Joe Kilraine
Published 7/11/24
BUDGET
The City of Cape Coral has an enormous budget. How should priorities be set? Where could spending be reduced? What investments are needed? Is compensation adequate for the Council, Police, Fire/EMS, and other staff? Is staffing adequate, inadequate, overstaffed? Is baseline budgeting appropriate or should zero based budgeting be employed? Your take on tax assessments related to millage and rollback considerations. State and explain your position on the Stipend controversy.
Budget and Priorities
The Capes current budget is $1.1 Billion which is large. However, I have been responsible for Budget much larger ($20 Billion) in my prior career of 45 years in the petrochemical, refining and Oil & Gas Industry. Governmental budgets do require a learned knowledge as compared to industry and other small businesses. Both funding and expenditures are categorized and often restricted in sourcing and use. Once the basics are understood, development and management are no different that any other business.
My basic default is always a zero based, line item approach, requiring explanation, justification and accountability on each item. It is the money of the citizens which government, through its representative authority, is entrusted to spend “in the best interest of the public”. Priorities are musts, then resident-supported discretionary items. Based on these simple principles and a lot of personal knowledge to ensure justification can be probed, questioned and tested, are sound budgets developed and managed. Those lacking experience and expertise are doomed to being snowed.
There are many areas where the city has strayed from these principles. That is in general areas such as large contingency allowances on major projects, over use of consultants and contractors including P3 endeavors that add another cost to support the partner with profit motive. Any such practices need to transparent, fully vetted and justified on the basis of: Is it in the best long term interest of the public ?
Some key examples are the contingences built into the UEP projects, Jaycee Park attempts to commercialize, pickle ball courts management by P3 partner costing resident’s more expenditure, legal consultants and costs due to self inflicted exposures from council missteps, pet projects & agendas that are questionably not meeting the public interest test, etc.
My approach is to require justification of every expenditure and ensure accountability from those responsible. In an economic environment where ad valorem asset values are continuing to rise and some added asset new growth continues each year, it is easy to get sloppy in budget management.. That is not something I would allow. I am a budget hawk and would drive compliance through ongoing status reporting and tough probing followed up by solid independent auditing. With large asset base appreciation it is not all that challenging to reduce mill rate to some lower level but above the roll back rate in which no absolute dollar increase occurs. Council looks like heroes but how rigorous has been their scrutiny in ensuring no wasted dollars where left in the budget. Again, experience, knowledge and expertise count.
Required investments parallel the basic functions of government. Without getting into fine detailhere, those that support the public safety, infrastructure and quality of life including asset value protection. One key investment principle guiding investments is that we do not need to remakeCape Coral. Instead, the Cape needs to be smartly evolved where infrastructure development is kept at pace with growth.
Handling Hyper Growth Properly…. Everything the city does is affected and must be tailored to properly accommodate the hyper-growth which the Cape has experienced and is likely to continue to experience for the next decade and beyond. With 100,000 single family (SF) units and a population of 220,000 beginning 2024 .. that has seen approximately 5000 SF added each year for the last several, hyper-growth is not an exaggeration. It is expected that another 27,000 SF and 40,000 multi family (MF) units to be added in the next 15 years, 90 % of which will be in the North Cape, plus 6 local shopping center and 3 regional (North Cape) .. resulting in a build out population of 390,000 or so. Ensuring “Smart Growth” occurs in which infrastructure development is paced to support such growth is the greatest challenge.
The subset of priorities on growth and infrastructure is large … first… adequate water source in the North Cape … in brief, North Recycle water plant ASAP start … 6 to 7 years to complete $250 million, on parallel path…explore other water source in mid Hawthorne aquifer by deep test drill core analysis and seismic analysis, execute North Reverse Osmosis Expansion adding 15 million gallon per day, reorder and accelerated UEP progress… ie North 1 $250 million, then North 6, then North 3 and evaluate next UEP’s through UEP 12.
Traffic and vehicle accidents … Traffic and safe road development plus added other transportation modes … smart road design, County replacement of Cape Parkway Bridge, 15minute city concept for correctly placed and buffered multi-family developments (most services within walking distance), on demand transport ie envision ..mini bus uber tested in other markets
Public safety investments ie finish Fire stations 13 then on to 14, 15 and then 16… bring all existing stations up to standards including staffing, adequate equipment and staffing for all existing and future, finish training facility, … similar with Police re satellite stations, equipment and staffing .. all must keep pace with growth and focus on maintaining the excellence in FF service now delivered re 10 minute arrival, 5 minute water on fire and search and rescue ,, excellence certification maintained through proper training, staffing levels and adequate equipment proactively pursued with pace of growth, (An option to spin off hurricane and emergency services preparedness into new department is also being considered)…. In parallel some of the investments being made including the North Cape Public Safety Complex, Emergency Operations Center Expansion, Fire Training Center phase 2, addition of 2024 budgeted FF personnel, the Fire Alert System effecting FF health, and aligned Police measures staff additions, body cam replacement contract with taser and related safety equipmentimprovements.
First responder compensation must be competitive so that talent retention does not become a drain on this valued asset. The Cape does a good job in training and invests significant dollars to do so. It would be foolish to allow such trained personnel be lost to other municipalities over non competitive pay.
As to staffing levels, invariably the budget includes positions not filled. I would do similar budget hawk probing and require justification to ensure staffing levels are what is needed. The fact that positions go unfilled with no serious curtailment in services certainly indicates budgeted staffing needs scrutiny
On the Stipend
The building back of trust and credibility stemming from a number of actions taken by current council over the past 18 months is an overhang effecting this council and by association some city personnel. Council has squandered its trust with the public by some self-inflicted errors as referenced above.
Albeit not a single policy or material challenge that can be overcome with the wave of a wand, but regaining trust and credibility can be earned over time through action not just words. Transparency, accentuated communication and a more inclusive posture on resident involvement are the general components. To this end, I will not take the stipend and work to it being a reimbursement of expenses as the statute defines it. … Get resident subject matter experts back in key advisory positions where knowledgeable expertise is needed and implement and actually hold frequent town halls that encourage and respectfully welcome ideas and through action ensure full transparency in all policy matters excepting those of legal and personnel in nature.
I consider this whole matter a distraction but a real impediment from focusing on the true challenges the city faces
WATER/SEWER
How should the approach to municipal water and sewer hookups in the North Cape be managed and costs assessed to provide and complete current and future infrastructure needs? Include thoughts on resident and city cost, disruption, water quality, ground water impact and community growth.
As indicated above reordering and accelerating the UEP projects by phase is critical to alleviatethe water sourcing challenge in the North Cape which if not corrected would impact the entire Cape’s economy.
As a first step, I would want justification to be made of the cost buildup on the assessment fees. Next, consider options to reduce project costs ie tighter contracts with better performance controls and contingency reductions and early completion and under budget bonus incentives.
Obviously the hyper growth is a key factor in the water sourcing issue as private wells before UEP is available. However, climate change is also a contributor and there is considerable federal funding for climate change adaptation in the inflation reduction bill (ie inflation reduction is an intended mischaracterization to gain public support as almost all funding included is climate focused). A focused effort should be made to obtain climate change (changes in rain and aquifer recharge) and environmental (septic tank elimination) federal funding which could be of major support inn reducing assessments and impct fees. Both city and Lee County should be aggressively pursuing through Representative Donaldson’s office such funding.
(On a side note, federal funding to evaluate adaptive infrastructure needs related to climate change could also fit evaluation of trouble deluge rain temporary standing water and pooling issues in existing South Cape infrastructure. As well as mangrove protect in storm surge occurrences.)
One guiding principle on all UEP work in the North would be , do it right the first time. This translates to adequate sizing and inclusion of all utility service needs into the project so that ,once and done disruption occurs. Also, the UEP has been broken into smaller contracts to accommodate local (smaller) contractors involvement for both bonding and capability to staff. This does keep more of the investment local and aids the local economy which is a strongincentive to continue in favor of smaller projects. However, I would insist on a hard evaluation of actual performance to date and evaluate if larger contractor engagement could deliver better results.
TRAFFIC
What traffic priorities should the city emphasize to reduce driving times and improve safety? Include thoughts on side street speed limits, traffic light optimization, freeway connectivity, road maintenance, lane capacity, sidewalks, and bike paths. What to do about the “Land of the 4Ways” (NE and NW 4 way stop intersections).
Traffic and vehicle accidents. … As noted above, Traffic and safe road development is a major concern. The Cape has one of the highest vehicular accident statistics in the state and traffic congestion is terrible and becoming worse. The canal system and presold plats without adequate consideration of future traffic needs makes solutions difficult. My perspective is an all options on the table approach. Again better designed roads and sidewalk inclusion as the UEP system is installed is one feature but adding other options must also be considered. Options such other transportation modes, smart road design (bike lanes and medians to road sides versus in the center, County replacement of Cape Parkway Bridge and looking at the bis picture which might include extended fly over highway extensions avoiding/reducing current high traffic on-off location loads, 15 minute city concept for correctly placed and buffered multi-family developments (most services available and designed to include them within walking distance), on demand transport ie ..mini bus uber type pickup at designated locations tested in other Lee Tran markets (Ft Myers, Bonita, Ft Myers Beach). Additional roadway access to freeways is not a cure solution. If not done properly, it could just move bottlenecks to new points.
The 2024 transportation plan is a good first step in surfacing and better planning these options. My effort would be to pursue those options that are of good common sense and make sure they are included ie road design, sidewalks, bike lanes are done in conjunction with the UEP. As to the 4 ways, again seek conversion to traffic lights or round abouts on a accident/traffic density data based analysis. All UEP pre-engineering work should include 4 way analysis for upgrade.
PARKS
Parks have been a big focus in our city and the GO Bond was a voter approved effort to upgrade our parks. How should budget overruns be managed for these park projects? Should projects outside the GO Bond like Jaycee Park and The Yacht Club be considered and how should they be funded and approved? Specific to Jaycee Park, how should citizen feedback regarding waterfront trees, bandshell, restaurant/bar, docks and operating hours be reconciled?
The keys to GoBond and related parks project is transparency, accountability and understanding of current spending and where and how funding will be raised for all. Step one is to drive evaluation of current spending & funding for all projects & programs inclusive of Gobond, others Parks & rec, Yacht Club, Jaycee Park (including P3), etc. before any major projects are advanced. The GoBond status needs transparent accounting. It obligated taxation up to $60 million and included the yacht club. Upon removal of the Yacht club from its scope which was allocated $11 million of the total amount, reducing the GoBond apples to apples funding to $49 million. To be confirmed, current estimates now peg GoBond expenditures well over $60million due to delayed execution. From where will the added funding overrun be sourced ? Next the yacht club restoration project has not been estimated but the current scope council is considering is very aggressive and easily could cost over $100 million. The public must be included in the scope decision with estimated cost transparency included. Does the Cape truly need or what benefit justifies such large expenditure. There is little doubt a good portion if such funding will translate to additional taxation. Only after the above two evaluation are completed, should any action on Jaycee Park be considered. My position is to use the slush fund Sparkle $ which council has sequestered to do the necessary upgrades to clean up and improve Jayces Park. Keep it the community park and not a commercial city attraction and prserve the opportunity for residents to continue the wonderful family memories of this pristine paradise. Keep the trees, respect resident voice and do the right thing.
On general project citizen input ….. On day one, I’d include resident involvement. First, assemble a volunteer advisory group from the neighborhood with the mission to input collaboratively with staff on preliminary scope
Next, broaden at-large public awareness with general public town-halls encouraging two-way conversation which I would personally attend.
As the project matures, the preliminary scope would be aired in continuing town-halls and council meetings.
Only after consensus is reached on a general scope, after resident input was recognized & valued, would I consider whether movement to a formal project development would be appropriate.
PLANNING
How should the city address planning and growth and what should be the priorities? Include impact on neighborhoods, traffic, infrastructure, jobs, city revenue and Cape Coral culture.
Again my default is planning must ensure infrastructure development is properly paced to, growth. Accelerate infrastructure development as need to support growth insure long term completion items such as … North recycle facility, UEP reordering and acceleration North 1, 6, then 3 for now, Reverse Osmosis expansion increasing capacity by 15 million gallons per day, finish the North reservoir recycle water sourcing project, etc… On traffic and road safety… make the changes with UEP … do it correctly the first time… The water sourcing challenge is the greatest threat to the Cape’s future. It must be treated as such.
CORE PROCESSES
How might the city improve core processes like permits, inspections, and code enforcement? What additional processes should be evaluated?
The new city permit system has been a disaster and it continues to be plagued by delays and inability to access work around options. Having much experience in very large work order and project managements systems that involved many more skilled trades and permit numbers, I have difficulty in understanding why the City’s new system has been so problematic. I would call for “work-around” options that might involve more staff handling to facilitate and overcome delays and demand a deep dive into remaining system issues with a pragmatic fix or replace it mission.
CITIZEN INVOLVEMENT
How should citizen input be solicited? Should Citizen Advisory Committees be reintroduced? Should the hurdles for citizen ballot initiatives be lowered, increased, left the same?
All citizen advisory groups should be reinstated, and citizen subject matter expert input encouraged, considered and respected. No council person has the breadth of skills and or time to be self-supportive. Best ideas are forged by and through diversity of opinion. From the early days of my career , I have encouraged diverse opinion and avoided “yes men … go along-get along” type behaviors. There is no monopoly on where good ideas come from.
The elimination of advisory groups was a power consolidation play that was strategic andintentional to dampen criticism and an attempt to exercise full control of all city matters. It is doomed to fail as government derives its authority from the consent of the governed.
The current charter requires 15 % of registered voters on petition ballot initiatives. The state is 8 %. Obviously, the City’s intent is to make the process difficult to succeed. I would support a reduction to the state required 8%. It is the people’s city and their voice must be allowed to be effective in seeking redress and change.
SUCCESS/FAILURE METRICS
How should the city measure progress and success of its endeavors? Should audit information be made public? Is an inspector general required? Should public feedback on employees be sought and considered? Should project reviews and budgets be disclosed?
My penchant for transparency rules all sectors with the excepted legal constraints of ongoing legal actions and personnel discipline matters. Audits should be fully disclosed. However routine audits only statistically sample and evaluate compliance with procedure and accepted accounting norms. They are important but lack the deep dive analysis of forensics audits. When suspect conditions surface, forensic audit is a key evaluation methodology and findings should be transparent and communicated with the previously noted exceptions. Independent auditors are key and true independence must be validated and described as to how it was so determined.
As an operating exec for 45 years, the lifeblood of performance is on going reporting of current performance including budgeting and projects and coarse correction made as needed on an ongoing basis. Accountability to perform as advertised cannot be assigned unless such routine monitoring occurs and it should be open to public scrutiny.
Respectfully submitted
Joe Kilraine 239 424 8861 jgkilraine@msn.com
Website: Home | Kilraine For Cape Co https://www.kilraineforcape.com/
Addendum
Key background Joe Kilraine District 5 Council
BS Chemical Engineering Bucknell Univ… later earned advanced degrees while working full time: MS Chemical Engineering & MS Polymer-Materials Engineering (plastics-ceramics-metallurgy) Lehigh Univ, MBA Univ of Scranton, PHD Business Admin (contracts) UCAL Western
45 years business experience Chemicals, Petrochemicals, Oil & Gas and entrepreneur
Started career in Pharmaceuticals then recruited into DuPont joint venture.. built, staffed and operated plant successfully .. youngest Plant Manager ever of Fortune 100 corp, P&L responsibility over $1 billion and directorship of three additional facilities
Recruited to Olin to complete startup of plant near Allentown PA .. then on to larger plants, multi plants and running engineering and manufacturing, eventually global international operations
Started new business development group, partnered with GE on several merger and acquisitions working directly with GE’s Jack Welch .. later worked with Chrysler’s Lee Iacoca (fellow Lehigh univ grad) on adoption of first rubberized bumpers
Ran international operation at Olin and after 15 years, recruited into Occidental Petroleum as the top troubleshooter, business “turn around” pro and issue resolver.. 46 chemical & refinery facilities, over 10k employees, budgets exceeding $20 billion
Retired from Occidental after 16 years, owned businesses from 5 Bonanza Restaurants, (Civil, Environmental, mechanical, engineering) companies to a landfill & related alternative energy pursuits
Water Quality and geo-structure expertise directly applicable to Cape’s water challenges, know city operations, budget and have done projects exceeding anything the city has on the horizon / followed council for 15 years before deciding to run for office … no novice to the city and policies
Family and early life …. Married 52 years, 4 wonderful and successful daughters and 5 grad kids (most important accomplishment of our lives) …
Humble mining family roots… father PA miner(united mine worker/paid script not currency only good at company store).… mother sweat shop seamstress … live in mine company row home, shopped at company store, only disposable currency mother’s piece work wage … Mom became regional president NY, NJ PA of ILGWU (garment workers)
Carried papers at 6, worked chemical plant at 14 (as union employee UMW then OCAW).. doing $100,000 projects in high school.. blessed by great mentors entire career
Amateur Boxer (7yrs old thru college) … middle linebacker … and excellent grades .. chose chemical engineering and Bucknell Univ for undergrad… over Brown and Lehigh Universities.
Why to vote for Joe
It’s time to turn around the city. I will lead the charge as your bear-knuckles, unintimidated District 5 councilman … only District 5 Candidate laser focused on Council full time .. unlike others in my district for whom Council is an add-on to their current bread & butter structured full-time jobs.
I will take no stipend & lead the charge to kill it. I will lead on restoring residents to all committees & in restoring resident voice and common courtesy & respect for all in Parks, projects and city matters
Priorities God, Family Country- Making the Cape the best it can be - no hidden agendas - straight talk, common sense leadership and getting things done - lead from the front - 20 yearresident of Cape
No nonsense Cost oversight-driving elimination of waste and unneeded projects and programs
Supporting Cape’s greatest assets-Police-Fire-EMS-dedicated City workers-Charter School teachers with actions not just words
Force proper infrastructure development paced to support expansion (Roads, Utilities, Water, etc.)
Drive Evaluation of current spending & funding for projects-programs. go bond, Parks & rec, Yacht Club, Jaycee Park, etc. before any major projects are advanced
Additional resume detail:
Education/degrees: BS Chemical Engineering Bucknell University 1972, Master Business Administration (MBA) University of Scranton 1974, MS Polymer Engineering /MS Chemical Engineering Lehigh University 1977, Doctorate Business Administration program California Western University (now California Coast University) 1992
Occupation and place of employment: Retired/part time business consulting
The following information is for background for possible inclusion in stories prepared on the candidates, races, etc. and/or for on-line inclusion.
Time in the district in which you are running/years of residency: 20 years
45-plus years of running and building businesses primarily in Fortune 50 global chemicals, oil & gas industry (Olin Corporation & Occidental Petroleum), along with decades of entrepreneurial small business endeavors. Built plant complexes hundreds of millions of dollars in scope and ran businesses globally at an executive level. As an entrepreneur, owned a 5 Bonanza franchise restaurant chain, several engineering companies (civil / transportation / surveying / environmental / process / industrial maintenance), alternative energy, plastics recycling, landfill operations, and other building trades businesses.
Career began in manufacturing & engineering, then progressed into international general management. Profit &Loss responsibility for operations having budgets & capital projects larger than Cape Coral’s at age 25; responsibilities increased with promotions to budgets, capital expenditures & employees at multiples greater than Cape Coral’s (over 10k personnel/$20 billion budgets/project portfolios several $billions . Led numerous new business launches, mergers & acquisitions in the US and internationally. Advanced financial/analytical skills, deal development and contract expertise… senior board level expertise, strong capacity for developing consensus. Uninhibited in speaking truth to power. Tested interpersonal skills at all levels in an organization and with the public as a whole. Diverse labor relations experience & direct involvement with contract negotiations, compensation structures, workplace enrichment opportunities. Solid understanding of EMS, fire and community response from decades in petrochemical/refining industry. Expertise in environmental, land use, EPA, water quality, reverse osmosis & treatment facilities, oil exploration and geo structures, as well as statutory matters on all. Entrepreneurial small business perspective key to city business development. Recycle, alternative energy, civil, environmental engineering, materials testing and building trades are directly applicable to city operations.
The decades of leadership from the front and focus on common sense future opportunities are key attributes that are important to long term lasting effects within the city. Council has the potential to project influence upon city policy and its future, well beyond the defined role contained in the city charter. I understand the Cape Budget, processes and current issues. Only Cape Coral District 5 candidate committed to 100% full time focus unlike competitors in which council is an add on to their primary full time positions.
Civic/Community involvement: Member of St Katharine Drexel Catholic Church, Lifetime Member of the NRA, the Cape Council for Progress, the Republican Party of Lee County, Habitat for Humanity fundraising, Knights of Columbus, Harry Chapin Food Bank, Cape Coral Caring Center, past member Rotary Club of Cape Coral, and others. Sandoval HOA BOD President, Chair of the Finance Group & Transition Committee. Led the financial restructuring of the HOA, ensuring fiscal sustainability for years.
Family: Married to Pat, a Registered Nurse, for over 52 years (high school sweethearts.) Parents to 4 well accomplished daughters and 5 grandchildren. Came from a humble coal mining family. Hometown Minersville, PA (the heart of Anthracite coal).