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05.25.2022 - City Council MinutesCity of Clermont MINUTES CITY COUNCIL RETREAT May 25, 2022 CALL TO ORDER The City Council met in a workshop session on Wednesday, May 25, 2022 in the Clermont City Council Chambers. The retreat was called to order at 9:00 am with the following Council Members present: Mayor Murry, Council Members Pines, Entsuah, Bates, and Purvis. Other City officials present were City Attorney Mantzaris, and Deputy City Clerk Wisniewski. OPENING COMMENTS City Manager Bulthuis stated that the purpose of this retreat is to give an overview of where the City is financially this fiscal year. We are currently working on the proposed budget for this next fiscal year. At this time, we are looking for the goals and priorities of the City Council for next year. Each department has prepared a presentation, and encouraged questions to have a clear understanding of where the department is currently and where they need and want to be moving forward. Mr. Bulthuis explained that we will be looking at the budget a little differently than we have in years past. Instead of looking at the budget as a whole we will be looking at the General Fund and Infrastructure Fund, which are the two major funds that we operate out of. AGENDAITEMS 1. Budget Background and Outlook City Manager Bulthuis explained that only 40 percent of the revenue in General Fund is from property taxes. Out of a $36 million budget, only $17 million comes from property taxes. Mr. Bulthuis did an overview of expenditures and stated that the majority of the budget goes to the Police and Fire Departments. He stated that the Infrastructure Fund brings in $4.4 million. The current fiscal year started with $10.5 million in the Fund Balance. Council Member Entsuah questioned if the General Fund seems low compared to previous years. Mr. Bulthuis explained that we are close and currently operating on a balanced budget. Mr. Bulthuis gave an example of how the City budgets for the year. He spoke about the Infrastructure Fund and what he is proposing to do with the funds next fiscal year. A current issue is that the roof at the Arts and Recreation Center needs to be replaced at a cost of $1 million which needs to be done this fiscal year. Mr. Bulthuis reviewed the funds allocated to departments and where all the funds have been expended. If it were not for ARPA funds, we would not have been able to finish certain projects this year including Streetscape 3 and the Public Works building. We still have $4 million remaining of ARPA funds, which his allocated to pay off the current parking lot and buy additional property for additional parking lots downtown. Next, he reviewed the 2019 General Fund Budget and how it has changed compared to this current fiscal year. Vacant positions and salaries were discussed. Mayor Murry inquired if the current budget includes the pay increase approved by Council, and was told that it was included. Deputy City Manager Davidoff explained that the budget includes new positions, salary increase and new union contracts. 1 City of Clermont MINUTES CITY COUNCIL RETREAT May 25, 2022 Mr. Bulthuis reviewed the actual, projected, and revised budget. During the budget workshops, Council will be presented with the department's requests, recommendation from the City Manager and Council approvals. Discussion ensued about property taxes and the projected growth is approximately $1.2 million annually. There was discussion on millage rates, tax revenue and the possibility of imposing a Fire Assessment fee. City Attorney Mantzaris stated there is developing methodology for the amount of a Fire Assessment fee and a study can be conducted to determine the amount of funds that fee would generate, if imposed. Mr. Bulthuis reviewed the budget reports that he receives from each department. The city does not currently use encumbrances so we do not know the year to date expenses until all bills are paid. The City does not currently track expenditures, and the Finance Department does not know until a bill is paid. A new software is being implemented to include encumbrances in order to track year to date expenses in real time. Council Member Pines expressed concern with maintaining the same millage rate for the last seven years. Mr. Bulthuis spoke about the utility administrative fees collected and the process of transferring funds from water and sewer to subsidize the General Fund. City Attorney Mantzaris stated here is a Bill in Legislature that may return next year that will limit the transfer of funds within government. Council Member Entsuah stated if Council adjusts the millage rate then the citizens need to informed and educated. Mr. Bulthuis explained the City will receive the tax rolls in June and will have more information. Discussion commenced regarding impact fees and Mr. Bulthuis explained the City will be conducting an impact fee study to determine adjustments. The impact fees were last adjusted in 2013. Department Priorities Discussion Planninc and Development Services Planning Director Henschel gave an overview of the Planning and Development Services department, where they are currently and where they are headed in the next couple years. A couple of the big projects in the department are updating the Comprehensive Plan and annexing properties under the clause of the utility agreements. Council Member Entsuah inquired about the city contacting owners when annexed into the city. Mr. Henschel explained that staff does speak to the owners. There are two phases of this process and in phase one it is mostly commercial with only one owner. Phase two is subdivisions which is more difficult to speak to each owner. City Attorney Mantzaris explained that for years the City of Clermont could not legally annex property that was utilizing our utilities until we had an Interlocal Service Boundary Area (ISBA) agreement. Discussion ensued regarding proposed changes to the Lane Development Code. City Clerk Deputy City Clerk Wisniewski reviewed the current statistics of the City Clerk's office and the continuous growth of the department. Ms. Wisniewski reviewed the functions of the department including the cemetery, lien requests, records, and elections. 2 City of Clermont MINUTES CITY COUNCIL RETREAT May 25, 2022 City Manager Bulthuis remarked the cemetery will sell out in the next five (5) years and will need to either buy more land or just maintain the existing cemetery once it is sold out. The consensus from Council was to find land to expand the cemetery. There was discussion about the costs and rules and regulations of the cemetery. City Clerk Howe will be presenting proposed changes to the fees and regulations to the Council in the next 60 days. Information Technology Information Technology Director Fountain reviewed the I.T. department statistics along with what the department does for the City and every other department in keeping the network up and running to making sure our connections are safe. Mr. Fountain provided an overview of the I.T. department to move forward as the City grows. There was discussion regarding the fiber throughout the City and that new fiber will need to run to Wellness Way for a Fire Station. Council Member Pines asked about the current servers and the cost to update them. Mr. Fountain said the cost would be approximately $13,000 and explained as technology changes and updates, there is a need to stay current. Finance Finance Director Brosonski reviewed the divisions within the Finance department. Ms. Brosonski provided an overview of utility billing, accounts payable and payroll. She provided statistics on the functions of the department to include bills, customers and phone calls. Council Member Purvis expressed concern about high water bills and the system purchased to identify leaks and questioned the functionality of the system. City Manager Bulthuis remarked that the meters are connected to antennas. Public Works Director Brunson explained they put antennas with the lift stations and the antennas are not picking up some of the meters. They are conducting a study and are relocating antennas to pick up information. The leaks are identified after 7 consecutive days. Council discussed the different companies we use for credit cards and inquired about the health insurance fund. Human Resources Human Resources Director Ohlinger provided an overview the Human Resources department. There are currently 98 vacancies across the City. A portion of those positions are seasonal employees. Discussion ensued regarding what is being called "The Great Resignation" and how more employees are leaving companies to work from home, the City's benefits package along with how to market to prospective employees. Procurement Procurement Director Suarez gave an overview of his staff and reviewed the duties of the Procurement department which includes, managing p-cards, fuel cards, and inventory of the city. Procurement also manages all surplus inventory and sell at auction. Mr. Suarez said they are currently working on a Purchase Order system with Finance and expect to go live on October 1, 2022. City of Clermont MINUTES CITY COUNCIL RETREAT May 25, 2022 Mr. Suarez provided an update on the future of the department. The Procurement software is 13 years old and will need to be updated. Buildinu Services City Manager Bulthuis explained that the Building Department is a fund to itself and the funds are not a part of the General Fund. Building Services Director Widican gave an overview on the functions of the Building department which include handling Business Tax Receipts and Building Permits. Ms. Widican said they are updating their software and hope to have that done by the end of 2022. Currently, the department is using a third party vendor to assist with inspections and plan reviews as they search for applicants. Mr. Bulthuis spoke about the industry standard problem with finding inspectors. Ms. Widican reviewed the residential and commercial projects scheduled for next year and the estimated impact fees the City will receive from the projects. Parks and Recreation Parks and Recreation Director Foreman reviewed the strengths, areas of concerns and growth opportunities within the department. The current concern is that the Arts and Recreation Center (ARC) roof needs to be replaced. Mr. Foreman spoke about the events, shows, community garden, pickle ball and other projects within the department. Council Member Bates asked about the current state of the roof at the ARC. Facility Manager Suzanne O'Shea stated there are leaks during bad storms. It is difficult to trace where the leaks are coming from because there are so many deficits all over. The current quote to repair the entire roof is $995,000. Mayor Murry expressed that this is a priority. Mr. Bulthuis stated the funds are allocated in this year's budget in the infrastructure fund and requested direction from the Council. Council came to a consensus to move forward to get the roof repaired. Mr. Bulthuis explained to Council the year started with $3.1 million in recreation impact fees that are unallocated. The City has received requests to build a skate park however the City does not have enough space to build one. Mr. Bulthuis discussed different properties staff has considered and the options in the area for a skate park. He requested ideas to use the Recreation impact fees in the future. Discussed ideas such as the 8' Street marina as well as the pool at the Arts and Recreation Center. Also, discussed land for a Community Center with a skate park included. Deputy City Manager Davidoff informed Council that the State Department of Environmental Protection (DEP) came to us a few weeks ago. When the boat ramp was built, the City had to give away portions of our land uses in order to put the ramp in. They stated that previously they forgot to tell us that the original boat ramp at 4"' Street needed to be removed. The cost to remove that boat ramp is $79,000 and have given the city time to remove it. 4 City of Clermont MINUTES CITY COUNCIL RETREAT May 25, 2022 Commissioner Parks Commissioner Parks gave an overview of what is going on in the County. He stated that new roads are all on track despite having no asphalt for days because of supply issues. Council Member Purvis asked if Hartwood Marsh Road was being pushed back a year, and was told by Mr. Parks that he is looking into it. City Manager Bulthuis explained that the cost for the road will be $13 million. Currently Lake County is having to provide full funding at the start of the project. There is funding from the State forthcoming which Lake County can allocate two years in advance. If Lake County waits a year to start the road, they have the opportunity to have $7 million in advance of the project. Mr. Parks expressed this is the number one project in the County. They discussed the Hancock Road design and the building of Hooks Street. Discussion ensued regarding property owned by the City of Clermont and partnering with Lake County to build affordable housing. Mr. Parks talked about the Strong Towns presentation and the process. Fire Department Fire Chief Ezell provided an overview of the department and staff. Chief Ezell reviewed the priorities of the Fire Department. Chief Ezell spoke about the community driven strategic plan and will present the plan to Council for them review and provide feedback. The current priority is cancer prevention. The Fire Department will be purchasing an additional filter on the trucks to filter the diesel smoke that comes out when they start the trucks. Chief Ezell stated the Fire Department has a number 1 ISO rating. Council Member Purvis asked if the houses in Wellness Way can cause us to lose the number 1 rating since they are further from a fire station. The City is working on that but it could be a possibility. Chief Ezell reviewed the priorities for 2023 including personnel, training, and equipment. There was also discussion about the fire station that needs to be built in Wellness Way and if the building will be a joint Police and Fire building. City Manager Bulthuis spoke about Fire Station 2 and the impact on that station with Wellness Way coming. There is no current funding in place to build a section off Hancock Road and this road is vital to us. Until we build a fire station in Wellness Way, Hancock would be a straight shot from Fire Station 2 instead of having to go out to U.S. 27. He provided an update on the status of Fire Station No. 2. It will cost approximately $10 to 12 million. The City would have to issue a 15 year bond to pay for it. It would hit the General Fund annually at $1 million per year. The City is currently at 8 to 9 months to design the building and a year to build. The consensus from Council was to move forward There was discussion regarding Wellness Way including properties and paying for buildings. CLOSING COMMENTS City Manager Bulthuis stated that Public Works and Police Department presentations will be presented to Council at the next workshop. 5 City of Clermont MINUTES CITY COUNCIL RETREAT May 25, 2022 ADJOURN: With no further comments, this workshop adjourned at 5:05pm. ATTEST: Tracy Ackroyd Howe, MMC City Clerk 444-�A a 419' N. APPROVED: Tim Murry, Ma_ or CLERWLow -' ce of Chxrpions CITY OF CLERMONT COUNCIL CLERMONT CITY HALL COUNCIL RETREAT AGENDA 9:00 AM, Wednesday, May 25, 2022 City Council Retreats are for information gathering and discussion purposes. The City Council will not vote on any issues at Retreat meetings. The Council reserves the right to discuss additional items or delete items from the tentative agenda. Budget Background and Outlook Department Priorities Discussion Adjourn Public Notice In accordance with the Americans with Disabilities Act of 1990, persons needing special accommodations to participate in this proceeding may contact the Office of the City Clerk at (352) 241-7331 (Voice) no later than two (2) business days prior to the proceeding or by contacting the City Clerk's Office at cityclerk@clermontfl.org. TTY users may call via 711 (Florida Relay Service) no later than two (2) business days prior to the proceeding. Please be advised that if you intend to show any document, picture, video or items to the Council or Board in support or opposition to any item on the agenda; a copy of the document, picture, video or item must be provided to the City Clerk for the City's records. GENERAL FUND REVENUES Property Taxes $ 14,792,842.00 40.10% Service Tax $ 5,745,000.00 15.58% State Revenue Sharing $ 4,411,400.00 11.96% Franchise Fee $ 3,368,000.00 9.13% Transfers from Enterprise Funds $ 2,456,542.00 6.66% Admin Assement to Funds $ 1,481,490.00 4.02% State Grant Fire Pension $ 600,000.00 1.63% Local Option Fuel Tax $ 535,000.00 1.45% Planning & Platt Fees $ 492,000.00 1.33% City Rentals $ 443,745.00 1.20% County EMS Tax $ 375,000.00 1.02% SRO Agreement $ 335,696.00 0.91% Federal Grants $ 297,921.00 0.81% CPAC Fees $ 269,000.00 0.73% Fire Fees $ 249,212.00 0.68% Payment in Lieu of Tax $ 205,030.00 0.56% Recreation Fees $ 176,500.00 0.48% Reimbursements $ 114,116.00 0.31% Clerk Lien Fees $ 110,000.00 0.30% Garden Grant $ 90,000.00 0.24% County One Cent Gas Tax $ 85,000.00 0.23% Rebates/Misc. $ 80,000.00 0.22% Police Fines $ 70,000.00 0.19% Interest $ 52,000.00 0.14% Code Violations $ 25,000.00 0.07% City Business Tax $ 15,000.00 0.04% Law Enforement Education $ 7,500.00 0.02% Water Craft Permits $ 3,000.00 0.01% $ 36,885,994.00 S218.467 $420,990 Fleet Maintenance 1% $2,236,915 Facility/Grounds Maintenance 6% $1,216,514 Street Transportation & Maintenance 3% 2021/2022 GENERAL FUND EXPENDITURES $44,789 City Council 0% $1,073,219 Finance t7,300 0 ° egal 1% $956,305 ig & Development Services 3% GENERAL FUND INFRUSTRUCTURE FUND TOTAL GENERAL FUND & INFRUSTRUCTURE FUND REVENUES EXPENDITURES Fire Police Debt Service Street Transportation & Maintenance Grounds & Maintenance Information Technology Parks & Recreation Arts & Recreation Center Finance Facility Maintenance Capital Outlay Buildings Performing Arts Center City Manager Planning & Development Services Events/City Center/Waterfront General Government Human Resources Fleet Maintenance City Clerk Procurement Services Fire Inspection Economic Development Legal Engineering/Inspections City Council Historic Village TOTAL EXPENDITURES $ 36,918,594 $ 11,859,152 31.93% $ 11,541,046 31.08% $ 218,467 0.59% $ 1,109,879 2.99% $ 1,394,024 3.75% $ 995,493 2.68% $ 1,023,286 2.76% $ 1,166,396 3.14% $ 1,073,219 2.89% $ 810,860 2.18% 0.00 % $ 808,998 2.18% $ 798,029 2.15% $ 793,537 2.14% $ 670,435 1.81% $ 497,742 1.34% $ 500,227 1.35% $ 420,990 1.13% $ 408,046 1.10% $ 307,798 0.83% $ 246,410 0.66% $ 162,768 0.44% $ 147,300 0.40% $ 106,635 0.29% $ 44,789 0.12% $ 32,031 0.09% $ 37,137,557 REVENUES OVER (UNDER) EXPENDITURES $ (218,963) FUND BALANCE BEGINNING OF YEAR $ 10,526,709 FUND BALANCE - END OF YEAR $ 10,307,746 $ 4,403,000 $ 1,031,878 15.96% $ 794,964 12.30% $ 2,030,614 31.41% $ 605,268 9.36% $ 60,203 0.93% $ 414,508 6.41% $ 152,911 2.37% $ 240,000 3.71% $ 1,015,000 15.70% $ 83,000 1.28% $ 5,583 0.09% $ 31,043 0.48% $ 6,464,972 $ (2,061,972) $ 2,685,024 $ 623,052 $ 12,891,030 29.56% $ 12,336,010 28.29% $ 2,249,081 5.16% $ 1,715,147 3.93% $ 1,454,227 3.34% $ 1,410,001 3.23% $ 1,176,197 2.70% $ 1,166,396 2.68% $ 1,073,219 2.46% $ 1,050,860 2.41% $ 1,015,000 2.33% $ 891,998 2.05% $ 798,029 1.83% $ 793,537 1.82% $ 676,018 1.55% $ 528,785 1.21% $ 500,227 1.15% $ 420,990 0.97% $ 408,046 0.94% $ 307,798 0.71% $ 246,410 0.57% $ 162,768 0.37% $ 147,300 0.34% $ 106,635 0.24% $ 44,789 0.10% $ 32,031 0.07% $ 43,602,529 2021/2022 INFRASTRUCTURE FUND EXPENDITURES $2,030,614 Debt Service 31% $5,583 Events/City Center/Waterfront 0% $83,000 Performing Arts Center 1% $152, 911 Parks & Recreation 2% ac4u,uuu Facilities Maintenance 4% $414,508 =ormation Technology 7% $31,043 _ General Government 1% ')794,964 Police 12 °% $605,268 _ Streets Maintenance 9% $60,203 ds Maintenance 1% Tax Based On Assessed Value of House 2021 Millage Assumes Homes Receive $50,000 Exemption Rate Fire Fee $ 150,000 $ 250,000.00 $ 350,000.00 $ 450,000.00 $ 550,000.00 Eustis 7.581 758.1 $ 1,516.20 $ 2,274.30 $ 3,032.40 $ 3,790.50 Howey-In-The Hills 7.5 $ 201 750 $ 1,500.00 $ 2,250.00 $ 3,000.00 $ 3,750.00 Astatula 7.5 750 $ 1,500.00 $ 2,250.00 $ 3,000.00 $ 3,750.00 Tavares 6.7579 675.79 $ 1,351.58 $ 2,027.37 $ 2,703.16 $ 3,378.95 Mt. Dora 5.9603 $ 209 596.03 $ 1,192.06 $ 1,788.09 $ 2,384.12 $ 2,980.15 Minneola 5.9 $ 59 590 $ 1,180.00 $ 1,770.00 $ 2,360.00 $ 2,950.00 Mascotte 5.75 575 $ 1,150.00 $ 1,725.00 $ 2,300.00 $ 2,875.00 Groveland 5.2 *Proposed 520 $ 1,040.00 $ 1,560.00 $ 2,080.00 $ 2,600.00 Lake County 5.0529 505.29 $ 1,010.58 $ 1,515.87 $ 2,021.16 $ 2,526.45 Clermont 4.2061 420.61 $ 841.22 $ 1,261.83 $ 1,682.44 $ 2,103.05 Leesburg 4.192 $ 87 419.2 $ 838.40 $ 1,257.60 $ 1,676.80 $ 2,096.00 Montverde 2.83 $ 100 283 $ 566.00 $ 849.00 $ 1,132.00 $ 1,415.00 Planning and Development Services Ah Senior Planner Ah Planning Manager Consists of 8 employees Planning Coordinator Director Code Enforcement Manager Code Enforcement Code Enforcement Code Enforcement Officer Officer Officer/ Water Front janartment stats rLEeMc Planning and Development 2020 • 206 public presentations/ projects presented • Value of commercial projects permitted $28,640,000 2021 • 199 public presentations/ projects presented • Value of commercial projects permitted $73,650,000 • 60 Site Plans processed 2022 • 103 public presentations/ projects presented • Value of commercial projects permitted $15,250,000 0 27 Site plan reviews processed Champions'uoue tnTorcement titats cLERTwfQNT Choice of i_ I _ r " s+c• • �'" F* u�0$. ,ict *!' rr .w' `'"'r •.',,. �•� s �;�'+!- a .. BOA'" IA� _ i " r � _� r Kit st�'�s�,� > ;�s�' � • `. L � •� .,yys nap irnnTnrcamanT MTaTS rl FR17C Code Enforcement 2021 • 636 Reported Complaints / 1,058 calls taken • 11158 signs collected 103 parking citations issued at Waterfront Boat Ramp 2022 • 305 Reported Complaints / 858 calls taken • 690 signs collected 0 362 parking citations issued currently at Waterfront Boat Ramp Pnt Preis Comprehensive Plan 7 All L.3 ME I Tk MEL— A WEN WD 1. ell MIF.I. 59W lill Fo dd= Oil Millm ... �ltus Magmuil u P%L '110imps.5113 constf NNE=� - _ nmnrehensive Plan ri ERMo • Evaluation and Appraisal Report (EAR)— Currently in process with East Central Florida Regional Planning Council (ECFRPC) — Seeking approval from state in Sept./Oct. 2022 • Comprehensive Plan Re -write — seeking to enter into an agreement with ECFRPC in FY 2023 • Land Development Code Re -write — Request to review and re -write the Land Development Code (FY 2024) annexations nEmna annexations ,�ti,co„ riERI`70 Possible Changes to the Current Land Development Code Cli iRC Z Cl-ERWONT Choice of Champions' -�� ii�r■,i M_M M WON M Waal M ORoil 1- a P1"y i Garages (minimum size) Width 22' - 24' — CO J l i Townhome styles ALE - M� Rl"(ONT � Choice of Champions' City Clerk's Office May 2022 k 60� • Nicole Wisniewski Deputy City Clerk STAFF POSITIONS Brian Lueth Records Administrator Tracy A. Howe, MMC Paola Vasquez City Clerk Municipal Records Specialist n t� PRIMARY OFFICE FUNCTIONS ELECTION QUALIFYING CEMETERY SALES & RECORDS Candidate Qualifying Verification Sale of Plots and Niches Candidate Packet Creation and Initial F, Owner Buyback Management Consultations I Or all Work Order Origination Treasurer Report Repository M — Engraving Coordination Financial Disclosures � � 1 - Deed Generation and Distribution ®� Long Term Burial Records Conversion OTHER OFFICE SERVICES AGENDA DEVELOPMENT RECORDS MANAGEMENT Mail Room Services for All City Legal Ad Coordination for All Custodian of All City Records Departments Departments Disposition Coordination for all Paper Garbage Franchise Management Ordinance & Resolution Drafting & and Electronic Records Review Public Records Requests a�� Proclamation Drafting & Review Recording of Documents Agenda Item Coordination with Municipal Lien Search Coordination Departments 1104 • �� Agenda Item Report Drafting, Digital Imaging of City Records Review and Generation Records Repository Management Long Range Agenda Management Subpoena Demands for Records `��r�i�•N ��- - _, Agenda Final Review & Formatting lrow"901- City Website Meeting CalendarMeeting Minutes Recording and ' Generation • The Oak Hill Cemetery has a current total capacity for in -ground burials of 7,449 among the 1st, 2nd, and 3rd additions. Of this amount, 61631 plots have been sold, and 818 are still available for purchase. • At the current rate of sales, the in -ground plots will sell out by Fiscal Year 2026/2027. • To continue in -ground burials, the City needs to purchase additional land to meet the ongoing need OR decide to sell out and only maintain the existing in -ground area. • In -ground burial sales can be slowed by limiting the purchase of plots to city residents only. • Proposing to present cemetery regulations and fees adjustment update to Council within 60 days. • Staff has conducted a survey of all local cemeteries to be equitable. S M • There is currently enough existing space available to place additional Columbarium structures to accommodate for the future growth. • Expansion of the Columbarium project of two (2) new structures per year for the next 5 to 10 years. • Current Columbaria inventory is 99% sold with only 1 space available. Two (2) additional structures will be installed in June 2022 adding 96 additional niches. • At the current rate of sales, the 2 additional structures will sell out in 2 years. �voi = inn 2 t 94 wE i =nqxei = avem min = u j mei n,#±i m • The City Clerk serves as the statutorily required Records Management Liaison Officer (RMLO) to the State of Florida to report annually on the systematic destruction of City Records that have met their state provided end of life retention dates. Creation •For long term (10+ Years) and permanent L �� Distribution records, the City uses Laserfiche as the Archive City's official records repository system. Ace Staff scans and transfers records from 0 Disposition across the City into this system. a Inactve Storage 6 Retention Retention • The current system version, Laserfiche Avante is reaching end of life status and will need to be updated by 10/1/2024. • An upgrade to the Laserfiche Rio system will enhance the digital file and records management for city departments. • Cost to upgrade is approximately $66,500 L and annual support/ licensing is $20,750. - x, • The City Clerk's Office currently has four (4) full time positions. • The department continues to see a steady increase in demand for both internal and external functions of the City Clerk's Office. • Since 2018, the City Clerk staff has seen a 58% workload increase among cemetery transactions, lien search requests, and public records requests alone. • 1,727 lien search requests occurred in 2021 as part of the property sale process, and which is now adding approximately $130,000 to the General Fund each year. • An increase of 10-15% is seen annually in cemetery sales, processing, and burial records management. A total of 199 spaces were sold in 2020 and 220 spaces in 2021. MUNICIPAL LIEN SEARCHES 1900 1727 1700 1500 1300 1100- 900 643 700 500 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 OAK HILL CEMETERY SALES 250 220 200 150 100.._ 50 39 o _ 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 22101COM MMI • 750% increase in public records requests since 2017. (Received 152 in FY2017 compared to 1,140 Public Record Requests in FY2021). FY2022 is on course to exceed last 1200 years total requests with 821 requests processed 1000 at the end of April 2022. aoo • Production of scanning has decreased due to no 600 f longer having a dedicated Document Imaging 4 Specialist. 00 293 280 200 152 • A new position would improve efficiency and _ response times in the department to assist with 2017 2018 2019 2020 2021 the increase in demand and workload of existing 'Public Record Requests staff. CLER ANT Choice of Champions' Information Technology Department May 16, 2022 0 E Primary roles of the Information Technology Department: — Provide technical assistance support to all City of Clermont staff Members — Maintain internet connectivity to all city facilities and staff. — Design, Deploy and maintain fiber network connecting City of Clermont facilities — Manage software and hardware inventory and licensing. I 1 YAXI Data Center Updates — Servers • Servers are the workhorses that host the 60+ departmental applications that help our employees provide exceptional service to our customers. Aging servers get slower with each update. These line of business applications are increasingly getting more resource hungry, mandating faster processors and more working space (RAM). — Storage • Our storage 'library' holds all of the data (books) for the application servers. By moving to paper -less transactions, we need to not only increase the number of shelves to hold those books, but add additional wings to the library for backups (extra copies incase a book is destroyed). This library also stores our 30+ unique databases, all containing sensitive customer data. IYAI Wre Data Center Updates — Fiber Connectivity • The City maintains connectivity to all buildings through a series of fiber optic cables. These fiber optic cables are connected by network switches that direct the flow of information around the city. We provide redundancy by creating a series of "loops" that protect against a single point of failure, like a backhoe \ cutting a cable. • The connection cost is broken down by the of construction to excavate and cost install protective conduit with fiber optic cable to each location. After the connections are made, the city staff is tasked with monitoring and maintaining those connections to keep the information flowing. As with all construction costs, materials scarcity has made new fiber projects considerably more expensive over the last few years. — Power reliability (UPS) Upgrades • The servers need to be able to tell us when they are running into power problems. A modern UPS system can alert us during brown -outs and tell us when components are failing. Advance notice can trigger automated cut-overs to alternate servers so that customers are not impacted. Our current system is not r capable of those functions. "AV.J, V.X1 • Continued refresh of Desktop and Laptop Computers — As with the servers, aging desktop and laptop computers have a hard time keeping up with the needs of the applications our employees are running. A move to modern hardware can frequently shave minutes off of each transaction so that customers are better served. Our 450 employees use 650 computers, laptops and tablets during the course of their workday, both at the office and in our neighborhoods. • Software Licensing updates to combine license types and efficiency of management. — In years past, only knowledge workers needed computers and software to do their jobs. Now, virtually all employees are using the computer for some portion of their work. Each copy of the software that each person uses, has a cost and we need to maintain our licensing contracts with the software vendors. For instance, we have 517 active mailboxes, each requiring a license. Additionally, each computer account we create, even if the employee only logs in once a year, costs the city an annual fee. I 1 YA4KJ • Construction Projects to add connectivity to our fiber backbone. — Montrose Street • Concurrent with the ongoing streetscape project, we are taking advantage of the trenching to add connectivity from City Hall to points along the waterfront, the Kehlor Building, Bloxam Tower, and tying into HWY 27. — Wellness Way • Working with the Olympus Developer to provide infrastructure for connectivity to future Fire and Police assets within the zone. — Fire Station 4 • Station 4 utilizes a Virtual Private Network bouncing through outside service providers and has been plagued by frequent outages since the crew moved into the Lake County provided building. Adding them to the city fiber loop would enhance their productivity greatly 2022-2023 Projects CLERMONT • Create map and web applications to assist in decision making. • Analyze data to create a visual representation of the drive times for each Fire station. • Keeps inventory and updates fiber, annexations, changes in Future land Use and Zoning designations. • Create custom map books for each Fire truck which is also used for training. • Research plats, right of way deeds and easements. • Convert legal descriptions into a visual representation for quality assurance. • Update base data for GIS based software for Building Services and Public Services n • Current Positions, Requested and Vacancies: — Current Staff is 5 — Current vacancies are 2 — Requested Positions 2 • With the city's move to combine Financial with Procurement and Public Services systems, IT staff is the de facto mediator and project coordinator, translating requirements from one system to the other and ensuring that the project pitfalls are avoided. • System hacking and ransomware of critical systems, like our Water/Wastewater plant, are making the news daily. We need specialists on staff that are trained to evaluate and mitigate threats that could potentially breach one of over 230 'border -crossings' at the edge of our network. Our firewalls protect us from more than 100,000 attacks per day, but no solution is 100% effective. • Phishing attacks are also on the increase. Our KnowBe4 training has educated our employees about these nefarious tactics, but it only takes one inattentive employee clicking one 'bad' link to get the City of Clermont on the news. 1 CLER ONT Choice of Champions' L CLEFO(ONT Choice of Champions' E Top Functional Areas of the Finance Department: Accounts Payable Accounts Receivable Budgeting Cash Management and Investments Customer Service Debt Management Financial Reporting Payroll Utility Billing and Collections :in I rrivs : rm it ITi Top Customer Call Topics: Account set up for new customers Billing inquiries on high bills Late fee adjustment requests Leak and pool fill adjustment requests Payments (due dates and balance requests) Water turn on and off requests :in I in • : rm it rre Top Challenges: Customer expectations beyond capabilities of staff Staffing — Requesting new positions Statistic Highlights: New Accounts Average # Customer Accounts Billed Monthly Various payment types and Ws monthly •121HO Top Challenges: Staffing — Finding qualified candidates for vacancies — Need for additional staff (space limitations in office) frigo-Ing Projects tor Finance CLE01- ARPA reporting— new in FY 2022 Munis —Purchase Order Project in conjunction with Procurement (implementation of new software) —project is underway Munis —New Forms software (all modules) —project is underway Munis —Upgrade of software program —scheduled in early 2023 Munis —Implementation of Customer Service Portal for Utility Customers Financing for upcoming capital construction projects Health Insurance Fund —Reserves level Minimum Wage —funding for increases 1 CLER ANT Choice of Champions' rLE NT Choice of Champions' I-OMM111-2a• • 89 Personnel — 75 Field Positions (Three shifts, 25 per shift) • Six frontline units (four engines, one ladder, one tower) • Battalion Chief • Captain (planned) • Seven Lieutenants • Seven Engineers • 10 Firefighters • 59 of 75 are certified paramedics — Goal is for all to be paramedics — 14 Administrative Support Positions Fire Chief — Office Manager — Administrative Assistant • Assistant Chief of Operations — Oversees field personnel • Assistant Chief of Administration — EMS (one captain) — Training (one captain) — Logistics and Professional Standards (one civilian) — 14 Administrative Support Positions (Cont) Assistant Chief of Prevention (Fire Marshal) — Fire Inspector (two civilian, one FF certified) — Plans reviewer (one civilian) — Fire and Life Safety Educator (one civilian) — Current Vacancies • Hiring four firefighters; offers accepted, starting in mid -June • One fire inspector; process is closing, several qualified candidates have • Plans Reviewer; advertised, no qualified responses • Fire Marshal (vacant as of 6/6/2022) Department Overview CLERWLOW — Four Fire Stations • Station 1: 439 W. Hwy 50 (Engine 101) • Station 2: 2200 Hartwood Marsh Rd. (Ladder 102, Heavy Rescue 1) • Station 3: 2155 Legends Way (Engine 103, Tower 103) • Station 4: 2150 Ray Goodgame Pkwy (Engine 104) — 7,123 Calls for service in 2021 im m u n itv=Driven stratea i n N Accreditation • Requires engagement with the community at the planning level so we understand their expectations Community -Driven Strategic Planning • Translates community expectations into organizational goals and objectives • In November 2021 we engaged a cross section of our community to hear their priorities, concerns, and expectations for the Clermont Fire Department • The internal team spent the next three days creating our 2022-2027 Strategic Plan nmmtjnity=Driven 5trateaic N • If you don't measure the results of your plan, you can't tell success from failure. • If you can't see success, you can't reward it. • If you can't reward success, you're probably rewarding failure. • If you can't see success, you can't learn from it. • If you can't recognize failure, you can't correct it. • If you can demonstrate results, you can win public support. Reinventing Government David Osborn and Ted Gaebler .� i ►� i �'. �i ��.. ,y`fl �� /� " _i areventid Current Concerns • Bunker gear in bays (Stations 1, 2, & 4) • FF's working out on bay floors (All Stations) • Refrigerators in the bay area (Stations 1 & 2) • Inadequate separation of control zones (Stations 1 & 2) • NoSmoke filters needed for apparatus (Seven apparatus) FF Cancer Prevention S CLER )NT of. BRAIN' MULTIPLE ` CANCER a MYELOMA NON-HODGKIN'S LYMPHOMA .� I -;A LEUKEMIA MALIGNANT i COLON A WIT wrw MELANOMA ! CANCER TECA STICULALIVER CER R CANCER PROSTRATE SKIN rsurFR w m CANCER Firefighters elevated cancer risk, leMaster study. E • Continual evaluation of risks to the community — Ensure we have effective equipment and training to effectively manage every incident — Identify adaptations required to address emerging trends and preserve the overall safety of responders & the community • New threats (COVID-19) • Rapid growth (increased calls and traffic) • Minneola fire station relocation • Future annexations L, • Accreditation and ISO — Assists us in addressing growth in a manner that maintains the established level of service • Concentration • Distribution • Reliability — Accountability • Are we doing what we say we are doing? • How do we prove that? ... to ourselves, to the City, to our community 0 0 I Community Service Delivery � ,.. 1 ..... rLER ONT gudaet Priorities for 2a • Bunker Gear — Per NFPA, bunker gear must be: • Repaired & inspected by certified personnel/companies. • Retired 10 years after manufacture date. — NFPA bunker gear standard is now incorporated into State law. — Annual cost of doing business — $971265 • Cleaning and testing now required by State and NFPA — $15,700 • Annual replacement program - 15 sets per year — $58,255 • Incidental hires and gear damaged beyond repair - 6 sets per year — $23,310 — Current New Hires - 6 sets (Hiring four people now) — $23,310 — SAFER Grant - Grant for 9 firefighters, will need 18 sets of gear — $113,904 9udcipt Prinritips Mr 2C • Equipment for all apparatus, not just frontline units — Currently taking 1-2 hours to swap apparatus for maintenance/repair — Equipment is hard to track and becomes misplaced easily — Our plan is to equip two reserve apparatus in the next fiscal year and remaining two the following year — Approximately $100,000 per unit • Going forward we will order new equipment with our trucks • Everything has a shelf life and a useful life — we need to plan ahead 3udaet PrinritleS for 2C • Migration to 5" Supply Hose — We currently carry 4" supply hose, capable of supplying 1,000 gallons per minute (GPM) up to600feet • 1,000 GPM is the minimum flow for a water canon (unstaffed water stream, can be ground or aerial) — 5" hose provides twice the GPMs compared to 4" hose and can supply 1,000 GPM of water to a distance of 2,050 feet — Increased water supply for apparatus needed to address potential for larger fires (multi -family residential, commercial, light industrial) — Cost is $67,200 Eiudaet Priorities for 1L • EMS Equipment — Lifepacks (12-lead monitors and defibrillators) • Seven units are end of life, one is damaged beyond repair • Budgeting for two per year for the next four years • $36,000 per unit (with $9,000 trade-in allowance) — McGrath Video Laryngoscopes • Video allows for safer and more rapid airway establishment • Budgeting for one unit for each front line apparatus this year • Requesting $15,396 (6 x $2,566) Hudaet Priorities for ZC • Personnel Requests —EMS Officer (Lieutenant) and Training Officer (Lieutenant) • EMS and Training Captains do not have the administrative capacity to keep up with workload • Additional staff needed for training, quality assurance, and field activites • Will allow Captains to focus on program management — Receptionist for admin and reclassify the Administrative Assistant to Grants and Special Projects Coordinator (new position) • Added position and reclass will assist with keeping up with a growing workload and align job with actual duties being performed. • Staff is currently struggling to accomplish what needs to be done gudaet Priorities for 2a • Training — FY2022 budget for training is 33% below FY2019 budget — Funding for Paramedic program (new cost) - $32,000/year — ISO Training Requirements • New Recruits — 240 hours during first year • Firefighters — 216 hours of training per year • Engineers — 228 hours of training per year • Officers — 228 hours of training per year • Technical Rescue Team Recerts — Additional 56 hours per year gudaet Priorities ter 2C • Training (Continued) — Our Goals • New Recruits — 240 hours during first six weeks (orientation) • Firefighters — 221 hours of training per year • Engineers — 234 hours of training per year • Officers — 234 hours of training per year • Technical Rescue Team Recerts — Additional 56 hours per year + specialized training opportunities — Total Hours of Training • 2020 — 20,928 • 2021— 151976 • 2022 — On track to hit 15,973 Ntjhlic Satety Training Public Satetv Traininc • Currently have to travel 30-45 minutes to train at facilities —Orlando (Valencia College) — Leesburg (Leesburg Fire Department Training Facility) — Tavares (Institute of Public Safety) • Drawdown on resources = increased community risk Public Satety Training • Partnership opportunities with other agencies — Minneola Fire Department — Groveland Fire Department — Lake County Fire Rescue — Clermont Police Department — Lake County Sheriff's Office — Groveland Police Department — Mascotte Police Department Fire Station 2 CLER 17, • All agreements have been executed and recorded — Stormwater easement — Utility easement with Lennar — Utility easement with Kings Ridge Golf Club, LLC • Costs — Considerably higher than originally estimated — Total $11.2 million — Also looking for additional funding to make improvements to existing stations • Address safety concerns • Maximize the use of the space we have • Facility will service the needs of fire and police — Monitoring progress in Wellness Way to identify the timeline for the facility to provide services the area — Working with ISO to determine type of coverage needed (engines, aerial apparatus, engine/aerial combo unit) and impacts to the department now that building is going on — Working with City Manager on land acquisition, personnel, and equipment Fleet Replacement Schedule CLE�WONT n u • Fire Permitting & Inspection Fees • Hazardous Materials Incident Recovery Ordinance • Grants Revenue Sources CLE . CLER��NT Choice of Champions' Clermont Police Department May 25, 2022 Draanizational Chart riFRMC 92 - Full Staff 17 - Vacancies 7 - Vacancies Spoken For 10 - Vacancies Left i Crime Statistics 2022 YTD CRIME DISTRIBUTION CHART Robt Sex C Burglary Residential Burglary Business Criminal Mischief lary Other irceny Retail Larceny Fraud tobn MV i CLER Choice of. Crime Statistics CLER Ovoice of. 1st 4 CRIME months of 2021 cr„n, a 2022 YTD TOT 1st 4 months of 2022 a atanve Burg Residential 4 6 2 t rg bus n-ss 6 6 0 6 Burg MV 38 29 -9 "= Burg Other 19 1 -18 -95% 1 larc Retail 44 28 -16 -36% 28 fare Fraud 79 14 -65 -82% 14 fare General SS 28 -27 -49% 28 Lard stolen NIV 8 12 4 50% 12 Crim Mischief 23 19 -4 -17% 19 Sex Crimes (NR) 3 22 19 633% 22 Robbery 2 0 -2 -100% 0 Narcotics Arrest 27 46 19 70% 46 DUI 30 30 0 0,E 30 January 1, 2021 through April 30, 2021 • Total Crashes: 356 • Fatal: 2 • Injury: 46 • Alcohol Involved: 13 • Daytime: 79.2% (282) • Nighttime: 20.8% (74) • Most crashes occurred Monday through Friday, from Sam to 8pm. • The most crashes in a single period occurred Fridays from 4pm to 8pm. January 1, 2022 through April 30, 2022 Total Crashes: 419 • Fata 1: 2 • Injury: 41 • Alcohol Involved: 11 Daytime: 77.1% (323) Nighttime: 22.9% (96) Most crashes occurred Monday through Friday, from 4am to 8pm. The most crashes in a single period occurred Fridays from 12pm to 4pm. gals & Strategies for 21 • Crime Reduction • 5% reduction in Burglaries to Vehicles • 5% reduction in Residential Burglaries Ji • 5% reduction in Commercial Burglaries • 5% reduction in Stolen Motor Vehicles *- • Strategies to Achieve Crime Reduction • ILP Program - Combines crime analysis and criminal intelligence to objectively direct police resource decisions. • Community Policing/Education and Awareness • Crime Suppression (Details/Operations based on crime sprees; Increase/Enhance Narcotic Investigations.) • Increase the Utilization of Technology to Enhance Our Mission (LPR, Cameras, Crime Scene Processing) Priorities for 2a • Increase Education and Awareness Regarding Pedestrian, Cyclist, and Motorist Safety • Crisis Intervention Training Agency -Wide • Increase Civilian Staff • Continue to support overall Wellness/Health Initiatives • Critical Incident Stress Management Training (CISM) :riTi (Tl 0 FWTIM I I I reN • The body cameras have mitigated several complaints against officers • Dash camera and body camera activate within 1\4 mile radius from dispatched call for service Lanyards have been ordered for the Marine Unit to utilize their body cameras Body Cam Update Percentage of Incidents by Classification 01/01,12022 05/17/2022 Baker Act 0 Crash Drugs ■ DUI 0 Evidence Mold ■ Felony M Fight M Interview K•9 Usage Misdemeanor other 304 Test Recording Traffic Stop Training ■ Use of Force Vehicle Chase Vehicle Search Weapons 83 444 �; 0 Show Unciasslfied x❑ CLER ONT Choice of Champions- r-,1 \J Accreditation Wellness Way Recruiting & Hiring rOpen House 2022 PEW i'� 4 0 Mw..J I IV N "THE PAIN YOU FEEL TOOM MAY BE THE STRENGTH YOU NEED 4b 0 tf be 11 ac '• i . j ^rx i CLIOONT I& F ti t ti re P rc • License Plate Reader • Mobile Command Post • Training Facility • Real Time Crime Center • Online Reporting System 17 CLERMONT Choice of Champions' Parks and Recreation Department May 25, 2022 DIRECTOR 4 MANAGERS (Arts and Events, City and Community Events, Recreation, Facilities) CPAC Production Manager — Vacant CPAC Stage Technician Front of House Manager Parks and Rec Coordinator (Events) 2 Parks and Rec Specialists (Recreation) Facilities Operations Chief 3 Maintenance Worker II 3 Administrative Assistants Receptionist 8 Rangers (1 FT, 7 PT) 18 PT and Seasonal (Facility Attendants, Splash Pad) 10 Lifeguards (4 open), 6 Swim Instructors (6 open), 2 Swim Team (2 open) 0 Service to the Communit • Strengths • Immediate Areas of Concern • Growth Opportunities —Short Term —Long Range J City Events: 100,000 attendees combined • National Night Out • Light Up Clermont 41 • Great Clermont Campout "ftw • Movies Under the Stars • Earth Day • Pups in the Park • Red White and Boom • Sips and Salsa 0 Juneteenth Partner Events: Community Organizations • Sommer Sports • Main Street • Pig on the Pond • South lake Chamber of Commerce • Central Florida Dreamplex • Carribbean Association • Spring Games • 200 Individual Event Permits: 5K, reunions, other festivals Performing Arts Center r, FRMc Ticketed Performances on the Mainstage and Black Box Theater Over 8,000 tickets sold this FY • Dale K - Hypnotist • The 5th Dimension • Florida Philharmonic Orchestra • • Hotel California ' • Journeyman • The Modern Gentleman • My Mother's Italian, My Father's Jewish, I'm in Therapy • Naturally 7 • Peter Noone • Together Again • Gilligan'z Island • The 25th Annual Putnam County Spelling Bee • Sak Comedy • Charlie Grinker • Friday night at the Black Box 0 Staff led Proerams • Senior: Quilting, Sewing, Needlers, Shuffleboard, Bingo, Bridge, Chess, Samba • Adult: Softball • Youth: Swim Team, Swim Lessons, Park Tales, E-Sports • Hiawatha Preserve Programs • 3,350 Total Participants Partner Programs • Youth: Little League, Softball, Soccer, Tennis • Camp: Boys and Girls Club, Soccer Camp, Tennis Camp gel 0 0 11 a usage ri FRMC Scheduled FY 22 16,,000 Ballfield Hours 33 weeks Softball Tournaments and Spring Games 5 Disc Golf Tournaments s-= waft w:�l «...w.... . ........n..... N ��' CHAMPIONS POI NTE at Lake Hiawatha Preserve MAP GUIDE (J) m iTi M640 • Rentals: 14,720 hours • 80/20 programs: Tai Chi, Yoga, Futsol, Spanish, Painting, DramaKids, Martial Arts, Meditation, Basketball, Zumba • Open Gym: Basketball, Pickleball, Volleyball M W-I r y1 ' v Lo 11 Booked To Date - FY 2022 • City Center Rentals: 140 • Highlander Rentals: 48 1 7 Ui'i 71'OF. S i7 i a • 2021 Splash Park: 18,500 Patrons • Splash Park Private Rentals: 2021— 59 • 8 Annual Vendor Permits: 7 Jet Ski +Mister Softee r ,I %rA;i-r% nt Unnnprn — AHC Hnnt riFRMC • Original Roof Failing (2005) • $1 million to Replace 0 Increase Energy Efficiency 20% Areas of Concern - ARC Roof Pa"d:nin/PuddRrim on Roof M�m�ran�p i LAW CLERWONT Choice of Champions' Lxreas OT Uoncern — i-ipic • Field Maintenance Contract Renewal — Oct., 2022 • Anticipate Significant Increase in Costs 2017 Hancock Softball 2022 — Hancock Softball --rue. r-mw.�"W-4 !44 A Request additional staff for increased Park Supervision • It can be more than 2 hours between park check in • Increased presence would improve service to the community and provide for safer facilities Ic Growth Opportunity - Short Term V" CLEWWONT Choice of Champions' fONT hampions Twity Garck 11 motion Center mont, Rarida 34711 •N • FY 22: 6 Pickleball Courts (ARC) + parking • FY 23: Retractable Auditorium Seating _ I MOM Additional Programming (Additional Staff): • Technology Classes k r • Bus Trips • Dance Classes • Golf • Music • Organized Pickleball • Basketball • Cooking • Art Classes 0 Camps J f s , 0 Growth Opportunity - Long Term CLEWWONT Choice of Champions' i 20 rLE Choice of Champions NT Procurement Services Department FY2023 Budget Request Mro The Procurement Services Department is made up of three employees. Freddy Suarez, Ramsey Jimenez, Anabel Gates Wre The Procurement Services Department serves as the central procurement office of the City. Procurement Services • Determines which method of procurement provides the best value for the City • Adopts operational procedures consistent with sound business practices and state law • Governs the procurement and management of all goods, services, and construction to be procured by the City of Clermont • Disposal of tangible and intangible property no longer needed Procurement Services CC • The Procurement Services Department is currently managing over 200 contracts. • During the past three years, the department has issued over 260 solicitations including bids, proposals, construction, quotes, and sole source agreements. • Some examples include sidewalk improvements, park renovations, construction of the public works facility, and engineering services. Procurement Services Cd • Fuel Management System: 318 Fuel Cards and 376 Users • Purchasing Card System (P-Card): 147 Cards • City Cell Phones: 146 Smart Phones and 293 Other Devices • Manage City Inventory: 3,234 Total Assets • Manage all equipment declared surplus by City Council and sold by auction. ex �?eauisition and F Arc • The current requisition and purchase order software cannot be integrated with the Munis financial software. • The Procurement Services Department is working together with the Finance Department to have the Req./PO module added to Munis. • The new Munis module will allow for funds to be encumbered by the departments. • The benefits of this added module is that it includes having a real- time view of current spending, better monitoring of department budgets, and assistance in budget preparation. Requisition Order i Purchase Order Requisition and Purchase Ord • The Req./PO software will have a workflow of approvals to make sure the correct funds are being allocated. • Purchase orders can be sent to vendors via email just like its currently being done. The software will also have the capability to print purchase orders as needed. • The expected date to go live is October 1st, 2022. End User DepartmentEU:ment Finance City City Council Director Manager EmProcurement Software �ER�WToN C Choice of Champions' s- E-Procurement Software ERWO CI- NT Choice of Champions' • i 11 HO — • • The Procurement Services Department is requesting a Purchasing Agent Position for Fiscal Year 2023. • The position will focus on writing and issuing quotes and formal solicitations. • The amount of contracts and solicitations has doubled over the past years increasing our workload. • The City continues to develop increasing the demands of other departments on goods and services. procurement Anent Resnonsib Duties of the Procurement Agent include: • Issuing formal solicitations • Contract management • Internal employee training • Training to the public 00 0 - PROCUREMENT - � ,.- L Cod The Procurement Services Department has received the National Procurement Institute's Achievement of Excellence in Procurement award for years 2015, 2016, 2018, 2020, 2021. t ( Pi cnpi APR r.-�.,uweYx ar✓aw.� �twHm+a M.�.e I�ryM1mN. ..ws 4 c LERMONT 77 0 Cce of Champi hoions I& Human Resources DER' oN C T Choice of Champions' • Recruitment • Compensation & Classification • Policies & Procedures • Employee & Labor Relations • Training • Benefits Administration • Wellness & Safety • Workers Compensation • Risk Management • Property & Liability a • In CY 2021, we reviewed 2,713 applications and helped hire 66 employees in 2021 • Currently have 71 vacancies, of which there are 17 offers in process (54 true vacancies) • Recruitment is a challenge for all departments a • The Great Resignation — people leaving in record numbers, more choices now, highest number of job postings, desire more flexibility/remote work options, turnover contagion a • Here at Clermont, we experienced: — Higher number of resignations in 2021 (a 47% increase) — The number of applications in 2021 decreased by 37% — Less people were hired (66) than resigned (73) — excluding seasonal in 2021 — So far in 2022, we are still seeing less applications educoq jon koowled9e PROFESSIONAL POTENTIAL Aerview Asp,RATIoNS REFERENCES IND DREAm oB s6ep seek HAPPINESS St\LW1 P05iuon WORK NODE opporwnlb4 n ]�� 0 • Harder to fill positions — Building Inspectors/Plan Reviewers — due to strict licensing requirements — offering hiring incentives & position structure based on number licenses & experience levels and ensuring a competitive wage is offered — Lower paid job classifications such as Maintenance Workers, Crew Leaders, and Utility Workers — Police Officers — nationwide issue, not unique to Clermont, offering hiring incentives, PD conducting direct outreach — Other specialized positions, such as Industrial Electrician and higher level Finance positions MIRING 0 • What is HR's role in recruitment? • HR provides support to Departments on case by case basis — Review and screen all applications to ensure applicants meet the minimum requirements of the position — Assist with unique needs — Provide faster turnaround of job postings and offer letters — Perform benchmarking as needed — Working on a Request for Bid with Purchasing Department to add additional contracts for staffing services — Internally, HR is also experiencing its own recruiting challenges, for example employers not responding in a timely manner to employment verifications • HR is working to address these concerns with Departments and provide support as needed depending upon the unique circumstances UI11•Iaa1.�t;IIto • HR maintains the compensation framework as well as the pay policies & practices established by City Council. • • Minimum Wage State Law effective November 2020 • $11.00 on September 30, 2022 (current lowest hourly = $12.16) • $12.00 on September 30, 2023 $13.00 on September 30, 2024 • $14.00 on September 30, 2025 • $15.00 on September 30, 2026 MINIMUM WAG • April 2022 -Increased minimum and maximum of all paygrades, each employee through paygrade 122 received a $1/hour increase • Work with City Manager to increase wages incrementally to remain in compliance with minimum wage laws and manage compression. Plan to make more changes by January 2023. Full Time Employees: FY 2011— 261 FY 2016 — 318 FY 2021— 416 (31% increase) Salaries: FY 2011 - $11,869,654.09 FY 2016 - $15,856,102.99 FY 2021 - $22,716,279.85 (43% increase) Health Plan Expenditures FY 2011 - $2,933,292 FY 2016 - $5,264,059.00 FY 2021 - $6,213,621.24 (18% increase) :[T:E:[�'1fi7JF.7i1oF.iiF. • 17% of total medical plan spend came from claims related to circulatory conditions • Virtual care utilization went up by 6% which resulted in $8k savings to the health plan • Outpatient visits accounted for 22% of total health plan spending, which is lower than Cigna's BOB of 29% • Inpatient visits accounted for 25% of total health plan spending, which is lower than Cigna's BOB of 30% • The use of preferred labs was at 70%, which the norm is 68% i -Cren:f�:lfi7JFTi1I • 55% of covered members received a well -visit (BOB is 45%) • Preventive care utilization was high at 60% (BOB is 55%) • 42% of the health plan's population has been identified as having a chronic condition and this population is driving 74% of the total plan cost (BOB is 41% driving 74%) • 63% of those identified with chronic condition worked with a health coach for chronic condition coaching (BOB is 59%) afZ2yiiTe[T:M:CF1fi7JF.7i1DF.ff • Chronic condition coaching impacted 250 members and estimated savings was $83,160 • The total estimated savings to the plan that was driven from Cigna's various clinical programs was $279,524. CLER ANT Choice of Champions' Building Services May 25, 2022 guildina Services=PnSitilr Building Services Department currently has the following positions: • Building Services Director • Building Services Manager • 4 Permit tech positions-3 filled and one frozen • Building Official • Building Services Coordinator • Chief Building Inspector (1) • Building Inspectors- FT- (2) Vacant Positions • Plan Reviewer -2 FT positions- currently both unfilled -Positions are currently advertised for hire • Plan Reviewer /Inspector-1 position — Part time- Currently unfilled lbout our Dent • Building services is responsible for the intake and issuance of all building permits, tree removal permits, residential zoning, and Business Tax Receipts. • Once plans are submitted, they are reviewed by Intake to verify all documents are complete and accurate and zoning is verified to make sure all setbacks and impervious are to code. • They are then assigned to a Plan reviewer who makes sure the plans comply with the Florida Building Code. • Once plans are approved, permit tech makes sure all plans have been stamped, fees added and contractor information is current. • Residential plan review takes 2-3 weeks (Single Family Residence) • Commercial plan review 4-6 weeks (first submittal) • Staffing has been a challenge for Building Services for the positions of Inspectors/Plan Reviewers. • This is due in part to the stringent requirements of the Department of Business and Professional Regulations who regulate licensing for plan reviewers and inspectors. • In addition it has become very difficult for local governments to offer competitive wages with those that 3rd party vendors and private companies can offer. • •121112111:4• • We currently are using 3rd party vendors (contracted services by outside agencies who provide inspections and plan review to the City of Clermont) to fill those vacant positions •][Ville • In an effort to draw more applicants to the City of Clermont, we recently added sign on bonuses for the positions of plan reviewer and Building Inspector. We hope this makes us more competitive and attracts qualified individuals who are experienced in these fields. L3uildina Statistics riFIRMC Permit Statistics: Fiscal year 21/22 • Permits Issued 31470 • Permit Applied 3,723 • Plans Reviewed -City 760 • Plans Reviewed-3rd party 21180 Inspection Statistics: Fiscal year 21/22 3 rd party vendors 51484 City Inspectors 51634 • Number of inspections for fiscal year 21-22 (to -date) based on per inspection type (not per location) I tinnnminn to Kthirlind • We are currently working on improving our permitting system by integrating a new PLAN REVIEW SOFTWARE called EPLAN Soft. • This software is developed to streamline and improve efficiency and effectiveness in plan review by inspecting and analyzing incoming documents for compliance with defined minimum requirements. • The integration should be ready by end of 2022. LERMONT Choice of Champions' Public Services r :191:,1• The purpose of this presentation is to: • Give an overview of the Public Services Department •I•, m W This presentation will cover the following: • Public Services Organizational Chart • Projects • Major Challenges —Staffing, Funding, Growth • Looking into the Future Authorized: 146, including 1 part-time Vacant: 35 Staffing: 76% PUBLIC SERVICES DEPARTMENT Public Services Director I6aftaAt ruac Serwmt Naut«a p orctm w weer.a oeva�oon A— . T— a a,..cs�«u +w.o..�+ awwrw" sawOlen LOuer«Naet ev laeu�on a ceaea�oia) vied sernces hilt Sen. Nelcsmvta ►relic,« c«aWaon 1 ►ubsc!«wcea ramu!« a,vnap nopea M.-W aae�er 1s1 cemoocean Operae«a aeet op« art op«admr<are Lewamn L-d..kwj/ aparabm Chw urpaas2111 r ap«+eaa ued Ilt , Iww rural M'+c«vwrl tmitcrosl Lftw." 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CLEWWONT Chace of Champions 1 amYfalll Ne4[ Serwpm o+eeor naae a \ / raoaaa J weac 5e _ ant. aweq« aaanaa« aso.aarmlve OWN— oparauma •tO°"aI!1 oem rw" ae.e p+caa+el an"'"m ~ sWe�useant nimm..en u.ae uaei.t ramaa� we sea�n«m« pauieeal ww« aeederiia (p de« J Meeaewo lnEm waMr n 111 aawoerne 7 aarm�aeo war. a Ir) ear a IN e,Yiaenro � 1alMlirl • Public Services is funded thru a number of sources: • General Fund • Enterprise Funds • Infrastructure Funds • Capital Project Funds • Grants Protegnional Rec • All personnel are required to complete • FEMA IS100: Introduction to the Incident Command System • FEMA IS700: An Introduction to the National Incident Management System • Supervisors are also required to complete • FEMA IS200: Basic Incident Command System for Initial Response IIMI • • • Effective February 7t" Entry Level Driver Training (ELDT) is required prior to obtaining a CDL Permit • Course must be given by a certified trainer • ELDT regulations set the baseline for training requirements for entry-level drivers. This applies to those seeking to: • Obtain a Class A or Class B CDL for the first time • Upgrade an existing Class B CDL to a Class A CDL • Obtain a school bus (S), passenger (P), or hazardous materials (H) endorsement for the first time • City personnel are working on getting the best cost Div -Sir Administration — Covering West and East West Side (400 12th St) East Side (3335 Hancock Rd) • Construction and Inspection • Asset Management • Facility Maintenance • Collections • Fleet Maintenance • Distribution • Grounds, including Cemetery • Sanitation • Transportation • Stormwater • Water/Wastewater Treatment Operations yciminisTrauc Authorized: 5 Vacant: 1 Staffing: 80% • Provides exceptional customer service for the residents with any concerns they may have to include roads, signs, grounds, water, wastewater and sanitation • Provides administrative support to the Public Services Department • Perform basic bookkeeping activities • Maintain electronic and physical files, including annual records disposition • Organize and provide documents, reports and information • Processes invoices and ensures they are signed off and sent to Finance • Handles new hire processes to include setting up interviews and facilitating new hire paperwork with Human Resources • Plan meetings and conference calls, arrange and manage meetings • Average incoming phone calls per month: 1,500 I W■■■■RW-M■r. • Event set up, support during and clean up for City Events such as Authorized: 12 Light up Clermont, Sips-N-Salsa, National Night Out, Red White and Vacant: 1 Boom, Great American Camp Out, Caribbean Jerk Festival Staffing: 92% • We also provide support for non -City Events such as Friday food trucks, Pig on the Pond, farmers market, disc golf, Sommer Sports races, as well as various events held at Waterfront Park, Hancock Park, Victory Pointe, West Park • Maintains approximately 257,000 square feet of building space in approximately 93 facilities • 400+ Decorative lamp posts throughout downtown, Center Lake and along the trail • Sports lighting at all city recreational facilities • Repair and maintenance of 9 piers, 8 pavilions and 14 playgrounds • Repair / replace benches, picnic tables and trash receptacles throughout the city • Inspect all city facilities for safety, cleanliness and efficiency Professional Rea • In addition to the FEMA Course requirements • CDL, Class B • Maintenance of Traffic Certification — initial and bi-annual refresher course • Fire Department Admin • Fire Station 1 • Public Works- Main Office, Lg Fleet Shop, Rear offices Trail Head- Pavilion Bishop Field • PW Small Fleet Annex, Sanitation Office and Conf Room Trail Head- Restrooms Lake Felter Restrooms • Fire Station 2 Public Works Bldg 3 Awning Bay 1 • Fire Station 3 Public Works Bldg 4 Awning Bay 2 • Public Works Bldg 5 Sign Shop • Fire Station 4 • Public Works Bldg 6 Storage Bays • Police Dept. (New) • Public Works Bldg 7 Car Wash Bay • City Hall • Public Works Bldg 7 Old rear Sanitation Bldg • Clermont City Center • Public Works Bldg 8 Sign Shop awning • Highlander Hut Pavilion • ,h 7 Street Restrooms • Highlander Hut Conference Rooms Historic Village *Depot (Site "A") • Highlander Hut Outside Restrooms . Historic Village *Townsend House (Site "B") • Kehlor Rec Historic Village *Kern House (Site "C") • Boat Ramp (New) Restrooms Historic Village *Library (Site "D") • Victory Pointe Towers (Lift) Historic Village *Quonset Hut • Rowing Boat House Historic Village *Schoolhouse • Fire Boat House (Future) Historic Village * Shed 1 • Historic Village * Shed 2 • Garden Club • Women's Club Hancock Park Bldg 1 Quad Concessions/Restrooms • East Plant - Water Treatment Bldg 1 Admin Bldg Hancock Park Bldg 2 Restrooms • East Plant - Water Treatment Bldg 2 Distribution and Wastewater ops Hancock Park Bldg 3 Well House • • East Plant -Water Treatment Bldg 3 Water Treatment Hancock Park Bldg 4 Restrooms Pavilion • Seminole Park Fire Storage Shed • East Plant -Water Treatment Bldg 4 Water Treatment • East Plant - Water Treatment Bldg 5 Water treatment • East Plant - Water Treatment Bldg 6 Warehouse • East Plant - Water Treatment Bldg 7 New Warehouse • Waterfront Park Restroom Bldg Waterfront Park Pavilion • West Park Restroom Bldg • Palatlakaha Park Quad Concession/Restrooms • Palatlakaha Park Lower Pavilion • Palatlakaha Park Lower Restroom • Palatlakaha Park Maintenance Shed • McKinney Park Restrooms with Pavilion • West Beach- Restrooms • Victory Pointe Bldg 1-Restrooms • Lake Hiawatha 1A Lake side Restrooms • Lake Hiawatha 1B Park side Restrooms Lake Hiawatha 1A Lake side Pavilion • Lake Hiawatha 1B Park side Pavilion • Lake Hiawatha Grounds Shed • City Welcome Tower (Downtown) • City Welcome Tower (East) • City Welcome Tower (West) • 82 lift Station a • 2n6 Street Pier • 51" Street Pier • 8t" Street Pier • Waterfront Park • Palatlakaha Park • Lake Hiawatha • West Beach (pictured) • Rowing Boat House • Boat Ramp • City Hall roof replacement - $300,000 • Renovations to Kehlor Rec and Hancock Park • Replacing playgrounds at Edgewood Place and Hancock Park • Continuing HVAC repairs and replacement W■■■■ati■rO Authorized: 6 0 Every vehicle undergoes a 100 point inspection Vacant: 0 Staffing: 100% • Service over 250 vehicles • Police, Administrative and light duty trucks • 39 Heavy Trucks • Fire, Sanitation, and construction equipment • Over 200 pieces of small equipment • Several equipment trailers ,yr Protessional F • In addition to the FEMA Course requirements • CDL, Class B • Automotive Service Excellence (A.S.E.) Air Conditioning Recovery and Service Certification • Chief Mechanic • A.S.E. Certification c� Fleet Maintenance Vehicle Inspection CLER�ONT Choice ofCtim Authorized: 11 Vacant: 7 Staffing: 45% Refers to the systematic practices of assessing the investment of, categorizing, developing, operating, maintaining, monitoring conditions of, and estimating the life of an organization's physical assets, equipment, & facilities • Cleans and camera approximately 30,000 linear feet of sewer mains monthly • Cleans 5,000 linear feet and camera 12,000 linear feet of Storm Water mains monthly (Feb - May) • The locator processes approximately 590 locate tickets monthly • Inspection of 15 backflows, 8 pressure reducing valves, and 18 air release valves • GIS personnel maintains the GIS database for the City, updating our maps and records as new infrastructures are added �Jrotessional Rea • In addition to the FEMA Course requirements • CDL, Class B • Maintenance of Traffic Certification — initial and bi-annual refresher course uistributid Authorized: 18 • 17 Full -Time • 1 Part -Time Vacant: 7 • 6 Full -Time • 1 Part Time Staffing: 67% • Ensures that safe and palatable water is delivered efficiently to residential and business customers throughout the city • Responsible for infrastructure of the distribution system from v h Public Services facility until it asses when it leaves the y p - through the water meter at its intended location WATER CONSERVATON • Responsible for educating the public in the field of conserving our most precious commodity, water • Investigate addresses that are irrigating landscape and grass on the wrong watering days outside of the guidelines of efficient water usage, performs water budget checks and informs residents through community meetings about city and state policies regarding water usage Distrit Protessional H • In addition to the FEMA Course requirements • CDL, Class 6 • Maintenance of Traffic Certification — initial and bi-annual refresher course • Class "3" Water Distribution Certification and Annual Continuing Education Units • Water Conservation • Code Enforcement initial and annual refresher course • • 28,177 service connections — potable and reuse • Meters are replaced every 1 million gallons or 10 years • Replace an average of 4,000 meters annually • Cost of $1.2 Million Authorized: 8 Vacant: 1 Staffing: 88% - '-Nw.�r '..' %V --- - - I • Responsible for maintaining 185 miles of gravity sewer mains, 58 miles of force main, 85 air release valves, and 82 lift stations pumping sewage to the treatment plant • Lift stations are monitored by a Supervisory Control and Data Acquisition (SCADA) system that is monitored 24 hours a day to oversee the operation of the system • Maintain and repair sewage pumps at all lift stations • Inspect, clean and repair sewer laterals "N • Inspect, clean and repair sewer gravity main lines • Respond to emergency sewer backups=� • Install and maintain odor control devices- Protessional Rer • In addition to the FEMA Course requirements • CDL, Class B • Maintenance of Traffic Certification — initial and bi-annual refresher Mejmu • Class "3" Distribution Certification and Annual Continuing Education Units Authorized: 12 WATER OPERATONS Vacant:2 Provide safe potable water per D.E.P. guild lines to the o residents of Clermont. Ensure Wells and pumping facilities Staff i ng: 83 / meet supply demands for Potable and Fire Flow • Taking chlorine residual samples at many remote sites \v throughout the City ATI • Weekly testing of the alarms on each water plant and insuring that each site calls an alert to personnel WASTEWATER 0PERATONS �. Operate Treatment facility to convert raw sewage to a high quality Reuse Effluent per D.E.P. for residential, commercial irrigation .• Process Bio Solids from a liquid form to a dry solid to be removed from the treatment plant • The City provides wastewater treatment for the Town of Oakland and Montverde • Daily inspection of the wastewater plant and all components, including but not limited to 93 manual readings NrntP_SSInnn1 H • In addition to the FEMA Course requirements • CDL, Class B • Maintenance of Traffic Certification — initial and bi-annual refresher course • Water or Wastewater treatment state license and Annual Continuing Education Units • Safe handling of chlorine Certification • Confined Space Entry Certification •l9l111[• Authorized: 25 Vacant: 10 Staffing: 60% • Concerns: • Maintain the cemetery as well as helping residents with plot • Staffing locations • Level of Service • Event set up, support during and clean up for City Events such as Light up Clermont, Sips-N-Salsa, National Night Out, Red White and Boom, Great American Camp Out, Caribbean Jerk Festival • We also provide support for non -City Events such as Friday food trucks, Pig on the Pond, farmers market, disc golf, Sommer Sports races, as well as various events held at Waterfront Park, Hancock Park, Victory Pointe, West Park • Maintenance of 600 acres around the city, 390 acres of ,4 parks, 196 acres of right of ways ,•-- "'=-.�ZU - - • Natural disaster preparedness and clean up - =` • Lake water sampling at Waterfront Park • Supplemental mosquito spraying within the parks Protessinnal R • In addition to the FEMA Course requirements • CDL, Class B • Maintenance of Traffic Certification — initial and bi-annual refresher course • Crew Leader • Limited Lawn and Ornamental Pesticide License • Specific staff members are required to obtain Pesticide Spray License 9191216 • Waterfront Park • Lake Hiawatha • West Beach Park • Palatlakaha Park • Hancock Park • Lake Felter • McKinney Park • Montrose Tot Lot • Center Lake Park • Kehlor Park a i • Azalea Park • Edgewood Place Park • Historic Village • Kiwanis Park • Park of Indian Hills • Seminole Park • Lakeview Hills Park • Veterans Park • Victory Pointe • Boat Ramp • Chestnut Park (pictured) i •I• Authorized: 16 Vacant: 4 Staffing: 75% :1110 • Road Maintenance • PCI rating • Level of service • Road maintenance program • Road maintenance funding • Sidewalk Maintenance • Fill the Gap Program Concerns: • Staffing ►" Funding • 107 center line miles of road • 52 miles of pavement markings • 124 miles of sidewalks • 184 miles of curbs 0 4,143 signs of all types •I• Jrntessinnal Rp-r • In addition to the FEMA Course requirements • CDL, Class B • Maintenance of Traffic Certification — initial and bi-annual refresher course • Crew Leader • Signs and Pavement Marking Certification :r.r • The City of Clermont has 107 center line miles of roads • Current Pavement Condition Index(PCI) has an average score of 78 • 33% of all roads (35.31 miles) have no cracks or deficiencies • The City has been funding road maintenance inconsistently. • $700,000 to $1,000,000 is needed to maintain current PCI • Many techniques are used to preserve pavements such as rejuvenators, crack sealing, micro surfacing, area patching and full mill and overlay W 0 eTere 0 N FTM eam a :am ivi n r: • Asphalt rejuvenation - $8,000 • Used for PCI 70 to 100 rated streets • Asphalt crack sealing - $8,000 • Used for PCI 50 to 70 rated streets • Micro -Surfacing - $40,000, for a double coat • Used for PCI 50 to 70 rated streets. • Mill and asphalt resurface - $600,000 to $800,000 • Used for lower PCI rated streets. • Historic funding for road maintenance as budgeted • 2017 - $3501000 • 2018 - $6151000 • 2019 - $6001000 ' • 2020 - $6501000 • 2021 - $0.00 • 2022 - $3251000 ii ift'el i t � fii[7i1 f iT M R. 11tl IlJ�iii'w .i Category Number of road segments Percentage of total Excellent 179 23% Good 456 60% Fair 53 7% Poor 33 4% Failed 2 0.27% i Authorized: 17 Vacant: 1 Staffing: 94% Concerns: • Master Plan Update • Future Expansion • Staffing • Service 13,500 residents once a week with the use of 4 automated side loader garbage trucks, 3 automated side loader recycle trucks, 3 clam trucks, 1 rear loader and 2 small pup trucks • Have programs in place where we pick up scrap metal, appliances, e-waste (computers, monitors and televisions), microwaves, etc. which helps reduce contaminants in the landfill Sanitation r, rLER ONT 0 0 Bulk and commercial pickup concerns • Operational Revenues Versus Expenses • Growth and expansion Elf W-T j-77vW WIN Amon., T1►v�F�iMii 0 • Also being analyzed as a part of the Master Plan • Residential and commercial rates • $22.08 for one waste cart and one recycling cart per month • $11.87 for additional cart per month • Downtown collection options • Building a City owned transfer station • Current City Sanitation code • Future programs such as food waste recycling, composting etc.. Authorized: 7 Vacant: 0 Staffing: 100%� i • Sweeps approximately 489 miles of street each month • Collects approximately 46 tons of debris each month • Maintains 18 baffle boxes and 17 catch basins • Landscaping for 82 lift stations completed weekly • Landscaping for 29 retention ponds and 4 well sites done bi-weekl • Inspection of 160 inlets monthly Concerns: • Water Quality Projects Protessional Rec • In addition to the FEMA Course requirements • CDL, Class B • Maintenance of Traffic Certification — initial and bi-annual refresher course • Stormwater Erosion and Sedimentation Inspector Certification • Stormwater Operator 1 & 2 Certification • Lead • Trenching and Excavation Certification 01 @"1 d 1104 9 10 Authorized: 5 Vacant:l Staff i ng: 80% 0 0 55 Current City or private Projects I , � �Jrotessional H • In addition to the FEMA Course requirements • CDL, Class A • Maintenance of Traffic Certification — initial and bi-annual refresher course • Stormwater Inspector Certification • Trenching and Excavation Certification nnstruction Ford • Current and future City Capital Improvement Projects • Streetscape • New Public Services Building • Sunburst Well Expansion • Water/Wastewater Treatment Plant Expansion Mum • This is the last of the 3 phases • Will reconstruct Montrose Street from West Avenue to Lake Street • Off site construction begins May 23rd • On street work will begin June 6tn • On street work starts at Th Street and Montrose Street Public Services Ruildinc itlildind • Work started in late March • Site grading is currently underway • Building is scheduled to be completed in July of 2023 • Project is funded thru Master Plan Funds, Sanitation Funds & Enterprise Funds n � _�A Aa.� —. 1 Wastewater Treatment Plant Expansion CLENT Plant Exnannic • The City was required by Florida Department of Environmental Protection (FDEP) to start working on the plant expansion design once capacity reached 80%. The plant is currently operating at 80% capacity and expected to reach the current permitted capacity of 4 million gallons a day between 2023 and 2024 • The plant will be expanding capacity from 4 to 6.5 million gallons a day • The engineer is finalizing plans and specifications • Construction to start late Summer early Fall • Construction is expected to take approximately 18 months • Funding Source: Grant — Impact Fee — Loan New Lower Floridan Well & Storage LER)L�OW .. _UL - LL ft _ ■■■, .vA i ��, i i urn r'1 I see ssnoa��as ♦,` / / f .a.eesu vrr vslr. re1rR w C 1.dO.6-V �\ J1/.. + ._ � � ♦ �''. � ��Rrrrr.l rMeR +� ]]ff � .1n � /..`j -• .'," �OieYNR1 A•eilV. it beiR- O .ram—�_`�� . �.• � .,. — �. '. —r " �' _ ee.vssa �R..em.e.� \ E — she/Y w r•+'� YARD PIPING PLAN � � - - - - - - - ----L- - Sheet 6-2 eeeeOrl 111SE.Or W fleeeM r.r..eRM a.a 7*r,T.-T.M � reTirre RMTOPI I RM&I reTiFere • As Part of the City 's new Consumptive Use Permit (CUP), a substantial portion of the City's water consumption is to transition away from the Upper Floridan Aquifer (UFA) to the Lower Floridan Aquifer (LFA) before 2025 • Drilling of the wells was completed in early 2018 and to meet the requirements of the of the Consumptive Use Permit, the City needs to outfit the two Lower Floridan Wells with pumps, electrical/instrumentation, pump houses and a 3 Million Gallon A Day (MGD) storage tank • The engineer is currently finalizing the plans and specifications • Construction to start late Summer early Fall of 2022 and end early 2023 • Funding Source: Impact Fee — Loan • Rate Study: Expecting results at the end of June • Expanding Hartwood Marsh and Hancock Roads • City utility relocation cost for project is $5,000,000 • Relocating the City utilities is the City's obligation • The City is working with an engineering firm evaluate an alternative irrigation water supply for the area located South of Hartwood Marsh Road and East of Hwy 27 • The project will include a well, pumps, ground storage tank and associated piping • At this time it is anticipated that the well will need to be operational by 2024 CLER�WONT Choice of Champions- CLEFO(ONT Choice of Champions