TWO BIG COUNCIL VOTES SET CITY’S COURSE
At the City Council’s regular meeting on Tuesday, September 15, the Council voted on the first reading of an ordinance to change our City Charter to allow the Council to waive the requirement for residency by the City Manager by a super majority vote, (4 votes or more). Upon an affirmative vote on second reading, probably at the next regular Meeting on October 6, the City Council will be free to offer the permanent City Manager position to Jim O’Reilly as has been their expressed intent.
In so voting, the Council expressed their preference for leaving a residency requirement for our City Manager in the City Charter in opposition to the Charter Review Committee’s position that only residency in Pinellas County be required. The Charter Review Committee feels that by eliminating the Gulfport residency requirement a broader group of applicants would be attracted to an opening in the City Manager’s position. Hopefully, citizens will get the opportunity to vote on this issue in the future. That will be up to the City council unless a proper petition is filed to change the Charter by referendum.
At a Special City Council Meeting on September 17 the Council reversed their vote on first reading of an ordinance to set this year’s mil rate at 3.4742 mils per thousand dollars of assessed valuation on second reading of the ordinance. Their vote on first reading, by a 3-2 vote was to set the mil rate at 3.855 mils. The final second reading vote was 4-1 with only Vice Mayor Worthington voting in the negative.
Fifteen minutes before the Meeting began almost all the seats in Council Chambers were full of citizens who were clearly opposed to setting the higher rate when the staff had presented a “balanced budget” at the lower rate. Sure enough, at the public comment portion of the article, a steady stream of citizens spoke in favor of holding to the lower rate. Interestingly, a vast majority of the speakers were residents of Pasadena Yacht and Country Club, where a substantial majority of Gulfport’s real estate tax dollars come from.
The essence of the debate appeared to be whether the City would spread small tax increases over the next few years that are universally predicted to be fiscally difficult or enjoy a small bit of tax relief this year. A secondary issue was raised and probably requires more discussion. That issue is about our surplus: whether we should preserve our $4,434,115 surplus for future emergencies and if we are to preserve it, how large should it be?
While the 2009-2010 budget that was adopted by the City Council is technically “balanced,” it was necessary to take almost $1,100,000 out of surplus funds and call it “revenue,” to create a balanced budget. In other words, current revenues from all sources fell almost $1,100,000 short of planned expenditures. The shortfall was caused primarily by a 10.2% drop in property values and the implementation of the second $50,000 Homestead Exemption.
The Administration has reported to the Council that the $1,100,000 would be leftover funds unspent at the end of FY 2008-2009 that would be placed into the surplus fund leaving our surplus essentially intact. The Administration has not been able to provide an accounting of these funds since they really wont be known until the end of this fiscal year.
Some observers have questioned the Administration’s estimate of this year’s surplus, indicating that it probably will be closer to $700,000 than $1,100,000. Expressing great faith in our Administrative staff, the majority of the Council Members chose to believe in the $1,100,000 figure. Others on the Council indicated that even if the larger surplus didn’t occur this year, a small reduction in the surplus could be justified under the circumstances.
Because the city opted to take any potential shortfall out of our reserves and to face future shortages when and if they occur, it is more than likely that future raids on the city’s reserve funds are in the cards. Raiding the reserve funds is a lot easier decision than making hard cuts in staff and services that may, in the long run, be required if current revenues continue to fall.
In an ironic twist of fate, The St. Petersburg Times published their lead editorial on the same day as the Council Vote whose headline read, “Draining reserves is no way to run city.” In the editorial, The Times said in part, “….they should avoid spending city, (St. Petersburg), reserves on recurring expenses. That would only dig the budget hole deeper for the following year, when property taxes and other still will be declining.”
Determining the appropriate size and potential uses of our surplus as well as improving the efficiency of operations and the productivity of the city staff almost certainly will be a continuing task for our Administration and City Council over the next few years. Let’s hope that the citizens who came out in defense of their lower tax rate will add their considerable talents in helping the city get done what needs to be done.

Defining the performance of a new CITY MANAGER would require a examination of the challenges s/he has to face and how they complete the tasks.
Understanding the problems and addressing them efficiently to obtain the expected results. Identifying potential problems and getting in front of the curve while overcoming objections.
Being cognizant of the limits of their authority while stimulating the work force with finesse and respect so that they do their jobs with a sense of pride and ownership. This skill set is practiced and honed to address the organization that they are charge to lead.
Challenges come from many directions and a chief administrative officer (CAO) needs to know his environment to anticipate the probabilities and forecast variable outcomes while avoiding a quagmire of power plays and personality conflicts. That is a large load to carry on the thin ice of modern life.
The journey of a thousand miles begins with one step.
My hat’s off to the new City Manager of Gulfport Florida.
Just thought these were interesting….
http://www.tampabay.com/news/localgovernment/st-pete-beach-tax-rate-goes-up-but-will-it-be-felt/1038346
http://tampabay.com/news/politics/kyc/ford-foster-outline-their-plans-for-spending-tax-dollars-more-wisely/1038187
2iview…..With all due respect, I don’t think creating performance goals and objectives, at any level, is rocket science. The key is to do it and then hold people accountable.
mTober, so St. Pete Beach agrees with you, but their tax base is quite different. They have a lot of commercial property involved and that makes all the difference.
I agree with Kathleen Ford’s Zero based plan, though difficult to implement without a solid system in place. Lots of data and time use to analyze it will be required, but on the upside, you’re not dragging the overcharges from the former budget forward.
Creating Performance goals is Not Rocket Science, your right, that would requiring a wide range of knowledge of physics, aerodynamics, mathematics, propulsion dynamics, and other science and math fields.
Performance Management (PM) is a Social Science and system analysis.
It includes more than just performance goals. “Performance Management System” will also be composed of = strategic plans, pay, promotion, manager accountability, training, development, and discipline. Considering the circumstance it would fall under “Transitional Performance Management System”
There are “Social Science” courses available at any school offering business management courses and are required.
A manager will spend much of their time analyzing the system that he creates or implements to manage the city. There are software programs sold by world-renowned companies like IBM http://www-01.ibm.com/software/data/cognos for only this one aspect that you have mentioned.
The City Manager has to have a wide range of knowledge in social science, the legal system…as it applies to governance…and know how to proceed into the future while not overstepping county, state and federal boundaries, while allowing the citizenry to have the tools to survive and develop while appeasing the entrenched entities the have power over the process.
Aye caramba!! I wasn’t suggesting St.Pete Beach agreed with me…just thought it interesting to see what goes on in surrounding communities. However, I would like to see us move a little closer to what Ford suggests. I agree it would be difficult to implement from a monetary perspective as well as a mindset perspective. The leaders of this city never challenged the fact that the proposed 09/10 budget didn’t include YTD 08/09 expenses so likely they wouldn’t understand a zero based plan.
I understand your position; I should have stated the correlation between you and the SPB tax more accurately.
My take on the situation as it stands now is it’s a risk worth taking. I don’t think this is a good time to be Risk Adverse, especially when there are so many on the edge of their chairs. Time has a way of allowing people to get back on their feet and if we can afford them the time, we should. The risk is not that great and next year the facts of this choice will be clear. They will either see the era or see that the time served them well.