05/25/2021 - SpecialTuesday, May 25, 2021
1:00 PM
City of Clearwater
Main Library - Council Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
Main Library - Council Chambers
City Council
Special Meeting Agenda - Final
Strategic Planning Session to Review 5-year Financial Forecast
May 25, 2021City Council Special Meeting Agenda -
Final
Welcome. We are glad to have you join us. If you wish to address the Council, please complete a
Comment Card. Comment Cards are on the right-hand side of the dais by the City Clerk. When
recognized, please hand your card to the Clerk, approach the podium and state your name. Persons
speaking before the City Council shall be limited to 3 minutes unless otherwise noted under Public
Hearings. For other than "Citizens to be heard regarding items not on the Agenda," a spokesperson for
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the form to designate a spokesperson from the City Clerk. Up to 60 minutes of public comment will be
allowed for an agenda item. No person shall speak more than once on the same subject unless
granted permission by the City Council. The City of Clearwater strongly supports and fully complies
with the Americans with Disabilities Act (ADA). Please advise us at least 48 hours prior to the meeting
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Citizens wishing to provide comments on an agenda item are encouraged to do so in advance through
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1) eComments via Granicus - eComments is integrated with the published meeting agenda.
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into the record.
1. Call to Order
2. Citizens to be heard re items not on the agenda
3. City Manager Verbal Reports
3.1 Strategic Planning Process Presentation
3.2 Long-term financial forecasts for General Fund and major utility funds
3.3 Discuss Penny for Pinellas project list, proposed project changes and
reallocation of funding.
3.4 Minimum Wage Implementation Proposal
3.5 Code Enforcement Staffing
3.6 Real Time Crime Center
3.7 Discuss social services funded by the City of Clearwater.
Page 2 City of Clearwater Printed on 5/24/2021
May 25, 2021City Council Special Meeting Agenda -
Final
4. Adjourn
Page 3 City of Clearwater Printed on 5/24/2021
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#21-9215
Agenda Date: 5/25/2021 Status: Agenda ReadyVersion: 1
File Type: City Manager Verbal
Report
In Control: City Council
Agenda Number: 3.1
SUBJECT/RECOMMENDATION:
Strategic Planning Process Presentation
SUMMARY:
The Florida Institute of Government will give a presentation regarding the recently started
Strategic Planning Process. This will include the various phases of the process as well as a
timeline.
Page 1 City of Clearwater Printed on 5/24/2021
Mayor and City Council
Kick-Off Meeting: Strategic Planning Process
Angela Crist, MPA | May 25, 2021
Welcome and Introductions
By Bill Horne, City Manager
USF School of Public Affairs &
Florida Institute of Government
Project Team
John Daly, PhD
Associate Professor
Angela Crist, MPA
Program Director
Stephen Neely, PhD
Associate Professor Robyn Odegard, MA
Learning and Development
Facilitator
Today’s Agenda
• Individual Activity: Milestones in the history of the City
• Project Overview & Approach
• Phases I and II
• Group Activity: Beginning to develop the Vision
• Next Steps
• Anticipated Challenges and Solutions
• Questions and Ideas
Milestones in the
History of the City
What are the people and events,
whether in the city, the surrounding
area, or the world at large that have
made a difference in the history
of Clearwater?
Individual Activity
Project Overview & Approach
• Phased approach
• Highly participatory and inclusive
• Multiple ways for the community to provide input
• Integrates community visioning and organizational strategic planning
• Uses the results of the visioning effort as the framework for planning
• Adaptive
• Assist the city of Clearwater in better understanding the various stakeholders and opinions in their community
• Develop a better understanding of the collective vision and priorities for the city
• Data collected will assist the city with informed resource allocation and development of a strategic plan
• Collaborating with USF provides the city unbiased data from an outside organization
Phase I
1.1 Kick Off and Work Plan Refinement
1.2 Communications Outreach
1.3 Individual/Group Stakeholder Interviews
1.4 Resident Feedback Survey
1.5 City Council: Kick-Off, Setting Expectations, Teambuilding
1.6 Community Focus Group Forum I (3 hours)
1.7 Employee Survey
1.8 Employee Focus Group Forum (3 hours)
1.9 Report to Council
Phase II
2.1 Community Focus Group II (3 hours)
2.1a SET Executive Leadership Meeting (3 hours)
2.2 Leadership Forum I (4 hours) off-site
2.2a SET Executive Leadership Meeting (3 hours) tentative
2.3 Leadership Forum II (3 hours) off-site
2.3a SET Executive Leadership Meeting (3 hours)
2.4 Strategic Plan Process Wrap-Up DRAFT Report to Council
2.5 Final Report Submission (ADA compliant) to Council
Beginning to
develop the
Vision…
It is the year 2031 and you have been
asked to write a guest column about
the city’s accomplishments over the
past 10 years, and about what it is
like to live there now.
What would you write?
Group Activity
Phase I:
1.1 Kick Off and Work Plan Refinement Apr 2021
1.2 Communications Outreach On-going
1.3 Individual/Group Stakeholder Interviews May 2021
1.4 City Council: Kick-Off, Setting Expectations, Teambuilding May 25, 2021
1.5 Resident Feedback Survey Jun 2 – 23, 2021
1.6 Community Focus Group Forum I (3 hours) Jul 13 or 14, 2021
1.7 Employee Survey Jul 7 – July 28, 2021
1.8 Employee Focus Group Forum (3 hours) Aug 9 or 10, 2021
1.9 Report to Council Oct 18, 2021
Phase II:
2.1 Community Focus Group II (3 hours)Nov 9, 2021
2.1a Executive Leadership Meeting Dec 1 or 2, 2021
2.2 Leadership Forum I (4 hours) off-site Week of Jan 10, 2022
2.2a Executive Leadership Meeting (tentative)Week of Jan 17, 2021
2.3 Leadership Forum II (3 hours) off-site Week of Feb 7, 2022
2.3a SET Executive Leadership Meeting (3 hours) Week of Feb 21, 2022
2.4 Strategic Plan Process Wrap-Up DRAFT Week of Mar 2022
Report to Council
2.5 Final Report Submission (ADA compliant) to Council May 2022
Anticipated Challenges and Proposed Solutions
• Coordinating Between Organizational and Community-Wide
Process Components
• Effectively Integrating Employee Input with Leadership Direction
• Integrating Input Received Through Different Channels
• Transparency and Responsiveness
CONTACT INFORMATION
University of South Florida
The John Scott Dailey Florida Institute of Government
4202 E. Fowler Avenue, SOC107
Tampa, FL 33620-5250
Angela Crist, MPA
Director
(813) 857-8801
acrist@usf.edu
Robyn Odegard, MA
Project Manager
(813) 974-1317
odegardr@usf.edu
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#21-9263
Agenda Date: 5/25/2021 Status: Agenda ReadyVersion: 1
File Type: City Manager Verbal
Report
In Control: City Council
Agenda Number: 3.2
SUBJECT/RECOMMENDATION:
Long-term financial forecasts for General Fund and major utility funds
SUMMARY:
Review of long-term financial forecasts for the General Fund and the major utility funds
consisting of Water & Sewer; Stormwater; Gas, and Solid Waste & Recycling.
Page 1 City of Clearwater Printed on 5/24/2021
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031
Increase - - - - - 0.7000
Total Millage Rate 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 5.9550 6.6550
Gen Fund Millage Rate 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 5.6713 6.3380
% Increase 6.55%0.0%1.0%1.0%2.0%2.5%3.0%3.5%3.5%3.5%3.5%
Taxable Value 12,693,031$ 12,693,031$ 12,819,961$ 12,948,161$ 13,207,124$ 13,537,302$ 13,943,421$ 14,431,441$ 14,936,541$ 15,459,320$ 16,000,397$
Ad Valorem Revenues @ 96%68,492,140 69,106,500 69,797,600 70,495,600 71,905,500 73,703,100 75,914,200 78,571,200 81,321,200 84,167,500 97,353,300
Other Revenues 93,253,095 95,533,100 97,921,400 100,369,400 102,878,600 105,450,600 108,086,900 110,789,100 113,558,800 116,397,800 119,307,700
Total Revenues 161,745,235 164,639,600 167,719,000 170,865,000 174,784,100 179,153,700 184,001,100 189,360,300 194,880,000 200,565,300 216,661,000
Total Expenses (excluding below)139,644,300 145,140,826 150,583,600 156,230,500 162,089,100 168,167,400 174,473,700 181,016,500 187,804,600 194,847,300 202,154,100
Transfers to CIP 9,491,920 13,245,033 12,227,483 12,020,953 8,778,380 7,236,855 11,985,885 10,000,000 10,000,000 10,000,000 10,000,000
Phillies - additional subsidy
per original proposed agreement - 1,112,000 1,153,700 1,197,000 1,241,900 1,288,500 1,336,800 1,386,900 1,438,900 1,492,900 1,548,900
Additional Imagine Clearwater
Operating Deficit & Capital R&R Costs - - 832,700 1,723,700 1,784,000 1,846,400 1,911,000 1,977,900 2,047,100 2,118,700 2,192,900
Imagine Clearwater debt service - 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000
Minimum Wage to $15 1,025,279 1,072,600 1,127,802 1,183,680 1,260,183 1,346,174 1,393,290 1,442,055 1,492,527 1,544,765
Net Operating Income 12,609,015$ 2,616,462$ 348,917$ (2,934,955)$ (1,792,960)$ (2,145,638)$ (8,552,459)$ (7,914,290)$ (9,352,655)$ (10,886,127)$ (2,279,665)$
Beginning Fund Balance 48,933,280 61,542,295 64,158,758 64,507,675 61,572,720 59,779,760 57,634,122 49,081,664 41,167,374 31,814,719 20,928,592
Ending Fund Balance 61,542,295 64,158,758 64,507,675 61,572,720 59,779,760 57,634,122 49,081,664 41,167,374 31,814,719 20,928,592 18,648,927
8.5% Minimum Reserves 12,676,579 13,462,798 13,838,942 14,301,374 14,523,736 14,909,362 15,849,065 16,236,403 16,813,391 17,412,021 18,033,099
Excess Reserves 48,865,717$ 50,695,960$ 50,668,732$ 47,271,346$ 45,256,024$ 42,724,761$ 33,232,599$ 24,930,972$ 15,001,328$ 3,516,572$ 615,829$
General Fund Forecast
05/19/2021
GF Forecast- 5-19-2021
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Water & Sewer rate revenues 95,030,741$ 97,163,961$ 100,449,130$ 103,855,164$ 107,386,701$ 111,048,568$
Less: operating expenses (63,659,565) (65,837,510) (67,711,116) (69,881,653) (72,120,114) (70,434,140)
Net Operating Income 31,371,176 31,326,451 32,738,014 33,973,511 35,266,587 40,614,428
Non-Operating Income/(Expense):
Interest earnings 1,014,081 1,388,808 1,477,486 1,033,770 816,652 961,647
Other non-operating revenues 41,040 41,040 41,040 41,040 41,040 41,040
Interest expense (4,812,340) (4,625,155) (4,446,255) (5,187,375) (5,922,051) (7,551,195)
Capital outlay (10,776,208) (46,110,148) (80,755,250) (59,590,389) (20,791,087) (25,831,661)
Add back depreciation exp 14,000,000 14,500,000 15,000,000 15,500,000 16,000,000 16,500,000
Transfers in/(out)(4,798,340) (5,226,692) (6,170,000) (6,344,000) (6,525,000) (6,712,000)
Net change in reserves 26,039,409$ (8,705,696)$ (42,114,965)$ (20,573,443)$ 18,886,141$ 18,022,259$
Unrestricted reserves 157,932,257$ 149,226,561$ 107,111,596$ 86,538,153$ 105,424,294$ 123,446,553$
Less required reserves (6 months O&M)36,635,123 37,844,679 39,163,686 40,706,514 42,283,583 42,348,668
Reserves in excess of policy minimum 121,297,135$ 111,381,883$ 67,947,911$ 45,831,638$ 63,140,711$ 81,097,885$
Water & Sewer Utility Fund
Pro Forma Projections Per Draft Rate Study 5/14/2021
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Operating revenues 17,134,230$ 17,134,230$ 17,303,486$ 17,474,434$ 17,647,092$ 17,821,477$
Less: operating expenses (13,492,932) (13,477,572) (13,688,092) (13,815,565) (13,787,281) (13,757,854)
Net Operating Income 3,641,298 3,656,658 3,615,394 3,658,869 3,859,811 4,063,623
Non-Operating Income/(Expense):
Interest earnings 311,822 462,766 659,063 838,329 871,639 914,197
Other non-operating revenues 6,000 6,000 6,000 6,000 6,000 6,000
Interest expense (742,869) (583,962) (429,369) (385,888) (347,738) (312,563)
Capital outlay (4,259,584) (7,313,649) (13,747,153) (13,270,383) (5,455,285) (9,296,451)
Add back depreciation expense 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000
Transfers in/(out)(2,317,660) (2,249,765) (2,242,383) (2,242,383) (2,251,692) (2,261,094)
Net change in reserves 139,008$ (2,521,952)$ (8,638,448)$ (7,895,456)$ 182,735$ (3,386,288)$
Unrestricted reserves 42,327,283$ 39,805,331$ 31,166,883$ 23,271,427$ 23,454,162$ 20,067,874$
Less required reserves (6 months O&M)8,276,700 8,155,600 8,179,900 8,221,900 8,193,400 8,165,800
Reserves in excess of policy minimum 34,050,583$ 31,649,731$ 22,986,983$ 15,049,527$ 15,260,762$ 11,902,074$
Stormwater Utility Fund
Pro Forma Projections Per Draft Rate Study 5/14/2021
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Gas operating revenues 46,486,709$ 47,962,044$ 49,055,947$ 50,057,882$ 50,974,753$ 51,994,248$
Less: Operating expenses (40,268,719) (41,437,965) (42,364,891) (43,605,050) (44,792,623) (46,097,263)
Net Operating Income 6,217,990 6,524,079 6,691,056 6,452,832 6,182,130 5,896,985
Non-Operating Income/(Expense):
Interest earnings 165,000 175,000 200,000 200,000 200,000 200,000
Interest expense (350,000) (350,000) (350,000) (350,000) (350,000) (350,000)
Capital outlay (8,800,000) (8,800,000) (8,550,000) (8,550,000) (8,550,000) (8,550,000)
Add back depreciation expense 4,818,091 5,072,424 5,291,043 5,509,662 5,728,281 5,957,412
Transfers in/(out)(3,184,867) (2,516,973) (2,729,804) (2,652,431) (2,651,247) (2,652,000)
Net change in reserves (1,133,786)$ 104,530$ 552,295$ 610,063$ 559,164$ 502,397$
Unrestricted reserves 25,286,599$ 25,391,129$ 25,943,424$ 26,553,487$ 27,112,651$ 27,615,048$
Less required reserves (6 months O&M)20,134,360 20,718,983 21,182,446 21,802,525 22,396,312 23,048,632
Reserves in excess of policy minimum 5,152,240$ 4,672,147$ 4,760,979$ 4,750,962$ 4,716,340$ 4,566,416$
Gas Utility Fund
Pro Forma Projections per Gas Department
Based on FY2021 Rate Study
FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
Operating revenues 28,163,027$ 29,170,903$ 30,216,573$ 31,301,457$ 32,427,023$ 33,594,798$
Operating expenses (23,196,890) (24,123,850) (25,053,498) (26,215,214) (27,531,438) (28,755,013)
Net Operating Income 4,966,137 5,047,053 5,163,075 5,086,243 4,895,585 4,839,785
Non-Operating Income/(Expense):
Interest earnings 215,739 323,944 507,556 703,741 818,247 959,538
Other non-operating income (expense)5,000 5,000 5,000 5,000 5,000 5,000
Interest expense (86,010) (86,010) (86,010) (86,010) (86,010) (86,010)
Capital outlay (1,631,572) (1,658,300) (2,556,769) (6,949,744) (2,723,731) (1,066,532)
Add back depreciation expense 300,000 300,000 300,000 350,000 500,000 500,000
Transfers in/(out)(1,482,110) (1,548,966) (1,604,401) (1,661,910) (1,721,580) (1,783,487)
Net change in unrestricted reserves 2,287,184$ 2,382,721$ 1,728,451$ (2,552,680)$ 1,687,511$ 3,368,294$
Unrestricted reserves 31,662,453$ 34,045,174$ 35,773,625$ 33,220,945$ 34,908,456$ 38,276,750$
Less required reserves (6 months O&M)13,155,286 13,665,558 14,607,334 17,413,434 15,988,375 15,802,516
Reserves in excess of policy minimum 18,507,167$ 20,379,616$ 21,166,291$ 15,807,511$ 18,920,082$ 22,474,234$
Solid Waste and Recycling Fund
Pro Forma Projections Per Draft Rate Study Dated 5/14/2021
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#21-9264
Agenda Date: 5/25/2021 Status: Agenda ReadyVersion: 1
File Type: City Manager Verbal
Report
In Control: City Council
Agenda Number: 3.3
SUBJECT/RECOMMENDATION:
Discuss Penny for Pinellas project list, proposed project changes and reallocation of funding.
SUMMARY:
Page 1 City of Clearwater Printed on 5/24/2021
Penny for Pinellas - Working Draft
Total
Approved Proposed Amended Total
Projects Changes Projects 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 Projected
Beginning Balance:4,624,015 5,973,195 5,541,533 5,615,834 3,753,656 8,862,726 3,071,022 6,731,986 5,688,148 4,624,015
12,699,480 13,016,967 13,342,392 13,675,951 14,017,850 14,368,296 14,727,504 15,095,692 3,868,271 114,812,404
17,323,495 18,990,163 18,883,924 19,291,786 17,771,506 23,231,022 17,798,526 21,827,678 9,556,419 119,436,419
Penny IV Approved Projects:
Utilities Infrastructure 16,000,000 16,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 16,000,000
Sports Fields & Facilities Upgrades/Improvements 7,000,000 7,000,000 1,000,000 1,500,000 500,000 600,000 600,000 700,000 700,000 700,000 700,000 7,000,000
648,630 668,090 688,130 708,780 766,540 789,530
Fire Engines/Ladder Trucks 4,620,000 (350,300) 4,269,700 720,000 720,000 750,000 780,000 810,000 840,000 4,269,700
Police Vehicles 1,650,000 1,650,000 100,000 150,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,650,000
Fire Vehicle/Equipment Facility - 750,000 750,000 750,000 750,000
Police Vehicle/Equipment Facility - 750,000 750,000 750,000 750,000
Public Safety Vehicle/Equipment Facility 1,500,000 (1,500,000) - 1,500,000 -
Neighborhood and Community Parks Renovations 3,500,000 3,500,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 350,000 350,000 3,500,000
Bicycle Paths & Recreation Trails 2,500,000 2,500,000 1,250,000 1,250,000 2,500,000
Aviation Operations Center 760,000 760,000 760,000 760,000 760,000
Environmental Park Upgrades 1,500,000 1,500,000 750,000 750,000 1,500,000
Beach Marina Upgrades 15,000,000 15,000,000 7,500,000 7,500,000 15,000,000
Public Works Complex 12,300,000 12,300,000 4,600,000 2,600,000 5,100,000 12,300,000
City Hall 6,300,000 350,300 6,650,300 350,300 6,300,000 6,650,300
Sand Key Bridge Replacement Fund 22,000,000 (22,000,000) - 1,000,000 7,000,000 7,000,000 7,000,000 -
Total Proposed Penny Projects 94,630,000 72,630,000
Penny IV Interfund Loan Repayment Schedule
Police District III 11,000,000 11,000,000 6,000,000 5,000,000 11,000,000
7,500,000
Waterfront/Bluff Masterplan (Imagine Clearwater)6,500,000 22,000,000 28,500,000 6,500,000 7,000,000 7,000,000 7,000,000 28,500,000
Sports Fields & Facilities (BayCare/Carpenter)6,000,000 6,000,000 6,000,000 6,000,000
118,130,000 - 118,130,000 11,350,300 13,448,630 13,268,090 15,538,130 8,908,780 20,160,000 11,066,540 16,139,530 8,250,000 118,130,000
5,973,195 5,541,533 5,615,834 3,753,656 8,862,726 3,071,022 6,731,986 5,688,148 1,306,419 1,306,419
Replacement/Upgrade of Current Infrastructure 3,750,300 11,400,000 11,150,000 14,650,000 3,000,000 12,460,000 3,100,000 8,150,000 1,050,000 68,710,300
Public Safety Infrastructure/Equipment 7,600,000 798,630 868,090 888,130 5,908,780 200,000 966,540 989,530 200,000 18,419,700
New Infrastructure - 1,250,000 1,250,000 - - 7,500,000 7,000,000 7,000,000 7,000,000 31,000,000
Estimated Available Balance
Fiscal Years 2021/22 - 2029/30
Estimated Penny IV Proceeds
Estimated Revenue
Planned Project Expenditures
When the list for Penny IV was generated in FY2017 it included a replacement of the Sand Key bridge
planned in 2045. The bridge was constructed in 1995 and would have been 50 years of age at that point
and an early estimate for replacement was $41.4M based on 2020 dollars. After further evaluation, this
initial approach was quite conservative.
Given changes in technologies since the late 1980s including higher performance concretes along with
specifications requiring thicker concrete cover over the reinforcement, Engineering recommends a 75-
year life span for the existing Sand Key bridge. This aligns with FDOT and Pinellas County timelines for
bridges built in the 1990s. Bridges within the City are inspected once every two years and deficiencies
addressed as part of a preventative maintenance plan to prolong bridge life. The Sand Key bridge was
inspected 1/2021, with no significant concerns identified. Engineering has a project planned for fall of
2021 to address as needed repairs on the Sand Key bridge as well as repairs to 13 other bridges (of our
21 vehicular bridges plus pedestrian bridges).
Engineering also recommends a $60M design and construction budget, in 2020 dollars. This updated
estimate is based on the recent replacement of the Tierra Verde drawbridge (Pinellas Bayway bridge).
The Pinellas Bayway is very similar to the Sand Key bridge, although approximately 200’ longer and a
few feet wider. It was constructed by American Bridge under a design-build contract for $56.4M (from
late 2018 to summer 2021, opened to traffic in summer 2020).
Considering the similarities between these two bridges, staff believes that using $60M for the
replacement cost of the Sand Key bridge, is a conservative approach. Assuming 3% escalation, that cost
would inflate to $263M in 2070 dollars. Engineering will continue to review bridge replacement costs
for high-level, fixed-span, 75-year lifespan, 2-lane bridges with biking and pedestrian amenities in an
effort to update those costs.
That said, staff does not believe utilizing Penny IV revenues to replace a bridge in 2070 is consistent with
allowable utilization of that funding source, and the Penny IV allocation should be reallocated to an
allowable project.
Staff is recommending the transfer of the entire $22M budget into the Imagine Clearwater Project. This
will provide a funding stop gap for revenues not yet realized from other sources ($15M), such as TDC
funding, funding from the state legislature, or revenues associated with the development of the bluff
developments adjacent to the park. It also provides some additional funding in anticipation of the
Guaranteed Maximum Price (GMP) this summer. Upon the City obtaining additional funding and
receiving the final GMP numbers, staff will bring forward adjustments to the Imagine Clearwater Penny
IV allocation.
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#21-9217
Agenda Date: 5/25/2021 Status: Agenda ReadyVersion: 1
File Type: City Manager Verbal
Report
In Control: City Council
Agenda Number: 3.4
SUBJECT/RECOMMENDATION:
Minimum Wage Implementation Proposal
SUMMARY:
Florida Amendment 2 (2020) provides for a 73.4% increase to minimum wage effective
September 30, 2026, with annual adjustments beginning on September 30, 2021, and ending at
$15. The Human Resources Department reviewed comparators plans for implementation, and
the majority will have implemented in the current year. Staff reviewed several options,
consulted with PSPC, and recommending an October 1, 2021 implementation of $15/hour
along with two options for compression adjustments.
APPROPRIATION CODE AND AMOUNT: N/A
USE OF RESERVE FUNDS: N/A
Page 1 City of Clearwater Printed on 5/24/2021
Prepared 4/27/2021
For Discussion
of Potential Cost
of Minimum
Wage Increases
Prepared 4/27/2021
History of Minimum
Wage in Florida
From 2000-2020, Florida minimum wage
increased 16 times, the highest of which was
$1 in 2005, when the rate went from $5.15 to
$6.15 (after having been flat since 1997).
Since then, minimum wage has increased an
average of 2.2% per year.
1
Upcoming Minimum Wage Changes
Florida passed a mandate which requires that minimum wage increases from the
current rate of $8.65 to $15 by Sept. 30, 2026.
Minimum wage will continue to increase at an above-average pace for five more years:
9/30/21 - $10
9/30/22 - $11
9/30/23 - $12
9/30/24 - $13
9/30/25 - $14
9/30/26 - $15
•The change from $8.65 to $10 is an increase of 15.6%.
•Subsequent years increase by as much as 10%, down to 7% in the final year.
•Later years will be adjusted according to the Florida Dept. of Economic Opportunity, based on CPI.
City of Clearwater vs.
Minimum Wage
From 2003 through 2021, the minimum of the lowest CWA pay grade outpaced minimum wage by an average of 22%.
Over the same period, CWA pay ranges increased an average of 2% annually.
If we were to continue with the same 2% range increases, the lowest grade would fall below minimum wage in FY23.
By FY27, the lowest six grades would fall below minimum wage.
Because the rates for permanent employees have been so far ahead of minimum wage, no adjustment for minimum wage has been necessary in prior years, other than for a small group temporary/non-represented employees whose rates are set at minimum wage, including interns and variable instructors.
•The range structure was originally designed by PSPC, the
firm responsible for our compensation and classification
survey, and took effect Sept. 28, 2019.
•SAMP and CWA employees use the same pay ranges,
50 of them, with equal width, and spaced 5% from one to
the next.
•The lowest hourly rate is 18% higher than minimum wage,
at $10.20.
•Hourly rates for temporary employees for the last two years
have been tied to the minimum of their permanent
equivalents.
•In the scenarios provided, the pay plan structure is lost:
•The widths of grades 1-12 are less than 60%
•The spaces between grades 1-12 are less than 5%
Current Wage Information
•Staff reviewed the cost of maintaining the plan as designed,
including setting the lowest grade to 15% over minimum
wage each year, and then increasing each grade by 5%, with
equal range width.
•Cost ranged from 45-79 million over the next six years,
depending on compression, whether temporary
employees were included, etc.
•These other options are not being recommended due
to the cost and the fact that higher-earning employees,
who were not the intended target, would have also
received increases.
Planned expenses in this presentation involve:
•increasing the minimum and maximum of each of these
grades by 2%
•no longer tying temporary rates to permanent, but
increasing them by 2% annually
•the loss of 5% space between the lowest twelve ranges
Current Wage Information
Overall Assumptions Used in Calculations
•Costs of all scenarios are in addition to planned expenses, which include the cost to maintain
increases similar to recent years.
2% increases to CWA & SAMP ranges
3% merit + longevity schedule for CWA
4% merit increases to SAMP
3% GWI for FOP, IAFF + mid-year step increases
2% increases to temporary/non-represented hourly rates
•For calculation purposes, benefit costs Include:
1.45% Medicare tax on all
6.2% Social Security tax on all part-time temporary
23% annual cost to the City for FOP/IAFF pension
SAMP Police and Fire are included below but their true cost is here.
7% annual cost to the City for SAMP/CWA pension
61 PPT + a small number employees contribute to SS instead (6.2%)
42 SAMP employees participate in ICMA 401(a) instead (8%).
Benefit costs do not include additional amount for life insurance, long term disability
Costs do not include vacancies, overtime or additional pays calculated on increased rates
Human Resources staff contacted the comparators previously recommended by PSPC and approved by Council and
asked a series of questions.
Have you implemented $15 yet, or do you plan to do so earlier than required?
•$15/hr Minimum Implemented Prior to 12/31/2021:
- City of St. Petersburg (for all FT & eligible PT)
- Pinellas County (for all FT and eligible PT)
- Hillsborough County
- City of Tampa (for all FT & eligible PT)
- City of Orlando
- City of Gainesville
- City of Sarasota: current minimum of $14.44 for FT & eligible PT employees,
pending compensation study for further changes
•No Currently Defined Plan:
- City of Lakeland
- Sarasota County
Comparator Information
Did you adjust your pay plan to accommodate the $15/hr?
City of St. Petersburg:No - same pay plan provided, which notes minimums for FT and eligible PTP employees, regardless of plan
Pinellas County:No - same pay plan provided, and minimum dictated by administrative directive
Hillsborough County:Yes - new pay grades created
City of Tampa:No - same pay plan provided
City of Orlando:Yes - will be adjusting pay plan to accommodate
City of Gainesville:Yes & No - internal plan with actual minimums vs posted pay plan
City of Sarasota:No – lowest step was already $14.44
What compression adjustments were made, if any?
City of St. Petersburg:Equity adjustments as needed
Pinellas County:.25/hr increases for some, plus other equity adjustments
Hillsborough County:New pay grades to account for compression
City of Tampa:None yet
City of Orlando:None
City of Gainesville:Some made for positions near minimum wage. Further changes pending completion of 3-yr pay study
City of Sarasota:Planning compensation study which may result in adjustments
Comparator Information
•Library pages, library assistants and senior library
assistants would all make equal pay, despite
differences in responsibility, difficulty and grade.
•Parking attendants and senior parking attendants would earn the same rate.
•Crossing guards would make the same amount as
the crossing guard coordinator
•A senior recreation leader would only make 39 cents
more than a recreation leader, where it is currently
a difference of $1.27.
•22 job titles are affected by the increase to
minimum wage.
•185 positions are affected
•Hundreds of employees are affected
Compliance Only: Job Compression
Compliance Cost
•The minimum cost calculated is the additional amount, over and above planned expenses, required to bring
employees to minimum wage who would otherwise fall below, with no changes to pay ranges.
•There is no calculation for compression.
•The cost does not include any estimate for vacancies, future hires at lower rates, overtime or additional pays.
•The total estimated minimum cost, with benefits, for all six years is $936k.
Nearly all of the cost is attributable to the general fund.
Recommendation for Clearwater
In order to remain competitive in hiring, reduce negative consequences of resulting compression on current
employees, and maintain consistency and transparency of our pay plan, HR and Finance staff, with support of
the City Manager’s office, submit the following for your consideration, with estimated costs provided in this
presentation:
•$15/hr minimum wage for all permanent full-time and part-time employees, effective as of FY22 (9/11/21)
•Update SAMP and CWA pay plans to reflect minimum rates
•Narrow width of pay plan ranges directly affected by new minimum (grades 1-12)
•Reassign grades to job classes to reduce compression in those at or near minimum wage and maintain
spacing based on job responsibility and difficulty
•Provide compression adjustments for current employees at or near minimum wage
•No increase other than greater of annual 2% change or Florida minimum wage for temporary employees
Additional Considerations
•No changes may be made for CWA grades and positions without bargaining (aside from keeping up with
Florida minimum wage)
•Further grade classification changes may be required as dictated by market
Scenario 1
•Lowest hourly rate for permanent staff = $15
•Compression adjustments involve additional movement for those making less than 20/hr:
•additional .5 – 2.5% increase (in addition to the planned increase) for those who would have been
making $15 – $19.99/hr with planned increases
•The salary tables used in this calculation are the same as those originally planned, except that the lowest
range minimum is set to $15, reducing the width of that range. Grades 2-11 are compressed together,
with just 1.5% spacing between them, also reduced in width. Grade 12 is a little further, and grade 13
reverts to the 5% spacing and 60% width.
•Hourly rates for temporary positions increase by 2% annually
•Costs indicated are over planned costs.
•Approximately 61% is attributable to the general fund. ($4.5 million)
Scenario 2
•Lowest hourly rate for permanent staff = $15
•Compression adjustments involve additional movement for those making less than $20/hr:
•place employees the same % through new grade as they were in the previous year (up to 75%), then
calculate planned increase
•The salary tables used in this calculation are the same as those in the previous scenario
•Hourly rates for temporary positions increase by 2% annually
•Costs indicated are over planned costs.
•Approximately 57% is attributable to the general fund. ($7 million)
Cost Summary
Costs reflect total of next six years.
Compliance Cost:$936,450
Bring employees up to minimum wage annually
Scenario 1:$7,423,032
$15 minimum for permanent employees, with compression ranging from .5 to 2.5% for those making $15-20/hr
Scenario 2:$12,406,018
$15 minimum, with compression based on current range penetration for those making less than $20/hr
Questions?
Questions?
Prepared 4/27/2021
For Discussion
of Potential Cost
of Minimum
Wage Increases
Prepared 4/27/2021
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#21-9271
Agenda Date: 5/25/2021 Status: Agenda ReadyVersion: 1
File Type: City Manager Verbal
Report
In Control: City Council
Agenda Number: 3.5
SUBJECT/RECOMMENDATION:
Code Enforcement Staffing
SUMMARY:
Summary of the duties of code enforcement and the organizational and fiscal impacts of
doubling the staff.
APPROPRIATION CODE AND AMOUNT:
USE OF RESERVE FUNDS:
Page 1 City of Clearwater Printed on 5/24/2021
1 | P a g e
MEMORANDUM
To: Bill Horne, City Manager
From: Gina L. Clayton, Planning and Development Director
Date: May 20, 2021
RE: Increasing Code Compliance Division Staffing
CC: Micah Maxwell, Assistant City Manager
In response to City Council’s concerns about the current level of code enforcement efforts, I was
tasked with providing a summary of the duties of code enforcement and the organizational and
fiscal impacts of doubling the staff. Below please find the requested information, as well as two
other staffing/funding options to consider.
Responsibilities of Code Compliance Division and Current Staff Levels and Budget
The Code Compliance Division of the Planning and Development Department is tasked with
ensuring property is maintained in a manner consistent with community standards established in
the Community Development Code and Code of Ordinances. The Division is also responsible for
the administration and enforcement of the Business Tax Receipt program, which generates
approximately $2,000,000 annually.
The Code Compliance Division budget for FY 2020/21 is as follows.
Salary + Benefits $934,404
Other Operating and Internal Charges $283,730
Total Budget $1,218,134
2 | P a g e
A total of 14 FTEs and one 0.5 seasonal FTE are funded in this budget.
1 Manager
1 Inspection Specialist
9 Inspectors
1 Sign Inspector
2 Development Review Technicians/Specialists
.5 Seasonal Customer Service Representative (during BTR renewal season)
The duties of a Code Enforcement Inspector focus on receiving and investigating complaints and
identifying violations proactively while patrolling one of nine geographic assigned zones.
Inspectors evaluate property, identify areas of noncompliance, communicate with property
owners/tenants, and explain how to remedy violations with the goal of achieving voluntary
compliance. They also conduct follow-up inspections to determine progress with the violation
and communicate updates to the violator and any complainant that has provided contact
information.
In addition to the actual work of identifying violations and working with owners to resolve them,
Inspectors have a significant amount of administrative work associated with case management
which involves documenting all aspects of an investigation in the Department’s property
management system (Accela). If voluntary compliance is not gained, Inspectors also need to
prepare and issue Notices of Violation or Notices to Appear and ultimately prepare all
documentation and materials for those hearings if violations are not corrected.
Code Enforcement Inspectors also communicate and engage with the public via email, phone and
in the field. They coordinate with other city departments to resolve issues and work with outside
organizations/agencies to facilitate assistance for those owners lacking resources and/or abilities
to comply. Lastly, Inspectors attend neighborhood/homeowner association meetings in their
assigned zone as needed. On average Inspectors spend approximately 50% of their time in the
field, 35% on administrative tasks and 15% on customer contact via phones/email.
Options for Increased Code Compliance Staffs Levels
Doubling of Code Compliance Staff
For purposes of the Strategic Priorities discussion, the Department was tasked with determining
costs of doubling inspectors in the Code Compliance Division. To manage such an increase in
inspectors, additional supervisory and customer service support would be required which would
include the reclassification of one existing position. The proposal to expand staffing levels would
include the addition of 11 FTEs as follows.
2 Code Enforcement Supervisors (+1 FTE and Reclassification of 1 FTE)
9 Inspectors
1 Customer Service Representative
3 | P a g e
This increase would result in a total staffing level of 25.5 FTEs. The costs to fund the additional
salary and benefits and operating costs are as follows.
Salary + Benefits $625,085
Other Operating and Internal Charges $199,030
Annual Increase $824,115
1-Time Equipment & Software Purchases
(excluding office furniture)
$241,002
Total First Year Increase $1,065,117
This increase in staff would enable the Division to create a total of 17 inspection zones that would
have much smaller areas to patrol. It would also provide for the reestablishment of a dedicated
BTR Inspector, needed customer service/inspector support and provide an appropriate supervisory
span of control. It is my opinion this level of resources is excessive, and goals can be met with
fewer new FTEs.
Ideal Code Compliance Staff Levels
A robust but more ideal increase in resources for the Code Compliance Division would result in
the addition of six new FTEs.
2 Code Enforcement Supervisors (+1 FTE and Reclassification of 1 FTE)
4 Inspectors
1 Customer Service Representative
This proposal would increase the total number of staff from 14.5 to 20.5 FTEs, increase the number
of inspection zones from nine to 12 providing each Inspector with a more manageable area to
patrol in the densest areas of the city. This scenario would also re-establish one BTR Inspector
and provide appropriate levels of supervision and customer service support.
The additional costs to fund salary and benefits and operating cost of this increase (6 FTEs) is as
follows.
Salary + Benefits $341,049
Other Operating and Internal Charges $106,590
Annual Increase $447,639
1-Time Equipment and Software Purchases
(excluding office furniture)
$122,982
Total First Year Increase $570,621
Strategic/Conservative Increase in Code Compliance Staff Levels
If City Council decides more resources are needed to achieve its code enforcement goals, I believe
a more targeted and incremental approach to expanding staff resources would be prudent. The
current gaps in the Division are in three areas – administrative support for the existing Inspectors,
4 | P a g e
BTR enforcement and appropriate management levels; therefore, Council may want to consider
the addition of three new FTEs which would bring staffing levels to a total of 17.5 FTEs.
1 Code Enforcement Supervisor
1 Inspector (dedicated to BTRs)
1 Customer Service Representative
This proposed increase would reduce administrative work (e.g. departmental phone coverage,
opening cases in Accela, preparing certified mailings, etc.,) for Inspectors that currently takes time
from an Inspector’s field work and enforcement activities. This staffing option also would provide
needed management assistance as the current span of control is large considering the diversity of
functions in the Division and the needed level of customer interaction. Lastly, this proposal would
also eliminate the need of current Inspectors to perform work associated with BTR investigations.
Having a dedicated BTR inspector may also result in increased revenues from the city’s BTR
program.
The costs associated with this staffing option is as follows.
Salary + Benefits $167,013
Other Operating and Internal Charges $51,127
Annual Increase $218,140
1-Time Equipment and Software Purchases
(excluding office furniture)
$50,290
Total First Year Increase $268,430
It should be noted that none of the above scenarios include the costs of furniture/cubicles for
additional staff and it is unclear how new staff could be accommodated within existing Department
space.
Code
Compliance
FTEs
Division
Budget
excluding
1
time
purchase
of
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furniture)
Existing
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Inspectors
14.
5
25.
5
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17.
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1,
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2,
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1,
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274.
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Total
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117.
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570,
621.
00 $
268,
430.
00
Annual
Budget
Increase
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115.
00 $
447,
639.
00 $
218,
140.
00
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Division
100
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Ave,
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FL
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Ph: (
727)
562-
4567
www.
myclearwater.
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Proposed
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Inspection
Zone
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for
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Clearwater
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Reviewed
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LM
Date:
5/
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3./
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Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#21-9246
Agenda Date: 5/25/2021 Status: Agenda ReadyVersion: 1
File Type: City Manager Verbal
Report
In Control: City Council
Agenda Number: 3.6
SUBJECT/RECOMMENDATION:
Real Time Crime Center
SUMMARY:
The Police Department will provide an overview of the Real Time Crime Center to include the
technologies in use, operation of the center, general overview of staffing, and successes of the
center.
APPROPRIATION CODE AND AMOUNT:
N/A
Page 1 City of Clearwater Printed on 5/24/2021
|1CITY OF CLEARWATER
CLEARWATER
POLICE
DEPARTMENT
REAL TIME
CRIME CENTER
(RTCC)
|2CITY OF CLEARWATER
REAL TIME CRIME CENTER
VISION:
Build an advanced command center for
monitoring, evaluating, and deterring criminal
activity in real time to promote a safer city
utilizing technology to obtain actionable
intelligence and provide direct
communication with responding units and
assistance with investigative follow up.
|3CITY OF CLEARWATER
REAL TIME CRIME CENTER
|4CITY OF CLEARWATER
REAL TIME CRIME CENTER
|5CITY OF CLEARWATER
REAL TIME CRIME CENTER
CORE COMPONENTS:
|6CITY OF CLEARWATER
REAL TIME CRIME CENTER
•Currently the city of Clearwater’s camera
infrastructure consists of over 600 Axis
cameras (various models and technology)
connected through a network of
fiber-optic wiring.
•Plans to increase coverage at locations such
as Imagine Clearwater, Crest Lake Park,
Enterprise Dog Park, other critical areas.
•$500k-$1m over next 5-10 years.
|7CITY OF CLEARWATER
REAL TIME CRIME CENTER
LICENSE PLATE READER (LPR):
•The Clearwater Police Department currently has four (4) mobile
License Plate Readers, two trailer mounted systems and two vehicle
mounted systems. These systems are interconnected with LPR
systems from other law enforcement agencies.
•Currently testing a solar powered system that will provide coverage
at key traffic arteries and collectors.
•Projected to increase LPR deployment in next fiscal year ($60k) with
the potential for future expansion of LPR through both public and
public/private partnerships.
|8CITY OF CLEARWATER
REAL TIME CRIME CENTER
OTHER KEY INTEGRATIONS:
•Drones – Department currently has two drones that are nearing end
of useful life. Currently evaluating replacement drones and the
establishment of a patrol-based drone deployment program.
(expenses projected to be $75k-$110k)
•AXON Body Worn Cameras – Devices can be viewed in live-view
remotely for officer safety and command and control of
high-risk events.
•PCSO Helicopter downlink – Viewable live during a deployment.
•Red Light Camera Data/video
•Public/Private partnerships – Security video sharing (future)
|9CITY OF CLEARWATER
REAL TIME CRIME CENTER
STAFFING:
•Currently staffed with a hybrid model consisting of three (3)
cross-trained civilian analysts and three (3) sworn law
enforcement detectives scheduled during peak hours/days.
All staff currently have dual responsibilities.
•Staffed during peak periods (days/evenings) and major events
and holidays.
•Department is reviewing potential positions for reallocation to
RTCC to establish dedicated coverage as the resources expand.
|10CITY OF CLEARWATER
REAL TIME CRIME CENTER
SUCCESSES:
•On 4/3/2021, a person called to advise of an intoxicated white male
carrying a bottle of alcohol and brandishing and pointing at a silver
firearm concealed in his waistband. The call was noted by the RTCC
and video of the area was accessed to locate the suspect and ensure
the safety of civilians in the area of the suspect. The RTCC was able
to provide the suspect’s location and keep an eye on his hands while
providing the responding patrol units to his exact location. Patrol was
able to safely take the suspect into custody and secure the firearm.
The RTCC then provided information regarding the suspect, his lack
of a concealed carry weapon and his last known vehicle to patrol.
|11CITY OF CLEARWATER
REAL TIME CRIME CENTER
SUCCESSES (cont.):
•Units responded to a disturbance on Clearwater Beach. Officers witnessed a
fight and arrested the suspects involved. The arrest was met by an angry
crowd, which led to one subject battering an officer. Officers made additional
arrests for disorderly conduct and resisting arrest. The RTCC was monitoring
the call from the beginning and was able to assist with several of those
arrests. An arrested suspect escaped custody but was able to be tracked by
the RTCC. The RTCC directed officers to his location where he was
apprehended. The RTCC was sent a photograph of a suspect who battered
an officer and within minutes the RTCC located and walked officers to the
suspect’s location for another successful apprehension. The RTCC was able
to provide overwatch during the two-hour event, which provided an added
layer of awareness to officers on scene.
|12CITY OF CLEARWATER
REAL TIME CRIME CENTER
CONCLUSION:
•The RTCC is continuing to be implemented.
•Staff will transition to less of a hybrid model and to more of a
dedicated team working in conjunction with intelligence
detectives, as more tools are added.
•Provide a more efficient response with safer outcomes.
•Improve the frequency in which cases are solved and the time in
which it takes to solve them.
•Develop into a mechanism to monitor areas of concern.
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#21-9266
Agenda Date: 5/25/2021 Status: Agenda ReadyVersion: 1
File Type: City Manager Verbal
Report
In Control: City Council
Agenda Number: 3.7
SUBJECT/RECOMMENDATION:
Discuss social services funded by the City of Clearwater.
SUMMARY:
Since Fiscal Year (FY) 95-96, the Economic Development & Housing Department has provided
funding support to numerous organizations for services and facilities that address priority
needs identified in the city’s HUD-required Consolidated Plan (Plan). The Plan is
reviewed/evaluated every 5 years to ensure that goals and objectives identified in the Plan are
aligned with documented needs.
Each year, Economic Development and Housing Department (ED&H) solicits grant
applications for public services and facilities projects that address the needs identified in the
Plan. For FY2020/2021 -FY2024/2025 Consolidated Plan, the following Goals are supported by
Community Development Block Grant (CDBG) funds:
1.Housing - providing availability of, and accessibility to, decent affordable housing;
2.Homelessness - helping to prevent and reduce homelessness;
3.Non-homeless Special Needs - expanding the accessibility; and coordination of social
services to special needs populations;
4.Community Development and Public Services - enhancing the living environment for
persons in low- and moderate-income areas through community development activities, public
service programs and elimination of blight;
5.Economic Development - Supporting programs that create economic opportunities
particularly for persons of low- and moderate-income and in Neighborhood Revitalization
Strategy Areas;
6.Emergency/Disaster Response - Providing assistance prior to, during and after a
community emergency and/or disaster event (2020).
Importantly, ED&H also utilizes other sources of funds (HOME, SHIP, Pinellas County Housing
Trust Fund) in the form of loans, deferred loans, and loans-to-grant to support these efforts.
From approximately 1996 to 2012, the direct expenditure of General Fund revenues to support
these efforts were limited. Records indicate an annual allocation of $19,400 to the organization
now known as Homeless Leadership Alliance.
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File Number: ID#21-9266
In 2012, strategic and tactical approaches began to take shape following the city’s engagement
of Dr. Robert Marbut, a homeless consultant and professor. Since that time, the City has been
intently focused on the micro and macro issues surrounding homelessness in our community.
A comprehensive approach to this issue, led by City Manager Horne, has yielded a dramatic
and measurable decrease in street-level homelessness and an awareness and understanding
of the top causes of homelessness (according to National Law Center of Homelessness &
Poverty) that persist:
1.Lack of affordable housing;
2.Unemployment;
3.Poverty and low wages;
4.Mental illness and lack of needed services; and
5.Substance abuse and lack of needed services.
Over the past 10 years (FY11-12 through FY20-21*), the city has committed up to $250,000
annually in General Funds to 6 organizations that align with the city’s philosophy toward solving
homelessness in our community.
To date, ED&H has allocated more than $6.2 million in direct grant funding** to organizations:
Community Development Block Grant (CDBG) Program (HUD)$3,998,510 64%
General Fund (City ad valorem)$2,220,300 36%
TOTAL $6,218,810***100%
* Includes FY2020-2021 expenditures, year to date.
** Does not include other funding sources which may be administered by other departments
and utilized for similar purposes.
** Figures above do not include loans or subsidies for income-based affordable housing,
façade improvement loans-to-grants, or funding allocations associated with COVID-19.
Services and facility improvements funded by these sources include, but are not limited to:
•Self-sufficiency programs, family services, and ex-offender re-entry programs
•Shelters, transitional housing, and permanent supportive housing programs and facilities,
including those serving families, pregnant women, and victims of domestic violence
•Services for elderly and elderly disabled
•Mental health, alcohol and substance abuse services and facilities
•Medical and dental clinics providing no- or low-cost services
Administration of Funds:
Annually, the department solicits grant applications from non-profit organizations that meet
HUD eligibility criteria for CDBG funding. Applications are independently reviewed and ranked
by a Technical Review Committee. Staff reviews each application to determine eligibility and
whether the applicant has the organizational and financial capacity to carry out the proposed
activity. Staff then prepares the budget distribution for the Neighborhood and Affordable Housing
Advisory Board which then makes a recommendation of approval by City Council. Allocation of
funding to these organizations is subject to federal, state and city review, monitoring, and
auditing requirements.
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File Number: ID#21-9266
Distribution of General Fund monies to 6 organizations is not competitively bid. Quarterly
reports are received and reviewed by Community Development Coordinator to ensure
expenditure of funding is for homeless-related services.
Page 3 City of Clearwater Printed on 5/24/2021
In addition to the Economic Development & Housing department, the city supports other
social service groups with general fund dollars through other departments. Below are
examples of some of those support item:
Clearwater Police Department Social Service Partnerships and Programs
Clearwater Police Victim Advocate – (1 FTE – General Fund) The Clearwater Police Victim
Advocate assists victims and citizens get connected to a variety of social services.
Victims of domestic violence are provided referrals to shelters, support through the
injunction processes and court hearings, and also counseling. Victims of sexual assault
are provided with support through the investigative process, including the coordination
of SAVE exams through the Suncoast Center, and counseling referrals. Assistance is also
provided to families of the deceased, whether the victim of the crime or not. The Victim
Advocate works in cooperation with the Intercultural Advocacy Institute, which has a
Spanish speaking victim advocate available. The institute leases property from the city
and pays all operating and maintenance costs. No rent or fee is paid to the city for use
of the facility.
Operation Graduate – United Way Suncoast and the Clearwater Police Department
partner to provide this program that provides academic support to middle age and high
school age students. The program is provided from the Clearwater Police North MLK
Police Substation and provides tutoring and mentorship to students to ensure they stay
on grade level and graduate on time, as well as provide credit recovery to return to
grade level. The program also provides life skill training to prepare students for their
professional lives and college preparation. The program partners with Lealman Police
Athletic League to provide college visits to graduating seniors. The Police Department
participates in the form of providing the building space, personnel that interact with the
students as mentors, and assists with some funding needs.
Refuse to Lose – A collaboration with the Upper Pinellas County Ministerial Alliance, the
Clearwater Police Department, Dept of Juvenile Justice, and many other social service
providers to work with high risk youth that have been involved in repetitive criminal
behavior. In this program, the pastors connect with the families of the juvenile offender
and work to identify the entire needs of the family and approach the issues with a
wraparound service model. This program is funded as needed by the Clearwater Police
Department, but utilizes available services from providers that participate in the
program.
Officer Friendly Reading Program – A partnership with the Early Learning Coalition of
Pinellas to have officers “adopt” a learning center and read once a month to preschool
children.
Clearwater For Youth – The Clearwater Police Department supports Clearwater For
Youth through financial donations of approximately $25,000/year. Funds are used to
allow for children the ability to participate in sports programs even if they do not have
the ability to pay. Some of the programs affiliated with this support and donation
include Clearwater Basketball League at the North Greenwood Aquatic Center; a
program with HEP to provide funding to help homeless children participate in
extracurricular activities.
Mental Health Unit Co-Responder Unit – Clearwater Police partners with the Pinellas
County Sheriff’s Office to provide co-responder units that can respond to police calls for
service that are mental health related. The department currently has two police officers
(2 FTE – General Fund) that are paired with two crisis response specialist that are
contracted for with the Pinellas County Sheriff’s Office. The program was funding in
20/21 through General Fund Reserves at a cost of $144k. The department has applied
for a US Congressional funding to help support this program in 21/22.
Homeless Street Outreach Team (Temporarily Suspended) – This program involves a
Homeless Outreach Specialist provided by Directions For Living through a contract with
Pinellas County Government that works in conjunction with the Clearwater Police
Department’s Downtown Bicycle Team. The outreach specialist and police officer
dedicates time each week to travel around the City of Clearwater to make contact with
homeless persons and attempting to coordinate counseling, placement, housing, etc.
This program was disrupted by changes made at the County level and the Police
Department is currently seeking to re-establish the program.
Angel Program (Concept Stage) – The Clearwater Police Department received funding
($50k) in the CRA agreement to create a social service specialist that could help address
social issues in the CRA area. The program is conceptual designed to have a contract
employee that performs outreach, education, and referrals to persons suffering from
homelessness, drug addiction, or other social issue. The contract employee would work
with the downtown businesses, city staff, and police department’s Downtown Bike
Team to work in collaboration to problem solve social issues.
Clearwater Dental Clinic – This non-profit program provides dental services to those with no
insurance and limited or no financial resources. The Clearwater Police Department shares
building space with the Clearwater Dental Clinic through a low cost lease at the police satellite
office at 1008 Woodlawn St.
Clearwater Police Social Service Direct Funding
Directions for Living - $10k
Artz4Life - $2500
Dr MLK Neighborhood Family Center - $4,000
Powerful Young Adults - $1,000
Delta Research & Education Foundation - $1,500
Mt Carmel Community Development Corporation - $1,500
Upper Pinellas County Ministerial Alliance - $10k
West Central Florida Mental Health Coalition (THRIVES) - $10k
Parks and Recreation In-kind Social Service Support
Clearwater Neighborhood Family Center (CNFC)
Provide after-school and summer camp programming for elementary aged children. They are
also a liaison between community members needing services and connecting them with the
appropriate agency. Examples of this are rent and electric bill assistance, improving
employability skills and mental health. They are housed at North Greenwood and use either
room one or three dependent on summer camp programming and also occupy four offices.
They have a lease agreement and pay the city $20,000 per year.
Neighborly Care Network
Provide food and nutritional education programming to seniors both on-site at North
Greenwood as well as off-site Monday through Friday. They use room one or three dependent
on summer camp programming. They also utilize the freezer in the catering kitchen. They have
a license agreement that requires they pay $200 a month to off-set utilities. No rent or fee is
paid to the city for use of the facility.
Youth Development Initiatives
Provide student academic tutoring, counseling and advisement to include homework assistance
as well as individual and family meetings. They also provide Science, Technology, Reading,
Engineering, Arts and Mathematics (STREAM) instruction. During COVID and continuing
currently, their entire programming is provided via Zoom. They occupy one office space at
North Greenwood. No rent or fee is paid to the city for use of the facility.
Artz4Life
Artz4Life runs their program out of the Kings Highway Recreation Center. They offer afterschool
and summer programs that focus on the performing arts. They have an agreement requiring
them to pay for their operating expenses including electric, utilities, and cleaning supplies. They
pay an annual fee of $7,200 to assist with Building and Maintenance services, which are
provided by the City. No rent or fee is paid to the city for use of the facility.
Boys & Girls Club at Wood Valley
The Boys & Girls Club occupy the Wood Valley Recreation Center and provide youth afterschool
and summer programs to children in the community. The City maintains the building,
playground, tennis courts and field. The B&G Club has an agreement and pays all operating
costs including electric, water, sewer and building maintenance costs. No rent or fee is paid to
the city for use of the facility.
Utility Customer Service
Salvation Army
The “We Care Fund” assists residents who, through no fault of their own, have encountered
hardships that make paying for basic utilities a challenge. The Salvation Army administers the
program and the City provides $12,000 annually in funding for the program.
Notes to Advocate for More General Funds for Homelessness Prevention — Services -
I would like to initiate a conversation to request more funding for our CoC providers
Committed to Housing First) who are in desperate need of unrestricted funding (non -grant —
Fed. Program) — though I would advocate for most of it to be spent on CM.
Spending Perspective
Yes — we allocate a number of our "General Funds" to activities/expenses that directly
touch/impact those most in need (homeless, mental health, child services etc...) with
allocations related to our policing department (Denise Sanderson is providing perspective)
or Pinellas Hope/Safe Harbor -
But there is still GREAT NEED —
I'm part of the CoC -I've also been a mentor in a very low income school with our Pinellas Public
Schools -as well as a Guardian ad Litem for the last four years, a YMCA volunteer and a
volunteer with Beacon Street Ministries (they provide a "feeding" on Fridays at the Clearwater
Municipal Services parking lot). I see the effects of poverty and struggling families up close. I
have experienced and am experiencing the crisis in Case Management right now, in my work
with children removed from their parents' custody. I am on the CoC as an elected
representative from Clearwater, I also serve as the Secretary of the Executive Committee and
am a member of the Funders Council.
Some Facts to Consider —
Pinellas has over 3000 people per sq. Mile — we are the most densely populated county in the
state.
We have over 400,000 homeless people in Pinellas County.
We currently have 100 families living in hotels in the County because they can't find affordable
housing. Over 150 [kids are being housed in hotels. We are seeing an increase in families
fleeing domestic violence. And a number of people are coming to our State and County fleeing
domestic violence from other states. However, our Point in Time data tells us that 80% of our
homeless population are from here.
39%iof our homeless are African American though they only make up 11% of our population.
Homeless Vets make up 189 of our homeless population — and Chronicity is a huge
problem/challenge (mental health and substance abuse issues are pronounced here)
Pinellas County has the highest number of homeless Vets in the State.
ka vid -5.19).51 a
Commented [DM]: Iam uncertain ofthe source data for
this statement? 2019 PIT was 2,415 (county -wide). Though
I'm sure PIT is belowactual 11, 400,000 seems inordinately
high.
Commented (DS2]: 2020 data was 455
Commented [DS3]: 2019 was 32.3%; no 2020 PIT.
Commented [DS4]: May be correct...
According to Jaimie Ross, CEO of the Florida Housing Coalition, there is an estimated shortage
of154,OOO[affordable housing units in Pinellas County, alone. Commented [D55]: May be correct... I don't know
Permanent, safe housing is critical for our children, our families, our safety and our mental and
physical health. Sadly, according to our most recent County Point in Time Data, nearly 8,000 _ _--f Commented [D561: Correct. 2019 was 2822
children in Pinellas County do not have stable housing.
The wait list for subsidized housing (Section 8 Housing) is years long — often it is closed to
accepting new applicants.
The Section 8 Housing Choice Voucher program is a form of government rent assistance.
In 2018, upwards of 5 million people across the country lived in a household that used a
voucher to help pay some or all of their rent.
When Congress established Section 8 of the Housing and Community Development Act
in 1974, one of the goals was to make sure people earning low wages could find "decent
housing and a suitable living environment" outside of public housing units.
Today, people who meet income requirements can apply to the program to receive a
voucher when they become available. If they are approved, selected and then find an
apartment or house with the voucher, their local housing authority starts sending
payments directly to landlords.
The payments cover some or all of the voucher holder's rent. On average, each
household will pay somewhere between 30% and 40% of its income on rent. Pinellas
County has over a three year wait for this type of housing assistance.
Clearly — the need for more affordable housing is CRITICAL — as are the resources to allow
people to gain skills training, mental health and substance abuse assistance to aid in stabilizing
their income and securing housing. Case Management and Wrap Around Services are
necessary to make gains.
Our Primary Service Providers are — to put it bluntly — Completely Overwhelmed and
Understaffed and Underfunded.
Pinellas Hope serves approximately 400 people in need of housing per year. Run by
Catholic Charities it sits on 10 acres of land in Clearwater. It provides temporary shelter
in tents, shipping containers and subsidized efficiently apartments (156 Units). Pinellas
Hope helps residents with food, transportation, employment assistance and wrap
around social services. It has programming that calls for 4 CM. They pay $33,000 a
year. Acquiring and retaining CM is a struggle. When they are fully staffed the ratio is
50:1 for CM. They like to see clients at least once a week. They have a hard time with
retention — CM will leave and go to Directions for Living or St. Vincent De Paul.
Currently the County contributes $500,000 per year; St. Pete contributes $150,000 per
year and Clearwater contributes $40,000 per year.
NOTE: it will cost about $1000 to provide new composite platforms for the tents
people live in — as well as the tent). Currently, tents rest on wooden platforms
moisture,uniformity) that rot. It would save money to have these platforms replaced
with composite material. Then more money could be spent on services to those in
need. Could we organize a community -wide fundraising effort to "sponsor" a
tent/platform for a person in need of housing? This is something the Director Joe
Pandolfino and I talked about when I toured Pinellas Hope this spring.
Safe Harbor — is the 24/7 homeless shelter and Jail Diversion run by the Pinellas County Sherrif's
Dept. At any one time, they provide shelter for about (on average) 400 homeless men and
women in our County. People sleep either outside, or inside on a cot. They have one CM for
substance abuse counseling/services —That's a ratio of 350+:1 for substance abuse counseling.
They are understaffed — however, staff stay here longer because pay/benefits are better than
other social service providers.
Our Primary Service Providers (And really ALL Service Providers) in our County - are — to put it
bluntly—Completely Overwhelmed and Understaffed and Underfunded.
Although the long list of social service providers who spoke before our Neighborhood
Affordable Housing Advisory Board and asked for funding received a large percentage of what
they requested -there is a cap on what they can request. Many could do so much more with
even a little more funding.
Advocacy for More General Fund Money to Help Providers Committed to Housing First
Clearwater gets approximately $1,390,669 dollars annually from the State
and Federal Government to allocate to a variety of Housing Initiatives and Social Service
agencies that help those most in need.
HUD (Housing and Urban Development)
SHIP : The city of Clearwater is expected to receive $164,277 for fiscal year 2019-2020 funding
distributed through and operated under the State Housing Initiatives Partnership
SHIP) Program.... These funds will primarily be used to assist eligible homebuyers in the
purchase of homes within the city limits of Clearwater.
A vast majority of those Social Service dollars (ALL) go to Providers who are committed to a
Housing First" focus. This is a requirement for inclusion in the County Continuum of Care. The
CoC is a nonprofit group that promotes a community wide commitment to the goal of ending
homelessness. They provide funding for efforts by nonprofit providers and state and local
governments to quickly rehouse homeless individuals and families while minimizing the trauma
and dislocation caused to homeless people, families and communities by homelessness. The
CoC also tracks data and monitors outcomes. They and others in the CoC utilize the HMIS
system to track people and services who are part of the homeless and homeless prevention
care in our County.
Members of the CoC have a primary goal of preventing homeless — making it rare or short lived.
We/They REALLY want to focus on prevention — so that's where CM comes in. We need
services to prevent homelessness. And we need CM to help people find/keep a job — navigate
mental health and addiction challenges.
Our government officials need to understand the seriousness of the problem —
People become homeless everyday — not simply because of COVID — Many are one paycheck
away from eviction — or losing housing — an unexpected medical bill, home or car repair or
family emergency can spiral into a financial crisis that impacts stable housing.
These agencies really need local dollars that are flexible —without a bunch of restrictions —
Flexible dollars are more community focused — nimble —
There is a difference between sheltering someone and housing
The CoC is looking at their coordinated entry process — to best assess where a person/family is
and what services they need to be successful — this takes intensive CM —time and a personal
connection to optimize the probability of a positive outcome. CM means face to face time —
which means money. We must support these efforts.
Something to remember— Case Managers are NOT receiving a "professional salary." They are
earning about $33-40,000 per year. This is equivalent to about $20 an hour — just a bit over our
eventual) $15 minimum wage.
There are MANY social service workers that are in the ALICE category — living paycheck to
paycheck — ALICE is an acronym that stands for Asset Limited, Income Constrained, Employed.
ALICE represents the households with income above the Federal Poverty Level but below the
basic cost of living. This is where a number of our social service providers fall — even college
educated — Bachelor's and Masters's degrees CM
We are concerned with the entirety of Pinellas County—
Recent Federal Legislation/Funding --President Biden's American Rescue Plan
Clearwater has been allocated 22,483,893.00 from the Federal Govt. American Rescue Plan
Here are the funding objectives:
Support public health expenditures, by — among other uses—funding COVID-19 mitigation
efforts, medical expenses, behavioral healthcare, mental health and substance misuse
treatment and certain public health and safety personnel responding to the crisis;
Address negative economic impacts caused by the public health emergency, including by
rehiring public sector workers, providing aid to households facing food, housing or other
financial insecurity, offering small business assistance, and extending support for industries
hardest hit by the crisis;
Aid the communities and populations hardest hit by the crisis, supporting an equitable
recovery by addressing not only the immediate harms of the pandemic, but its exacerbation of
longstanding public health, economic and educational disparities;
Provide premium pay for essential workers, offering additional support to those who have
borne and will bear the greatest health risks because of their service during the pandemic; and,
Invest in water, sewer, and broadband infrastructure, improving access to clean drinking
water, supporting vital wastewater and stormwater infrastructure, and expanding access to
broadband internet
While all of this is FANTASTIC and it's great that there is flexibility — that flexibility and
wide range of applicability means many, many departments/entities will be asking/jockeying
for funds. We MUST put a significant amount of funding in programs that seek to reduce
homelessness.
The funds we receive from the State and Federal Government we allocate fairly easily. We
keep track of how the funds are used and ask for data for accountability. Additionally, we
have, over the last 10 years allocated 250,000 annually from our General Fund monies (This is
16% of our 152 million dollar general fund budget) to support particular social service
providers in our County.
We annually provide General Funds money to: (Can Denise/Chuck/Gabe provide details?)
By Contrast - Saint Pete Allocates close to 2 million dollars —1,735,633 From General Funds
278,893,000) = .6%
Saint Pete's General Fund Annual Allocation
Neighborhood Affairs Administration Grants and Aid Budgeted for FY22
Total - $1,735,633
WestCare Turning Point - $125,000
Social Action Funding Program - $622,000
Catholic Charities Pinellas Hope - $150,000
St. Vincent de Paul, South Pinellas - $148,633
Rapid Rehousing - $300,000
Neighborly Care Network, Inc. - $50,000
WestCare Davis Bradley - $75,000
Homeless Leadership Alliance of Pinellas - 25,000
Contingency - $15,000
West Care Opioid Addiction Program - $75,000
Pinellas Safe Harbor - $150,000
Clearwater gets SHIP funding that is earmarked specifically for housing. Approximate annual
amount: $304,845
Affordable Housing Developments — Blue Sky on Franklin St. — Washington St. Development
Land acquisition
Home rehabilitation
Down payment assistance
Clearwater Distributes Community Development Block Grant Federal Funding to the Following
Agencies: (for 2021-22)
Public Services funding: 1) Gulf Coast Legal Services; 2) WestCare; 3)
Pinellas Opportunity Council; 4) Kimberly Home; 5) Intercultural Advocacy
Institute; 6) Hope Villages of America (Also Public Facilities funding); 7)
Pinellas Ex Offender Re -Entry Coalition (Also Public Facilities funding); and
8) St. Vincent DePaul Community Kitchen and Resource Center (Also
Public Facilities funding).
Public Facilities funding: 1) Clearwater Martin Luther King Jr. Neighborhood
Center Coalition; 2) R' Club Child Care; 3) Directions for Living; and 4)
Homeless Emergency Project.
Homebuyer Education (classes and 1 -on -1 pre -purchase counseling)iDown
Payment Assistance funding: 1) Clearwater Neighborhood Housing
Services; 2) Suncoast Housing Connections, fik/a Tampa Bay CDC; 3) and
Bright Community Trust.
Microenterprise Technical Support funding: 1) Hispanic Business Initiative
Fund of Florida, dib/a Prospera and 2) Tampa Bay Black Business
Investment Corporation.
In response to questions:
Gulf Coast Legal Services representative Chelsea Wait said the
organization had met increased demand by reassigning staff. She said
approximately30% ofclientswere Hispanic and about 10% did not speak
English.
WestCare representative Larry McArthur said facility occupancy was
reduced during COVID-19. He said clients were provided vaccinations every
other week. He said individuals were picked up anywhere in the County and
driven to their St. Petersburg shelter. He said clients were provided case
management during the 30 -day program; afterwards, staff tried to move
clients to other resources.
Pinellas Opportunity Council (POC) — CHORE Services Program representative
Kathleen Russell said POC had spent $125,000 in Cares Act funds by the end
of 2020. She said CHORE was working to restaff and replace employees lost
during the program's COVID-19 shutdown. She said some past clients did
reapply forservices after a time. She said the City and Senior Help Line
referred clients; some called directly. She said in homes with more than one
resident, the service only cleaned the elderly person's room.
Kimberly Home representative Kate Kelly said the facility had 15 beds and
6 residents; occupancy was reduced during COVID-19. She said another
house was under renovation. She said last year the City had only provided
14,000 to fund the house mom position. She said donations were down
this year. She said without funding, the housing director would have to
assume the house mom's responsibilities and get nothing else done.
Intercultural Advocacy Institute representative Kristy Padilla said the agency
provided virtual programming that allowed interaction with students. She
said the agency was adapting by offering different activities to engage
families. She said the agency followed CDC guidelines. She said the Youth
Leadership Program, which meets every other week, was intended to unite
parents and students and provide leadership skills.
Hope Villages of America representatives Melina Perry and Mark Dufva said
95,000 had been budgeted for initial engineering costs for 6 additional
units. They said residents stayed up to 2 to 3 months. They said the
agency's goal was to putpeople in housing. Ms. Perry said 112 people a
day seek shelter orassistance. She said when the eviction moratorium
expires, the agency anticipated a large influx of every type of family. She
said unit occupancy was reduced from 2 to one family during COVID-19.
Pinellas Ex Offender Re -Entry Coalition representative Michael Jalazo said
the agency will split the position's cost. He anticipated the 9,000 square -foot
resource center would open by spring 2022. He said St. Petersburg College
had committed to provide an instructor when classes begin in Summer or
Fall 2022. He said the agency's objective was to offer a pre manufacturing
training program. He said the agency also was working to raise funds from
additional sources.
St. Vincent DePaul Community Kitchen and Resource Center representative
Christine Bond said the order of her priorities was: 1) kitchen equipment; 2)
securitydoors; 3) office space; and4) replacement ofthe 40 -year-old
restrooms. She said the agency served 100 to 135 people daily.
Clearwater Martin Luther King Jr. Neighborhood Center Coalition
representative Carmen Lundy said funds were requested for the roof, air -
conditioner, and updated plumbing for toilets. She estimated the building
was 43 years old. She said 10 separate organizations with their resources
of health education, mentorship, recruiting, etc. used the facility. She said
the facility was reaching out to collaborate with additional partners and
planned to contact St. Petersburg College.
R' Club Child Care representatives Lynn Tucker said the order of her
priorities was: 1) playground equipment; 2) gateway shed; 3) lighting at the
gateway; and 4) air-conditioning, which did not function. She said
playground and craft times in the shed were staggered to separate the
toddlers and olderchildren.
The Directions for Living representative said the Belcher Road campus
served approximately 15,000 people annually. He anticipated a surge of
service requests due to COVID-19. He said a staff member accompanied
employees who worked late to their vehicles. He said trimming the trees
would improve safety.
Homeless Emergency Project (HEP) representative Zach White said due to
mandates and other requirements, HEP did not have much leverage m who
was placed in units. He said HEP took referrals through the VA or Section 8
for unsubsidized units. He said HEP sometimes made self -pay
arrangements. He said HEP was aligned with St. Vincent de Paul to work
with Stars students who committed to attend class even when homeless. He
said all windows in all 3 buildings were in similar condition. He said the 8 -
unit complex was dedicated to Court entry. He said some units were
unmandated. He said HEP did not house families. He said HEP was in the
process ofobtaining funds from other sources. The 3 buildings' 3 — 4
vacancies were being filled.
Clearwater Neighborhood Housing Services representative Mike Holmes
saidthe agency was doing homebuyer education classes online and soon
hoped to do more face to face. Representative lsay Gulley said the agency
started in Clearwater in 1979 but no longer provided a rehab program as
the City began to administer the program inhouse and cut their funding.
She said roof repairs were for the Head Start building which the agency
now owned; the building's previous business was a problem neighborhood
bar. She said Head Start provided early teaming for 90 children from very
lowincome families. She said the agency also requested funding for
professional services to process, approve, and distribute City DPA funds to
qualified individuals. She said the agency served income challenged people
and provided credit counseling and classes. She said the length of the DPA
approval process varied; applications from clients who completed training
processed faster.
Suncoast Housing Connections, fik/a Tampa Bay CDC representative Ellen
Stoffer said 106 people were being counseled; homebuyer education
classes averaged 50 — 70 people per month. Shesaid the agency offered
monthly classes in Spanish. She said the virtual classes had students from
all over.
Bright Community Trust representative Dania Perez said the agency offered
a HUD certified class and did not tum away any students. She said the
agency built houses as a CHODO (Community Housing Development
Association) in partnership with local governments; land was not included in
the purchase price. She said Clearwater subsidized houses for people at
80% AMI (Area Median Income).
Hispanic Business Initiative Fund of Florida, d/b/a Prospera representative
Fabian Yepez said the agency had assisted 18 people this year and
anticipated assisting 8 more. He said the agency held workshops and
seminars to provide general business advice and also provided technical
assistance and financial grants. He said while the organization was based
in Orlando, it had a Tampa office and a person exclusively dedicated to
Pinellas County.
Tampa Bay Black Business Investment Corporation representative Albert
Lee said the agency's interest rate cap was 9% but most loans were in the
7% - 7.5% range. He said the agency had engaged 200 business with one
on one meetings and seminars. He said this year the agency was focused
on moving more capital into the hands ofbusinesses. He said it had been
easy forthe agency to pivot and provide COVID-19 services.
Ask: Up our annual General Fund allocation to $500,000
Encourage Mayor Hibbard to engage/collaborate with St. Pete Mayor Rick Kreisman, and Largo
Mayor Woody Brown to ask the other municipalities in Pinellas County to contribute to the
CoC. We have 24 municipalities in our County. If we got 20 municipalities to contribute just
10,000 per year we could fund four CM's. 20,000 per year and we have 8 CM's.
CM is not the "be all end all" but it's a good place to start to get an up -close idea of what social
service agencies are dealing with daily. It's a good place to start for an immediate impact.
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