06/11/2020 - SpecialThursday, June 11, 2020
9:00 AM
City of Clearwater
Main Library - Council Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
Main Library - Council Chambers
City Council
Special Meeting Agenda - Final
Strategic Planning
June 11, 2020City Council Special Meeting Agenda -
Final
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1. Call to Order
2. Citizens to be heard re items not on the agenda
3. City Manager Reports
3.1 Review of the City’s Vision, Mission and Strategic Direction (Goals) and
Financial Forecast.
4. City Attorney Reports
Page 2 City of Clearwater Printed on 6/9/2020
June 11, 2020City Council Special Meeting Agenda -
Final
5. Closing comments by Councilmembers (limited to 3 minutes)
6. Closing Comments by Mayor
7. Adjourn
Page 3 City of Clearwater Printed on 6/9/2020
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#20-7909
Agenda Date: 6/11/2020 Status: City Manager ReportVersion: 1
File Type: Action ItemIn Control: City Council
Agenda Number: 3.1
SUBJECT/RECOMMENDATION:
Review of the City’s Vision, Mission and Strategic Direction (Goals) and Financial Forecast.
SUMMARY:
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.”
The impacts of COVID-19 made this timeline very difficult to achieve, and at the May 21st
council meeting the City Council approved pushing back the meeting to June 11th this year.
Normally during this process, staff identifies focus items for each of the elements of the
Strategic Direction, and requests City Council identify any modifications or share any thoughts
on the provided changes.
Because of the change in Council that occurred as a result of the March election, staff has
approached this year’s review of the plan differently. In this initial strategic direction meeting,
staff would like to focus on providing Council with an understanding of how each department
supports different elements of the Strategic Direction. The goal is to provide Council with some
context for how staff implements the strategic direction and why.
Additionally, staff wants to provide some estimate of our resources moving forward. On major
short-term impact of COVID-19 is that estimating revenues based on the normal schedule is
very difficult. As such, staff has worked to balance the budget with a focus more on the short
term. This approach allows staff to balance the Fiscal Year 21 budget while delaying some
decisions until staff can provide Council with more confidence about the status of our
resources, and so Council has an opportunity to refine its strategic direction. As such, staff
anticipates more significant budget amendments in the first part of Fiscal Year 21 than would
normally occur.
Finally, staff would like to have an understanding from Council of what information it needs to
prepare for a follow up meeting at which Council can either affirm the current approach or
make some changes to the plan.
Page 1 City of Clearwater Printed on 6/9/2020
File Number: ID#20-7909
APPROPRIATION CODE AND AMOUNT: N/A
USE OF RESERVE FUNDS: N/A
Page 2 City of Clearwater Printed on 6/9/2020
GF Forecast-6-09-2020 - no millage increase.xlsx
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031
Increase -
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 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 5.6713
% Increase 6.79%6.55%0.0%2.0%2.0%2.5%3.0%3.5%3.5%3.5%3.5%3.5%
Taxable Value 11,912,553 12,693,031 12,693,031 12,946,892 13,205,829 13,535,975 13,942,054 14,430,026 14,935,077 15,457,805 15,998,828 16,558,787
Ad Valorem Revenues @ 96%64,911,400 68,386,500 69,106,500 70,488,700 71,898,500 73,695,900 75,906,800 78,563,500 81,313,300 84,159,200 87,104,800 90,153,500
Other Revenues 90,877,800 83,611,700 93,371,300 95,472,200 97,620,300 99,816,800 102,062,700 104,359,100 106,707,200 109,108,100 111,563,000 114,073,200
Total Revenues 155,789,200 151,998,200 162,477,800 165,960,900 169,518,800 173,512,700 177,969,500 182,922,600 188,020,500 193,267,300 198,667,800 204,226,700
Total Expenses (excluding below)138,328,200 142,629,100 148,334,300 154,267,700 160,438,400 166,855,900 173,530,100 180,471,300 187,690,200 195,197,800 203,005,700 211,125,900
Transfers to CIP 10,750,580 7,795,380 11,517,510 9,962,500 10,846,070 11,761,400 9,151,560 9,000,000 9,000,000 9,000,000 9,000,000 9,000,000
Estimated COVID-19
General Fund Operating Impact 9,400,000
Small Business Grants 3,500,000
Phillies - additional subsidy
per proposed agreement - 1,112,000 1,154,300 1,198,200 1,243,700 1,291,000 1,340,100 1,391,000 1,443,900 1,498,800 1,555,800 1,614,900
Additional Imagine Clearwater
Operating Deficit & Capital R&R Costs - - 729,500 1,510,100 1,563,000 1,617,700 1,674,300 1,732,900 1,793,600 1,856,400 1,921,400 1,988,600
Imagine Clearwater debt service (excluding
Amphitheatre allocated above) - 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200
Net Operating Income (6,189,580) 461,720 (558,010) (2,277,800) (5,872,570) (9,313,500) (9,026,760) (10,972,800) (13,207,400) (15,585,900) (18,115,300) (20,802,900)
Beginning Fund Balance 38,167,792 31,978,212 32,439,932 31,881,922 29,604,122 23,731,552 14,418,052 5,391,292 (5,581,508) (18,788,908) (34,374,808) (52,490,108)
Ending Fund Balance 31,978,212 32,439,932 31,881,922 29,604,122 23,731,552 14,418,052 5,391,292 (5,581,508) (18,788,908) (34,374,808) (52,490,108) (73,293,008)
8.5% Minimum Reserves 12,671,696 12,786,081 13,587,404 13,959,567 14,559,180 15,182,471 15,527,941 16,105,061 16,718,667 17,356,813 18,020,485 18,710,702
Excess Reserves 19,306,516 19,653,851 18,294,518 15,644,555 9,172,372 (764,419) (10,136,649) (21,686,569) (35,507,575) (51,731,621) (70,510,593) (92,003,710)
General Fund Forecast
No Millage Increase
$(100)
$(50)
$-
$50
$100
$150
$200
$250
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031MillionsGeneral Fund Forecast -6/05/2020
No Millage Increase
Fund Balance Total Revenues Total Expenditures Minimum Reserve
GF Forecast-6-09-2020 - 0.96 mill increase 2025.xlsx
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031
Increase 0.9600
Total Millage Rate 5.9550 5.9550 5.9550 5.9550 5.9550 6.9150 6.9150 6.9150 6.9150 6.9150 6.9150 6.9150
Gen Fund Millage Rate 5.6713 5.6713 5.6713 5.6713 5.6713 6.5856 6.5856 6.5856 6.5856 6.5856 6.5856 6.5856
% Increase 6.79%6.55%0.0%2.0%2.0%2.5%3.0%3.5%3.5%3.5%3.5%3.5%
Taxable Value 11,912,553 12,693,031 12,693,031 12,946,892 13,205,829 13,535,975 13,942,054 14,430,026 14,935,077 15,457,805 15,998,828 16,558,787
Ad Valorem Revenues @ 96%64,911,400 68,386,500 69,106,500 70,488,700 71,898,500 85,576,400 88,143,700 91,228,700 94,421,700 97,726,400 101,146,900 104,687,000
Other Revenues 90,877,800 83,611,700 93,371,300 95,472,200 97,620,300 99,816,800 102,062,700 104,359,100 106,707,200 109,108,100 111,563,000 114,073,200
Total Revenues 155,789,200 151,998,200 162,477,800 165,960,900 169,518,800 185,393,200 190,206,400 195,587,800 201,128,900 206,834,500 212,709,900 218,760,200
Total Expenses (excluding below)138,328,200 142,629,100 148,334,300 154,267,700 160,438,400 166,855,900 173,530,100 180,471,300 187,690,200 195,197,800 203,005,700 211,125,900
Transfers to CIP 10,750,580 7,795,380 11,517,510 9,962,500 10,846,070 11,761,400 9,151,560 9,000,000 9,000,000 9,000,000 9,000,000 9,000,000
Estimated COVID-19
General Fund Operating Impact 9,400,000
Small Business Grants 3,500,000
Phillies - additional subsidy
per proposed agreement - 1,112,000 1,154,300 1,198,200 1,243,700 1,291,000 1,340,100 1,391,000 1,443,900 1,498,800 1,555,800 1,614,900
Additional Imagine Clearwater
Operating Deficit & Capital R&R Costs - - 729,500 1,510,100 1,563,000 1,617,700 1,674,300 1,732,900 1,793,600 1,856,400 1,921,400 1,988,600
Imagine Clearwater debt service (excluding
Amphitheatre allocated above) - 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200 1,300,200
Net Operating Income (6,189,580) 461,720 (558,010) (2,277,800) (5,872,570) 2,567,000 3,210,140 1,692,400 (99,000) (2,018,700) (4,073,200) (6,269,400)
Beginning Fund Balance 38,167,792 31,978,212 32,439,932 31,881,922 29,604,122 23,731,552 26,298,552 29,508,692 31,201,092 31,102,092 29,083,392 25,010,192
Ending Fund Balance 31,978,212 32,439,932 31,881,922 29,604,122 23,731,552 26,298,552 29,508,692 31,201,092 31,102,092 29,083,392 25,010,192 18,740,792
8.5% Minimum Reserves 12,671,696 12,786,081 13,587,404 13,959,567 14,559,180 15,182,471 15,527,941 16,105,061 16,718,667 17,356,813 18,020,485 18,710,702
Excess Reserves 19,306,516 19,653,851 18,294,518 15,644,555 9,172,372 11,116,082 13,980,751 15,096,032 14,383,425 11,726,579 6,989,708 30,091
General Fund Forecast
0.96 Mill Increase FY2025
$-
$50
$100
$150
$200
$250
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031MillionsGeneral Fund Forecast -6/05/2020
0.96 Mill Increase -FY2025
Fund Balance Total Revenues Total Expenditures Minimum Reserve
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
Water & Sewer rate revenues 90,819,167$ 93,995,182$ 97,163,961$ 100,449,130$ 103,855,164$ 107,386,701$
Less: operating expenses (67,301,000) (71,676,000) (76,335,000) (81,297,000) (86,581,000) (92,209,000)
Net Operating Income 23,518,167 22,319,182 20,828,961 19,152,130 17,274,164 15,177,701
Non-Operating Income/(Expense):
Interest earnings 1,824,265 1,850,340 1,863,961 1,874,766 1,691,487 1,397,570
Other non-operating revenues 38,880 38,880 38,880 38,880 38,880 38,880
Interest expense (5,345,300) (5,095,300) (6,695,300) (7,145,300) (9,145,300) (9,745,300)
Net Capital outlay - projects (14,055,490) (13,923,500) (13,239,495) (5,467,585) (9,217,369) (14,365,750)
Transfers in/(out)(5,620,000) (5,821,000) (5,995,000) (6,170,000) (6,344,000) (6,525,000)
Net change in reserves 360,522 (631,398) (3,197,993) 2,282,891 (5,702,138) (14,021,899)
Unrestricted reserves 98,608,849$ 97,977,451$ 94,779,458$ 97,062,349$ 91,360,211$ 77,338,312$
Less required reserves (6 months O&M)41,296,150 44,512,650 47,306,150 51,035,150 54,239,650 56,409,236
Reserves in excess of policy minimum 57,312,699$ 53,464,801$ 47,473,308$ 46,027,199$ 37,120,561$ 20,929,076$
Water & Sewer Utility Fund
Pro Forma Projections Per Rate Study Dated 9/10/2019
Updated for Actual Reserve Balances as of 9/30/2019
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
Operating revenues 17,005,901$ 16,988,371$ 16,988,371$ 17,156,159$ 17,325,626$ 17,496,787$
Less: operating expenses (12,490,451) (12,134,723) (11,834,983) (11,791,187) (11,839,722) (11,983,173)
Net Operating Income 4,515,450 4,853,648 5,153,388 5,364,972 5,485,904 5,513,614
Non-Operating Income/(Expense):
Interest earnings 978,667 1,066,366 967,702 871,440 882,368 874,614
Other non-operating revenues 606,000 6,000 6,000 6,000 6,000 6,000
Interest expense (1,165,032) (1,121,829) (726,080) (459,576) (413,634) (372,892)
Net Capital outlay - projects (7,156,952) (5,363,086) (5,600,633) (6,058,008) (6,544,278) (9,210,280)
Transfers in/(out)(2,300,000) (2,300,000) (2,300,000) (2,300,000) (2,300,000) (2,300,000)
Net change in reserves (4,521,867)$ (2,858,901)$ (2,499,623)$ (2,575,172)$ (2,883,640)$ (5,488,944)$
Unrestricted reserves 42,043,137$ 39,184,236$ 36,684,613$ 34,109,441$ 31,225,801$ 25,736,857$
Less required reserves (6 months O&M)7,589,610 7,414,257 7,260,278 7,262,805 7,315,456 7,608,074
Reserves in excess of policy minimum 34,453,527$ 31,769,979$ 29,424,335$ 26,846,636$ 23,910,345$ 18,128,783$
Stormwater Utility Fund
Pro Forma Projections Per Rate Study Dated 9/10/2019
Updated for Actual Reserve Balances as of 9/30/2019
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
Operating revenues 26,862,120$ 27,747,414$ 28,743,160$ 29,776,246$ 30,848,072$ 31,960,092$
Operating expenses (24,485,463) (25,266,261) (26,291,713) (27,363,475) (28,483,809) (29,655,094)
Net Operating Income 2,376,657 2,481,153 2,451,447 2,412,771 2,364,263 2,304,998
Non-Operating Income/(Expense):
Interest earnings 582,207 603,644 545,500 503,154 509,939 513,228
Other non-operating income (expense)28,000 28,000 28,000 28,000 28,000 28,000
Interest expense (86,570) (89,167) (91,842) (94,597) (97,435) (100,358)
Net Capital outlay - projects (3,869,348) (2,275,631) (4,922,380) (725,953) (747,732) (782,104)
Transfers in/(out)(1,409,780) (1,526,107) (1,580,874) (1,637,694) (1,696,645) (1,757,804)
Net change in reserves (2,378,834)$ (778,108)$ (3,570,149)$ 485,681$ 360,390$ 205,960$
Unrestricted reserves 28,974,731$ 28,196,623$ 24,626,474$ 25,112,155$ 25,472,545$ 25,678,505$
Less required reserves (6 months O&M)13,440,768 13,982,215 14,547,883 15,138,945 15,756,628 16,386,893
Reserves in excess of policy minimum 15,533,963$ 14,214,408$ 10,078,591$ 9,973,210$ 9,715,917$ 9,291,612$
Solid Waste and Recycling Fund
Pro Forma Projections Per Rate Study Dated 8/12/2019
Updated for Actual Reserve Balances as of 9/30/2019
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
Gas operating revenues 46,261,130$ 44,905,460$ 46,252,624$ 47,640,203$ 49,069,409$ 50,541,491$
Less: Gas purchased (13,782,740) (12,087,300) (12,449,919) (12,823,417) (13,208,119) (13,604,363)
Less: Operating expenses (24,466,024) (24,178,474) (24,903,828) (25,650,943) (26,420,471) (27,213,085)
Net Operating Income 8,012,366 8,639,686 8,898,877 9,165,843 9,440,819 9,724,043
Non-Operating Income/(Expense):
Interest earnings 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Interest expense (300,000) (324,162) (304,662) (286,250) (267,955) (249,520)
Net Capital outlay - projects (10,045,000) (7,570,000) (7,570,000) (7,470,000) (7,470,000) (7,470,000)
Transfers in/(out)(2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000)
Net change in reserves (3,832,634)$ (754,476)$ (475,785)$ (90,407)$ 202,864$ 504,523$
Unrestricted reserves 25,553,134$ 24,798,658$ 24,322,873$ 24,232,466$ 24,435,330$ 24,939,853$
Less required reserves (6 months O&M)23,881,065 18,294,968 18,829,205 19,380,305 19,948,273 20,533,484
Reserves in excess of policy minimum 1,672,069$ 6,503,690$ 5,493,668$ 4,852,161$ 4,487,057$ 4,406,369$
Gas Utility Fund
Pro Forma Projections per Gas Department
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
1 | P a g e
Strategic Vision
Vision
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
Mission
The Mission of the City of Clearwater is to:
Provide cost effective municipal services and
Facilitate development
To support a high quality of life and experience.
Strategic Direction
Facilitate Development of the Economy:
Diversify the Economic Base
Develop downtown and US 19 N
Encourage housing that matches community needs - across a range of values
Expand tax base to reduce reliance on residential taxes
Fulfill Beach by Design
Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
Foster industry sectors identified in the Economic Development Plan:
o Technology District
o Medical District
Continue building a business-friendly environment
Recognize the value of transit-oriented development
Develop and Promote our Brand
Engage neighborhoods and the business community to:
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
2 | P a g e
o Create our economic development identity
o Communicate that identity effectively
Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
Encourage neighborhood identity programs
Prevent blight and support property values through Code Enforcement
Preserve community history and culture
Support community events
Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
Optimize use of employees, assets, and resources
Encourage teamwork across departments to ensure focus on Strategic Direction
Access public-private organizations and resources when appropriate
Quality
Proactively maintain and reinvest in our infrastructure
Continuously measure and improve our performance
Financial Responsibility
Continue responsible financial management
Evaluate additional funding options when appropriate
Set priorities and spend money aligned with Strategic Direction
Safety
Reinforce standing as a safe community, especially with visitors
Continue neighborhood policing
Ensure timely emergency preparation, response, and recovery
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
3 | P a g e
Clearwater Community Redevelopment Agency
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
Downtown Development
o Encourage housing that matches community needs - across a range of values
Facilitate redevelopment of CRA owned property with multi-family
housing
o Expand tax base to reduce reliance on residential taxes
Facilitate redevelopment of CRA owned property with commercial
uses
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
Small Business Development
Develop new Business Assistance programs
Continue CRA façade and sidewalk café grant programs
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Editorial Strategy
Communicate that identity effectively
Opportunity Zone
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Support community engagement in the Imagine Clearwater project
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
o Encourage teamwork across departments to ensure focus on Strategic
Direction
o Access public-private organizations and resources when appropriate
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
4 | P a g e
Facilitate redevelopment of privately-owned property through
marketing campaigns
Coordinate creation of a downtown arts center
Event management agreement with Amplify Clearwater
Staff Downtown Development Board
Quality
o Proactively maintain and reinvest in our infrastructure
Cleveland Street Median Lighting Project
Mercado/Streetscape Phase III project
Wayfinding Project
Downtown Core Utility Study
Pinellas Trail Improvements Design
Adopt 2020-2022 CRA Strategy and Six Year Capital Improvement
Plan
o Continuously measure and improve our performance
Financial Responsibility
o Continue responsible financial management
Meet State/County Annual Reporting requirements
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Augmented Reality project
Encourage neighborhood identity programs
Preserve community history and culture
Support community events
Children’s Day
Holiday Extravaganza
Safety
o Reinforce standing as a safe community, especially with visitors
Continue with Community Policing Interlocal Agreement
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
COVID 19 business recovery programs
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
5 | P a g e
Clearwater Gas System
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
Natural gas service available throughout downtown
Redeveloped Gas complex adjacent to downtown
o Encourage housing that matches community needs - across a range of values
Gas service energy alternative for Residential customers
Clearwater Neighborhood Extension Program (CNEP) – 400 customers & 20
miles of main
Systemwide Neighborhood Extension Program (SNEP) – 650 customers & 130
miles of main
Builder/Developer Agreements with new subdivisions (25 Active, 5K homes
under contract)
o Expand tax base to reduce reliance on residential taxes
CGS Annual Dividend Payment to the City ($1.7M minimum, $2.5M
budget)
o Fulfill Beach by Design
Natural gas available throughout Clearwater Beach
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Gas service energy alternative for Commercial customers
Medical District
Gas service energy alternative for Commercial customers
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Provide reliable and economical energy services to the Clearwater
region (20 cities and three counties)
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
6 Chambers Phillies/Threshers
BayCare/Morton Plant
Capitol Theatre
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
6 | P a g e
Habitat for Humanity
Pinellas Education Foundation
Clearwater for Youth
Big Brothers/Big Sisters
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Solid Waste trucks operate on CNG fuel vs. diesel – 65 trucks & 400K gge
annually
CGS light-duty trucks utilize CNG fuel vs. diesel/gasoline – 40 trucks & 30K gge
annually
Automated Meter Reading (AMR) installed on all gas meters
Paperless technologies -Tablets in field
Evaluate new software systems for work orders & service
requests
Utilization of new/emerging gas technologies
Morningside Rec Center - Gas A/C units in new building (8 Units & 120
tons)
CGS Complex – Gas A/C units in new building (160 tons & 750 KW gas
generator)
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Work with Engineering to determine best gas appliances/applications
for Coachman Commons showcase (kitchen, stage & park amenities)
o Access public-private organizations and resources when appropriate
Quality
o Proactively maintain and reinvest in our infrastructure
Replacement of antiquated distribution main (60 Miles of Old Gas Main)
Leak detection survey of gas mains and service lines (reduce methane
emissions)
Reliable gas supply to customers (no outages in storms & fuel many gas
generators)
o Continuously measure and improve our performance
On-going review of business processes (best practices)
Improved staff productivity by increasing customer served per employee
(average 3.3% improvement per year)
Financial Responsibility
o Continue responsible financial management
Conduct Utility Rate Study at least every 5years
Rate Study is currently underway
Gas Supply Purchases of Prepayment of gas supply @
discounted market rate (Save $1.5M Annually)
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
7 | P a g e
Cheaper than electric alternative (62% savings for our
customers)
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
Created a Regulatory & Code Compliance position
Start with a “Safety Message” at all internal meetings
Accident Review Board meetings
Maintain Compliance Documents (Annual FPSC Safety Audit)
Skills Training for field crews
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
8 | P a g e
Economic Development
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
US19 Plan
o Encourage housing that matches community needs - across a range of values
Affordable Housing
Neighborhood Revitalization
o Expand tax base to reduce reliance on residential taxes
Primary Industry
Hercules Area
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Lead department for Beach Tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
Small Business Development
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
Opportunity Zone
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure
Efficiency
o Optimize use of employees, assets, and resources
ED Strategic Plan
o Encourage teamwork across departments to ensure focus on Strategic
Direction
ED&H works in collaboration with CRA to identify economic
development opportunities and challenges.
Lake Belleview Task Force
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
9 | P a g e
Homeless Task Force
o Access public-private organizations and resources when appropriate
Contracts with a PR firm and engages tourism operators to encourage
active participation in the PR firm’s efforts market the destination and
bring journalists to the area.
Clearwater Business SPARK
POC on Homeless coordination with outside entities.
Engage with affordable housing partners
Quality
o Proactively maintain and reinvest in our infrastructure
o Continuously measure and improve our performance
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
Brownfields
As a result of Post-Active Remediation Monitoring at the former
CarPro site and adjacent property, the city submits annually an
application for Voluntary Cleanup Tax Credits and when appropriate,
sells these credits. Proceeds from the sale of the credits has provided
significant funds that are to be utilized as a brownfield revolving loan
fund.
CDBG Funds
HOME Funds
Ship Funds
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
Homeless Initiative
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
10 | P a g e
Engineering
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
Support development by managing the planning, design and
construction phases of projects
Cleveland Street Streetscape Phase III
Mercado festival core
Downtown Wayfinding
Imagine Clearwater
Fort Harrison Corridor Reconstruction with complete streets
elements
Main Library Renovations
New City Hall
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Participate in business process review
Improve efficiency of parking systems.
Implement license plate recognition (LPR) program
Update and standardize parking rates and operational hours
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
11 | P a g e
Manage the City’s interests in public ROW and easements
Implement online ROW permit submittal and approval
Improve succession planning and staffing of the Department focusing
on:
Morale
Diversity
Foster an innovative culture.
Provide city wide CAD and GIS support, survey and mapping services
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Coordinate with Planning and Development on Development Review
Coordinate with MPO on regional transit projects related to safety,
congestion, and pedestrian connectivity.
Work with multiple departments to support environmental
improvements at Coopers Point
o Access public-private organizations and resources when appropriate
Quality
o Proactively maintain and reinvest in our infrastructure
Manage the planning, design and construction phases of projects
Fire Stations 46 & 47
Countryside Police substation
Support large number of Public Utility infrastructure
improvement and capital projects
Implement infrastructure maintenance projects in timely and
methodical manner
Inspect and maintain infrastructure related to traffic
operations, right-of -way, stormwater systems, and parking.
Manage annual contracts.
Maintain database of city infrastructure.
o Continuously measure and improve our performance
Financial Responsibility
o Continue responsible financial management
Manage NFIP Community Rating System (CRS) program to
improve/maintain ratings benefiting our citizens with flood insurance
reductions.
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
12 | P a g e
Finance
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Provide the city council and departments fiscal analysis
Make recommendations to City Administration and City Council
Management of the city budget
Implementation of an OpenGov capital project planning, budgeting,
and performance measurement module
This tool will allow City departments and the Budget Division
to more effectively and efficiently manage the planning,
prioritizing, and budgeting of capital projects City-wide.
Implementation of a new Tyler Munis human resources/payroll
system to replace the Peoplesoft payroll system is currently
underway, with an expected “go live” date of summer of 2020.
Electronic workflow
Real-time interface with the Tyler Munis
General ledger financial system
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
13 | P a g e
Enhanced human resources tools and functionality
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Communicate and coordinate financial software and policy training
Work with departments on budget requests
Work with departmental payroll processors
Provide purchasing guidance and RFP support for departments
Work with departments to ensure work environments, assets, and
activities are safe
o Access public-private organizations and resources when appropriate
Quality
o Proactively maintain and reinvest in our infrastructure
Asset management
CIP budgeting
Capital equipment budgeting
o Continuously measure and improve our performance
Financial Responsibility
o Continue responsible financial management
Create and maintain citywide standards related to:
Accounting
Payroll
Purchasing
Cash Handling
Risk Management
Ensure financial compliance
CAFR
TRIM Requirements
Bond Management
Rates
o Evaluate additional funding options when appropriate
Review departmental requests related to financial activities
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Ensure timely emergency preparation, response, and recovery
o Provide Emergency Management for City Departments
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
14 | P a g e
Fire
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
Clearwater Fire support city events as well as many community
events to include Neighborhoods day.
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Identify opportunities for appropriate budget savings
Deferred 1 Medic Unit and 1 Rescue Unit / ≈$300,00 net
savings to City
Removed 1 Ladder Truck – CIP Item / ≈$1.4 million net savings
to City
Piloting the Training Center collaboration for North County Fire
Municipalities.
Provide analytical data for Community Risk Reduction for all matters
relating to COVID-19 pandemic, natural disasters, traffic safety, water
safety
Strategically base Emergency Response units for Fire and EMS Calls
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
15 | P a g e
Fire Station #47 moving location to Hercules to reduce
response times
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Working with Parks and Recreation to determine the best approach to
Lifeguard oversight
Close working relationship with Clearwater Police Department
o Access public-private organizations and resources when appropriate
Partner with Pinellas County to provide for seamless coverage
ALS Budget - $6.5 million
Fire Budget - $12.5 million
Emergency Management initiatives
Continue to work collaboratively with surrounding municipalities
with the dispatched COVID Response Unit (Clearwater, Largo, and
Safety Harbor)
Quality
o Proactively maintain and reinvest in our infrastructure
Replace response vehicles within defined ‘Replacement Schedule’
1 Engine – CIP Item / $650,000
1 Medic unit – County Reimbursed / $50,000
Replace aging infrastructure
Continue to work with Architects on new Fire Station #46
located on North Beach. CIP Item / $6.5 million
Continue to work with Architects on new Fire Station #47
located on Hercules. CIP Item / $4 million
CIP budgeting
Capital equipment budgeting
o Continuously measure and improve our performance
Complete CPSE Accreditation process for Re-accreditation in 2021
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
Identify new grant funding opportunities
Maintain ongoing grants
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
Respond to calls for service (Fire / EMS) within 7 minutes and 30
thirty seconds from initial call to arrival (Total Response Time) at the
90th percentile.
o Ensure timely emergency preparation, response, and recovery
Complete COOP for all city functions
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
16 | P a g e
Prepare City Departments for Natural Disasters / Pandemic /
Manmade Disasters.
o Provide Emergency Management for City Departments
Manage all citywide emergencies
COVID-19
o Manage Personal Protection Equipment (PPE)
o Set standards for Equipment decon/sanitation
o Manage Response levels
o Support County with surge issues
Weather events
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
17 | P a g e
Human Resources:
Facilitate Development of the Economy
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Manages City Wellness program
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Integrate technology into compliance activities
Consistently Track Discipline, FMLA, Sick Leave Notes, light
duty-sick notes
Consistently track Wellness initiatives and participation
Increase HRIS efficiency with instant access to data, implementing
paperless processes and streamlining workflow processes: Munis &
NeoGov
Set up Consortium known class schedules until Catalog
completed by County
City Supervisory Trainings/Payroll Preparers – Munis Training
in open Lab with a regular training schedule
CWA Reviews to start training with all reviews being
completed by October 2019 review cycle
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
18 | P a g e
Expand Learn catalog and course offerings:
o Develop on going user training;
o look into leveraging onboarding goals and JPG
objectives
Complete Munis Phase II implementation
Munis Talent Management Review Process:
Ensure measures reflect overall City initiatives
Implement Case Management with Employee Relations
Track certifications, licenses and personal data changes within
Munis
Continue to build a culture that embraces performance
o Increase employee engagement and satisfaction
through opinion and feedback surveys
o Creation of new Manager/Supervisor Trainings
o Present FMLA Training
o Present PBMP Training to specific departments as
requested
Ensure efficient and effective operations which enable
employees to have access to information and available
benefits when needed
o Tweak current tracking spreadsheets for FMLA and
Discipline and sick time, continue to engage
departments in leave compliance activities
o Create on the road shows by wellness staff to have live
demonstration of wellness programs.
Motivate employees to work at their peak performance and
improve morale
PSPC – Compensation & Classification Study:
o Launch Appeals Process
o Finalize all classification appeals
JPG’s/Apprenticeship Programs
o Review JPG programs on a city-wide basis
o Build JPG program for HR positions
o OJT analysts to build better integration across teams
and positions
Improve onboarding processes to help new hires feel comfortable
in their workplace, earn their commitment to the organization and
help them start producing and contributing to the city.
Push out onboarding checklists, beginning with generic version
and guiding departments in customization
New Hire surveys
Provide quality, cost- effective training designed to increase
individual and organizational productivity and enrichment.
Expand current NeoGov courses
Review Bootcamp offerings and onsite training options
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
19 | P a g e
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Strengthen partnerships with departments through training,
communication, information and support on Employee Relations
issues allowing for prevention, early discovery and/or prompt
resolution Work with departments on budget requests
Design and present city wide and department- specific
training sessions on requested Employee Relations topics.
o Create new LMS Modules
o FMLA Training/Increased OE Meetings
o PBMP Training to departments
o City wide teambuilding
Work with departmental payroll processors
Provide purchasing guidance and RFP support for departments
Work with departments to ensure work environments, assets, and
activities are safe
Increased Communication: Build awareness and increase employee
and prospective employee knowledge of the DLC and ODES
Intranet Page
Website
Posters & Flyers
Leadership, Trust & Visibility:
Have employees engaged within the community with various
service projects pertaining to diversity
Attend to provide information on laws, events, diversity fun
facts and more
Share short educational materials and videos via email and
intranet
Educate & provide the audience with tools to better understand and
know how to deal with issues in the workplace pertaining to
Diversity, Equity & Inclusion
Lunch & Learn topics & dates (4-6 total)
Department Trainings
Leadership Training Internal Training Certification
Program(s): One to Two year or (15-30 hours) program with
curriculum required for SAMP 4-6 and/or supervisors.
Optional for those who are aspiring to become leaders
Quality
o Proactively maintain and reinvest in our infrastructure
Asset management
o Continuously measure and improve our performance
Provide a consistent level of service for all employees
Implement New Hire Surveys
Implement Benefit Survey for 2020
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
20 | P a g e
To communicate clearly on choice, value and accountability
Compensation/Benefit Statements
Launchpad Rework
Revise New Hire Orientation PBMP Presentation
Strategize with Employment to develop a 30/60/90
Supervisor follow up guide to check in to see if the employee
has any concerns, training needs etc.
Develop and market Wellness benefits such as Motivate Me.
Assess the efficiency of department programs
Wellness Location
Additional workload allocation
EHC physicals
Financial Responsibility
o Continue responsible financial management
Create and maintain citywide standards related to:
Collaborate with the Payroll Department to Improve
processes and establish standards.
o Continue to streamline PA processes (use of electronic
PA sheet)
o Discuss bringing back the Payroll standardized training
and updating of Payroll manual with Finance. Work
with Payroll to build HR/Payroll manual
Compliance/Labor Relations: Ensure the city treats employees
fairly and prevent our organization from running afoul of legal
repercussions.
Pension negotiations
CWA CBA negotiations
Continue review of administrative polices and
draft recommended changes
SAMP Manual and Civil Service Rules rework
Internal I-9 Audit Evaluate additional funding options when
appropriate
Ensure that the City’s policies are up to date & consistent with the
Federal Government’s EEOC laws and be proactive in establishing
new policies (when necessary) that may affect the City & our
employees
EEO Policies
ADA Complaint Handling Policies
ADA Self Evaluation and Transition Plan: Comply with federal
and state ADA laws. Identifying and removing accessibility
barriers from city facilities, programs and services.
o Set priorities and spend money aligned with Strategic Direction
Safety
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
21 | P a g e
o Reinforce standing as a safe community, especially with visitors
o Ensure timely emergency preparation, response, and recovery
o Provide Emergency Management for City Departments
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
22 | P a g e
Information Technology
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Deployment of On-Street Camera System
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
Provide relevant website services and online resources
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
PD - AI (artificial intelligence) Policing (primarily cameras and fiber)
Customer Service - Cayenta Upgrades
Finance - Munis Purchasing Module Upgrades and Payroll
Enhancements
HR - Benefits Management System Replacement
Quality
o Proactively maintain and reinvest in our infrastructure
Imagine Clearwater Waterfront Redevelopment
Public Utilities & Engineering - Asset Management Replacement
IT - Telecommunications VOIP Core Upgrade
Gas Department - Systems Replacement Planning
o Continuously measure and improve our performance
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
23 | P a g e
Internal Process Review
IT - Security Audit & Enterprise Security Training
Financial Responsibility
o Continue responsible financial management
Finance - Munis Purchasing Module Upgrades and Payroll
Enhancements
o Evaluate additional funding options when appropriate
Review departmental requests related to financial activities
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Ensure timely emergency preparation, response, and recovery
Develop MOU’s with Pinellas and Pasco County for Mutual Aid of
Technology Infrastructure and Systems Backup
o Provide Emergency Management for City Departments
Managed Emergency Operations Center project
Heavily involved in COVID-19 response
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
24 | P a g e
Library
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
Continue to update North Greenwood’s signature African American
collection.
Continue to digitize local historical materials; upload images and
articles to Pinellas Memory website. Digitize city departments’
historical materials as requested.
Outreach by our two Hispanic Outreach Liaisons at community events.
o Support community events
Participate in city-sponsored, community events.
Support city back-to-school initiatives with free backpacks, books, and
school supplies at events at all library locations and several city
recreation centers.
Provide library-related activities for all ages at events hosted by local
small businesses.
Provide story times at local schools and day care facilities.
Participate in fairs, college-preparation workshops, and other events
hosted by local schools.
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
25 | P a g e
o Optimize use of employees, assets, and resources
Begin developing a new strategic plan in January 2020.
Reconfigured public internet computers at the North Greenwood
branch including modification of the computer lab to incorporate a
small digitization station.
Redesign of the East Community Library’s teen area.
Increase pre-processing for new materials that will enable shelf-
readiness upon receiving.
Provide remote library card registrations offered at multiple outreach
events.
Update the library’s marketing strategy.
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Continue to host City Council Chambers at the Main Library for all
official city meetings.
Continue to be a major partner in Business SPARK, a network to
support businesses and entrepreneurs in every stage of development
so that they may easily identify and obtain the resources needed to
grow in the greater Clearwater area.
Quality
o Proactively maintain and reinvest in our infrastructure
Replace/update FF&E systemwide as needed.
Main Library renovation as part of the City of Clearwater’s “Imagine
Clearwater” downtown enhancement project.
o Continuously measure and improve our performance
Evaluate electronic resources purchased independently; asses new
databases.
Continue systemwide collection management of physical materials.
Weeding
Purchasing new materials
Identify collection gaps
Enhance the Library’s non-traditional collection of items.
Purchase and/or update additional equipment to support Main
Library’s Maker Studios; increase hours of studio accessibility for
customers.
Enhance equipment and programming to provide more immersive
experiences with virtual and augmented reality.
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Ensure timely emergency preparation, response, and recovery
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
26 | P a g e
o Provide Emergency Management for City Departments
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
27 | P a g e
Marine and Aviation
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
o Encourage teamwork across departments to ensure focus on Strategic
Direction
o Access public-private organizations and resources when appropriate
Quality
o Proactively maintain and reinvest in our infrastructure
Beach Marina
Upcoming Rebuild (Anticipated RFQ/RFP October 2020)
o Hydrographic Survey of Beach Marina Basin(Complete)
o Seawall/Cap Inspection (in progress)
o Marina Sidewalk Replacement (in progress)
o Electrical Distribution Evaluation (Complete)
o Undergound Utilities Evaluation (Complete)
Downtown Clearwater Harbor Marina
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
28 | P a g e
Maintain and upgrade major dock components
Seminole Street Boat Ramp
Major renovations completed
o Additional Parking added
o Improved Landscaping
o Improved Lighting
o Park Element
Ongoing and Future improvements
o Restroom construction (in progress)
o Floating Transient Day Docks (permit phase)
Financial Responsibility
o Evaluate additional funding options when appropriate
Pursuing waterborne transportation infrastructure grant
opportunities through Forward Pinellas.
Security guard booth and replacement of Hanger Care FDOT 80/20
Grant Projects. (in progress)
o Evaluate additional funding options when appropriate
Safety
o Reinforce standing as a safe community, especially with visitors
o Ensure timely emergency preparation, response, and recovery
o Provide Emergency Management for City Departments
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
29 | P a g e
Official Records and Legislative Services
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Continue use of Granicus to manage council and advisory board
agendas to ensure that citizens and community stakeholders access.
Continue use of Laserfiche to manage documents and provides access
to those documents through the city’s website.
Identify a public records request management program. The City uses
GovQA, an online FOIA records management program to streamline
public records requests. Program agreement is expiring, and staff is
working with IT and PD to determine the option that best balances
efficiencies for internal users and while ensuring the experience is
user-friendly for external customers.
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Provide staff and resources to coordinate the city’s priorities
o Access public-private organizations and resources when appropriate
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
30 | P a g e
Coordinate the City’s legislative priorities and appropriation requests
with federal and state lobbyists and tracking proposed legislation
through both House and Senate
Assisted the City with the passage of a local bill that removed
the reverter clause from the Beach marina property in order to
facilitate redevelopment in accordance with state policies.
Quality
o Continuously measure and improve our performance
Expand methods for public participation at public meetings.
eComment
Dedicated email
Call-in number during periods of office closure
Financial Responsibility
o Continue Responsible Financial Management
Issue RFP for State lobbying contract in July. Contract with the current
state lobbying firm, Dean Mead, expires September 2020.
o Evaluate additional funding options when appropriate
Identify and manage state and federal city appropriation requests
Secured an increase to the authorized federal cost-sharing
provision for the Stevenson’s Creek Project, reducing the City’s
portion.
Grants
Research and identify grant funding opportunities and
communicate possible funding sources to city staff.
COVID-19
Work with city lobbyists to identify funding sources outside of
the legislative appropriation process and work with city
departments to ensure applications are filed timely. Depending
on the complexity of the grant application, it may require the
Department to assist with grant writing or identify grant
writing resources.
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
31 | P a g e
Parks and Recreation Department
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Update City Ordinance regulating Parks and Recreation Impact Fees.
Current ordinance has been in effect since 1983 with only a
few minor adjustments and needs to be updated and revised to
reflect the current conditions of the City. Redesign of the East
Community Library’s teen area.
Develop an online program for all Capital Improvement Projects
managed by the Parks and Recreation Department to better inform
the public of the progress of projects.
Complete the hiring process for several key positions in the Parks and
Recreation Department including the Parks and Recreation Director,
Volunteer Coordinator, and Parks Manager. These positions are vital
to providing a high level of efficiency and quality.
Develop and implement a plan to open the Ross Norton Recreation
Center for an additional 40 hours per week using existing resources.
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
32 | P a g e
Increase and expand the effectiveness of the volunteer programs to
reduce costs to the general fund budget.
Current goal is to generate 70,000 hours of volunteer services.
Focus on the use of volunteer services for maintenance work
on parks and public properties.
Develop a new work order system to be used for all park maintenance
activities
Better tracking of citizen questions and concerns.
Improved service following reporting.
Creating more accurate depiction of current parks conditions
More accurate budgeting
Proactive repair and replacement for various infrastructure
components
o Playgrounds
o Tennis courts
o Fencing
o Site furniture
o Scoreboards
o Etc.
o Access Public-Private organizations and resources when appropriate
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Coordinate with Engineering, Parks and Recreation, and Sustainability
Coordinator on the Hardwood Tree Management program.
Coordinate with Neighborhood Coordinator
Belmont Park Renovations
Work with Stormwater, Solid Waste, Traffic Engineering, Utilities,
Engineering, Gas to prioritize and balance the needs of the Streets and
Sidewalks division with Citizen issues which come directly to the
department.
Develop a transition plan to move the operations of the beach
lifeguard program to Clearwater Fire Department.
Quality
o Proactively maintain and reinvest in our infrastructure
Kick-off Five-year hardwood tree management program.
Complete the first phase of the new hardwood tree inventory
Implement first phase recommendations identified in tree
inventory
Complete ongoing Parks and Recreation managed CIP projects
Seminole Boat Ramp Restrooms
Crest Lake Park Renovations
Barefoot Beach House Restroom
Countryside Sports Complex Phase II
Phillip Jones Restroom improvements,
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
33 | P a g e
Del Oro Park Trail Head
Belmont Park Renovations
Develop a well-defined and enhanced maintenance program to
accommodate the needs of new municipal development in the City
including Imagine Clearwater and Cleveland Street Improvements.
Complete negotiations with the Philadelphia Phillies for capital
improvements to Carpenter Field and Spectrum Fields and extension
of their Agreement to stay in Clearwater.
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Ensure timely emergency preparation, response, and recovery
o Provide Emergency Management for City Departments
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
34 | P a g e
Planning and Development Department
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
US19 District
Experience processing a variety of site plan applications in the
US 19 District has highlighted the need to revise the ordinance
to provide clearer direction on certain requirements and to
provide for additional opportunities for flexibility in the
District.
Downtown
Compete the Ft. Harrison Complete Streets Plan
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
Temporary outdoor café program in response to COVID-19
Conduct business process study to determine ways to enhance the
development review and permitting process from the customer’s
perspective
Create One-Stop Place on Website for information for Development
Review Applications
Provide more comprehensive information to the public
Promote the use of online tools
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
Develop Placemaking Grant Program
Neighborhoods Day
Implement Placemaking initiatives such as storm drains murals, rain
paint, etc.
o Prevent blight and support property values through Code Enforcement
Continue proactive enforcement efforts
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
35 | P a g e
Conduct neighborhood sweeps
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Prepare Comprehensive Plan, Business Process Review, and US19
amendments with no additional costs to the departmental budget.
ePermitHub – Digital Plans Submittal and Review
Sustainability Initiative
Implemented in January of 2020
Highly beneficial during COVID-19
Implementation of Mandatory Online Permitting
Sustainability Initiative
Doors, Window, Roofs, A/C Changeout, etc.
Highly beneficial during COVID-19
Upgrade to IVR system
Will enable customers to schedule inspections and receive
inspection results via text messaging.
COVID19 inspired Opportunities
Building Permit Application Drop-off system
Remote Planning and Zoning Requests online page which
allows certain zoning and planning requests to be initiated
online.
Online BTR applications
Virtual Inspections
Implement Civil Citation Process
Previously the code limited prosecutions to the Municipal Code
Enforcement Board or through County Court which is both
time-consuming and costly.
o Access Public-Private organizations and resources when appropriate
Partnership with mySidewalk to create a community dashboard to
provide a summary of community data in a manner that is easily
understood by the public.
Partnership with Clearwater Marine Aquarium on turtle lighting
enforcement
Partner with consultant to supplement City staff in update of
Comprehensive Plan. This will allow for a more robust public
engagement process and make available experts in various fields such
as housing, economics, land use and transportation policy, and
resiliency planning which are all intertwined and important aspects to
be considered for the City’s future.
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
36 | P a g e
Development of Fort Harrison Complete Streets Plan to be completed
in Summer 2020. A total budgeted amount of $85,000, with $50,000
funded through a grant from Forward Pinellas
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Collaborate with departments involved in the development review
and permitting processes i.e. Engineering, Fire, Solid Waste, Legal, etc.
Collaborate with various city departments on Code Compliance issues
including Police, Parks and Recreation, and Solid Waste.
Coordinate with the City Clerk on public notices for the Community
Development Board and Municipal Code Enforcement Board meeting.
Collaborate with Public Communications to foster community
engagement on departmental projects i.e. Comprehensive Plan, Ft.
Harrison Complete Streets, Placemaking, Code Compliance
neighborhood sweeps, etc.
Collaborate with various city departments on Complete Streets
including Engineering, Fire, Police, CRA, Economic Development and
Housing, Solid Waste, Parks and Recreation and Public Utilities.
Engage city departments in the Comprehensive Plan Update.
The Neighborhood Coordinator will work with all departments to
ensure needs are being identified and provided due consideration.
Specifically:
Coordinate work of the Lake Belleview Task Force
Coordinate with Parks and Recreation on the renovation of
Belmont Field
Implement One City-Led Placemaking Project
Work with Public Communications to keep neighborhoods
informed
Quality
o Proactively maintain and reinvest in our infrastructure
Develop Complete Streets Policy
o Continuously measure and improve our performance
Continue implementation of customer service standards
Implement independent professional business process study to
evaluate current procedures and practices. The goal of the study is to
o Pinpoint any major issues
o Identify indirect or unclear impacts of the process that
are not readily visible
o Highlight the positive aspects of the current system.
o Provide a roadmap for making needed improvements.
Financial Responsibility
o Continue responsible financial management
Revise Fee Ordinance Related to Private Provider Discount if analysis
determined necessary.
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
37 | P a g e
Develop Posting for Website Detailing Construction Services Income
vs. Expenditures
Develop and Implement Lien Amnesty Program
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Complete Comprehensive Plan Update to reassess the City’s vision for
the next 5, 10 or even 20 years to best answer questions related to the
growth, development, sustainability and economic readiness of our
community.
Conduct multiple neighborhood sweeps
Conduct Business Process Study
Safety
o Reinforce standing as a safe community, especially with visitors
Develop Complete Street Policy
Complete Ft. Harrison Complete Streets Plan
o Ensure timely emergency preparation, response, and recovery
Continue to train for and manage damage assessment responsibilities
o Provide Emergency Management for City Departments
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
38 | P a g e
Police
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
Continue to utilize the Nuisance Abatement Process to address
chronic issues that hinder investment and development.
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
Continue community engagement by police district commanders and
police liaisons attending local community groups.
o Prevent blight and support property values through Code Enforcement
Continue to work in collaboration with Code Enforcement and other
city departments on nuisance properties and in areas of blight to
coordinate neighbor clean-up events.
o Preserve community history and culture
o Support community events
Provide financial assistance and planning assistance for community
events. Attend community events to reinforce relationship with the
community.
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Establish a legal and streamline process to address derelict vessels.
Develop a policing strategy for a renovated Coachman Park
Plan for the continuity of the operations during construction of
District III Operations and Training Complex
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
39 | P a g e
Increase the Traffic Enforcement Team by two officers on a daytime
schedule.
Create a 4-hour training class for sworn personnel on the topic of
investigative techniques and preliminary investigations.
Repurpose the Special Enforcement Unit to support the mission of
addressing patterns, chronic offenders, and nuisance addresses.
Expand the department’s capacity to manage digital forensic
processing
Implement and staff the Real Time Crime Center.
Develop FIBRS training for relevant department personnel and
streamline the report approval process.
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Continue to partner with the Neighborhood Coordinator on initiatives
Provide active assailant training exercises at designated City of
Clearwater
Transition the police department to the new Munis Payroll and ensure
that it meets the operational needs of the police department.
o Access public-private organizations and resources when appropriate
Work collaboratively with county stakeholders to establish a strategy
to have a unified Computer Aided Dispatch System for all law
enforcement and other emergency services in Pinellas County.
Quality
o Proactively maintain and reinvest in our infrastructure
Place the police vessel on the CIP schedule for replacement in FY 2021
and conduct the procurement process for selecting a new police
vessel to replace the current vessels nearing end of useful life.
Plan for the construction of the District III Operations and Training
Complex
Complete a department wide transition to the TASER 7 device
Evaluate the refurbishment/replacement of the Mobile Command
Center and place on the CIP schedule for replacement.
o Continuously measure and improve our performance
Establish a Command and Control curriculum for all front-line
supervisors, through a comprehensive review of case studies and
after-action reviews
Continue to evaluate data for burglary, robbery, sexual battery, auto
theft, traffic enforcement, and citizen contacts on a monthly basis and
implement strategies to drive positive trends on the data.
Investigate sound mitigation strategies at firearm ranges in the region
and identify mitigation strategies that are feasible and cost effective.
Establish a dissemination system to share closed internal affairs cases
with lieutenants and other appropriate management staff for the
purpose of reviewing cases and learning from our mistakes.
Continue a complete review and updating of Clearwater Police
Department Policies and Procedures
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
40 | P a g e
Implement a quality assurance program in the Communications
Section
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
Implement a notification and information sharing program with the
commercial businesses with District I (resorts, hotels, restaurants,
etc.) to provide timely information on criminal activity, trends, or
patterns.
o Continue neighborhood policing
Continue to strengthen the community partnerships in the Lake
Belleview community by:
Attending all community meetings
Supporting at least three public engagement events
Identifying at least two additional methods to solicit
attendance at community meetings by persons that live in the
Lake Belleview community.
Continue to support Operation Graduate and vocational training in the
North Greenwood Community.
Continue to lead the Refuse to Lose program and address recidivism
chronic juvenile offenders at the root cause.
Continue the PARK-WALK-TALK program to promote police presence
in areas of the greatest need in non-enforcement roles.
Increase community engagement and department initiatives to build
trust in minority communities.
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
41 | P a g e
Public Communications Goals for 2020
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Continue to use Granicus, an electronic agenda management system,
which citizens and community stakeholders can access for all city
council and advisory board meetings.
Expanding methods for public participation at public meetings.
eComment
Dedicated email
Call-in number during periods of office closure
Communications & Engagement for Large-Scale City Projects
Imagine Clearwater
Downtown Clearwater and the CRA Initiatives
Elections and New Elected Officials
City Referendums
City Administration Changes
New city facilities, such as City Hall and Crest Lake Park
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
42 | P a g e
Any new city surveys
o Encourage teamwork across departments to ensure focus on Strategic
Direction
Work with Official Records to ensure residents and businesses can
access the policies and processes available through their city
government.
Quality
o Proactively maintain and reinvest in our infrastructure
o Continuously measure and improve our performance
Challenge the norm and seek out new ways to communicate
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Developing and promoting our brand
Engaging the community
Creating our brand identify
Communicating that identify effectively
Ensuring that residents and visitors are familiar with everything
Clearwater has to offer them.
Fostering Community Engagement
Promoting community programs and services
Supporting community events
Engaging with our residents.
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
43 | P a g e
Public Utilities
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
SCADA Master Plan
Master plan of supervisory control and automated data acquisition
systems (SCADA)
Budget - $1.5M
Est. Start/Completion – 2020/2022
o Encourage teamwork across departments to ensure focus on Strategic
Direction
o Access public-private organizations and resources when appropriate
Water-Reclaimed Water Program Consultant
Initiate substantially similar water-reclaimed water projects
including some identified once the Water Master Plan is
complete
Assist procuring and overseeing water-reclaimed water point
repairs and emergency/non-emergency contractor(s)
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
44 | P a g e
Budget - $4.1M
Start/Completion – 2019/2024
Sanitary Sewer Program Consultant
Initiate substantially similar sanitary sewer projects including
some identified once the Sanitary Sewer Master Plan is
complete
Oversee and assist the City manage engineering
firms/contractors related to permanent flow monitoring, CIPP,
cleaning and CCTV inspections, manhole linings, cleanouts and
laterals, lateral CIPP, smoke and dye testing, and both
emergency and non-emergency repairs to sanitary sewer, force
mains, and manholes.
Budget - $2.8M/year
Est. Start/Completion – 2020/Ongoing
Quality
o Proactively maintain and reinvest in our infrastructure
Water Master Plan
30-year master plan of water supply, treatment, and
distribution systems
Budget - $2.1M
Start/Completion – 2018/2020
Water-Reclaimed Water Point Repairs and Improvements
Procure contractor(s) to repair breaks, replace aging water
lines, broken valves, and concrete pads to stabilize valve boxes
on an emergency or non-emergency basis
Budget - $16.5M
Est. Start/Completion – 2020/2024
Water Treatment Plant 2 System Improvements
Increase water supply and other improvements to achieve
design capacity
Budget - $25.3M
Start/Completion – 2018/2024
Sanitary Sewer Master Plan
30-year master plan of sanitary sewer collection system
Budget - $650k
Start/Completion – 2017/2020
Sanitary Sewer Point Repairs and Improvements
Procure contractor(s) to repair sanitary sewer, force mains,
and manholes on an emergency or non-emergency basis. Also
includes contractors to install cured-in-place pipe (CIPP),
cleaning and CCTV inspections, manhole linings, cleanouts and
laterals, lateral CIPP, and smoke and dye testing
Budget - $14M/year
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
45 | P a g e
Start/Completion – 2017/Ongoing
Water Reclamation Facilities (WRF) Master Plan
Master plan for the City’s three WRFs
Budget - $4M
Est. Start/Completion – 2020/2023
Biosolids Master Plan
Master plan of biosolids handling and reuse
Budget - $7.1M
Est. Start/Completion – 2022/2024
Marshall Street Influent Pump Station (IPS) & Headworks
Replacement
Design/construct new IPS and Headworks facility at the
Marshall St. WRF
Budget - $15.5M
Est. Start/Completion – 2018/2023
Reuse Master Plan
Master plan of reclaimed water systems
Budget - $200k
Est. Start/Completion – 2025/2026
Memorial Causeway Subaqueous Pipelines
Install 2,500LF of 24” force main from Bay Way to Memorial
Causeway
Install 2,400 LF of 20” water main from Coachman Park to
Memorial Causeway
Budget – $4M
Start/Completion – 2015/2019
o Continuously measure and improve our performance
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
46 | P a g e
General Services
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Continue LED lighting upgrades throughout the City
Explore the addition of sustainable features in projects in city facilities
Work on establishing a (apprenticeship program) for trades
Improve efficiency by upgrading Fleet diagnostic tools with iPad for
all mechanics
Upgrade some vehicles to electric hybrids (CPD)
o Encourage teamwork across departments to ensure focus on Strategic
Direction
o Access public-private organizations and resources when appropriate
Quality
o Proactively maintain and reinvest in our infrastructure
Manage Fleet CIP
Software maintenance installs on all mobile and portable
radios
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
47 | P a g e
o Continuously measure and improve our performance
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
Complete coordination and installation of a new antennae at the
Wyndham Grand
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
48 | P a g e
Solid Waste Department 2020 Goals/Priorities
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
Focus on training and familiarization with new station
Underground Refuse
Construction begins June 2020, Completes October 2020
Consideration of additional facilities at Spectrum Field
Material Recovery Facility (MRF)
Investigate the feasibility of using the “Recycling Revolution”
system to process recyclables onsite
o Encourage teamwork across departments to ensure focus on Strategic
Direction
o Access public-private organizations and resources when appropriate
Quality
o Proactively maintain and reinvest in our infrastructure
Solid Waste Transfer station rebuild
Completed in 2020
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
49 | P a g e
Recycling Facility Rebuild
assess recycling markets and reevaluate the logic and timing of
rebuilding this facility
o Continuously measure and improve our performance
Reassess commercial and residential routes and adjust for increased
optimization
Financial Responsibility
o Continue responsible financial management
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Ensure timely emergency preparation, response, and recovery
Refresh FEMA training for appropriate staff
Debris Management RFP
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
50 | P a g e
Utility Customer Service's Current Work Program
Facilitate Development of the Economy:
Diversify the Economic Base
o Develop downtown and US 19 N
o Encourage housing that matches community needs - across a range of values
o Expand tax base to reduce reliance on residential taxes
o Fulfill Beach by Design
o Maintain tourism commitment, including sports tourism
Increase Economic Opportunity
o Foster industry sectors identified in the Economic Development Plan:
Technology District
Medical District
o Continue building a business-friendly environment
o Recognize the value of transit-oriented development
Develop and Promote our Brand
o Engage neighborhoods and the business community to:
Create our economic development identity
Communicate that identity effectively
o Ensure that our residents and visitors are familiar with the whole offering of
community amenities
Foster Community Engagement
o Encourage neighborhood identity programs
o Prevent blight and support property values through Code Enforcement
o Preserve community history and culture
o Support community events
o Support Pinellas County Healthy Communities initiative
Provide Cost Effective Municipal Services and Infrastructure:
Efficiency
o Optimize use of employees, assets, and resources
New Automated Phone System
Checking account balances
Requests for extension
Eliminating hold times
Utility Billing System Software Upgrade
Utility Bill Pay Kiosk
Having customer service representatives process payments
that are repetitive transactions is not a cost-effective use of
employee time.
Will free up existing staff to help with phone calls or collections
o Encourage teamwork across departments to ensure focus on Strategic
Direction
HUMAN RESOURCES DEPARTMENT
STRATEGIC GOALS FOR FY ’19 –‘20
51 | P a g e
Participate in—as practical--staff or other meetings held by our seven
utilities. Bring our ideas and concerns to them, and bring their ideas
and concerns back to UCS
Allow our UCS employees—as practical—to shadow other utility
employees at their job to better understand how our actions impact
them, and vice versa
Encourage our utilities to send representatives to UCS to better
understand our organization
o Access public-private organizations and resources when appropriate
Quality
o Proactively maintain and reinvest in our infrastructure
Review impact of key departmental systems
Phone System Replacement
Utility Billing System Software Upgrade
o Bring platform of Cayenta to more current version
o Correct UniFace issues, eliminating random user
disconnects
o Continuously measure and improve our performance
Financial Responsibility
o Continue responsible financial management
Achieve a successful courtesy collections call rate of 70% or greater.
Achieve an uncollectible (bad debt) rate of 0.25% or less as a % of
revenue
o Evaluate additional funding options when appropriate
o Set priorities and spend money aligned with Strategic Direction
Safety
o Reinforce standing as a safe community, especially with visitors
o Continue neighborhood policing
o Ensure timely emergency preparation, response, and recovery
INDIVIDUAL SPEAKER
Citizen Comment Card
Name: 4/L- L-, Z A
Address: e26. 7 ! Ab F2) ,C ' C7 Gt/
City CL -.E KJ 9 -/ cZip: 3 3 / (
Telephone Number: 72 7- Vc)3 - •06 b
Email Address: kI-G- .Tim)s cm tJs,4 • 4/E..-._
Speaking under citizens to be heard re
items not on the agenda?
Agenda item(s) to which you wish to speak. 3 .
What is your position on the item? For Against
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