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The Budget Process

The City of Tampa's annual budget process routinely begins in November with the preparation of initial revenue and expense estimates, which are reviewed with the Mayor. In February, departments prepare various objectives and performance reports. The Mayor meets with department managers and develops the service delivery objectives for each department. Then the Mayor determines the amount of funding, or target budget, to be allocated to each department. Targets are based on current budget levels, level of service desired by the Administration and estimates of available revenues. Each department then prepares its budget for the upcoming fiscal year within the target amount.

The resulting budgets are reviewed and requests for additional funding are considered. A Budget draft is sent to City Council in mid-July. The completed Recommended City Budget is presented to City Council in August. Finally, budget hearings are held and the Budget is adopted by the end of the current fiscal year (September 30).

The Budget process allows for amendments as conditions change during the year. An amendment may be initiated by the Mayor at any time and, after City Council approval, the appropriations of funds are realigned.

November-December: Initial revenue and expense estimates are prepared and reviewed.

February-March: Mayor meets with departments and develops service delivery objectives and funding levels.

April: Target budgets are finalized and allocated to each department.

May: Departments prepare budgets within target amounts.

June: Mayor reviews budgets and requests for additional funding.

July-August: The Recommended Budget is presented to City Council.

September: Public hearings are held and the budget is approved by City Council.

October 1: New fiscal year begins.

The City's major budget and management objectives for FY97 and future years are as follows:


- Keep recurring expenses in line with recurring revenues.

- Use private enterprise to supply public services when such agreements are cost effective.

- Use tax increment financing to combat blight and to promote economic

- Strive for continued excellence in budgeting and financial reporting.

- Review rates, fees and charges annually to be sure they continue to reflect the cost of services.

- Limit rate increases to one major enterprise (water, sewer, solid waste, parking) a year, as necessary.

- Provide matching funds and "seed'' money to leverage grants and other assistance.


- Recognize employees for exceptional performance and creativity.

- Provide employee development by promoting training programs.

- Offer City employees training, counseling and referral services for stress, drug abuse and other personal difficulties.

- Stabilize labor relations through multi-year contracts.


- Promote the safety and welfare of Tampa's citizens by controlling and preventing crime.

- Provide high quality utility services at reasonable rates.

- Develop long range plans in order to meet demands for City services.

- Support City housing programs by public and private financing.

- Contribute to the quality of life in Tampa by improving leisure services and facilities.

- Continue implementation of the State Growth Management Act.

- Maintain existing infrastructure and require that development contribute to growth related infrastructure improvements.


- Encourage public participation in developing solutions to City problems.

- Encourage the development of neighborhood organizations as a means of public participation.

- Obtain the support of the business community for improvements desired by the citizens.

- Utilize local universities and the business community where their expertise might offer improvements to City performance.

- Promote participation of women and minority business enterprises in City contracts.


- Improve planning for growth within the City by coordination of various planning agency proposals.

- Cooperate with other local governments in matters of regional interest.

- Develop proposals for the Hillsborough County Legislative Delegation agenda on matters requiring State action.

The FY97 Budget

FY97 Budge Graph

Total funds available in FY97 will be $426 million.

FY97 Budge Graph

The Tax Operating funds amount to $227 million, with nearly 50% allocated to public safety.

FY97 Budge Graph

Expenditures for Enterprise funds will total $169 million, with the largest portion going to sewer.

Comparing FY96 and FY97

Funds available in FY97 will total $426 million. Of this, $414 million is being appropriated for the various Tax Operating, Enterprise, Internal Service and Grant funds. Additional funds available are Bond funds ($9 million) and previously appropriated Job Training Partnership Act funds ($3 million). A net increase of $20.4 million, from $406.0 to $426.4 million, is primarily due to an increase in Enterprise, Tax Operating and Bond Funds.

Tax Operating funds are increasing from $220.0 to $226.9 million. In FY97, Enterprise funds will increase $8.6 million to $169.1 million, primarily due to increases in the Parking, Sanitary Sewer and Solid Waste Department.

City-Wide Construction Programs

In FY97, the Capital Improvement Program will be $35.6 million, an increase of $3.4 million from FY96. This is primarily due to the addition of Utility Tax Construction Bond Funds for Police and Fire capital improvement projects ($9.1 million), which is larger than last year's Sewer System expansion program ($5.3 million).

FY97 Budge Graph

Personnel Authorizations

In FY97, the City of Tampa will provide the necessary municipal services to the citizens of Tampa with 4,397 authorized full-time equivalent positions, a net increase of 83 positions from the October, 1995 level of 4,314.

FY97 Budge Graph

Fifty-one Police officers were added during FY96 with funding from a three year U.S. Department of Justice matching grant to promote Community Oriented Policing.

FY97 Budge Graph

In an effort to control costs, the City has limited growth of total personnel authorizations to 5% of the FY87 level, primarily in the public safety departments.

The Parks Department added 45 full-time equivalent positions for the Mayor's City-wide clean up initiative.

Various other additions and deletions, including cost savings measures, resulted in a net reduction of 13 positions in other City departments. Review of department staffing continues in order to identify further opportunities for downsizing, rightsizing or privatization.

FY97 Budge Graph

During this same period, in order to address public safety concerns, the City has increased Police Department staffing 30%.

Tax Operating Funds/Ad Valorem Taxes

FY97 Budge Graph

Property tax revenue is $61 million, or 27% of Tax Operating funds. Other State and local taxes supply $91 million (40%), and various fees, charges, revenue sharing and interest account for the balance.

FY97 Budge Graph

Taxable property values within the City have decreased by 0.71% from the FY96 Budget to the FY97 Budget.

FY97 Budge Graph

Newly constructed properties, placed on the tax rolls for the first time in FY97, make up $154 million of the $9.8 billion tax roll, a 15% increase from the FY96 level.

FY97 Budge Graph

The property tax rate remains at 6.539 mills, the same rate used since FY90, due to continued efforts to contain costs and through budget control measures.

FY97 Budge Graph

In FY97, ad valorem taxes collected by the City will total $61.0 million. The $.1 million decrease from the FY96 Budget was brought about by changes in property valuation.

FY97 Budge Graph

Value Adjustment Board actions have reduced current year tax yield by an estimated $.7 million. Large mid-year reductions by the board cause revenue shortfalls to budgets which are balanced using certification figures.

FY97 Budge Graph

Again in FY97, the cost of police services alone exceeds property tax revenues.

Sales Tax

The FY97 Sales Tax estimate, provided by the Florida Department of Revenue, is $20.5 million; 5% higher than the $19.5 million projected for FY96. The Florida Sales Tax rate remains at 6% and Hillsborough County has added a local option 1/2 cent for indigent health care.

FY97 Budge Graph

Other Taxes

In FY97, Franchise Fees are expected to increase 4.5% over the FY96 level. The rates charged are 6% on electricity, 5% on gas service, 1% on telecommunications and 5% on cable communications.

Anticipated growth for Utility Tax revenues in FY97 is 7.4%. The tax rate for utility services is 10%, except for telecommunications which is taxed at 7%.

Neighborhood Environmental Action Team (NEAT)

The Mayor and the Parks Department created a new Parks division to clean up the City. The NEAT program is a cooperative effort of neighborhood associations, City departments (Business and Community Services, Solid Waste, Stormwater, Police, Mayor's Office), and the judicial system.

Among the duties of this new division will be such activities as mowing and trash removal in thoroughfares, rights-of way, and alleys. Other tasks are removal of graffiti City-wide, removal of weeds in concrete medians and mowing of grassy medians.

This $2 million dollar project includes salaries for 45 full-time equivalent approved positions and major purchases of equipment, supplies, and tools. This NEAT division will work in different areas of the City in conjunction with neighborhood clean-ups already established by the Solid Waste Department.

NEAT crews will work seven days a week. Crews working Friday through Monday will clean up neighborhoods, working with Neighborhood Associations and/or Homeowner's Associations and the individual neighborhood volunteers. These crews will also regularly maintain the City's inventoried thoroughfares. Crews working Monday through Thursday will have the responsibility of continuing and finalizing volunteer clean-up from the previous weekend.

To maximize flexibility of the program's work area, the City will be divided into four quadrants. The crews will work in one quadrant at a time. Crews will work four day weeks, ten hour days, Monday through Thursday or Friday though Monday. Heavy equipment and mowers will be assigned according to work schedules and will be utilized by all crews. A total of 37 full-time and 16 part-time at-risk youth will be employed. Also, the City will be working closely with the Salvation Army in coordinating the Community Services workers who will be used extensively throughout the program.

New street sweepers will be purchased by the Stormwater Department and the cycle for sweeping all the City's curbed streets will be reduced from 63 days to 40 days.

By maximizing the City work forces effectively and utilizing associations and volunteers with specialized weekend clean up projects, the Mayor's new Parks NEAT division will meet it's stated goal of making the City of Tampa look clean again.

Cost Savings/Revenue Enhancements

During FY96, the Mayor asked City department managers to evaluate the efficiency and effectiveness of their operations and suggest ways to cut costs and enhance revenues. Results of the
departmental reviews which have been implemented include:

Cost Savings and Privatization-
- Consolidation of Solid Waste commercial routes with residential routes
- Consolidation of Fleet operations
- Contracting out Water Department landscaping and janitorial services
- Privatization of the Motion Picture Office
- Contracting out Tampa Museum security services
- Contracting out City-wide duplication and printing services
- Re-negotiation of Solid Waste collection contracts

Revenue Enhancements-
- Updating of fees schedules for certain fire, police, parks, recreation and land development coordination services
- Revision of charging methods for certain revenues, such as fire inspection services being charged by square foot rather than a flat rate

These actions will generate about $3 million in annual savings/revenues. The review is continuing and additional measures will be implemented as they are determined to be feasible.


The Tampa Police Department (TPD) is responsible for ensuring the protection, safety and welfare of City residents and visitors; protection of property; prevention of crime, with an emphasis on Community Oriented Policing(COP); maintenance of community order and respect for the law. The Department is responsible for enforcement of the Laws of the State of Florida and the ordinances of the City of Tampa.

In October, 1996, Tampa received a Universal Hiring Grant to hire 51 officers to augment the COP program. It was decided to assign two officers to each of the twenty fire stations throughout the City and eleven in targeted areas of the City.

In FY97 TPD will add two School Resource Officers and two clerks. The additional positions bring the total number of full- time equivalent Police positions to 1,239 (929 sworn and 310 civilian). This will give Tampa a ratio of 3.25 sworn officers to one thousand residents. Except for Orlando, Tampa is higher than any other comparable law enforcement agency in Florida.

FY97 Budge Graph

Total Police Department personnel is 4.35 per thousand population which is significantly higher than the South Atlantic region average of 3.1 per thousand. Staffing was reorganized to create District III to cover downtown and Ybor City. This new district will put more emphasis on COP tactics.

The 1995 Annual Crime Report

All crime categories are down, a 30% reduction from 1994 in the following categories. The first six months of 1996 continue this trend.

New Police Facilities

Due to the deteriorated condition and inadequate space of the current Police headquarters building, acquisition of a newer facility was required. In FY96 the City realized $23 million in proceeds from refinancing of the Utility Tax Convention Center bonds. Part of the funds are being used to purchase and renovate the former downtown Sun Bank building for Police headquarters and District III offices. Then, a new communications center and two satellite stations for Districts I and II will be built. This move is in keeping with the concept of Community Oriented Policing (COP).

Decentralizing the three district offices will improve Police accessibility while helping to build community loyalty and interaction.

Some of the bond funds will go for Fire Department and Public Works facility improvements, vehicles and equipment. These acquisitions are described in the highlights for those departments.

Mobile Digital

The Police Department has purchased a total of 200 mobile digital computer units over the last several years to install in marked Police cars. The Police cars will be on-line with the computer aided dispatch (CAD) mainframe at Police headquarters.

The computer units will also be tied into the Police Department's records computer. These computer links will give the Police officer a great deal of information at his fingertips. If required, the officer can call for backup before pulling a car over. The officer can research names, drivers license numbers, serial numbers, tags, wants and warrants, addresses, report numbers, and event numbers. He can communicate with dispatch and other Police cars without using the radio, which is subject to interception. The officer can retrieve a criminal record on a name search and stolen car information on a plate and serial number search.

Other features include:
- One button call for help
- Ability to input field investigation notes for later use
- Instant access to standard operating procedures
- Instant access to Florida statutes
- Key term information for related crimes
(A key term such as "ski mask" can be entered and crimes relating to wearing a ski mask will be displayed)
- Reduced research time

A new feature in the programming stage is a radio receiver homing device enabling Police to find "low-jack" equipped stolen cars. A direction indicator is mounted on the dash of the Police car and the description year, make, model and color are given by the computer when the five digit code is entered.

Police Department Training

Prospective Police officers must meet high training and certification standards to be hired by the Tampa Police Department. Further education requirements, opportunities and incentives are provided throughout their careers. All employees are encouraged to participate in training beyond the minimum requirements for their current classification. Management also supports the concept of continuing education at City of Tampa training units, university or college degree programs, seminars, etc. Police officers are required by State regulation to attend 40 hours of retraining every four years. However, Tampa requires 40 hours of retraining each year.

Training Programs for New Officers:

Those wanting to become Tampa Police officers must have two years of college and attend the Law Enforcement Basic Recruit Program to become State certified Police officers. After passing the State test, they can apply to any police department in the State. The 20 to 28 week course is available at Hillsborough Community College, a certified training school with Commission certified instructors. New officers must then pass a physical including a drug test, background investigation, and behavioral performance evaluation.

The Field Training and Evaluation Program is a 16 - 18 week Tampa Police Department program providing one-on-one training and supervision for newly appointed sworn personnel. This training includes a review of department policies, procedures, rules, and regulations. Field training covers: classroom course work, daily observation by three different veteran officers and a weekly supervisor evaluation during the probation period.

Continuing Education Training Programs:

- Advanced Training Programs add to job related knowledge, skills, and abilities. Advanced courses at least 40 hours long cover only one major topic. They must be Commission approved, offered by certified instructors, and require Commission approved examinations.

- Special Training Programs use a menu concept to fulfill local training needs. This program uses Commission approved courses such as: Communication skills, Crime Prevention, Investigations, and Management/Supervision.

- Career Development Programs help prepare officers for higher rank.

- An In-Service Training program curriculum is approved by the Chief's staff based on statutory and contractual mandates.

- Degree Programs - Each officer is encouraged to get at least a bachelor's degree from an accredited college or university. Officers with college degrees are eligible for incentive pay and four year degrees may be required for promotion.

Public Safety Grants

Over the last several years, the City has been very successful in obtaining grants for public safety. Some recent Police Department grants are:

- Police Hiring Supplement Grant

During 1996, the City of Tampa started the second year of a $2 million U.S. Department of Justice grant for 30 extra Police officers, assigned to three target areas (Palmetto Beach, Live Oaks Square, West Tampa). The 30 additional officers, using Community Oriented Policing(COP) methods, are helping the Police Department reach its goal of reducing crime, building and maintaining citizen involvement, and accelerating the revitalization process in those neighborhoods.

- Universal Hiring Grant

In October, 1996, the City of Tampa received a second three year grant allowing for 51 more COP officers. Most of these officers (40) will be stationed in the 20 Fire stations around the City. The remaining eleven will be assigned to various neighborhoods and non-profit organization youth programs.

- State Motor Vehicle Theft Prevention Grant

The State of Florida awarded the Tampa Police Department a Motor Vehicle Theft Prevention grant. The grant proceeds of $94 thousand provide a Police officer and a detective to work exclusively on auto theft prevention.

- State Home Monitoring Detention Program

The State of Florida is in the second year of the Police Re-enforcement of Monitoring Prior to Trial (PROMPT) grant. Youth are to remain at home per detention court order unless permission has been granted for attending school or work, or they are under direct parental supervision. Youth will be monitored randomly on a 24 hour, 7 days per week basis.

- U.S. Department of the Treasury ATF Project Trackdown Violent Crime Task Force Grant

The Alcohol, Tobacco and Firearms (ATF) division of the Department of the Treasury provided a $32 thousand grant for investigating the sources of firearms recovered from public schools, students, juvenile gang members, and violent juvenile criminals. AFT will furnish one special agent and the Tampa Police Department will furnish one detective to work full-time on Project Trackdown.

- U.S. Department of Justice Weed and Seed Grant

The ongoing Weed and Seed Grant, first received in 1994, helps communities to empower themselves with education and job placement. In FY96 we received $750 thousand. In FY97 we are re-applying for $750 thousand. The program is law enforcement driven with a clear emphasis on partnership among the residents, law enforcement and the private sector. This grant has enabled the community to bring services into several neighborhoods, allowing residents to become more cohesive and to attain a better quality of life.

-U.S. Department of Justice Domestic Violence Grant

The Domestic Violence Grant for $180 thousand will use COP methods to help reduce domestic violence. The City of Tampa is in partnership with The Spring, a non-profit domestic violence counseling center and shelter.

- Local Law Enforcement Block Grant

The local law enforcement assistance grant program from the Bureau of Justice has approved a grant for Tampa of $2.2 million. This block grant will be used for technology improvements, to further the mobile digital project and for scanning equipment.

- Police Athletic League (PAL)

PAL conducts an after boot camp monitoring and care program. PAL pays the Tampa Police Department for three officers that work full-time with PAL to counsel these juveniles. This amounts to approximately $167 thousand per year.


The addition of 21 new firefighter positions and 5 communication technicians during FY96 is providing the community better coverage for fires and medical emergencies. The added positions are also helping reduce employee stress and overtime expense.

Recent donations of equipment are improving water rescue and airport protection services. The Fire department received a 19 foot tri-hull boat donated by a local boat builder. This provides the Fire Department's water rescue division better coverage of the large expanse of water in the Tampa Bay area. The Department also received a new air rescue and fire fighting truck from the Tampa International Airport for use by our Airport Division. The vehicle carries two firemen and can dispense water or foam. The $332 thousand vehicle was purchased with airport improvement money.

Proceeds from Utility Tax bond refinancing will fund facility improvements and enable the Fire Department to replace aging equipment, and to buy two new rescue cars, one aerial truck, one supply truck and eight automobiles. Also included are improvements to various fire stations and facilities.

The fire training tower will be renovated in FY97. The four story concrete tower is used to simulate building fires, providing smoke and obstacles to overcome. The Fire Department also maintains four burn pits to practice fire suppression. These facilities help firefighters maintain a high level of proficiency.

Business and Community Services

Changes within Business and Community Services during FY96 and for FY97 include reorganization of the Standards and Enforcement Division; the addition of City-wide historical preservation duties; and improvement of services at the Construction Service Center (CSC).

During FY96, the Standards and Enforcement Division changed its name to the Neighborhood Improvement Division. Along with the name change, new methods were developed to streamline code enforcement efforts and improve the City's neighborhoods.

Previously, those cases involving homeowners whose residences failed to meet code were processed by the Code Enforcement Board the same way as properties with major code violations. Now, division staff will first refer these cases to other City departments and/or agencies who can help the homeowner obtain home improvement loans or assistance from local volunteer programs. The benefits of this new approach are twofold: first, it allows inspectors to concentrate compliance efforts on investment properties with recurring violations; and second, reduces the Code Enforcement Board's caseload.

The Neighborhood Improvement Division has become more efficient via implementation of a
cross-training program for all their structural and environmental inspectors. This allows the division to assign one inspector to investigate and track cases involving multiple infractions rather than having to schedule several inspections by different inspectors and maintaining separate case files.

Another change in FY96 has been the creation of the Historical Preservation unit within Business and Community Services. In this case of reverse outsourcing, City taxpayers realized annual savings of approximately $17 thousand by not renewing outside contracts with the Barrio Latino and Architectural Review Commissions and instead, incorporating those commissions as part of the Land Development Coordination Division. An added benefit has been that homeowners or businesses within historic districts that apply for exterior permits, variances, tree and/or sign requests may now obtain final approval through one consolidated review process.

Last, the Construction Service Center (CSC) has improved customer service by providing an after-hours drop-off box for new single family construction plans and offering a new service for customers. Starting in January, 1996, for those customers that drop off completed Notice of Commencement certificates, CSC staff will file the notices with the County Clerk of the Circuit Court. The cost of this service is $8.00 and includes all recording, copying and handling costs.

Occupational License

Budgeted for FY96, a new project is being initiated to provide lap top personal computers (PC's) to Business License Inspectors operating in the field. These lap top computers will provide direct on-line access to the Business License System and will enable inspectors to perform on-site reviews of tax records. This allows inspectors to issue compliance notices at business locations, thus increasing efficiency and improving service to the business community. Field tests with three lap top PC's are to begin during the summer of 1996. If successful, funds are budgeted to acquire the remaining PC's in FY97.

Management Information Systems Technology Improvements

The Management Information System (MIS) Department provides wide-area network (WAN), local area network (LAN) and personal computer (PC) support for approximately 1,550 PC's and 2,700 users. The City's 25 LANs provide office automation support, City-wide E-mail, communications, and department specific applications. Typical services include hardware and software installation, problem resolution, equipment maintenance, acquisition assistance, and inventory management. The evolution of WAN, LAN, and PC technology makes departmental computing a practical and fiscally sound alternative to expanding centralized computing support.

The City's new fiber optic network became operational in FY96. It provides high speed connectivity for data and video applications among City facilities in the downtown area.

MIS adopted the Windows 95 PC operating system as a standard in FY96 to improve productivity at the desktop. This environment will be expanded in FY97 to include new applications standards for office, work group, City-wide E-mail, and electronic forms software. The City-wide transition to a Windows 95 network environment will be accomplished over the next few years.

Financial System Review

The City has commissioned a consultant to study its nearly 20 year old financial system. Upgrade and/or replacement of the system is needed to increase functionality, decrease maintenance and solve the year 2000 problem. The City system, along with most other computer systems world-wide, will require substantial modifications in order to accommodate the calendar changeover to the year 2000.

After analysis of our requirements and options, appropriate software and hardware solutions will be recommended. The analysis may also surface opportunities for re-engineering and improvement of City financial procedures.

Enterprise Community/Enterprise Zone

The U.S. Department of Housing and Urban Development has provided funding for Tampa's Enterprise Community (EC) and the Florida Department of Commerce funded Tampa's Enterprise Zone (EZ). These programs have a ten year designation and two year payout period. Beginning in early FY96 $2.95 million was made available for EC and $500 thousand for EZ.
The EC/EZ provides benefits to eligible area residents through job creation and improvement of community conditions. Policy for the EC/EZ is established by the Tampa Enterprise Community-based Partnership. The goal of the Partnership is to improve employment and economic conditions so that residents in the targeted neighborhoods can live and work in a safe environment and achieve a better future. The Partnership has focused its programs on participation in the revitalization of the following seven communities: Sulphur Springs, Belmont Heights, Jackson Heights, Ybor City, Palmetto Beach, Tampa Heights, and West Tampa.

One of the first accomplishments of the Partnership is the initiation of the Good Faith Micro Loan Program. This program has created ten new businesses through expansion and new startup. These ten businesses hired 25 new employees in the Enterprise Community area. These business owners are required to complete 15 hours of business management consultation sessions and attend monthly borrower's group meetings. The micro loan program is expected to produce three additional new businesses and provide a minimum of eight new employment opportunities.

The Partnership is working to encourage economic development in the area by creating jobs and empowering the community to identify and implement needed community programs. So far 313 jobs have been created or retained in the EC/EZ through new business activity. An additional 211 jobs will be created within this fiscal year through business expansion currently taking place.

Some other accomplishments occurring in the EC/EZ area have been:

- Community Outreach Program - 635 people have received assistance through this program; 52 completed Employability Skills classes, 508 received job referrals, and 75 received job placements.

- Project Enterprise - The Tampa Hillsborough Community Development Corporation created three new businesses in the EC/EZ area. They are an electronic refurbishing and repair company, garment manufacturing company, and sign/advertisement manufacturing company.

Various projects in the EC/EZ area receiving EC/EZ funds have assisted 2,040 families and individuals. An estimated additional 808 families and individuals will receive service in the next year. The projects include dental, medical, education, counseling, self-improvement and family development. Many of the Tampa EC/ EZ projects have incorporated job training into their program model and address the problems of adult literacy, family literacy, basic education skills, and parents' involvement in their children's education. These programs have served 102 students and will serve an additional 28 students soon.

Mayor's Challenge Fund for Small Business Development

In FY96 the City's Challenge Fund for Small Business Development was amended to include job credit payments to the State of Florida Qualified Target Industries (QTI) Tax Refund Program. This new program was included to encourage further business development, investment and job creation throughout the City of Tampa. QTI is available to all areas of the City. Private businesses which create new job opportunities and serve to relieve regional negative economic impacts will be given top priority.

State approved refunds (up to $5,000 per qualified new job creation) are earned over a four year period, with the State program requiring the local government to provide 20% of the total tax refunds and the State paying the remaining 80%.

Commitments for Small Business Development continue. This will be the third year of the five year program. Eight local banks, the Tampa Bay Economic Development Corporation (TEDCO) and Tampa Downtown Partnership are promoting the program to existing or new businesses in need of capital for fixtures and equipment, real estate acquisition or leasehold improvements. Loans feature lower than market rates with a maximum loan of $100,000. The City's commitment is in the form of limited loan guarantees which decrease the exposure of the lenders. TEDCO, a not-for-profit development company administered by the City, markets and processes the loans.

Job Training Programs

The mission of the Division of Urban Development and Job Training is to provide a qualified work force for employers, career employment and training opportunities for individuals in need, and to assist in the economic development of Tampa. Job training initiatives are funded through the Federal Job Training Partnership Act (JTPA) and City General Revenue funds. JTPA funds are used to pay for training costs (tuition, books, supplies, etc.) and support services (transportation, child care, etc.) and are targeted to four major program areas:

- Title II serves economically disadvantaged adults with one or more significant barriers to employment, such as lack of education or skills.

- Title IIB funds the Summer Youth Program for economically disadvantaged youth, ages 14 - 21.

- Title IIC is the year-round youth program aimed at economically disadvantaged youth, 16 - 21 year olds.

- Title III assists adults who are dislocated workers due to layoff or long term unemployment.

JTPA funds have been significantly reduced in recent years and are expected to be replaced by a Federal Work Force Development Block Grant system in the future.

FY97 Budge Graph

In addition to changes at the Federal level, the State of Florida has transformed its administration of work force development activities through Executive Order 95-468 and the "Work Force Florida Act" adopted in the 1996 legislative session. The State Jobs and Education Partnership, a unit of Enterprise Florida, has been designated to manage work force development programs throughout the State. Regional boards were given the responsibility to oversee JTPA activities and all other work force development programs at the local level.

The statewide work force development strategy is comprised of four key components:

- One-Stop Career Centers

- School-to-Work

- Welfare-to-Work

- High Skill/High Wage Jobs

In keeping with new initiatives, the State realigned all Service Delivery Areas (SDA) within the State to coincide with labor market areas and community college districts, with the requirement that no SDA would split a county. The City of Tampa and Hillsborough County are now combined into a single SDA. In the Spring of 1996, the new Jobs and Education Partnership Regional Work Force Development Board was seated to oversee all local work force development initiatives county-wide.

The goal of job training programs is to increase employment opportunities and earnings, increase educational and occupational skills, and decrease welfare dependency. The results are economic independence for the participants and an improvement in the quality and productivity of the work force, which enhances the competitiveness of the community.

The Division of Urban Development and Job Training administers JTPA programs and provides intake; eligibility determination; career planning; case management and counseling; and job placement assistance to JTPA program participants. Training is provided primarily through the Hillsborough County School System Vocational Technical Centers, Hillsborough Community College and a number of private schools.

The Division also joins with private non-profit agencies on innovative programs focusing on hard-to-serve populations. These initiatives include:

- Youthbuild, implemented by the Tampa United Methodist Centers through a grant by the U.S. Department of Housing and Urban Development, teaches building trade skills and provides academic instruction while helping to revitalize low income neighborhoods through new home construction.

- Tampa/Hillsborough Urban League's Clerical/Word Processing program combines technical training with employment readiness and life skills training.

- Lee Davis Neighborhood Development Corporation provides employment readiness, job search and on-the-Job training opportunities.

The City of Tampa excelled in all Federal JTPA performance standards for Program Year 1994 and is expected to do so for Program Year 1995. In addition, the City of Tampa was one of only two SDA's in Florida to achieve each of the Governor's objectives thereby earning the maximum incentive funds award for Program Year 1994.

Summer Jobs Campaign

The Summer Jobs Campaign Committee coordinates summer employment activities for area youth between the ages of 14 and 21. The Division operates the JTPA Summer Youth Employment and Training Program which is providing job training, academic enrichment, and employment at City departments, public school sites and non-profit agencies for 532 economically disadvantaged youth during the Summer of 1996. Transportation assistance is provided through HARTline bus passes.

The City of Tampa and Hillsborough County joined forces for the 1996 Summer Jobs Campaign in an innovative approach to implement private sector initiatives. These jobs are open to all youth regardless of income level. In addition to donations from caring individuals and businesses, the City and County each provided funding to the Boys and Girls Clubs of Tampa Bay, Inc. to administer these private sector programs:

- Pledge-A-Job enlists businesses and organizations to provide summer jobs and matches high school and college age youth to appropriate opportunities.

- Career Experience is a mentoring program that allows participants to explore career interests and obtain job readiness skills.

- Keep it Clean Kids (KICK) provides youth to assist with neighborhood beautification projects.

- Youth Volunteer Corps provides youth with valuable volunteer experience at various non-profit agencies.

- Humanitarian Programs focus on intergenerational volunteer service at nursing homes, retirement centers and other sites.

Leisure Services

Utility Tax funding for Leisure Services capital projects will amount to over $1.3 million. In addition, Federal funds for Urban Development Action Grant and Community Development Block Grant projects will provide $971 thousand in FY97. Improvements are scheduled to maintain facilities at standardized levels. By leveraging funds with community associations, State and Federal grants, and businesses, the City is able to expand the scope of the program and undertake additional projects for which funding may not have previously been available. Matching funds in FY97 will exceed $135 thousand. Examples of leveraged projects include Landscaping Improvements, Major Thoroughfares and Highway Beautification, and Beautification with Clubs/Associations and Developers. The FY97 Leisure Services construction program utilizes $1.3 million in funding from Utility Taxes.

Urban Development Action Grant (UDAG) Repayment Program

The Urban Development Action Grant Repayment Fund was established for repayments of UDAG loans made by the U.S. Department of Housing and Urban Development through the City of Tampa in prior years. Repayment revenue is to be used for eligible community development activities.

Community Development Block Grant (CDBG) Leisure Projects

In FY97, Tampa will receive CDBG funds from the Federal Government for various activities, including capital projects. CDBG expenditures are subject to federal guidelines and generally are applicable to specific neighborhoods occupied by citizens of low and moderate income.

Tampa Convention Center

For FY97, the Tampa Convention Center has scheduled more and larger conventions as well as attracting repeat business. Because larger meetings use more space, the convention center's occupancy rate is expected to post a record year with a booking rate of at least 55 to 60 percent. Although completion of the proposed Convention Center hotel is not anticipated until 1999, it already is attracting attention to this market area.

Thirteen groups will use most of the Convention Center's 200,000 square feet of exhibit space, compared to seven conventions that will occupy that same amount this year. The center is doing better than the national occupancy average for convention centers its size. Nineteen groups are repeat or multi-year bookings. Some events are even scheduled into the early years of the 21st century.

Completion of the proposed Convention Center hotel three years from now should greatly improve our competitive position and increase bookings.

Convention Center Hotel

It has been difficult for the City to attract major conventions to the Convention Center because of the lack of a large first-class hotel nearby. During FY96, the Administration and City Council agreed to negotiate with Sheraton Hotel representatives regarding their proposal for a new hotel, as recommended by the Mayor's Convention Center Hotel Review Committee.

Construction will begin after successful negotiation and securing of financing. The 26 story, 700 to 900 room, $92.5 million luxury tower will be located across the street from the Convention Center, near the waterfront on Garrison Channel. A 1,500 car City parking garage, nearing completion, will be shared by the downtown arena and the new hotel.

Tampa Museum of Art

The Sculpture Courtyard, located at Ashley Drive and Zack Street serves as an outdoor gallery for rotating exhibits of world-class sculpture and as a venue for City-wide celebrations and festivals. A sculpture competition was held for this joint venture between the Tampa Museum of Art and the City of Tampa, which resulted in the installation of a major sculpture fountain by C. Paul Jennewein.

The new Planet of the Arts festival attracted almost 4,000 new visitors to the Museum for children and family activities, along with arts exposure. The Museum's 1996/1997 season opens in September with an exhibition of ceramics by Pablo Picasso. It will be followed by an exhibition called Affinities of form, a multi-cultural showing of eastern ethnic art.

Phase I of upgrading the courtyard and light wall is planned for construction during FY97.

One Percent for the Arts

The City of Tampa Art in Public Places program seeks to visually enhance and enrich the community by placing art that is accessible to the public. The public art program is funded by one percent of municipal construction costs and augmented by private contributions and grants. Since the program's inception ten years ago, the City has acquired and maintained 78 works of art valued at more than $1.2 million.

- Acquisitions - The City of Tampa Art in Public Places program acquired ten new works of art this year for its prestigious Portable Works Collection.

- Restorations - The H. B. Plant Memorial Fountain, "Transportation" ,the City's oldest sculpture, was rededicated in October, 1995 after undergoing extensive restoration and conservation efforts. The exterior aluminum sculpture, "ZIG ZAG", was recently restored and permanently installed in the courtyard of the Tampa Bay Performing Arts Center. The large stainless steel sculpture, "Family of Man", is currently undergoing restoration and will be relocated on the median at Bayshore and Gandy Boulevards.

- Community Public Art Projects - The City's public art program actively assists others in the community with public art projects. The Tony Pizzo sculpture was dedicated in September,1995, in Tampa's Centennial Park. The City also assisted HARTline in commissioning a public artwork for the downtown commuter center.

- Mayor's Art in Public Places Breakfast - The Mayor of Tampa hosts an annual breakfast to honor and present awards to those who have made a significant contribution to visually enhancing the community through public art. This year, awards were given to the Tony Pizzo Sculpture Committee, Friends of Al Lopez, Immigrant Statue Committee, the University of South Florida, and the University of Tampa.

- Grants - Tampa's public art program is the lead organization for the national public awareness campaign, Save Outdoor Sculpture !, (SOS!) through the National Museum of American Art, Smithsonian Institution, and the National Institute for the Conservation of Cultural Property. This year, the City facilitated obtaining a $2,000 conservation assessment survey grant from SOS! for Hillsborough County's "Memoria in Aeterna" memorial sculpture outside the County Courthouse.

Parks and Recreation Programs

Programs to address the parks and recreational needs of the community will again be funded in FY97. They provide a comprehensive approach for improvements/upgrades to meet the concerns of citizens and neighborhoods, and to provide enhanced facilities for youth and adult programs.

Incorporated into the Park's Matrix Plan, projects will provide City-wide improvements to shelters, fencing, picnic tables, grills, play equipment, and other replacement items.

Also, Park's Neighborhood Environmental Action Team division has been established for the Mayor's Clean-up Tampa initiative. This program works in conjunction with neighborhood associations, other governmental entities and volunteers.

In addition to the year-round services and facilities provided by the Parks and Recreation Departments, the Recreation Department conducts approximately 15 special events throughout the year, serving over 120,000 people. Events such as the International Festival, Taste of Tampa, Tampa Bay Senior Games, Halloween Fun Fest, Gasparilla Distance Classic and Children's Parade, and Hoop-It-Up provide leisure entertainment for residents and a community focus for the neighborhoods.

Steps Toward Environmental Partnership

The Parks Department, in conjunction with the Mayor's Beautification Program over the past few years, developed a program to train youngsters in landscape work and provide a future source of employees for the Department. This program is entitled Steps Toward Environmental Partnership (STEP).

The program's slogan is: "Give the child a dream, then give him the skills to make that dream come true."

STEP is comprised of the Environmental Services Program, a summer program where the Jobs and Education Partnership Regional Work Force Development Board select over 30 youth to work and train in the Parks Department. These workers are then eligible to apply to a year-round weekend work effort through the Youth Environment Partnership (YEP) or the Neighborhood Environmental Action Team (NEAT) which keeps workers challenged on Friday, Saturday and Sunday. NEAT provides entrepreneurial opportunities and much needed support in the Enterprise Community/Enterprise Zone Neighborhoods.

Nationally recognized STEP is a one-of-a-kind on-the-job training program. Several graduates are employed by the City of Tampa Parks Department while participating in the Hillsborough Community College Horticulture Program. The STEP's Advisory Council of the Mayor's Beautification Program is building networks to provide scholarships, job opportunities and access to other important community resources.

Downtown Riverwalk

The City of Tampa completed the first segment of the Downtown Riverwalk as part of the Curtis Hixon Park project. Additionally, the Federal Highway Administration has identified funds for:

- Design, engineering, and permitting ($500 thousand) of the Riverwalk from Curtis Hixon Park to Tampa's Convention Center.

- Construction funds ($1.29 million) to complete the next phase of the Riverwalk from Curtis Hixon Park to Washington Street on the east side of the Hillsborough River.

The work, administered by the Florida Department of Transportation, is planned as follows:

- Completion of the design, engineering and permitting phase will begin the Fall of 1997.

- Completion of the construction of the next phase of the Riverwalk from Curtis Hixon Park under the Kennedy Boulevard Bridge to Washington Street is scheduled for late 1998 or early 1999.

North Tampa Recreation Center

Using a National Park Service grant from the Urban Parks and Recovery Act Program and Community Development Block Grant dollars, renovations to the North Tampa Recreation Center have been completed this fiscal year. This $525 thousand project updated the 8,000 square foot facility to a larger more modern center.

Renovations included adding classrooms, arts and crafts rooms, game room, and renovating the kitchen and restroom. Also, included is a weight room, handicap accessible restroom, new roof and outdoor picnic area.

Not only children, but adults, teenagers and senior citizens are in attendance on a daily basis. The facility offers a variety of classes for all age groups, from team sports to high school equivalency courses.

Mayor's Beautification Program

The Mayor's Beautification Program Committee, comprised of approximately 50 members of the community, was established in February, 1988. This non-profit public/private partnership's objective, in conjunction with the City of Tampa Parks Department, is to landscape public property. This program utilizes the STEP toward Environmental Partnership, an at-risk youth on-the-job training program.

Projects for FY97 include landscaping for 13th Street, the downtown arena area, Our Avenues and Boulevards Program, and Blake Senior High School.

Other beautification programs supported by the Committee include the "Adopt-A-Median" program; volunteer planting highway beautification projects; the Trees for Tampa program; and the Neighborhood Tree Planting Program. The Parks Department administers the Neighborhood Tree Planting Program and will order and install trees on the rights-of-way in a neighborhood if the residents pay for the trees.

Grants received in FY96 include:

- Preservation 2000 (Florida Communities Trust) and Hillsborough County Environmental Lands Acquisition and Protection Program (ELAPP) grants to acquire Mullett Point, properties at Cypress Point and Cypress Creek, the old drive-in theater site along McKay Bay and 22nd Street Causeway, and additional Palmetto Beach property.

- A Pollution Recovery grant was received for McKay Bay Park and Cypress Point habitat restoration.

- A bikeway grant for McKay Bay from the Florida Recreation Development Assistance Program.

- A Historic Preservation Grant for Robles Park Recreation Center restoration approved from the State Division of Historical Resources.

- An Enterprise Community Grant started a jobs program for nine youth 16-18 years old residing in the grant area. These youth work 20 hours a week removing graffiti, mowing and cleaning up neighborhood thoroughfares.

The City has applied for the following grants for FY97:

- Additional Historic Preservation Grants for Robles Park Recreation Center from Florida Department of State, Division of Historical Resources.

- A $50 thousand grant from Tampa Port Authority's Sovereign Lands Management Program for wetland restoration and environmental improvement of two acres in the McKay Bay Nature Park.

- A Cultural Facilities Program through the Department of State Division of Cultural
Affairs for restoration of the Centro Espanol de West Tampa theatre (in conjunction with the Urban League).

- A State of Florida, Department of Environmental Protection (DEP) Commission grant from the Gardinier settlement trust fund to restore the natural habitat of the Desoto Trailer Park site and a DEP grant from the Greenway and Trails Program to purchase 24 acres around McKay Bay for a bike trail.

City and Community Volunteers

The extensive volunteer efforts of City employees and Tampa citizens are making a difference in the quality of life for people and neighborhoods within Tampa.

City employees were instrumental in getting the "Paint Your Heart Out" program started, which is now in its eighth year. Several thousand volunteers turned out April 20th to paint one hundred twenty homes for low income, elderly residents of Tampa who could not otherwise maintain their homes. Many volunteers added the finishing touches by doing yard clean-up and landscaping improvements.

Additionally, employees were busy participating in the 15th Annual Bowl for Kids' Sake on behalf of Big Brothers/Big Sisters, the March of Dimes sponsored Walk America, and the annual blood drive for Florida Blood Services.

Citizen volunteers provided services for the City through the "City Corps" volunteer service program started by the Community Information Office. Volunteers are used in three areas: Service and Information, Special Events, and as Docents. Volunteers are used to welcome visitors to the Tampa Municipal Office Building and provide information to the public on City services, events, history and amenities.

Public Works

The Department of Public Works will continue to provide public services at a high level of quality and efficiency. Public Works will focus on traffic concerns and street infrastructure maintenance, as well as maintenance of the sidewalk program, street lighting and traffic signage.


In FY97, $5.4 million of transportation improvement projects are funded from Local Option Gas Taxes.

Transportation Impact Fee

Ordinance No. 9362A, passed in 1986, imposes an impact fee on land development in the City. Impact Fee revenues are used to provide for roads and related facilities necessitated by new development.

Stormwater Management

In FY97, the Stormwater Management Division will continue its Capital Improvement Program designed to reduce structural flooding in the City of Tampa, rehabilitate the older portions of existing systems and improve the quality of stormwater discharge.

Projects planned for FY97 are in the following general areas:

- Palma Ceia Drainage Improvements Project: Work continues to reconstruct the existing pipe system.

- 43rd St. Outfall Construction Project: Installation of a new stormwater system needed in the area north of Broadway Avenue.

- Temple Crest Drainage Improvements Project: Construction of drainage improvements at Regnas and 40th Street.

The $3.9 million Stormwater program represents over 15% of the Capital Improvement Project funds appropriated for the General Fund Departments.

Utility Tax Construction Bond

In FY96, the City issued $23.6 million in Utility Tax Construction Bonds. The bonds included almost $16 million for public safety capital improvement projects which will be accomplished over the next two fiscal years.


In FY97, the Parking Department will continue to operate and maintain facilities in the Central Business District and outlying areas. Listed below are projects that will take place in FY97:

- The South Regional Parking Garage, located next to the new downtown arena, will open in October, 1996 with approximately 1,500 parking spaces.

- The City will administer parking revenue agreements with private parking operators for sharing parking revenue generated by the arena.

- More than 200 new electronic parking meters will be installed near the downtown arena. The electronic meters will provide collection records.

- In Ybor City, a 170 space parking lot will be constructed at the Sheriffs Complex. The lot will be utilized by the Sheriff's Department during the day and visitors during the evenings and weekends.

- Secure, lighted parking will be provided in all nine lots in Ybor City. Also, 140 twelve hour parking meters and one multi-space meter box that can handle 140 parking spaces will be installed.

- An employee training program to educate cashiers and guards to improve customer service is planned.

- A comprehensive parking study is planned to assess the parking needs for various areas within the City. The study will include short and long range action plans.

A parking rate adjustment averaging 15% will be effective October 1, 1996, on most lots and garages. The rate adjustment will allow the Parking Department to meet its operating expenses and existing bond obligations. This is only the Parking Department's second rate increase to lots and garages in the past twelve years.

Average Monthly Residential Utility Bill

The current monthly bill for an average home user is $48.80. With a proposed Solid Waste adjustment of $1.00 per month and a proposed Sanitary Sewer adjustment of $.50 per unit, this will increase to an average of $54.80 per month. This is lower than many local jurisdictions.

FY97 Budge Graph

The Solid Waste rate increase of $1.00 per month for residential customers, and a corresponding increase for commercial accounts, is necessary to prepare for the required improvements to the McKay Bay Refuse-to-Energy facility. This results from new emission standards and limitations imposed by Federal and State governments.

The Sanitary Sewer rate increase of $.50 per unit is necessary due to increasing personnel and operating costs, as well as to adjust for revenue lost as a result of the closure of the Busch Brewery in December, 1995.

Small User Charges

The effect of the proposed increase in the Sanitary Sewer rate has a lesser effect on a single user household than the average household increase. The average household increase is based on a usage level of ten units per month while a single user household averages three units. This would make the effect of the increase on single user households $1.50 per month.

Sanitary Sewer

The Sewer Department's goal is to provide complete and cost effective service and to respond in a timely manner to expanding service requirements. Department personnel collect, treat and dispose of more than 55 million gallons per day of raw sewage from over 98,000 customers in Tampa and its immediate suburbs. Sanitary treatment of wastewater requires the careful removal of pollutants and pathogens from wastewater in a manner consistent with Federal, State and local regulations so that the end product can be returned to the environment for natural recycling.

Odor Control

To control hydrogen sulfide odors at major pumping stations, odor control equipment was installed in the early 1980's. Currently, a study is under way to use an ozone system in conjunction with in-line microbial treatment. The process was expanded in FY96 to include 28 of the City's 192 pumping stations. Three of the pump stations are combining the ozone and microbial systems and 25 use only the microbial treatment. Using these methods reduces use and costs of chemicals needed for odor control.

Plant Expansion

Expansion of the Howard F. Curren Advanced Wastewater Treatment Plant from a daily effluent processing capacity of 60 million gallons to 96 million gallons per day continues. This expansion is nearing completion, with the expanded facility operation start up scheduled for the Fall of 1996.

Water Resource Recovery Project

This project would provide treated effluent to be pumped into the Tampa By-Pass Canal to supplement water sources for the growing needs of the region, while providing a net environmental benefit. A 1993 pilot study determined that it would be technically feasible to produce water of as good a quality as the Hillsborough River raw water supply through supplemental treatment of effluent from the Howard F. Curren Advanced Waste Water Treatment Plant.

An implementation study, funded in conjunction with the United States Environmental Protection Agency, the Southwest Florida Water Management District and the West Coast Regional Water Supply Authority began in FY96 and will continue for approximately 18 months. This study will: evaluate the proposed project sizes, sitings, conveyances and alternatives; complete conceptual design, cost estimates, economic analysis and funding scenarios; develop an implementation plan; and develop a project schedule for design, construction and start-up.


Tampa continues to be a leader in water treatment and water conservation techniques both locally and nationally. Considered a major public water supply system, the department serves approximately 435,000 people using over 121,000 meters. One third of the customers are located outside City limits in Hillsborough County. Two water treatment plants, Hillsborough River (HRWTP) and Morris Bridge (MBWTP) produce water that meets or exceeds current Federal water quality requirements. Since the start of an aggressive water conservation program in 1989, water consumption has been reduced to approximately 66 million gallons per day. The potential for further reductions is being considered. Tampa has set the standard for the region by maintaining an adjusted per capita use of 115 gallons per day.

Water Production

"Water Quality 2000", started in FY96, is a guideline for improvements in the Production division to ensure that water quality continues to exceed all current and anticipated regulations. The first phase is a Water Quality Master Plan, which reviews water quality conditions and requirements from the source to the tap. Various water treatment options for organic compound removal, corrosion control and microbial inactivation are being evaluated at the new pilot water treatment plant constructed at HRWTP. The primary focus of short-term improvements will be to minimize the microbial risk associated with cryptosporidium, which is found in all surface waters in the United States. FY97 plans include a new rapid mix junction box and basin improvements.

A re-engineering of the Production division, begun in FY96, continues in FY97 to reduce operating and maintenance costs, while increasing plant reliability.
The first part of this re-engineering was a competitive assessment performed by a panel of experts familiar with public and private sector operation and maintenance of water production facilities. The assessment evaluated the operation and maintenance of the Production division to determine how a contract operator would perform these functions to be competitively successful and reliably produce quality drinking water. The results showed a need for increased automation and updated equipment, primarily at HRWTP.

Enforcement of new rules (Federal Information Collection Rule, Enhanced Surface Water Treatment Rule, Disinfection/ Disinfection By-Product Rule and the Safe Drinking Water Act Reauthorization) requires additional treatment and testing at the Water Department's certified laboratory. These rules increase the duties of the laboratory staff.

Three positions have been eliminated from the Production Division in FY97 by contracting janitorial, landscape and mowing duties.

Consumer Affairs Program

Residential conservation programs such as the low-volume toilet rebate, in-school education and "Sensible Sprinkling" continue. The Great Toilet Rebate Program added 4,000 rebates in FY96 to make its total over 9,000. This program offers rebates of up to $100 for the cost of an ultra-low volume toilet. In FY97, 5,000 additional residential and 2,000 commercial rebates will be offered. The Sensible Sprinkling program has reached 650 homeowners since its 1993 start. Water savings showed a reduction of 151 gallons per day per house or 35 million gallons per year for the 650 participating homes. In FY97, commercial and educational facilities will be added.

In-school educational programs continue. In FY96, 45,000 elementary students were reached by the "Mermaids Tail" theatrical production. In four years, 140,000 students have seen theatrical conservation programs. The Water Ambassador interactive conservation program reached 4,000 third graders in FY96, with another 4,000 scheduled in FY97. Over 4,000 students and adults toured HRWTP in FY 96.

North Boulevard Interconnect with Hillsborough County Water System

In FY96, an agreement was reached with the West Coast Regional Water Supply Authority (WCRWSA) to construct a connecting pipe from the City's water system into the water system of Hillsborough County. This would be used to provide extra water during the rainy season to help replenish ground water supplies. The construction costs (estimated at $1.4 million) are being fully reimbursed by WCRWSA and Hillsborough County. Construction of the pipeline should be completed by December, 1996. Control of this water supply will be at the City's discretion, based on the water levels of the Hillsborough River and the capacity of our treatment and distribution systems.

Morris Bridge Re-engineering

A project to modernize the Morris Bridge Water Treatment Plant began in FY96. This project improves our secondary water treatment facility by upgrading the treatment process, engineering and automation at the plant. The estimated cost of this project is $11.1 million with completion slated for FY98.

Solid Waste

The Solid Waste Department operates an integrated solid waste management system (waste reduction, recycling, waste-to-energy, landfill) to provide efficient and environmentally safe collection and disposal service. Solid Waste personnel continue to concentrate on environmentally critical programs such as illegal dumping, recycling and the retrofitting of the McKay Bay Refuse-to-Energy Plant.

Illegal Dumping

In FY 96, the Environmental Crimes Investigation Unit arrested 29 people for felony dumping, 21 people for misdemeanor illegal dumping and 58 people were cited for civil violations. The number of known illegal dump sites has grown to 160, but the frequency and volume of illegally disposed debris has decreased.

During FY96, the Crimes Investigation Unit performed on-site inspections of all tire stores within the City limits to determine if they had Tire Disposal Permits and if the disposal laws are followed. At the conclusion of the inspections, the number of tires illegally dumped within the City limits decreased dramatically. The Crimes Investigation Unit continues to be active in the Federal Task Force on Environmental Crimes and one officer is currently the Chairperson of the Task Force. All officers are trained to act as first responders to a hazardous incident.

Continued success of the program is attributed to patrolling known illegal dump sites, prompt response to citizen complaints, prompt collection of debris, education of citizens and routine day and night surveillance of known "hot" sites.


Community interest in recycling continues to be strong. Prices for recycled materials have fluctuated greatly over the last year. They were at an all time high last year. However, this year they have been going down.

In December 1995, the City changed contractors for curbside recycling collection service to obtain a reduced rate. The department is reviewing servicing additional homes and adding plastic collection to the program in FY97. Some neighborhoods have a higher recycling rate than others. Therefore, the City will target incentive programs to several neighborhoods to increase their participation.

Hillsborough County, including the City of Tampa, has a State mandated County-wide recycling goal of 30%. The current County-wide rate is 35%.

Recycling Programs

The City's recycling program includes:

Drop Off Recycling Program - The City has 24 sites where residents may drop recyclables. This is one of the highest volume drop-off programs in Florida. Over 300 tons of glass, aluminum, milk cartons, newspaper, drink boxes and cardboard are collected each month. Large corporations have become sponsors of the program by purchasing containers and setting up sites for drop-off. Other sites are various City parks, supermarkets, parking lots, schools, and churches.

Recycling Art Contest - This is an art contest for high school and college students. This year, over 200 entries were received (an increase of 75 over last year). The art was shown for six weeks at the Tampa Museum of Art.

Christmas Tree Recycling - Eleven collection sites are available County-wide, with four in the City, to collect discarded Christmas trees. The City Parks Department mulches the trees for use in landscaping. Residents receive seedlings in return for their trees. FY97 will be the eighth year of the program. County-wide, 50,000 trees were collected in 1995 (up from 35,000 trees in 1994).

The City, in conjunction with Hillsborough, Pinellas and Sarasota Counties, will be focusing an educational campaign on waste reduction, a home composting program and buying recycled products. A composting demonstration site will be set up at the Port Tampa Recreation Center for workshops and to be an on-going educational tool.

McKay Bay Refuse-to-Energy Facility

The McKay Bay Refuse-to-Energy (RTE) Complex consists of a scalehouse, a transfer station and the RTE facility. The scalehouse weighs all incoming and outgoing waste. The transfer station is used to sort waste into various categories for further processing. About 88% of the incoming waste goes directly to the RTE facility; 3% to the landfill; and 9% is recycled.

In 1989, the Federal Government passed major revisions to the Clean Air Act. In 1995, the Environmental Protection Agency released the new emissions standards, with a five year compliance deadline. The new standards will require state of the art combustion control in the furnace and state of the art air pollution control equipment in the back half of the facility. This will require a reconstruction of the current facility in order to meet the new standards and insure that the facility will be able to function effectively for 20 years after retrofit. The capital cost is expected to exceed $80 million and will be financed by selling new revenue bonds. The construction should begin in 1999 and be completed in 2000.

In order to prepare to meet the new standards, there will be a residential rate increase of $1.00 per month for the second year in a row. The FY97 monthly charge will go from $17.00 to $18.00 with a corresponding increase for commercial accounts.

Commercial Compactor and Roll-off Service

The Solid Waste Department will start commercial compactor and roll-off service in FY97. Commercial compactors are a very efficient and effective means for collecting large quantities of commercial refuse. Estimated additional revenue of $3 million is expected to be realized from this service over the next five years.

Consolidation of Commercial Bulk Services

The department provided bulk services for approximately 4,100 small businesses by running separate collection routes. The total annual collection cost to run these routes was approximately $550 thousand. In FY 96, the commercial bulk routes were consolidated with the residential routes. This consolidation is expected to yield an annual savings of approximately $260 thousand while continuing to maintain a high level of service.

Fleet Maintenance

In FY97, Fleet will consolidate operations to its central maintenance facility and close four satellite operations. This reorganization will allow Fleet to reduce personnel, expand the operating hours at the central facility, reduce expenses and increase efficiency. This consolidation, expected to save $750 thousand annually, resulted from the recommendations of a Blue Ribbon review panel.

Beginning in FY95, the City has been making a significant effort to accelerate the replacement of City vehicles. This includes:

- FY95: Solid Waste accelerated the purchase of 19 vehicles which included 11 side loaders, three 25 yard rear loaders and five front loaders for $1.8 million.

- FY96: The City is using a portion of Utility Tax bond funds for vehicle replacement in the Fire, Police, Business and Community Services, Parks, Recreation, Public Works, and Stormwater departments. Total bond funds available for vehicles is $7.1 million. This includes $1.0 million to replace a Police helicopter.

Efforts will continue in FY97 and FY98 to accelerate the replacement program.

The department is also reviewing the way the Police Department refuels its vehicles. Currently the cars must be taken to one of the City's fuel tanks. Often this entails driving out of the way to refuel which reduces the officers' patrol time. The City is looking into agreements with gasoline companies which would issue credit cards to be used at their facilities. A pilot program with the detectives should be underway in the first quarter of FY97.

Housing Programs and Rehabilitation

The City's housing programs in FY97 will build on past successes toward the goal of decent and affordable housing for all citizens. The Mayor's Challenge Fund Partnership is the driving force behind Tampa's record level production of affordable housing units. The partnership is made up of banks, credit unions, businesses, non-profit agencies and the City. Its strength lies in the synergy derived from the lending capacity of the banks and credit unions, the dedication of the non-profits and the leveraging capability of the public sector.

The Community Redevelopment Agency is responsible for the City's affordable housing program. These programs are designed to assist residents in emergency situations, to preserve the City's housing stock and to provide first-time home ownership opportunities. The programs combine various financing tools from Federal and State housing agencies along with commercial bank loans from the Mayor's Challenge Fund Partnership.

Tampa's affordable housing programs have received several national and regional awards. Worth noting are: The Award of Merit presented by the National Association of Housing and Redevelopment Officials; The Award of Excellence given by the Association of Local Housing Finance Agencies; and the Future of the Region Award of Excellence received from the Tampa Bay Regional Planning Council. In July, 1996, Tampa's program was among eight selected by the U.S. Conference of Mayors as the best in the nation.

Housing and redevelopment activities in FY97 will concentrate on construction of seven new affordable housing subdivisions, City-wide rehabilitation and infill construction, and business development in the newly designated Federal Enterprise Community and State Enterprise Zone. The latter is promoted by the efforts of the Tampa Enterprise Community-based Partnership, and the City's Community Redevelopment Agency.

Funding from Federal and State housing programs in FY97 is $8 million. In addition to Federal HOME dollars, the City allocates a substantial portion of its Community Development Block Grant funds for housing services. The City has also received its third HOPE 3 grant from the Federal government, which will be available in FY97. The State Housing Initiatives Partnership grant, now in its fifth year, will provide more than $1.5 million. The reach and impact of these housing programs are substantially expanded by the leveraging of Federal and State resources with local sources, utilizing Challenge Fund and other private financing.

In conjunction with City assistance and the Tampa Housing Authority, various approaches to providing affordable housing will allow the City to produce about 2,100 units of newly constructed, rehabilitated or first-time home ownership units in FY96.

Since the inception of the Challenge Fund in mid-1987, the City will have assisted in the construction or rehabilitation of nearly 9,000 housing units.

FY97 Budge Graph

Community Development Block Grant (CDBG)

In order to develop the Community Development Block Grant program, the City provides to residents, public agencies, and all other interested parties full public access to program information through media announcements, advertisements, citizen advisory committee meetings, public hearings and the dissemination of information through the City's community services outreach staff.
Public hearings and notices are provided to obtain citizen views and to respond to proposals and questions at all stages of the program, including the identification of housing and community development needs, review of proposed activities,
and review of program performance.

In FY97, the City will receive $5 million in CDBG entitlement funds. Additional program income of $435 thousand and reprogrammed prior year funds of $745 thousand bring the total FY97 program to $6.18 million.

The Community Development housing allocation in FY97 continues the City's commitment to housing rehabilitation activities. Funding for all CDBG housing programs in FY97 is $3.8 million, representing over 61% of the total CDBG program. These Federal funds provided to the City will be utilized to conduct a number of housing rehabilitation activities, programs for public agency residents and program delivery services. Through these programs, the City provides low cost housing repair financing to homeowners who earn below 80% of the area median income, adjusted for family size. The assistance is provided through a combination of deferred payment loans and low-interest Challenge Fund leverage loans.

Other CDBG funded programs include $756 thousand for public service agencies; $936 thousand for general grants administration activities; and $840 thousand for capital improvement projects. This combination of programs is designed to promote substantial long-term community improvements.

Tampa Housing Authority (THA)

In FY97, the City will allocate $132 thousand in CDBG funds for the neighborhood demonstration projects in various public housing areas and $401 thousand for capital THA projects. The City continues to work with the Authority to reduce the number of substandard units and reduce the average length of residency.

Highland Pines Community Center

After Tampa Housing Authority's completion and occupation of the Highland Pines 22 unit subdivision, the area lacked a place for local children to attend planned activities. The City of Tampa, Tampa Housing Authority (THA) and the Highland Pines neighborhood association negotiated a plan to obtain a community center to help local children avoid the enticement of crime and drugs.

The City's Community Development Block Grant allocated first time homeowners housing assistance dollars toward the purchase of a 1,100 square foot home adjacent to Highland Pines Park suitable for a community center. THA will buy the home, incorporating renovations for conversion to a community center. THA will lease the house to the neighborhood association for a year before turning over ownership. The neighborhood association will be responsible for the day to day operation of the facility. Plans outlined for the community center consist of daycare, educational activities, and other activities consistent with community needs.

Mayor's Challenge Fund Partnership

This partnership is a cooperative effort among the City, lending institutions and non-profit organizations to increase the quality and amount of affordable housing in Tampa. The City coordinates the program, provides loan guarantees and inspects construction progress. The lenders provide liberalized underwriting conditions and below market interest rates. The following non-profits provide a bridge to Tampa's local communities through housing counseling, loan packaging, construction and marketing.

- Coach Foundation - Assists first-time home buyers in locating affordable housing.

- Tampa-Hillsborough Action Plan, Inc. - Provides a wide range of affordable housing, construction and marketing.

- Tampa United Methodist Centers, Inc. - Develops and markets rehabilitated and newly constructed homes. Counsels first-time home buyers.

- Tampa Preservation, Inc. - Renovates older homes and builds historically compatible new homes in the Tampa Heights area.

- OASIS - Assists elderly residents in resolving housing related problems.

FY97 Budge Graph

The Mayor's Challenge Fund and the Tampa Housing Partnership have provided a solid foundation for increasing the opportunities to the citizens of Tampa for affordable and decent housing.

The affordable housing goals of the City and the Tampa Housing Partnership for FY97 are as follows:

- To increase the opportunities for citizens to purchase or rent affordable, decent, safe, and sanitary housing by encouraging the rehabilitation, revitalization and redevelopment of the City's existing housing stock.

- To encourage the planned development of new residential areas that will provide the appropriate number of single and multi-family housing units to meet the needs of current and future housing deficient residents.

- To provide a beneficial economic impact to the community through activities such as new construction, rehabilitation and community redevelopment.

- To rehabilitate existing housing, reversing the past rate of decline and extending its economic life, while providing a source of decent and affordable housing to build upon the positive aspects of existing neighborhoods.

Consolidated Housing and Community Development Plan

The City of Tampa receives Federal funds that are expended for housing rehabilitation, infrastructure improvements, park and recreational facilities, public services throughout the City, and other activities considered essential to the comprehensive revitalization of neighborhoods. These limited resources have been directed toward the provision of services which benefit low and moderate income residents, the reduction of slum and blight and as a match for other grant programs. Each grant application was prepared separately at various intervals during the year, based on unique guidelines and requirements.

For FY95, the City of Tampa took advantage of an opportunity offered by Housing and Urban Development(HUD) to consolidate Community Development Block Grant, HOME Investment Partnership Program, Emergency Shelter Grant Program, and Housing Opportunities for Persons with AIDS under a single plan. Tampa thus became one of five cities nation-wide, and one of two in Florida, to have a consolidated plan approved by HUD. The advantage of this approach is that all of the housing and community development needs are reviewed together. Then, the various grant programs are tailored to meet this array of needs.

In FY96, the City submitted its One Year Action Plan of resources to be expended, addressing priority needs and specific objectives identified in the Consolidated Plan, utilizing HUD provided software. This method was implemented to allow federal report transmission via computer disks as well as a means of providing easier access to the public.

For FY97, HUD is incorporating additional technology accessible to the City by means of the Integrated Disbursement and Information System (IDIS) Set Up, Reporting and Distribution modules. This will permit the City to have direct access to HUD's headquarter mainframe for immediate updating of grant information. IDIS is intended to simplify the grants management process for entitlement grant programs, as well as reducing the amount of time required in producing reports. It also provides a method for comparing effectiveness of the programs and reduces the number of documents generated to satisfy performance reporting requirements for HUD.

HOME and HOPE3 Federal Housing Programs

In 1990, the Cranston-Gonzalez National Affordable Housing Act reauthorized the Community Development Block Grant program and created the HOME Investment Partnership and Housing for People Everywhere (HOPE3) programs. These programs emphasize the development of public/private partnerships in the housing delivery system and commitment of local resources to secure and supplement grant funds.

The HOME program is a grant entitlement housing program designed as a partnership among Federal, State and local governments, and those in the for-profit and non-profit sectors who build, own, manage, finance and support low-income and affordable housing initiatives. Funds under the HOME program may be used for acquisition; construction, reconstruction; moderate to substantial rehabilitation of affordable rental and ownership housing; and for tenant-based rental assistance.

Since 1992, the City has received $9.3 million in HOME dollars. The HOME program emphasizes affordable home ownership and neighborhood revitalization in low-income housing areas.

The implementation of the Cranston-Gonzalez Act also incorporated the HOPE3 programs. The City of Tampa, in conjunction with Tampa United Methodist Centers (TUMC), Inc. was awarded the three largest competitive HOPE3 grants in the United States, totaling $8.0 million. The HOPE3 program is designed to create home ownership opportunities for low and moderate income families utilizing the inventory of government-owned properties, such as those of the Resolution Trust Corporation and the Veterans Administration. These properties are acquired by TUMC, rehabilitated and marketed to first-time homebuyers. Tampa's efforts in obtaining these competitive grant funds will allow the City to remain one of the nation's affordable housing leaders.

State Housing Initiatives Partnership (SHIP) Program

The William E. Sadowski Affordable Housing Bill of 1992 includes the State Housing Initiatives Partnership program. The SHIP program provides flexibility for local governments to determine which housing initiatives would best serve their own communities and design a program to meet those needs. The funding comes from a documentary Stamp Tax of 10 cents for every $100 in property value. This revenue represents the first source of funds within the State specifically dedicated for housing services at the local level. In FY95 the Florida Legislature voted to match the 1992 stamp tax increase with an equivalent value of general revenue from existing documentary stamp taxes.

With the Federal programs emphasizing the development of local partnerships and matching commitments, the annual allocation of documentary stamp dollars allows the City maximum leverage of those Federal funds, providing greater flexibility in the housing program delivery. Some of the activities to be provided include: down payment assistance; guaranteed mortgage loan; incentives to developers to build low income multi-family housing; and assistance for existing homeowner rehabilitation loan programs.

Since 1992, the City has received $3 million in SHIP dollars. With the addition of the new State general revenue match in FY95, the annual allocations for future years are expected to be approximately $1.6 million.

Housing Initiatives

The City has implemented various Federal and State programs that have allowed considerable expansion of our housing programs. These programs include infill and subdivision development, thus creating affordable homes for first-time home buyers. Four of these development projects are complete, for a total of 121 units added to Tampa's housing stock. However, several are in initial development stages. They are:

- Lemon Bay Apartments, a 24 unit apartment building for low to moderate income families being developed by the Tampa-Hillsborough Action Plan;

- Busch Oaks, a 42 unit subdivision near Busch Boulevard and 50th Street;

- Newport Gardens, a 16 home development located near the intersection of Rome and Waters Avenues;

- Kelly Ridge, a group of eight homes being constructed near Sligh and 22nd Street;

- White Way and Pocahontas, the site of a five home group of affordable homes;

- Oak Haven, a 22 home subdivision being built at Hanna Avenue and 3rd Street;

- Sperry Grove, consisting of 18 homes located near Giddens Avenue and 22nd Street;

- Martin Luther King, Jr. Village, located at Dr. Martin Luther King, Jr. Boulevard and 26th Street, a 27 home subdivision;

- Manhattan Manor, a 33 home subdivision located at South Manhattan Avenue near Interbay.

Metropolitan Ministries Project Uplift

A Community Development Block Grant project was established in FY96 to assist Metropolitan Ministries Project Uplift. This comprehensive care center will offer homeless families greater opportunities to become self-sufficient.

Services currently offered at Metropolitan Ministries will be enhanced and new programs implemented. These programs will address the causes of homelessness such as limited education, joblessness, illness, substance abuse and lack of family support.

Project Uplift will consolidate all Metropolitan Ministries programs into one 155,000 square foot facility located directly adjacent to the Ministries current facility on North Florida Avenue.

Public Safety Employees Home Ownership Incentive Program

This program is designed to give extra incentives for Police officers and firefighters to buy homes within the City limits by providing lower down payment requirements, closing costs and monthly payments. Loans are made by banks and credit unions that are partners with the City in the Mayor's Challenge Fund. This incentive program made 18 home ownership opportunities available to Tampa's public safety employees in the last year. The program improves neighborhoods through the presence of public safety officers as home-owners.

Emergency Shelter Grant

The Stewart B. McKinney Homeless Assistance Act makes Federal funds available to assist communities in coping with the needs of the homeless population. The Emergency Shelter Grant program will award the City its eleventh grant for FY97 totaling $132 thousand. The grant will be used, in conjunction with Hillsborough County's program and other local funds, to assist four homeless assistance providers. They include:

- Agency for Community Treatment Services, Inc.

- Alpha-A-Beginning of Tampa, Inc.

- Metropolitan Ministries, Inc.

- The Spring, Inc.

The funding allocations were recommended by the Hillsborough County Homeless Coalition.

Housing Opportunities For People With AIDS (HOPWA)

The HOPWA program is a specialized Federal grant used to provide affordable housing for low income persons with AIDS or related diseases. HOPWA funds are being distributed among Hillsborough, Pinellas, Polk and Hernando Counties with the City of Tampa as grant administrator. FY97 program funds in the amount of $1.3 million will be used to acquire, expand and support approximately 100 housing units and provide housing information, rental assistance and other supportive services to more than 2,300 people.

Six service providers: Tampa AIDS Network, Tampa-Hillsborough Action Plan, Francis House, Family Enrichment Centers, Catholic Charities, and The Harbor Behavioral Institute are sharing the FY97 grant to provide housing and rental assistance and services to AIDS/HIV patients and their families.

Self Insurance

Although employee insurance for health, workers' compensation, and general liability continues to be costly, efforts to control costs are slowing the escalation. The City's estimated cost for these insurance programs is $25.3 million in FY97.

FY97 Budge Graph

Health Insurance

Health costs have risen at a dramatic rate over the past several years. The City's efforts to continue to provide employees with comprehensive coverage at an affordable rate has thus become increasingly difficult.

The City's Health Maintenance Organization (HMO) provides a full range of medical services at a reasonable cost. As a managed-care program, the HMO offers an alternative to traditional fee-for-service health care.

Over the past four years, participation in the HMO has steadily increased. Presently, 94% of all City employees are enrolled in the HMO. The other health coverage alternative is the Point-of-Service plan. This option offers the advantages of an HMO and the choice of utilizing out-of-network providers.

The City continues to evaluate medical services and insurance plans to ensure a reliable provision of medical care for its employees and retirees at affordable cost. To maintain market competitiveness of the City's medical provider, the City added a new health provider in 1995, thus increasing the options for employees and retirees.

Workers' Compensation

Workers' Compensation costs have been a substantial part of the City's insurance expense and efforts are underway to control these costs. The City is currently developing a managed care solution to the Workers' Compensation problem which will be implemented by January 1, 1997. The managed care approach will feature integrated services including a medical provider network that will offer a quality assurance program and cost containment features such as utilization review, case management and an employee tracking system designed to reduce lost time. Results from our loss reduction program have been impressive. In a period in which most insurance costs are rising, Workers' Compensation costs have been held below the FY91 level for the past four years.

Long Term Disability

The City of Tampa has contracted to provide long term disability insurance for eligible City employees. This plan covers long term illness and injury, enhancing the overall employee health benefits program.

Pay and Labor Agreements

The proposed budget includes sufficient funds for estimated employee step increases, as well as funds for labor agreements. The City is currently negotiating a renewal contract with the Amalgamated Transit Union.

Growth Management

The Tampa Comprehensive Plan, mandated in the Florida Growth Management Act, is intended to guide and control future growth and development. The Plan includes levels of service and plans for construction of infrastructure needed to meet those levels of service for:

- Recreation and Open Space

- Stormwater Drainage

- Transportation

- Sanitary Sewer

- Water

- Solid Waste

The Florida Department of Community Affairs recently approved an update, including a report of accomplishments during the first five years of the Plan and a complete re-evaluation of future needs. This review resulted in over 400 changes to the various elements of the plan.


A 517 acre undeveloped parcel, nearly a square mile, was voluntarily annexed to the City of Tampa during FY96. City services are being phased in as development takes place. A population of about 1,000 is projected at build out of the property west of Tampa Palms.

Tax Increment Financing

FY97 Budge Graph

In FY97, the City will continue to make deposits from property tax receipts into the Community Redevelopment Agency Trust Fund.

This deposit of $1.3 million, along with additional deposits from Hillsborough County; the Hillsborough Area Regional Transit Authority; the Tampa Port Authority; and the Children's Board, will bring the FY97 Downtown Non-Core district deposit to $3.0 million.
FY97 funds for the Non-Core will be applied exclusively toward retirement of the Convention Center's bond debt.

The City, County and Port Authority will also contribute $237,624 to the Ybor City District. These funds will be used for Ybor City redevelopment programs.

Tax Funds Debt Service

- Performing Arts Guaranteed Entitlement Bonds - $4.8 million fromGuaranteed Entitlement funds.

- Convention Center - $13.8 million: $10.8 million from Utility Tax funds, and
$3.0 million from FY97 Tax Increment Financing District funds.

- General Utility Tax Bonds - $3.4 million from Utility Tax funds and sinking fund earnings.


Amounts budgeted in the contingency reserve for unanticipated expenses and for such emergencies as floods or hurricanes during FY97 include: General Fund - $2,610,000 and Utility Tax Fund - $250,000 for a total of $2,860,000.

General Fund contingency has been increased by $860 thousand this year for anticipated costs associated with Arena, Convention Center and Aquarium area events.

Due to continued concern regarding undercollection of State and local revenues, a $1.7 million revenue reserve is also budgeted for potential revenue shortfalls.

Fund Balance

This budget includes transfers of $1 million to the Fund Balance accounts of the General Fund and Utility Tax Fund, in accordance with the external auditor's recommendation that the City maintain the current level of Fund Balance in the Tax Operating Funds.