
our ability to plan, design, coordinate, and conduct training. The department requests adding back one
position as a 40 hour staff positions to improve training offered to department staff. The department
has been able to use employees on light duty status to assist in coordinating training functions,
however, an employee with training skills and tasked to training responsibilities will improve training
offered to department staff. Training needs have grown to a point where an additional position is
requested. Additionally with Pinellas County transition to agency (Continuing Medical Education), this
position will be responsible for scheduling all personnel to complete training in required time period,
and will ensure compliance with Pinellas County Paramedic certification process.
Impact if not filled:
Without this position the timeline will lengthen for providing training. This will include review and
practice of existing procedures and techniques, as well as delay the introduction of new
procedures which may offer additional safety measures for the public and CFR staff.
Continuing medical education scheduling and Paramedic certification compliance will revert back
to department EMS administration consuming administrative and management time needed for
more critical processes.
Economic Development / Housing – Housing
Staff Assistant (1.0 FTE)
Budget increase - $40,530 (salary & benefits)
Justification: Change in complexities due to additional federal and state funding allocations and an
increase in program income associated with these funds requires additional manpower within the
Housing Division. A recent reclassification of Senior Staff Assistant to Housing Specialist to administer
complex funding programs was necessary. Staff Assistant will serve as receptionist for main desk;
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receive and sort mail for department and other City Hall departments; maintain calendars/schedule for
Director; assist in tracking department work program; maintain personnel files including training;
travel, accomplishments and PA sheets; maintain office files and equipments as necessary; order
supplies, promotional items and materials as needed; other administrative and clerical duties as
assigned. This position will be funded by administrative allocations of Federal and State funds with no
net impact to the General Fund.
Impact if not filled: A few of the implications of not adding this position include reallocation of duties
to others. Such reallocation of human resources will put into jeopardy the department’s ability to meet
federal- and state-mandated requirements for allocation of funds and the reported uses of each.
Library – Main Library – maker space
Librarian II, Maker Space (1.0 FTE)
Budget increase - $65,400 (salary & benefits)
Justification: The library planned to include Maker Studios on each level of the Main Library, and add
different levels each year. In FY 2015, ULI funding created the Innovation Studio of Technology and
Business on the 3rd Floor and the Discovery Studio of Creative Learning on the 2nd Floor Youth Services
area. In FY 2016, the Creation Studio of Arts and Design on the 1st floor was created. The final area,
the Heritage Studio of Community Memory on the 4th floor, is budgeted in the CIP budget for 2017.
This position would oversee that Maker Studio and supervise the other Maker staff members working
on the other floors. Although the positions are physically located in different areas of the building, the
library sees the Maker Studios as a single working unit with coordinated support for the entire project.
The Heritage Studio of Community Memory will assist in digitizing historical materials and making it
available on the Internet. Partnerships with the Clearwater Historical Society as well as other Historical
organizations and community groups are essential. This project supports the Council vision of
preserving community history and culture under the goal of Fostering Community Engagement.
Impact if not filled:
Community history is lost every day as materials deteriorate and/or are discarded. Much of that
history is in the hands of the public, and it will continue to be lost if the library doesn’t help them
preserve it.
The library has received a grant for the National Endowment for the Humanities that will allow it
to begin to purchase the equipment to digitize and preserve historical documents, photographs
and even recordings. This grant saves the city money that has been planned to make these
purchases, but the equipment will be useless without the staff.
Community partnerships are an essential part of this project, including a stronger relationship with
the Clearwater Historical Society, but partnerships take time and effort to build. Cooperation
would be lost without the staff to support it.
Although this project has developed as four separate pieces, efficiency and effectiveness is lost
without coordination.
Page 5 of 15
Parks and Recreation – Sports Tourism
Parks Service Technician I (2.0 FTE)
Budget increase - $76,530 (salary & benefits)
Justification: With the growth of high profile tournaments and international teams traveling to
Clearwater to participate in these tournaments as well as the growth in MLS teams making Clearwater
a spring training location; two Park Service Technicians are needed to provide necessary maintenance
to sports fields maintained by the Jack Russell Stadium Team and E.C. Moore Softball Complex Team.
One of the major strategic directions of the City Council is to promote Sports Tourism and Parks and
Recreation has been very successful in doing so. However in order to continue to keep up with
current demands and continue to expand sports tourism these two positions are needed. The lack of
enough resources has created a backlog in other work needed on other recreation fields and facilities.
Impact if not filled: Several of the tournaments and special sporting events and partnerships will
have to be cancelled or reduced back severely to maintain the facilities in an acceptable manner thus
impacting our ability to continue to promote and grow sports tourism in Clearwater. Furthermore we
would have to continue hiring outside contractors to manage facilities at a minimum standard.
Parks and Recreation – Sports Tourism
Recreation Supervisor I (1.0 FTE)
Budget increase - $65,380 (salary & benefits)
Justification: A new Recreation Supervisor dedicated to the growth of national and international
tournaments is needed to continue the growth of sports tourism and provide staffing needed to
support these events. The city will be hosting the ISF Jr. World Championships in 2017 as well as
bringing a Little League Softball World Series, Under 16 ASA Gold Championship as well as hosting the
USA Women’s National Team which will represent the USA in the Olympics. This position will be
instrumental in developing stronger relationships with Division I College Lacrosse to bring major
college tournaments to Clearwater.
Impact if not filled: Most of these opportunities and events will not be able to come to Clearwater
and there will be a loss of economic impact to the community due to this. Also, citizens of Clearwater
will not be able to enjoy the caliber of these sporting events and participation in same. We would be
forced to hire outside contractors to manage the tournaments or not do at all.
Parks and Recreation – Sports Tourism
Parks Service Technician I - seasonal (0.3 FTE)
Recreation Programmer - seasonal (0.6 FTE)
Budget increase - $27,500 (salary & benefits)
Justification: In order to meet the growth of sports tourism in Clearwater and to assist in the
maintenance and administration of national and international tournaments additional seasonal staff is
needed to address the seasonal fluctuations of these tournaments. These two positions will assist
Page 6 of 15
during the ISF, ASA and LL tournaments to be held in Clearwater in FY 2016/17 and beyond. They
work only during the tournament seasons to address issues the current staff is not able to handle.
Impact if not filled: Current staff will have to perform these functions meaning that ongoing local
sports programs and facilities make suffer due to current staff being drawn away to do the work
specifically for the tournaments.
Parks and Recreation – Recreation Programming
Pool Guards (1.3 FTE)
Budget increase - $36,260 (salary & benefits)
Justification: In order to increase the number of children who can participate in and take swim
lessons and learn how to progress to skilled swimmers an additional 2,750 or 1.3 FTE is needed.
While the department has done a good job at providing learn to swim lessons the classes are always
full, overcrowded and there is often a waiting list. In order to alleviate this situation and allow
children to learn in a smaller class size the additional pool guard hours are needed. The goal is to
double participation in youth swim lessons.
Impact if not filled: Fewer children will be able to participate in swim lessons and we will remain
offering the existing number of classes
Parks and Recreation – Recreation Programming
Recreation Leader (Seasonal) (0.4 FTE)
Budget increase - $10,240 (salary & benefits)
Justification: Currently staffs for the summer day camps do not get a lunch break as they are with the
children in the program throughout their entire shift. They currently eat their lunches with the
children. In order to provide ½ hour lunch break for all of the seasonal day camp workers it will
require an addition of 880 hours or 0.4 FTE’s. It is important for camp staff members to stay alert and
energized throughout the camp day; and a minimum ½ hour lunch break is needed. These positions
will be funded by increasing the cost of the day camp by $5.00 per week per person.
Impact if not filled: Day camp staff will continue to eat lunch with participants and not take a break
from the children during their work shift. This creates a long day without any relief from the
responsibilities of caring for the children in the camp.
Parks and Recreation – Parks and Beautification, North Landscape
Parks Service Technician I (1.0 FTE)
Budget increase - $37,430 (salary & benefits)
Justification: Since 2011 seven new property locations have been added to the North Maintenance
team including Enterprise Dog Park, Lake Chautauqua Equestrian Park, Courtney Campbell Trail, Del
Page 7 of 15
Oro Park and N.E. Coachman Park. In addition the .8 mile Bayshore trail will require maintenance
beginning in March of 2016. During that time there has not been any increase in added personnel to
perform the maintenance. In order to maintain these new facilities 2 additional Parks Service workers
are needed however, we are requesting one this year and will request another one the following year.
Impact if not filled: Existing facilities will continue to be maintained at lower levels than required and
complaints will increase from residents.
Planning and Development – Planning (1420)
Transportation Planner (1.0 FTE)
Budget increase - $76,750 (salary & benefits)
Justification: Transportation function, options, and viability are increasingly important on a local and
regional scale. Various redevelopment and other planning projects routinely involve substantial and
growing consideration of the need to successfully integrate pedestrian access and accommodation
needs in the context of an integrated transportation network. Creating walkability, promoting
pedestrian safety, encouraging multi-modal usage and supporting transit options are important to the
future of Clearwater and the region. This position will provide for specific expertise in advancing the
public/transportation realm in current and future projects. Considerable input on transportation and
public access integrated design will impact design and construction of the public realm.
Impact if not filled: A few of the implications of not adding this position include –
Inability to properly support increased use of transportation alternatives as a key component of
future mobility in the City of Clearwater.
Failure to adequately consider the design of the public realm in key redevelopment areas such as
downtown Clearwater, will not serve to promote the economic development objectives envisioned
in the ULI/Second Century Clearwater initiatives which are currently underway.
Greater consideration of design and pedestrian related improvements in the public realm can
increase not only utilization generally, but more importantly promote pedestrian safety and
discourage accidents which occur far too frequently and is considered to be a regional issue.
Police – Patrol
Police Officer (4.0 FTE)
Budget increase - $322,580 (salary & benefits)
Justification: A key component which has allowed the Police Department to operate with a leaner
work force since the economic downturn has been our utilization of specialty teams to address crime
patterns and quality of life issues. These teams reduce the burden on our call driven patrol teams
significantly by deterring, preventing, and interrupting crimes. Currently we deploy one team in
District I (Beach) and one team in District II (Clearwater Bayfront to Keene Rd). The District II team is
currently responsible to cover the District III area (Keene to Tampa Bay). To properly address these
Page 8 of 15
issues in District III (Keene to Tampa Bay) we are requesting additional FTE’s to create a Community
Problem Response Team (CPR) team in District III. This would allow the current District II team to be
repurposed solely to address specific issues in District II. These teams are critical to having a flexible,
adaptive, problem solving, work force capable of utilizing non-traditional methods to address patterns
and issues rapidly. The department has seen an increase in criminal activity in areas that traditionally
had not experienced criminal activity. Specifically, police department patrol zones in the areas
between SR 590 to Curlew & US 19 to McMullen Booth have seen increases in burglary, drugs and
grand theft offenses. The department also has seen an increase in activity in the South MLK area of
District II. The creation of the District III CPR team will allow for the District III Commander to quickly
address developing crime patterns in the same manner as our successful model in District I. This will
also allow the existing District II team to focus on the patterns in District II at the direction of the
District II Commander, without bearing the burden of covering District III. The department has been
successful using these variable and flexible resources to prevent problems from developing and adapt
to address developing problems.
Impact if not filled: A few of the implications of not adding 4 FTE’s required to staff a DIII CPR team.
Reduced capacity to properly address crime patterns and quality of life issues in District III.
Areas that have the potential to decline could become more problematic.
The current team in District II will continue to be spread too thin, limiting its effectiveness.
Less timely and impactful responses to community problems.
Increased response and call handling times.
Reduced crime closure rate.
Negative impact on property values.
Police – Records (01152)
Police Information Technician (1.0 FTE)
Budget increase - $41,970 (salary & benefits)
Justification: Police Records Unit functions and processes have seen a steady increase in the time
needed to accomplish related tasks. Beginning in the early to mid 2000’s, the Police Department
began to implement technology at a faster rate, implementing many programs that provided
significantly more information. As this information increased, the demands on the Records Unit also
increased. In addition to the technological advances, in 2008 the Police Department Property and
Evidence Unit began to take in property and evidence, which further increased the time to process
certain Records related functions. In 2011, two full time Police Information Technician positions were
eliminated as a result of the economic downturn. It is necessary for the Police Department to add
back the two positions in order to keep up with the increased demands on the unit, most significantly
with requests for public records. During the past five years the request for information related to
public records has shown a steady increase, with the most significant increase in 2015. In 2015 there
were over 24,000 emails that were processed as part of public records requests compared to the
second highest year on record, 2014, which had approximately 3,100 emails processed. Approximately
five (5) years ago the typical public records request took approximately twenty (20) minutes to
process. As a result of the increased scope of requested information and an increase of the number of
Page 9 of 15
databases where the information is stored, the typical public records request now takes approximately
one (1) hour or three (3) times as long to complete. In addition, the unit is receiving significantly more
complex and time consuming requests, requests that can take days, weeks, and even months to
complete. Public Records requests are not the only area that has seen a marked increase in time to
process. Nearly all other processes within the Unit have been affected by the same technological
advances that have increased the time to complete each process.
Impact if not filled: A few of the implications of not adding these Police Information Technician (PIT)
positions include –
The Unit Manager and Unit Supervisor are often tasked with handling PIT tasks resulting in a lack
of supervision.
Some sensitive information that is required to be redacted may be erroneously released.
Unit tasks will continue to not be handled within the designated standard
Potential civil liability in the form of incorrectly handled public records request or sensitive
information being released in error.
Poor customer service
Quality control concerns as a result of excessive quantity
Low priority tasks not being completed
GAS FUND – FTE ADDITIONS:
Gas – Pinellas Operations
Gas Specialist (1.0 FTE)
Budget increase - $65,770 (salary & benefits)
Justification: A new commercial service program has been developed and is expected to generate
increased Service and Repair revenue. This position will visit commercial customers periodically
inspecting their gas equipment and perform work according to their maintenance agreement. This
program will increase the Service and Repair revenue.
Impact if not filled: A few of the implications of not adding this Specialist position include –
Decreased customer satisfaction
Inability to properly address the needs of our customers
Lower service and repair revenues
Design & Mapping Technician (1.0 FTE)
Budget increase - $56,080 (salary & benefits)
Justification: With the increased work load, an additional position is needed to keep up with the
demand keeping the GIS system current with the new mains and service lines.
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Impact if not filled: A few of the implications of not adding this Design & Mapping Technician position
include –
Delay in updating the GIS system. This system is vital in locating our lines.
Gas – Pasco Operations
Gas Technician III (1.0 FTE)
Budget increase - $57,700 (salary & benefits)
Justification: With the success in signing Developer Agreements (5,000+ new homes, additional crews
are needed to meet the customer installation demands in the Installation department.
Impact if not filled: A few of the implications of not adding this Gas Technician III position include –
Decreased customer satisfaction with installation delays.
Decreased Installation revenues.
Gas Technician III (3.0 FTE)
Budget increase - $173,120 (salary & benefits)
Justification: With the success in signing Developer Agreements (5,000+ new homes, additional crews
are needed to meet the demands installing the gas services and mains. These additional crews will
offset the subcontractor’s work.
Impact if not filled: A few of the implications of not adding these Gas Technician III positions include –
Continue to outsource 100% of main and service line installation work.
Higher cost for main and service line installation.
Delay is servicing new customers
Gas Technician II (1.0 FTE)
Budget increase - $50,980 (salary & benefits)
Justification: With the success in signing Developer Agreements (5,000+ new homes, additional crews
are needed to meet the customer installation demands in the Installation department.
Impact if not filled: A few of the implications of not adding this Gas Technician II position include –
Decreased customer satisfaction with installation delays.
Decreased Installation revenues.
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Gas Technician II (2.0 FTE)
Budget increase - $101,970 (salary & benefits)
Justification: With the success in signing Developer Agreements (5,000+ new homes, additional crews
are needed to meet the demands installing the gas services and mains. These additional crews will
offset the subcontractor’s work.
Impact if not filled: A few of the implications of not adding these Gas Technician III positions include –
Continue to outsource 100% of main and service line installation work.
Higher cost for main and service line installation.
Delay is servicing new customers
WATER AND SEWER FUND – FTE ADDITIONS:
Public Utilities – Maintenance
Maintenance Manager (1.0 FTE)
Budget increase - $97,000 (salary & benefits)
Justification: The maintenance effort within Public Utilities is extensive and has increased in
complexity over the past 10 years. Currently there are 29 authorized FTEs within that Department. Six
are licensed electricians, six are telemetry and controls technicians and sixteen are mechanics. This
group is overseen by a coordinator. This department has previously been managed by the Assistant
Director, which has not proven to be efficient or effective. Under our new Department organizational
structure, the Assistant Director will have day-to-day responsibility for the operation of the entire
Department. The Assistant Director will no longer be able to manage the large and complex
maintenance division without a division manager.
Impact if not filled A few of the implications of not adding this position include –
The preventive and reactive maintenance of our extensive infrastructure will not be effective,
Compliance with the requirements of the numerous Federal, State and regional regulatory
agencies will be threatened potentially leading to sanctions and monitory penalties,
The massive investment that the City has made in designing and constructing the numerous public
utilities facilities could be threatened, and
Customer satisfaction could be seriously degraded.
PARKING FUND – FTE ADDITIONS:
Engineering – Parking System
Parking System Coordinator (1 FTE)
Budget increase - $70,360 (salary and benefits)
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Justification: Parking activities have increased as a result of a greater need for parking in the
downtown and beach community. In addition, parking controls have become more technically
advanced which requires a more complex approach to operating the Parking System. During Fiscal
2015/16, the department acquired the responsibility for supervision of 5.2 FTE’s that were formerly
overseen by the Police Department and with the likelihood of adding 4.5 FTE’s by 2016/17 a
coordinator position is necessary to assist and sustain proper controls and consistency in managing the
new positions and projects in the Parking System program. This new coordinator position will be filled
with someone professionally trained in parking design and operations to assist the Parking System
Manager with technical management duties. For fiscal 2016/17, this proposed new coordinator
position will be funded by the Parking Fund Revenues.
Impact if not filled: A few of the implications of not adding this coordinator position include –
Customer Satisfaction: There is a baseline of satisfaction that maintains loyal
customers/visitors and business coming to our city. If satisfaction dips, business is lost and
complaints are received.
Time: Time management is vital and it is critical to make sure every targeted goal is obtained
or met. There will be a negative impact if any of the numerous projects or new employees fail.
Productivity: There is great value in doing more with less for a short period of time; however
there is a point of diminishing returns. Resources can be spread so thin until something is lost,
missed and/or broken. This position will also help to avoid additional costs for use of Parking
Consultants.
Parking Operation Supervisor (1.0 FTE)
Budget increase – $56,070 (salary and benefits)
Justification: City Management has agreed with staff to create a Marina Permit office, manned by the
parking staff to sell marina parking permits and supervise the marina lot. In order to operate an office
at the Marina location the office will require 4.5 FTE’s (1 Supervisor and 3.5 Parking Assistants). For
fiscal 2016/17, these new proposed position will be funded by the Parking Fund Revenues.
Impact if not filled: We would lose the ability to expand supervision of the lot and take quality control
of permit sales in the marina.
Parking Assistant (3.5 FTE’s)
Budget increase - 2* 41,120 = 82,240 (salary and benefits, 2 FTE’s)
4* 9,450 = 37,800 (salary and benefits, a total of 1.5 FTE’s)
Justification: City Management has agreed with staff to create a Marina Permit office, manned by the
parking staff to sell marina parking permits and supervise the marina lot. In order to operate an office
at the Marina location the office will require 4.5 FTE’s (1 Supervisor and 3.5 Parking Assistants). For
fiscal 2016/17, these new proposed position will be funded by the Parking Fund Revenue.
Page 13 of 15
Impact if not filled: We would lose the ability to expand supervision of the lot and take quality control
of permit sales in the marina.
ADMNISTRATIVE SERVICES FUND – FTE ADDITIONS:
Information Technology – Network (09862)
Senior Network Engineer (2.0 FTE)
Budget increase - $136,200 (salary & benefits)
Justification: The City’s IT Department has significantly increased service levels, solutions offerings
(mobility) and systems offerings over the past 8 years while holding FTE levels at a reduced levels
in support of savings efforts. The planned replacement and upgrades of several major systems
(financial management system, payroll, utility billing, asset management) and the move to cloud
solutions for email and office environments, will increase the level of system administration
(storage and backup operations) and network management (security, client profile management).
The management of both network security and system backup and storage operations is becoming
increasingly complex and critical to the City’s Business Continuity Plans and community resiliency
efforts. The additional positions will allow the department to establish a greater degree of
oversight for these critical operations, establish a succession plan for these essential support
operations, and allow for necessary planning of infrastructure upgrades. The move to MS Office
365 will also introduce a new network and client management environment (Microsoft Azure)
which will require a significant amount of time to administer and support in order to leverage the
many benefits of cloud services. These positions will result in a 15.9% increase to the Network
Program personnel expenses and a 4.2% increase to the overall Network Services Program budget.
Impact if not filled: Implications of not adding these Network positions include:
Reduced oversight of network security and client management environments.
Inability to properly oversee system backup and data storage functions City-wide.
Inefficient return on necessary improvements to network tools and cloud service offerings.
Weakening of operational redundancy and community resiliency.
Reduction of service levels in support of City operations.
Information Technology – Systems & Programming (09864)
Senior Systems Programmer (1.0 FTE)
Budget increase - $72,450 (salary & benefits)
Justification: The growing system and software portfolio for the City has substantially increased
support requirements and training needs in support of City-wide operations. Additionally, the
planned introduction of major system upgrades and cloud service offerings (Microsoft Office 365)
will create and even greater need for continued and advanced training for City personnel. Along
Page 14 of 15
with changes to the standard office applications, MS Office 365 will introduce SharePoint as a new
group collaboration platform to facilitate document sharing, discussion groups, project
management and task tracking functionality. The Senior Systems Programmer will oversee all of
the administration of the new cloud service offerings, establish and monitor necessary policies and
procedures, and training key personnel in SharePoint protocols. The position will also act as a first
point of contact for SharePoint support needs.
Impact if not filled: Implications of not adding this position include:
Inability to properly oversee and manage new Office 365 Cloud Services environment.
Loss of efficiency related to under training of City staff across numerous systems
environments.
Increased risk of non-compliance with records requirements and increases in excess
storage requirements.
Reduction of service levels in support of City operations.
GENERAL SERVICES FUND – FTE ADDITIONS:
General Services – Building & Maintenance
Trades Worker (1.0 FTE)
Budget increase - $56,150 (salary & benefits)
Justification: Workloads keep increasing and it has now become burdensome to the reduced staff
size. Current staff is rushed to keep on top of the workload and have in many instances needed to
work overtime to complete projects. We currently rely heavily on existing staff and contractors to
keep up with all the work orders and additional duties. Staff was reduced by one trades worker
position this year to fill an emergent requirement for an electrical supervisor position. As a result this
has put a burden on existing staff to keep up with the increasing workloads. As the City work force and
expenditures continue to increase so does the workload. We can no longer keep up with all the job
duties as work is prioritized and things that can be pushed off for later are now becoming
insurmountable.
Impact if not filled: A few of the implications of not adding an additional position include –
Inability to properly process and continue with workflows.
Work continues to fall behind as the load increases.
Increased work load causes inefficiencies and reduced quality of work.
Page 15 of 15
SPECIAL PROGRAM FUND – FTE ADDITIONS:
Parks and Recreation – Recreation Programming, Special Events
Recreation Specialist (1.0 FTE)
Budget increase - $60,210 (salary & benefits)
Justification: The City is beginning to partner with Ruth Eckerd Hall to produce and cosponsor
concerts at Coachman Park. If this partnership is to be successful an additional Recreation Specialist
is needed to work with REH and to produce the additional concerts. The additional work load is more
than the existing staff can manage. The first such concert was the Bryan Adams concert which was a
success and produced additional revenue to the city of approximately $30,000. (Funded from special
events revenue, in special program fund)
Impact if not filled: Partnership with REH and additional concerts in the park will not be available to
the public.
Additional FTE's requested for FY17
Department Program Job Title FTE Count Total Cost
Engineering Utilities Engineering Engineering Specialist III 1 83,190
Fire Fire Inspector II 1 81,690
Respiratory Technician 1 63,290
Training Lieutenant 1 111,410
3 256,390
ED / Housing Housing Staff Assistant 1 40,530
Library Main (Maker Space) Librarian II 1 65,400
Parks and Recreation Sports Tourism Parks Service Tech I 2 76,530
Recreation Supervisor 1 65,380
PST I, Rec Progrmmr (Seasonal) 0.9 27,500
Recreation Programming Pool Guards 1.3 36,260
Rec Leader (Seasonal) 0.4 10,240
P &B - North Landscape Parks Service Tech I 1 37,430
6.6 253,340
Planning and Development Planning Transportation Planner 1 76,750
Police Patrol Patrol Officers (sworn) 4 322,580
Records Police Info Technician 1 41,970
5 364,550
Total General Fund Cost 18.6 $ 1,140,150
Gas Pinellas Operations Gas Specialist 1 65,770
Design & Mapping Technician 1 56,080
Pasco Operations Gas Tech III 4 230,820
Gas Tech II 3 152,950
9 505,620
Public Utilities PU Maintenance Maintenance Manager 1 97,000
Parking Parking System Parking System Coordinator 1 70,360
Parking Operations Supervisor 1 56,070
Parking Assistant 3.5 120,040
5.5 246,470
Information Technology Network Services Sr. Network Engineer 2 136,200
Systems & Programming Sr. Systems Programmer 1 72,450
3 208,650
General Services Building & Maintenance Tradesworker 1 56,150
Total Utility / Enterprise Cost 19.5 $ 1,113,890
Special Program Fund Special Events Recreation Specialist 1 60,210
Total City Cost 39.1 $ 2,314,250
Cover Memo
City of Clearwater City Hall
112 S. Osceola Avenue
Clearwater, FL 33756
File Number: ID#16-2333
Agenda Date: 4/11/2016 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Council
Agenda Number: 3.4
SUBJECT/RECOMMENDATION:
Penny for Pinellas IV
SUMMARY:
Penny for Pinellas IV
1.County Extension Schedule
2.Preliminary Project Considerations
Page 1 City of Clearwater Printed on 4/8/2016
Penny for Pinellas is a Local Government Infrastructure Surtax -
The term “infrastructure” means:
a. Any fixed capital expenditure or fixed capital outlay associated with the
construction, reconstruction, or improvement of public facilities that
have a life expectancy of 5 or more years and any related land
acquisition, land improvement, design, and engineering costs.
b. A fire department vehicle, an emergency medical service vehicle, a
sheriff’s office vehicle, a police department vehicle, or any other
vehicle, and the equipment necessary to outfit the vehicle for its
official use or equipment that has a life expectancy of at least 5 years.
Deadline for Completion
(no later than)Action
May, 2015 Determine date for referendum
Summer 2016 Develop revenue projections
August, 2016 Determine Countrywide set aside amount for Courts/Jail Functions
August, 2016
Formal request from County to Cities to compile previous Penny accomplishments and develop
new projects/programs for 2020-2030
August, 2016
Request County departments/agencies to compile previous Penny accomplishments and develop
new projects/programs for 2020-2030
September, 2016 Cities submission of previous Penny accomplishments to County for public information planning
September, 2016 County departments/agencies submit previous Penny accomplishments
November, 2016
County departments/agencies submission of Penny Extension proposed projects/programs to
Office of Management and Budget
December, 2016 BCC Public Budget Workshop on County Projects proposed for Penny Extension
January, 2017 Cities submission of proposed new projects/programs to County and resolution of support
January, 2017
Determine allocation of projected County revenue share to various functional areas
(i.e. transportation, parks/recreation, etc.)
February, 2017
County Administration and BCC review and approval of County projects/programs
(review can coincide with FY17 budget process)
February, 2017 Complete development of public information program on projects/programs to be proposed
March, 2017 Update County comprehensive plan as necessary based on proposed projects/programs
Spring, Sumer, Fall 2017 Conduct public information program, public meetings, etc.
August, 2017 Final approval of ordinance authorizing referendum by BCC
September, 2017 Finalize interlocal agreements between County and Cities, if necessary
November, 2017 Vote on extension
March, 2018 Formal notification to Florida Department of Revenue of extension, if necessary
Schedule: Penny for Pinellas Extension 2020-2030
PUBLIC WORKS COMPLEX
BACKGROUND: The Public Works Complex (PWC) is a 16-acre site shared by Public Utilities,
Stormwater Maintenance, Traffic Operations and Streets & Sidewalks. Several buildings comprise
70,547 square feet (SF) of total building area, 10,481 SF of covered storage, and 21,000 SF of material
bins. The existing buildings at the PWC are not hurricane safe and will reach the end of their useful life
within the planning timeframe. Following a hurricane, the City’s top priorities with respect to disaster
recovery include restoring traffic, stormwater and public utilities infrastructures. All of these City
functions are based out of the PWC. With current building conditions, a direct hit from any strength
hurricane may destroy these buildings rendering these City services incapacitated.
City staff has completed in in-depth analysis aimed at developing a master plan for redevelopment of the
entire complex. Various stakeholders were consulted during the development of a conceptual master plan
for the PWC including directors and managers of the PWC’s user groups. The resulting recommendation
is a multi-phased master plan for redevelopment of the City’s PWC.
SCOPE: This project provides for the redevelopment of the City's Public Works Complex (PWC)
located at 1650 North Arcturas Avenue. Facilities within the complex are dated and are not expected to
withstand hurricane force winds. The PWC will play a critical role in disaster recovery efforts on behalf
of Clearwater citizens. A master plan for redevelopment of PWC includes demolition of nearly all
existing buildings and new construction of hardened structures to accommodate the following Divisions:
Utilities, Stormwater, Street and Sidewalks, Traffic, Urban Forestry, Survey and storage for Information
Technology. The project contains five phases beginning in fiscal year 2016 . In FY16, A consultant will
complete a master plan which will include the ideal site plan, cost estimates and the ideal phasing
schedule.
PRELIMINARY ESTIMATE: $12,300,000 (Penny for Pinellas)
STRATEGIC DIRECTION: This project supports the City’s mission “to provide cost effective
municipal services and infrastructure” through the following objectives:
Efficiency
o Optimize use of employees, assets, and resources
o Encourage teamwork across departments to ensure focus on
Strategic Direction
Quality
o Proactively maintain and reinvest in our infrastructure
Safety
o Ensure timely emergency preparation , response, and recovery
POLICE DISTRICT III (COUNTRYSIDE SUB STATION)
BACKGROUND: The station for this District is located at 2851 N McMullen Booth Road. This
facility serves as a substation supporting a fully functional Police Department that is utilized by 57 full -
time employees. The current Clearwater Police Department District III Sub-station was originally
constructed in 1983. The current building has approximately 6,750 square feet of usable space. A Project
to improve the shooting range on the same tract of land will be completed in FY16. Another project to
relocate the police station to a different footprint will provide for better site utilization. Such a project
will provide the opportunity to incorporate some of the site’s diverse features into the new station.
Additionally, it will allow the Police Department to eliminate an aging double-wide trailer used for
training, and to improve inadequate stormwater conditions on the site. This project will also provide the
opportunity to improve the Police Department’s adjacent canine facility.
SCOPE: This project provides for the construction of a two story structure that will house the patrol
operations and training facilities. The new structure would replace the Sub -station that was originally
constructed in 1983, and the doublewide trailer currently used as the training facility. Included in the
training section will be the training complex office, workshop, armory, ammunition room and training
classroom. Combining the training facilities and patrol operations into a single structure will release
valuable real estate and allow the Police department to take advantage of enhanced training opportunities
to address ever changing public safety challenges. It will also provide more flexibility and efficiency
within the Patrol and Services Divisions of the Clearwater Police Department.
PRELIMINARY ESTIMATE: $5,500,000 (Penny for Pinellas)
STRATEGIC DIRECTION: This project supports the City’s mission “to provide cost effective
municipal services and infrastructure” through the following objectives:
Efficiency
o Optimize use of employees, assets, and resources
Quality
o Proactively maintain and reinvest in our infrastructure
Safety
o Ensure timely emergency preparation , response, and recovery
BEACH MARINA UPGRADES
BACKGROUND: The Beach Marina Building is located at 45 Causeway Boulevard. Marine &
Aviation’s (M&A) offices are located in a portion of this building and the remainder is leased out for
private use. The building has been significantly updated under a partnership with a restaurant owner
leasing the 2nd floor, roof and portions of the 1st floor. The private investment required to renovate the
building is approximately $2.5 million. Renovations included the new restaurant and upgrades to the
remainder of the building as well, bringing the building up to current code.
The Beach Marina Docks both Commercial and Recreational were constructed in the early 1950’s and
rebuilt once in the early 1980’s. They are fixed narrow wooden docks with narrow slips well beyond their
useful service life for wood and no longer “fit” today’s wider current design vessels of any length. In
2005 a study was done estimating replacing the docks with floating docks at a cost of over $8 Million.
Current updated review along with rebuilding the entire perimeter seawall now projects the cost to be
approximately $12 Million dollars to rebuild the marina with a mix of floating and fixed docks and new
seawall.
The walkway behind the marina building along the boat slips is in need of improvements. The walkway
is not aesthetically consistent with the walkway along Coronado Drive. This will be a significant project
as various utility lines, in need of upgrades, are located under the concrete surface. The existing utilities
primarily provide service to the private boat slips under lease with the Marina. Improvements to these
facility lines should be done concurrently with the walkway improvement project. The st udy also
identified an immediate need to replace the undersized power feed to the western main docks along with
the downstream distribution panel.
SCOPE: This project provides for the replacement of television/internet digital cable, fiber optic,
potable water, fire suppression water, telephone, electric power service lines and the sidewalk at the
Beach Marina. To upgrade and consolidate the lines, a utility trench will be installed that will provide for
the lines to be organized and that will provide for future access if repairs are needed. Three spare conduits
would be installed to provide for future expansion. During the construction it is anticipated that the
telephone service would be simplified and upgraded. At the same time of the utility upgrades the
electrical power supply for the west marina would be upgraded. Additionally this project would include
replacement of the entire Beach Marina seawall and approximately 180 boat slips with a mix of fixed and
floating docks to have an up to date, up to code Marina with ample power and adjustable slip sizes to
accommodate today’s newer wider vessels with large power demands for all onboard amenities.
PRELIMINARY ESTIMATE: $15,000,000 (Penny for Pinellas)
BEACH MARINA UPGRADES (continued)
STRATEGIC DIRECTION: This project supports the City’s mission “to facilitate development of
the economy” through the following objectives:
Diversify the Economic Base
o Fulfill Beach by Design
o Maintain tourism commitment
This project supports the City’s mission “to provide cost effective municipal services and infrastructure”
through the following objectives:
Quality
o Proactively maintain and reinvest in our infrastructure
MAJOR LEAGUE BASEBALL TRAINING FACILITIES
BACKGROUND: The training facilities for the Philadelphia Phillies and their associated minor league
teams including the Clearwater Threshers, includes Carpenter Complex, Joe DiMaggio Fields and Bright
House Networks Field. While Carpenter Complex has been in use from the early 1970’s; Brighthouse
Networks Field was constructed in 2004 and has just passed its 12th birthday. In 2024 the facility will be
20 years old and a new agreement with the Phillies will be required at that time. The City has invested
several millions of dollars over the years and continues to invest several hundred thousand dollars a year
to keep the facility up to first class major league basebal l standards. In order to continue to maintain the
current facilities up to first class major league baseball standards, several major infrastructure projects
need to take place in the future. A reserve study was completed in FY 2014/15 at Brighthouse Networks
Field to determine the future maintenance needs as well as a budget for other improvements needed at this
facility. Additionally other player development facilities will need to be addressed at that time. The total
cost in FY 2020/21 could be up to $40 million for all renovations, repairs upgrades and new development
facilities. The City portion of the cost is estimated to be between $5,000,000 and $7,500,000 with the
Philadelphia Phillies, Pinellas County and the State of Florida picking up the remainder of the costs.
SCOPE: This project will include renovations and refurbishment to the Carpenter Field Complex
buildings including the club house and training facility buildings as well as other general field
improvements. Brighthouse will need major renovations to all mechanical systems, roofing, structural,
retaining walls, scoreboard, signage and seating. In addition all of the interior spaces including
concession stands, dugouts, retail areas, ticketing, coolers, suites, offices, administrative staff area, media
room will need to be repaired and upgraded. New improvements needed at the stadium may include
enclosing an additional section of the second floor into more suites, catering kitchen and ball player club
house improvements. Development and construction of facilities to accommodate the need for player
development would also be included in this project.
PRELIMINARY ESTIMATE: $5,000,000 - $7,500,000 (Penny for Pinellas)
STRATEGIC DIRECTION: This project supports the City’s mission “to facilitate development of
the economy” through the following objectives:
Diversify the Economic Base
o Maintain tourism commitment, including sports tourism
This project supports the City’s mission “to provide cost effective municipal services and infrastructure”
through the following objectives:
Quality
o Proactively maintain and reinvest in our infrastructure
CITY HALL
BACKGROUND: City Hall is an aging building located on the bluff overlooking Clearwater Harbor.
The Urban Land Institute recommends this property to be used for another purpose in the interest of
economic development. If vacant, this property can be included in future redevelopment of the
downtown waterfront.
SCOPE: City staff has identified several options in the downtown core for the relocation of City Hall.
Several undetermined factors will impact scope and cost to construct the new facility. City staff has
determined that a new city hall serving the same city departments as the current building would require
approximately 18,000 square feet. The proposed cost of $6,300,000 includes constructing the minimum
sized structure (18,000SF) without consideration for constructing a parking garage, which may be
necessary depending on the location.
PRELIMINARY ESTIMATE: $6,300,000
STRATEGIC DIRECTION: This project supports the City’s mission “to provide cost effective
municipal services and infrastructure” through the following objectives:
Quality
o Proactively maintain and reinvest in our infrastructure
DOWNTOWN PARKING
BACKGROUND: The City has established a priority to activate the downtown waterfront and to
increase commercial and pedestrian activity in downtown. Success of this initiative will result in an
increased demand for a downtown parking garage. In addition to general public parking there will be a
need for parking for a new City Hall and likely employee parking for other private downtown businesses.
Potential sites are limited and still being investigated.
SCOPE: It is anticipated that a garage with a capacity of up to 700 spaces may be required.
PRELIMINARY ESTIMATE: $10,500,000
STRATEGIC DIRECTION: This project supports the City’s mission “to facilitate development of
the economy” through the following objectives:
Diversify the Economic Base
o Develop Downtown and US 19
SAND KEY BRIDGE REPLACEMENT FUND
BACKGROUND: The Sand Key Bridge was built in 1995. With an expected lifespan of 50 years,
city staff anticipates full replacement will be necessary in 2045. The current replacement value of the
bridge is $41,400,000. Assuming 3% cost increases annually, the approxi mate cost of replacing the
bridge in 2045 will be $95,000,000.
SCOPE: A set-aside of $3,275,000 annually will accumulate to approximately $95,000,000
over 29 years.
PRELIMINARY ESTIMATE: $32,750,000 (Penny for Pinellas FY20-29)
STRATEGIC DIRECTION: This project supports the City’s mission “to provide cost effective
municipal services and infrastructure” through the following objectives:
Quality
o Proactively maintain and reinvest in our infrastructure