CITY PROFILE 2006 - AN INFORMATIONAL GUIDEBOOK ON THE CITY OF CLEARWATER, FLORIDA
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CITY PROFILE 2006
An iiformational guidebook on the Ci!y if Clearwatelj Fhrida
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~~~arwater
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Table of Contents
City Mission, Vision and Values................................................................... 1
Organ izational Chart... ...................... ............ ................................................ 2
City Profi Ie..................... ..................... ......................... ................................... 3
History........................................................................................................ 3
Form of Government ........ ................................ .......................................... 3
City Overview............................................................................................. 4
Choosing the Clearwater/St. Petersburg Area ........................................... 6
Miscellaneous Facts................................................................................... 7
Demographics............................................................................................ 9
Departments
Audit......................................................................................................... 10
Budget...................................................................................................... 11
Clearwater Customer Service Department...............................................15
Development Services........ .... .................................................. ............... 16
Economic Development & Housing Department...................................... 20
Equity Services ....................................................................................... 25
Finance.................................................................................................... 27
Fire & Rescue........ ................................................ .............. .............. "i'" 29
Clearwater Gas System. .......................................................................... 33
Human Resources ............................................. .................... ........... .......36
Information Technology Department........................................................ 38
Legal........................................................................................................ 41
Library...................................................................................................... 45
Marine & Aviation..................................................................................... 47
Official Records & Legislative Services ...................................................53
Parks and Recreation............................................................................... 55
Planning................................................................................................... 58
Police....................................................................................................... 60
Public Communications............................................................................ 62
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Public Works Administration ................................................................64
. Engineering Department.............................................................. 0.0....65
. Public Service Department.......................... 0...................................... 68
. Public Utilities Department................ 0.....................................0...........70
. Solid Waste/General Services............................................................ 73
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To provide cost effective municipal services and
infrastructure necessary for a high quality of life for all our
citizens.
. .
ISlon
ater is a uniquely
omically vibrant
re-invests in itself
, ul place to live,
I and play.
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Frank V. Hibbard, Mayor
Carlen Peterson, Vice-Mayor
Bill Jonson, Councilmember
Interim Councilmember
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CITY OF CLEARWATER PROFILE
In 1528, fifteen years after Ponce de Leon discovered Florida, Panfilo de Narvaez, a
Spanish explorer, landed with 600 soldiers and 5 ships. Narvaez and his soldiers were in
search of gold, but didn't find any and soon left the area.
European explorers arrived shortly after. Dr. Odet Philippe, a French surgeon in
Napoleon's navy, was one of the first white settlers to venture into this hostile area in the mid-
1830's. His plantation was built on the area that is now known as Philippe Park.
In 1841, the famous Fort Harrison was built as a base to care for wounded soldiers who
were fighting the Indians. This building was named after William Henry Harrison, the 9th
President of the United States. This fort was abandoned when the Seminole War of 1842
ended.
Shortly thereafter, the government opened the land for homesteading. Land was
granted to settlers willing to bear arms for protection against the hostile Indians hiding in the
area. One of the first settlers was James Stevens, known as the "Father of Clearwater." He
was granted the first land title, which included the Fort Harrison and surrounding acres. This is
now known as Downtown Clearwater.
The first school was built in 1850, with the post office following in 1859 and the first
newspaper in 1873. The settlement, known as Clear Water Harbor, grew slowly for many years
as an agricultural and fishing community. The only outside contact came by horse-and-buggy
or by foot from Tampa. Sailing schooners brought mail and supplies south from Cedar Key.
Clear Water Harbor was incorporated in 1891. The first public dock was constructed at
the foot of Cleveland Street in 1902. The first City Hall was built in 1911 at 29 North Fort
Harrison Avenue. Years later Clear Water Harbor received a special charter and on May 15,
1915, Clearwater was officially chartered as a municipality. The population has continued to
grow from the original 343 in 1900 to approximately 109,000 today in addition to about 20,000
winter residents each year.
Form of Government - The City of Clearwater uses the Council-Manager form of
government. This system of joint government combines the strong political leadership of
elected officials with the strong managerial experience of the City Manager. The Council's
members are the community's decision-makers. This legislative body sets policy, approves the
budget and determines the tax rate. It also hires and supervises the City Manager. The
Manager serves the Council as its full-time executive whose job is to: prepare a recommended
budget for Council's action, serve as the Council's chief adviser, recruit and hire the
government's staff, and ensure the Council's programs are carried out. The Manager makes
recommendations to the Council, who mayor may not adopt, change or modify. The Manager
is bound by whatever action the Council takes.
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Almost all Council-Manager communities have a Mayor who, with the Council, is
responsible for soliciting citizen views in forming and interpreting policies to the public. The
Mayor represents the City in official functions and is the liaison with other government agencies
and civic groups. This plan is not restricted to cities. Almost 2,700 communities operate under
this plan and it is in use in 83 counties.
City Overview - Clearwater is on the Pinellas Peninsula midway on Florida's west coast. It is
on the Gulf of Mexico, 20 miles west of Tampa and 20 miles north of St. Petersburg. Clearwater
is the county seat of Pinellas County and one of the largest cities in the Tampa Bay Area. The
city is known for its high coastal bluffs and a magnificent double waterfront view of the
Intercoastal Waterway and three miles of powdery white sand and gentle waves.
Clearwater Beach is on an island connected to downtown by palm tree-lined Memorial
Causeway-a beautiful drive stretching across scenic Clearwater Harbor. The Clearwater Pass
Bridge connects the barrier island to Sand Key and other Gulf beaches. A new high span
Memorial Causeway Bridge is under construction.
Situated in a semitropical zone, Clearwater enjoys ideal weather year round with an
average annual temperature of 73 degrees Fahrenheit. The mild winters and warm summers
are tempered by cooling afternoon rains and southerly prevailing winds, attracting millions of
vacationers.
The Clearwater area offers visitors 28
miles of beautiful beaches, some of which
have received prestigious awards over the
years. University of Maryland geologist Dr.
Stephen Leatherman named Caladesi Island
and Sand Key County Park beaches among
the "Top 20" best beaches in the United
States. Less than a two-hour drive away are
numerous attractions such as Busch
Gardens, Walt Disney World Resort, EPCOT
Center, MGM Studios, Universal Studios,
Sea World and Cypress Gardens.
While
tourism is the City's largest industry, Clearwater is home to a wide
range of businesses including computer components, surgical
instruments, and data communication.
The Clearwater Municipal Marina is a 209-slip facility on the
intercoastal waterway of Clearwater Harbor. The Marina serves nearly 600 transient boaters,
provides fuel for thousands more and is home to more than 50 commercial tenants. Centrally
located at the entrance of Clearwater Beach, the Marina is a hub for water sports activities,
entertainment, and attractions that serve over 1.2 million visitors to Clearwater annually. Also
available are a bait house, fresh seafood retail store, seafood restaurant and oyster bar,
nautical shop, gift shop and post office, and a free fishing pier. The Marina houses the largest
fishing fleet on Florida's west coast. Fishing is a big business and a popular past time in Florida.
Visitors may be interested in chartering one of many boats from the marina for deep-sea fishing.
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Clearwater also offers an abundance of prime fishing off its piers, bridges, and beaches.
Although Florida is not limited to a fishing season, fish such as snook, snapper, and others have
a designated time of year in which they may be kept. Florida requires licenses for both fresh
and saltwater fishing.
Just across the street on the Gulf of Mexico, the Marina manages Pier 60, a 1 ,DaD-foot
observation and fishing facility with a bait house, snack bar and restrooms. Pier 60 is also the
site of "Sunsets at Pier 60" every night from two hours before until two hours after sunset.
Between February 1st and Labor Day, artisans and performers are featured. The three-acre
Pier 60 Park features a concession stand, covered play area and a pavilion for special events,
concerts and continuous visitor entertainment.
Because of Clearwater's year-round temperate climate, many visitors take advantage of
golfing on nearly 30 public and semi-private courses. Visitors can enjoy playing tennis, jogging,
cycling and walking through beautiful parks.
Clearwater and the surrounding Tampa Bay area have a variety of sporting competitions
for spectators. This area is home for many nationally known teams including the Super Bowl
XXXVII Champion Tampa Bay Buccaneers, Tampa Bay Lightning, Tampa Bay Devil Rays and
several baseball spring training camps. Clearwater is proud to host the Philadelphia Phillies
each spring. Throughout the year, one can watch football, soccer, tennis, golf, baseball,
hockey, softball and sailing, as well as wager on dog and horse racing.
Visitors can take a break from the
sunshine and shop in Clearwater's diverse
stores which, when combined, provide over
two million square feet of shopping delights.
From unique boutiques, antique stores and
malls to flea markets, a visitor will find that
perfect shopping opportunity.
Clearwater offers a variety of cultural
events. Clearwater's Jazz Holiday has been
recognized as one of the top 20 events in the
Southeast. Ruth Eckerd Hall offers a variety
of performing arts and several dinner theaters ,<:~~ ~7. Jazz:rn,'1.he;Y(;;;'1'<6F,Sea~
offer Broadway plays and musicals with '-....... ~~T '.?l'"",-""",-,..
professional casts. Museums in the area include the Salvador Dali Museum, containing the
largest private collection of his work outside Spain.
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Influential Factors in Choosing the Clearwater/St. Petersburg Area
Tourists come to enjoy the pleasant climate and numerous outdoor activities in safe
surroundings. Money magazine ranked Clearwater as the safest city of its size in Florida. In
addition to cultural and sports events, a wide range of water sports abound including fishing,
boating, swimming and sun bathing on Clearwater Beach which has consistently been ranked
as the "best beach" in the area by Tampa Bay Magazine.
Influential Factors in Choosing the St. Petersburg/Clearwater Area:
White, Sandy Beaches 98.4%
Safe Destination 98.7
Complete Relaxation 98.1
Clean, Unspoiled Environment 96.1
Sunning on the Beach 95.2
Good Value for the Money 80.5
Reasonably Priced Lodging 81.7
Warm Weather 62.4
Upscale Accommodations 66.1
Good Dining Out 54.3
Source: Sf. Petersburg/Clearwater Area Convention and
Visitors Bureau August 2006 Visitor Profile
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Miscellaneous Facts
.:. City Government
. Dates of Incorporation:
Town of Clearwater June 2, 1897
Municipal Corporation May 27,1915
. Form of Government................. Council - Manager
. Fiscal Year ................................... October 1 to September 30
. Population per U.s. Census:
1930--7607; 1940--10,136; 1950--15,581; 1960--34,653;
1970--52,074; 1980--85,170; 1990--98,784; 2000-108,787
. Total Municipal Employees................................. 1,851
.:. Area
. Land .................................................. 25.5 Square Miles
. Water................................................... 8.6 Square Miles
.:. Structures and Services
. Paved Streets.................................................. 305 Miles
. Unimproved Streets........................................ 10 Miles
. Sanitary Sewer Mains................................... 363 Miles
. Storm Sewer Mains....................................... 147 Miles
. Treabnent Plants .............................................. 3 Plants
. Daily Sewer Capacity ....................29 Million Gallons
. Water Mains................................................... 567 Miles
. Water Accounts ................................................... 40,178
. Fire Hydrants. ............. ............ ............................... 4,070
. Gas Mains....................................................... 753 Miles
. Gas Accounts ....................................................... 18,548
. Police Stations.......... ...... ................. ...... ............,......... 10
. Police Employees .....................................................409
. Fire Stations .................................................................. 8
. Fire Employees ......................................................... 203
. Main Libraries ..............................................................1
. Library Branches .......................................................... 5
. Library Collection ............................................. 569,902
. Marina Boat Slips ..................................................... 209
. Airpark Spaces ......................................................... 177
.:. Recreational Facilities
. Parks ............................................................1,134 Acres
. Playgrounds. .................... .......... .................................32
. Golf courses (City-owned land-leased out) ...........,......3 Courses
. Beach.. ....... ..... ........ ......... ........................... .......42 Acres
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· Ballfields..... ..... ..... .... ..................... ..... ......35 Diamonds
· Tennis ............................................................. 64 Courts
· Basketball....................................................... 22 Courts
· Horseshoe ...................................................... 24 Courts
· Soccer and Football.........,...............................24 Fields
· HandbalL...... ........... ................................... ...... 8 Courts
· Swimming Pools ................................................7 Pools
· Stadium ........................................................ 8,500 Seats
· Recreation Centers ....................................................... 7
· Special Recreation Facilities .....................................32
· Recreational Paths........................................ 13.3 Miles
· Lawn Bowling ................................................. 24 Rinks
· Shuffleboard .................................................. 62 Courts
· Fitness Courses.......................................... ................... 8
· Disc Golf courses....................,..................................... 2
Source: City of Clearwater Fiscal Year 2005 Comprehensive Annual Financial Report Statistical
Table XIV, Portions of the Community Profile section have been researched and written with the
assistance of the Greater Clearwater Chamber of Commerce.
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Demographic Statistics
Per Capita Median School Unemploy-
Year Population (a) Income (b) Age(c) Enrollment (d) ment Rate (e)
1996 101,867 23,768 42.1 11,960 4.2
1997 102,472 25,111 43.3 15,264 3.7
1998 102,874 26,287 43.6 13,714 2.9
1999 104,281 27,704 43.9 14,551 3.0
2000 104,454 29,041 44.2 15,978 2.7
2001 108,787 29,818 43.0 16,293 2.7
2002 109,231 31,406 43.0 17,047 3.9
2003 109,719 32,408 43.9 16,295 4.9
2004 110,055 33,068 44.0 16,323 4.4
2005 110,325 33,316 44.2 15,964 3.7
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(a) Source is the University of Florida, Bureau of Economic and Business Research, Florida Statistical
Abstract.
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(b) Data is for Pinellas County. Source is the University of Florida, Bureau of Economic and Business
Research, Florida Statistical Abstract.
(c) Source is the University of Florida, Bureau of Economic and Business Research, Florida Statistical
Abstract.
(d) Source of data is the Pinellas County School District.
(e) Source for fiscal years 1996 thru 2003 is is the University of Florida, Bureau of Economic and
Business Research, Florida Statistical Abstract 2003, as of December 31't of the indicated fiscal year,
Soource for fiscal 2004 and 2005 is the US Dept of Labor, Bureau of Labor Statistics, Tampa Bay
Metro Area as of September.
Note: Data is the latest published annual data available for an unspecified point in each year, not
specifically September 30.
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Source: CihJ ofCleanvater Fiscal Year 2005 Comprehensive Annual Financial Report Statistical Table XIII. Portions of
the CommunihJ Profile section have been researched and written with tire assistance of tire Greater Cleanvater Chamber
nf r n,.,7l11prrp
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City Audit
Robin I. Gomez, City Auditor
Mission Statement
To provide independent, ol?jective assurance, and consultingfunctions if
Ciry smices to promote ethical, effective, and accountable government. We
are committed to providing proactive, accurate, and fair seroices in a
friendly, professional manner.
Description of Services
City Audit performs audits of the City of Clearwater Government in accordance with Government
Auditing Standards, as promulgated by the Comptroller General of the United States, and Standards
for the Professional Practice of Internal Auditing, as published by the Institute of Internal Auditors.
Audits are defined as "an examinations and analysis of a department, division, function, item, or
activity to provide reasonable assurance that established controls, objectives, and goals are met
economically and efficiently" and are scheduled in an Audit Calendar (work plan).
City Audit conducts audits to provide reasonable assurance that:
1. Activities and programs are performed in an efficient and effective manner contemplated to
accomplish the objectives intended by the City Council and City Management.
2. Tasks, functions, or programs are performed in compliance with applicable laws, policies, and
procedures.
3. Revenues are being properly levied, collected, deposited, and accounted for.
4. Resources including funds, property, and personnel are adequately safeguarded, controlled,
and used in a faithful, effective, and efficient manner.
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5. The probability of fraud, abuse, or illegal acts is as low as possible.
6. There are adequate operating and administrative procedures and practices,
systems, or accounting internal control systems and administrative controls,
which have been established by management.
Types Of Audits Performed
Revenue - Ensure Citywide optimum levy and collection of revenue lawfully
entitled under City, County, State, and Federal ordinances and laws;
.:. In Fiscal Year 2006, City Audit recovered $163,000 in revenue due City;
Plus an additional $450,000 in annual recurring revenue (from audits
conducted over last 6 years).
Program - Provide reasonable assurance that City department/division results
are consistent with established objectives and goals; Ensure City leases,
agreements, contracts, and franchises with outside vendors comply with all
documented financial and operational requirements.
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Office of Management and Budget
Tina G. Wilson, CPA, Director
Mission Statement
Our mission in the Office rf Management and Budget is to offir
accurate finandal planning itiformation and qua!t"!J service to the City
Management Team, the City Coundl, other City Departments, and
our dtizens in order to increase cotifidence in Ci!Y leadership and
provide comprehensive budgeting data to all rf our customers.
Role of the Office of Manaaement and Budoet (OM B) - The primary responsibility is
production of the City's annual budget. The office coordinates/facilitates the budget
process and provides necessary training, supportive documentation and other data
requirements, and produces all budget documents, forms and manuals to ensure a
professional product.
The Budoet Process - The City of Clearwater's annual budget is a public policy process
resulting in the fiscal plan for the allocation of municipal resources for the
accomplishment of specific programs. The budget document is the tool used by the City
Council and administrative staff to communicate to the citizens operating and capital
financial plans for the future of the City of Clearwater.
The City of Clearwater's current budget is presented in a "Program Budget" manner.
The program budget focuses on the Council adopted City of Clearwater Vision and
Mission, performance measures, and targets, as well as summaries of the program
financial information. The City Manager's Recommended Annual Operating and Capital
Budgets are presented to the City Council on or before June 30th. The City Council has
basically 90 days to review the budget, hold budget workshops and/or town meetings on
the budget, hold public hearings on the budget, and adopt the budget.
Other Responsibilities - OMB is also responsible for the review of all Council agenda
items with fiscal impact to assure sufficient revenues are available and relevant budget
impacts are disclosed. OMB provides management with enhanced financial information
for management decision making with the preparation of analyses and documents such
as the City Manager's quarterly budget report to the Council, the General Fund five-year
forecasting model and the Revenue Manual, which provides a review and analysis of all
City revenues.
The office also provides staff support to the Finance Department for the year-end closing
process; prepares all TRIM (Truth in Millage) compliance documentation for the State of
Florida; and provides City management, staff, and the City Council with miscellaneous
financial analyses and reports.
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Budaet Year - The City's fiscal year runs from October 1st through September 30th. The
City Manager's budget is released usually by June 30th. By City code requirements, the
City Manager's budget must be released no later than 60 days prior to the end of the
fiscal year. The City Council must set the preliminary millage rate for the next fiscal year
within thirty-five days of the release of taxable values from the County Tax Appraiser.
(For budget year 2006/07, the millage rate had to be set by July 26, 2006). State law for
the adoption of the millage rate and the annual budget (Truth in Millage - TRIM) requires
two public hearings. These public hearings are normally scheduled for the regular City
Council meetings in September. In addition, there is usually at least one, and
sometimes several Council workshops discussing the budget prior to adoption.
Approved 2006/07 General Fund BudQet - The 2006/07 Annual Operating and Capital
Improvement Budget was approved on September 21, 2006. The approved General
Fund budget is $121,902,700. The General Fund supports 1,281.5 full-time equivalent
positions. At 67.5%, personnel expenditures are by far the largest expense. This is due
to the service-oriented nature of the General Fund, which includes such programs as
Police, Fire, Parks and Recreation, Library services, some Public Works programs, and
administrative functions such as the City Manager's Office and the Finance Department.
General Fund revenues are generated from many sources, the largest being property
taxes ($50.3 M), utility taxes and franchise fees ($20.6 M), telecommunications and
sales tax revenues ($13.3 M), and revenues from other governments, such as state
revenue sharing ($11.4 M).
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Millaae Rate - The City's approved millage rate for fiscal year 2006/07 is 5.2088 mills.
This is a 9.5% decrease in the millage rate from the previous year. The City of
Clearwater's property taxes represent only 24% of the total tax bill of a typical resident.
Other taxing agencies in Pinellas County included in the total millage rate include
Pinellas County Services, the Pinellas County School Board, the Juvenile Welfare
Board, the Pinellas County Planning Council, Southwest Florida Water Management
District, Emergency Medical Services, the Transit Authority, and the Pinellas Anclote
River Basin.
Capital Improvement Proaram - The Annual Operating Budget and the Capital
Improvement Program budgets are complementary City plans. Capital improvement
projects are established for the purchase of equipment, the construction or renovation of
a city facility, or major infrastructure improvements with a cost greater than $25,000 and
a life expectancy greater than three years.
The approved Capital Improvement Program Budget totals $62.7 million for the 2006/07
fiscal year. The total six-year plan includes projects totaling over $350 million.
2006/07 Total Budaet - The total City Budget for fiscal year 2006/07 is $396 million.
This includes the General Fund and the Capital Improvement Budgets described above.
In addition, the City Council adopts budgets for eight enterprise operations including the
Water and Sewer, Solid Waste, Recycling, Gas, Stormwater Utility, Marine & Aviation,
Parking, and Harborview Funds. Enterprise funds are used to account for the City's
organizations and activities that are similar to those found in the private sector. Each
enterprise fund is self-supporting; deriving revenues from charges levied on the user of
the services. The City Council also adopts budgets for the Internal Service funds
including the General Services, Administrative Services, Garage, and Central Insurance
Funds. Internal Service Funds are utilized to finance and account for services and
commodities furnished by a designated department to other departments within the City.
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Quarterlv Report to City Council - The City Manager prepares and presents a
quarterly report to the City Council on the status of the current Operating and Capital
Improvement Budgets. The report details major variances between actual collections
and expenditures vs. budgeted collections and expenditures. The report details
amendments to the budget during the course of the annual budget period. These
reports are presented to the City Council in the months of March (First Quarter), June
(Mid-Year/Second Quarter) and September (Third Quarter).
Award for Oistinauished Budaet Presentation - The Government Finance Officer's
Association of the United States and Canada (GFOA) present awards for "Distinguished
Budget Presentation." In order to receive this award, a governmental unit must publish a
document that meets program criteria as a policy document, as an operations guide, as
a financial plan, and as a communications device. The City of Clearwater has received
this award for the last twenty consecutive years.
Budaet Website: http://www.myclearwater.com/gov /depts/om b/index.asp
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Clearwater Customer Service
Jim Geary, Director of Customer Service
Description of Services - Clearwater Customer Service
(CCS) is responsible for delivering quality services in the
areas of utility billing and customer support, including
customer contact (telephone and walk-in); payment processing/cashiering; collections; meter
reading; and customer accounting. CCS provides customer service for all 7 City of Clearwater
utilities (water, sewer, reclaimed water, solid waste, recycling, stormwater, and gas). Each
month, CCS is responsible for reading over 61,000 meters, billing over 52,000 accounts,
responding to over 9,000 customer telephone calls, and handling some 9,100 transactions by
customers who come to our lobby or drive-in facility. In Fiscal Year 2005-06, CCS billed over
$123 million in revenue, and processed over 564,000 customer payments.
Obiectives
CCS is committed to improving the quality of service provided to our customers. We have
identified key process indicators in the meter reading, customer telephone center and customer
accounting areas to measure our performance in providing courteous, understanding, efficient
service to our external customers and internal client departments.
Accomplishments (Fiscal Year 2005-06)
.:. Our Meter Reading department is achieving an accuracy rate of 99.9%.
.:. Billed over 99% of all accounts within 3 days of scheduled date.
.:. As a result of focusing our attention on timely answers, to customer telephone calls, we are
consistently answering over 80% of all customer telephone calls within 30 seconds or
less, while experiencing less than 3% lost calls.
.:. Achieved Uncollectible Accounts Receivable ("Write-Off? performance of 0.11% of
Revenue.
.:. Continued Community Partnerships
.:. AARP Foundation - utilize seniors to staff customer information/reception area in the
Municipal Services Building atrium.
.:. Pinellas County Urban League - to improve customer awareness of availability of
federal Low Income Home Energy Assistance (L1HEAP) funds to assist with utility bill
payments.
.:. City of Clearwater Utilities We Care Fund - joined with utility customers to provide
over 100 customers temporary assistance in paying their City Of Clearwater utility bills.
CCS Key Priorities
.:. Utilize Customer Information System to improve functional processes by leveraging
system technology.
.:. Continue to "manage by fact," measure performance through development of meaningful
indicators for identified key processes and tracking results.
.:. Provide career path opportunities for employees - Select, develop and retain superior
performing employees.
.:. Listen to our customers, put ourselves in their shoes, while continuing to discharge
our responsibilities in a professional manner for all the customers and residents of
the City of Clearwater.
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Development and Neighborhood Services Department
Jeff Kronschnabl, Director
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.... Mission Statement
,.. It is the ol?jedive if the Development and Neighborhood 5 eroices
Department to make the if Clearwater the best place to work, live and plqy
ry emYJuraging neighborhood involvement, empowerment and revitalization,
and ry guiding the future growth, development, and redevelopment if the .
We are committed to providing prompt, accurate, consistent and fair service
in a friendlY manner. Further, we stn've to consistentlY, fairlY ana
impartiallY regulate established tYJmmunity standards and quality if life
issues as set forth ry the's Code if Ordinances, with an emphasis on
achieving voluntary code compliance through education, communication ana
The Department of Development and Neighborhood Services currently consists of five (5) areas
of responsibility consisting of: Administration and Support Services, Community Response
Team, Permitting/Occupational Licenses, Building, Plans Review, and Inspections, and the
Neighborhood Services Program. The Neighborhood Services Program was added to the
department in January 2002. The Fire Plans Review Program (3 FTE's) that was added in the
fiscal year 2003/04 budget has been transferred to the Fire Department in 2006/07. The main
programs are described below.
Development Services
The major operations within the Development Services Program consist of the following:
Administration and Support Division - This operation provides for the administrative and
support services for the entire department. Work includes the policies and procedures, direction
and support of personnel, resources and other related activities. Budgetary decisions and
business plans are formulated and approved at the administrative level.
Community Response Team - The following areas of responsibility are involved in this
program.
Community Standards Enforcement - The Community Response Team is the code
enforcement division responsible for handling a myriad of complaints pertaining to general
nuisances and the requirements of the Community Development Code. Codes addressed are
property maintenance issues such as exterior paint, landscaping, and fencing and nuisances
such as abandoned vehicles, overgrown lots, debris, graffiti, and snipe signs. The code
inspectors also investigate and enforce on zoning and use related regulations such as short-
term rentals. The Community Response Team conducts neighborhood "sweeps" to identify code
violations. The goal is to achieve voluntary compliance through educational processes. Absent
voluntary compliance, code enforcement inspectors initiate other legal actions including
presentation of cases to the Municipal Code Enforcement Board or to Pinellas County's local
ordinance violations (LOV) court.
They are also involved with subordinate interrelated community activities such as the annual
Paint Your Heart Out Clearwater event.
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Sign Inspection and Enforcement - Since 1987, the of Clearwater has targeted sign blight
under an amortization program. Over 14,000 non-conforming signs were inspected and brought
into compliance, including 34 over-sized "billboard" type signs, during the twelve-year period.
The continuing goal is to enforce illegal signage, non-permitted signage and snipe signage in
order to maintain the aesthetic appearance of the's business and vehicular corridors.
Business Tax Receipt Enforcement - This operation involves the enforcement of business tax
receipts (formerly known as occupational licenses) as allowed by Florida State Statutes and
required by ordinance. Annually, there are approximately 10,000 business tax receipts and
registrations within the . In addition to annual renewal periods, the license inspectors conduct
grid sweeps throughout the to locate and notify businesses of the need for a business tax
receipt.
In March 2002, the adopted a residential rental compliance ordinance that requires residential
rental units obtain a business tax receipt, including single-family residences.
Water Enforcement - This operation provides for enforcement of the various water statutes and
codes through aggressive enforcement activities by the inspectors.
Major Redevelopment Projects - This operation includes projects to initiate and enhance the
Community Development Code. The Major Developments of the are identified as: Downtown,
and Clearwater Beach.
BuildinQ Permitsl Business Tax Receipts - This operation involves the intake of building
plans and issuance of building permits of all buildings in the . It also works hand-in-hand with
the Community Response Team on the issuance of business tax receipts and includes the
maintenance and mandatory retention of records for all areas of the department in a centralized
records area.
BuildinQ Plans Review and Inspections - This operation involves the review and inspection
functions for building construction services. The following major programs are included in this
operation.
Unsafe Building Abatement and Housing Code - This operation involves the enforcement of the
Unsafe Building Abatement Ordinance and the Minimum Housing Codes. These codes protect
citizens and business owners by ensuring that residential and commercial buildings meet
minimum safety and housing requirements. This operation enhances neighborhoods by
improving the housing stock and thereby appreciating property values.
Building Plans Review - This operation involves the technical review of architectural and
engineering plans for construction of buildings and structures in accordance with the building
code.
Building Inspections - This operation provides for inspections of actual building construction.
Inspections are done in accordance with the building codes, as required by Florida State
Statutes including building, electrical, plumbing, and mechanical trades.
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Neighborhood Services
This program was initially established in fiscal year 2000 as part of the Planning Department.
During the first year of operation, a manager and one neighborhood coordinator were hired. A
second neighborhood services coordinator position was approved for this program in fiscal year
2001. In fiscal year 2002, this position was changed to a Neighborhood Services Specialist in
order to add other work functions, such as Geographical Information System mapping
responsibilities. In 2003, Neighborhood Services became a program of the Development
Services Department. In January 2003, an additional Neighborhood Services Coordinator was
approved by the Council, for a total of four (4) FTE positions now in this program.
The division strives to recognize the unique quality of the's residential neighborhoods, to
provide associations with the tools to improve their neighborhoods, and to gain a reputation as a
diverse, safe and enjoyable place to live, work and play. Efforts include co-hosting an annual
neighborhood conference, coordinating "Clearwater Celebrates Neighborhoods Day", and
managing the neighborhoods recognition programs that include the home and neighborhood of
each quarter and year. In 2006, the Business Beautification Recognition Program was created
in partnership with the Chamber of Commerce. Other programs include neighborhood strategic
plans, and a neighborhoods grant program to assist neighborhoods with identification and
improvements. Through partnership with Clearwater Neighborhoods Coalition, University of
South Florida and Clearwater Chamber of Commerce, staff developed the Resident
Engagement Program that included a 30-minute educational video and an interactive workbook
for residents to use in order to make more effective presentations to the Council and advisory
boards.
Innovations
The Department of Development and Neighborhood Services prides itself in innovative
programs and projects, striving for optimum effectiveness and efficiency. Accomplishments
include:
~ The department's seamless service approach of providing one point for applicants to get
review from all of the departments involved with the disciplines involved in the building
construction permit processes
~ The department's Community Response Team for voluntary code compliance through
"education, communication and cooperation"
~ The Neighborhood Services Division's:
. Block Parties and annual Celebrate Clearwater Neighborhoods Day / Week
. Annual Clearwater Neighborhood Conference in partnership with Clearwater
Neighborhoods Coalition
. Beautification Neighborhood Grants / Awards
. Homes, Neighborhood and Business Beautification of the Quarter and Year Recognition
Awards
. "How To" Resource Guide for starting Homeowners Associations
. Resident Engagement Program that includes a Video and Handbook - receiving local,
state and national recognition
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~ Weekly pre-application meetings offered for parties interested in doing a building
construction project. These meetings involve an open "round table forum" format with
representatives present from fire, building permit services, planning, traffic engineering,
engineering, landscaping / land resources, and gas
~ FAX permitting is available and utilized by customers
~ Credit cards accepted for payment of fees related to building construction projects and
occupational licenses/business tax receipts
~ Customer friendly waiting area for building permits
~ Residential and Commercial Review Guides - available on the's website, with hard copy
versions and on CD's for the public to purchase
~ Web page on the internet with information on our services to help customers
~ A citizen educational orientation "ride-along" is available upon request
~ Residential Rental Compliance Program
~ Short-term Overnight Accommodations Project
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(Iearwat~r (\eans
DUS nrss
ECONOMIC DEVELOPMENT &
HOUSING DEPARTMENT
Geraldine Campos, Director
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Mission Statement
The mission 0/ the department is to improve and expand the economic base
0/ the Ci(y 0/ Clearwater through the retention and expansion 0/ existing
businesses, the attraction 0/ new businesses and real estate investments,
and the attraction 0/ a quali(y residential base, while providing
opportunities for ciffordable housing.
OVERVIEW
The department is composed of two divisions, Housing and Economic Development, and is
administered by a director, two assistant directors, and ten staff members. The department
reports directly to an Assistant City Manager. Operationally, the department is responsible for
assuming the lead role in targeted marketing for the recruitment of value-added new residential,
retail, office, industrial, mixed land use, cultural, and tourist-based resort developments, and for
the retention and expansion of existing businesses.
Furthermore, the department is responsible for administering the activities and incentives
associated with the Community Redevelopment Agency (CRA), the Downtown Development
Board (DDB), the Main Street Program, the Brownfields program, and the Enterprise and HUB
Zones.
The department also administers all of the affordable housing programs for very-low to
moderate-income residents, including the Community Development Block Grant (CDBG), the
Home Investment Partnership Grant (HOME) and the State Housing Initiatives Partnership
(SHIP) grants.
Summary of Major Economic Development Projects For FY 05-06
. Completed the Downtown Clearwater Market Study
. Completed the Cleveland Street Fayade Design Analysis
. Completed a Tax Increment Analysis of the original and expanded CRA
. Worked with Pinellas County and the PST A on identifying areas for downtown
partnership opportunities regarding relocation of PST A
. Continued to meet with interested developers on parcels in downtown and on the beach
. Downtown Residential Housing - The primary strategy of the department for downtown
revitalization is the attraction of quality, new urban market-rate housing. The attraction of
residents into our downtown acts as a catalyst for increased retail, restaurants and
entertainment venues.
In FY 2005-06, the city attracted seven townhome/condominium development projects
and one hotel:
o Clearwater Centre - 88 units approved with 21,OOOsf of retail/office
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o Sol Clearwater City Homes - 82 units approved
o Garden Trail - 36 units approved
o Fedora Townhomes - 24 units approved
o Magnolia Park Townhomes - 9 units approved with 5,250sf of retail
o Treetops II Condominiums - 39 units approved
o Harold Court Phase II Townhomes - 8 units approved
o Residence Inn - 115 hotel units approved
. Cleveland Street Streetscape - Creating a pedestrian-friendly, destination downtown
environment, coupled with significant entrance and directional signage is a key element of
the Cleveland Streetscape. Commenced construction of the 8.9M Cleveland Streetscape
project in June 2006.
o Created & distributed the Cleveland Street Streetscape Construction Tool Kit for
merchants along Cleveland Street
o Held monthly Main Street merchant events to enhance awareness of downtown
businesses during streetscape construction
o Created the Alternate Entrance Grant Program through Downtown Development
Board (DDB)
· Aided in the creation of signs available for businesses
o Created the Business Relocation & Expansion Grant Program through DDB
o Created & distributed the Resources for Businesses During Streetscape
Construction Brochure
. Clearwater Automotive - Long an impediment to future redevelopment, this automotive
scrap storage facility was acquired by the City's CRA in October 2003. In addition, several
adjacent properties were acquired through funds from the DDB.
o Coordinated demolition of structures; held demolition party in March 2006
o Coordinated excavation and otfsite disposal of building foundations, contaminated
debris and soils
. East Gateway - The opening of the new Memorial Causeway Bridge in August 2005
brought a change in traffic patterns. Cleveland Street traffic was diverted to Court Street,
which is now the new Florida State Highway 60 to Clearwater Beach. With this change
came new opportunities for the "gateway" and downtown core. The city will develop a 5-
Year Action Plan to implement strategies that would establish unity and consensus among
the resident and business community and provide a positive difference in the area.
oRe-established the East Gateway Neighborhood Task Force
o Hired a consultant to gather resident and business input in order for the CRA to
develop a 5-Year Action Plan
o Planned a Neighborhood Block Party to celebrate the completion of Gulf-to-Bay Blvd
and Cleveland Street improvements.
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Economic Development Programs and Initiatives
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· Brownfields Program - The department has consistently been recognized by state and
federal authorities for its effective utilization of the Brownfields program.
o Received Comfort Letter for Mediterranean Village
o Received additional $700,000 award from the EPA to the Brownfields Cleanup
Revolving Loan Fund
· Main Street Program - The department administers the City's Main Street Program through
four standing committees - the Joint Venture Committee, the Promotion Committee, the
Design Committee, and the Economic Development Committee.
o Received a Florida Main Street Program Honor Award for Outstanding Image
Campaign or Promotional Material for the Cleveland Street Streetscape Construction
Tool Kit
o Received Florida Main Street Program Merit Awards for:
· Outstanding Local Florida Main Street Program Supporter for our partnership
with Clearwater Community Volunteers
· Outstanding Special Event for the Spring Pet Fair
· Outstanding Retail Sales Event for the Luck of the Irish Merchant Event
o Coordinated the 4th Annual Downtown Clearwater Fall Arts Stroll
o Held a Main Street Volunteer Appreciation Celebration
o Reprinted the Downtown Clearwater Shopping & Dining Guide
o Coordinated Fall and Spring Cleanups in conjunction with Keep Pinellas Beautiful
o Assisted with the coordination of the Holiday Lighting along Cleveland Street
o Held Tree Lighting Ceremony with children's choral groups and a post event
screening of a holiday movie classic at our historic theatre
o Assisted the Farmer's Market during their special events to include:
· Sou per Soups
· 11th Anniversary Celebration
· Ice Cream Social
o Coordinated two Facade Grants totaling $10,000 approved by the CRA
o Coordinated maintenance improvements to lighting in Cleveland Street Gaslight
Alley Park
o Conducted a parking lot inventory of Downtown
o Coordinated and attended the Main Street Joint Venture Committee Meetings and
created a matrix that tracks long & short term downtown improvement projects
o Attended Main Street Ouarterly & Annual Conferences
· Enterprise Zone Program - The department administers the State of Florida's Enterprise
Zone Program.
o Processed and received approval for sponsorship submission application for
Homeless Emergency Project, Inc. to OTTED for State's Community Contribution
Tax Credit Program
o Researched data for EZ re-designation process and received approval
o Assisted with Incumbent Worker Training Grants for six businesses
o Processed OTI application to the state for a corporation relocating from California
· Downtown Development Board - The department provides professional administrative
assistance to the Downtown Development Board (DDB), an elected board of officials
comprised of seven members and two ex-officio members appointed by the Community
Redevelopment Agency. The DDB provides no governmental services. However, acts as a
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catalyst to see that such services are properly planned within the downtown area, assists
the city in formulating and maintaining plans for improving the downtown, recommends to
the city for its consideration and approval the actions deemed suitable for implementing any
downtown development plans and participates in the implementation and execution of such
plans.
o Awarded 4 Milestone Awards
o Awarded 2 Design Awards
o Funded the Downtown Clearwater Fac;:ade Design Analysis, Downtown Market
Study, Downtown Parking Tokens Program and the Downtown Clearwater Marketing
& Implementation Plan
o Adopted the Business Relocation & Expansion Grant Program and the Alternate
Entrance Grant Program
o Researched the Restaurant Incentives Grant Guidelines
o Continued financial support of numerous activities to include: Fun n' Sun Festival,
Jazz Holiday, Festival of Trees and Farmer's Market
. Clearwater Business Report on C-View - The department is responsible for hosting a
monthly business report/spotlight within the new C-News show on the city's television
channel 15. Each month the show profiles a Clearwater business, gives updates on what is
new in business, provides interesting facts and figures, or presents Downtown news.
. Business Retention and Expansion - The department responds to inquiries and in-office
informational meetings with local businesses seeking to expand or relocate, as well as
national developers and investors.
o Participated in quarterly meetings with Pinellas County Economic Development,
weekly Planning Review Committee Meetings, Government Affairs Committee
Meetings, WorkNet Pinellas Workshops and Tampa Bay Partnership Workforce
Meetings
o Administered business database with department intern
o As part of the Ambassador Business Visitation Program, Councilmembers visited 12
businesses with staff; results included specific problem solving including workforce
issues, permitting and program awareness
. Tourism & Beach Walk - The department administers two contracts for tourism services
with the Clearwater Regional Chamber of Commerce for general tourism services and one
for the Beach Visitors Information Center located at Pier 60.
o Assisted City's Welcome Centers
o Participated in the Billion Dollar Beach Media Relations Campaign to include:
· Informational Seminars
· Tourism Industry Beach Walk Meetings
· Clearwater 2010 Steering Committee
· Assisted Clearwater 2010 Billion Dollar Beach website creation
o Assisted in marketing and advertising of various organizations to include:
· Visit Florida
· St Pete-Clearwater Convention and Visitors Bureau
· Tampa Bay Convention and Visitors Bureau
· Other advertising cooperatives and productions
o Participated in Beach Walk Task Force Committee Meetings, Beach Walk
Stakeholders Meetings, Beach Walk Construction Hard Hat Meetings, assisted
Contractor of Beach Walk (Westra) with the Business Relations Campaign, assisted
Public Communications with City's Beach Walk website and monthly Beach Walk
Newsletter
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o Created & distributed a Business Resources Brochure
o Updated Clearwater Beach Hospitality Inventory
Housing Division Summary
The mission of the Housing Division is to provide quality affordable housing, community and
economic development services to the citizens of Clearwater. These goals are achieved
through the administration of two federal grants, Community Development Block Grant (CDBG)
and Home Investment Partnership Grant (HOME), and one state grant, State Housing Initiatives
Partnership (SHIP) Program Grants. Using these grant funds, the division funds housing, social
services and economic development programs.
The Housing Division is fully funded through the administrative portion of the federal and state
grant funds and no City general operating funds are used to support this division.
o Assisted 30 households with downpayment assistance
o Assisted with the rehabilitation of 40 homes
o Provided foreclosure prevention assistance to 8 households
o Expended over $1.5M in SHIP funds -
o Leveraged over $3.1 M in private funds
o Provided funding to 2 of our HOME Community Housing Development Organizations
to construct 6 infill single family homes
o Partnered with Pinellas County and the cities of Largo and St Petersburg on the
Affordable Housing Nexus Study
o Adopted Countywide 10-Year Plan to End Homelessness
o Adopted Mobile Home Transition Program
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Equity Services
Eleanor Breland, Director
Mission Statement
The City 0/ Clearwater Equity S eroices Department promotes the dignity and
worth 0/ all people fry ensuring strong opposition to unlauful discrimination,
providing valuing diversity and dimimination law training, and engaging in
positive tvmmunity interactions.
Description of Services - Responsible for effective management of departmental services.
Oversees the Equal Employment Opportunity Plan and Equal Employment Opportunity
Compliance and Valuing Diversity Programs, ensures access to City facilities and programs for
differently-abled members of the community. Coordinates the Community Relations Board and
other community relations interactions.
Valuina Diversitv - Manages the processes necessary to encourage awareness and
appreciation for the value of diversity within the City organization. Coordinates valuing diversity
training for City employees. Assists in equal opportunity efforts. Helps coordinate the City's
Minority Focus Group and Hispanic Task Force.
Eaual Opportunity - Manages the processes safeguarding equal employment opportunity
rights of City employees. Provides and/or coordinates training to ensure full awareness and
compliance with equal employment opportunity policy and law. Responds to internal employee
complaints of alleged discrimination. Responds to external inquiries from regulating agencies
regarding allegations of employment discrimination pertaining to employment with the City of
Clearwater.
Responsibilities - To administer an equal opportunity plan that guides managers and
employees toward equal treatment for all people within the City's employ.
. To provide education and training services to City employees and managers on the value of
diversity within any group, as well as the City's obligations under equal employment
opportunity laws & policies.
. To develop liaisons within the community and within the City organization that will strive to
strengthen equal opportunities for the under-represented and under-utilized members of our
community.
. To provide professional, impartial fact-finding services and policy compliance
recommendations in the review of equal treatment concerns raised by City employees,
managers, and applicants.
. To appropriately address and respond to federal charges of alleged employment
discrimination filed against the City by city employees or applicants.
. To ensure equal access to City facilities and programs for differently-abled members of the
community, and to serve a related advisory committee.
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· To provide staff support for
a citizen Community
Relations Board that
advises the City Council
about community relations
and reducing intolerance
and prejudice within the
community.
· To represent the City on
advisory boards and board
of directors for community-
based organizations
working to foster positive
community relations and
offer services to city
residents.
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Equity Services Department: Director Eleanor Breland,
Equity Services Manager Cynthia Davis-Gryce, Senior Staff
Assistant Kathy Baird.
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Finance Department
Margaret L. Simmons, CPA, Finance Director
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Our Mission is to seroe the citizens if Cleawater fry effective
coordination if the fistal management if the City through effectivelY
providing timelY, responsive and comprehensive financial/ support
services to all our tustomers.
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Description of Services - The Finance Department consists of two programs. The Finance
program includes the areas of administration, debt and specialized accounting, accounting,
treasury, payroll, and purchasing. The Risk Management program administers the City's self-
insurance program, which includes general liability, commercial property, and Workers'
Com pensation.
Administration is responsible for the effective coordination of all City financial and accounting
functions in order to provide reliable, timely, and accurate financial information to the
stakeholders of the organization including the City Council, City Management, employees, and
our citizens, as well as outside customers including bondholders. Coordination of the annual
external audit and preparation of annual financial reports are a major task of this area and
Clearwater continues to be recognized for its excellence in reporting standards.
Debt and Specialized Accounting manages the City's debt financing program including the
issuing and monitoring of debt, and compliance with all regulations surrounding debt issuance.
Additional tasks of this area include coordinating efforts with departments applying for and
administering grants, managing the quarterly budget review process, performing accounting and
reporting functions for the City's Special Programs Fund, performing financial accounting and
reporting functions for the Community Redevelopment Agency, and overseeing the same
functions for the Downtown Development Board. Year-end audit work is performed to assist in
the preparation of the comprehensive Annual Financial Report (CAFR).
Accounting maintains and monitors all City financial data, and is responsible for the
administration of the computerized financial system including the generation of reports from the
system. Accounting is also responsible for filing the City's non-payroll related tax returns as well
as reconciliation of the City's bank account. Year-end audit work is performed to assist in the
preparation of the comprehensive Annual Financial Report (CAFR).
Treasury performs three main services to the other departments of the City. The most visible
function is the paying of bills. The second function involves the collection of funds paid to the
City and the accumulation of collection vouchers (from other receipt locations), providing a
central collection point for all funds that the City collects. The third function is the management
of the City's cash and investments. Clearwater consistently follows a conservative approach to
cash management of the City's operating funds, stressing safety over return. The oversight of
pension investments is also managed here. Year-end audit work is performed to assist in the
preparation of the comprehensive Annual Financial Report (CAFR).
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Payroll is responsible for processing all payroll checks for the City's employees and pensioners.
The City issues employee paychecks bi-weekly and pension payments monthly. There are
several steps involved in issuing payments. Gross pay and retroactive pay adjustments must
be calculated in accordance with City policy, Union contracts, and Federal Laws such as the
Fair Labor Standards Act (FLSA), Then, involuntary deductions must be deducted from the
amounts calculated, such as Federal Income/ FICN Medicare taxes, IRS levies, child support
court orders, Federal and State student loan withholding orders, and garnishment. In addition,
payroll is responsible for preparing and filing the City's payroll related tax returns. Training
users in payroll system usage and report writing is an important function of this area as is
providing adequate internal controls over the payroll process.
Purchasing provides materials and/or services for City
departments at the time and place needed and in the proper
quantity and quality required, at the lowest price possible. The City
Council has delegated purchasing authority for amounts not
exceeding $100,000.00 to the City Manager. The City Manager
has, in turn, delegated purchasing authority for amounts not
exceeding $50,000 to the Purchasing Manager, and amounts not
exceeding $2,500 to department directors. In addition,
departments may solicit quotations for purchases $50,000 or less,
then forward the quotation to the Purchasing Manager/City
Manager for approval and award. Generally, purchases in excess
of $50,000 must be formally bid and those over $100,000 must be
approved by the City Council. Disposal of City assets are
coordinated and controlled by the Purchasing Manager.
Risk Manaaement has two crucial objectives: 1) protection of City employees, and 2)
preservation of City assets. This program is responsible for formulating and implementing
programs that will minimize the City's property, revenue, and personnel losses. The major loss
exposures for the City fall into broad differing categories, are governed by different laws and
statutes, and must be handled in different ways. Consequently, no single technique can be
applied. The City utilizes a combination of risk control and risk financing techniques to minimize
City losses - including a self-insurance program supplemented by the purchase of certain
insurance coverage and with in-house administration of property, liability, and workers'
compensation claims.
The City's self-insurance program is designed to finance the losses that do occur with excess
insurance coverage to cover those losses over and above the sum the City wishes to cover with
self-insurance. City employees who are licensed claims adjusters handle the claims
administered in-house. Data on the claims administered in-house is tracked through use of a
computerized system.
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Clearwater Fire & Rescue
Jamie D. Geer, Fire Chief
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Mission Statement
To eI1Jure tbe bealtb, Jq[e!y, & well-beil1g q( our iXJmmul1i!y
lry prol)idil1g a wide ral1ge q( il11101)ative JeroiceJ.
Description of Services - There are currently 221 fire-fighting, emergency medical services,
staff, and support full-time equivalent positions allocated to support and protect the City. Within
the 40.7 square-mile Clearwater Fire District, the Department serves over 133,000 permanent
residents of the City (plus 25,000 tourists and seasonal residents), including the unincorporated
area (which constitutes about 16% of the District).
In August 2003, the Department became one of only 89 fire agencies worldwide to attain fire
service Accreditation. Each year the Department's eight permanent fire stations respond to over
23,000 calls, of which over 80% are for emergency medical services.
Office of the Fire Chief and Deputv Chief - Administration provides direction and
exercises all operational, support and administrative control for Fire and Rescue activities,
including corollary programs relating to the County Fire and EMS district. Major projects, such
as, re-organization and union contract grievances (two collective bargaining agreements) are
facilitated through this area. Grant submissions, accreditation management, agenda
processing, and citywide collaborations are provided through the Office of the Fire Chief and
Deputy Chief.
Administration researches and analyzes performance and planning data; analyzes operations
for cost effectiveness; leads Department strategic planning; and provides direction for
administrative and personnel support to all employees. This office coordinates the development
and revision of administrative and operational policies and procedures. The Office also
oversees the self-assessment and standards of cover for the Accreditation program.
The Office of the Fire Chief and Deputy Chief oversees the Department's three divisions, which
consist of multifaceted bureaus as described below.
Fire Operations Division - Fire Operations provides the vital services required for protecting
the lives and property of the residents within the entire City Fire District. One hundred eighty-six
certified line personnel provide suppression and emergency medical services to the citizens of
Clearwater.
Fire Suppression Bureau - Operations' primary tasks are to expeditiously rescue, locate a fire,
confine it to the point of origin, extinguish it, salvage undamaged
property, and overhaul the fire to prevent rekindle. Additionally, we
respond to hazardous materials conditions to stabilize the incident
with help from the Pinellas County Hazardous Materials Team. In
addition to managing day-to-day fire operations, the Operations
Division tests inspects the fire equipment and apparatus, and
oversees that facilities are maintained for safety and living capacity.
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EMS Bureau - The EMS Bureau oversees the care given to
citizens, reviews EMS reports, and provides guidance and direction
to the Fire Medic Lieutenants and Fire Medics. Our Emergency
Medical Services' responsibilities include responding to emergency
calls and providing medical services to injured parties of fires,
traffic accidents, or other medical-related incidents. The EMS
effort utilizes paramedic-trained firefighters, ten Advanced Life
Support vehicles, seven Basic Life Support vehicles, a Fire Medic
Lieutenant supervisor on each shift, and the Assistant Chief of EMS. All EMS personnel are
state-certified firefighter and paramedic, and function at the direction of the Pinellas County
Medical Director.
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Special Operations Bureau - Our specialized teams include a Marine Response Team,
Technical Rescue Team, and Special Events Team. The Marine Team conducts underwater
search and recovery operations and deploys watercraft for rapid rescue, and the Technical
Rescue Team is responsible for high-angle and confined-space rescues. EMS personnel also
provide Specialty Teams, such as the Special Events Team, which provides medical standby at
special events, and a medical Special Operations Rescue Team, which works in conjunction
with the Police.
C.E.R.T. is a volunteer Community Emergency Response Team consisting of
approximately 120 trained citizens. The team is trained by fire personnel who follow
established FEMA training guidelines. Supplies and resources are provided by the fire
department.
Training Bureau - This Bureau fully integrates classroom, fire tower, and burn pit instruction,
along with computer access and a library to provide comprehensive firefighting training
programs equipped to continually update, certify and refresh knowledge and performance in
every discipline to include fire suppression and emergency medical services. The Bureau also
evaluates various personal protective equipment for safety, effectiveness, compatibility, and
benefit, ensuring a modern, well-equipped, responsive and prepared fire and rescue workforce.
Fire Prevention Services Division - This Division oversees the education, engineering,
and enforcement of life safety. Additionally, city and state code consultation is provided to
citizens, architects, and engineers.
Fire Inspections Bureau - This bureau supports fire and life safety inspections for over
15,000 structures, plus any re-inspections and presentations to the Code Enforcement
Board or courts, if needed, to ensure statutory compliance.
Fire Investigation Bureau - The bureau is responsible for the investigation of fires for
determination of origin and cause.
Construction Services Bureau - Fire Plans Examiners review construction plans for
new/renovated structures and address complaints or questions raised by the public and
City officials.
Life Safety Education Bureau - The Public Education Information Specialist provides
additional services to the community beyond safety and prevention training to citizens and
children. Under this program, we schedule, maintain, and coordinate all Public Education
activities, including the children's Safety Village, fire extinguisher training, and fire safety
programs at local schools.
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Safety Village is a small-scale town which provides a place where children, ages 4 -
12, can both learn and practice life safety skills. The injury prevention curriculum
includes lessons on fire, electrical, traffic, pedestrian, and burn safety, as well as
drowning prevention and the "9-1-1" program.
Public Information Bureau - A designated Public Information Specialist duals as a Public
Information Officer and marketing specialist by promoting the Department's programs, services,
and fire activities.
Support Services Division -This division encompasses the personnel maintenance of the
Department, as well as, the facilities, apparatus, equipment, vehicles, supplies, and other
necessary tools required for daily operations. This office provides planning, design, and
procurement of new facilities.
Health & Safety Bureau - This Health/Safety Bureau provides for the health and safety of our
line and staff personnel. The incident safety officer program provides for safety on the
emergency scene. Health and wellness initiatives include managing the departments physical
fitness program, occupational health and safety program, risk management plan and annual
physicals.
Logistics Bureau - The Logistics Bureau oversees the Department's purchases of equipment,
administrative supplies, and facilities needs; maintenance of apparatus, equipment, and
vehicles; and management of pagers, radios, and cell phones. The bureau maintains and
purchases all of the department's fire engines, fire trucks, support vehicles, rescue vehicles,
hydraulic extrication equipment, exhaust and pressure fans, chain saws, portable generators,
pneumatic bags, foam systems, nozzles, specialized valves, tanks, pumps, and breathing
apparatus. The Department's apparatus and vehicles are maintained by the Department's Shop
facility, which employs three mechanics who are ASE certified. Also under this bureau is the
Supply Store, which ensures parts, materials, and specialized EMS supplies are efficiently
procured, stored and managed.
Administrative Support - Provides payroll, personnel, budget and accounts payable support
to the Department. The Administrative Support Manager (ASM) administers Department
budgetary and financial programs. This office plans and administers all facets of the complex
Department Operating Budget of $22.6 million (2006/07). In addition, the ASM oversees the
$2.9 million 6-Year Capital Improvement budget for new facilities, vehicles and equipment. The
staff coordinates with Human Resources for the recruitment and advancement of Fire
Department personnel.
Other Programs
Clearwater Fire & Rescue supports a seventeen member Honor Guard that performs
ceremonious city, state, and fallen firefighter flag presentations in parades, events, celebrations,
and funerals. The two Fire Chaplains provide assistance to the Department's employees and
citizens who need spiritual and emotional support. The Explorers' Post attends to rehabilitative
needs of firefighters at emergency scenes. The Department chairs the annual Holiday Food
Basket and Shelter Care programs. Also, special needs evacuations are coordinated through
the EMS Bureau, providing emergency evacuations and care during declared weather
emergencies.
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Fire Station 44
Fire Station 45 & Administration
Fire Station 46
Fire Station 47
Fire Station 48 & Training Office
Fire Station 49
Fire Station 50
Fire Station 51
Prevention & Investigations
Fleet Shop & Supplies
Current facilities
950 Gulf Boulevard
610 Franklin Street
534 Mandalay Avenue
1460 Lakeview Road
1700 N. Belcher Road
565 Sky Harbor Drive
2681 Countryside Boulevard
1720 Overbrook Avenue
600 Franklin Street
2150 Range Road
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Projects Underway
The following information discusses on-going projects related to Fire & Rescue:
· Traininq Facilitv - We plan to replace the existing facility with a new expanded complex,
enabling us to train more personnel simultaneously while accommodating co-ed firefighters.
· Main Station/Administration - The aging downtown fire station and Administration will be
replaced during FY 06/07. In conjunction with the new bridge, relocation will enhance beach
response.
· Fire Station 48 - This fire station is scheduled to be renovated during FY 06/07.
· Apparatus - Various apparatus will be purchased to replace existing high mileage,
deteriorated units.
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Clearwater Gas System
Chuck Warrington, Managing Director
Description of Services -- Clearwater Gas System (CGS) is
Energy & Environment - Friendly owned and operated as an enterprise utility by the City of
Clearwater. CGS operates over 785 miles of underground gas
main and handles the supply and distribution of both natural and propane (LP) gas throughout
northern Pinellas County and western Pasco County. As a "full service" gas utility, CGS
provides gas appliance sales and service, installation of inside customer gas piping, domestic
and commercial gas equipment service, construction and maintenance of underground gas
mains and service lines, and 24-hour response to any gas emergency call within the service
area. CGS is regulated for safety by the Florida Public Service Commission and the Federal
Department of Transportation.
CGS has been serving customers in the Clearwater area for over 80 years (since 1923) when
operations were begun with a manufactured gas plant operation from coal and coke. In 1959,
when natural gas transmission lines were finally extended to peninsular Florida, CGS
discontinued the manufacturing of gas and began receiving
piped natural gas from Florida Gas Transmission.
Clearwater Gas System serves over 19,000 customers in a
330 square mile service territory, which includes 18
municipalities as well as unincorporated areas of Pinellas and
Pasco counties. The Pinellas County service territory is 158
square miles and extends generally from Ulmerton and
Walsingham Roads on the South to the Pasco County line on
the North and from the Gulf of Mexico on the West to the
Hillsborough County line on the East. This includes all of the
Pinellas beach communities south to Redington Beach. The
Pasco County service territory is 172 square miles. It extends
from the Gulf of Mexico on the West, inland about 20 miles, to
Ehren Cutoff, which is East of State Road 41 and Land 0'
Lakes and from the Pinellas and Hillsborough County lines on
the South to generally State Road 52 on the North.
Clearwater Gas System prides itself in being a competitive,
public service-minded utility, delivering safe, reliable, Therman Thermosaurus, Clearwater Gas
economical gas service to the residents and businesses of our System's Friendly dinosaur mascot.
community.
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Accomplishments
.:. We have expanded our Service Territory from 8 municipalities in 1 county to 18
municipalities in 2 counties, from about 173 square miles to 330 square miles -- adding 157
square miles of growing territory or a 91% increase in growth opportunity since 1991.
.:. We have grown our Total Annual Operating Revenues from $10 Million to $43 Million -- a
$33 Million or 330% increase since 1991.
.:. We have grown our Annual Transfer Payments to the City from $2.0 Million to $5.8 Million
-- a $3.8 Million or 190% increase since 1991.
.:. We have beaten our Strategic Plan Net Income Goals by $6.2 Million in just the past 6
years.
.:. We have built an Aggressive Sales-Oriented Business, which is adding customers and
base load at about 5-7% per year. We have extended gas service into 84 subdivisions and 5
new apartment complexes, which provides over 12,000 future potential new customers in
the last 12 years.
.:. Added 55 square miles of new territory in the Land O' Lakes area of Central Pasco County
with the potential of more than 25,000 homes over the next 20 years.
.:. Improved Gas System Reliability by expanding a new double-feed gas main system and
installing interconnects along the north and south boundaries of our service territory. For an
average customer, Clearwater Gas service is interrupted less than 30 seconds per year - a
99.999% service reliability rate.
.:. Established processes to improve collection of 3rd Party Damage Claims, recovering 60%
of the cost of underground damages by contractors.
.:. We were recognized by the American Public Gas Association as the 2001 recipient of its top
award, the distinguished Public Gas Association Achievement Award for commitment to
the natural gas industry and our community.
Key Priorities
.:. Add at least 1,000 New Customers and 1.0 Million equivalent therms of New Load in FY
06/07.
.:. Achieve gas system Net Income of $3.4 Million and achieve transfer payments of $6.0
Million to the City of Clearwater in FY06/07.
.:. Build our lines into the Connerton and Lakeshore Ranch Developments in our newly
acquired Central Pasco Territory and secure a Developer Agreement for Bexley Ranch.
.:. Extend our gas mains within Clearwater Neighborhoods starting with Countryside.
D ~!~:~~~!~~y~~~e ~!~!;m
CLEARWATER GAS SYSTEM - OVERVIEW
(A DEPARTMENT OF THE CITY OF CLEARWATER)
OVER 80 YEARS OF COMMUNITY SERVICE
SINCE 1923
KEY SERVICE CHARACTERISTICS & DATA
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TAMPA BAY I SUNCOAST AREA
. NATURAL & PROPANE GAS SERVICE
. GAS APPLIANCE SALES & SERVICE
. INSTALLATION OF INSIDE CUSTOMER GAS PIPING
. DOMESTIC AND COMMERCIAL GAS APPLIANCE &
EQUIPMENT SERVICE
. 330 SQUARE MILES OF SERVICE TERRITORY
. 785 MILES OF MAIN PIPELINES
. SERVE 18 MUNICIPAL AREAS:
BELLEAIR
BELLEAIR BEACH
BELLEAIR BLUFFS
BELLEAIR SHORE
CLEAR WATER
DUNEDIN
INDIAN ROCKS BEACH
INDIAN SHORES
LARGO
NEW PORT RICHEY
NORTH REDINGTON BEACH
OLDSMAR
PINELLAS PARK (LP)
PORT RICHEY
REDINGTON BEACH
REDINGTON SHORES
SAFETY HARBOR
TARPON SPRINGS
AND UNINCORPORATED NORTHERN PINELLAS &
SOUTHWESTERN & CENTRAL PASCO COUNTIES:
PINELLAS COUNTY
AREAS SERVED
CRYSTAL BEACH
EAST LAKE
HARBOR BLUFFS
HIGHPOINT
OZONA
PALM HARBOR
PASCO COUNTY
AREAS SERVED
ANCLOTE
BEXLEY RANCH
CONNERTON
ELFERS
HOLIDA Y
LAND O' LAKES
MOON LAKE
ODESSA
SERENOV A
TRINITY
. 19,000 CUSTOMERS
. 90 EMPLOYEES
. $43 MILLION ANNUAL OPERATING REVENUES
. 12,380 MMBTUIDAY PEAK DEMAND (2/4/96)
. 12,000 MMBTUIDA Y PEAK CONTRACT DEMAND
. SUPPLIER: FLORIDA GAS TRANSMISSION (FGT)
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- FLORIDA -
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Human Resources
Joseph Roseto, Director
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Mission Statement
To optimize the City's human resources capability qy
acquiring, managing, developing, and retaining, a diverse,
highlY qualified, motivated, and productive work force.
Description of Services - The Human Resources Department consists of 16.5 full time
equivalent (FTE) employees supporting the following core human resource functions, programs,
and activities. Four of the five programs, representing 13.5 FTE, are funded by the General
Fund ($1,333,630). The remaining program, Employee Benefits and its 3 FTEs, is funded by
the Central Insurance Fund ($312,840).
Administration - Responsible for developing strategies, programs, policies, and procedures to
promote the City's strategic priorities, vision, and values. Lead and manage the planning,
development, implementation, administration, and budgeting for: Recruitment, Selection, and
Training, Compensation and Classification, Employee Relations & Labor Relations, and
Employee Benefits.
Recruitment. Selection and Trainina - Responsible for the development and administration of
the City's recruiting and selection program to include recruitment, advertising, screening,
testing, position certifications, and selection. Responsible for the development and
administration of performance management systems and succession planning, Ensures
compliance with federal and state regulations regarding equal employment opportunities.
Responsible for management of the PeopleSoft Human Resources Information System and
employee database management. Conducts periodic organizational, customer, and employee
assessment surveys. Develops and coordinates all in-house City training programs including
orientation, compliance policy training and other skills and development training.
Compensation. Classification - Responsible for the development and administration of
compensation and classification policies, programs, and procedures. Conducts, identifies, and
participates in annual/periodic surveys to determine market competitiveness of compensation,
benefits, and classification programs. Prepares job descriptions, conducts job audits, and
administers position assessment and management and pay and classification systems.
Ensures compliance with Fair Labor Standards Act and coordinates unemployment
compensation administration.
Emplovee Relations and Labor Relations - Responsible for development and administration
of the City's employee relations program to include employee awards and recognition,
community partnerships, Employee Assistance Program (EAP), and Performance and Behavior
Management Program (PBMP). Ensures compliance with Federal Family Medical Leave Act
(FMLA) and COBRA. Coordinates and administers City Drug and Alcohol, Return to Work, and
Fitness for Duty programs. Manages the labor relations program which includes collective
bargaining, contract administration, and labor-management cooperation initiatives and dispute
resolution.
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Emplovee Benefits
Responsible for the development and administration of the City's
employee benefits program to include the Employee Pension
Plan, Money Purchase Pension Plan (401A), Deferred
Compensation Plan (457), financial/retirement planning, and
health, dental, life, disability, and wellness programs.
Responsible for analyzing and evaluating benefit services and
coverage, and negotiating and contracting with benefit plan
providers, vendors, and consultants for services, premiums, and
plan administration. Serves as staff proponent to the Civil Service
Board, Pension Advisory Committee, and Pension Trustees. Maintains payroll database and
personnel records system.
Major HR Initiatives in FY 2006-2007
.:. HR Information System (HRIS)
.:. Integrated Disability Management
Assessment
.:. HR Policy development
.:. Employee Wellness Program
.:. FTE Validation Program
.:. Workforce & Succession Planning
.:. Pension ordinance rewrite
.:. Civil Service rules revisions
.:. Document imaging project
.:. Senior management development
.:. Labor-Management Partnership
Initiatives
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Information Technology
Dan Mayer, Information Technology Director
Mission Statement
Itiformation Technology is committed to seroing the business 0/
the City 0/ Clearwater l?J providing enterprise-wide rystem
solutions and high-quality customer service to ensure the
iffi.dent utilization 0/ technology resources and investments.
Descriotion of Services - The Information Technology Department provides computer and
telecommunications services, application software development and support, e-commerce and
Internet support, business process engineering and related technology coordination to internal
City clients. These services include computers, networks, telephones and telecommunications
hardware and systems. The City has over 1500 individual computer users on a network of
approximately 1300 PC's and laptops at over 50 different locations.
Accomplishments
.:. Redesigned the City's Web site to enhance the user experience and improve the Web
site's usability and functionality. Three live Web cams were added that provide views of
the beach during the Beach Walk construction project.
.:. Fully installed Streaming Video to the City's Web site to allow our citizens to view
Council meetings at their leisure.
.:. Continued to add functionality to the City's Intranet site to enhance the user
experience and improve the Intranet's usability and functionality.
.:. Fully implemented Active Directory improving communications and security
throughout the City enterprise network structure.
.:. Fully implemented Exchange 2003 allowing users to access their Email 7x24 at work,
via the Internet and via mobile devices.
.:. Implemented first phase of ilumin Email archiving providing long-term storage and
compliance of City Email.
.:. Completed Phase II (Fleet and Buildings and Maintenance) of Synergen Asset
Management System Implementation.
.:. Began implementation Phase III (Clearwater Gas) of Synergen Asset Management
System.
.:. Implemented a new electronic documents management system, MuniAgenda. A
document management and imaging system, Laserfiche, was also implemented.
.:. Completed an online permitting application to allow citizens the ability to view and
apply for permits online.
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.:. Completed a new Public Information Management System (PIMS) which
consolidates four separate programs into one allowing users to manage web content
applications.
.:. Upgraded approximately 450 PCs throughout the City utilizing 3-year lease rotation.
.:. Upgraded new Main Library's network infrastructure greatly increasing the efficiency
and management of the Library's network. Three Libraries now provide wireless access
for the public. Upgraded the Library server and assisted with the Polaris upgrade.
.:. Migrated the Clancy Parking system to Citation Management
.:. Wrote Citizen Issue Tracking system to allow Citizens to ask questions or interact with City
government with issues or concerns
.:. Installed new phone and voice mail systems for Fire Station 51, Parking Meter Shop,
Greenwood Police Department, and Range Road Fire.
.:. Replaced radios in several departments with radio/cell phones greatly improving
communications between departments and in the field.
.:. Assisted in the development of a computer-generated three-dimensional model of
the City of Clearwater for the Economic Development Department.
Key Priorities
.:. Update Ross Systems (financial) software to a the latest version and incorporate custom
reports and code into this version
.:. Finish Phase III of Synergen Asset Management System for Gas.
.:. Recruit, train and retain professional, customer-focused professionals to assist internal
departments with IT needs.
.:. Establish service level agreements with client departments and monitor performance to
.ensure timely resolution of requests for service.
.:. Assist sponsoring user departments with analysis of existing business systems for possible
upgrade/replacement, including:
. Geographic Information Systems (IT lead of Citywide Enterprise)
. Asset Management Systems (Public Utilities, Public Services, Fleet Management,
Buildings & Maintenance, Clearwater Gas Service)
. Utility Management System (Clearwater Customer Service)
.:. Operation Management System (Clearwater Gas and Utility Departments)
.:. Document Management & Imaging System (Official Records & Legislative Services)
.:. Electronic Agenda Management system (Official Records & Legislative Services)
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.:. Complete extension of City's fiber optic network to Public Works Complex, General Services
and Clearwater Airpark.
.:. Partner with business units to evaluate and implement e-commerce business opportunities.
.:. Implement high-speed wireless network access to remote City business locations
.:. Reduce the cost and complexity of the server infrastructure using server and storage
virtualization.
.:. Implement Disaster Recovery using site-to-site replication of key systems.
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Legal Department
Pamela K. Akin, City Attorney
Mission Statement
The Office oj the City Attorney provides timelY, cost-efficient, quality seroices
and advice to support the City Council, the City Manager, and all city
departments, boards, and agencies in Ju!ftlling their missions and goals; and to
advance, advocate, and sqfeguard the interests oj the City within the bounds oj
the law.
Description of Services:
LitiQation - Handles the defense of lawsuits against the City and the prosecution of city
lawsuits against others. Also included in this function are matters involving land use/zoning,
code violations, employee issues and civil forfeitures.
Transactional - Assists departments in drafting or reviewing agreements and contracts, real
estate transactions, and purchasing issues and procedures.
Leaislation - Drafts or assists city staff in drafting ordinances and resolutions and performs any
research associated therewith.
LeQal Advice - Advises city staff on all legal issues including city code and state statute
interpretation, employee matters, police advice and training, and general legal questions.
Goals
.:. Client Communication: Improve client understanding of the functions of the City Attorney's
Office, and improve communication between the client and the Office of the City Attorney
regarding information and services requested and provided.
.:. Employee Relationships: To provide a professional working environment, which
recognizes and respects the contributions of its individual members and teams.
.:. Professional Development: Improve expertise in our selected fields and to expand our
professional and personal horizons.
.:. Physical Environment: To create an attractive, inviting and well-organized working
environment for staff and clients, which is conducive to efficient, professional and quality
client service.
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DEPARTMENT ASSIGNMENTS
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Airpark... . . . .. .. . . .. .. .... .............................. . .. .. , .. .. .. . . . . .. .. .. ., .. .. . ....... . .. .. , .. .... .. Carlos Colon
City Commission .................................................,...................................... ...,..... Pam Akin
City Manager ..................................................................................... .......,",...... ...Pam Akin
Clearwater Customer Service ......................................................................... Laura Lipowski
Community Redevelopment Agency....................................................................... Pam Akin
Development & Neighborhood Services ................................................ Leslie Dougall-Sides
Development Services ..............................................,..................... Leslie Dougall-Sides
Community Response Team..............,............ ........................... ....... ..Carlos Colon
Neighborhood Services..........., ............................. ,................ ...Leslie Dougall-Sides
Economic Development .......................................................................... .,........ ....Pam Akin
Brownfields....................... .... ................ .............. ................... .Leslie Dougall-Sides
Housing Division ........................,.............................,................................ Carlos Colon
Financial Services Administration: ............................................................................ Pam Akin
Budget ...... ................... ..... ....... ......... ..... ............. ........ ..... .,....... ..... ........ ............ Pam Akin
Finance Operations ........................................................................................... Pam Akin
Payroll....................................................................................... Leslie Dougall-Sides
Pension - Miscellaneous ......................................................... Leslie Dougall-Sides
Purchasing, ....... ......... ..... ......................... ....,......... ......... ..... ....... ..... ..... Carlos Colon
Risk Management ......................................................................... Paul Richard Hull
Internal Audit ..................................................................................................... Pam Akin
Emergency Management...,................,.,................... ............................ . .....Rob Surette
Equity Services .......................................... ...........................Pam Akin/Leslie Dougall-Sides
Fire ...... ...., ................... ....... ......... ....,....,................ .............. ..... ..... .... ............ .,..... Rob Surette
Gas System .....,............................................................................................... Laura Lipowski
Human Resources Administration ......................................................... Leslie Dougall-Sides
Information Technology ..........................................,...................,.......... Leslie Dougall-Sides
Library ,.,... ..... ..... .... ...., .., ",. ..... ....... .... ..... ',... ....... ..... ..., ..... .......... .... ..... .... ... .... Laura Lipowski
Marina ........,......................."...................""....................,........................,......... Carlos Colon
Official Records and Legislative Services ..,......... Leslie Dougall-Sides
Parks and Recreation .................................................................................,... Laura Lipowski
Special Events......,.......................,........ ................. ..... .... ............ ... .Laura Lipowski
Planning ....,.. ....... ... ....... .... ...,...,. ... .... ..........,. .... ..... ....... ..... ",. ..... .... ..... ... Leslie Dougall-Sides
Police ..,.... ....... ..... .... ....... ..... ..... ....... ..... .... .... ... ..... ....... ...,' ..,.. .... ...... .... ..,' ,.... ... .... Rob Surette
Public Communications and Marketing .................................................................... Pam Akin
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Public Works Administration ..................,................................................................. Pam Akin
Engineering .................... ..... ......... ....... ..... ............ ...........,........... ..... ..... ..........., Pam Akin
Environmental ...............................................................................,............. Carlos Colon
Public Service .............................................................................................. Carlos Colon
Public Utilities .................................................................................. Leslie Dougall-Sides
Real Estate...,....................................... ............................................ Laura Lipowski
Storm water .................................... ................ ..... .................. ..... ....... Leslie Dougall-Sides
Solid Waste/ General Services ....................................................................... Laura Lipowski
Telecommunications ....., ,..,... ..... .... ....... ....... .............. .,..... .... ... ..... .... ..,.. ..,' ..... ... Carlos Colon
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LITIGATION ASSIGNMENTS
Bankruptcy............................... .......... .................. ..... ....... ..... ......... ............ ...., ........... Dick Hull
Bonds ............................ .............................................,......................,..... ..Pam Akin
Civil Rights ...............,................................................................................................. Dick Hull
Code Enforcement and lien foreclosure ..........................................................., Carlos Colon
Contract Disputes ......................................................................................... Dick Hull
Declaratory Judgment... ............................ .........................Dick Hull/Leslie Dougall-Sides
Eminent Domain.................. ......................................................................... .Dick Hull
Employment Litigation................. .......... ... ............................ ........ ..Leslie Dougall-Sides
Foreclosures - City as Defendant... .............................. ..................,........... .Carlos Colon
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Forfeitures..............,........................ ............................ .......................... ..Rob Surette
Inverse Condemnation.......,..................... ............................... ....................... .Dick Hull
Land Use Litigation...........,.......................,." .............................. ....Leslie Dougall-Sides
Miscellaneous Police.............,................. ............................... ...".,......... ....Rob Surette
Mortgage Foreclosures - City as Plaintiff ............... ............................. ........ .Carlos Colon
Personal Injury, ............................................ ............................. ................. ...Dick Hull
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Property Damage ......,................................... ............................. ..................Dick Hull
Public Records Requests........................ ............................. ....... ....,Leslie Dougall-Sides
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Traffic Appeals................................. ............................. ...................... .....Rob Surette
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ADVISORY BOARD STAFF COUNSEL
Pam Akin
Charter Review Committee
Community Relations Board
Neighborhood and Affordable Housing Advisory Board
Carlos Colon
Airpark Authority
Marine Advisory Board
Municipal Code Enforcement Board
Leslie Douaall-Sides
Board of Adjustment and Appeal-Building and Flood
Brownfields Advisory Committee
Brownfields Technical Advisory Committee
Civil Service Board
Community Development Board
Diversity Council
Environmental Advisory Board
Pension Advisory Board
Laura Lioowski
Beautification Committee
Gas Fitters Board
Library Board
Parks and Recreation Board
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~Cl1arwater
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Barbara Pickell, Director
MISSION STATEMENT
To meet the itiformation, edumtion,
recreational, and cultural reading and viewing
needs and expectations of all citizens and
population groups in the community, using a
wide arrqy of library materials and a trained
and dedicated stqff.
LIBRARY INFORMATION 2005-2006
Branch Date Size Reference Computer
Established (sq. ft.) Circulation Questions Use
Main
100 Osceola Ave. 562-4970 1916
90,000 341 ,860 147,108 169,128
Mon- Thurs 9am-9pm New 2004
Fri & Sat 9am-5pm
East
2251 Drew St. 669-1280 1985 15,000 335,955 71,864 40,908
Mon-Thurs 9am-9pm
Fri & Sat 9am-5pm
Countryside
2741 State Rd. 580 669-1290
Mon-Thurs 9am-9pm 1988 15,000 372,569 151,996 42,652
Fri & Sat 9am-5pm
Sun J pm-5pm
North Greenwood
905 N, Martin Luther King Jr. Ave, 1961
Mon, Wed, Fri 9am-5pm 8,100 49,799 41,028 13,477
Tues & Thurs JO:30am-7 pm New 2003
Beach 1950
483 Mandalay Ave. 462-6890 3,400 41,1 09 17,576 7,013
Mon-Wed, Fri 9am-5pm New 1999
Thurs 11 am-7pm
Totals 1,141,292 429,572 273,178
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PROGRAMS
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ADULT PROGRAMS
Programming helps fulfill the
library mission to meet the
informational, educational,
recreational and cultural needs
of the community. Library
programming ranges from Films
on the Bluff to Poetry Night, from
cooking classes to opera. Book
discussion groups and author
visits bring the reading
experience alive. The Main
Library art gallery highlights
many local artists.
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CLEARWATER PUBLIC LIBRARY SYSTEM
YOUTH PROGRAMS
Youth programs encourage
children to grow up reading.
Toddler and preschool story
programs encourage a love of
reading from the earliest years.
Many of these youngest library
users even learn sign language
at library programs. Read Dogs
and Homework Help smooth the
way for school age kids, while
teens find volunteer
opportunities. Summer Reading
programs provide fun and
excitement.
LIBRARY SUPPORT GROUPS
FRIENDS OF
CLEARWATER LIBRARIES
The Friends of Clearwater
Libraries is a 501 (c)(3) non-profit
organization and the Library's
"booster club." They are strong
advocates for quality library
services and facilities. The
Friends operate the bookstores
in each of our libraries. Last
year, $56,535 was contributed to
the Library for author and
illustrator visits, staff scholarships,
staff recognition, children I s
programs and furniture. Rita
Garvey is the current president
of the Friends of the Library.
LIBRARY ADVISORY BOARD
CLEARWATER LIBRARY
FOUNDATION
The Clearwater Library
Foundation is a 501 (c)(3)
non-profit organization. The
Foundation financially
supports several library
program areas through
corporate and individual
gifts. Endowed funds
provide ongoing support for
library collections and
services. The Foundation is
currently conducting the $5
million capital campaign for
the new Main Library.
George Smith is the current
president of the Foundation
Board, Judy Melges is the
Executive Director.
The Library Advisory Board is appointed by the City Commis~ion
and has 7 members. They provide input and recommendations
to the Commission on library issues. Jan Regulski is the current
Board chairperson.
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PINELLAS PUBLIC
LIBRARY COOPERATIVE
The library is a member of the
Pinellas Public Library
Cooperative consisting of 13
member libraries representing
18 governmental units in
Pinellas County. Through the
Cooperative, Clearwater's
libraries will receive over
1,100,000 in local and state
support during the current
fiscal year. Benefits of
Cooperative membership
include courier delivery, library
services for the blind and deaf,
and use of public libraries
throughout the county by
Clearwater residents.
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"'!~ ("; . v ~.. '..: , . - ' " . - -. - . '.. .
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Marine & Aviation
William Morris, Director
Mission Statement
Maintain the Marine and Aviation Department as a revenue-
produdng department with a dedicated stqff that provides high
qualiry marine related seroices and excellent customer satiifaction
to dtizens and customers.
Description of Services
This department has five divisions, which operate on a seven-day basis. One division operates on a
twenty-four hour basis. Two of the divisions are enterprise funds and three are general fund activities.
The 2006/2007 proposed budget for the department has an expenditure line of $4.9M, a revenue line
of over $4.8M and a CIP line of over $265,000.
With 40.9 full-time equivalent employees, this major City department interacts with the City Council, a
variety of boards, groups, citizens, committees, and organizations.
The department has responsibility for approving commercial dock applications with regard to
navigation; City established channel markers, wake zones and restricted swimming areas. The
Director acts as a property manager for Clearwater Beach area land leases, marina building tenants,
Clearwater Airpark leases and other licenses and agreements.
Marine Service Section employees are trained and certified to handle oil spills up to 200 gallons. The
department is also responsible for the Seminole Street Launch Ramp, which is open to the public
seven days a week, 365 days a year. These employees also conduct maintenance and construction
of the city's 209 boat slips, docks and marina facilities, They also provide waterways maintenance
within the harbor.
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The Clearwater Airpark
Is a single paved runway facility on a
47 -acre site and is currently operating
as a general aviation airport. A Fixed
Base Operator (FBO) provides daytime
management and customer service
with flight service, aircraft rental,
hangar and tie down rental,
maintenance, charter and flight
training.
Beach Safety
provides safety supervision on
approximately 1.3 miles of beachfront in
Clearwater 365 days a year. The program
is a proactive service that provides code
enforcement, minor medical assistance,
emergency aquatic rescues, and
assistance in finding lost children. The
division is managed by the Marine and
Aviation Department and is funded through
the city's general funds.
Pier 60 FishinQ Pier
is a 365-day a year operation. The Pier
is closed from 9:30 pm to 6:00 am
October through March. Pier 60 has a
fully stocked bait house that provides
tackle, rod rentals, live and frozen bait,
light snacks, and beverages. No fishing
license is required. Pier 60 has been
host to the Make A Difference Fishing
Tournament for the past 8 years.
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.,.,.
Clearwater Community SailinQ Center
provides the community with the opportunity to
use city owned sailboats, take sailing classes,
and participate in sailing regattas. The facility is
a multipurpose building with a large conference
room, launch facilities for non-motorized boats,
instructional classes, special events and boat
storage. Both levels of the Sailing Center are
handicapped accessible. A parking area and
showers are available for your convenience.
In 2003 the management duties of the Sailing
Center were transferred to a 501 C 3
organization.
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Seminole Launch Ramp
is the main launch ramp in
the City of Clearwater
providing a 3-4 lane launch
ramp and parking for
trailerable boats. This
service is provided for a
daily fee of $5.00 per
resident and $7.00 for a
non-resident. In 05/06, the
launch ramp generated
$81,671 in revenues.
Marine & Aviation Accomplishments For 2006
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DeptlDivision Name
Marine/Aviation
General
Improved department facilities:
Refurbished lifeguard towers
Installed new fuel storage tanks
Installed new FBO building at airpark
Implemented new software for slip rent program
Increased revenues at Pier 60
Improved beach safety:
Initiated junior lifeguard program to underprivileged children from Greenwood
neighborhood
Obtained USLA Advanced Agency Certification
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Accomplishments
Marine/Aviation
Airpark
Accomplishments
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List Priorities in Order of Importance FY 07/08
Maintain docks and facilities in excellent operational order.
Maintain waterway signage in Clearwater Harbor
Improve customer service
Maintain 100% occupancy of marina slips
Maintain 100% occupancy of airpark hangars & tie downs
Improve beach safety on Clearwater Beach
Complete waterway management plan
Develop marketing & advertising plan
Develop new business plan
Review and revise performance measures for dept
Improved and expanded airpark facilities.
Improved and enhanced security measures at airpark
Constructed FBO temporary building
Increased revenue from corporate hangar.
Hosted Airpark Open House
Maintained hangars in safe operational condition
Maintain professional associations through CFASPP
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List Priorities in Order of Importance FY 07/08
Conduct documentation review of all tenant files.
Complete strategic ALP for Master Plan
Maintain amicable relationship with airpark neighbors
Obtain permit approval from SWFWMD for all projects listed in approved
master plan.
Develop emergency instructions and minimum standards for airpark.
Erect T -hangars
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Marine/Aviation Accomplishments
Office Administration
Installed new software program for slip and building lease accountability.
Improve revenue tracking for fuel dock, pier, parking, slips, and leases.
Maintained slip wait list more efficiently
Managed hiring & layoffs of seasonal personnel.
Completed job audit of administrative positions, justifying reclassification of one
position
List Priorities in Order of Importance FY 07/08
Improve customer service to boating public
Improve offices processes through efficiency with new technology and
streamlined procedures.
Maintain all tenant files.
Manage all slip, building, and land leases.
Provide administrative support to divisions within dept.
Marine/Aviation Accomplishments
Marina Operations
Improved dept facilities - refurbished lifeguard towers
Installed new fuel storage tanks
Maintained docks and facilities at marina
Maintained waterway signage
Maintained Seminole St. Launch Ramp
Obtained a Pumpout boat through state Clean Water Act (CWA) grant
Installed new lighting system on Pier 60
Provided cost estimates for various marine projects
Maintain fuel dock disoensers and equipment for boat fuelina
List Priorities in Order of Importance FY 07/08
Maintain all Marine & Aviation facilities in a safe and operational condition
Maintain all waterway signage in Clearwater Harbor
Improve cleanliness of marina buildings & grounds
Complete job audit of types of projects marina operations conducts
Provide support to dept divisions on small work projects.
Improve financial accountability of procedures at fuel dock
Increase revenues at fuel dock
Marine/Aviation Accomplishments
Pier 60
Increased revenues.
Increased inventory at Pier 60
Partnered with Mote Marine Laboratory on Tampa Bay Redfish Stock
Enhancement Program
Partnered with Florida fish & Wildlife Conservation Commission on the
monofilament recycling program
Increased use of pier through increased fishing tournament
List of Priorities in Order of Importance FY 07/08
Increase revenues
Develop marketing & advertising plan
Improve building & facility appearance
Review inventory and pricing
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Marine/Aviation Accomplishments
Beach Safety
Obtained USLA Advanced Agency Certification
90% of full time lifeguards are EMT certified
Hosted Ocean Mile Swim Series (3 races) providing $9,000 for Junior Lifeguard
& Competition Program
Completed 4 Junior Lifeguard sessions
Maintained professional association through active participation in FBCA
Initiated outreach to underprivileged children with Junior Lifeguard program.
Provided beach safetv awareness to 8 different schools.
Marine/Aviation List of Priorities in Order of Importance FY 07/08
Beach Safety
Continue to improve beach safety through training & technology
Continue to track performance measure statistics
Improve facilities to accommodate all equipment and personnel needs.
Increase beach safety awareness through media
Increase participation in junior lifeguard program
Increase oarticioation in Ocean Mile Swims
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Mission Statement
We are the custodians 0/ the Ciry's CUfTent and historical knowledge.
It is our mission to receive, organize, maintain, preseroe, and disseminate this knowledge.
We strive to do this accuratefy, iffectivefy, and ifJicientfy. Also, this department coordinates
the Ciry's Legislative and Grants programs in efforts to optimize funding opportunities. We
are committed to fulfilling this mission f:y keeping abreast 0/ CUfTent issues, cutting red tape,
and going the extra mile to provide qualiry seroice to our customers.
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Official Records & Legislative Services
Cynthia E. Goudeau, MMC, City Clerk/Legislative Liaison
Official Proceedinas Manaaement - This program includes preparing the agenda, attending all
City Council and other City committee and board meetings, recording the meetings and
composing minutes; advertising legal notices required for public hearings before the City
Council and other boards; and notification to property owners of possible changes concerning
their property or nearby properties.
Records Manaaement Proaram - This program includes tracking,
storing, indexing, securing and disposing of all City records in
accordance with state law. An integrated document management
system was implemented in the 1999/00 budget year. This system
captures documents, minutes, etc. on electronic media for City-
wide access. The public now has access to official city documents
as well as council and board minutes going back to 1988. In
addition, the workflow component of this system is being used to
streamline the agenda process and facilitate research of
information.
Property Assessments. Code Enforcement and Liens Proaram - This
program assesses property owners for improvements, imposes code
enforcement fines and files liens. Assessment searches are performed
for title and mortgage companies, etc.
Election Proaram - This program establishes schedules for general and referendum elections
and coordinates election activities with the supervisor of elections. Interaction with the
candidates occurs through the election process. The Pension Advisory Committee and Civil
Service Board employee elections are handled under this program.
Leaislative/Lobbvist Proaram - This program coordinates the City's
priorities and appropriation requests with federal and state lobbyists
and tracks proposed legislation through both legislatures. It
provides staff and resources to serve as liaison with lobbyists, the
Florida League of Cities and legislators. Through this program, more
than $70,000,000 in State and Federal appropriations has been
realized since 1997 for City of Clearwater projects.
Grant Writina - The Grants Office is responsible for coordinating and
implementing all of the city's grant-related activities. This office is
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charged with researching funding opportunities, communicating possible funding sources to City
staff and assisting in the grant application process. The writing of grant proposals is undertaken
by the Grants Coordinator in conjunction with department grant writers to obtain project funding
from a variety of funding sources: federal, state and foundation grants.
Since FY 1997, the grant-writing program has generated approximately $105 million from
federal, state, and local sources for a wide variety of high priority city projects.
Miscellaneous
Advisory Boards - The department provides administrative, recruitment, and clerical support
for about 15 City advisory boards and committees. Composed of citizen volunteers and subject
to the Sunshine Law, these groups advise the Council on a multitude of City concerns based on
their review of the issues, and community input received at their public meetings. Two quasi-
judicial bodies, the Community Development Board and the Municipal Code Enforcement
Board, make legally binding decisions on requests for exceptions to, and enforcement of, the
City's development and zoning codes.
Municipal Cemetery - Maintaining records and selling spaces for the Municipal Cemetery
located at Myrtle Avenue and Lakeview Road is handled by this department. Many gravesites
date back to the mid-1800's.
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Parks and Recreation
Kevin Dunbar, Director
Mission Statement
To provide parks and recreation programs, seroices, facilities and
beautification to ben~fit the residents and visitors rif the Ci(y rif
Cleanvater.
Proaram Description - The Parks & Recreation Department consists of more than 300 full time
and part time employees, 3.6 grant funded employees, 150 professional contract employees,
185 umpires, referees, officials and 1,000 volunteers, representing more than $22 million budget.
The Department is divided into Administration, Recreation Programming and Parks &
Beautification.
The Parks & Recreation Department organizational chart reflects a streamline organization
prepared to take on the many challenges with a series of new initiatives which have come online.
The department is structured in a manner whereby it can respond to the needs of the citizens
and implement the vision of the City Council. This organization will be able to effectively meet all
of the strategic priorities established by the City Council including emphasis on quality of life to
make Clearwater a great place to live, work and play.
Administration includes the Parks and Recreation Director, the Assistant Director of Planning,
Projects and Programs, planning and project staff, administrative support staff, events staff,
Office of Cultural Affairs, Bikeway/Pedestrian Manager and Office on Aging Manager. The
planning and projects team insures that capital projects are constructed in a user-friendly way,
on time and on budget. This team produces Master Plans, Comprehensive Plans, and other
plans to insure that citizens' future needs are considered and met. The administrative support
staff provides the support needed for all other programs within Parks and Recreation. Support
includes management, marketing, clerical, accounting, budgeting, personnel, training, and
various other coordinating functions. In addition, this section administers the Harborview Center,
the City's Public Private Partnerships, Jolley Trolley Lease, three municipal golf course leases,
Bright House Networks Field, and recommends and evaluates the department's grant programs.
The Department is heavily involved in special events, and is a major sponsor for activities Le.,
Jazz Holiday, Ford lronman 70.3, Clearwater Celebrates America, Fun & Sun Festival, Times
Turkey Trot. The Office of Cultural Affairs provides leadership and direction for the City as it
relates to visual and performing arts. They have become a facilitator to educate, support and
promote all arts in Clearwater. The Bicycle/Pedestrian Manager develops master plans for
pedestrians and bicycles, seeks grants, educates the public and advises staff on safety issues
involving pedestrians and cyclists. The Office on Aging has been tasked with developing a
strategic plan and needs assessment that looks at "aging well" in Clearwater.
Recreation ProQramminQ is responsible for providing all Clearwater residents the opportunity
to participate in a wide variety of enjoyable recreational activities. Recreation Programming
encompasses over 30 cost centers, which include team leagues, competitive sports
opportunities, aquatics, general recreation, social recreation, special facilities, recreation
centers, special events and support services. Major facilities include North Greenwood
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Recreation and Aquatic Complex, The Long Center, Countryside Recreation Complex, Ross
Norton Recreation & Extreme Complex and the E. C. Moore Complex. Economic impact to the
Clearwater community from working in partnership with the CVB was over $13 million in FY'06.
Programming varies from one site to another, but the total delivery system is a modern
comprehensive effort that offers something for everyone, as well as the special events and
services to special interest groups. A strong volunteer program, over 1,000 volunteers, and the
collection of user fees to help defray operating costs enhance operations.
Parks & Beautification is responsible for the general upkeep and development of all City-
owned properties; routine grounds maintenance of properties, including certain rights-of-ways
and medians; design and installation of City landscape projects; installation and maintenance of
irrigation systems; maintenance and installation of security and sports lighting systems;
maintenance and inspection of City playgrounds, fitness, tennis and basketball courts;
maintenance of ball fields, sports complexes and professional stadium for the Philadelphia
Phillies. The Division maintains almost 1500 acres of parkland and approximately 550
properties. Additionally, Parks and Beautification provides support services for programming
efforts, including special events and activities.
Major Issues, Initiatives and Projects for 2006--2007
.:. Non-Resident Use - The City continues to work with Pinellas County and other local
municipalities to address the City being positioned as the North Pinellas provider of
Recreation Services. To this end, the department has been working through the Pinellas
Assembly, local agency meetings and
direct county staff meetings.
.:. Strategic Plans - The department in
2002 completed its 20-year master plan,
which lays out the vision for the area of
Parks and Recreation. The plan
identified working with the County as well
as laying the road map for possible
Pennies for Pinellas III. In addition, the
Clearwater Cultural Plan in partnership
with the Clearwater Arts Foundation, the
City Council accepted in 2004.
Currently the department is working on the development of "Aging Well in Clearwater" a
comprehensive needs assessment to holistically look at services offered and access in
Clearwater. Targeted to be presented to City Council in the spring of 2007.
In 2006 the Cty Cuncil accepted "Shifting Gears", a comprehensive bicycle and pedestrian
master plan that spans over the next 10 years to increase and make safe non-motorized
movement within our Cty.
.:. Morningside Recreation Center - A replacement for the Morningside Recreation Center,
the last of 3 recreation center projects in Penny II. In the current fiscal year $500,000 is
available for design and $2.6 million is available in FY'08 for construction. Do to escalating
construction costs during this decade, funding is available to only construct a 13,000 sq. ft.
building. The Ross Norton and North Greenwood facilities are 22,000 and 28,500
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respectively. Current staff is reviewing other options for additional funding. An additional $3
million is needed to construct a 25,000 sq. ft. recreation center.
.:. Joe DiMaggio Sports Complex - Expansion of fields to include 8 multi purpose fields,
parking garage, Parks & Recreation administration offices, one full size baseball field and a
possible indoor, privately owned recreation facility to include indoor soccer and gymnasium.
.:. Trails - Several projects within the citywide trail system are ready to commence.
· Ream Wilson Clearwater Trail (formerly EastlWest Trail) has a redesign and
construction of a new section connecting the Long Center with the Progress Energy
Trail.
· The Mandalay Channel Bridge (connects the causeway to the beach) will begin
construction early 2007.
· Druid Road Trail (connecting the Pinellas Trail with the proposed Progress Energy Trail)
will begin construction in the first quarter of 2007. Due to the states loss of CMA funds
the original source of funding is being replaced by several smaller projects with
additional funds still needed.
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Planning Department
Michael L. Delk, AICP, Director
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Mission Statement
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To provide programs, seroices and direction that create pn"vate and
public sector investment that leads to the best possible environment
for Clearwater's citizens and businesses to live, work, and plqy.
These programs and seroi~-es will be delivered in a customer friendlY
and professional manner that is characten'zed fry prompt,
accurate, consistent and fair seroice.
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The Planning Department plays a critical role for a City in the midst of redevelopment. The
department not only looks at the bigger picture via long range comprehensive plans, but also
contributes significantly in the processing of, and negotiations with, developers regarding site
plans and redevelopment proposals.
The Planning Director, Michael Delk manages the Planning Department along with the
Assistant Planning Director Gina Clayton. It is organized into two operational divisions:
Development Review, managed by Neil Thompson Development Review Manager; and Long
Range Planning, managed by Catherine Porter. There are 18 full-time and 1 part-time positions.
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Strategic Objectives Measures and Targets
Priority Objective
Quality of Life Long Range Planning: Provide direction
and Economic that maintains and improves the City's
Development position in the metropolitan marketplace
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Public and private investments that achieve the
objective
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Quality of Life
and Economic
Development
Develooment Review: Provide a project
review framework that is flexible,
predictable and creates quality
development that is compatible with the
character of surrounding properties
Projects approved within the time frames
defined by the Community Development Code
with high customer satisfaction as defined by
customer surveys; Quality of approved projects
enhance the City's tax base and community
image
Development Review Division - The Development Review Division reviews all new and
redevelopment site plans at three levels: Permit issuance, Development Review Committee (City
staff), and Community Development Board (public hearing board). Its primary responsibilities
are to provide information and training on the Community Development Code to citizens,
neighborhood associations, realtors, and professional designers. The division administers the
Code and reviews and determines compliance of applications for development approval. This
includes all types of applications such as plats, building permits and lot splits. Landscape, site
design, and sign alternatives for private sector projects are discussed in great detail. The
Division is also responsible for tree removal permit review, tree protection during construction,
landscaping, and site plan compliance after plan approval, which is administered through on-
site inspections. The Community Development Code requires all of the recurring
responsibilities of the Development Review Division.
Current Work Projects
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.:. Assisting Long Range Planning with Amendments to the Community Development
Code and Beach by Design.
.:. Processing applications for Flexible Standard Development, Flexible Development,
Sign Permit and Comprehensive Sign Program applications.
.:. Inspecting sites for landscape compliance prior to issuance of a Certificate of
Occupancy Permit, and reinspecting sites for continued compliance.
Long Range Planning Division -- The Long Range Planning Division creates and
administers the City's long-range planning programs that establish the City's goals for the future
and insures consistency between these long-range goals and City policy and financial decisions.
This Division is responsible for all City long-range planning programs: comprehensive planning,
annexation, special area plans/projects, historic preservation and general research.
The Division devotes time to coordinating programs with other City departments and
participating in policy development with other agencies such as the Pinellas Planning Council,
Metropolitan Planning Organization, Tampa Bay Regional Planning Council and Florida
Legislature. The Planners assigned to special projects must also work with interested parties on
these projects including citizens, City boards, neighborhood groups and/or special interest
groups. Approximately 70 percent of the division's work is devoted to special projects.
Current Work Projects
.:. Preparing Amendments to Beach by Design regarding the Marina Residential District.
.:. Conducting the Evaluation and Appraisal Report (EAR) of the Clearwater Comprehensive
Plan
.:. Preparing the EAR based Comprehensive Plan amendments.
.:. Processing of applications for annexation, land use plan amendments and rezonings.
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Police Department
Sid Klein, Chief of Police
Mission Statement
Consistently provide impartial, professional, community-oriented police
services, delivered by courteous, competent, dedicated employees, resulting
in an enhanced quality of life for our citizens and the enrichment of our
valued employees.
Description of Services - The Clearwater Police Department employs 478 people, including
261 sworn Police Officers who provide patrol, law enforcement, crime prevention and other law
enforcement-related services to the residents of Clearwater.
The department, under the direction of Police Chief Sid Klein, is organized by function into the
Office of the Chief and two bureaus: the Operations Bureau (under command of Deputy Chief
Dewey Williams) and the Services Bureau (commanded by Deputy Chief Bill Baird). Within the
bureaus are four major divisions; one governed by a civilian Manager (the Communications
Division) and the others led by three Police Captains (commanding the Patrol, Criminal
Investigations and Support Services Divisions).
Police patrol operations are divided into three (3) geographic districts. Each district is under
the command of a Police Lieutenant, the District Commander. The District Commander is
responsible for the deployment of police officers within the district, direct coordination with
businesses and neighborhoods, identifying potential problems and developing solutions.
The Police Department embraces the concept of community policing, and has nearly 40
officers assigned to neighborhoods across the city, addressing parochial crime and social
problems through close, pro-active interaction with residents and businesses in each area.
Most Community Policing Officers work out of one of the six Police Sub-stations, including
those in the North and South Greenwood neighborhoods, the Old Clearwater Bay
neighborhood, the C.H.I.P. Center in the Gateway neighborhood, the Downtown Bike Team
and the Wood Valley neighborhood in East Clearwater. An additional 120 officers are
assigned to the two satellite Police Stations (Clearwater Beach and Countryside) and the
headquarters building. In October 1999, the International Association of Chiefs of Police
named the Clearwater Police Department as one of the top five Community Policing agencies
in the world.
The Police Department is a partner in a large number of profession-related and social
programs, ranging from the national AmeriCorps Program, a job-training umbrella for young
people interested in a career in law enforcement, to the Hispanic Initiative, (Operation Apoyo
Hispano), a public/private sector partnership with the YWCA, working to address the needs of
the city's burgeoning Hispanic population and investigation of Human Trafficking.
The International City Managers Association recognized the department in 2003 for its
Hispanic outreach program and again in November 2004 with the Mutual of America
Community Partnership Award for the same innovative program. Additionally, the department
actively seeks grant funding for many of its programs and initiatives and is currently managing
about $2 million in active grants.
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Clearwater's Police Chief is the president of the Clearwater Homeless Intervention Project, Inc.
(CHIP), a multi-agency, one-stop, all-inclusive center offering sustenance, education, training,
employment and transitional housing to homeless citizens who choose to participate in its
structured programs. CHIP has become a national model for cities exploring ways to assist
the disenfranchised.
The Police Department has long been a leader in law enforcement circles in the research and
application of technology, including the Computer-Aided Dispatch of calls for service,
computerized reports and records management systems, crime mapping and analysis and the
deployment of laptop computers for all Police Officers.
Traffic safety and enforcement are of paramount importance for the Clearwater Police
Department, as they are a priority with the city's citizens. In the department's survey of
residents, traffic regulation and enforcement consistently rank at the top of citizens' concerns.
The Police Department is committed to addressing these
concerns by using various tools and techniques, including
"traffic calming" through effective roadway design, public
education, and enhanced enforcement. The Police
Department is a charter member of the Pinellas County Traffic
Safety Team and the Pinellas Coalition Against Drunk Driving
and has a Traffic Section of officers who target enforcement
operations at high traffic crash locations and in response to
citizens' concerns.
The Police Department helps citizens ensure the safety and sanctity of their own
neighborhoods through Crime Prevention programs and the immensely successful
Neighborhood Watch Program. It helps to mold better citizens through the Officer Friendly
( elementary schools) and School Resource Officer (high schools) assignments. The
Department reaches out to Clearwater's residents through community meetings and a monthly
interactive television show, Blueline CPO, which is available through the department's web site
via streaming Windows Media Video. Additionally, a Citizen Police Academy is offered to
allow residents an inside view and experience the life of a Clearwater Police Officer and an
active volunteer program which supports police operations.
The Clearwater Police Department, having moved into the 21st Century through the adoption of
technology, training and professionalism, will continue to serve and protect the citizens of
Clearwater by reaching into every neighborhood to build trust, enhance communication and
expand citizen involvement in the department's mission. For additional information about the
Clearwater Police Department, its programs and services visit our web site at
www.c1earwaterpolice.orq.
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Public Communications
Douglas E. Matthews, Director
Mission Statement
Our mission is to strengthen and empower our communi!) through adive
dialogue and communication with
Cleanvater's residents, businesses and visitors.
Description of Services - The Public Communications Department operates C-VIEW 15, and
handles the city's overall public and media relations, special marketing projects to support city
programs, graphic communications, and city courier service.
C-VIEW - C-VIEW 15 is a government-access television station cablecast locally on channel 15 on
both Brighthouse and Knology@. The channel has produced a number of award-winning shows
and videos, and is recognized nationally as an example of good government access programming.
The channel cablecasts meetings of the City Council, Community Development Board, Downtown
Development Board and Municipal Code Enforcement Board. C-VIEW 15 also produces periodic
programs featuring community events and discussing city issues. Additionally, C-VIEW 15 covers
city elections, parades, Town Hall meetings, special city topics and other community interest
stories. Each year, C-VIEW 15 produces a number of public service announcements, which help
promote city events and city-sponsored activities. C-VIEW 15 offers streaming video through the
city's website.
C-VIEW 15 assists in satellite conferences for staff training, new employee orientation and
legal/code issues. When live or taped programming is not shown, a video bulletin board system
keeps viewers informed of job openings, legal announcements, Council agendas, emergency
announcements, recreation activities and other events.
Media & Community Relations - This division assists with all communications inside and outside
the city. This division coordinates all comprehensive marketing activities, which includes writing
and distributing media releases, internal/employee communications, photography,
event/ceremonial planning assistance, media relations counseling and training, strategic marketing
consulting and the development of editorial/position statements for the City.
As part of the marketing efforts for the City, the division is responsible for the communications of
special city activities and City Manager's initiatives. The Public Relations staff writes and distributes
press releases, a bi-annual Citizen's Guide, the Annual Report to citizens, Sunshine Lines
(monthly utility stuffer), and Connections (quarterly employee newsletter). Other initiatives include
C-News (a newsletter advertisement placed in the Clearwater Times), Viewpoint (City Manager's
internal newsletter), and Elements of Risk (risk management newsletter designed to reduce
employee accidents).
Graphic Communications - The Graphic Communications division is responsible for handling the
city's quick copy, graphic design, and press printing jobs. The Graphics team works with all city
departments to ensure that the city's graphic standards are being met, and that quick turnaround
and professional quality print materials are provided on jobs such as forms, stationery, brochures,
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utility stuffers, manuals, and posters. Other Graphic services include collating, binding, laminating,
and special awards coordination. Additionally, Graphics staff provides support to other city
departments needing specialty print jobs requiring the use of an outside vendor.
Courier
The Courier Service operates out of the Graphic Communications facility. It is responsible for all
mail delivery among city offices, as well as Council mail.
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Public Works Administration
Mahshid Arasteh, P.E., Administrator
Mission Statement
Together our mission is to provide engineering, design and
construdion services to the City rf Cleanvater and to maintain the
City's itifrastructure in an ~lficient manner. We are also committed
to provide the citizens rf Cleanvater, both regular customers and
visitors, with the basic essential senJit'es while operating within a
realistic, tYJst-iffective budget with a vision for the future.
Description of Services
Public Works Administration is divided into three departments consisting of Engineering,
Public Utilities, and Public Services.
Public Works Administration constructs, operates, maintains, engineers, manages and/or
administers the City's streets, sidewalks, traffic signals, signs, parking garages, parking lots,
bridges, wastewater treatment plants, and stormwater, potable water, reuse water and sanitary
sewer systems as well as providing engineering services to other departments. Functions also
include the regulation of public and private development and the protection and enhancement of
the natural environment.
The Enaineerina department provides services in the areas of project planning; environmental
services; engineering design; landscape architecture; plan review; surveying; traffic planning,
design, and operations Parking System maintenance and operations and parking enforcement.
The department is subdivided into the 1) Environmental and Stormwater Management Division,
2) Production Division, Project Development, 3) Parking System and 4) Traffic Division.
The Public Services department is responsible for urban forestry, construction inspection and
operation and the maintenance and repair of the City's streets, sidewalks and storm water utility
system. The department consists of five divisions, 1) Urban Forestry, 2) Construction, 3) Streets
& Sidewalks, 4) Public Services Complex Administration, and 5) Stormwater Utility.
The Public Utilities department is responsible for the monitoring, operation and maintenance of
the City's wastewater collection, three advanced wastewater treatment plants, drinking water
production and distribution and reclaimed water systems. The department is subdivided into the
Divisions of 1) Public Utilities Administration, 2) Water Distribution, 3) Reclaimed Water, 4)
Water Production, 5) Wastewater Collection, 6) Water Pollution Control (WPC), 7) Laboratory
Operations and 8) the Industrial Pretreatment Program.
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Public Works - Engineering
Michael Quillen, P.E., City Engineer, Director
Description of Services - The Engineering Department
is responsible for project management, engineering and
design for various elements of the City's Capital
Improvement Program, plus operation of the City's traffic and parking systems. Engineering
consists of four divisions, Environmental and Stormwater Management, Engineering Production,
Traffic Operations and Parking.
Environmental and Stormwater Management - Provides environmental services, stormwater
management, real estate services, and administration of the City's materials management
program. E&SM also coordinates all grant and legislative issues for Public Works.
.:. The Stormwater Management Program consists of the planning, design, and development
of stormwater studies and projects for: (1) water quality purposes; (2) habitat restoration
purposes; (3) flood control and drainage purposes; and (4) erosion/sedimentation control
purposes, to meet City and State required levels of service.
.:. The Environmental Program is responsible for the City's hazardous material management
program, coordination of groundwater remediation at City facilities, National Pollutant
Discharge Elimination System federal permit administration, and the acquisition of state-
mandated environmental permits. Essential water quality monitoring of City surface and
groundwater resources and public requested sampling, as may be required to support public
projects or regulatory requests, is also a significant program element.
Engineering Production - Responsible for final project engineering design and drafting,
landscape architecture, project bidding, and contract award. These services are provided for all
Public Works capital projects, as well as capital projects for other departments. Also
responsible for management of engineering and architectural consultant contracts, preparation
of presentations to the City Council and outside groups, and engineering review of private
development plans.
.:. The Surveying Group is included in production. It provides for the gathering of field
information on topography and infrastructure systems for project design and preparation of
construction drawings, field layout and alignment for construction of capital improvements,
and location of rights-of-way for regulatory requirements and removal of signs.
Traffic Design - The traffic engineering design division is responsible for lending support to all
public works projects in the design stage as well as the permit review stage. The traffic-calming
program that has brought many neighborhoods together to initiate interim and large-scale traffic
calming solutions is a part of this division.
.:. Traffic Operations - Responsible for the planning, geometric design and traffic operations
of roads, streets and highways, their networks, terminals, abutting lands and relationships
with other modes of transportation. It reviews plans of developments and impact on
adjacent street systems, initiates street lighting, administers transportation impact fees,
conducts traffic studies, analyzes accident problems, reviews public concerns and
complaints, and coordinates and maintains the Computerized Traffic Control System. This
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division also fabricates, installs, and maintains all traffic signal installations, pavement
markings and traffic signs under the jurisdiction of the City of Clearwater, including flashing
beacons, school signals and the marking of all City parking lots.
Parking System - The Clearwater Parking System is responsible for the administration, operation,
maintenance, and revenue collection for more than 3,000 City-owned parking spaces both on-
street and in numerous off-street facilities located throughout downtown and the beach; the Garden
Avenue Parking Garage and Municipal Services Complex Employee Parking Garage; the three
attended parking lots on south beach. Other services include the Resident / Employee Permit
Parking and the downtown Merchant Validation programs. The Parking System is also responsible
for parking enforcement and parking ticket processing.
The Parking System provides many important results: promotes parking turnover in commercial
districts, assists with relieving traffic congestion through efficient and well designed
ingress/egress points, meeting or exceeding all current Americans with Disabilities Act parking
requirements as well as maintaining itself as a self-supporting entity.
Engineering Department Priority Projects
.:. Beach Walk
· Reconstruct South Gulfview Boulevard as a curvilinear two lane road between Coronado Drive on
the north and the Adams Mark on the south;
· Add a center bi-directional turn lane on Coronado Drive;
· Remove the beachfront parking spaces in the South Gulfview parking lot;
· Construct a pedestrian promenade on the east side of South Gulfview, pedestrian and bicycle
paths on the west side, and sidewalk upgrades on Coronado; and
· Install streetscape throughout the project limits.
· Phase 1, Coronado Drive, will be complete in early 2007 with construction of the Gulfview phases
immediately thereafter.
.:. Stevensons Creek
· Watershed Study and Plan completed in August 2001.
· U.S. Corp. of Engineers has completed the design and construction plan for estuary
dredging.
· The estuary dredging construction is expected to start in - 2007.
· Watershed plan mplementation projects include Glen Oaks which is now_constructed
and Lake Bellevue Storm water Improvements which is currently being designed.
.:. Gulf to Bay Intelligent Transportation System (ITS)
· The Traffic Operations Division is currently working to upgrade to the existing
computerized traffic signal system.
· Completed in 2006 the first phase will establish an Intelligent Transportation System on
Gulf to Bay Boulevard from Bayshore Boulevard to Clearwater Beach.
· It will include new controllers, video monitoring of key intersections, communication with
motorists through Dynamic Message Signs and improved signal progression.
· Total costs = $5.4M, City share is $1.1 M. Remainder funded.
.:. Traffic Calming
· Construction is complete for Grandview Terrace.
· Design charettes for 8 neighborhoods conducted in July 2000.
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. Neighborhoods- North Greenwood, Skycrest, Betty Lane/ Jeffords, Saturn Avenue,
Fairwood Forest, Morningside, Greenlea/ Otten, and Hillcrest.
. Six Neighborhoods obtained 65% consensus, Betty Lane/Jeffords and Saturn Avenue
did not.
. Design & construction for neighborhoods reaching consensus is prioritized & scheduled
based upon number of accidents and will proceed in the order listed above.
North Greenwood and Skycrest are current in design.
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Streets & Sidewalks Division - Provides
maintenance and repair of the City's 302 miles of
paved streets, and provides sidewalk and curb
construction to ensure safe and well-maintained right-
of-ways for Clearwater's citizens and visitors. The
division supplies concrete and asphalt to other City
departments for in-house repairs. It also assists on
special projects as required by the City Manager's
Office and other City departments.
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Public Works - Public Services
Gary Johnson, C.G.C., Director
Description ot Services - The Public Services Department is located in the Public Works
Complex at 1650 North Arcturas Avenue. It consists of five divisions: Public Services
Administration, Construction, Right-of Way Maintenance has two; Urban Forestry and Streets &
Sidewalks, and Stormwater Maintenance.
Public Services Administration - Provides administrative support, supervision and management
of the Public Services Department and is responsible for operation and maintenance of the Public
Works Complex.
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Construction Division Provides public works
construction inspection functions. The construction
inspection function includes verification that both public
and private construction projects meet City requirements
and are in accordance with the plans and specifications
generated by Engineering, or approved by the Community
Development Services Department.
Right-ot-Way Maintenance:
Urban Forestry Division Provides
maintenance for all 28,270 City owned trees by
pruning limbs that create a hazard by blocking street
signs and traffic signals or grow too low over sidewalks
and roadways. This Division removes dead, declining
or diseased trees on right-of-ways and other City
owned property. The maintenance of the City's 6,900
palms is the responsibility of this Division
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Stormwater Maintenance - This program is responsible for maintenance and repair of the City's
120 miles of storm sewer mains, ditches, storm
manholes, catch basins, under-drains, and all other
drainage structures to help eliminate flooding of streets
and homes, and to ensure that all Federal, State, County
and City storm water runoff requirements are met. It
provides for maintenance and repair of City-owned lakes
and retention ponds. This Division sweeps the main
arterial roadways, Clearwater Beach, downtown
commercial streets and City parking lots, quite often and
semi-annually sweeps residential streets.
Public Services DeDartment Prioritv Proiects
.:. The Construction Division is currently involved with over 37 projects with a combined value
of over $64,000,000. They have instituted a Contractor Rating Program in an effort to
streamline the inspection process and provide the highest quality construction projects.
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.:. The Adopt-A-Street Program, established in
compliance with item 13 under the NPDES (National
Pollutant Discharge Elimination System) enlists the
services of volunteers to periodically pick up litter and
trash along streets within the City's jurisdiction. Public
Services actively promotes and supports this program,
supplies Adopt-A-Street signs, coordinates trash
collection, and provides required reports to the NPDES
and the Environmental Protection Agency.
.:. The Urban Forestry Division was created in 1997 with a goal of maintaining all publicly
owned trees in a professional and proactive manner. The first task was to procure grants
totaling $30,000 to complete a computerized inventory
of all trees growing in street right-of-ways, city parks
and around municipal buildings. Individual trees were
inspected, assigned a serial number and assessed in
regards to the tree's size, species, overall condition,
economic value and specific maintenance needs. The
inventory provides important information relating to
public safety as it identifies trees that are declining
and in need of removal, trees growing too low over
streets and sidewalks and trees blocking traffic signs or causing sight distance problems at
intersections.
.:. The City Tree Bank fund is utilized to pay for new tree planting projects on public properties or
for programs that enhance urban forestry in Clearwater. Money accrues in the fund from new
development projects that exceed tree removal per specifications of the City's Land
Development Code. The Tree Bank is administered by the Public Services Department and
provides the funds for the annual tree give-away program for our citizens.
.:. The Department is constantly seeking ways through innovative means and training to provide
for a more efficient & effective managed construction, right-of-way maintenance, and
stormwater maintenance divisions.
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Public Works - Public Utilities
Andrew M. Neff, P.E., Public Utilities Director
Description of Services - The Public Utilities Program monitors, operates
t and maintains the City's wastewater collection, water pollution control,
t water and reclaimed water systems. The program is subdivided into
Administration, Wastewater Collection, Water Pollution Control, Laboratory
Operations, Industrial Pretreatment, Water Production, Water Distribution and Reclaimed Water.
Public Utilities operations currently consist of 175 full-time employees.
Public Utilities Administration is responsible for effective coordination of all water,
wastewater, water pollution control and reclaimed water administrative and fiduciary functions to
provide safe products and reliable service to the department's customers.
Wastewater Collection provides for safe collection and transmission of wastewater through the
City's underground sewer mains, collectors and interceptor lines to the wastewater treatment
plants. The operation consists of two subsections: Sanitary Sewers and Pump Station/Motor
Shop.
Water Pollution Control (WPC) Plant Operations provides daily wastewater treatment,
surface discharge, disposal and production of reclaimed water. The operation consists of three
advanced wastewater treatment facilities.
Laboratory Operations provides sampling, analysis and support services to Water, Water
Pollution Control and Industrial Pretreatment programs.
Industrial Pretreatment (IP) Program monitors and regulates industrial users and enforces the
City's Industrial Pretreatment Ordinance, including the grease management program.
Water Distribution transmits and distributes the City's public potable water supply consisting of
water purchased from Pinellas County (10 million gallons per day [mgd]) and City well
production (3 mgd). Functions include system, fire hydrant and valve maintenance, back-flow
prevention, meter change-outs and customer-related activities.
Water Production monitors, operates, and maintains the City's water supply facilities which
includes a reverse osmosis water treatment plant,
three pumping stations, seven ground and elevated
storage tanks, nineteen wells, and seven county
inter-connections, in order to provide the City with a
reliable potable water supply.
Reclaimed Water is responsible for storage,
pumping, transmission, system maintenance and
distribution of reclaimed water for irrigation use. The
intent of this program is to replace drinking water
used for irrigation, with reclaimed water.
Public Utilities is pursuing an integrated approach to
water resource management. The approach links
increasing local water production with expansion of our reclaimed water program, to maximize
the benefits of both services to our community. Increasing local water production helps lower
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costs by avoiding higher costs associated with regional water purchases. Expanding reclaimed
reduces potable water demand and offers an alternative to irrigation from other sources, to help
protect our aquifer, allowing more capacity for public potable supply. Expansion of our reclaimed
water system allows our customers to have a drought-resistant irrigation source, while reducing
nutrient loading to the Gulf and the Bay.
Public Utilities Priority Projects
.:. Inflow and Infiltration Reduction Program - The goal of this program is to improve the
operation of the wastewater collection system, reduce sanitary sewer overflows, and
eliminate the treatment of groundwater in the Wastewater Treatment Plants (WWTPs).
Repairs to pipelines and manholes reduce unwanted inflow/infiltration of rainwater and
groundwater, restoring pipeline capacity and reducing the possibility of sanitary sewer
overflows. Reduction of rain/ground water flow also benefits operation of the WWTPs.
.:. Sustaining and Increasing Local City Water Production - This effort is a continuation of
improvements made to some of our water production wells within the City and furthering the
effectiveness of the Reverse Osmosis (RO) Water Treatment Plant. Since it is more cost
effective to retain City water production facilities, projects for the future include drilling
additional water wells: 1) to increase current water well production; 2) to increase water
production from the new RO Plant while expanding the operation of the plant; and 3) to
blend with water supplies from the County. Other projects will improve water production
electronic controls and study other methods to increase local production. Additional
rehabilitation of existing wells may be required in the future. Projects for this effort are
planned to start in 2004 and continue over the next several years.
.:. Biosolids Treatment - This project provides for rehabilitation of the anaerobic digesters and
associated equipment at the Northeast and Marshall Street Advanced Wastewater
Treatment Plants. The digesters are designed to consume biosolid material (through
microbiological action), a solid waste byproduct from the wastewater treatment process. By
digesting, fewer solids will be transported from the facility, thereby saving hauling costs.
The first phase of this project, the rehab of the digesters at Marshall Street, and one at the
NE AWTP, has been completed and is now operational. The rehab of the second digester
will be designed in FY 07 and built in FY 08.
.:. Wastewater Treatment Plant Upgrades - The goal of these projects is to meet present and
future health and environmental needs of the City. The upgrades are treatment plant odor
control, nutrient removal, solids handling, auxiliary power, and disinfection processes. The
Advanced Wastewater Treatment Plant Master Plan includes these projects from FY
2004/2005 to FY 2009/2010.
.:. Drew and Union St. Reclaimed Water - The goal of this project is to provide reclaimed
water to the residences and business in the area of Drew and Union Streets for irrigation.
This project was broken into two phases: Phase I (completed) consisted of the installation of
new reclaimed water mains; Phase II is the construction of two booster pump stations, which
will maintain adequate pressure in the reclaimed water mains. Expected project completion
is December 2006.
.:. Seville/Sunset Drive Reclaimed Water System - This project provides for reclaimed water
service to the Seville area (between US Hwy 19 & Tampa Bay, south of Gulf-to-Bay Blvd.)
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and Sunset Drive (at Clearwater Harbor, north of the bridge). This project has been
completed.
.:. Del Oro Reclaimed Water Project - The goal of this project is to supply reclaimed water to
the businesses and residences within the boundaries of Gulf-to-Bay Blvd. (North to Ruth
Eckerd Hall Dr.), McMullen Booth Rd. (East to Bayshore Blvd), and East along SR 60 (to
Clearwater Christian College). This project will provide reclaimed water for irrigational needs
to approximately 600 residences, 20 commercial buildings and 2 recreational customers.
Project completion is anticipated for May 2007.
.:. Morningside Reclaimed Water Project - The goal of this project is to supply reclaimed
water to the Morningside, Meadows, and Grovewood neighborhoods and to The Oaks
retirement facility. We estimate the service of reclaimed to approximately 700 residences, 8
commercial buildings, 2 recreational and 1 industrial customer when completed. A public
education effort followed by a community commitment to attain at least a 50% connection
rate will determine if this project moves forward. The project has not gone out to bid yet but
the expected construction completion date is December 2008, if 50% connection rate is
attained.
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Solid Waste/General Services
Tom Downes, Director
The miSSion of the Solid Waste/General Services department is to provide Solid Waste and
Recycling services to the citizens of Clearwater, and Building Maintenance, Fleet Maintenance and
Radio Service to City departments. Because the scope of the department is so broad, the mission,
descriptions and strategic objectives are separated into the basic programs of Solid Waste and
General Services.
Solid Waste & Recycling
Solid Waste/Recycling is an integrated municipal
solid waste management organization consisting of
134.5 full time equivalent (FTE) personnel with
responsibilities divided into 9 cost centers: Solid
Waste Administration, Residential Collection,
Commercial Collection, Roll-Off Collection, Transfer
Station, Container Maintenance, Residential
Recycling, Multi-Family Recycling and Commercial
Recycling.
Mission Statement
To provide prompt, reliable solid waste
and rerycling seroices to the dtizensof
Clearwater within approved financial and
stqffing resources while maintaining the
lowest feasible rates.
The department provides solid waste collection, transfer, disposal, container maintenance and
recycling to approximately 26,800 single-family residences, approximately 27,000 multi-family living
units and approximately 2,300 commercial establishments throughout the Clearwater area. In
addition, Solid Waste/Recycling manages Recovered Material Dealer registration and reporting.
Administration - Solid Waste Administration exercises direct supervision of the Solid
Waste/Recycling system that includes commercial and residential collection, roll-off sales,
collection and service, transfer station, container maintenance and recycling. It provides planning,
policy direction, operating guidance, personnel management, payroll services, budget development
and enforcement, customer service and complaint resolution, code enforcement, equipment and
supply procurement, training, safety supervision and liaison with Pinellas County solid waste, fleet
maintenance and to other support agencies. The program consists of 7.5 full time equivalent
(FTE) positions: a Director (0.5), Assistant Director, Controller, Senior Accountant, Senior Staff
Assistant, Account Services Coordinator, Customer Service Representative and an Accounting
Technician. The administrative team represents over 100 years of combined experience in solid
waste operation and support knowledge.
Solid Waste Collection: Residential and Commercial - This program is responsible for the
collection and disposal of commercial refuse, residential refuse, roll-off refuse, scrap metal and
yard waste. Commercial collection uses two-person crews, services approximately 2,300
customers and consists of seven routes, five days a week and one route on Saturday and Sunday.
Roll-off service (201 open-top containers and 80 compactors) is provided six days per week with
six trucks and drivers. Residential collection serves approximately 26,800 customers and consists
of 11 automatic side-loader refuse routes and one manual route. Yard waste and trash collection
consists of four rear-end refuse loaders five days per week. Bulk yard waste, old appliances, etc.,
are collected by four hydraulic fork Uaws) trucks five days per week. A one-person operated four
wheel drive articulating automated trash basket vehicle empties 140 trash containers on
Clearwater Beach and the main thoroughfares of Clearwater Beach seven days a week. A
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manual, rear loading refuse truck with a one-person crew services trash receptacles at 104 park
locations, as well as sidewalk containers on the beach and in the downtown area five days per
week. There are 84.0 FTE's, 47.0 in Residential Collection, 29.0 in Commercial Collection and 8.0
in Roll-off Collection.
Solid Waste Transfer Station - The Solid Waste Transfer Station is a facility that accepts garbage
from route collection vehicles and compacts it into tractor/trailer rigs for the long haul to the Pinellas
County Resource Recovery (Waste-to Energy) Plant. The Transfer Station operates two
compaction pits and seven tractor/trailer rigs. The Transfer Station operates six days per week,
and on a heavy work day transfers 650 tons of refuse to the County Resource Recovery Plant, a
27-mile roundtrip. The Transfer Station provides certified weights of all in- bound solid waste
vehicles. The Transfer Station maximizes the efficiency of the route trucks by allowing them to
dump quickly and return to route collection. Turn-around time to dump at the Waste-to Energy
Plant can take up to 1 % hours. Since the Transfer Station's volume of garbage has increased from
the collection vehicles, the addition of one tractor/trailer and one FTE last fiscal year reduced wait
times to previous levels.
Solid Waste Container Maintenance - Container Maintenance is responsible for the maintenance
of approximately 3,600 commercial Dumpsters, 27,000 residential black barrels, 1,200 multi-family
recycling carts, 27,800 curbside recycling bins, 201 open roll-off containers and 58 compactors.
This program maintains, repairs, and does major refurbishment of containers to extend use to the
maximum cost-effective life of the container before replacement. It also installs, maintains and
does contract repair on roll-off compactors. Container maintenance issues containers to new
customers, picks up containers upon termination of service and replaces or makes on-site repairs
to damaged containers.
Recvclina
Residential - The Residential Recycling program provides curbside/curb sort recycling to
approximately 26,800 single-family residences in Clearwater, 1,427 single-family residences in
Belleair and 215 single-family residences in unincorporated Pinellas County. The program
operates 30 recycling routes divided into 6 routes, 5 days per week. The Residential Recycling
program collects newspapers, aluminum and steel cans, mixed paper and plastic bottles.
Recyclables are processed and marketed through the Solid Waste Recovered Materials
Processing Center at the Solid Waste complex. The Residential Recycling rate for 1995 through
1997 was $2.05 per household. This rate decreased to $1.99 on 1/1/98, and decreased again to
the current rate of $1.95 on 4/1/99.
Multi-Family - The Multi-Family Recycling program provides recycling service to apartments and
condominiums of five living units or larger. The program operates 8 recycling routes to serve
approximately 27,000 units in Clearwater, and 1,100 in Belleair. Recycling services are provided
through the use of Dumpsters, clusters of 90-gallon semi-automated carts, or a combination of
both configured into mini drop-off centers. Complexes on the program before January 1, 1996
continue to be billed at the contract rate. Multi-Family complexes not already participating in the
program are billed $1.45 per living unit per month for recycling services. The Multi-Family
program is designed to collect newspaper, aluminum and steel cans, mixed paper and plastic
bottles.
Commercial - The Commercial Recycling program is designed to provide our commercial
customers with a balance between the Solid Waste services (consisting of collection and
disposal of garbage and trash) and the recycling services, while saving the customer money. To
achieve this, the Commercial Solid Waste Program Coordinator calls on each business and
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tailors a program to the needs of the establishment. Service contracts are obtained for services
rendered. The program uses flexible rates tailored to be competitive with private recycling
companies. The Commercial Recycling program operates five recycling routes, five days per
week to serve approximately 385 business establishments. The Commercial Recycling program
collects old corrugated cardboard, newspapers, aluminum and steel cans and mixed paper.
Service for the program is provided with Dumpsters, semi-automated carts, or a combination of
both. Innovative cooperative marketing agreements with the cities of Dunedin, Largo, Safety
Harbor, Gulfport, Indian Rocks Beach and Belleair, as well as the Pinellas County Solid Waste
Department are in place. This has allowed the program to fully utilize its processing center,
attract volume markets and enhance pricing commodities. The Recycling processing facility has
averaged approximately 1,200 tons per month of processed and shipped recyclables this past
year.
The Clearwater Solid Waste Department's goal is to provide top-quality service to our citizens while
keeping costs down. We believe that the best way to keep Clearwater clean and sparkling is to
make it easier for our citizens to dispose of refuse through us than by any other means. We work
very hard toward that end. Customer service is the cardinal tenet of our philosophy.
General Services
Description of Services -- General Services
consists of 85.2 FTE employees divided into
five divisions: Administration, Building and
Maintenance, Fleet Operations, Fleet
Replacement and Radio Communications. Its
main goal is to provide high quality service to
all departments and divisions of the City in a
timely, efficient and economical manner, so
that those departments may in turn effectively
serve the citizens of Clearwater.
Mission Statement
The mission o/General Services is to provide quality
service to all departments and divisions 0/ the City 0/
Clearwater. General Seroil'es'foms is on ifftcienry so
that users 0/ building & maintenance services, }leet
maintenance servil'es and radio l'(Jmmunitations tan
cost-effectivelY seroe the citizens 0/ Clearwater.
Administration -- Consists of the Director (0.5), Assistant Director, Senior Accountant,
Administrative Analyst, two Staff Assistants and two Accounting Clerks, (7.5 FTE's).
Administration is responsible for executive oversight of the department, which includes the
implementation of City policy and operational and financial management.
The Buildina and Maintenance Division -- Consists of 36 (35.7 FTE's) employees, and is
responsible for the maintenance of all City facilities and the performance of renovation work and
small construction projects. This includes electrical, plumbing, air conditioning, carpentry, masonry,
roofing, painting, stationary emergency generators and overseeing contractual services (e.g.,
custodial, elevator, glass cleaning, pest control, etc.). The City has 195 buildings, 500 air
conditioners (with cooling capacity of 3,200 tons) and approximately 1,590,000 square feet under
roof. This division also administers CIP programs for roof repairs, roof replacements, AlC
replacements, painting of facilities, flooring of facilities and elevator maintenance.
Building and Maintenance also furnishes technical assistance to other departments on subjects
such as lighting analysis, air conditioning load calculations and compliance with the Americans with
Disabilities Act. The Division also reviews blueprints for new construction projects to ensure
construction methods and materials are of adequate quality so the City can maintain the structures
cost effectively over the long term.
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The Fleet Maintenance Division - Consists of 40 employees and is responsible for approximately
1,500 units of equipment, both on-road and off-road and 56 stationary emergency generators. The
division is divided into eight sections for efficiency: Operations, Administration, Training and Safety,
Light Truck-Automotive, Heavy Equipment, Small Engine, Solid Waste Equipment and Fabrication.
The sections allow the technicians to become more specialized and proficient with selected types
of equipment rather than generalized across the City's diversified fleet.
Fleet's services include providing:
. Equipment Repair
· Fuel - Management of approximately 1,025,000 gallons of fuel through proper daily fuel
purchases at the lowest cost, review of miles-per gallon for fuel efficient vehicle purchases and
review of off-site fuel purchases through Voyager program,
· Preventive maintenance service to extend equipment life and reduce costly repairs.
· Fabrication/modification to meet special departmental needs. Examples are design and
building of special purpose equipment, outfitting Police, Fire and Service Vehicles with
emergency response equipment, radio, computer, camera systems and GPS installation, and
other special devices for safety and special operations.
· Warranty Repairs - Fleet Maintenance also serves as a warranty agent for several
manufacturers, i.e., Heil, Peterbilt, and some Ford products. Fleet is authorized to perform
warranty repairs on-site, saving time and travel. Fleet also can perform these repairs for
neighboring municipalities.
Radio Communications - Consists of 2 employees. This section is responsible for approximately
2,000 units of equipment (portable, mobile, modems and associated radio equipment). Each radio
technician is trained in the proper operation of the equipment. The division is responsible for
maintaining all equipment to provide continuous service to customer departments.