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05/14/2019 - SpecialTuesday, May 14, 2019 2:00 PM City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 Main Library - Council Chambers City Council Special Meeting Agenda Strategic Planning May 14, 2019City Council Special Meeting Agenda 1. Call to Order 2. Citizens to be heard re items not on the agenda 3. City Manager Reports 3.1 Review the five-year financial forecast and update as necessary, the City’s Vision, Mission and Strategic Direction (Goals) - Jill Silverboard, Deputy City Manager 3.2 Second Century Strategic Project Plan - Michael Delk, Interim Assistant City Manager 3.3 Economic Development Strategies and Implications for Community Socioeconomic Conditions - Denise Sanderson, Economic Development and Housing Director 3.4 Neighborhoods Update Presentation - Juliahna Green, Planning 3.5 PSPC Classification and Compensation Study Presentation - Bob Longmire, PSPC 3.6 Financial Forecasts- Jay Ravins, Finance Director 3.7 Move the June 6, 2019 council meeting to Wednesday, June 5, 2019 at 6:00 p.m. 4. Adjourn Page 2 City of Clearwater Printed on 5/14/2019 Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#19-6160 Agenda Date: 5/14/2019 Status: City Manager ReportVersion: 2 File Type: Action ItemIn Control: City Council Agenda Number: 3.1 SUBJECT/RECOMMENDATION: Review the five-year financial forecast and update as necessary, the City’s Vision, Mission and Strategic Direction (Goals) - Jill Silverboard, Deputy City Manager SUMMARY: “Prior to June 1st of each year and prior to the development of the City Manager’s proposed budget, the City Council shall meet in a strategic planning session(s) to review the five-year financial forecast and update as necessary, the City’s Vision, Mission and Strategic Direction (Goals). From these documents a five-year strategic plan will be updated.” Consistent with this policy, staff is providing a proposed Strategic Plan for Fiscal Year 2019-20 as it will eventually be published in the newly adopted budget in October. Staff has not modified the document from the current year’s version, which removed specific examples and projects from the presentation. Staff requests City Council identify any modifications or share any thoughts on the five-year strategic plan as presented by staff. APPROPRIATION CODE AND AMOUNT: N/A USE OF RESERVE FUNDS: N/A Page 1 City of Clearwater Printed on 5/14/2019 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 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 Diversify the Economic Base Increase Economic Opportunity Develop and Promote our Brand Foster Community Engagement • Develop Downtown and US 19 • Housing stock that matches need • Expand nonresidential tax base • Fulfill Beach by Design • Maintain tourism commitment, including Sports Tourism • Foster Industry Sectors • Maintain a business-friendly environment • Recognize transit oriented development • Engage neighborhoods and the business community to: • Create our economic development identity • Communicate that identity effectively • Ensure that our residents and visitors are familiar with the whole offering of community amenities • 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 Efficiency Quality Financial Responsibility Safety • 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 • Continue responsible financial management • Evaluate additional funding options • Set priorities and spend money aligned with Strategic Direction • Reinforce standing as a safe community • Continue community policing • Ensure timely emergency preparation, response and recovery CITY OF CLEARWATER City of Clearwater Strategic Direction Action Plan for FY 2019-20 Introduction City Council Policy “12-3” states: “Prior to June 1st of each year and prior to the development of the City Manager’s proposed budget, the City Council shall meet in a strategic planning session(s) to review the five-year financial forecast and update as necessary, the City’s Vision, Mission and Strategic Direction (Goals). From these documents a five-year strategic plan will be updated.” This report and all the accompanying materials are provided in support of Council’s review of the Strategic Direction pursuant to the above policy. I.City’s Vision and Mission Statements: In 2013, City Council established a Strategic Direction, providing a Mission and Vision along with supporting Goals and Objectives, as derived from input from stakeholders and community analysis. In the years since, the City has conducted Citizen Satisfaction Surveys to gauge community satisfaction with our services, functions and projects. For purposes of City Council Policy “12-3,” the following statements may be updated. P a g e | 2 II.Objectives Implementation of the Strategic Direction involves defined, on-going planning and resource commitments. The strategic implementation process is not static, as we are routinely working on programs and services that build upon strategic direction priorities across various City operations. A. On-Going Strategic Actions Staff continues to depend upon various plans and documents that align on-going work with the Strategic Direction. Annual Operating and Capital Improvement Budget Comprehensive Annual Financial Report (CAFR) Economic Development Strategic Plan –Update in 2019-20 East Gateway Vision Plan Clearwater Comprehensive Plan Clearwater Greenprint –Update in 2019-20 Downtown Clearwater Redevelopment Plan US 19 Corridor Redevelopment Plan Post Disaster Redevelopment Plan Comprehensive Emergency Management Plan –Update in 2019-20 Clearwater Gas System Strategic Plan Parks and Recreation Master Plan Library Strategic Plan Public Utilities Master Plans –Updates in 2019-20 Stormwater Master Plan North Marina Master Plan Boating Improvement Master Plan Police Department Strategic Plan Imagine Clearwater Master Plan CRA 18-Month Strategy These existing processes, plans and initiatives reinforce the City Council’s identification of objectives for “Facilitating Development of the Economy,” and “Providing Cost Effective Municipal Services and Infrastructure.” P a g e | 3 B.Strategic Objectives As reflected in the Strategic Direction presentation we use in the budget, each goal within the Mission Statement is broken into four objectives with specific priorities listed for each. Below, we have deconstructed the overall Strategic Direction into those eight objectives. Next to each are planned Focus Items for 2019-2020 that address the objectives. City Council may update or supplement these, as deemed appropriate. 1.Facilitating Development of the Economy Focus Items for 2019-2020: Imagine Clearwater US 19 Corridor Marketing Plan CRA 18-Month Strategy Phillies Agreements Focus Items for 2019-2020: ED Strategic Plan North Marina Master Plan Phase II Business SPARK City/County/PSTA Joint Use Focus Items for 2019-2020: Imagine Clearwater New Welcome Center CRA 18-Month Strategy Biennial Citizen Survey Wayfinding Plans P a g e | 4 2.Provide Cost Effective Municipal Services and Infrastructure Focus Items for 2019-2020: Placemaking Manual Complete Streets Policy Expand NextDoor Outreach Library Maker Spaces North Ward Reuse Plans Gateway Streetscaping and Festival Core Focus Items for 2019-2020: Class & Compensation Study CWA Contract Negotiations Employee Surveys All SAMP Training Focus Items for 2019-2020: Airpark Master Plan Utilities Master Plans Beach Marina Redevelopment Plan “Smart City” Solutions Focus Items for 2019-2020: General Fund Model Water & Sewer, Solid Waste, Stormwater, Gas Rate Studies Second Century Priorities Admin Policy Reviews P a g e | 5 C.Strategic Actions Schedule Collectively, staff understands many initiatives and projects to comprise City Council’s Strategic Plan. However, these priorities are listed in addition to the on-going repair, maintenance and replacement of equipment, facilities and properties that support day- to-day operations and infrastructure. The Focus Items listed are in addition to day-to- day operations, services and programming throughout the City. They are identified because of the priority they have in the coming year or because they are generally 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. Focus Items for 2019-2020: Fire Stations 46 and 47 Replacements Update CEMP PD District III Substation Plan New FEMA Maps Citizen Comment Card Name: 16/LL 'OS'elp l 1 Address: r !—C l. c-7,- (,1 City: CZ-EA-4l.tJ14-7 Zip: \3 ! / Telephone Number: 71,Z 7 c7 —30 5 Email Address:\L /1-L, y1 /D/L/ Speaking under citizens to be heard re items not on the agenda? / Agenda item(s) to which you wish to speak. V What is your position on the item? For c-/ 7-'4- ..")/t_ Against c, C l41tI Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#19-6205 Agenda Date: 5/14/2019 Status: Agenda ReadyVersion: 1 File Type: Action ItemIn Control: City Council Agenda Number: 3.2 SUBJECT/RECOMMENDATION: Second Century Strategic Project Plan - Michael Delk, Interim Assistant City Manager SUMMARY: Page 1 City of Clearwater Printed on 5/14/2019 Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#19-6156 Agenda Date: 5/14/2019 Status: City Manager ReportVersion: 1 File Type: Action ItemIn Control: City Council Agenda Number: 3.3 SUBJECT/RECOMMENDATION: Economic Development Strategies and Implications for Community Socioeconomic Conditions - Denise Sanderson, Economic Development and Housing Director SUMMARY: Overview of latest trends and importance of plan priorities. APPROPRIATION CODE AND AMOUNT: N/A USE OF RESERVE FUNDS: N/A Page 1 City of Clearwater Printed on 5/14/2019 5/9/2019 1 ECONOMIC DEVELOPMENT & HOUSING DEPARTMENT Denise Sanderson, Director Denise.Sanderson@MyClearwater.com 727.562.4031 AFFORDABLE HOUSING & ECONOMIC DEVELOPMENT: STRATEGIES TO IMPROVE SOCIOECONOMIC CONDITIONS OVERVIEW • Data, Demographics – Income Insecurity – Federal & State Funding • Affordable Housing & Economic Development – Challenges – Opportunities – Recommendations • Action Items 1 2 5/9/2019 2 DATA & DEMOGRAPHICS WHO IS ALICE? •Asset Limited, Income Constrained, Employed - Above Poverty Level* - Below Self-Sufficient * 1955 Federal Guideline –Average $ food X 3. 3 4 5/9/2019 3 THE ALICE STUDY • Assumes the following: –Housing – below average size & cost including utilities –Childcare – the cheapest legal home-based childcare –Food – careful purchasing & preparation with no eating out –Transportation – gas, insurance & basic maintenance only –Healthcare – basic out-of-pocket costs with no insurance premiums & ACA penalty –Miscellaneous – minor cost overruns & other essentials –Taxes – Social Security, Medicare, income taxes & credits ALICE 34% Poverty 15% Above ALICE 51% CLEARWATER HOUSEHOLDS* * United Way ALICE 2018 Update ** 2 Adults, 1 Infant, 1 Preschooler Pinellas County Household** Survival Budget is $59,928 5 6 5/9/2019 4 HOUSEHOLD INCOME* VS SELF-SUFFICIENCY** $0 $20,000 $40,000 $60,000 $80,000 2013 2014 2015 2016 2017 Median Household Income ALICE Household Survival Budget Linear (Median Household Income)Linear (ALICE Household Survival Budget) WIDENING GAP?WIDENING GAP? * ACS (Census Bureau) ‐Clearwater ** United Way ALICE Report (2014, 2017, 2018) * ACS HUD Low Mod Areas, Effective April 1, 2019 LOW- TO MODERATE- INCOME AREAS 2011-2015* 7 8 5/9/2019 5 FEDERAL & STATE: CDBG, HOME & SHIP ENTITLEMENT GRANTS & PROGRAM INCOME* $0 $1 $1 $2 $2 $3 $3 $4 FY2014 FY2015 FY2016 FY2017 FY2018MILLIONS CDBG ENT HOME ENT HOME PI SHIP ENT SHIP PI * Program Income received through repayment of loans DECREASES IN FUNDINGDECREASES IN FUNDING AFFORDABLE HOUSING STRATEGIES, CHALLENGES & OPPORTUNITIES 9 10 5/9/2019 6 AFFORDABLE HOUSING STRATEGIES • Production & Preservation of Units (SF, MF) – New Construction, Rehabilitation, Down Payment Assistance – Subsidy Layering – Restrictive Covenants • Rising Land Costs • Rising Construction Costs / Shortage of Trades • Location Limitations – Regulations: Environmental, Flood Zone, Other • Political Will • NIMBYism CHALLENGES 11 12 5/9/2019 7 OPPORTUNITIES • New Approaches in Housing Division – Loans to Developers = Program Income (Long Term, RLF) – Foreclosure Policy – Land Bank / Acquisition •Penny for Pinellas IV ECONOMIC DEVELOPMENT STRATEGIES CHALLENGES & OPPORTUNITIES 13 14 5/9/2019 8 ECONOMIC DEVELOPMENT STRATEGIES • Driven by Economic Base Theory • Supported by Economic Development Strategic Plan *2014 Pinellas County Economic Leadership Symposium “The Great Myth: Any new job will help the economy.” ‐Bill Fruth, POLICOM* HOW DOES A LOCAL ECONOMY WORK?* • $ Comes in Through Sale of Goods & Services – Primary Industries (Manufacturing, IT/Software, Tourism) • $ Churns Through Economy (Multiplier Effect) – Consumptive Industries (Retail, Restaurant, Other) • $ Leaves Through Sale of Goods & Services – Goods & Services Produced Elsewhere *2014 Pinellas County Economic Leadership Symposium Economy Grows Only When More $ Comes In Than Goes Out 15 16 5/9/2019 9 CHALLENGES • Primary Employers Do Not Need to be in Area to Sell Their Product • Geographic Location Influences Operating Costs – Built Out / No Available Land – High Cost of Redevelopment – “5 to 55” and “30 to Fly” CHALLENGES • Higher Costs = Lower Profitability – Will Move When Unprofitable to Stay • Aging Office/Industrial Sites – Companies Unable to Expand or Locate to Area – HDR / S.B. Friedman Jobs & Housing Study (Pending) 17 18 5/9/2019 10 CHALLENGES • Workforce – Talent / Skills Mismatch – Live-Work Proximity – Limited Transportation / Mobility • Innovation / Entrepreneurship – Absence of Investors OPPORTUNITIES • Attract Investment & Employers – US19 Corridor – Downtown/CRA – Opportunity Zone (Census Tract 259) – Hercules/Belcher Industrial Area 19 20 5/9/2019 11 RECOMMENDATIONS “Must Have Improved, Approved Sites that can be Permitted in 90 Days.”* -Bill Fruth, POLICOM *Bill Fruth, POLICOM ‐2014 Pinellas County Economic Leadership Symposium 21 22 5/9/2019 12 RECOMMENDATIONS • US19 Zoning District (Complete) • Downtown Redevelopment Plan Area (Complete) • Acquisition & Preservation of Office/Industrial Sites • Infrastructure Improvements to Make Site-Ready RECOMMENDATIONS • Alignment – Affordable Housing Activities, Job Growth Areas, Transportation Routes •Forward Pinellas’ Advantage Pinellas •Live Near Work – Economic Development Strategic Plan (10 Year Update) with HUD 5-Year Consolidated Plan (FY2020) 23 24 5/9/2019 13 RECOMMENDATIONS • Support – Transportation / Mobility Initiatives – Workforce Skills Development / Training •K-12, Technical Centers, Colleges, Workplace – Entrepreneurship / Innovation Ecosystems •Clearwater Business SPARK, Others • Economic Development • Education & Workforce Development • Entrepreneurship & Innovation • Transportation – All Modes • Housing – All Types, All Prices SOCIOECONOMIC DEVELOPMENT 25 26 5/9/2019 14 NEXT STEPS ACTION ITEMS • Penny for Pinellas IV - 8.3% (+/- $165M) – Joint Review Committee to Recommend Rules to BOCC (Sept) • Infrastructure Incentives •Advantage Pinellas • Business Attraction Marketing Plan 27 28 5/9/2019 15 Go To Market Strategies •Data Collection & Analysis •Website Enhancements & Tools •Infrastructure Investments & Incentives •Land Acquisition (Penny IV) •Staffing Marketing Campaign •Direct Email •Featured Sites •Industry Trade Shows •Social & Sponsored Media •Videos •Analytics 29 30 5/9/2019 16 ECONOMIC DEVELOPMENT & HOUSING DEPARTMENT Denise Sanderson, Director Denise.Sanderson@MyClearwater.com 727.562.4031 AFFORDABLE HOUSING & ECONOMIC DEVELOPMENT: STRATEGIES TO IMPROVE SOCIOECONOMIC CONDITIONS 31 Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#19-6161 Agenda Date: 5/14/2019 Status: City Manager ReportVersion: 1 File Type: Action ItemIn Control: City Council Agenda Number: 3.4 SUBJECT/RECOMMENDATION: Neighborhoods Update Presentation - Juliahna Green, Planning SUMMARY: APPROPRIATION CODE AND AMOUNT: N/A USE OF RESERVE FUNDS: N/A Page 1 City of Clearwater Printed on 5/14/2019 |1CITY OF CLEARWATER100 S. Myrtle Ave. | Clearwater, FL 33756 www.myclearwater.com Neighborhoods Day 2019 Update 100 S. Myrtle Ave. | Clearwater, FL 33756 www.myclearwater.com |2CITY OF CLEARWATER Neighborhoods Day by the Numbers |3CITY OF CLEARWATER Department Volunteers Community Redevelopment Agency 1 City Clerk 1 External 3 Public Communications 3 Libraries 3 City Manager's Office 3 Economic Development 3 Engineering 4 City Council 5 Solid Waste 6 Parks and Recreation 7 Clearwater Gas 8 Public Utilities 11 Planning and Development 18 Police Department 18 Fire Department 58 Total 152 Volunteers |4CITY OF CLEARWATER Organizer Comments “This was really a great event! It helped bring the neighborhood together and gave us all an appreciation for our city and city employees!” “City staff showed up and conversed with our neighborhood! That dialogue alone was a very good thing! We appreciated the time they shared with us.” “The city did a fantastic job promoting and helping the neighborhoods have a successful event! Honestly I don't know what can be done better as the city was spread out with so many neighborhoods to cover this year.” “The city representatives were very informative, helpful, and friendly. They did a great job.” |5CITY OF CLEARWATER Feedback Topic Requests Public Communications 1 Libraries 1 Economic Development 1 Solid Waste 1 Police Department 1 Engineering 2 Neighborhoods 2 Code Compliance 2 Trees 3 Parks and Recreation 5 Public Utilities 5 Sidewalks/Streets/Traffic 6 Total 30 |6CITY OF CLEARWATER Neighborhoods Day 2020 |7CITY OF CLEARWATER100 S. Myrtle Ave. | Clearwater, FL 33756 www.myclearwater.com Neighborhoods Day 2019 Update 100 S. Myrtle Ave. | Clearwater, FL 33756 www.myclearwater.com Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#19-6162 Agenda Date: 5/14/2019 Status: City Manager ReportVersion: 1 File Type: Action ItemIn Control: City Council Agenda Number: 3.5 SUBJECT/RECOMMENDATION: PSPC Classification and Compensation Study Presentation - Bob Longmire, PSPC SUMMARY: Staff is requesting Council to approve the PSPC implementation strategy regarding the Classification and Compensation Study and approve the appropriation of funding in the Fiscal Year 19/20 Budget as listed. Estimated total costs of implementation by operating fund for fiscal year 2019/20. Total General Fund 1,326,500.00 Airpark 3,380.00 Stormwater 59,550.00 Pub Utilities 750,050.00 Gas 384,690.00 SW & Recyc 469,720.00 Marine 51,240.00 Clw Harbor 3,790.00 Parking 97,450.00 Gen Svc 129,390.00 Fleet 161,740.00 Adm Svc 152,360.00 Central Insurance 11,740.00 3,601,600.00 APPROPRIATION CODE AND AMOUNT: N/A USE OF RESERVE FUNDS: N/A Page 1 City of Clearwater Printed on 5/14/2019 PUBLIC SECTOR PERSONNEL CONSULTANTS RESULTS OF THE CLASSIFICATION AND TOTAL COMPENSATION STUDY FOR CLEARWATER MAY 2019 MEETING OBJECTIVES •INTRODUCTION TO PUBLIC SECTOR PERSONNEL CONSULTANTS •DISCUSS CLASSIFICATION STUDY RESULTS •OUTLINE COMPENSATION SURVEY METHODOLOGY •REVIEW IMPLEMENTATION OPTIONS •Q&A TIME INTRODUCTION TO PUBLIC SECTOR PERSONNEL CONSULTANTS (PSPC) •1972 –ORIGINATED AS PUBLIC SECTOR GROUP OF HAY ASSOCIATES •1992 –WE ESTABLISHED OUR NATIONAL OFFICE IN ARIZONA •WE SPECIALIZE IN HUMAN RESOURCES FOR PUBLIC EMPLOYERS •OVER 1,000 PUBLIC EMPLOYERS SERVED BY MEMBERS OF OUR FIRM •OUR GOAL IS TO BE AN OBJECTIVE 3RD PARTY PROVIDING ACCURACY, GUIDANCE, AND THOROUGHNESS IN ALL MATTERS RELATING TO COMPENSATION AND CLASSIFICATION CLASSIFICATION STUDY HIGHLIGHTS CLASSIFICATION QUESTIONS •DO THE CURRENT JOB TITLES MAKE SENSE? •IF WE HAVE PEOPLE FROM MULTIPLE DEPARTMENTS WITH THE SAME JOB TITLE, ARE THEY DOING THE SAME THING? •IF WE HAVE PEOPLE WITH DIFFERENT JOB TITLES, ARE THEY DOING THE SAME THING? •THERE ARE ~300+ JOB TITLES IN USE. IS THAT ENOUGH? IS THAT TOO MUCH? CLASSIFICATION IS THE STUDY OF UNIQUE JOB TITLES IN USE CLASSIFICATION STUDY HIGHLIGHTS PAQ PROCESS •EVERY EMPLOYEE WILL HAVE THE OPPORTUNITY TO COMPLETE A QUESTIONNAIRE •THESE QUESTIONNAIRES ARE THE EMPLOYEE’S CHANCE TO TELL US WHAT THEY DO •THEY CAN WORK ON THEM AS A TEAM, OR INDIVIDUALLY •EMPLOYEES CAN WORK ON THEM ON COMPANY TIME •EVERYONE SHOULD TAKE THEM SERIOUSLY CLASSIFICATION IS THE STUDY OF UNIQUE JOB TITLES IN USE CLASSIFICATION STUDY HIGHLIGHTS ON-SITE MEETINGS •SOME EMPLOYEES WILL BE ABLE TO SHOW US AROUND AND TEACH US WHAT THEY DO •THESE ARE “WALK AND TALKS” WHERE THEY CAN EXPAND ON THEIR PAQ •THERE IS NO ADVANTAGE OR DISADVANTAGE TO BEING PART OF THESE MEETINGS •PSPC MET WITH AROUND 200 EMPLOYEES TO DISCUSS SPECIFICS OF THEIR POSITION CLASSIFICATION IS THE STUDY OF UNIQUE JOB TITLES IN USE NOT CHANGING WORKING CONDITIONS, SIMPLY TRYING TO RECORD WHAT’S BEING DONE HIGH LEVEL CLASSIFICATION STUDY RESULTS •PSPC REVIEWED ~400 PAQS AND INTERVIEW NOTES FROM ~200 EMPLOYEES TO RECOMMEND UPDATES TO JOB TITLES AND FLSA STATUS •THE RECOMMENDATIONS ARE A RELATIVELY LITE PASS WITH FEW CHANGES •THIS IS EXPECTED GIVEN THE DURATION SINCE THE LAST CLASSIFICATION STUDY Merge Title Change Vacant/ Delete No Change New Title 12 133 26 210 15 SALARY SURVEY •PSPC CONSIDERED REQUESTED JOB DESCRIPTIONS, ORG CHARTS, SALARY STRUCTURES, AND BENEFIT PLANS FROM 13 DIFFERENT ORGANIZATIONS •THESE COMPARATORS WERE SELECTED BASED ON THE AGREED-UPON CRITERIA IN PLACE AT THE START OF THE STUDY •SALARY SURVEY WILL ANSWER THE QUESTION OF “WHERE ARE WE?” •IMPLEMENTATION ANSWERS THE QUESTION “WHERE DO WE WANT TO BE?” HIGH LEVEL COMPENSATION SURVEY RESULTS •PSPC SURVEYED ~200 POSITIONS AND FOUND OVER 1,900 COMPARABLE JOBS IN THE MARKET •CLEARWATER IS AT MARKET FOR THE MAJORITY OF BENEFITS BEING OFFERED •THERE IS NO INDICATION THAT CLEARWATER COULD PLACE JOBS LOWER IN RESPONSE TO MARKET BASED ON THE BENEFITS CLEARWATER IS COMPETITIVE FOR 45% OF POSITIONS Total Comp Summary Number of Positions Percentages of Positions More than 5% Behind Market 102 55% AT Market 75 40% More than 5% Ahead of Market 10 5% -50% -40% -30% -20% -10% 0% 10% 20% $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 Market VarianceCurrent Midpoint Vs Market Variances (Results of Salary Survey Shown Against Current Range Midpoint) Above Market At Market Below Market NEW SALARY SCHEDULE •CREATE NEW SALARY SCHEDULE TO PLACE ALL JOBS ONTO BASED ON MARKET AND INTERNAL EQUITY •THIS SCHEDULE CAN BE SEPARATED IN FUTURE YEARS TO ACCOMMODATE THE BARGAINING PROCESS •NEW SCHEDULE IS 60% WIDE •RANGES ARE 5% APART •STARTS AT $10 AN HOUR •CONTAINS MORE RANGES THAN SHOWN Salary Range Minimum Midpoint Maximum Salary Range 0 $0 $0 $0 0 1 $20,800 $27,040 $33,280 1 2 $21,840 $28,392 $34,944 2 3 $22,932 $29,812 $36,691 3 4 $24,079 $31,302 $38,526 4 5 $25,283 $32,867 $40,452 5 6 $26,547 $34,511 $42,475 6 7 $27,874 $36,236 $44,598 7 8 $29,268 $38,048 $46,828 8 9 $30,731 $39,950 $49,170 9 10 $32,268 $41,948 $51,628 10 11 $33,881 $44,045 $54,210 11 12 $35,575 $46,248 $56,920 12 13 $37,354 $48,560 $59,766 13 14 $39,222 $50,988 $62,754 14 15 $41,183 $53,537 $65,892 15 16 $43,242 $56,214 $69,187 16 17 $45,404 $59,025 $72,646 17 18 $47,674 $61,976 $76,278 18 19 $50,058 $65,075 $80,092 19 20 $52,561 $68,329 $84,097 20 21 $55,189 $71,745 $88,302 21 22 $57,948 $75,332 $92,717 22 23 $60,845 $79,099 $97,353 23 24 $63,888 $83,054 $102,220 24 25 $67,082 $87,207 $107,331 25 26 $70,436 $91,567 $112,698 26 27 $73,958 $96,145 $118,333 27 28 $77,656 $100,953 $124,249 28 29 $81,539 $106,000 $130,462 29 30 $85,616 $111,300 $136,985 30 SAMPLE: PLACING JOBS ONTO SALARY SCHEDULE Current Job Title Proposed Job Title PROPOSED Market Current Job Change Code Range MIN MID MAX Nearest Range to Market Midpoint Market Midpoint Nearest Range to Current Midpoint Current Mid Current Salary Range Number Attorney's Office City Attorney City Attorney No Change 41 $146,432 $190,361 $234,291 41 $ 188,631 41 193,618 Appointed Lead Assistant City Attorney New Title 38 $126,493 $164,441 $202,389 37 $ 160,525 Appointed Assistant City Attorney II Senior Assistant City Attorney Title Change 32 $94,391 $122,709 $151,026 32 $ 121,324 29 104,025 Appointed Assistant City Attorney I Assistant City Attorney Title Change 27 $73,958 $96,145 $118,333 27 $ 96,337 Appointed Legal Office Administrator Legal Office Administrator No Change 23 $60,845 $79,099 $97,353 22 $77,081 SB-4 Paralegal Paralegal No Change 17 $45,404 $59,025 $72,646 17 $ 57,981 16 $55,285 SB-2 Legal Staff Assistant Legal Staff Assistant No Change 13 $37,354 $48,560 $59,766 13 $ 49,426 12 $45,736 SB-1 •PLACE JOBS ONTO SALARY SCHEDULE BASED ON MARKET •ESTABLISH “BENCHMARK” POSITIONS TO PLACE JOBS ONTO SALARY SCHEDULE BASED ON INTERNAL EQUITY •CURRENT DRAFT HAS NO SALARY RANGE MAXIMUMS DECREASING IMPLEMENTATION STEPS MOVE EMPLOYEES TO MINIMUM OF NEW RANGES •MOVING TO THE MINIMUM OF THE NEW RANGES IS CONSIDERED THE LEAST AGGRESSIVE SOLUTION •THIS CAUSES COMPRESSION AT THE HIRING RATE •ALL COSTS ARE IN ADDITION TO THE COST TO MOVE TO MINIMUM IMPLEMENTATION STEPS MOVE EMPLOYEES TO MIDPOINT WITHIN 10 YEARS •MOVING EMPLOYEES TO MIDPOINT WITHIN 10 YEARS IS AN AGGRESSIVE RAMP TO GET EMPLOYEES INTO THE CITY AND KEEP THEM •THIS AVOIDS COMPRESSION AND REWARDS EMPLOYEES FOR THEIR TIME IN THE POSITION •ONCE EMPLOYEES REACH MIDPOINT, THEY ARE SLOWED DOWN TO AVOID EMPLOYEES REACHING THE MAXIMUM TOO SOON IMPLEMENTATION STEPS •THIS OPTION CONTROLS COSTS AND AVOIDS OVERSPENDING ON EMPLOYEES IN HIGHER PAYING POSITIONS •A CAP WAS PLACED ON EMPLOYEES WHO WILL EARN MORE THAN $65K OR WERE IN POSITIONS ADJUSTED LESS THAN 8% •EMPLOYEES EARNING LESS THAN $65K AND WHO’S POSITIONS MOVED MORE THAN 8% AS A RESULT OF THE MARKET STUDY, ARE NOT CAPPED CAP AN EMPLOYEE’S COMPRESSION ADJUSTMENT TO $6K IMPLEMENTATION COSTS FIGURES ARE ESTIMATES ALLOW + 0R –OF ~10% Move to 100% of Market Number of People Affected Average Increase in Salary Total Cost to Implement Cost to Move to Minimum of New Range 377 $1,534 $578,432 Cost to Move to Midpoint in 10 Years ($6K Cap)746 $3,397 $2,466,416 FINAL THOUGHTS •ANY OPTION CAN BE ADAPTED TO FIT BUDGET, POLICY AND POLITICAL REALITIES OF AN ORGANIZATION •FOR EXAMPLE, IT’S COMMON FOR HIGH EARNING EMPLOYEES TO RECEIVE LESS THAN LOWER EARNING EMPLOYEES •IMPLEMENTATION STRATEGIES CAN BE CREATED TO ADDRESS VERTICAL COMPRESSION BETWEEN EMPLOYEES AND SUPERVISORS •SALARY SCHEDULE MAINTENANCE •SPEND YOUR MONEY ON YOUR EMPLOYEES AND NOT ON CONSULTANTS –WE HAVE 1 YEAR OF FREE IMPLEMENTATION SUPPORT (ENDS IN FALL OF 2021) •CALL YOUR MARKET COMPARATORS EACH YEAR AND ASK 2 QUESTIONS: •HOW MUCH ARE YOU INCREASING YOUR SALARY SCHEDULE BY •HOW MUCH ARE YOU MOVING YOUR PEOPLE THROUGH THEIR RANGES •MOVE YOUR PEOPLE FASTER THAN YOUR RANGE OR EMPLOYEES WILL NEVER REACH MIDPOINT OR MAXIMUM PUBLIC SECTOR PERSONNEL CONSULTANTS MAY 2019 Classification & Compensation Study - Estimated Costs by Fund Cost to Min 10 Yrs / $6K Subtotal 15% Benefits $100K Appeals, etc Total General Fund 135,210$ 986,226$ 1,121,435$ 168,220$ 36,830$ 1,326,500$ Airpark 588 2,275 2,863 430 90 3,380 Stormwater 6,754 43,597 50,352 7,550 1,650 59,550 Water & Sewer 174,315 459,789 634,103 95,120 20,830 750,050 Gas 112,780 212,447 325,228 48,780 10,680 384,690 SW&Recyc 59,764 337,346 397,110 59,570 13,040 469,720 Marine 18,827 24,491 43,318 6,500 1,420 51,240 Clw Harbor - 3,205 3,205 480 110 3,790 Parking 26,178 56,197 82,375 12,360 2,710 97,450 Gen Svc 5,737 103,657 109,395 16,410 3,590 129,390 Fleet 21,020 115,717 136,736 20,510 4,490 161,740 Adm Svc 17,259 111,551 128,810 19,320 4,230 152,360 Central Insurance - 9,917 9,917 1,490 330 11,740 578,432$ 2,466,416$ 3,044,849$ 456,740$ 100,000$ 3,601,600$ With Internal Service Funds Allocated: General Fund 1,572,800$ Airpark 3,510 Stormwater 81,030 Water & Sewer 821,290 Gas 419,640 SW&Recyc 542,890 Marine 50,980 Clw Harbor 6,760 Parking 102,700 3,601,600$ Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#19-6163 Agenda Date: 5/14/2019 Status: City Manager ReportVersion: 1 File Type: Action ItemIn Control: City Council Agenda Number: 3.6 SUBJECT/RECOMMENDATION: Financial Forecasts- Jay Ravins, Finance Director SUMMARY: Update on Rate Studies, Financials from CAFR, GF Model Assumptions. APPROPRIATION CODE AND AMOUNT: USE OF RESERVE FUNDS: Page 1 City of Clearwater Printed on 5/14/2019 $- $50 $100 $150 $200 $250 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029MillionsGeneral Fund Forecast -May 2019 0.54 Millage Increase FY2027 Fund Balance Total Revenues Total Expenditures Minimum Reserve FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 Increase 0.8000 0.5400 Total Millage Rate 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 6.4950 6.4950 6.4950 Gen Fund Millage Rate 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 6.1856 6.1856 6.1856 % Increase 9.8%7.5%6.0%5.0%4.0%4.0%4.0%4.0%4.0%4.0%4.0% Taxable Value 11,178,062 12,016,416 12,737,401 13,374,271 13,909,242 14,465,612 15,044,236 15,646,006 16,271,846 16,922,720 17,599,629 Ad Valorem Revenues @ 96%60,858,220 65,422,586 69,347,942 72,815,339 75,727,952 78,757,070 81,907,353 85,183,647 96,624,433 100,489,411 104,508,987 Other Revenues 86,992,410 88,061,722 90,594,655 91,989,565 93,405,319 94,831,762 96,250,574 97,661,649 99,084,494 100,518,816 101,976,339 Total Revenues 147,850,630 153,484,308 159,942,597 164,804,904 169,133,271 173,588,832 178,157,927 182,845,296 195,708,927 201,008,227 206,485,326 Total Expenses 148,139,000 145,595,778 150,778,583 155,635,116 161,478,574 167,240,798 175,521,655 181,704,092 188,140,542 194,834,169 201,731,299 Comp.& Class Study Implementation 1,572,800 1,635,700 1,701,100 1,769,100 1,839,900 1,913,500 1,990,000 2,069,600 2,152,400 2,238,500 Phillies - current annual subsidy 1,594,300 1,639,900 1,686,660 1,734,250 1,782,820 1,832,280 1,882,760 1,934,180 1,986,650 2,039,980 Phillies - additional subsidy per proposed agreement 1,112,000 1,156,480 1,202,700 1,250,800 1,300,800 1,352,800 1,406,900 1,463,200 1,521,700 1,582,600 Imagine Clearwater Operating & Capital R&R Deficit 866,566 739,684 640,235 561,746 498,083 470,000 470,000 470,000 470,000 Less Imagine Clearwater already included per previous rate study (36,979) (153,577) (193,308) (234,231) (276,382) (319,798) (364,516) (410,575) (458,016) (507,065) Imagine Clearwater debt service 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Net Operating Income (288,370) 1,646,409 2,018,945 2,032,952 494,544 (860,850) (4,640,593) (6,243,940) 41,980 (1,498,677) (3,069,987) Beginning Fund Balance 27,688,136 27,399,766 29,046,175 31,065,120 33,098,071 33,592,615 32,731,765 28,091,171 21,847,231 21,889,211 20,390,534 Ending Fund Balance 27,399,766 29,046,175 31,065,120 33,098,071 33,592,615 32,731,765 28,091,171 21,847,231 21,889,211 20,390,534 17,320,547 8.5% Minimum Reserves 12,591,815 12,375,641 12,816,180 13,228,985 13,725,679 14,215,468 14,919,341 15,444,848 15,991,946 16,560,904 17,147,160 Excess Reserves 14,807,951 16,670,534 18,248,940 19,869,086 19,866,936 18,516,297 13,171,831 6,402,383 5,897,265 3,829,630 173,386 General Fund Forecast 0.54 Millage Increase FY2027 GF forecast - 0.54 mill increase - 10 yrs with $6K cap 5-08-2019.xlsx $(50) $- $50 $100 $150 $200 $250 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029MillionsGeneral Fund Forecast -May 2019 No Millage Increase Fund Balance Total Revenues Total Expenditures Minimum Reserve FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 Increase 0.8000 - Total Millage Rate 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 Gen Fund Millage Rate 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 % Increase 9.8%7.5%6.0%5.0%4.0%4.0%4.0%4.0%4.0%4.0%4.0% Taxable Value 11,178,062 12,016,416 12,737,401 13,374,271 13,909,242 14,465,612 15,044,236 15,646,006 16,271,846 16,922,720 17,599,629 Ad Valorem Revenues @ 96%60,858,220 65,422,586 69,347,942 72,815,339 75,727,952 78,757,070 81,907,353 85,183,647 88,590,993 92,134,633 95,820,018 Other Revenues 86,992,410 88,061,722 90,594,655 91,989,565 93,405,319 94,831,762 96,250,574 97,661,649 99,084,494 100,518,816 101,976,339 Total Revenues 147,850,630 153,484,308 159,942,597 164,804,904 169,133,271 173,588,832 178,157,927 182,845,296 187,675,487 192,653,449 197,796,357 Total Expenses 148,139,000 145,595,778 150,778,583 155,635,116 161,478,574 167,240,798 175,521,655 181,704,092 188,140,542 194,834,169 201,731,299 Comp.& Class Study Implementation 1,572,800 1,635,700 1,701,100 1,769,100 1,839,900 1,913,500 1,990,000 2,069,600 2,152,400 2,238,500 Phillies - current annual subsidy 1,594,300 1,639,900 1,686,660 1,734,250 1,782,820 1,832,280 1,882,760 1,934,180 1,986,650 2,039,980 Phillies - additional subsidy per proposed agreement 1,112,000 1,156,480 1,202,700 1,250,800 1,300,800 1,352,800 1,406,900 1,463,200 1,521,700 1,582,600 Imagine Clearwater Operating & Capital R&R Deficit 866,566 739,684 640,235 561,746 498,083 470,000 470,000 470,000 470,000 Less Imagine Clearwater already included per previous rate study (36,979) (153,577) (193,308) (234,231) (276,382) (319,798) (364,516) (410,575) (458,016) (507,065) Imagine Clearwater debt service 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Net Operating Income (288,370) 1,646,409 2,018,945 2,032,952 494,544 (860,850) (4,640,593) (6,243,940) (7,991,460) (9,853,455) (11,758,956) Beginning Fund Balance 27,688,136 27,399,766 29,046,175 31,065,120 33,098,071 33,592,615 32,731,765 28,091,171 21,847,231 13,855,771 4,002,316 Ending Fund Balance 27,399,766 29,046,175 31,065,120 33,098,071 33,592,615 32,731,765 28,091,171 21,847,231 13,855,771 4,002,316 (7,756,640) 8.5% Minimum Reserves 12,591,815 12,375,641 12,816,180 13,228,985 13,725,679 14,215,468 14,919,341 15,444,848 15,991,946 16,560,904 17,147,160 Excess Reserves 14,807,951 16,670,534 18,248,940 19,869,086 19,866,936 18,516,297 13,171,831 6,402,383 (2,136,175) (12,558,588) (24,903,801) General Fund Forecast with No Millage Increase GF forecast - 10 yrs with $6K cap 5-08-2019.xlsx Cover Memo City of Clearwater Main Library - Council Chambers 100 N. Osceola Avenue Clearwater, FL 33755 File Number: ID#19-6207 Agenda Date: 5/14/2019 Status: Agenda ReadyVersion: 1 File Type: Action ItemIn Control: City Council Agenda Number: 3.7 SUBJECT/RECOMMENDATION: Move the June 6, 2019 council meeting to Wednesday, June 5, 2019 at 6:00 p.m. SUMMARY: Staff has been informed that the funeral service for David Montgomery, Phillies Chairman, is scheduled for Thursday, June 6, 2019. If Council wishes to attend the service, the regularly scheduled council meeting will need to be moved to Wednesday, June 5. In addition, all public hearing items scheduled for June 6 will need to be re-advertised and re-noticed on May 25, incurring an additional advertisement cost at a higher rate. Please note, the Nuisance Abatement Board (NAB) and Downtown Development Board (DDB) are scheduled to meet in Chambers on June 5. The attorney handling NAB has been advised that the meeting can not go longer than one hour in order to accommodate the council meeting. Staff has advised the DDB’s staff liaison of the meeting; staff is working to move the meeting to another meeting room within the Main Library. Page 1 City of Clearwater Printed on 5/14/2019