03/20/2023 - SpecialMonday, March 20, 2023
8:00 AM
City of Clearwater
Main Library - Council Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
Main Library - Council Chambers
Council Work Session
Special Work Session
Special Strategic Budget Work Session
March 20, 2023Council Work Session Special Work Session
1. Call to Order
2. City Manager
Present Baker Tilly’s strategic plan document for FY 2023-2025.2.1
Provide guidance on draft strategic priorities and objectives and
department work plan priorities.
2.2
3. Finance
Long term financial forecasts for General Fund and major utility funds.3.1
4. City Manager Verbal Reports
5. City Attorney Verbal Reports
6. New Business (items not on the agenda may be brought up asking they be
scheduled for subsequent meetings or work sessions in accordance with Rule 1,
Paragraph 2).
7. Closing Comments by Mayor
8. Adjourn
Page 2 City of Clearwater Printed on 3/15/2023
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#23-0297
Agenda Date: 3/20/2023 Status: Agenda ReadyVersion: 1
File Type: Action ItemIn Control: City Manager's Office
Agenda Number: 2.1
SUBJECT/RECOMMENDATION:
Present Baker Tilly’s strategic plan document for FY 2023-2025.
SUMMARY:
The City of Clearwater completed a strategic planning process to set direction, focus staff
efforts, and provide a framework for monitoring achievement toward adopted goals and
priorities.
Baker Tilly reviewed input from members of the Clearwater community regarding community
strengths, challenges, and areas of focus for future opportunities, as well as their suggestions
for what should be included in the City’s vision statement and what core values the City should
adopt. In addition, the strategic planning process was informed by individual stakeholder
interviews conducted by Baker Tilly with the Mayor, each Council member, the city manager,
department directors, and other members of the leadership team.
The strategic planning process culminated in two workshops for city leadership. The first
workshop was held on November 17, 2022. The purpose of this day-long workshop was to
gather department heads and the City’s executive leadership team to set strategic goals for
each department for the upcoming two fiscal years (FY 2022-23 and FY 2023-24).
A second day-long strategic planning workshop was held with the Clearwater City Council on
December 8, 2022, in the City Council Chambers. Members of the leadership team joined the
Council. This strategic planning workshop included a review of the results from the preceding
department head workshop and was followed by a discussion to establish citywide priorities,
goals, and strategies to guide staff for the next two fiscal years. Lastly, Council and the
leadership team worked together to identify success measures for each of the goals and
accompanying strategies to ensure accountability and successful implementation of the
Strategic Plan.
The process resulted in this 2023 to 2025 Strategic Plan, which emphasizes three priorities
with accompanying goals and strategies. The priorities address:
·Delivery of Municipal Services,
·Economic Development and Housing, and
·Community Engagement.
The Strategic Plan is supported by vision and mission statements, organizational values, and
goals that will focus the collective efforts of staff and direct budgeting and resource decisions.
Clearwater’s vision statement describes where the organization is heading and expresses an
aspirational view of a future desired state:
A community that thrives from Bay to Beach.
The mission statement describes why the organization exists, its purpose, its reason for being,
and clearly articulates the services provided and the desired outcomes:
Clearwater is committed to quality, sustainable, cost-effective municipal services that foster
Page 1 City of Clearwater Printed on 3/15/2023
File Number: ID#23-0297
and sustain a healthy residential and economic environment.
Page 2 City of Clearwater Printed on 3/15/2023
BAKER TILLY • 1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480
To: Ms. Jennifer Poirrier, Interim City Manager
Mr. Michael Delk, Assistant City Manager
Ms. Rosemarie Call, City Clerk
From: Jacquelyn McCray, Director
Dale Sugerman, Special Advisor
Vicki Sun, Senior Consultant
Subject: Clearwater Strategic Plan for FY 2023-2025
Date: February 22, 2023
Introduction
The City of Clearwater completed a strategic planning process to set direction, focus staff
efforts, and provide a framework for monitoring achievement toward adopted goals and
priorities. Clearwater leaders and staff worked collaboratively to establish the following goals,
values, and strategies to guide department work planning, resource allocation, and decision-
making in the City for the next two years. Throughout the strategic planning timeframe, 2023
through 2025, staff will measure progress towards the stated goals and strategies to help
achieve the vision for the City of Clearwater.
This document serves as the internal strategic plan document for the City’s leadership team and
is meant to be used for work planning by staff and to guide implementation. This document
includes more detail than the one-page public-facing strategic plan summary that is intended
for the Clearwater community.
Methodology
A National Citizen Survey, employee survey, and community focus group were conducted on
behalf of the City prior to the work done by Baker Tilly. Baker Tilly reviewed input from
members of the Clearwater community regarding community strengths, challenges, and areas
of focus for future opportunities, as well as their suggestions for what should be included in the
City’s vision statement and what core values the City should adopt. In addition, the strategic
planning process was informed by individual stakeholder interviews conducted by Baker Tilly
with the Mayor, each Council member, the city manager, department directors, and other
members of the leadership team.
Information from the surveys, focus group, interviews and other data gathering methods,
including an environmental scan compiled by City staff that outlined key demographic and
socioeconomic indicators, citywide land use and zoning information, findings from a recent
traffic study, and City revenues and expenditures, provided context about the current and
anticipated operating environment in Clearwater. The information collected through these
Clearwater Strategic Plan for FY 2023-2025 Page 2
efforts was used to inform Council’s understanding and contributed to discussions about the
local and regional operating environment and the future of Clearwater.
The strategic planning process culminated in two workshops for City leadership. The first
workshop was held on November 17, 2022. The purpose of this day-long workshop was to
gather department heads and the City’s executive leadership team to set strategic goals for each
department for the upcoming two fiscal years (FY 2022-23 and FY 2023-24). Attachment A
provides that full list of departmental goals.
A second day-long strategic planning workshop was held with the Clearwater City Council on
December 8, 2022, in the City Council Chambers. Members of the leadership team joined the
Council. This strategic planning workshop included a review of the results from the preceding
department head workshop and was followed by a discussion to establish citywide priorities,
goals, and strategies to guide staff for the next two fiscal years. Lastly, Council and the
leadership team worked together to identify success measures for each of the goals and
accompanying strategies to ensure accountability and successful implementation of the
Strategic Plan.
The process resulted in this 2023 to 2025 Strategic Plan, which emphasizes three priorities with
accompanying goals and strategies. The priorities address:
Delivery of Municipal Services,
Economic Development and Housing, and
Community Engagement.
The Strategic Plan is supported by vision and mission statements, organizational values, and
goals that will focus the collective efforts of staff and direct budgeting and resource decisions.
Vision
Clearwater’s vision statement describes where the organization is heading and expresses an
aspirational view of a future desired state.
A community that thrives from Bay to Beach.
Mission
The mission statement describes why the organization exists, its purpose, its reason for being,
and clearly articulates the services provided and the desired outcomes.
Clearwater is committed to quality, sustainable, cost-effective municipal services that
foster and sustain a healthy residential and economic environment.
Organizational Values
Values drive the behaviors and interactions of staff members with each other and with the
public. Values reflect the culture of the City and contribute to the desired future.
Clearwater Strategic Plan for FY 2023-2025 Page 3
We Value
Integrity
Adaptability
Innovation and Creativity
Empathy
Resiliency
Trust
Safety
Inclusivity
Goal A – Community Engagement: Adopt new and innovative ways to engage
and communicate with residents and the public.
Strategies
1. Create public-facing dashboards to inform elected officials, City staff, and the
community about service delivery performance.
2. Develop a plan for downtown and waterfront resiliency.
3. Assess the use of zero-based budgeting and other tools, as appropriate, to right-size City
services.
4. Reinforce partnerships to enhance and extend sustainability practices using Greenprint
2.0.
Goal B - Economic Development and Housing: Work with key partners to
promote economic development and housing vitality.
Strategies
1. Partner with educational and research institutions to facilitate research and
development innovation labs and promote spinoff jobs.
2. Define citywide single and multi-family housing goals by type and category.
3. Reconvene the Business Task Force to update the 2011 Business Process Study.
4. Establish a priority list of Pinellas County Housing Compact goals that Clearwater will
implement, either alone or in collaboration with other agencies.
Goal C - Municipal Services: Develop criteria and implement a plan to right-
size City services.
Strategies
1. Educate the public about the role of government using new videos and other forms of
technology.
Clearwater Strategic Plan for FY 2023-2025 Page 4
2. Expand and enhance neighborhood and community engagement and outreach through
community leadership academies and other training sessions to be held in
neighborhoods throughout the City.
Key Outcomes and Success Indicators
Attract new businesses and industries that will increase income and opportunities for
residents.
Set and track quarterly performance measures and key performance indicators (KPIs).
Present these using service dashboards and/or reports to City Council and the public to
demonstrate progress toward reaching goals.
Establish standard metrics to guide the City’s investment decision-making. Metrics
could include payback periods, return on investment (ROI), criteria for non-ROI
projects, timeframes, cost, and other benchmarks.
Increase awareness of strategic initiatives among residents, businesses, and other
stakeholders.
Conclusion
The City of Clearwater’s Strategic Plan sets a clear path for City leaders, staff, and residents of
this burgeoning city. The City Council, management team, and all staff members are committed
to achieving the vision and mission by demonstrating the values daily. In turn, the vision,
mission, and values will guide staff interactions and service delivery to all residents of and
visitors to Clearwater. Over the next two years, the goals and strategies outlined here will direct
resource allocation and work planning in accordance with the strategic vision.
Successful implementation of the goals will require a collective effort by City leaders and staff
across all departments. City leadership is dedicated to working collaboratively with community
members and is committed to communicating with staff, residents, and businesses about
progress toward the stated goals. As part of this interactive process, City staff will seek regular
feedback about how well services are being delivered to the residents of Clearwater. The City
Council’s role will be to monitor updates provided by staff about progress toward these goals,
and the Council will solicit community input to ensure successful implementation of a shared
vision for the future of Clearwater.
Clearwater Strategic Plan for FY 2023-2025 Page 5
Attachment A – List of Department Goals
Comprehensive List of Department Goals for FY 2022-23 and FY 2023-24
CITY ATTORNEY
FY 2022-23 Goals
Goal 1: Migrate our case/document management system to a superior tool that aligns
with the City’s IT strategy.
Supporting Information/Justification
We will convert our case/document management from Adderant (a legacy system) to CityLaw, a
robust cloud-based case management software.
All new cases will be entered into CityLaw starting on day 1 of implementation, and all existing
litigation and prior matters will be migrated.
All new cases will be entered into CityLaw, and all existing litigation will migrate over time.
Adopting a cloud-based strategy will improve our resiliency and remote access; in addition, the
new software provides better reporting tools to inform the Council and make better decisions
regarding outside counsel and FTEs.
All new cases will be entered into CityLaw as they arrive, and all existing litigation will be
entered by the end of the fiscal year.
Goal 2: Successfully close on strategic real estate transactions for which we are
currently under contract.
Supporting Information/Justification
The City is under contract with both Peace Memorial and PSTA for important land acquisitions,
and those deals must be brought to a successful closing.
Both deals must close – there should be 100% closing rate.
Both deals will be brought to a successful closing unless the other party identifies environmental
or other reasons to withdraw or modify the deal prior to closing.
These real estate deals are crucial to creating development opportunities for an intermodal center
downtown and acquire land for construction of a parking garage to support Imagine Clearwater.
PSTA should close by the end of the fiscal year, while Peace Memorial should close before the
opening of Imagine Clearwater.
Goal 3: Maximize access to March 2024 municipal election information.
Supporting Information/Justification
Hire a new attorney and realign attorney assignments as needed to maximize skill sets, ensure
equitable distribution of work, and promote cohesion between departments.
Clearwater Strategic Plan for FY 2023-2025 Page 6
1 new FTE will be hired, and each director will have 1 or 2 assigned attorneys by the end of the
fiscal year.
Hiring the new lawyer and setting assignments for the year is achievable.
Relevant: this goal will promote department morale by ensuring equal workloads among lawyers,
while respecting individual lawyers' areas of interest and expertise.
Timely: the new lawyer should begin work by the end of Q1 of 2023, and all lawyer assignments
should finalize at or soon after the time of hire.
Another goal for this year is refining our merit-based performance evaluation process. For
FY 2023-24, goals might include partnering with Planning/Engineering to ensure successful
development pre-approval of the Bluffs (if the referendum succeeds!) and increasing city
attorney’s office involvement and participation in intergovernmental relationships such as
Florida Municipal Attorneys Association (FMAA) and the City & County Local Gov't. (CCLG)
section of the Florida Bar.
CITY CLERK
FY 2022-23 Goals
Goal 1: Provide timely access to city records and meeting information.
Supporting Information/Justification
Publish agendas and supporting information for Council work session meetings within 6 days of
the meeting at least 90% of the time.
The established agenda tracking schedule can be used to enforce agenda creation and workflow
approval process. Currently, items are due at Noon of deadline date.
Providing Council and the community access to agenda materials no later than 6 days of a
meeting will improve access to city records.
Beginning January 1, 2023, agenda items that do not meet drafting guidelines (i.e., include
appropriate subject recommendation and supporting documents) and deadline will be moved to
the next scheduled work session.
Goal 2: Increase advisory board volunteerism.
Supporting Information/Justification
Establish an application bank of prospective members for the 17 active advisory boards. Per city
charter, the City Council will appoint 11 to 13 individuals to serve on the Charter Review
Committee, a temporary ad hoc committee, in January 2023.
Use of Granicus’ Boards and Commission platform will help improve advisory board recruitment
efforts.
Improving recruitment efforts will enhance citizen volunteerism and engagement.
Clearwater Strategic Plan for FY 2023-2025 Page 7
Have a pool of 25 prospective applicants for the Charter Review Committee by January 6, 2023,
and a pool of 3 prospective applicants for each advisory board by December 31, 2023. Publish
application for the Charter Review Committee by December 1, 2022.
Goal 3: Maximize access to March 2024 municipal election information.
Supporting Information/Justification
Establish and publish election schedule and candidate criteria by July 1, 2023.
Per city code, the campaign cycle for this election cycle begins 180 days prior (September 21,
2023).
Publishing the election schedule and candidate criteria early will educate prospective candidates
on the qualification and requirements to run for office.
Update election material and provide Public Communication information to post on the website
by June 26, 2023.
Goal 4: Provide public records training to Department Records Coordinators.
Supporting Information/Justification
Establish mandatory annual training for all records coordinators.
The two Document and Records Specialists currently provide training upon request. The Florida
Department of State now provides a webinar designed for public agency records
liaisons/coordinators for $150 that can be absorbed in the current budget.
Providing annual training will ensure the City complies with FS 119 and ensures requests are
handled correctly.
Coordinate and schedule webinar by March 1, 2023.
Goal 5: Maximize technology to efficiently process public records requests.
Supporting Information/Justification
Efficiently process 90% of complex public records (i.e., multi-department coordination,
redactions, etc.) within 7-10 days.
The department is migrating to JustFOIA, a public records management program, that provides
efficiency functions not available in the current program. The migration should be completed by
December 5, 2022.
Completing records requests efficiently will ensure the City is complying with public records law
and allow staff to identify additional training
Analyze established work process/response times by March 31, 2023 and modify work processes
by July 1, 2023.
Clearwater Strategic Plan for FY 2023-2025 Page 8
FY 2023-24 SMART Goals
Goal 1: Accurately and efficiently record the legislative history of the City.
Supporting Information/Justification
Publish draft minutes for quasi-judicial boards within seven days of the meeting.
Maximize use of Granicus Minutes Maker for all advisory board meetings.
Publishing draft minutes will maximize citizen access to city government.
Have all minutes for quasi-judicial boards and ad hoc committees created in Granicus by
December 1, 2023.
Goal 2: Create an advisory board manual and coordinate mandatory annual Sunshine
and Public Records training.
Supporting Information/Justification
Provide a written guide to every new advisory board member outlining the basic procedures and
responsibilities, including Sunshine Law requirements and basic parliamentary procedures.
The City Clerk’s office has information online regarding each board’s duties that can be formatted
into a booklet. The guide can be used as a recruitment tool and handed out at citizens academies
and neighborhood meetings.
Providing a guide will show the City’s commitment to increasing the pool candidates for all
boards and educate members on their new role.
The manual will be available for distribution by October 1, 2023.
CLEARWATER GAS
FY 2022-23 Goals
Goal 1: Apply for Federal Grant – Gas Distribution Infrastructure & Modernization.
Supporting Information/Justification
Grant funding opportunity from the Pipeline Hazardous Materials Safety Administration
(PHMSA) to assist in construction costs related to repairing, rehabilitating, or replacing natural
gas distribution pipelines.
Upgrade above ground infrastructure that will help reduce methane gas released into the
atmosphere.
Increase safety & reliability of gas distribution system.
Application to be submitted by August 31, 2023.
Goal 2: Determine if CGS should enter the renewable energy markets.
Supporting Information/Justification
Hire a firm to conduct a feasibility study to:
Clearwater Strategic Plan for FY 2023-2025 Page 9
o Explore various renewable energy products and services.
o Determine if the renewable energy would be profitable as a stand-alone business unit for
CGS.
o Publish RFP by January 31, 2023 and select a vendor to perform study by May 31, 2023.
If found to be feasible, a small pilot project will be identified for implementation in FY 2024.
Goal 3: Develop a new Marketing campaign for Clearwater Gas System.
Supporting Information/Justification
Work with City Public Communications department to execute a messaging plan that advertises
all CGS services to our customers and overall benefits of natural gas.
Update the CGS logo to better market the CGS brand.
Increase marketing efforts to potential infill customers, where gas infrastructure is already
installed and ready to serve (i.e., “Home on the Main”).
Be largely implemented by June 1, 2023, with some measurable results by December 31, 2023.
Goal 4: Update the 5yr CGS Strategic Action Plan.
Supporting Information/Justification
Kickoff meeting will be held in December 2022 with all department sections. Individual section
meetings will be held in January 2023 to develop draft updates.
Revise the department Mission, Vision & Core Value statements.
o Gain Council approval by (a date is needed)
Updated Strategic Plan will be implemented by April 30, 2023.
Goal 5: Create new Key Performance Indicators (KPIs) for all Gas divisions and have
“dashboard” style reports.
Supporting Information/Justification
Initial KPIs would be:
o Health & Safety (i.e., accidents, near misses, etc.)
o Customer & gas load growth
o Gas line hits & leak statistics
o Profit & Loss of retail services functions
Make indicator reports easier to read & understand
Readily available to the City, Gas employees and customers
New KPI’s will go live by July 31, 2023
Clearwater Strategic Plan for FY 2023-2025 Page 10
FY 2023-24 SMART Goals
Goal 1: Budget and hire a field training supervisor.
Supporting Information/Justification
To provide consistent training materials across all sections of Clearwater Gas.
Expedite the training process by having a dedicated employee to perform these functions.
Goal 2: Install Solar panels on Gas administration building rooftops.
Supporting Information/Justification
Up to seven building rooftops
Offset our electric power requirements & peak demand charges from Duke Energy
Reduce carbon footprint
Goal 3: Install a new Asset Management system to replace OWAM.
Supporting Information/Justification
Provide better reporting to track job expenses and inventory control.
ECONOMIC DEVELOPMENT
FY 2022-23 Goals
Goal 1: Create a dynamic ED&H implementation strategy.
Supporting Information/Justification
Leverage Data and knowledge to respond to needs and plan for the future
o County EDSP, Forward Pinellas’ TEILS, Planning & Development Clearwater 2045
research
Balance risk mitigation for businesses and homeowners with impacts to the community.
Goal 2: Establish City-wide Housing Goals (Short-, Mid-, Long-Term).
Supporting Information/Justification
Assess composition of current housing stock (age, type, size).
Determine desired housing mix: Types (SF, MF, ADUs, Co-Housing, Tiny Homes),
Affordability Level (including AH, WF, NOAH, Market, Above Market, Luxury), and Location.
Integrate resiliency/vulnerability mitigation tactics for vulnerable housing/housing areas.
Clearwater Strategic Plan for FY 2023-2025 Page 11
Goal 3: ARPA – Implement Programs to meet objectives of ARPA and city adopted
plans & strategies.
Supporting Information/Justification
NG CRA Plan (Draft) - Community Development/Affordable Housing/Neighborhood
Stabilization
NG CRA Plan (Draft) – Workforce Education and Training/Small Business Development
Greenprint 2.0
City’s HUD-required Consolidated Plan
Goal 4: Develop and implement economic development strategies for Downtown,
Industrial and U.S. 19 zoned areas.
Supporting Information/Justification
Industrial (Hercules area) – Brownfield Area-Wide Designation, placemaking
Evaluate obsolete facilities.
Implement Preferred Sites Program and Joint Marketing Agreements program.
Goal 5: Pursue property acquisition and assemblage opportunities that yield greatest
opportunities for return on investment and economic growth.
Supporting Information/Justification
Ensure Council policies and goals reflect understanding and commitment for new approaches to
investment and economic growth and resilience.
FY 2023-24 SMART Goals
Goal 1: Rebalance and reallocate duties & responsibilities commensurate with
capabilities and/or strengths and weaknesses.
Supporting Information/Justification
Assess workflow to maximize efficiency.
Explore new solutions that enhance operational excellence.
Establish and implement deadlines for mid-cycle milestones - periodic deadlines.
Goal 2: Explore with our nonprofit partners new ways to align funding sources with
public need.
Supporting Information/Justification
Host four quarterly summits to engage stakeholder groups (homeless service providers,
community leaders in NRSAs, affordable housing developers, and non-homeless public service
providers) to identify areas of need and concern.
Explore/implement process and program improvements.
Clearwater Strategic Plan for FY 2023-2025 Page 12
Support and provide guidance on the creation and implementation of business development,
growth and acceleration programs.
Goal 3: Evaluate barriers to re/development and support process improvements.
Supporting Information/Justification
Internal (BTRs, expedited permitting)
Obsolete facilities
Workforce Readiness
FINANCE
FY 2022-23 Goals
Goal 1: Migrate Tyler-Munis financial system and HR/payroll systems to Cloud.
Supporting Information/Justification
Will require support from IT Department, as well as financial commitment from City Council.
Will reduce risk of cyber ransomware attack and improve disaster response.
Goal 2: Fully implement Tyler-Munis vendor self-service and bid management modules.
Supporting Information/Justification
Will make vendor communications and bid processes more efficient and effective.
Goal 3: Revise travel ordinance and travel policy.
Supporting Information/Justification
Comprehensive review of travel ordinance, policy, and procedures to propose changes designed to
make travel compliance, oversight, and reimbursement more efficient.
Goal 4: Obtain and implement new banking services and safekeeping services.
Supporting Information/Justification
Banking services agreement due to expire. Significant impact on departments citywide to change
banks. Necessary to thoroughly review options and cost/benefit of changing banks and
safekeeping.
Goal 5: Upgrade Utility Customer Service Cayenta utility billing software to current
version and thoroughly evaluate whether to move to “Cloud.”
Supporting Information/Justification
Several versions behind, so significant joint effort with IT Department to complete multiple
upgrades.
Clearwater Strategic Plan for FY 2023-2025 Page 13
Joint review with IT of pros and cons of moving to Cloud with the software and transitioning to
Cloud if justified.
FY 2023-24 SMART Goals
Goal 1: Review and implement changes to Utility Customer Services collections as
appropriate.
Supporting Information/Justification
Review of cost/benefit of drive-up window and lobby payments versus agreements with retail
businesses and automated self-serve kiosks.
Cost/benefit analysis of cost savings versus decrease customer service level.
Goal 2: Implement Citywide certificate of insurance (COI) process and software.
Supporting Information/Justification
Goal is to improve efficiency and effectiveness of this record-keeping process to reduce City’s
potential exposure via uninsured vendors/contractors.
Goal 3: Implement comprehensive ACH payment program for vendors.
Supporting Information/Justification
Will improve efficiency of paying vendors by eliminating processing of checks and expensive wire
transfers.
Will require adequate safeguards to protect the City against bank fraud attempts that are
currently prevalent.
FIRE
FY 2022-23 Goals
Goal 1: Complete construction of Fire Station #46.
Supporting Information/Justification: Construction Timeline
Project is on schedule for September completion.
No delays noted in current planning for commodities.
Goal 2: Begin Construction of Fire Station #47.
Supporting Information/Justification
Land Purchased and design completed.
Overall construction costs continue to stay flat.
Clearwater Strategic Plan for FY 2023-2025 Page 14
Goal 3: Obtain Disaster Consultant for Emergency Management.
Supporting Information/Justification
Request for Proposal completed.
Goal 4: Obtain Lightning Detection System for Beach.
Supporting Information/Justification
Request for Proposal in process.
Approved from upper management for beach and parks.
FY 2023-24 SMART Goals:
Goal 1: Complete construction of Fire Station #47.
Goal 2: Place in service two new Engines.
HUMAN RESOURCES
FY 2022-23 Goals
Goal 1: Cultural Assessment Completion
Supporting Information/Justification
Complete the cultural assessment, currently in process, with a presentation to Council by
January 31, 2023.
The current team, including an outside agency, HR ODES and Admin, will report findings and
work with departments to implement recommended improvements to policies and processes
during FY 2023 and forward.
Goal 2: HR Policy Manual Updates.
Supporting Information/Justification
Re-publish the HR Policy Manual by December 13, 2022, to include all changes to policies,
procedures and benefits since the initial publication date.
The team will work with the CM office and Legal to ensure that changes are made accurately,
published and shared with all employees by this date.
Goal 3: Establish Training Division.
Supporting Information/Justification
Establish an HR training division, with the addition of two FTEs, by January 1, 2023.
Throughout FY 2023, they will partner with departments and outside agencies to identify
deficiencies in current offerings, implement new training programs, including leadership
development, and establish communication to share opportunities and needs with all employees.
Clearwater Strategic Plan for FY 2023-2025 Page 15
FY 2023-24 SMART Goals
Goal 1: Evaluations.
Supporting Information/Justification
Implement updated performance management system for SAMP employees, to begin with CY
2023. The evaluations will be performed using the Employee Evaluations module of our current
HRIS.
A new system will better support both merit-based increase and a focus on employee
development. Reviews processed for CY 2023 will be completed by December 21, 2023.
Goal 2: Compensation Classification Study.
Supporting Information/Justification
Perform compensation classification study during FY 2023.
An outside agency, to be selected via RFP, along with a team of staff stakeholders, will assist with
this project which involves identifying market rates, opportunities for more or fewer job
descriptions, adjustments related to equity and result in a fair and resilient pay plan, which is key
to recruitment and retention of employees.
Recommended changes, if approved, will be implemented by January 1, 2024.
Goal 3: Implement Learning Management Software.
Supporting Information/Justification
Select and implement a replacement for our current learning management software via RFP
during FY 2023, to be implemented and live in FY 2024.
A learning management system will be selected to provide higher quality training courses and
more robust internal training programming.
INNOVATION
FY 2022-23 Goals
Goal 1: Implement staff idea sharing system.
Supporting Information/Justification
Complete eight programs involving different employees by end of FY 2023. Include at least 5
ideas for Implementation in the FY 2024 budget.
Departments control the schedules of employees and their time allocation; however, support of
CM office will allow this to be achievable.
Engaging employees at all levels to identify real world opportunities for change is at the heart of
what the OOI is focused on.
Clearwater Strategic Plan for FY 2023-2025 Page 16
Program framework will be completed by end of Q1 of FY 2023. Program kickoff is expected in
February of 2023.
Goal 2: Host neighborhood quarterly training opportunities.
Supporting Information/Justification
Sessions will occur by March 30, 2023/June 30, 2023/September 30, 2023.
Neighborhood coordinators will be on board and training structure will be in place by end of CY
2022.
Training the neighborhoods on what they can do and why they should do it will lead to more
"grassroots" involvement and allow the neighborhood staff to be more effective. The cycle created
provides for plenty of time to prepare and execute.
By February 1, 2023 the first training will have been planned and advertising will begin. This
will occur by the first day of each fiscal quarter in the future. The program is currently funded.
Goal 3: Install solar arrays on specific city facilities.
Supporting Information/Justification
Solar study identifying the best solar candidates has just been completed. By January 1, 2023 we
will identify the specific buildings on which installation will occur. By February 1, 2023 the RFP
for installation will be out. Vendor selection by June 1, 2023.
We have $3,000,000 in combined ARPA and other Federal appropriations available, and analysis
to determine best candidates is complete.
Installation of solar arrays will demonstrate the City's commitment to Greenprint 2.0,
specifically Strategy 6 of the Green Energy and Buildings section and further the City's
sustainability efforts.
We will install or be in the process of installation on five City facilities by September 30, 2023.
Goal 4: Distribute ARPA funds related to Cultural Affairs.
Supporting Information/Justification
50% of ARPA funds will be distributed by end of FY 2023.
The program has been approved by council and a grant management solution has been identified
and procured. Focus now is for notice of funding opportunity and selection.
Program is in line with the Cultural Affairs master plan and the timelines are achievable.
Requests can be up to $250k of the $1 million, so it only requires 2 successful full amount
requests to achieve.
First request for applications will be December 1, 2022. Target will be a minimum of 25%
allocation by end of Q2 of FY 2023, A minimum of 50% by end of Q4 of FY 2023.
Clearwater Strategic Plan for FY 2023-2025 Page 17
FY 2023-24 SMART Goals
Goal 1: Determine social return on investment.
Supporting Information/Justification
Early in the process the main measurement is to identify a framework for a sustainable system of
valuation for social efforts. The framework should be complete by end of Q2 of FY 2023. It is
intended that the framework will call out measurable criteria.
Such systems have been created in other communities and the private sector. It is a matter of
commitment to the effort and leveraging the tools we have.
Creating a measurable tool for balancing social, environmental, and financial impact is core to the
OOI. Considering local government has such a large social impact that drives decisions, it is
important to have realistic ways to balance it with the financial and environmental pressures.
Complete framework by Q2 of FY 2023. My initial thought is that Q3 and Q4 of FY 2023 would
be for information gathering, Q1 and Q2 of FY 2024 would be about valuation and system
building, and Q3 and Q4 of FY 2024 would be about tweaking for a Q1 of FY 2025 full roll out.
Goal 2: Fully scale a neighborhood grant program.
Supporting Information/Justification
Program structure will be piloted in FY 2023 for full implementation for FY 2024. More specific
measurables, such as dollar amounts and timelines as the pilot completes.
Program funding exists in the capital budget for the department and communications with the
community have identified a lot of interest in a program.
The program shows a commitment to reinvesting into the neighborhoods with what they want, in
order to make it a great place to live. This is consistent with the division purpose.
By end of Q2 of FY 2023 we will have the specifics of the program completed for discussion about
ongoing budgetary needs. We will use a portion of the capital funding that is currently allocated
to fund the pilot.
Goal 3: Fund installation of solar arrays on low-moderate income (LMI) homes.
Supporting Information/Justification
City will fund 150 solar arrays by end of FY 2024.
ED&H has identified ARPA funding that could be used for this purpose. OOI is working with
ED&H on the specifics of a program, but there is alignment on this goal.
The installation would meet goals related to both Greenprint 2.0 and the ED&H housing
priorities and there are model plans that have worked in other areas.
Structure of the program would be set by end of Q2 of FY 2023. Program launch would be by end
of Q3 of FY 2023, leaving 1.25 years for distribution.
Clearwater Strategic Plan for FY 2023-2025 Page 18
Goal 4: Complete distribution of ARPA funds related to Cultural Affairs.
Supporting Information/Justification
100% of ARPA funds will be distributed by end of FY 2024.
The program has been approved by council and a grant management solution has been identified
and procured. At this stage we would have distributed a minimum of 50% of the program finds.
Program is in line with the Cultural Affairs master plan and the timelines are achievable.
First request for applications will be October 1, 2023. Target will be a minimum of 25%
allocation by end of Q1 of FY 2024, a minimum of 100% by end of Q4 of FY 2024.
INFORMATION TECHNOLOGY
FY 2022-23 Goals
Goal 1: Implement UCaaS (Unified Communications as a Service) - Replace our legacy
telephone system with a modern Unified Communication platform that supports
communication across all channels and enhances public engagement capabilities.
Supporting Information/Justification
Project success is measured by milestones being achieved on time and the project remaining on
budget.
Additional licensing and implementation services are required but necessary funds have been
budgeted.
A modern communications platform will enhance collaboration within the organization and provide
a better customer experience for citizens.
RFP review and partner selection by end of Q1 2023; discovery and design phase complete by
end of Q2 2023; implementation through Q3/Q4 2023.
Goal 2: Asset Inventory – Ensure timely maintenance and lifecycle management to
maximize the utility of our assets.
Supporting Information/Justification
Asset availability shows how much downtime is contributing to the overall performance of your
equipment and answering the question of “are the assets meeting their purpose?”
Establishing the processes will lend to a comprehensive view of performance to upper
management.
Improved asset management tools for utility and infrastructure maintenance to increase
efficiency.
Timeline -
o Phase 1 - Implement software solution (1-2 months)
o Phase 2 - Aggregate data (1-2 months)
o Phase 3 - Data analysis (1-2 months)
Clearwater Strategic Plan for FY 2023-2025 Page 19
Goal 3: Policy Review – Take an in-depth look at existing administrative policies and
associated documents such as procedures and appendices.
Supporting Information/Justification
Revise the policy and associated documents as needed and track changes.
Once revised policies/drafts are ready for submission, present final documents for
review/approval.
Clearer direction to improve operational efficiencies and enterprise security.
Timeline -
o Phase 1 - Document existing policies (1 to 2 months)
o Phase 2 - Revise policy if needed (1 to 2 months)
o Phase 3 - Present final draft for review/approval (1 to 2 months)
o Phase 4 - Approve policy (1 to 2 months)
Goal 4: Wi-Fi Imagine Project – Provide Public Wi-Fi for the Imagine Clearwater
project.
Supporting Information/Justification
Access points and infrastructure installed and connected.
Improves bandwidth for larger crowds to access the internet during events.
Enhanced customer experience and communications.
Timeline - July 2023.
Goal 5: Security Upgrades: Intune/EMS(Defender) - Implement Intune for device
registration and EMS for endpoint security.
Objective achieved when all users and devices are registered and secured in Intune/EMS.
Allows for enhanced security on the endpoint and more control over network access.
Increased accountability and security of infrastructure investments and service tools.
Timeline - 3rd Quarter 2023.
Goal 6: Monitoring Solutions – Gain visibility into network performance and identify
traffic on the internal network.
Objective achieved when all switches/servers are providing data to monitoring solutions for
visibility.
Upgrades performed on time and on budget.
Increased accountability and security of infrastructure investments and service tools.
Timeline - 4th Quarter 2023.
Goal 7: Intranet Modifications/Re-Write – Redesign the City’s intranet site to better
facilitate dissemination of information and streamline employee access to resources.
Measurable by meeting project milestones and launch deadlines.
No licensing required. Talent and required skills are available in-house.
A well-designed intranet site has the capability to increase employee engagement and awareness
of city initiatives.
Clearwater Strategic Plan for FY 2023-2025 Page 20
Design and testing complete by end of Q1 2023; soft launch and refinement during Q2 2023; full
launch by end of Q2 2023.
Goal 8: Cayenta Upgrades – Cayenta UMS Upgrade to v9.1, including SQL & Cognos
integrations.
Successful Go-Live to latest on-prem version (v9.1) of Cayenta UMS.
Improve functionality and system performance; retire legacy needs.
Cayenta UMS and its integrations represent a core system used to manage public utility
revenues.
Application upgrade to v9.1 completed – first quarter 2023; SQL and Cognos migrations
completed – second/third quarters 2023.
FY 2023-24 SMART Goals
Goal 1: CityWorks Implementation – Transition current asset management (OWAM) to
CityWorks SaaS; Establish governance and implement functionality of new asset
management system.
Supporting Information/Justification
Successful Go-Live to latest cloud version of CityWorks.
Develop, migrate, update, and improve the asset management system used within our enterprise
environment (Public Utilities/Public Works/Gas/Parks & Recreation).
Current asset management is failing with poor data and inadequacies. Revamping asset
management and upgrading to CityWorks will create more functionality and efficiencies
throughout the environment.
Ongoing research and evaluation during Q1/Q2 of 2023; Purchase process beginning in Q1/Q2
of 2023; Kickoff in Q4 of 2023. Estimate of 12 months for migration, configuration, and testing,
ending with Go-Live in 2024/25.
Goal 2: See Click Fix – Replace our end-of-life citizen relationship management
application with a market-leading product that will allow for integrations with existing
enterprise systems and potential data sharing with partner agencies.
Measurable by meeting project milestones and launch deadlines.
New licensing will need to be purchased, but cost will be partially offset by retirement of previous
system. Skills and talent needed for implementation are available in-house.
The application will enhance citizen engagement and allow for potential internal efficiencies.
Implementation during Q1 2024; launch during Q2 2024.
Goal 3: Service Desk – Reduce response time, increase team productivity and provide
continuous technical support.
Respond to tickets within SLA and ensure customer satisfaction with surveys.
Upon Software implementation.
Improve customer service experience and support efficiencies.
Clearwater Strategic Plan for FY 2023-2025 Page 21
Timeline –
o Phase 1 - Demo several software vendors (1-2 months)
o Phase 2 - Trial selected software (1-2 months)
o Phase 3 - Implement selected software (1-2 months)
LIBRARY
FY 2022-23 Goals
Goal 1: Bring libraries back to full staffing and optimize operating hours across the
system.
Supporting Information/Justification
Work with HR to streamline the recruiting and hiring processes.
Increase engagement with USF library program and focus on recruiting diverse candidates.
Prioritize existing resources to expedite hiring.
Revisit organizational structure (PT/FT allocations and classifications).
Identify deficiencies in job descriptions.
Review hiring decision-making standards to ensure we are hiring the right people .
Research patron usage patterns to enhance service opportunities.
Goal 2: Measure, promote, and celebrate our value to the community.
Supporting Information/Justification
Analyze current communication and marketing strategies and research innovative ways to
optimize information delivery.
Measure patron usage and interest to perfect the provision of resources and services.
Work more closely with Public Communications, the Library Marketing and Social Media
Group, community partners, and local media to improve and broaden publicity.
Goal 3: Cultivate and maintain internal and external relationships.
Supporting Information/Justification
Connect library resources and services to the objectives of city departments and local
organizations to develop partnership opportunities.
Reinforce current and revive previous partnerships.
Continually evaluate and adjust the role the library plays in city government and the
community.
Maintain a leadership position in the Pinellas Public Library Cooperative (PPLC) to maximize
value for Clearwater.
Clearwater Strategic Plan for FY 2023-2025 Page 22
Goal 4: Anticipate trends in resources and services for quick adoption and
implementation.
Supporting Information/Justification
Continually evaluate existing resources and services in relation to funding, objectives, and
patron demand.
Maintain familiarity with developments in public libraries, local governments, and communities
through training, professional and community organizations, and wide-ranging reading.
Foster innovative and inventive ideas among staff and give them the latitude to experiment
without fear of failure.
Streamline workflows for the acquisition, preparation, and distribution of fresh materials and the
planning and execution of new programs.
Goal 5: Foster a well-trained, engaged, forward-thinking team.
Supporting Information/Justification
Create and implement a library supervisor training program.
Identify and develop leaders across the system.
Utilize resources such as NEOGOV, PPLC, TBLC, FLA, HR, and Pinellas County to deliver
high-quality, targeted training to staff.
Provide continuous formal and informal feedback to employees, as well as ongoing recognition
and teambuilding.
Encourage self-directed study and research among staff to identify innovative services and
professional best practices.
FY 2023-24 SMART Goals
Goal 1: Purchase one hybrid vehicle for the Library Department.
Supporting Information/Justification
Timeframe for purchase is February 2023.
The vehicle can be procured via bid from three local dealerships.
We have increased our participation in attending community events. These events require
transporting various types of items (table, tent, banners, technology equipment, etc.). Currently,
staff have been using their own vehicles and receiving mileage reimbursement. Having a
department vehicle would eliminate that need, provide more space for item transport, be utilized
for staff offsite trainings, and staff commuting between branches.
Goal 2: Create a community survey to gain citizen input on Library resources,
programs, and services.
Supporting Information/Justification
Survey will be published in April 2023, and be available for six weeks via website, paper, online,
using various marketing platforms.
Clearwater Strategic Plan for FY 2023-2025 Page 23
Survey will inform staff regarding community needs now and into the future.
It will assist in crafting the Library’s new strategic plan - identifying goals and priorities.
Anticipated completion of the Strategic Plan is October 1, 2023.
Goal 3: Attend Neighborhoods’ meetings in FY 2023.
Supporting Information/Justification
Staff will attend a meeting at least every other month to promote library services.
Participation will align with our FY goal of increasing outreach opportunities to the community.
The Library’s Outreach Team and Administration will attend the meetings.
The meetings will assist in receiving input on the Library’s current and future services.
MARINE & AVIATION
FY 2022-23 Goals
Goal 1: Ensure the safety and long-term resiliency of the facilities and infrastructure
that falls under the control of Marine and Aviation.
Supporting Information/Justification
This involves the establishment of a long-term evaluation and maintenance program for each
facility and attendant structures. A critical component for the marine facilities must contemplate
resiliency. Without contemplating sea level rise at our marine facilities, we will fail to make the
investments and adjustments necessary to remain fully functional. This is an ambitious task that
is complex and costly. It is something that the City must incorporate into any overarching
strategic plan. These goals must be linked to appropriate CIP funding to cover those ongoing and
projected future costs. These will require General Fund support as well as alternative sources,
such as Penny for Pinellas and should incorporate the leveraging of appropriate grant funding
sources.
Goal 2: Engage in business management practices to improve operational efficiencies.
Supporting Information/Justification
Expansion of third-party reservation system to include permanent tenant agreement
management.
Goal to become a cashless department and restrict our sales to client necessities only (fuel, oil,
ice).
Investigate automated lease agreement and document management software.
Enhance communications with our visitors, clients, and tenants by establishing a Marina
Newsletter.
Clearwater Strategic Plan for FY 2023-2025 Page 24
Goal 3: Consistently re-evaluate our staffing to ensure we have the capacity to meet the
needs of the boating and aviation public and meet the customer service expectations in
a public facing department.
Supporting Information/Justification
Ensure adequate staffing and training to properly maintain our facilities.
Adequately staffed to provide superior levels of customer service.
Provide the wages necessary to attract new staff.
Provide for advancement opportunities for existing staff.
Look for any opportunity to expand our offices to match staffing.
FY 2023-24 SMART Goals
Goal 1: 2023 – Replace Failing Piers at Seminole Boat Ramps.
Goal 2: 2024 – Begin Construction on the Beach Marina Replacement.
Goal 3: 2024 – Begin Planning & Construction of Airpark Capital Projects Identified in
the 2020 Master Plan (Terminal Replacement & Pavement Repair).
PLANNING & DEVELOPMENT
FY 2022-23 Goals
Goal 1: Submit for Adoption Modifications to the City’s Comprehensive Plan Known
as Clearwater 2045.
Supporting Information/Justification
Complete community outreach by May 31 and move forward with the final draft for the public
hearing process no later than August. Public outreach will be done in three phases. The first will
be the Mobility and Quality Places chapter, the remaining three chapters, and the entire plan.
Each phase will contain several public workshops in different locations as well as online
engagement. Plan chapters will also be posted on the City’s website as well as the Comp Plan
website for review and include the ability to submit comments.
Community engagement plan to be completed and approved by Management by Nov. 30th and
public hearing dates determined. Public Communications will be asked to assist with advertising
outreach efforts, as well as help devise a strategy to increase engagement through social media.
Adoption of Clearwater 2045 will meet Florida Statutes requirements for updating the City’s
Comprehensive Plan, addressing required legislative statutes, and providing a vision for the
future of the community.
Clearwater 2045 will be submitted to the Community Development Board in August 2023 and
City Council for consideration no later than September 2023.
Clearwater Strategic Plan for FY 2023-2025 Page 25
Goal 2: Finalize N. Greenwood CRA Plan and Submit for Adoption.
Supporting Information/Justification
Finalize draft and schedule for a public hearing before the Community Development Board
December 20 meeting, CRA on January 6, and City Council meetings on January 9 and February
2. Submit Plan to Pinellas County for consideration no later than February 13.
Obtain input from the N. Greenwood Steering Committee no later than November 10 and make
final revisions by November 30.
Adoption of the N. Greenwood CRA will demonstrate the City’s commitment to reducing poverty
and improving the quality of life in the N. Greenwood neighborhood.
The CRA Plan and Trust Fund will be submitted to the City Council and the Board of County
Commissioners to be approved prior to May 31.
Goal 3: Rehabilitation and Activation of the North Ward School.
Supporting Information/Justification
Hire preservation architect through the architect of record process by the end of February to
develop plans to stabilize the N. Ward School building and make repairs/improvements that are
appropriate without the knowledge of the end user to make the adaptive reuse more affordable and
attractive to the private sector while maintaining the character-defining aspects, interior spaces,
and features of the property.
The building improvements will be determined in conjunction with a preservation architect to
ensure any improvements will not eliminate the possible use of historic tax credits by a
development partner. Public Works will also be asked to be part of the project team.
Readying the building for adaptive reuse will implement policies of the Downtown
Redevelopment and N. Greenwood CRA plans.
Finalize construction plans by the end of Nov. 2023 and turn the construction project over to the
Public Works Department to manage the construction.
Goal 4: Establish Performance Metrics for the Code Compliance Division.
Supporting Information/Justification
Develop performance standards and provide to Information Technology to create reports by
March 31. Finalize reports by September 1 and implement the use of metrics by October 1.
Information Technology will be asked by January 15, 2023, to support the creation of the
necessary reports in Accela and to begin work in April 2023.
Establishing metrics for code compliance will identify staffing needs, training needs, and
opportunities for efficiencies.
Metrics report will be completed by the end of the current fiscal year.
Clearwater Strategic Plan for FY 2023-2025 Page 26
Goal 5: Conduct N. Martin Luther King Jr. Ave. Corridor Charette – An Implementation
Project of the N. Greenwood CRA.
Supporting Information/Justification
Consultant will prepare form-based regulations/recommendations by June 30.
The project is funded by Forward Pinellas and the City of Clearwater and the consultant is
selected by Forward Pinellas.
Completion of the work will inform future code amendments to be prepared by the Planning and
Development Department to facilitate new commercial development in the N. Greenwood
neighborhood.
The work will be completed by Forward Pinellas within their current budget year that ends June
30, 2023.
Goal 6: Implement Initial Priority Recommendations of the Business Process Study.
Supporting Information/Justification
Finalize business process study which will include an implementation plan and timeline for
implementation. Present findings to City Manager and City Council no later than (TBD).
We will identify improvements that can be implemented within current staffing levels and
budget. Other departments such as Information Technology, Engineering, and Fire will be asked
to assist as needed.
Implementation of the recommendations will improve staff efficiencies, enhance customer service,
and improve the permitting and development review process for residents, business owners, and
developers.
The timeframe for first round of improvements will be identified once the study recommendations
are finalized.
FY 2023-24 SMART Goals
Goal 1: Initiate Major Restructuring of Business Tax Receipt Ordinance
Supporting Information/Justification
Reduce the number of business categories and subcategories and bring more consistency between
categories and zoning uses.
Legal and Economic Development and Housing will be asked to assist in research and provide
feedback. The Planning and Development Department will prepare the ordinance for City
Council consideration.
Adoption of a revised ordinance will bring BTR costs more in line with other communities
thereby making Clearwater more competitive. Efficiencies will also be created for the
administration of the ordinance by the BTR, Development Review, and Fire and Police staff and
provide more clarity for business owners.
The ordinance will be submitted for City Council consideration no later than December 2023.
Clearwater Strategic Plan for FY 2023-2025 Page 27
Goal 2: Initiate Major Community Development Code Amendments Addressing a
Variety of Issues.
Supporting Information/Justification
Develop list of code sections/topics to be addressed in the ordinance by the end of June. Adoption
of amendments to the Community Development Code will implement sustainability measures,
aspects of Clearwater 2045, recent legislative changing for floating solar, etc. (If vacant planner
position is filled with an experienced planner, the project timeframe will be rescheduled to earlier
in the year.)
The Planning and Development will complete the necessary research and prepare an ordinance
for City Council consideration. Input will be solicited from the Legal Department, as well as any
impacted department.
Adoption of amendments to the Community Development Code will address identified gaps in
the Code and improve staff efficiencies.
The ordinance will be submitted for the public hearing process no later than March 2024. (If the
vacant planner position is filled with an experienced planner, the public hearing process will
occur earlier.)
PARKS & RECREATION
FY 2022-23 Goals
Goal 1: Relocation of Parks & Recreation Administrative offices to old Countryside
Library from MSB.
Supporting Information/Justification
New office/space equipment will be procured prior to January 31, 2022, all interior and exterior
work will commence no later than January 1, 2023.
The procurement of new office equipment/space can be based off a state contract and all interior
and exterior work can be done in conjunction with our Building & Maintenance staff and their
contractors.
Relocating the P&R Admin offices will free up much needed space in the MSB and allow for a
one stop shop for our customers. Additionally, we will have P&R staff from two separate offices,
which will allow for greater communication and efficiency.
Completion of move into new admin offices will be completed by March 31, 2023.
Goal 2: Fully staff, open and program Coachman Park and the new downtown core.
Supporting Information/Justification
Downtown core Venue Manager and Landscape Manager will be brought on prior to January 1,
2023. Supervisory staff will be hired by March 31, 2023 and all other staff will be hired by May 2,
2023.
Staff have been budgeted via the prior year’s budget process.
Coachman Park, Cleveland Street Phase III and the accompanying entertainment venue will be a
catalyst for downtown redevelopment. When combining these attributes with the three parcels up
Clearwater Strategic Plan for FY 2023-2025 Page 28
for redevelopment we will be fulfilling the commitment of the City of Clearwater to provide an
active and vibrant downtown.
Park is scheduled to be open for a July 4, 2023 concert and fireworks celebration.
Goal 3: Complete and implement strategic plan.
Supporting Information/Justification
The selected consult and contract for the strategic plan will go before council no later than
December 15, 2023 for approval. Public meetings will take place by March 31, 2023 to insure
proper public outreach.
Procurement for consultant of strategic plan was based on a piggyback contract that was recently
used by a neighboring county/municipality.
Our last P&R strategic plan was an update completed in 2013. It is vital that we seek community
input on the types of parks and programs they want in their community. The strategic plan also
guides the direction of our budget process to ensure we are staying relevant to the needs/wants
of the community.
The strategic plan will be vetted and adopted by council prior to the end of 2023.
FY 2023-24 SMART Goals
Goal 1: Complete and implement strategic plan.
Supporting Information/Justification
The selected consultant and contract for the strategic plan will go before council no later than
December 13, 2023 for approval. Public meetings will take place by March 31, 2023 to insure
proper public outreach.
Procurement for consultant of strategic plan was based on a piggyback contract that was recently
used by a neighboring county/municipality.
Our last P&R strategic plan was an update completed in 2013. It is vital that we seek community
input on the types of parks and programs they want in their community. The strategic plan also
guides the direction of our budget process to ensure we are staying relevant to the needs/wants
of the community.
The strategic plan will be vetted and adopted by Council prior to the end of 2023.
Clearwater Strategic Plan for FY 2023-2025 Page 29
POLICE
FY 2022-23 Goals
Goal 1: Configure and prepare a new countywide computer-aided dispatch (CAD)
system and records management system (RMS) for implementation/roll-out (go-live) in
FY 2023-24.
Supporting Information/Justification
The Clearwater Police Department is currently using separate CAD & RMS products which
have been determined to be outdated and not meeting the needs of the agency. The current CAD
system does not effectively share data with other public safety entities in Pinellas County and the
current RMS is outdated technology. A new product has been procured through a consortium of
public safety agencies.
In FY 2022-23, the department will lead multiple stakeholders to configure the system, plan for
the training, and develop the necessary materials to support the implementation of the product in
FY 2023-24. This is being accomplished through workgroups and committees.
The configuration of the product is to be completed and ready to go live no later than August
2024.
Goal 2: Develop and implement a policing strategy for Imagine Clearwater and the
downtown corridor.
Supporting Information/Justification
With Imagine Clearwater Park opening in July 2023, and the associated increased programing of
special events, the police department will need to establish a policing strategy that includes a
regular, reoccurring, preventative policing presence at the Imagine Clearwater Park and
downtown.
The department will need a policing strategy that helps provide for and reduce the costs of police
coverage associated with special events occurring at the park. The policing strategy will need to
provide a perception of safety to those taking advantage of the park and mitigating the impact of
quality-of-life issues.
The policing strategy should be developed and published no later than January 31, 2023. The
strategy will be used during the budget process to incorporate any additional resources needed in
the FY 2023-24 budget. The department would seek to begin smoothing any approved increases
in resources by July 2024.
Goal 3: Review and revise the police department’s recruiting strategy to identify and
employ personnel who are a fit for the principles and values of the City of Clearwater.
Supporting Information/Justification
HR has recently begun using a consultant to review the overall recruitment, promotional
processes, and processes to recruit, hire, and development of our employees. The police
department seeks to align the police department recruitment strategy with HR.
Clearwater Strategic Plan for FY 2023-2025 Page 30
Successful development of the recruitment strategy will be completed by January 1, 2023.
Goal 4: The acquisition of a virtual, scenario-based training system to train use of
force, de-escalation, and application of ICAT (Integrating Communications-
Assessment-Tactics) principles.
Supporting Information/Justification
The Police Department believes in hiring the best people, provide them the best equipment,
provide them the best training, and hold them accountable. Institutionalizing a virtual training
platform into our training regimen will allow for a higher level of learning. The department
recently completed construction on a new building that includes a room designed to take
advantage of this technology.
Scenario-based training, both live and virtual, builds confidence and clarity in what the
expectations of our employees are. The department currently promotes being a learning
organization by having an officer safety committee that disseminates videos with training talking
points. A virtual system will allow a more effective training environment and create an efficient
medium to train multiple personnel as opposed to in-person scenario-based training.
The department will seek to procure a virtual training system by January 1, 2023. The
department will implement a regular, reoccurring training cycle for all sworn employees by April
1, 2023.
Goal 5: Design and break ground on a new K9 kennel at the District III Operations &
Training Center.
Supporting Information/Justification
The current K9 kennel is a poorly constructed and designed facility, built in the 80’s, that is at
end of life and functionally obsolete. A new K9 kennel was part of the construction project of the
District III Operations & Training Center but was eliminated due to budget constraints.
The Police Department has chosen to defer construction of a storage facility for large purpose
vehicles that was funded to the amount of $750,000. The police department will seek approval in
the FY 2022-23 budget year to use these funds to construct a new K9 kennel.
Successful completion of this goal would include having the project funds reallocated in the FY
2022-24 budget, complete design of the facility and break ground in FY 2022-23.
FY 2023-24 SMART Goals
Goal 1: Countywide CAD/RMS roll-out/go-live.
Supporting Information/Justification
The police department is leading a consortium of public safety partners in Pinellas County to
implement a new CAD/RMS system. In FY 2022-23, the systems will be configured, and the
training/transition program developed. This work will likely continue into FY 2023-24.
The police department will complete the training and transition to a new CAD/RMS system by
August 2024.
Clearwater Strategic Plan for FY 2023-2025 Page 31
Goal 2: Imagine Clearwater policing strategy.
Supporting Information/Justification
The police department will seek additional budget resources for FY 2023-24 to implement a
policing strategy for Imagine Clearwater and position the department to address increased
demand from a developed and activated downtown.
Budget in FY 2023-24 will include an increase in sworn FTEs; a strategy to provide police
coverage for special events that minimizes the costs for said coverage to the City and vendors; and
address quality of life issues associated with an activated downtown.
Goal 3: Construction of a facility of large special-purpose vehicle storage.
Supporting Information/Justification
The department has deferred this project for a variety of reasons, including limited funds and the
inability to locate a real estate option that meets the needs of the department (location, size). The
department will need to identify the funds necessary to properly fund this project, seek allocation
of funds to complete the project, and identify a location and design that will meet the needs of the
department.
Successful progress of this goal would include having the project placed in the CIP budget in FY
2023-24 or later year (based on Budget guidance); identify a location that meets the department’s
response needs; and design the facility by the end of FY 2023-24.
PUBLIC COMMUNICATIONS
FY 2022-23 Goals
Goal 1: Support the Opening of Imagine Clearwater.
Supporting Information/Justification
Start having regular meetings in January 2023 to create a grand opening and communication
plan.
A week of celebrations will be held July 4th for the public. All the downtown-related entities will
know their responsibilities.
Goal 2: Hire a PR/Marketing firm to support the City’s promotional needs.
Supporting Information/Justification
Release an RFP/Q first quarter of 2023.
Have a firm on board before Q2 2023.
Goal 3: Plan for City Hall and new Council Chambers.
Supporting Information/Justification
Have Multi-Media Crew tour local chambers and studios to determine needs/wants/desires in
end of 2022 and Q1 2023.
Clearwater Strategic Plan for FY 2023-2025 Page 32
Work with WMJ to assist with space and design needs for new City Hall and Chambers based on
information gathered in other municipal tours.
Goal 4: Defining Department Expectations for Public Communications.
Supporting Information/Justification
Meet with each department Q1 2023 to go over their annual plan and their needs for PR,
marketing and public information.
Create departmental expectations and have both PC and department agree to expectations.
Goal 5: Support CM’s Internal Communications Needs.
Supporting Information/Justification
Continue to release regular John’s Journals to all city emails.
Start immediate text messaging to all city-issued cell phones.
Continue every other month employee lunches.
Develop a plan end of 2022 to improve information distribution with the assistance of the
departments and the courier.
FY 2023-24 SMART Goals
Goal 1: Assist with new City Hall Design/Move.
Supporting Information/Justification
Continue to assist with equipment and design process for new Chambers and technology.
Goal 2: Assist with Downtown Redevelopment Communications.
Supporting Information/Justification
Communicate timelines along the way.
Goal 3: Assist with Phillies Communications.
Supporting Information/Justification
Communicate timelines along the way.
PUBLIC UTILITIES
FY 2022-23 Goals
Goal 1: Improve employee engagement.
Supporting Information/Justification
Focus on improving teamwork and recognition
Clearwater Strategic Plan for FY 2023-2025 Page 33
o Background: On September 20, 2022, Public Utilities completed the Gallup Employee
Engagement “Q12”. Of the 156 employees, we received responses from 72 people. In terms of
overall engagement, 29% of the respondents are actively engaged. This compares to 34%
average employee engagement nationwide and 21% average employee engagement
worldwide. Based on the results, we determined that two areas would be our primary focus
for improvement during FY 2022-23: teamwork and recognition. On October 13, 2022, we
shared the results to the Public Utilities team at the monthly general assembly. In addition to
sharing the results, we shared that we would work to improve in teamwork and recognition.
Our implementation plan is currently in draft form and being reviewed. We will finalize our
plan and begin implementation by February 1, 2023.
Complete annual reassessment in September 2023 using the same employee engagement
questions.
Goal 2: Design and implement a systematic approach for process improvement,
innovation, and knowledge management.
Supporting Information/Justification
Implement Lean/Six Sigma approach for improvement
o Background: Public Utilities is developing a tiered approach to training employees in
Lean/Six Sigma. The department intends for all employees, at a minimum, attend a
“White Belt” course. Additional coursework is dependent on the individual’s role within
the department. The intent of this training and embedding it in our processes is to
decrease waste and errors, increase efficiencies, and reduce costs.
o Current state:
Public Utilities has initially developed a training approach that is currently
under review by the Department Director. Completing training is a short-term
goal to be completed within FY 2022-23.
Public Utilities will work to develop an approach and internalize it within the
departmental culture and embed it in “how we do things”. Integration is an
intermediate term goal to be completed no later than FY 2023-24.
Develop a systematic approach for innovation and knowledge management
o Background: innovation: Public Utilities is developing a systematic approach to
innovation. The central tenets include:
How we identify opportunities.
How we decide which opportunities are worth the risk.
How we prioritize opportunities that we deem worth the risk.
How we utilize our resources to pursue and, as appropriate, deploy and integrate
innovation.
How we measure and improve on an implemented innovation.
When we adjust or discontinue a poorly aligned innovation.
Clearwater Strategic Plan for FY 2023-2025 Page 34
o By the end of FY 2022-23 Public Utilities will develop a program that meets the central
tenets listed above. Additionally, Public Utilities will submit the developed plan to the
Office of Innovation for feedback and review. Currently, the draft plan is under
development.
Goal 3: Computerized Maintenance Management System (CMMS)/asset management
system.
Supporting Information/Justification
An updated asset management system, particularly with robust computerized maintenance
management, would assist Public Utilities with controlling costs and deploying resources.
o Background
Public Utilities, along with other city departments, would benefit from
implementing a citywide asset management system. Specific timeline will not be
included here as they are outside of Public Utilities’ control.
Functionality: this list is not all inclusive, but some typical functions that would
be important: Work order workflow processes (task checklists, track employee
hours, track materials, inventory, and costs, preventable maintenance
scheduling, corrective maintenance scheduling, etc.), report generation (custom
and standard), support vertical assets, ease of import/export, tracking of asset life
cycle, dashboards, support, maintenance, training, and online help etc.
Goal 4: Move forward with operational master plans and improving critical
infrastructure (in various stages of completion).
Supporting Information/Justification
Maintaining critical infrastructure is paramount to protecting public health, assuring economic
growth. We iteratively reprioritize projects and programs.
Associated here is the evaluation of participation in Pinellas County’s proposed Regional
Resource Recovery Facility (RRRF).
o Background
Public Utilities must adequately invest in infrastructure to reduce risk and
lifetime system costs. The department prioritizes through system specific 30-year
operational “master plans”. Additionally, a recommendation as part of the
underway Wastewater Facilities Master Plan is for the City to work with
Pinellas County for regional beneficial biosolids reuse.
o Current State
The Wastewater Facilities Master Plan is underway with anticipated completion
December 2023.
Reuse System (CHA) Master Plan is underway with anticipated completion
December 2023.
Clearwater Strategic Plan for FY 2023-2025 Page 35
SCADA Master Plan is underway with an anticipated completion date of June
2023.
Public Utilities is working with the county to meet changing regulatory
requirements, beneficial reuse biosolids, and reduce costs. The county shared that
they would require a significant level of commitment from prospective partners
by the end of phase one of the project. Our department anticipates phase one to be
completed around the end of 2024.
Goal 5: Sterling Explorer.
Supporting Information/Justification
Complete assessment within the fiscal year
o Background: Public Utilities has been working to improve using the Florida Sterling
Council’s approach to elevate organizational performance. Public Utilities will complete
the Sterling Explorer in FY 2022-23.
FY 2023-24 SMART Goals
Goal 1: Develop, integrate, utilize, and continuously reassess a systematic approach for
process improvement, innovation, and knowledge management.
Supporting Information/Justification
Supporting information is provided in the short-term goal two above. The short-term goal and
associated tactics are aligned with the overarching goal of effective process improvement,
innovation, and knowledge management.
Goal 2: CMMS/asset management - optimized program that strikes a balance between
performance, risk, and cost to support renewal and replacement decisions.
Supporting Information/Justification
Supporting information is provided in the short-term goal three above. An effective system will
take time to develop, implement, effectively utilize, and continuously reevaluate. Although a
citywide initiative, this program would significantly impact Public Utilities processes and
procedures.
PUBLIC WORKS
FY 2022-23 Goals
Goal 1: Develop and implement a Right-of-Way Tree Planting Program.
Supporting Information/Justification
Trees are an important part of our City’s built and natural environment. They provide numerous
environmental benefits such as oxygen production, filtering air pollution, noise abatement,
Clearwater Strategic Plan for FY 2023-2025 Page 36
rainfall dispersion to control flooding, providing shade and healthier environments, and aesthetic
beauty of the City’s neighborhoods and business districts.
Like most municipalities, the City of Clearwater has removed trees in the right-of-way for reasons
such as disease or due to the negative impacts the root structure caused on sidewalks and/or
utilities. The concern is that the City has not been replacing trees in the right-of-way for years,
and there is no current right-of-way tree planting program.
Goal 2: Develop a 5-year Vehicle and Equipment Replacement Plan for Operations.
Supporting Information/Justification
Public Works is a new department this fiscal year. The Operations Division includes a
Stormwater Maintenance Section and a Right-of-Way (ROW) Section. The ROW Section moved
over from Parks & Recreation. Both sections have a tremendous number of vehicles and
equipment.
This goal will include creating an inventory of all vehicles and equipment in the Operations
Division, evaluating the inventory and future needs, and then a 5-year Replacement Plan will be
created.
Goal 3: Initiate deployment of Cityworks.
Supporting Information/Justification
The City currently does not have an adequate asset management platform. Managing capital
assets requires minimizing the total cost of owning, operating, and maintaining assets while
improving levels of service. Cityworks is a web GIS-centric platform that will assist Public Works
with streamlining the care and maintenance of our public infrastructure assets.
This goal requires us to work closely with and rely on the City’s IT department for deployment
and implementation. It will take approximately two years to complete the deployment phase and
then we would move to the implementation phase of the Cityworks platform. The goal is to
initiate deployment this fiscal year.
Goal 4: Finalize the Public Works Organization Chart and functions provided by each
division and section.
Supporting Information/Justification
The Public Works Department is new this fiscal year and the organizational chart is currently a
work in progress document. Once the organizational chart is finalized, functions and services
will need to be evaluated to ensure they are in the proper the division and section.
The overall goal of the department is to provide the highest level of service to City residents in the
most efficient manner. By aligning our functions and services within the proper division and
section, we will be closer to accomplishing our overall department goal.
Clearwater Strategic Plan for FY 2023-2025 Page 37
Goal 5: Update the Right-of-Way (ROW) permit program
Supporting Information/Justification
Although ROW permits forms have been improved/clarified and streamlined by electronic
submittals, additional improvements are possible including tying ROW permits to BCP/building
permits in the Accela system, evaluation of fees, improved tracking, and requiring ROW permits
for in-house construction in the ROW.
Public Works ensures proper maintenance and protection of city assets in the ROW, ensures all
work in the ROW meets city standards, as well as protects public interest in and use of the ROW.
Improvements to the ROW permit program and how ROW is managed will allow Public Works
to improve control and therefore the quality of the ROW.
FY 2023-24 SMART Goals
Goal 1: Design and construct a new Public Works (PW) Complex.
Supporting Information/Justification
The current PW complex no longer meets the needs of Public Utilities and the newly formed PW
Department. Space needs will be updated and analyzed for efficiencies and potential to
combine/share space with Solid Waste.
This goal will require multiple years to complete the space needs analysis, design, and
construction.
Goal 2: Continue the Deployment and Begin Implementation of Cityworks
Supporting Information/Justification
The City currently does not have an adequate asset management platform. Managing capital
assets requires minimizing the total cost of owning, operating, and maintaining assets while
improving levels of service. Cityworks is a web GIS-centric platform that will assist Public Works
with streamlining the care and maintenance of our public infrastructure assets.
The deployment phase of Cityworks would be completed in the second year and then we would
move to the implementation phase.
Goal 3: Establish a curb management program.
Supporting Information/Justification
The creation of the new Public Work Department consolidates all ROW maintenance functions
on one department, streamlining how the city addresses ROW. The roadway, curb, pipe, ditches
and ponds are critical safety and stormwater management assets.
All curbing will be assessed and inventoried. A maintenance and replacement program will then
be established with appropriate resources and funds allocated similar to the successful pavement
management and sidewalk plans. This goal will be ongoing.
Clearwater Strategic Plan for FY 2023-2025 Page 38
SOLID WASTE/GENERAL SERVICES
FY 2022-23 Goals
Goal 1: Initiate SW Electric Vehicle Pilot Program.
Supporting Information/Justification
Consistent with Greenprint 2.0, these vehicles will reduce the city’s carbon footprint.
EV trucks will replace existing vehicles (as opposed to expanding the fleet), and will require
infrastructure adaptations, training for drivers and mechanics and development of new safety
protocols.
Goal 2: Expand CDL training program to include all eligible Solid Waste Workers.
Supporting Information/Justification
We are currently stressed with understaffing of CDL drivers. An enhanced training program will
increase recruitment and retention success.
This program will also increase safety by creating a mindset focused on the career of Professional
Operator.
Goal 3: Implement Solid Waste Specific Routing Software.
Supporting Information/Justification
Improve efficiency of service delivery with turn-by-turn, computer-aided routing.
This program will increase safety by eliminating inconsistent routing inherent with different
drivers sharing the same routes.
Goal 4: Codify Lead Worker Training Program.
Supporting Information/Justification
Currently the designated Lead Workers act as ‘supervisors in training’ but their overall
experience varies widely according to their assigned section.
Standardized training objectives for lead workers will enhance the importance of the position and
provide a career path forward. Examples of available training include: PBMP, Supervisor Boot
Camp, Customer Service Training, and industry-specific training through SWANA (Solid
Waste Association of North America).
Goal 5: Enlist external expertise to conduct a safety review of Solid Waste operations.
Supporting Information/Justification
The SW department has an industrial operation with the Class I Transfer Station and the
Recyclable Materials transfer station, as well as a large, 2-ram baler. These operations provide the
opportunity for serious injury on a daily basis. A safety review will identify safety exposures and
provide targeted solutions.
Clearwater Strategic Plan for FY 2023-2025 Page 39
The external safety review will also evaluate operator and worker training across 6 industrial
vehicle types.
FY 2023-24 SMART Goals
Goal 1: Complete master plan of the Solid Waste Complex.
Supporting Information/Justification
All of the facilities at the Solid Waste Complex are aged and in need of replacement, particularly
the truck wash, Container Maintenance facility & the recycling transfer station.
A new SW Admin building will better serve staff, and the fuel site is on the verge of being
condemned by FDEP and must be upgraded. This site serves all city vehicles.
Goal 2: Develop cross-training program for all Solid Waste Equipment Operators.
Supporting Information/Justification
A cross-trained staff will increase the effectiveness of the department’s service delivery.
This program will also address the need for enhanced safety training for drivers that extends
beyond the vehicles normally assigned to them.
Goal 3: Develop Public Education Outreach program.
Supporting Information/Justification
Consistent with Greenprint 2.0, this program will increase the sustainability of the City’s
recycling program by reducing contamination, which allows more recyclable material to be
properly processed.
This program also coincides with the SW Dept contracting with a new, in-county, recyclables
processor and partnering with the county’s premier environmental service organization.
Clearwater Strategic Plan for FY 2023-2025 Page 40
COMMUNITY REDEVELOPMENT AGENCY
FY 2022-23 Goals
Goal 1: Continue to work on reducing blight through using existing commercial grant
programs as well as researching if residential grant programs should be created.
Goal 2: Create method to measure successes and failures of downtown special events to
assist in programming of future fiscally responsible events attracting attendees.
Goal 3: Decrease downtown commercial vacancies by 10 percent in the next two years.
Goal 4: Consistently scan the horizon to anticipate problems and opportunities.
Goal 5: Require open lines of communication and disseminate pertinent information in
a timely manner.
CITY OF CLEARWATER
STRATEGIC PLAN FY 2023-24 to FY 2024-25
The City of Clearwater’s Strategic Plan sets a clear path for City leaders, staff, and residents of this burgeoning city. Over the next two years, the goals and strategies outlined here will direct resource
allocation and work planning in accordance with our vision.
Vision
A community that thrives from Bay to Beach.
Mission
Clearwater is committed to quality, sustainable, cost-effective municipal services that foster and sustain a healthy residential and economic environment.
Goal A - Community Engagement:
Adopt new and innovative ways to engage and communicate
with residents and the public.
Strategies
1. Educate the public about the role of government using
videos and other types of outreach.
2. Expand and enhance neighborhood engagement through
community leadership academies and other training sessions to
be held in neighborhoods throughout the City.
Goal B - Economic Development and Housing:
Work with key partners to promote economic development and
housing vitality.
Strategies
1. Partner with educational and research institutions to facilitate research
and development innovation labs and promote spinoff jobs.
2. Define citywide single- and multi-family housing goals by type and
category.
3. Reconvene the Business Task Force to update the 2011 Business
Process Study.
4. Prioritize the Pinellas County Housing Compact goals to be implemented by Clearwater.
Goal C - Municipal Services:
Develop criteria and implement a plan to right-size City services.
Strategies
1. Track service delivery using dashboards that are visible to elected
officials, City staff, and the community.
2. Plan for downtown and waterfront resiliency.
3. Explore budgeting and other tools to right-size City services.
4. Reinforce partnerships to expand sustainability practices using
5. Greenprint 2.0.
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#23-0298
Agenda Date: 3/20/2023 Status: Agenda ReadyVersion: 1
File Type: Action ItemIn Control: City Manager's Office
Agenda Number: 2.2
SUBJECT/RECOMMENDATION:
Provide guidance on draft strategic priorities and objectives and department work plan
priorities.
SUMMARY:
Per City Council Policy 3-11, Strategic Direction/Planning, prior to the development of the City
Manager’s budget, the City Council shall meet in a strategic planning session to review the
five-year financial forecast and update, as necessary, the City’s Vision, Mission, and Strategic
Direction.
Staff has developed a one-page strategic direction plan and a project list that capture the top
priorities identified during Council’s strategic direction session facilitated by Baker Tilly. The
project list provides the strategic objective, funding status, and lead department.
Page 1 City of Clearwater Printed on 3/15/2023
Deliver Effective and Efficient Services by
Optimizing City Assets and Resources
Foster a Prosperous and Enduring Economy
That Promotes Opportunity for All
Ensure Exceptional Communities and
Neighborhoods Where Everyone Can Thrive
Implement Proactive Solutions and
Emerging Technologies for a Sustainable
and Resilient Community Where Practical
Promote a Diverse and Talented Workforce
Through Competitive Opportunity, Employee
Wellness, and Rewarding Career Growth
HIGH PERFORMING GOVERNMENT ECONOMIC & HOUSING OPPORTUNITY COMMUNITY WELL-BEING ENVIRONMENTAL STEWARDSHIP SUPERIOR PUBLIC SERVICE
OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES OBJECTIVES
Provide evidence-based measurement tools to
continually guide municipal performance and
promote accountable governance.
Maintain public infrastructure, mobility
systems, natural lands, environmental
resources, and historic features through
systematic management efforts.
Adopt responsive levels of service for public
facilities and amenities, and identify resources
required to sustain that level of service.
Foster safe and healthy communities in
Clearwater through first-class public safety
and emergency response services.
Embrace a culture of innovation that drives
continuous improvement in government and
successfully serves all our customers.
Strengthen public-private initiatives that
attract, develop, and retain diversified
business sectors
Cultivate a business climate that welcomes
entrepreneurship, inspires local investment,
and encourages high-quality job growth.
Promote Clearwater’s position as a premier
regional destination for entertainment, tourism,
and national sporting events.
Support equitable housing programs that
promote household stability and reduce the
incidence of homelessness within Clearwater.
Facilitate partnerships with educational and
research institutions to strengthen workforce
development opportunities.
Champion neighborhood identity through
services and programs that promote
community pride and belonging.
Preserve community livability through
responsible development standards, proactive
code compliance, and targeted revitalization.
Promote marketing and outreach strategies
through interactive technologies that
encourage stakeholder engagement, enhance
community education, and build public trust.
Inspire citizen participation through
volunteerism and civic engagement to build
strong, inclusive, and engaged communities.
Attract and retain top-quality personnel
through the maintenance of a competitive
compensation program.
Encourage professional development through
employee educational opportunities, skills-
based training, and leadership succession
planning.
Generate organizational success through
collaborative engagement and inclusive
decision-making to create shared value
outcomes.
Enhance employee health and productivity
through a holistic approach to workplace
wellness and benefit resources.
Support climate resiliency strategies based
in science to protect natural and built
environments from impacts associated with
sea level rise.
Adopt renewable resource usage and waste
reduction practices to ensure a vibrant City for
current and future generations.
Protect the conservation of urban forests and
public green spaces to promote biodiversity
and accelerate carbon neutralization.
Develop accessible and active transportation
networks that enhance pedestrian safety and
reduce citywide greenhouse gas emissions.
1.1
1.2
1.3
1.4
1.5
2.1
2.2
2.3
2.4
2.5
3.1
3.2
3.3
3.4
5.1
5.2
5.3
5.4
4.1
4.2
4.3
4.4
VISION
A community that thrives from Bay to Beach.
MISSION
Clearwater is committed to quality, sustainable, cost-effective municipal services
that foster and sustain a healthy residential and economic environment.
CITY OF CLEARWATER
STRATEGIC PLANDRAFT
Line
No.Strategic Objective Project/Program Name Lead
Department
Supporting
Department(s)Funding Status
1 1.1 - High Performing Government Development of Citywide Strategic Performance Management System OMB Citywide UNDERFUNDED
2 1.2 - High Performing Government Complete Updates of Departmental Strategic & Master Plans CGS, P&R, PU FUNDED
3 1.2 - High Performing Government Integration and Migration of Enterprise Asset Management Systems IT PW, PU, CGS, P&R FUNDED
4 1.3 - High Performing Government Conduct a Citywide Facilities & Fleet Business Assessment Study GS FUNDED
5 1.3 - High Performing Government Support the Activation & Launch of Imagine Clearwater & Downtown Core
(Policing, Marketing, Special Events Programming, and Facilities Maintenance)P&R PD, PC FUNDED
6 1.4 - High Performing Government Implementation of Regional CAD & Public Safety Records System PD IT FUNDED
7 1.5 - High Performing Government Implement Priority Recommendations of The 2023 Business Process Study PN NOT FUNDED
8 2.1 - Economic & Housing Opportunity Pursue Key Property Acquisition & Assemblage Opportunities Meeting Target ROI & Economic
Growth Requirements EDH CRA NOT FUNDED
9 2.2 - Economic & Housing Opportunity Update Development Strategies for the Downtown, Industrial, and US19 Corridor Zoning Districts EDH PN, CRA FUNDED
10 2.2 - Economic & Housing Opportunity Initiate Restructuring of the Code of Ordinance Sections for Business Tax Receipts PN CA FUNDED
11 2.3 - Economic & Housing Opportunity Negotiate Philadelphia Phillies Spring Training Contract P&R CM TBD
12 2.4 - Economic & Housing Opportunity Complete Housing Needs Assessment of Housing Stock, Composition, and Mix EDH PN FUNDED
13 2.5 - Economic & Housing Opportunity Facilitate ARPA Grant Programs for North Greenwood CRA, Small Business Incentivization,
Affordable Housing, Workforce Education & Training EDH CRA FUNDED
14 3.1 - Community Well-Being Establish a Neighborhood Amenity & Revitalization Grant Program OI FUNDED
15 3.2 - Community Well-Being Initiate Community Development Code Amendments to Improve Staff Efficiencies and Continuity of
the City's Development Codes PN CA FUNDED
16 3.2 - Community Well-Being Implementation Plan for the North Greenwood CRA CRA PN FUNDED
17 3.3 - Community Well-Being Implement New Technologies for Public Communications with Residents & Visitors PC FUNDED
18 3.3 - Community Well-Being Retain a Public Relations Firm for Citywide Marketing & Promotional Needs PC FUNDED
19 3.4 - Community Well-Being Host Quarterly Neighborhood Education and Engagement Meetings OI Citywide FUNDED
20 3.4 - Community Well-Being Maximize Accessibility to March 2024 Municipal Election Information CL CA FUNDED
21 4.1 - Environmental Stewardship Development of Vulnerability Assessment & Shoreline Study Tool OI PW, PN FUNDED
22 4.2 - Environmental Stewardship Study Alternative Energy Business Models for Clearwater Gas System CGS CM, FN FUNDED
23 4.2 - Environmental Stewardship Initiate Electric Vehicle Pilot Program for Select Fleet Operations GS FUNDED
24 4.3 - Environmental Stewardship Development of Right-of-Way Forestry Management Program PW FUNDED
25 5.1 - Superior Public Service Completion of Citywide Classification & Compensation Study HR CM, OMB TBD
26 5.2 - Superior Public Service Selection and Integration of Enterprise Learning Management System HR IT FUNDED
Line
No.Strategic Objective Project/Program Name Lead
Department
Supporting
Department(s)Funding Status
27 1.2 - High Performing Government Unified Communications Service Telecommunications Upgrade IT Citywide FUNDED
28 1.2 - High Performing Government Beach Walk Repair/Renovation P&R FUNDED
29 1.4 - High Performing Government Construction of Police District III Substation PW PD, IT FUNDED
30 1.4 - High Performing Government Construction of Fire Station 46 PW FD, IT, GS FUNDED
31 2.3 - Economic & Housing Opportunity Grand Opening of Imagine Clearwater P&R PD, PW, PC NOT FUNDED
32 3.1 - Community Well-Being Construction of Cleveland Streetscape Phase III & Mercado PW CRA FUNDED
33 3.2 - Community Well-Being Coachman Park & Downtown Noise Assessment Study PD P&R NOT FUNDED
34 3.2 - Community Well-Being Comprehensive Plan Update - Clearwater 2045 PN Citywide FUNDED
35 5.3 - Superior Public Service Citywide Cultural Assessment HR Citywide FUNDED
FY2024 OPERATING BUDGET PRIORITIES
FY2023 ONGOING PROJECTS IN PROGRESS
Line
No.Strategic Objective Project/Program Name Lead
Department
Supporting
Department(s)Funding Status
Priority 1: Immediate/Imminent/Near Term; Complementary Project; Strategic; Asset Protection
36 1.2 - High Performing Government Development of New City Hall CM PW, GS TBD
37 1.2 - High Performing Government Development of New Public Works Complex PW PU UNDERFUNDED
38 1.2 - High Performing Government Fleet Fueling Station Renovation PW NOT FUNDED
39 1.2 - High Performing Government Long Center Natatorium Improvements PW P&R UNDERFUNDED
40 1.2 - High Performing Government Development of Clearwater Air Park Amenities
(Operations Center, Corporate & T Hangars, Pavement Maintenance)MA UNDERFUNDED
41 1.2 - High Performing Government Seminole Docks - Pier Replacement PW MA UNDERFUNDED
42 1.2 - High Performing Government ADA Transition Plan & Improvements HR PW, GS UNDERFUNDED
43 1.2 - High Performing Government Main Library Renovations & Improvements LB FUNDED
44 1.2 - High Performing Government Citywide Utility & Infrastructure Repair & Replacement Projects
(Ongoing as Projected and Funded in Enterprise Rate Studies)PW, PU, CG FUNDED
45 1.2 - High Performing Government South/North Basin Wave Attenuators MA PW UNDERFUNDED
46 1.2 - High Performing Government Develop Conceptual Site Plan for North Ward School Rehabilitation PN PW, CRA NOT FUNDED
47 1.2 - High Performing Government Intelligent Transportation System PW UNDERFUNDED
48 1.2 - High Performing Government State Street Park Site Development & Renovations P&R FUNDED
49 1.2 - High Performing Government Municipal Services Building Renovations/FF&E (Ongoing)GS FUNDED
50 1.3 - High Performing Government Development of South Osceola Parking Garage PW FUNDED
51 1.4 - High Performing Government Fire Station #47 Renovations & Improvements FD PW UNDERFUNDED
52 1.4 - High Performing Government Fire Station #48 Burn Tower Renovations; Oversized Vehicle Storage FD PW FUNDED
53 2.3 - Economic & Housing Opportunity Beach Marina Upgrade Project MA PW UNDERFUNDED
54 2.4 - Economic & Housing Opportunity Community Redevelopment Area Container Village Program CRA PN NOT FUNDED
55 4.2 - Environmental Stewardship Installation of Solar Arrays on Specific City Facilities OI PW, GS FUNDED
56 4.3 - Environmental Stewardship Coopers Point Habitat & Water Quality Improvements PW P&R NOT FUNDED
57 4.4 - Environmental Stewardship Streets & Sidewalks Replacement & Construction PW FUNDED
Priority 2: Medium Term/Initial Project Planning Underway; Supporting Project; Resource Efficiency; Service Improvement
58 1.2 - High Performing Government Construction of Osceola Street Improvements PW PU NOT FUNDED
59 1.2 - High Performing Government Ft. Harrison Corridor Improvements & Utility Reconstruction PW PU UNDERFUNDED
60 1.2 - High Performing Government Soccer Field Renovation @ EC Moore P&R FUNDED
61 1.2 - High Performing Government McKay Play Field/Park Improvements P&R UNDERFUNDED
62 2.3 - Economic & Housing Opportunity Development of Marina Parking Garage PW MA NOT FUNDED
Priority 3: Medium to Longer Term; Requires Advance Planning; Facilities/Programming Retains Functional Use
63 1.2 - High Performing Government Development of New Solid Waste Administration Complex SW PW FUNDED
64 1.2 - High Performing Government Frank Tack Park Improvements P&R FUNDED
65 1.2 - High Performing Government Woodgate Park Renovations P&R FUNDED
66 1.2 - High Performing Government McMullen Tennis Complex Renovations P&R PW FUNDED
64 1.4 - High Performing Government Design & Construction of K9 Kennel at District III Operations & Training Center PD PW NOT FUNDED
65 1.4 - High Performing Government Police Department Oversized Vehicle Storage PD PW FUNDED
66 2.2 - Economic & Housing Opportunity Land Use Redevelopment Study for Hercules Avenue Industrial Area & The Landings PN EDH NOT FUNDED
FY2024-2030 PROPOSED CAPITAL PROJECTS & PROGRAMS
Cover Memo
City of Clearwater Main Library - Council
Chambers
100 N. Osceola Avenue
Clearwater, FL 33755
File Number: ID#23-0284
Agenda Date: 3/20/2023 Status: Agenda ReadyVersion: 1
File Type: Action ItemIn Control: Finance
Agenda Number: 3.1
SUBJECT/RECOMMENDATION:
Long term financial forecasts for General Fund and major utility funds.
SUMMARY:
Annual review of long-term financial forecasts for the General Fund and the major utility funds,
including Water & Sewer, Stormwater, Gas, and Solid Waste & Recycling.
Page 1 City of Clearwater Printed on 3/15/2023
FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 FY2032 FY2033
Increase / (Decrease)(0.0700) - - - - - - - -
Total Millage Rate 5.9550 5.8850 5.8850 5.8850 5.8850 5.8850 5.8850 5.8850 5.8850 5.8850 5.8850 5.8850
Gen Fund Millage Rate 5.6713 5.6046 5.6046 5.6046 5.6046 5.6046 5.6046 5.6046 5.6046 5.6046 5.6046 5.6046
% Increase 5.41%13.00%5.00%3.00%3.00%3.50%3.50%3.50%3.50%3.50%3.50%3.50%
Taxable Value 13,379,724$ 15,170,898$ 15,929,443$ 16,407,326$ 16,899,546$ 17,491,030$ 18,103,216$ 18,736,829$ 19,392,618$ 20,071,359$ 20,773,857$ 21,500,942$
Ad Valorem Revenues @ 96%73,194,842 80,964,710 85,707,600 88,278,800 90,927,200 94,109,600 97,403,400 100,812,600 104,341,000 107,992,900 111,772,700 115,684,700
Other Revenues 92,626,583 106,691,701 109,543,200 110,473,100 112,719,655 116,281,928 119,650,675 123,122,733 127,608,600 132,217,800 136,953,800 141,820,000
Total Revenues 168,651,108 187,656,411 195,250,800 198,751,900 203,646,855 210,391,528 217,054,075 223,935,333 231,949,600 240,210,700 248,726,500 257,504,700
Total Expenses (excluding below)144,501,308 163,274,083 173,539,425 179,766,725 187,229,475 194,645,975 202,359,025 210,380,575 218,722,925 227,399,125 236,422,325 245,806,375
Transfers to CIP 29,691,715 15,419,980 16,455,420 13,479,340 11,798,820 13,807,780 12,700,930 13,500,000 13,500,000 13,500,000 13,500,000 13,500,000
Transfers to other funds 3,636,550 3,764,000 4,017,120 4,290,490 4,585,729 4,904,587 5,248,954 5,620,870 6,022,540 6,456,343 6,924,851 7,430,839
Net Operating Income (9,178,465)$ 5,198,347$ 1,238,835$ 1,215,345$ 32,831$ (2,966,814)$ (3,254,834)$ (5,566,112)$ (6,295,865)$ (7,144,768)$ (8,120,676)$ (9,232,514)$
Beginning Unassigned Fund Balance 67,748,675 58,570,210 63,768,557 65,007,392 66,222,738 66,255,569 63,288,755 60,033,921 54,467,808 48,171,943 41,027,175 32,906,500
Ending Unassigned Fund Balance 58,570,210 63,768,557 65,007,392 66,222,738 66,255,569 63,288,755 60,033,921 54,467,808 48,171,943 41,027,175 32,906,500 23,673,986
8.5% Minimum Reserves 14,806,407 15,188,995 16,149,562 16,425,916 16,917,405 17,718,569 18,280,096 19,029,849 19,738,949 20,476,426 21,243,398 22,041,042
Excess Reserves 43,763,803$ 48,579,562$ 48,857,830$ 49,796,822$ 49,338,164$ 45,570,186$ 41,753,825$ 35,437,960$ 28,432,995$ 20,550,750$ 11,663,102$ 1,632,944$
General Fund Forecast
03/13/2023
GF Forecast- 03-13-2023
FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028
Water & Sewer operating revenues 102,430,115$ 103,607,690$ 106,615,171$ 109,518,624$ 112,505,427$ 115,578,065$ 119,765,825$
Less: operating expenses (69,728,299) (69,113,785) (70,537,360) (72,767,178) (75,347,083) (72,924,413) (67,703,429)
Net Operating Income 32,701,816 34,493,905 36,077,811 36,751,446 37,158,344 42,653,652 52,062,396
Non-Operating Income/(Expense):
Interest earnings (16,987,423) 2,854,610 2,742,482 1,968,006 1,224,459 801,875 666,490
Other non-operating revenues 4,865,929 417,800 231,800 231,800 231,800 231,800 231,800
Debt service - principal & interest (8,950,153) (8,756,255) (8,756,880) (8,746,060) (8,743,610) (8,829,179) (9,409,016)
Capital outlay (21,453,400) (32,422,383) (69,589,978) (79,153,645) (67,287,924) (56,020,209) (56,055,371)
Add back depreciation exp 13,497,433 15,000,000 15,500,000 16,000,000 16,500,000 17,000,000 17,500,000
Elimination of Net Pension Asset 11,771,065
Transfers in/(out)(5,405,521) (5,535,587) (5,708,598) (5,863,833) (6,023,523) (6,187,796) (6,356,791)
Net change in reserves 10,039,746$ 6,052,090$ (29,503,363)$ (38,812,286)$ (26,940,454)$ (10,349,857)$ (1,360,492)$
Unrestricted reserves 167,844,300$ 173,896,390$ 144,393,027$ 105,580,741$ 78,640,287$ 68,290,430$ 66,929,938$
Less required reserves (6 months O&M)28,115,433 27,056,893 27,518,680 28,383,589 29,423,542 27,962,207 25,101,715
Reserves in excess of policy minimum 139,728,867$ 146,839,498$ 116,874,347$ 77,197,152$ 49,216,746$ 40,328,223$ 41,828,223$
Cash in capital projects 149,398,733
Excess reserves not committed to projects (9,669,866)$
Water & Sewer Utility Fund
Based on Fiscal Year 2022 Rate Study
FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028
Operating revenues 17,300,453$ 17,464,840$ 17,673,806$ 17,980,330$ 18,292,219$ 18,609,565$ 19,163,107$
Less: operating expenses (7,243,985) (7,565,220) (7,747,357) (8,060,046) (8,340,766) (8,628,529) (9,031,855)
Net Operating Income 10,056,468 9,899,620 9,926,449 9,920,284 9,951,453 9,981,036 10,131,252
Non-Operating Income/(Expense):
Interest earnings (3,753,234) 250,000 1,161,886 1,166,195 1,126,378 1,063,806 996,643
Debt services - principal & interest (9,515,868) (1,362,320) (1,320,888) (1,332,738) (1,332,563) (1,346,113) (1,338,063)
Capital outlay (3,438,256) (9,307,693) (13,899,738) (13,836,282) (14,020,843) (14,367,027) (14,661,625)
Add back depreciation expense 3,580,089 3,700,000 3,700,000 3,800,000 3,800,000 3,800,000 3,800,000
Elimination of net pension asset 3,428,728
Transfers in/(out)(2,060,163) (2,256,477) (2,239,963) (2,249,268) (2,286,860) (2,325,957) (2,325,957)
Net change in reserves (1,702,236)$ 923,130$ (2,672,254)$ (2,531,809)$ (2,762,435)$ (3,194,255)$ (3,397,750)$
Unrestricted reserves 43,333,378$ 44,256,508$ 41,584,254$ 39,052,445$ 36,290,010$ 33,095,755$ 29,698,005$
Less required reserves (6 months O&M)9,410,000 5,592,000 5,654,100 5,821,000 5,980,100 6,150,300 6,347,900
Reserves in excess of policy minimum 33,923,378$ 38,664,508$ 35,930,154$ 33,231,445$ 30,309,910$ 26,945,455$ 23,350,105$
Cash in capital projects 30,085,769
Excess reserves not committed to projects 3,837,609$
Stormwater Utility Fund
Based on Fiscal Year 2022 Rate Study
FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028
Operating revenues 31,278,578$ 30,288,954$ 31,007,011$ 31,830,581$ 32,685,662$ 33,573,113$ 34,493,827$
Operating expenses (22,483,723) (25,745,800) (26,477,845) (27,672,930) (28,926,622) (30,241,978) (31,439,355)
Net Operating Income 8,794,855 4,543,154 4,529,166 4,157,651 3,759,040 3,331,135 3,054,472
Non-Operating Income/(Expense):
Interest earnings (3,834,210) 303,000 655,933 739,744 835,100 858,522 871,627
Other non-operating income (expense)82,011 - 5,000 5,000 5,000 5,000 5,000
Debt service - principal & interest (71,877) (617,840) (598,930) (649,460) (649,460) (649,460) (649,460)
Net capital outlay expenditures (2,006,365) (2,160,358) (4,594,744) (3,658,731) (2,651,531) (2,683,527) (2,808,513)
Add back depreciation expense 1,086,565 1,500,000 1,500,000 1,700,000 1,700,000 1,700,000 1,700,000
Elimination of net pension asset 8,018,363 - - - - - -
Transfers in/(out)(1,695,901) (1,624,340) (1,604,812) (1,654,047) (1,705,387) (1,750,683) (1,750,683)
Net change in unrestricted reserves 10,373,441$ 1,943,616$ (108,387)$ 640,157$ 1,292,762$ 810,987$ 422,443$
Unrestricted reserves 41,609,428$ 43,553,044$ 43,444,657$ 44,084,814$ 45,377,576$ 46,188,563$ 46,611,006$
Less required reserves (6 months O&M)13,092,995 14,765,249 16,338,701 16,492,854 16,641,770 17,338,094 17,999,276
Reserves in excess of policy minimum 28,516,434$ 28,787,795$ 27,105,957$ 27,591,960$ 28,735,806$ 28,850,469$ 28,611,731$
Cash in capital projects 6,049,684
Excess reserves not committed to projects 22,466,750$
Solid Waste and Recycling Fund
Pro Forma Projections Per 7/30/2021 Rate Study
FY2022 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028
Gas operating revenues 47,355,116$ 55,679,865$ 50,257,882$ 51,174,753$ 52,198,248$ 53,242,213$ 54,307,057$
Less: Operating expenses (42,925,062) (47,107,495) (42,690,232) (43,812,441) (44,942,802) (46,102,326) (47,291,766)
Net Operating Income 4,430,054 8,572,370 7,567,650 7,362,312 7,255,446 7,139,887 7,015,291
Non-Operating Income/(Expense):
Interest earnings (2,596,205) 235,000 387,276 406,024 425,432 445,768 467,075
Debt service - principal & interest (1,070,032) (1,057,838) (907,724) (1,943,977) (1,944,778) (2,094,468) -
Capital outlay (5,503,008) (14,123,375) (9,225,000) (9,225,000) (8,250,000) (8,250,000) (7,800,000)
Add back depreciation expense 3,993,309 4,291,043 4,509,662 4,728,281 4,945,681 5,174,172 5,412,184
Adjust for elimination of pension net asset 6,668,470
Transfers in/(out)(1,872,205) (1,733,000) (2,652,431) (2,651,247) (2,600,000) (2,500,000) (2,450,000)
Net change in reserves 4,050,383$ (3,815,800)$ (320,567)$ (1,323,607)$ (168,219)$ (84,642)$ 2,644,550$
Unrestricted reserves 28,611,563$ 24,795,763$ 24,475,196$ 23,151,589$ 22,983,370$ 22,898,729$ 25,543,279$
Less required reserves (6 months O&M)21,462,531 23,553,748 21,345,116 21,906,221 22,471,401 23,051,163 23,645,883
Reserves in excess of policy minimum 7,149,032$ 1,242,016$ 3,130,080$ 1,245,369$ 511,969$ (152,435)$ 1,897,396$
Cash in capital projects 15,911,369
Excess reservces not committed to projects (8,762,337)$
Gas Utility Fund
Pro Forma Projections per Gas Department
Based on FY2021 Rate Study