FY13 Tampa BudgetBook

Changing TampasEconomic DNARecommended Operating and Capital Budget

Fiscal Year 2013

October 1, 2012 through September 30, 2013

Recommended Operatingand Capital Budget

Changing TampasEconomic DNA

Fiscal Year 2013October 1, 2012 through September 30, 2013

Bob Buckhorn, Mayor

Sonya Little, Chief Financial Officer

Dennis R. Rogero, Jr., Budget and Neighborhood Empowerment Director

Organization Chart

City of Tampa, Florida

Mayor Bob Buckhorn

ContractAdminis-tration

PublicWorks

SolidWaste

Wastewater Water

Techn-ologyand

Innov-ation

Purch-asing

Parksand

Recreation

Inter-govt.

Relations

HumanResources

Conven-tion

Centerand

Tourism

MinorityBusinessDevelop-

ment

Citizens

MayorCity Council

Revenueand

Finance

Accounting

Budget &Neighbor-

hoodEmpower-

ment

Chiefof

Staff

CityClerk

InternalAudit

FireRescue

PolicePublicAffairs

CableCommun-

ication

EconomicOpportunity

Public Worksand Utility

Services

CityAttorney

BudgetOperations

Neighbor-hood

Services

CodeEnforce-

ment

Comm-unity

Affairs

Neighbor-hood andComm-

unityRelations

CleanCity

Division

BusinessTax

Planningand

Develop-ment

Economicand UrbanDevelop-

ment

ArtPrograms

Facilities Fleet ParkingRight

of WayStorm-water

Transpor-tation

Legend

Department

Division

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Tampa City CouncilDistricts One, Two and Three are at-large districts, as they represent all of the City of Tampa. Districts Four, Five, Six and Seven are represented individually.

Mike SuarezDistrict 1 At-Large

Mary MulhernDistrict 2 At-Large

Yvonne Yolie CapinDistrict 3 At-Large

Charlie MirandaDistrict 6Chairman

Harry CohenDistrict 4Vice Chair

Council District mapupdated March 13, 2002

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275

4

275

CITY LIMITS

CITY LIMITS

CITY LIMITS

CITY LIMITSCI

TY L

IMIT

S

BUSCH BLVD.

6 5

7

KENNEDY

DALE

MAB

RY

CITY LIMITS

HILLSBOROUGH AVE

M L KING BLVD

GANDY4MacDill AFB

Frank ReddickDistrict 5

Lisa J. MontelioneDistrict 7

Council District mapupdated March 13, 2002

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Acknowledgements

Special recognition is hereby given to department directors, staff, and the budget office for their exemplary efforts in the development and preparation of the FY2013 Budget for the City of Tampa, Florida:

Chief Financial OfficerSonya C. Little

Budget and Neighborhood Empowerment DirectorDennis R. Rogero, Jr.

Budget Office ManagersPeggy Curtin

Michael D. Perry, CGFO

Budget Office Staff

Sherry Austin Tish Brorby

Giannina Carballa, CGFO Antonio Hardeman

Ty Hawthorne, CGFO Mark Hobbs David Lozo

Amy Murphy, CGFO Jim Pullara

Phil Rice Jennifer Seth

Stephanie Stanton Cindy Toselli Viendu Tran David Vance

Kevin Wagner Andy Waitman

Additional City Staff

George Nowicki

vhe Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget

Presentation Award to City of Tampa, Florida for its annual budget for the fiscal year beginning October 1, 2011. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

g

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August 9, 2012

The Honorable Charlie Miranda and Members of Tampa City Council

I am pleased to present for your consideration the Recommended Operating and Capital Budget for the City of Tampa for the fiscal year beginning October 1, 2012, and ending September 30, 2013, including the Citys Capital Improvements Program (CIP) for FY2013 through FY2017.

This years budget theme, Changing the Citys Economic DNA, reflects the Citys long-term effort to move into a new economy and to shift the Citys priorities to support the communitys economic success.

Although property taxes continue to decline, and increases in expenditures continue to affect current and future planning, the City of Tampa has established and funded the following three primary strategic goals, ensuring robust economic development, strong public safety, and quality places to live:

Changing Tampas Economic DNA; Keeping our streets safe; and Continuing to strengthen our neighborhoods.

The City has taken initiatives to promote sustainable economic growth by attracting new businesses and helping to grow local businesses. These efforts include forging partnerships with local and regional entities that will benefit the City. We have also been diligent in identifying additional revenue sources to assist the City in completing necessary capital improvement projects. A shining example of this effort is the receipt of the Transportation Investment Generating Economic Recovery (TIGER) grant for $10.9 million that will enable completion of the Tampa Riverwalk. As we move forward past recent economic difficulties, the City will continue diversifying our economic footprint while maintaining the highest quality of services for our citizens.

The proposed millage rate for FY2013 remains at the current 5.7326 mills. The Budget for FY2013 totals $804.4 million, an increase of $45 million, or 5.9%, from the FY2012 budget of $759.4 million. This increase is primarily due to:

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A General Fund decrease of approximately $4.7 million primarily due to the elimination of five vacant general fund positions and reductions in departmental operating costs. Additional decreases include completion of the transfer of roadway operations and maintenance costs to a special revenue fund to better align the service with the source of funding. These cost reductions were partially offset due to an increase in costs for salaries, pension, and health insurance.

A $32.2 million increase in Other Governmental Funds primarily due to increases in the amount of capital funds being utilized on the Citys infrastructure. Specific increases include the receipt of several capital grants for the Riverwalk Project and for construction of the Cross Creek Widening (Phase 2) project.

A $11.6 million increase in the Enterprise Funds primarily due to increases in the Wastewater Departments increases in capital projects associated with Howard F. Curren Advanced Wastewater Treatment Plant and the rehabilitation of the Krause Regional Pumping Station.

A $3 million increase in the Utility Tax Construction Fund primarily due to additional capital projects including improvements to Union Station and the current Tampa Police Department Headquarters. Additionally the Police Department is using Law Enforcement Trust Funds to construct a pistol range in East Tampa.

The Citys FY2013 Capital Improvements Program (CIP) Budget totals $104.8 million, a increase of 31.4% from the FY2012 budget of $79.8 million. This increase is primarily associated with capital projects orientated toward repairing and renovating existing infrastructure.

Tampa, like other state and local governments, will continue to have financial challenges, but the FY2013 Recommended Operating and Capital Budget allows us to invest in needed infrastructure improvements, honor existing union contracts, and offer the highest quality of service to our citizens.

Economic Development

It starts with a commitment to economic development that is focused on building an environment that will move Tampa to the next level and create a strong economic climate. At the City of Tampa, we continue to move in this direction, streamlining our processes and our organization to ensure that we are known as a City that is open for business. We work hard every day to attract new businesses, develop entrepreneurship, and grow and retain existing businesses through a variety of initiatives:

Reorganizing City government to create a one stop shop to streamline plans and permits to ease burdensome regulation;

Expanding the Citys technology-related services including the implementation of new permitting software to ensure the Citys future demands are being met;

ix

Addressing the issue of affordable housing for first-time homebuyers and the rehabilitation of existing homes;

Developing a master plan for the City's urban core and the Nebraska-Hillsborough Primary Transit Corridor through the InVision Tampa initiative;

Creating development opportunities for key historic properties including the Classic Federal Courthouse in downtown and Water Works building in Tampa Heights;

Expanding international trade by working with the Directors of Tampa ;International Airport and the Port of Tampa, and by leveraging Tampas current multi-modal assets;

Developing the Citys landmark neighborhoods that are critical to the success of the whole City, including Ybor, Channelside and East Tampa;

Increasing regional approaches to policy and economic development; Lobbying the U.S. Department of Transportation for the grant funding necessary to complete the

Tampa Riverwalk;

Expanding opportunities for woman and minority-owned businesses; and Enhancing education programs to ensure that the City has a highly trained work force that will

attract new businesses.

Neighborhoods

We are all partners, working together to ensure Tampa continues to evolve into a world-class city. To do that we need a solid foundation, which is built on strong neighborhoods. City of Tampa employees are committed to quality projects and services that will strengthen our neighborhoods such as the following:

Creating the Budget & Neighborhood Empowerment Department to focus on the Citys responsiveness and accountability to its neighborhoods by providing a single point of access to all

City neighborhood programs;

Encouraging each neighborhood to maintain and enhance their character through the development of Neighborhood Plans and Overlay Districts;

Making the necessary resources available to demolish dilapidated buildings before they become fire hazards, producers of illegal drugs, or neighborhood eyesores;

Strengthening the role of the Nuisance Abatement Board to aggressively process sanctions against slum landlords and chronic neighborhood problems;

x Increasing the Citys responsiveness and accountability to its neighborhoods through Operation WIN Working in Neighborhoods - by providing environmental maintenance for illegal dumping

in alleys, rights of way, and abandoned or foreclosed properties;

Improving stormwater drainage throughout the city to prevent flooding; Providing technical support for first-time homebuyers and partnering with lending institutions to

create housing initiatives, allowing people to achieve the dream of homeownership;

Creating a City that is bicycle- and pedestrian-friendly by expanding the citys bike lanes. Cutting fees to make Tampas parks and recreation centers more accessible to residents; Seeking funding to expand the Citys reclaimed water project (formerly STAR-South Tampa

Area Reclaimed Water) system to each of the Citys neighborhoods; and

Working with Tampa Electric Company to conduct an assessment of City-wide street lighting to determine where lights need to be repaired, or replaced to enhance public safety.

Public Safety

A critical component to strong neighborhoods and robust economic development is public safety. Each day, City of Tampa Fire Rescue and Police along with Code Enforcement and Transportation, look for better, more innovative ways to improve the quality of life for our citizens and visitors. From tackling crime before it happens to designing roads that accommodate vehicles, bikes, and pedestrians alike - our employees are dedicated to providing quality public safety. Following are some of the activities currently underway to meet this goal:

Continuing the Tampa Police Departments focus on the: o Four Crime Initiative Plan: auto theft, auto burglary, robbery and burglary; o COPPER (Comprehensive Police Performance Effectiveness Review) program used to

identify emerging patterns of crime and the effectiveness of the Departments initiatives;

Strengthening the Citys relationship with our state and federal counterparts to improve the: o monitoring of criminals on probation o prioritization of warrants to ensure the most prolific criminals are taken off the streets o pursuit of the emerging prescription drug crimes;

Continuing to evaluate best practices around the country and implement new technologies that will help the City fight crime;

Growing the Neighborhood Watch program and expanding the programs role in assisting the Police Department;

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Emphasizing the recruitment of minority and Spanish-speaking officers to better reflect the community served;

Improving community-oriented policing with uniformed and non-uniformed personnel; and Ensuring the Citys parks are safe and secure for residents.

I am pleased to present a $804.4 million budget for Fiscal year 2013 that is balanced and keeps our reserves strong at over $103 million. We have shrunk the Citys general funds by nearly $5 million while finding new funding resources to continue investing in our infrastructure. From stormwater improvements to completing the Tampa Riverwalk , the increase in our Capital Improvements Program will allow us to make critical investments to make our community more competitive.

Tampa, like other state and local governments, will continue to have financial challenges. We will keep looking for ways to reduce costs and create opportunities for economic growth.

We will continue exploring opportunities to reduce costs and create opportunities for economic growth. We are partners, working together to ensure Tampa continues to evolve into a world-class city. One that offers the best in economic opportunities, quality of life in all neighborhoods, public safety, transportation, cultural enrichment, entertainment and education.

Tampa continues to be healthy, stable, and most importantly, poised for continued growth.

Respectfully submitted,

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Table of Contents Part 1 FY2013 Recommended Operating Budget

City of Tampa Overview Community ......................................................................................................................................................................... 2 History ............................................................................................................................................................................... 4 City-wide Goals ................................................................................................................................................................... 6 Changing Tampas Economic DNA ............................................................................................................................. 6 Safe Streets ................................................................................................................................................................... 8 Strong Neighborhoods ................................................................................................................................................. 9 Management and Budget Goals ................................................................................................................................. 10 Long-Range Planning Goals ....................................................................................................................................... 12 Economic Development Initiatives ................................................................................................................................... 13 Economic Indicators .......................................................................................................................................................... 15 Economic Outlook ............................................................................................................................................................. 17 Property Tax Reform ......................................................................................................................................................... 18

Budget and Department Highlights The Budget Process .......................................................................................................................................................... 24 The Budget Calendar ....................................................................................................................................................... 24 The FY2013 Budget ........................................................................................................................................................... 25 Personnel Authorizations ................................................................................................................................................. 26 General Fund .................................................................................................................................................................... 27 Utility Tax Funds .............................................................................................................................................................. 28 General Fund and Utility Taxes Fund Balance ................................................................................................................. 29 Other Governmental Funds .............................................................................................................................................. 30 Enterprise Funds ............................................................................................................................................................... 31

Public Safety Programs .............................................................................................................................................. 33Tampa Police Department ......................................................................................................................................... 33

Tampa Fire Rescue .................................................................................................................................................... 35

Culture and Recreation The Tampa Riverwalk ................................................................................................................................................ 36 Tampa Convention Center ........................................................................................................................................ 37 Tampa Theatre .......................................................................................................................................................... 39 Art Programs ............................................................................................................................................................. 39 City of Tampa Television/Cable Communications ................................................................................................... 40 Parks and Community Centers ................................................................................................................................... 41 Springhill Park Community Center ........................................................................................................................... 41 North Seminole Little League .................................................................................................................................... 41 Roy Jenkins Pools ...................................................................................................................................................... 42 Ballast Point Park ...................................................................................................................................................... 42 Cuscaden Park ........................................................................................................................................................... 42 New Tampa Nature Park .......................................................................................................................................... 42 Gateway Enhancements ............................................................................................................................................ 42 Honors ................................................................................................................................................................... 43 After School & Summer Programs............................................................................................................................. 43 Adult Programs ......................................................................................................................................................... 43

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Arts & Culture Programs ........................................................................................................................................... 43 Gymnastic & Dance Programs .................................................................................................................................. 43 Nature & Aquatic Camps .......................................................................................................................................... 44 Senior Programs ....................................................................................................................................................... 44 Swim Programs ......................................................................................................................................................... 44 Teens Leading Change Program ............................................................................................................................... 44 Youth Sports Leagues ............................................................................................................................................... 44

Economic and Urban Development ....................................................................................................................... 45 Community Redevelopment Areas ........................................................................................................................... 46

Tax Increment Financing........................................................................................................................................... 46

Transportation .............................................................................................................................................................. 47 Cross Creek Boulevard Widening ............................................................................................................................. 47

Interbay Boulevard at Tanker Way ............................................................................................................................ 47 Laurel Street Bridge Rehabilitation ........................................................................................................................... 47 New Tampa Boulevard Bridge / Commerce Park Boulevard Widening .................................................................. 48

Investing in Neighborhoods ...................................................................................................................................... 48 Aquatic Facilities ....................................................................................................................................................... 48

Neighborhood Projects ............................................................................................................................................. 49 Sidewalk Construction ............................................................................................................................................... 49 Perry Harvey Sr. Park Expansion .............................................................................................................................. 49 Complete Streets ...................................................................................................................................................... 49 Street Lighting .......................................................................................................................................................... 50 Street Resurfacing ..................................................................................................................................................... 50

Stormwater .................................................................................................................................................................... 50 City Construction Crews ........................................................................................................................................... 50

Drew Park ................................................................................................................................................................. 51 Duck/Donut Pond ...................................................................................................................................................... 51

Solid Waste & Environmental Programs ................................................................................................................ 51 Compressed Natural Gas ............................................................................................................................................ 51

Environmental Assessments ..................................................................................................................................... 52 Franchise Fees ........................................................................................................................................................... 52 Management Information Systems ........................................................................................................................... 52 McKay Bay Transfer Station ...................................................................................................................................... 52 Recycling Programs .................................................................................................................................................. 52 Safety ......................................................................................................................................................................... 53

Wastewater Department ............................................................................................................................................ 53 Howard F. Curren .................................................................................................................................................. 53 Pipeline Replacement ................................................................................................................................................ 54 Manhole Rehabilitation ............................................................................................................................................. 54 Pump Stations ............................................................................................................................................................ 54

Water Department ...................................................................................................................................................... 55Minimum Flow .......................................................................................................................................................... 55

Pipeline Replacement Program ................................................................................................................................. 56 Potable Water Production Upgrades ......................................................................................................................... 56 Strategic Plan ..............................................................................................................................................................57

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Average Monthly Residential Utility Bill ....................................................................................................................57 Green Initiative .......................................................................................................................................................... 58

General Government Program Benefits ................................................................................................................ 59Pension ................................................................................................................................................................... 59

Health Care .................................................................................................................................. 59 Pay and Labor Agreements ........................................................................................................................................ 59

Related Financial Information Related Financial Introduction ................................................................................................................................. 63

Revenue Sources ................................................................................................................................................. 63 Property Tax ........................................................................................................................................................ 64

Electric Franchise Fees ...................................................................................................................................... 65 Construction Permits .......................................................................................................................................... 66 Sales Taxes .......................................................................................................................................................... 67 State Revenue Sharing ........................................................................................................................................ 68 PILOT/PILOF .................................................................................................................................................... 68

Charges for Services ............................................................................................................................................ 70 Fines and Civil Penalties ...................................................................................................................................... 71 Interest Earnings ................................................................................................................................................ 72

Communications Services Tax ............................................................................................................................ 73 Electric Utility Taxes ........................................................................................................................................... 74 Water Utility Taxes ..............................................................................................................................................75 Local Option Fuel Taxes ..................................................................................................................................... 76 Occupational Licenses ......................................................................................................................................... 77 Community Investment Taxes ............................................................................................................................ 78 Stormwater ......................................................................................................................................................... 79 Enterprise Parking ................................................................................................................................................................ 80 Solid Waste .......................................................................................................................................................... 81 Wastewater ......................................................................................................................................................... 82 Water ................................................................................................................................................................... 83 Summary of Revenues, Expenditures and Fund Balance ................................................................................................ 84 Consolidated Summary .................................................................................................................................................... 90

Budget Summaries Combined Summary of Funds ................................................................................................................................... 92 Summary by Funds (Net Budget) .............................................................................................................................. 93 Executive Summary (Gross Budget) .......................................................................................................................... 96 Executive Summary Grant Funds ......................................................................................................................... 101 Executive Summary Enterprise Funds ................................................................................................................. 102 Executive Summary Internal Service Funds ....................................................................................................... 104

Community Redevelopment Area Funds (Gross Budget) .......................................................................................105General Fund Revenue Comparison ........................................................................................................................ 106

General Fund Departmental Expenditure Comparison ........................................................................................... 107 Position Summary by Department .......................................................................................................................... 108

Departmental Summaries Mayor ........................................................................................................................................................................ 112

City Council ............................................................................................................................................................... 114 Personnel Detail (V-Salary Detail Report) ............................................................................................................... 116

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Public Safety Tampa Fire Rescue .................................................................................................................................................. 120 Tampa Police Department ........................................................................................................................................ 122 Personnel Detail (V-Salary Detail Report) ............................................................................................................... 124

Chief of Staff Administration-Chief of Staff ................................................................................................................................... 132 Art Programs ...................................................................................................................................................... 133 Intergovernmental Relations ............................................................................................................................. 134 Minority Business Development ....................................................................................................................... 135 Public Affairs ...................................................................................................................................................... 136 Cable Communication ....................................................................................................................................... 137 Convention Center ............................................................................................................................................ 140 Human Resources .......................................................................................................................................... 142 Risk & Insurance and Mailroom ........................................................................................................................ 144 Parks and Recreation ......................................................................................................................................... 146 Purchasing ........................................................................................................................................................ 148 Technology and Innovation ...............................................................................................................................150 Tampa Theatre ................................................................................................................................................... 152 Personnel Detail (V-Salary Detail Report) ............................................................................................................... 154

Revenue & Finance Revenue and Finance ................................................................................................................................................ 166 Accounting ............................................................................................................................................................. 168 Budget & Neighborhood Empowerment .................................................................................................................. 169 Budget Division .................................................................................................................................................. 170 Neighborhood Services ...................................................................................................................................... 172 Code Enforcement ...................................................................................................................................... 174 Business Tax ............................................................................................................................................... 175 Community Affairs ...................................................................................................................................... 176 Neighborhood & Community Relations ..................................................................................................... 177 Clean City Division ...................................................................................................................................... 178 Non-Departmental ................................................................................................................................................... 180 Personnel Detail (V-Salary Detail Report) .............................................................................................................. 182

General Government City Attorney ............................................................................................................................................................ 188 City Clerk.................................................................................................................................................................. 190 Internal Audit ........................................................................................................................................................... 192 Personnel Detail (V-Salary Detail Report) ............................................................................................................... 194

Economic and Urban Development Economic and Urban Development ........................................................................................................................ 198 Planning & Development ......................................................................................................................................... 202 Community Development Block Grant ............................................................................................................ 204 Emergency Shelter Grants ................................................................................................................................ 206 HOME Investment Partnership ....................................................................................................................... 208 Housing Opportunities for Persons with AIDS ................................................................................................ 210 Neighborhood Stabilization Programs ............................................................................................................. 212 State Housing Initiatives Partnership .............................................................................................................. 214

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Personnel Detail (V-Salary Detail Report) ............................................................................................................... 216

Public Works and Utility Services Public Works and Utility Services Administrator ................................................................................................... 222 Contract Administration .......................................................................................................................................... 224 Public Works ............................................................................................................................................................ 22 Facility Management ........................................................................................................................................ 228 Fleet Maintenance ............................................................................................................................................ 230 Parking .............................................................................................................................................................. 232 Right of Way ..................................................................................................................................................... 234 Stormwater ....................................................................................................................................................... 236 Solid Waste ............................................................................................................................................................. 238 Wastewater .............................................................................................................................................................. 240 Water ....................................................................................................................................................................... 242 Transportation ......................................................................................................................................................... 244 Personnel Detail (V-Salary Detail Report) .............................................................................................................. 246

PensionFire and Police Pension ........................................................................................................................................... 264 General Employee Pension Fund ............................................................................................................................ 265

Financial Policies Financial Policies ..................................................................................................................................................... 268

Financial Structure .................................................................................................................................................. 268 Fund Balance Policy ................................................................................................................................................. 272 Minimum Level of Unassigned Fund Balance ......................................................................................................... 274 Spending Order of Fund Balances ........................................................................................................................... 274 Stabilization Fund .................................................................................................................................................... 274 Fees and Charges Policy .......................................................................................................................................... 274 Investment Policy .................................................................................................................................................... 275 One-Time Revenue Policy ....................................................................................................................................... 276 Unpredictable Revenue Policy ................................................................................................................................. 276

Payment in Lieu of Taxes/Payment in Lieu of Franchise Fees (PILOT/PILOF) .................................................... 276 Revenue Diversification Policy ................................................................................................................................. 277 Capital Improvement Program ................................................................................................................................. 277 Debt Policy ............................................................................................................................................................. 279 Cost Allocation Policy .............................................................................................................................................. 288 Organizational Fund Structure Matrix .................................................................................................................... 289

Appendices Glossary .................................................................................................................................................................. 294

Acronyms ................................................................................................................................................................. 301 Questions and Answers............................................................................................................................................ 303 Budget Supplement (Revenue FY2013) .................................................................................................................. 305 Budget Supplement (Expense FY2013) ................................................................................................................... 313

Part 2 FY2012 Recommended Capital Improvement Budget

DebtOverview .................................................................................................................................................................. 326

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Summary of City Issued Debt .................................................................................................................................. 326 Primary Types of Debt ............................................................................................................................................. 326 Revenue Bonds ........................................................................................................................................................ 326 Total Principal Debt Composition of City Issued Debt ........................................................................................... 328 Principal Outstanding Debt ..................................................................................................................................... 329 Rating Agency Analysis ............................................................................................................................................ 330 City of Tampa Outstanding Debt .............................................................................................................................. 331 Sales Tax Revenue Bonds ................................................................................................................................. 332 Utilities Tax Revenue Bonds ............................................................................................................................. 333 Enterprise Fund Debt ....................................................................................................................................... 335 Channel District CRA Bank Note ...................................................................................................................... 337

FY2013 Debt Service Payments ...................................................................................................................................... 338 Governmental Fund Debt ................................................................................................................................. 338 Utility Services Tax ........................................................................................................................................... 339 Enterprise Fund Debt ....................................................................................................................................... 340

Capital Improvement SummaryFY2013- 2017 Capital Improvement Overview .............................................................................................................. 343 Investing in Neighborhoods Program ..................................................................................................................... 343 Enterprise Departments Capital Programs ............................................................................................................ 344 CIP Approach and Comprehensive Plan ................................................................................................................. 344 Sources of Financing ................................................................................................................................................ 345 Capital Improvement Projects Funding Source Summary ..................................................................................... 346 Capital Improvement Projects Funded Projects Summary ..................................................................................... 347 Community Investment Tax FY2013-FY2017 ......................................................................................................... 353

Capital Improvement Project Detail Convention Center ................................................................................................................................................... 356 Economic Development ........................................................................................................................................... 357 Non-Departmental ................................................................................................................................................... 358 Parking ..................................................................................................................................................................... 358 Parks and Recreation ............................................................................................................................................... 362 Police ..................................................................................................................................................................... 365 Public Art ................................................................................................................................................................ 365 Public Works ............................................................................................................................................................ 366 Tampa Theatre ........................................................................................................................................................ 368 Stormwater .............................................................................................................................................................. 369 Transportation ......................................................................................................................................................... 377 Wastewater .............................................................................................................................................................. 390 Water ........................................................................................................................................................................ 397

Operational Impacts of Capital Improvement Projects ................................................................................................. 404 Comprehensive Plan Projects ......................................................................................................................................... 406 Capital Improvement Projects Index ............................................................................................................................. 410

Part 1FY2013 Recommended Operating Budget

1

City of Tampa

Overview

City of Tampa Overview City of Tampa

2

Community

Tampa is located along Floridas west

coast and is Floridas third largest city.

Tampa is the 55th most populated city

in the United States, with the 2010

U.S. Census reporting 335,709

residents; an increase of over 32,000

residents (10.6%) since 2000. The City has a total area of 170.6 square miles, of which 112.1 square miles is land and 58.5 square miles (34%) is water. Tampa is the primary city located in:

a) Hillsborough County, with a county

population of 1.2 million residents,

and b) the metropolitan statistical area

(MSA) of Hillsborough, Pinellas, Pasco and Hernando counties, with over 2.7 million residents.

Tampa is at the regions center, approximately 30 minutes from the Gulf of Mexico beaches to the

west, and one hour from Walt Disney World and Universal Studios theme parks to the northeast.

The region, in 2010, was the 2nd largest in Florida, 5th largest MSA in the Southeast and the 19th

largest in the United States. The regions natural environment contains miles of blue waterways,

beaches, brilliant sunlit skies and a perfect average annual temperature of 72 degrees.

Tampa Bay offers year-round cultural events and social

activities for people of all ages and interests. From

professional baseball, football and hockey, to jazz and art

festivals, from the beaches to playing golf, from the

excitement of Ybor City to serene strolls along beautiful

Bayshore Boulevard, Tampa and surrounding areas offer a

multitude of opportunities for residents to live, learn, work,

and play. Major attractions in and around Tampa include:

Busch Gardens, Adventure Island, The Florida Aquarium

and Lowry Park Zoo. Beautiful art venues such as The

Tampa Museum of Art, Tampa Bay History Center, Glazer

Childrens Museum, The Museum of Science and Industry

capture the history of Tampa, as well as works by todays

artists. In addition to all the attractions and museums,

View of Tampas downtown skyline

Tampa is the principal city in Hillsborough County


3

Tampa has numerous upscale retail shopping centers that include downtowns Tampa Channelside

complex, International Plaza and

Westshore Mall.

Traditional events in the area include the

Gasparilla Parade, a mock pirate

invasion that has taken place in January

for over a century. Also in February, the

area hosts the Florida State Fair, the 15k

Gasparilla Distance Classic, and the

Sant Yago Illuminated Knight Parade in

Ybor City. In March, the inaugural

Mayor's River O'Green on St. Patricks

Day 2012 was held, turning the

Hillsborough River green for a day. The

City in August 2012 will host the Republican National Convention, which is expected to bring over

50,000 people and have an economic impact four times greater compared to an NFL Superbowl.

The Outback Bowl provides NCAA

football in January, and in March, Plant

Citys Florida Strawberry Festival

provides world-class entertainment.

Recent events include the Red Bull

Flugtag, which attracted over 100,000

spectators and the NCAA Frozen Four

collegiate hockey Championship.

Tampa Bay is home to a variety of

sports teams including the Tampa Bay

Buccaneers, the Tampa Bay Storm, the

Tampa Bay Rays, the Tampa Bay

Lightning, and the New York Yankees

for spring training. The University of

South Florida Bulls and the University of Tampa Spartans provide collegiate athletics.

Tampa offers a variety of post secondary educational opportunities. Examples include the

University of South Florida (USF) and the University of Tampa (UT). USF offers premier research

opportunities in the fields of science and medicine, with an estimated annual economic impact of

$3.7 billion and annual enrollment exceeding 47,000 students. UT is a private university situated

New History Museum located in the Channel District

Gasparilla pirate invasion along the bay


4

on a beautiful 100-acre campus adjacent to the Hillsborough River and downtown Tampa. UT is

one of six new schools to be included by the Princeton Review as one of the nations best colleges

for 2013. UT has an annual economic impact of $600 million with an enrollment exceeding 6,300

students. Tampa is also home to Stetson University of Law which opened this satellite campus in

2004 and is located less than one mile from downtown. The university focuses on developing

students for careers in the legal profession and has a full time enrollment exceeding 840 students.

Hillsborough Community College (HCC) is a prominent state college offering two and four year

degrees in Tampa and Hillsborough County. HCC has six campus locations throughout and a

annual enrollment surpassing 43,000 students.

The City is home to MacDill Air Force

Base (AFB), which operates the 6th Air

Mobility Wing, and coordinates with

over 3o mission partners, including

United States Central Command, United

States Special Operations Command,

and 927th Air Refueling Wing. MacDillAFBs economic impact on the Greater

Tampa Bay Region is estimated to

exceed $2.87 billion annually by

employing approximately 21,000

military and civilian personnel. In

addition, the retired military population

within approximately 50 miles of the

base adds another $2.11 billion, for a total economic impact of $4.98 billion.

Tampa is also home to Tampa International Airport (TIA) which is a major public airport located

six nautical miles west of the downtown corridor. The airport handled 16,732,051 passengers in

2011, making it the 30th busiest airport by passenger movement in North America.

History

In 1824, two months after the arrival of the first non-native settlers, the U.S. Army established Fort

Brooke to protect the Tampa Bay harbor. Real development of the region did not begin until the

territory became a state in 1845. The City of Tampa first incorporated in 1855 and again in 1887,

while Henry B. Plants 1884 railroad extension to the Hillsborough River provided access to new

areas. When phosphates were discovered in the late 1880s, the resulting industries prompted a

River O'Green on St. Patricks Day 2012


5

boom of growth and wealth that lasted through the 1890s. However, the migration of major cigar

manufacturers to Tampa was far more important to the rapid growth of Tampa after 1885. In 1886

Vicente Martinez Ybor established a

cigar factory in Tampa, founding Ybor

City. By 1900, Ybor City was considered

the cigar capital of the world. Today,

Hispanic cultural events enliven Ybor

City, a two square mile area just east of

downtown.

The military has had an ongoing role in

Tampas development. The City was the

main debarkation point for over 10,000

troops who were deployed to Cuba

during the Spanish American War in

1898. These troops included the 9th and

10th Cavalry units and the 24th and 25th Infantry units, each comprised entirely of African American

soldiers who were better known as the Buffalo Soldiers. This deployment was the only time that

all four regiments of the Buffalo Soldiers fought together. This conflict also saw Teddy Roosevelt

taking his Cavalry unit the Rough Riders through the Port Tampa on their way to Cuba.

The beginning of the twentieth century

led to Tampa becoming an increasingly

important port in the United States for

economic and military activities. World

War I brought several shipbuilding

contracts to Tampas shipyards, and a

rise in manufacturing brought Tampa to

the forefront of Florida Cities. During

World War II, military installations

MacDill Field and Drew Field (now the

site of Tampa International Airport)

were established. These sites have had a

long-lasting impact on Tampas physical

and economic growth.

The automobile was partially responsible for a large settlement wave that occurred around 1923-

1926. Floridas Boom Times saw explosive growth in Tampa, where the population rose to over

Famous Ybor City trolley in front of Centro Ybor

Story of Tampa Mural


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100,000 by the end of the 1920s. Land developers designed new subdivisions with amenities to

attract as many buyers as possible. Davis Islands, designed by D.P. Davis, was one such

development, with a golf course and country club situated on its man-made islands.

In the 1950s, cigar factories, which were major local employers, were closing since people had

begun smoking less expensive cigarettes. Since the 1960s, the main Tampa downtown business

district has grown significantly. Major banks and corporations occupy large buildings high above

Hillsborough Bay and have helped Tampa to evolve into a multi-cultural, diverse business center

attracting people of all ages. The most recent growth in the City was the development of New

Tampa, which started in 1988 when the City annexed a mostly rural area of 24 square miles

between Interstate 275 and Interstate 75.

City-wide GoalsThe City of Tampa is committed to offering the very best services to local businesses and citizens.

To meet this commitment, the City has identified broad goals that guide the Citys actions. These

goals will help the City meet current challenges while providing the necessary direction for long-

term prosperity. The goals are as follows:

Changing Tampas Economic DNA

The City is committed to changing the

Citys Economic DNA by attracting new

businesses, growing entrepreneurship,

as well as growing and retaining

existing businesses. The recent

economic crisis illustrated the Citys

need to be at the forefront in improving

many internal policies and procedures,

and refocusing activities geared towards

economic growth. Examples of

activities that support this goal include:

Reorganizing City government to streamline the review of plans

and permits;

Changing Tampas Economic DNA in action


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Creating incentive packages to target high-tech industries identified by the Tampa Hillsborough Economic Development Corporation (EDC):

o Life sciences and medical services; o Financial services; o Cyber security, defense, and national security; o Information technology; o Research and engineering; o Complete all remaining Riverwalk segments;

Addressing the issue of affordable housing for first-time homebuyers and the rehabilitation of existing homes;

Encouraging and supporting policies that facilitate urban infill;

Expanding international trade by working with the Directors of Tampa International Airport and the Port of Tampa, and by leveraging Tampas current multi-modal assets;

Developing the Citys landmark neighborhoods that are critical to the success of the whole City, including Ybor, Channelside and Tampa Heights;

Increasing regional approaches to policy and economic development;

Expanding opportunities for woman and minority-owned businesses;

Enhancing education programs to ensure that the City has a highly trained work force that will attract new businesses;

Expanding the regions infrastructure to include mass transit and other multi-modal forms of transportation linking employment and destination centers in Hillsborough, Pinellas, and

Pasco Counties; and

Expanding the Citys technology-related services such as e-Services, e-Business and e-Management to ensure the Citys future demands are being met.


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Safe Streets

The City through its efforts has reduced crime for a ninth consecutive year. The City will continue

to make this a priority by focusing resources and improving partnerships. Safe streets serve as a

primary example in the City providing a high quality of life for its citizens. This goal can only be

achieved through a high-level commitment of resources and implementing the necessary actions,

including:

Continuing the Tampa Police Departments focus on the: o Four Crime Initiative Plan: auto theft, auto burglary, robbery and burglary; o COPPER (Comprehensive Police Performance Effectiveness Review) program used

to identify emerging patterns of crime and the effectiveness of the Departments

initiatives;

o Criminal Tracking, the Fugitive Apprehension and the Strategic Enforcement Unit to target repeat and violent offenders;

Strengthening the Citys relationship with our state and federal counterparts to improve the: o monitoring of criminals on probation; o prioritization of warrants to ensure the most prolific criminals are taken off the

streets;

o pursuit of the emerging prescription drug crimes;

Continuing to evaluate best practices around the country and implement new technologies that will help the City fight crime;

Growing the Neighborhood Watch program and expanding the programs role in assisting the Police Department;

Emphasizing the recruitment of minority and Spanish-speaking officers to better reflect the community served;

Improving community-oriented policing with uniformed and non-uniformed personnel;

Implementing a residency incentive program for police officers and continuing the vehicle take home policy for officers;

Ensuring the Citys parks are safe and secure for residents; and


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Strengthening of the One Strike and Youre Out policy in public housing to ensure residents are maintaining high community standards.

Strong Neighborhoods

Strong neighborhoods are ones that are engaged in their community, and the City will actively

support its neighborhoods. Strong neighborhoods are a vital building block for the City to attract

new businesses and be a desired place to live. Without the strong neighborhood foundation, City

services offered are not as impactful and beneficial to our citizens. The need for strong

neighborhoods is recognized as a key component in connecting City services to the community. The

City is committed to creating strong neighborhoods by:

Increasing the Citys responsiveness and accountability to its neighborhoods by providing a single point of access to all City neighborhood programs;

Implementing a City-wide Infrastructure Assessment plan to identify needs from filling potholes to clearing stormwater ditches and addressing the needs with established times;

Encouraging each neighborhood to maintain and enhance their character through the development of Neighborhood Plans and Overlay Districts;

Enhancing the effectiveness of neighborhood leaders by establishing a formal Neighborhood University Training Program;

Making the necessary resources available to demolish dilapidated buildings before they become fire hazards, producers of illegal drugs, or neighborhood eyesores;

Strengthening the role of the Nuisance Abatement Board to aggressively process sanctions against slum landlords and chronic neighborhood problems;

Working to eliminate panhandling on major arterial and collector streets;

Preventing code violations from occurring by establishing a Landlord Training Program to educate the Citys landlords on code requirements;

Providing technical support for first-time homebuyers and partnering with lending institutions to create housing initiatives, allowing people to achieve the American dream;


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Creating a City that is bicycle- and pedestrian-friendly, including a public service campaign to educate motorists about bicycle safety rules;

Facilitating the development of safe, enjoyable public parks and green spaces through a series of Parks Initiatives aimed at adding to the quality of life in Tampa;

Seeking funding to expand the Citys reclaimed water project (formerly STAR-South Tampa Area Reclaimed Water) system to each of the Citys neighborhoods; and

Creating a program to provide for new street lighting along roadway segments for public safety, night-time accident reduction and Community Redevelopment Areas. A quality

assurance program will also be deployed to monitor outages and inadequate fixtures along city roads.

Management and Budget Goals

The City implements ongoing budget and management goals that allow the City to enhance its

financial health, and its image and credibility with the public, bond rating agencies, and investors.

Improving Technology Infrastructure Implementing an Enterprise Resource Planning (ERP) system to replace out-of-date

commercial and in-house developed systems;

Converting the Novell network to a Microsoft platform to better manage network operations;

Implementing an on-line permitting system to replace the existing 20-year old system by the second quarter of 2013;

Continuing the upgrades for the Tampa Convention Center that would allow for the hosting of technologically demanding shows; and

Rebuilding the Citys website to provide a fresh new look to include social media features.

Fiscal Maintaining a minimum reserve equal to 20% of the General and Utility Tax funds

operating expenditures;


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Striving to keep recurring expenses in line with recurring revenues;

Periodically using private enterprise to supply public services when such agreements are appropriate and cost-effective;

Using tax increment financing to combat blight and to promote economic development;

Periodically reviewing and adjusting rates, fees and charges to reflect the cost of services;

Placing a high priority on seeking matching and seed funds to leverage grants and other assistance;

Preparing sound maintenance and replacement programs for City equipment and assets;

Maintaining high credit ratings to ensure low borrowing costs;

Maintaining adequate reserves and fund balances for unforeseen needs and emergencies;

Continuing promoting excellence in budgeting and financial reporting; and

Developing and maintain a long-range forecast model to measure the effectiveness of budgetary and financial decisions.

Personnel Recognizing employees for exceptional performance and creativity;

Providing employee development by promoting training programs; and

Offer counseling and referral services for stress, drug abuse and other personal difficulties.

Service Providing high quality utility services at reasonable rates;

Developing long-range plans to meet demands for City service;

Supporting housing programs through public and private financing; and


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Maintaining existing infrastructure and ensure new development contributes to growth-related infrastructure improvements.

Intergovernmental Improving planning for growth within the City by coordinating planning agency proposals;

Partnering with other local governments in matters of regional interest;

Developing proposals for the Hillsborough County legislative delegation agenda on matters requiring state action; and

Coordinating with other local governments in order to enhance services and minimize duplication of efforts.

Long-Range Planning Goals

The City, through its strategic plan, has

established strategic initiatives in an effort to

position the City as one of the countrys most

desired places to open a business, raise a family,

and maintain a high quality of life.

These initiatives act as guiding principles in how

the City develops from a comprehensive land

development standpoint while also

implementing sound fiscal management. The

City has created a model that allows the Comprehensive Plan to support the Citys strategic areas

and uses them to provide guidance for community development. The Comprehensive Plan acts as

the long-term planning document that is used to meet the Citys Strategic Plan.

The Comprehensive Plans goals and aspirations are supported through the Capital Improvement

Program (CIP). CIP projects are initially identified by departments in long-term master plans. The

department master plans prioritize the needed infrastructure improvements that support the Citys

strategic goals. These projects are then included in the Citys overall Capital Improvement

Program.

Alignment of the Citys Strategic Plan with the Comprehensive Plan ensures that annual funding is

aligned with the Citys goals and objectives. This process culminates in the Five-Year Capital

CityofTampaStrategicPlan

ComprehensivePlan

CapitalImprovement

Program

CityBudget


13

Improvement Program that is part of the Citys annual budget. The CIP is reviewed annually

against the Citys strategic goals to ensure continued value and benefit to the community.

The capital projects that relate to level of service requirements are adopted into the Capital

Improvement Element of the Comprehensive Plan per state requirements. The City supports the

symbiotic relationship between the City Strategic Plan, Comprehensive Plan, Capital Improvement

Program, and the City Budget. The relationship of these documents greatly assists the City in

proactively addressing future challenges and successfully undertaking long-term endeavors.

Economic Development Initiatives

Changing Tampas Economic DNA is a focal point of the administrations economic development

plan. The City is committed to economic development that is focused on building an environment

that will move Tampa to the next level, and create a strong economic climate. The City is

committed to attracting new businesses, developing entrepreneurship, and growing and retaining

existing businesses. This focus is on development and growth of the Citys urban core and the

downtown waterfront area.

To this end, the City has been working tirelessly to create economic development opportunities that

meet ever-changing needs. A few of the prominent initiatives include the following:

Economic Competitiveness Committee ProjectThe Economic Competitiveness Committee was tasked with reviewing the City of Tampas

permitting and regulatory processes to look for ways to improve the system. Committee members

selected by the administration are actual customers, including developers, engineers, attorneys,

and a neighborhood representative. The group presented its recommendations and several

initiatives to the Mayor. Examples of the Economic Competitiveness Committee recommendations

are below:

City Reorganization In February 2012, the City underwent reorganization with the goal of growing existing

businesses and attracting new jobs to Tampa, as well as empowering neighborhoods. This

action consolidated all entitled and permitting staff into one department with the purpose of

creating the one-stop shop for permitting. In addition, Planning & Development Department

was realigned under the Economic Opportunity Department with the direction to strengthen

the economic footprint of the City.


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Accela Permitting SystemThe direction to purchase this $2.8 million technology upgrade came from the Mayor's

Economic Competitiveness Committee. The system will provide the City, businesses,

homeowners and developers with integrated, real-time access to permitting and licensing

information, with a heavy emphasis on easy-to-use web and mobile technologies. The Accela

permitting system is scheduled to go-live in the second quarter of 2013.

Tampa Riverwalk The Federal Department of Transportation announced in June 2012 that Tampa was awarded an

$10.9 million dollar Transportation Investment Generating Economic Recovery (TIGER) Grant to

continue expanding the Citys Riverwalk. Funding will allow the City to complete the remaining

segments of the Riverwalk that connect Channelside District, which is a major entertainment hub,

to the Tampa Convention Center and North along the Hillsborough River to Tampa Heights. Major

Points of interest along the Riverwalk include the Tampa Bay History Museum, Tampa Bay Times

Forum, Curtis Hixon Park, the David A. Straz, Jr. Center for the Performing Arts, and residential

developments.

InVision Tampa A report from the Urban Land Institute outlined possible growth and redevelopment opportunities

within the Citys urban core. In conjunction with this report, the City is using federal dollars in

completing the InVision Tampa plan. This program will create a master plan for the City Center

of Tampa, spanning from downtown to Ybor City on the east, Armenia Avenue on the west, and

north along historic Nebraska Avenue to Hillsborough Avenue. Once completed, this master plan

will form a living "workbook" of initiatives in core areas of land planning, transit, zoning, and

economic development and financing strategies.

USF CAMLSThe University of South Florida opened its $30 million Center for Advanced Medical Learning and

Simulation (CAMLS) in downtown. CAMLS will provide state-of-the-art robotic surgery training to

surgeons from all over the world and will have a $5.7 million impact on the Tampa Bay economy.

NeighborhoodLIFTAnnounced in June 2012, the City will act as a facilitator with Wells Fargo, Inc. in offering down

payment assistance and home-renovation grants up to $15,000 to qualified home buyers. This

program is part of $7 million in grants and other funding earmarked for the City of Tampa to help

stimulate the housing market by assisting existing homeowners and to entice new homeowners.


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Classic Federal Courthouse Tampa Bay Hotel Partners, LLC was

selected to redevelop the courthouse

as a boutique hotel. The project will

cost an estimated $22 million, create

more than 400 construction jobs and,

once completed, is expected to

employ an estimated 100 people.

Tampa Bay Times Forum

ImprovementsThe Tampa Bay Times Forum, which

is the premier venue for

entertainment in Central Florida and is conveniently located near downtown Tampa, recently

underwent a $40 million renovation- exclusively paid for by the owners of the Tampa Bay

Lightning - with an estimated 85% of all costs for improvements paid to Florida firms for labor and

products.

Water Works BuildingThe City issued a request for proposal for the purpose of redeveloping the historic Water Works

Building as a waterside restaurant, and part of a larger concept for Water Works Park. The City of

Tampa will extend the Tampa Riverwalk through the park, connecting the Tampa Heights

neighborhood. The project will transform the area into a space for everyone to enjoy, with a new

park, a restored spring, and a restaurant with views of the Hillsborough River.

Busch Gardens Animal Hospital Busch Gardens theme park is a state of the art animal facility which welcomes guests to closely

observe and even take part in the animal care experience. From nutrition to treatments, X-rays to

surgeries, much of Busch Gardens animal care will be conducted in guests view in this new world-

class facility.

Economic Indicators

The City of Tampas budget is affected by a variety of economic variables that are significant drivers

of demand for city services and of major revenues. The following is a brief discussion of historical

and current key economic indicators including population, employment industries in Tampa,

Classic Federal Courthouse to become a hotel


16

unemployment rate, construction/building permits, and two major economic engines (Tampa Port

Authority and Tampa International Airport).

The employment industry chart identifies

the various industries located in the

Tampa Bay region. The three largest

employment sectors are education and

health (21%), trade transportation and

utilities (20%), and professional and

business services (19%). The City and the

Tampa Bay region are well-positioned for

economic growth due to the various

industries that are available. The City is

experiencing an ongoing economic

recovery, indicated by the steady decrease

in the unemployment rate from a high of

12.1% in 2010 to 9.1% in May 2012. The

chart indicated an increase in the

unemployment rate in 2010 due to

economic challenges, but as the City

recovers the unemployment rate has

continued to decrease.

During FY2011, the Construction Services

Center experienced a 5% increase in

revenue and workload when compared to

the previous year, including 30,583

residential and commercial building

permits, 6,089 plan reviews, and 84,980

inspections. Some major construction

projects completed include the renovation

and improvements of the Tampa Bay

Times Forum; the construction of USFs

Center for Advance Medical Learning

Simulation (CAMLS); the addition of

16,580-square-foot to the Yuengling

Brewery; and Metro 510 Apartments.

Major Industries in Tampa Bay Region

Tampa Unemployment Rate per year

Tampa Building Permits Rate per year


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A crucial economic driver for the City and

region is the Tampa Port Authority. The

Port serves as one of the nations most

diversified ports, providing an $8 billion

annual economic impact and 100,000

jobs to the region. The Port is home to

major cruise lines and acts as a

petroleum and energy gateway for the

west and central Florida areas. The Port

has maintained an average of 12.9 net

tons of bulk cargo since 2008.

Tampa International Airport (TIA)

serves as another vital economic driver,

acting as a gateway for international and

domestic air travelers to the region. The

airports annual operating revenue

averages $165 million, and has averaged

over 1,200,000 passengers per month

since 2010. TIA has experienced double

digit growth in international passengers,

due to additional service frequency of

existing international routes. Recently, to

help increase its international presence,

TIA has added Edelweiss Air as a

nonstop service to Zurich. In addition, TIA has planned future capital-related expansions which

will continue to expand its reach gl

Documents

FY13 Tampa BudgetBook