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Home My WebLink About2007 07 16 Regular 600 Final Report Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee FINAL REPORT OF THE AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE July 16, 2007 Michael S. Blake, Chairman T ABLE OF CONTENTS Letter of Transmittal......._ _ _ _ m _ _m _ _ _ moo. _... _ _. _ _ _ _ _ _mmm......... _ _ _ moon _ _ _ _ _ m _ _ _. _..... _ _ _ _ _ _ _ m _ _ _ _ _ _ _ _ _..... _ _ _ _ _ 0000 _ _ _ _ _ 1 Recommendations______..__........____________________._.._._____________________..______________________________________________________________4 Appendices __.......... _ _ __ _ _ _ __ _ _ _ ___ _ _ _ ___ _ _ _ __... _.. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ___ ._._ _ _ _ _____ _ _ _ _ _ _ _ _ _ _ __ __ _ _ _ _ _ _ _ _ _ _ _ ___ _ _ _ _ _ _ _ _ _ ________ _ _ _ _ _ _ _ _ _ _ ___ _ _ __7 AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE 1126 EAST STATE ROAD 434 WINTER SPRINGS, FLORIDA 32708-2799 Telephone (407) 327-1800 Michael S. Blake Chairman July 16, 2007 Mayor and City Commission: On behalf of the members of the Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee I am very pleased to transmit to you the Consensus Report of the Recommendations of the Committee as provided in Commission Resolution 2007- 15. I want to thank the City Commission for the opportunity you have given your residents through their membership on this Committee to provide you with what we believe are appropriate responses to recently adopted Property Tax Reform Legislation that will serve the long term best interest of persons who live, work, and invest in our City. I also want to thank the City Staff for their assistance in providing the Committee with a vast amount of timely and well organized information that has facilitated our Committee's ability to carry out its responsibilities as provided in Resolution 2007-15. Finally, I can not say enough for the members of the Study Committee who took the time out of their busy schedules to undertake this unprecedented complex and important challenge in such a short time frame, and the valuable viewpoints they have offered to each other in the fulfillment of their responsibilities contained in Resolution 2007-15. In summary, the Committee concluded that the relatively small reductions in property taxes offered by tax reform legislation did not warrant potential reductions in the quality of life we have chosen for ourselves in Winter Springs, nor reductions in municipal services currently provided by the City. Therefore, the Committee recommends that the Mayor and City Commission take actions necessary to prevent reductions in all classes of municipal services, layoffs of City employees, and reductions in compensation that are necessary to recruit and retain a highly competent and motivated workforce of employees who have to date delivered a reliable and complimentary level of municipal services to our City's residents, businesses and visitors at a remarkably reasonable level of cost. Although the Committee is overwhelmingly opposed to budget reductions as provided above, the Committee has acknowledged the list of budget reduction alternatives prepared by the City staff for consideration by the Mayor and Commission if the Commission should choose to pursue actions different from those recommended in this report. 1 The attached report includes for your review a listing of specific recommendations of the Committee, Staff analysis and other pertinent documentation of this study. Sincerely, .. /1 llJIiI Michael S. Blake, Chairman Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee 2 REPORT OF THE AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE 3 RECOMMENDA TIONS 4 1. THE REDUCTION OR ELIMINATION OF SERVICES Relative to this section of the City's charge of responsibility to the Committee, it is the overwhelming consensus of the Committee that all classes of municipal services should be retained at current levels. However, if the Mayor and Commission should choose to reduce or eliminate current service levels, it is the overwhelming consensus of this Committee that the Commission consider the list of budget reductions prepared by the City Staff. 2. THE ADOPTION OF ALTERNATIVE REVENUE SOURCES It is the overwhelming consensus of the Committee that the City Commission should consider adoption of the following alternative revenues sources to offset the loss of property tax revenues in the following priority. a. Fire incident and auto accident response insurance reimbursement fees - $78,000. b. Increase reimbursement of School Resource Officer cost paid by Seminole County Board of Education from 50% of cost to 100% of cost - $128,000. c. Parks and Recreation fees - as required. Regarding Fire Assessments, there was no clear consensus in favor of or in opposition to this revenue alternative. Persons in favor indicated their support of such as a simple measure for giving the Commission the flexibility to overcome the impacts of both the Statutory and Constitutional tax reform legislation. They also believed assessments more fairly distributed the cost of fire services. Persons opposed voiced concerns about businesses being unfairly impacted by the assessment fees. The Committee also endorsed the concept of paying paramedic incentive pay from the medical transport fund as opposed to the General Fund - $63,000. The Committee overwhelmingly opposed the adoption of fire inspection fees. 3. OTHER MEASURES DEEMED APPROPRIATE It was the overwhelming consensus of the Committee that the Mayor and City Commission should take the following action in the following order of priority. a. override the full $1.3 million reduction in property taxes needed to maintain current service levels in the City by unanimous vote of the Commission. b. Override the $800,000, 9% statutory property tax reduction by super majority vote of the Commission. 5 It was the overwhelming consensus of the Committee to oppose the following measures. a. Consolidation of City and County Fire Departments b. Outsourcing Police Dispatch Services to the County. 4. CONSTITUTIONAL AMENDMENT PUBLIC EDUCATION STRATEGIES It was the overwhelming consensus of the Committee that the City should provide a factual analysis of the potential impacts that the proposed constitutional amendments may have upon the delivery of municipal services in the City's newsletter. SUMMARY OF RECOMMENDATIONS 1. STATUTORY TAX REFORM STRATEGIES Priority 1: Override the full $1.3 million in property tax reductions by unanimous vote. Priority 2: Override $800,000, i.e., 9% cuts, in property tax reductions by supermajority vote. Priority 3: Adopt Alternative Revenue Measures as appropriate. Priority 4: If the Commission chooses to reduce or eliminate services by $1.3M, utilize those reductions and/or eliminations recommended by staff in their July 5, 2007 report. II. CONSTITUTIONAL TAX REFORM STRATEGIES Publish a City Newsletter providing a factual analysis of potential constitutional impacts on City services. 6 APPENDICES 7 APPENDICES Appendix Inn _ _ _ _ _ _m _ _ m _ _ _ _ 00 _ _ _ m. _ _ __ _ _ _ moon 0000._ _mm _ _ _ _ _ _... _ _ _ _ _ _ _ _ _ _ _ _ _ _Presentation: Mitigation Alternatives Appendix 2nm_mn__n..____mmmm_m._..nnnnmm.._mmmmPresentation: Status Update - June 28, 2007 Appendix 3mmm_......mmnmmm..._mmnnm_..__nnmnm.....n.1une 16, 2007.Department Presentations 1. City Clerk 2. City Commission 3. City Manager 4. Finance 5. General Services 6. Information Services 7. Public Works 8. Community Development-Planning 9. Community Development-Urban Beautification 10. Parks & Recreation 11. Fire 12. Police Appendix 4nnnmmnnm_._....__.nnnmnmm_._....__.nnnmnn....n.nnnnm.1une 16, 2007 Meeting Wrap Up Appendix 5nmm........_._mmnmmmm_._....m_nnmm._....nnmPresentation: Budget & Financial Review Appendix 6 _ _ m_ _ _ _ _ _ _ _ m_ _ _ _ 00 _ _ _ m...n _ _ _ _ _ _m _ _ _ _ _ _ _ _ _ _ _ _ _ _noon 00 _ _ _ _ _ _ _ _ _.. _ _ _ _ _ _ _ _ _ _ _ mPresentation: F ishkind & Assoc. Appendix 7m_mnmm_m_._.mnmmnmnnn..__.mPresentation: Property Tax Reform - An Honest Look Appendix 8.. moo.... m... ............ m... m_..... _... _......... nm. _....... ..Presentation: Budget/Financial Overview Appendix 9...... _ _.... _. _ _ _. _ _. _... _....00....00 _ _. _ _ _. _ _. _ _...... _ __m 00 00 _ _. _............. m _ _.... _ _ _ _ _.. _ _ _. 00.... .Resol ution 2007-15 Appendix 10... m..... _ _....00 _... _ _ _ _.00 _. _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ..... _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _. _. _.... _ _ _ _ _ _ _ _ _ _ _ _ m _ _ _ _ _ _ _ Meeting Minutes 1. April 26, 2007 2. May 3, 2007 3. May 17,2007 4. June 16, 2007 5. June 28,2007 6. July 5, 2007 (]) u2 o;!: IE 1:JE <(0 VlU ~>< -- ro 0..1- (f)~ 1- 1- (]) (]) """"0.. C 0 -- 1- So.. f'-. o en o c N ._ -... ......., Lt) ~ >-:E - :J r-"'\ >- L- eo E E :J CJ) OJ > .- -1--1 :J U OJ X UJ Conclusions . Due to our predominantly residential tax base and below average spending, even small reductions in revenue will have impacts on services. · Recent surveys show that taxpayers desire property tax relief but not to the detriment of the delivery of services they currently enjoy. Conclusions · It appears that this conflict can only be resolved by the assumption that Floridians are willing to pay for quality services as long as their tax dollars are spent wisely. · We believe we have demonstrated that Winter Springs has been remarkably conservative and efficient in the utilization of tax dollars. Responsi bi I ities · To become thoroughly familiar with proposed and adopted Property Tax Legislation, and municipal service programs effected by proposed and adopted Legislation, and strategies for mitigating the impacts of. Responsi bi I ities · To make recommendations to the Mayor and City Commission regarding strategies that should be employed to mitigate the effects of Property Tax Legislation taken by the 2007 Legislative Session including the following: · The adoption of alternative revenue measures. · The reduction and or elimination of services. · Some combination of the above. · Other measures deemed appropriate. Responsi bi I ities · To make recommendations to the Mayor and Commission regarding pre-referendum public education strategies that should be employed to provide the public with factual information regarding the impacts of the proposed referendum on the delivery of essential services in the City. Mitigation Alternatives New New Non-Ad Target FY 2007 FY 2008 Service Valorem Fund Department Reductions Override Override Fees Assessments Transfers Police 436,000 128,000 Fire 280,000 258,000 4,300,000 63,000 Parks & Recreation 137,000 137,000 Community Develop. 113,000 390,000 Public Works 80,000 Information Services 62,000 I Governmental 192,000 Total 1,300,000 800,000 500,000 523,000 4,690,000 63,000 * Does not include Fire Dept. Consolidation with County Alternative = $4,300,000 Reduction. ft.".-.- . - A I. . - IVII(IY ::I(IOrl f\1(~ ~rrldLI re~ New Non-Ad FY 2007 FY 2008 New Service Valorem Fund Department Override Override Fees Assessments Transfers Police: School Resource Officer 128,000 Fire: Auto Accident 48,000 Fire Incident 30,000 Fire Inspection 180,000 Paramedic Incentive 63,000 Fire Assessment I 4,300,000 Parks & Recreation: Various Fees 137,000 Community Develop: Street Lighting 390,000 Public Works I nformation Services Governmental Total 800,000 500,000 523,000 4,690,000 63,000 * Does not include Fire Dept. Consolidation with County Alternative = $4,300,000 Reduction. Department Summary Police 6,701,468 451,000 436,000 Fire 4,292,727 305,000 280,000 Parks & Recreation 2,543,752 137,000 137,000 Comm Develp 1,752,865 120,000 113,000 Public Works 1,312,389 80,000 80,000 Information Srvs 1,171,851 62,000 62,000 Governmental 3,564,188 192,000 192,000 Total 21,339,240 1,347,000 1,300,000 Public Education · Have the Chamber publish a neutral pros and cons advisory for the public prior to the constitutiona I referend u m. · City to publish a newsletter prior to the constitutional referendum giving a factual account of the impacts on the City. · Reconvene after the Constitutional Referendum in January 2009 and update our report. Recommendations . Revenue Mitigation . Service Reductions . Combination . . Public Education Yes D Yes D Yes D Yes D No D No D No D No D -- co -1-1 Q) o -1-1 C Q) E -1-1 1- co c.. Q) o Budget Requests Already Cut Economic Development Seed Money $ 220/000 Fire Truck Replacement 400/000 Loan Payment - Transportation Improvements 80/000 Loan Payment - City Hall Expansion 75/000 (8) Firemen to fully man Station 28 480/000 Repaving Funds 1/000/000 Risk Management Coordinator 65/000 Budget Analyst 70/000 Televise Commission Meetings 150/000 Workforce Housing 2/000/000 Total $ 4/540/000 Department Detail · Following are Budget Analysis pages for each City department including: · Total Affected Budget . Target Reductions . . Reduction Options . Revenue Alternatives Dep!. POLICE Budget Unrt Police Administration Investigations Community Services Operations Communications Technical Services Code Enforcement Motor Unit Canine Professional Standards Budget 276,000 703,000 440,000 2,757,000 1,049,000 406,000 378,000 328,000 138,000 227,000 Target Reductions Reductions Alternative Revenues 128,000 73,000 378,000 Totals 6,702,000 436,000 451,000 '128,000 Considerations: Currently lowest staffed per capita in County Currently operating at lowest per capita cost In County Reductions Eliminate (2) Communication Operators Eliminate Code Enforcent Bureau - Regular Patrol to perfrom functions as feasible Revenue Alternatives 73,000 Charge School Board 100% of SRO Cost {Doubtful SCSB would consider} '128,000 378,000 Total 451,000 Total 128,000 Dept FIRE Budget Unit Fire Administration Fire Prevention Fire Operations Fire Training Budget 289,000 170,000 3,698,000 137,000 Target Reductions Reductions Alternative Revenues 305,000 '180,000 446,000 Totals 4,294,000 280,000 305,000 626,000 Considerations: Closing increases response times from 3-4 minutes to 6-11 minutes Currently third lowest staffed per capita in County Currently operating at second lowest per capita cost in County Reductions Close Fire Station 28 (City Hall) - 6 Firefighters Revenue Alternatives 305,000 Fire Assessment Fees 305,000 · Consolidation with County $4,300,000 Auto Accident Fees Fire Incident Fees Paramedic Incentive Transfer Fire Inspection Fees Subtotal 48,000 30,000 63,000 '180,000 321,000 Total 305,000 Total 626,000 Dept . PARKS & RECREATION Budget Unit Administration Athletics Parks Programs Community Events - 4th of July Community Events - Holiday Concert Community Events - Tree Lighting Community Events - Holiday Parade Community Events - Spring Concert Community Events - Hometown Harvest Community Events - Dancing Under the Stars Senior Center Senior Bus Service Senior Therapy Pool Splash Pads Dog Park Operations Budget 200,000 183,000 '1,128,000 141,000 95,000 19,000 10,000 7,000 19,000 48,000 14,000 128,000 37,000 47,000 34,000 18,000 Target Reductions Reductions Alternative Revenues 19,000 19,000 48,000 14,000 37,000 Totals 2,128,000 '137,000 137,000 137,000 Considerations: Currently operating at lowest per capita cost in County New Senior Therapy Pool under construction. Will require associated operating and maintenance costs, Reductions Reduce Events Eliminate Senior Bus Service Revenue Alternatives 100,000 Various Recreation Fees 37,000 137,000 Tota! 137,000 Total 137,000 Dept. COMMUNITY DEVELOPMENT -OPT 1 Budget Unit Administration Development Services Comprehensive Planning Subtotal Budget 267,000 146,000 96,000 509,000 Target Reductions Reductions 3,000 Alternative Revenues 33,000 30,000 33,000 Urban Beautification Arbor Street Lighting Subtotal 79'1,000 65,000 390,000 1,246,000 5'1,000 4,000 25,000 80,000 87,000 87,000 Totals 1,755,000 '113,000 '120,000 Considerations: Planning Division currently lowest staffed per capita in County City not scheduled to reach build-out until 2020. Current Planning staff averaging 60 hour work .veek with no overtime pay. Planning Staff responsibilities mostly mandated by law. Street Lighting is an important public safety tool. Landscaping increases homeowner property values. Urban Beautification Division currently staffed at lowest levels in area. Extensive new areas coming on-line in Town Center. Cost reductions could be offset by Town Center assessment district Reductions Eliminate Tree Trimiing Program used to match $250,000 Grant Elimnate Capital Equipment Reduce Town Center Consulting Reduce EAR Consulting Fees Revenue Alternatives 55,000 32,000 3,000 30,000 Total 120,000 Total Dept COMMUNITY DEVELOPMENT ..oPT 2 Budget Unit Administration Development Services Comprehensive Planning Subtotal Budget 267,000 146,000 96,000 509,000 Urban Beautification Arbor Street Lighting Subtotal 79'1,000 65,000 390,000 1,246,000 Target Reductions Reductions Alternative Revenues 33,000 51,000 4,000 25,000 80,000 390,000 390,000 390,000 390,000 Totals '1,755,000 390,000 '113,000 390,000 Considerations: Planning Division currently lowest staffed per capita in County City not scheduled to reach build-out until 2020. Current Planning staff averaging 60 hour work week With no overtime pay Planning Staff responsibilities mostly mandated by law. Street Lighting is an important public safety tool. Landscaping increases homeowner property values Urban Beautification Division currently staffed at lowest levels in area. Extensive new areas coming on-line in Town Center. Cost reductions could be offset by Town Center assessment district Reductions Total 390,000 Revenue Alternatives Street Lighting Assessment 390,000 Total Dept PUBLIC WORKS Budget Unit Administration Roads! Right-of-Way Maintenance Fleet Maintenance Facilitites Maintenance Budget 221,000 759,000 '190,000 64,000 Target Reductions Reductions Alternative Revenues 80,000 Totals '1,234,000 80,000 80,000 Considerations: No staff increases over past 6 years, Operating cost increase of only 2,6% over past 6 years Reductions Eliminate Holiday Decorations Eliminate (2) Maintenance Workers Cut Overtime Revenue Alternatives '16,000 56,000 8,000 Total 80,000 Total Dep1. INFORMATION SERVICES Budget Unit General Special Programs Records Management KIVA/GIS Budget 625,000 150,000 1'14,000 72 ,000 Target Reductions Reductions Alternative Revenues 62,000 Totals 96'1,000 62,000 62,000 Considerations: Timely responses to service and operational problems will be reduced significantly Reductions Delete Systems Manager ~evenue Alternatives 62,000 Total 62,000 Total DepI. GOVERNMENTAL Budget Unit City Commission Boards City Cieri< General Government - Legal General Govemment- CRA General Government - General Finance - General General Services - Admin General Services - Human Resources General Services - Purchasing General Services - City Hall Operations General Services - Operator General Services - Insurance Budget 157,000 11,000 265,000 285,000 240,000 175,000 98,000 522,000 1'1'1,000 107,000 6B,000 243,000 39,000 1331,000 Target Reductions Reductions 17,000 Alternative Revenues H5,OOO Totals 2,952,000 192,000 192,000 Considerations: Elimination of CRA would save $175,000, but reduce redevelopment opportunities on the U,S. 17-92 corridor. Promotions include Board Appreciation Dinner, Inaugurations, and FareweU Dinners Reductions Commission Promotions Discontinue 17/92 CRA Participation Revenue Alternatives '17,000 '175,000 Total 192,000 Total C) t: .- ..... E CD CD I'- s- O ~ 0 0 "'- CD CD N ~ CD -- -- CO ..... >< ..... N .- E -- -- ca (C l- E 0 u STATUS UPDATE . The Legislation has been adopted. . Our time has been spent analyzing the law, not on budget reduction options. . We understand the FY 08 Statutory implications and have modeled the results for tonight's discussion. . We do not, as yet, fully understand the FY 09 combined constitutional and statutory implications. We have no reliable data to work with. We therefore, cannot model the results at this time for discussion purposes. . The constitutional amendment appears to be in trouble; 680/0 opposed. . Taxpayers are confused by complexity of the proposal . Taxpayers don't want Save Our Homes tampered with . Taxpayers are concerned about impacts on schools . Legislature may reconvene to amend the constitutional proposals. JUNE 16, 2007 MEETING REVIEW (I The purpose of cities is to provide services to our citizens at a level our citizens determine to be in their long term best interest. . Our mission statement is to grow the wealth of our city through intelligent decisions regarding the long term best interest of our City. (I We do that by delivering services that add value to our City. We emphasized: . We really have something special in Winter Springs. . We offer an extraordinary level of service as indicated by numerous national, regional, and state awards with one of the lowest general fund per capita spending rates of cities of our size in the area. . The City has an extraordinarily qualified and talented senior management that work seamlessly together to maximize service excellence with minimum resources. .. All they ask of you is the resources to allow them to operate at maximum performance. o We have an extraordinarily qualified and dedicated work force at all levels that enjoy serving you. o All they ask is to be fairly compensated and recognized for the value of their service. We emphasized: 10 Due to our predominate residential tax base the City has had to practice fiscal restraint. 10 Even small decreases will have large impacts on the City because: . All Departments are already operating below other cities and recognized staffing levels. . City already spends less general fund dollar per capita than other cities. o Compensation trails other cities by 10-150/0. There are many needs. . Fire Department needs 8 additional firemen now to fully staff the third station. . An additional planner is needed to replace an unfair work load in Community Development. . Public Works Department is six years behind its paving schedule. . Rising crime in surrounding areas will continue to increase pressure on law enforcement resources. . The City needs to commit a dedicated millage of not less than 1/10 of a mill to economic development to help expand our commercial tax base. We emphasized: \1 Nothing the City can do adds more value to property and the appeal of our City to potential home buyers and investors that the beautifully landscaped rights of ways and an urban tree canopy. \1 This is extremely important to the development and success of our Town Center. \1 The City's $4.5 million investment in beautification amenities will rapidly deteriorate without a quality maintenance program. We emphasized: . Financial accountability is dependent upon a properly staffed finance department. . The City's ability to comply with legal financing mandates upon a properly staffed finance department. ell We emphasized: . Reductions in property tax support of Recreation Services can be accomplished with higher and new user charges. We emphasized: · Municipal Information Technology is far more complicated than most private sector counterparts due to the number of users, security issues, public demands for information and the public safety consequences resulting from system failure. . Reductions in staff will compromise operations of City services and public safety. You Asked Us: . Why Winter Springs was assessed a g% statutory roll back when Altamonte Springs was assessed a 00/0 roll back? . We advised you that this was a great demonstration of only one of the flaws in the Legislatures Tax Reform Program. . That this resulted from Altamonte springs decision to give up its Fire Department to the County. · That Altamonte Springs taxpayers still pay for it; they just pay the County rather than the City. . Therefore, Altamonte was able to demonstrate a large reduction for taxes even though the taxes are sill being paid. We Asked You: . Do you really want to reduce the quality of services you receive from the City for a $15 per month savings on your City tax bill? . Do we want to go forward in pursuit of the vision we established for our City? -- Do we want to drift backwards? COMMISSION RESOLUTION RESPONSIBiliTIES . Does the Committee desire to reduce services to accomplish statutory and constitutional mandates? If yes, which services? . Does the Committee desire to. maintain current service levels through mitigation strategies? If yes, which strategies? . What, if anything should the City do to inform the public of the impacts of the constitutional referendum? Fis,l&l..llmp;a:d;s - n" 2,818 n~ the 'Committee ,d,esir;e tlll' redul:e Cit)"s,enices tilJ al&'clllmplish th,e r,equired Statntllll1" millage redndiilins: FIr 2008 Property Tax l'",f1illage Rate necess2!lt to main t:m, ClltYentservtce levels F'i 2008 Statutory Required ~li{jllag!e and. ..~ssociated Revenue Reduction Homeo""i."D.et Tax S:a\~gs perSlooJ:4QO m Taxable ,\l alue Dep:artn:lP.Jl1 t FY 2008 Budgets: Polu Fire Patn & Recreation Community Development Publ1ic "~VOfb General Services InformationSenlioes FmEmce Gmeral Gove:mment City h'{anaget Citv Clerk J City Comm ission & BOatd'S Total l'vlills Dollars 4.1652 3.5890 ~ ,.9.... "'I"" ") ":":0'" .J :,L,..) -' :.vU' C1:' 1 '"'I'" n.t'\;(\ '.2t:...:.," J .:w'v S 58 $ '6: 701A68 4. . '19.""'1 '7'"'1] :""" """': """'. ') -4' "l>, -'"'I ......:-). ~: .I)...:. 1 '-....8.. 6' "~ , J :)...:..: .... :) 1,312)89 IJ73)40 IJ71~E1.51 IJ59~5 7 513 .'Joo 284.830 : 265:465 167_896 $ 21)39~40 Fisica.l Imparts - fl' 2,118 D'ile:S th.eeliDlmit';,e.e d.esir'e tt! maintain. eilJf ,se:n"ites thrGliugh :mitig.atim!D.strategies ~ Jrlitigatill::D. OptimD;s: I. Commission Override 11 R.ecoup ~l~Statu to13"" Budget Reductions 11 Require.s 2/3 vote of Comm is sion 11 Recoup Roll-bark to F"'{ 2007 Tax L..i~veb .i Requires lTnan:mous ,r ore 'of C,ommis.sion n. Fire Assessmmt Fees 11 . Reduces Property Taxes sufficimt to e1.imina.te S tatutDf"if" and C.onstitutionall reductiolls ... 11 R.educes FY 2008 mil!llae bv estim..ated 1.94 mils ~ ,.}' 11 Con.siS1e:lt ""vttb 1vISTIJ E.~if'lTlption 11 Creates estimated 1200 annual fee 11 ..~pp:rox.iOOcities nOTj.i;r utilize this type fee 11 Se\re:r,al, cities con.sider:ing :includmg 4:in Semmole Counn.r ... 11 ..-\pprox. 30 counties uti!l.ize this type fee .. 1\,lust be done nio"r S 787 :000 490,,000 '~ 1.....,77000. ........ ~ :L" ':' 'e' AI '!tOO' 000' . ~~.....r.................. Fiscal Impacts - FY 2008 m. Fire Departm.elt COZlsolidation wi'lh COlllty · Reduces pf{~perty T,~'tes :sufficieltto elim.mate Statntorv and ConstitntiDZlal roouctioZlS ..~ I Ri.. ";""'.. ....J.'11'J"iA...t'. F".'),r , :,,!,,:,..:;J~~..'..' ~ b...."..!" 4:iD..t..'.~..~i1"mj,. '''. ...+.-.J: 1 Q....,f... m ;,~'ll..t.. ,..." . Wu.'!...l~ r .mJlI.1 ...... '!I 'l..ii4'u.:LLGLW ......,. iLU.~ ..... .j · fucreases COlllW miR~ by 2..6334 mils cans.mg a J ....'... .... de facto ml mcrease of O. 4 m.1US I .t\ttaLoZlte Spring's bas.. no Stamtmy reduction rMuiremelt dUe to consolidatioZl 'lfl~'Ih GOllltv -'1 J 54300...000 n..'.'.J r",~ l'" ~L. 11!' wcrease .IISel' C.llar.ges "'""' I Parb. Reaeation& serOOr Services Fees .' S 200.000 "l. Establish l'vlllaE:e bv Referendum oL/ .; · E:stablish Base Year IvliRa,g.e ~. · Reauthorize every -B\fO (2) ,-ears CONCLUSIONS · Due to our predominantly residential tax base and below average spending, even small reductions in revenue will have impacts on services. · Recent surveys show that taxpayers desire property tax relief but not to the detriment of the delivery of services they currently enjoy. . It appears that these competing views can only be reconciled by the assumption that Floridians are willing to pay for quality services as long as their tax dollars are spent wisely. . We believe we have demonstrated that Winter Springs has been remarkably conservative and efficient in the utilization of tax dollars. PRELIMINARY RECOMMENDA liONS . We deal with FY 2008 Only. · Mitigate Tax Reforms to Maintain Current Service Levels (I Establish a Fire Assessment Non-Ad Valorem Fee. As with Altamonte Springs, it overrides the statutory and constitutional cutbacks, but without giving up control of our Fire Department to the County. (I Commission Overrides . 2/3 Vote - Recoups 90/0 cuts G Unanimous Vote -Recoups rollback to FY 2007 Levels " Implement recreation fee increase to fund senior, adult and youth program costs · Have the Chamber publish a neutral pros and cons advisory for the public prior to the constitutional referendum. · City to publish a newsletter prior to the constitutional referendum giving a factual account of the impacts on the City. . Reconvene after the Constitutional Referendum in January 2009 and update our report. Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Advisory Committee Meeting Saturday, June 16, 2007 City Hall Commission Chambers Office of the City Clerk Presentation CJ) 0) c "C a.~ (f) l.- I.- Q) Q)- .......0 "~ >. ~o a >. ~ o o ~ o - CJ) Q) u co ::J -l I a N c Q) I.- a -l co ~ "'0 C <( Mission Statement The Office of the City Clerk is proud and honored to serve the Mayor and City Commission of the City of Winter Springs, while working to assist the City Manager and his Staff; all Advisory Board and Committee Members; and the general public with any needs and concerns that they may have. Brief Synopsis: The City Clerk is appointed by the Mayor and ratified by the City Commission and serves the City of Winter Springs as a Charter Officer along with the City Manager and the City Attorney. The City Clerk is the official records keeper of the City and custodian of the City Seal. The City Clerk and Staff work closely with the Mayor, the City Commission, the City Manager, Staff, and the general public. This office supports the City's legislative body by recording and maintaining the official records and legislative history of the City of Winter Springs. The Office of the City Clerk is also responsible for providing Notice of all official Meetings; issues all City Commission and Advisory Board and Committee Agendas (in coordination with the City Manager); and provides the Minutes for all City Commission and Advisory Board and Committee Meetings and Workshops. Additionally, the City Clerk is also the designated local Elections Official and Filing Officer for all City elections; provides a wide range of public information services; and performs all mandated functions under Florida Statutes, including the Florida Election Code, and also the Charter of the City of Winter Springs, Florida. Office of the City Clerk Andrea Lorenzo-Luaces, CMC, City Clerk Staff Joan Brown Deputy City Clerk Danielle Harker Assistant to the City Clerk Carol Lallathin Assistant to the City Clerk * (Funding currently is under Information Services Department) >. (1) c '- o i;:; <( >. :!::: <-) en c -- -c c :::J LL ~ o ~ Q) -- ..c : I -+-' o ..c en 0") ~~:J-o -+-' !..... e c !.....(])..c:J ~O-+-'LL 0") ~ -0 CO C-+-'(])!..... -- U-- -0 (]) -0 -s: C C Q) 0 Q) :J ...c !..... f n LL -+-' 0.. \,.J 10 H17 A 8 C CITY OF \lINTER SPRINGS FISCAL YEAR 2007-2008 PROPOSED BUDGET Description of Ezpenditure FY 05106 Actual R~gular Salari~s Sid, L~a'.'~ Purchas~ O'mtim~ Salari~s (for be'ard c1~rks) Comp~nsat~d Abs~nc~s F.lC.":',. T axes.Cit~ Portion H~althILif~ InslJf anc~ \\Ieork~rs' Comp.lnsur anc~ P~nsion E~:p~ns~ Total P a,roU 0.1 $185,f ,.- $2,( ,.. H: $1:;:, ,.. $15i ,.. :t ,.. $171,725 $185.784 . $1.327 $1,421 . $8,486 $7,258 ($1.732) $0 $1:;:,743 $13,141 $15,835 $20,271 $892 $814 $18,889 $21,472 $228.765 $229,941 $0 $0 $600 $600 $<:,217 $6,000 $6,000 $8,000 $90 $90 $90 $0 $0 $0 $0 $4.162 $3,000 $3,000 $3,000 $3,219 $1.700 $1.700 $1.700 $1.353 $2,500 . $2.500 . $2,500 $0. $250 $250 $200 $209 $209 $209 $18 1:400 . $0 $:323 $900 $900 $900 $335 $0 . $0 $0 $0 $100 $100 $1.00 $1,118 $1,800 $1,200 1:1,000 $200 $400 $400 $.400 $1.698 . $1.700 $1,700 $1}00 $617 $500 $500 $500. $645 $1,000 $1.000 $1,000 $1,518 $1,265 $1,265 $1,100 $225 $975 $975 $194 $400 4 R~cords Marlag~m~nt S~rvic~s Codification .Pr~.EmpI09m~n(IPhysicals Consulting Tr..v~1 &: P~r Di~m T ~I~phon~ Postag~ R~pair &: Maintenance . Equipm~nt Maint~nanc~ Agr~~m~nts EI~Nion Printing . Printing E"p~ns~ Promotional ,I.,ctiviti~s Employ~~ R~lations L~gal Ad'J~rtising . R~cording F ~~s Offic~ Suppli~s Comput~r Suppli~s Op~r ating Suppli~s Small Tools &: Equipm~nt Softwar~ Subscriptions 660=450 Soft'llar~ includ~ 7 / at $58.3( and inclu, at $290 I .-am 54710 54730 54800 54810 54320 54350 55110 55120 55230 55270 55278 55410 55411 55430 RE'g'Jl~r S.alaries Sick Lt?aIJ€' Purchase [I'.'~rtim~ S~I~ri~s lior bo~rd cl~r~~s) CompensatE'd ~,b$E'nce$ FJC.":',. T ~::~s.Cit~ Portion H~~lthILif~ Insur ~nc~ \'/ork~rs' Compo Insur anc~ P~nsic'n E:~p~ns~ Tolal Pa,roll R~cords Manago?mo?nt So?rvico?$. Codification Pro?Emplo~mo?ntIPh~sicals Consulting Tr a'Jo?l 0; Po?r Dio?m T o?lo?phono? Post.ag€' Ro?pair 0; M..int~nanco? . Equipmo?nr M..ir,to?nanco? ":'.gr~~m~nts EI~ction Printing Printing Expo?ns~ Promotional Actil'iti~s Emplo~o?o? Ro?lations Lo?gal.~d'Jo?rtising Ro?cording F o?~s [Iffic~ Suppli~s Computo?r Suppli~s [Ip~r ating Suppli~s Small Tools 0; Equipm~nt SClf~1,V.ar€' Subscriptions DlJ€'s 0: R.:ogistrations EmpJo~~~ Do?v~lopm~nt TOlalOperaling Data Proc~ssing Equip,:n~nt Furnitur~ I [Iffic~ Equipm~nt T olal Capilal TOT AL CITY CLERK BUDGET o E ~,725 $1,327 $8.48E: ($1.732) $1:3,74c: $15.835 $832 $18,883 $228,785 $:~,217 $35 $0 $4,182 $3.213 $1.353 $0 $:0 $1E; 1:323 $335 $0 $1.m: $200 $1.838 $817 $845 $1.518 $225. $H21 $:7,258 $0 $13.141 $20.271 $814 $2H 72 $223.341 $0 $0 $8,000 $80 $0 $3.000 $7.258 $0 $13.141 $20.271 $814 $21.472 $223.841 $800 $8.000 HOO $800 $0 $100 _mm "'~~~+ 10 ,.. hJ $185,( $2,( $4,: ,. ,.. ,.. ,. ,.. $13. $15.~ $ 680=450 SoH~varE' includo? 7 I at $58.:::( and incllJ' at $280 ., .,1 ;.IRI~71IJ~I~\I)i_4i~~-I.'~~.1~BftT"'=&~=:~'n\!A_J~I~r~~r~.ff~~~..~ CITY CLERK ;aim3 .1-.t I.AutoShaDes. '- .... n i~.".C!J~Lcit I . &,. "".4 ..."A~,':='cf~.~,ll&Jdjl,;I,:)\x'i>~ Office of the FY'2007- City Clerk 2008 Payroll $231,086.00 89010 of total proposed Budget Operating $27,764.00 10010 of total proposed Budget Capital $3,610.00 1 DID of total proposed Budget Total Budget $262,640.00 1000/0 CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA PART I CHARTER* Article I. Corporate Name Sec. 1.01. Corporate name. Article II. Territorial Boundaries Sec. 2.01. Territorial Boundaries. Sec. 2.02. Property added by annexation since 1972. Sec. 2.03. Annexation procedure. Article III. Powers of the City Sec. 3.01. Generally. Article IV. Governing Body Sec. 4.01. Composition; qualification of members; and commission districts. Sec. 4.02. Commission districts; adjustment of districts. Sec. 4.03. Election and terms. Sec. 4.04. Compensation; expenses. Sec. 4.05. Mayor. Sec. 4.06. General powers and duties. Sec. 4.07. Prohibitions; holding other office. Sec. 4.08. Vacancies; forfeitures of office; filling of vacancies. Sec. 4.09. Judge of qualifications. Sec. 4.10. City clerk. Sec. 4.11. Investigations. Sec. 4.12. Independent audits. Sec. 4.13. Procedure. Sec. 4.14. Actions requiring an ordinance. Sec. 4.15. Ordinances in general. Sec. 4.16. Authentication and recording; codification. CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA PART I CHARTER* Section 4.10. City clerk. (a) The city commission, after receiving a nomination from either the mayor or a commission member(s) shall, by a vote of not less than four (4) commission members, appoint an officer of the city who shall have the title of city clerk. The city clerk shall ~ive notice of commission meetin~s to its members and the public, keep the iournal of its proceedin~s and perform such other duties as are provided by this Charter, by the commission or by law. (b) The city clerk may be removed by a vote of not less than four (4) commission members. CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA Chapter 2 ADMINISTRATION* Article I. I n General Sec. 2-1. Abandoned property; disposition by city. Sec. 2-2. Use of city athletic facilities; fees. Sees. 2-3--2-25. Reserved. Article II. City Commission Sec. 2-26. Recall of elected officials. Sees. 2-27--2-40. Reserved. Article III. Boards, Committees, Commissions Division 1. Generally Sec. 2-41. Fee paid to appointed board members; attendance of meetings. Sec. 2-42. Appointments of boards and committees. Sees. 2-43--2-55. Reserved. Article IV. Elections Sec. 2-81. Election supervisor. DIVISION 1. GENERALLY Sec. 2-41. Fee paid to appointed board members; attendance of meetings. @) Each person a~ointed bv the city commission for the City of Winter Springs, Florida, shall receive the sum of twenty-five dollars ($25.00) for each meeting of the board the person attends as reimbursement for all expenses incurred in attendinQ the meeti n9..:. (b) Any person who is a member of an appointed city board shall have the right to waive acceptance of any reimbursement. (Ord. No. 551, SS 1, 2, 1-24-94) CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA Chapter 2 ADMINISTRA TION* Article I. In General Sec. 2-1. Abandoned property; disposition by city. Sec. 2-2. Use of city athletic facilities; fees. Sees. 2-3--2-25. Reserved. Article II. City Commission Sec. 2-26. Recall of elected officials. Sees. 2-27--2-40. Reserved. Article III. Boards, Committees, Commissions Division 1. Generally Sec. 2-41. Fee paid to appointed board members; attendance of meetings. Sec. 2-42. Appointments of boards and committees. Sees. 2-43--2-55. Reserved. Article IV. Elections Sec. 2-81. Election supervisor. Sec. 2-42. AlWointments of boards and committees. (a) Purpose. The purpose of this section is to enhance the public's respect and confidence in the municipal services delegated to, and performed by, city boards and committees and to ensure that decisions of boards and committees are in the best interests of the city. The purpose of this section is also to establish uniform and consistent procedures and requirements for establishing and/or abolishing boards and committees, and alWointin~ and removinQ members thereof, and for conducting board and committee business. The 2006 Florida Statutes PUBLIC BUSINESS Chapter 286 MISCELLANEOUS PROVISIONS 286.011 Public meetinQs and records; public inspection; criminal and civil penalties.-- (1) All meetings of any board or commission of any state agency or authority or of any agency or authority of any county, municipal corporation, or political subdivision, except as otherwise provided in the Constitution, at which official acts are to be taken are declared to be public meetings open to the public at all times, and no resolution, rule, or formal action shall be considered binding except as taken or made at such meeting. The board or commission must provide reasonable notice of all such meetinQs. Posted 2004 2005 2006 01/2007 - Agendas OS/2007 City Commission 23 23 23 9 Regular Meeting Agendas City Commission 6 7 15 8 Special Meeting Agendas City Commission 10 17 16 10 Workshop Agendas City Commission 3 0 2 4 Attorney-Client Session Agendas City Commission 13 12 9 3 Amended! Revised Agendas Other Posted 24 77 135 62 Meetings/ Events Agendas G REGULAR' SPECIAL' YORKS HOP , MEETING: 1) email NOTICE ABOUT MEETING: NEEDEO" AND ATTACH A COpy OF THE AGENDA.. Pl.EASE AS1( IS TOCONFIRiIf,../A ~m~jJ THATSOMEONECANATTEND"on ",IV'" ASSISTANCE IS NOT NEEDEO: _. {ce.: ceo.! PRhVT GilT i'mec/I RRA TED TO ml,F.R.~N TKWa"".AJVA5:5JSTANC'E AM::? PLACE.MI Fh:E Ill/A 1Il/,~ roJ/A roJ/A P ACKETS'3 YITHOUT PLANS: email -ma,or andeommission@winterspringsfl.org- (ee: -CM-'-CA -'.CCO. THAT -THE AGENDA PACKET FOR (DAYIDATEHYPE) MEETING IS NOY IN THEIR MAIL BOX AT CITY HALL- AND ATTACH A COPY OF THE AGENDA TO THIS email. MAKE ANY TELEPHONE CAllS AS NOTED IN THIS SECTION -2Ar AND AlYAYS NOTE ANY EXCEPTIONS (LIKE MISSING AGENDA ITEMS), ETC. SPECIAL SITl/A TION DEPUTY MA yon SALl Y McGINNIS'.- CAll HG7l :J27-GSG?' COMMISSIONER ROBERT S'. "'MlER' {BINOEFij - CAll {~G?'l :12. SlTUA TION CO/I.fIlfISSJONER otJNA1.0 A GILMORE- CAll {~G?':J 716-G157 CO/I.fIlfISSlONER SALl Y McGINNIS'.- CAll {~G?':J .U7-GStI7 CO/I.fIlfISSIONER.JOANNE KREBS.. {BINnF/~l - OM Y t'miJil tWiESS A SPECIAL SITllATION CITY MANAGER {BJNnFFij - PllT IN .lAN"S IN-BOX CITY A TTORNEY.- PUT IN HIS MAIL BOX IN "'''EST SIDE Copy PRESS - :J PACKETS'.- [NO PLAN.'; UNLESS RE . UESTED] CITY ClERK {ORIGINAl S FilE}.- 2B) FOR SENIOR lUNCHEONS. CAlNO (OR SIMilAR - USUAll Y THERE ARE NO PACKETS) _ MAKE 12 PACKETS(3 YITHOUT PLANS): email -ma,orandeommission@winterspringsfl.org- (ee: -CM-'-CA-'-CCO- THAT -THE AGENDA PACKET FOR (DAYIDATEHYPE) MEETING IS NOY IN THEIR MAIL BOX AT CITY HAll- AND ATTACH A COPY OF THE AGENDA TO THIS email AND AlYAYS NOTE ANY {miJ~a-riJfJ{fcummis.silm~iIJtt''-''P'iIJJJ.sJl. Uf,g.! A,gt'IJo'iJ iJIJo'iJo'",ist' tlMt tilt' A_Qt'mfiJ. t'tc. is in tllt'H Ci~ HiJ/I Mail BUI roJ/A CITY MANAGER- {BlNnFfY - PllT 1N.lAN"S IN-BOX roJ/,o, ~ . ;1\" $heetl.lsE~~t?Z~F~8t~Z$b~~i:1l.sb~~i:$l$b~~i:~Z~be~t?l$hl?~!~Z$bl?~~2:Z-~...I;~i.;; ;i; Posted 2004 2005 2006 01/2007 - Agendas OS/2007 City Commission 23/ (x8) 23/ 23/ 9/ Regular Meeting 184 Hours 184 Hours 184 Hours 72 Hours Agendas City Commission 6/ (x2) 7/ 15/ 8/ Special Meeting 12 Hours 14 Hours 30 Hours 16 Hours Agendas City Commission 10/ (x1) 17/ 16/ 10/ Workshop Agendas 10 Hours 34 Hours 32 Hours 20 Hours City Commission 3/ (x1 ) 0 2/ 4/ Attorney-Client 3 H ou rs 2 H ou rs 4 Hours Session Agendas City Commission 13/ (x.5) 12/ 9/ 3/ Amended! 6 H ou rs 6 H ou rs 4 H ou rs 1 Hour Revised Agendas Other Posted 24/ (x.5) 77/ 135/ 62/ Meetings/ 12 Hours 38 Hours 67 Hours 31 Hours Events Agendas JUST TO 227 276 319 144 PARTIALL Y NOTICE Hou rs Hours Hou rs Hours so far MEETINGS.. . Posted 2004 2005 2006 01/2007 - Agendas OS/2007 Advisory 65 68 61 20 Board/Committee Regular Meeting Agendas Advisory 8 3 3 5 Board/Committee Special Meeting Agendas Advisory 0 0 7 2 Board/Committee Workshop Agendas Advisory 28 21 32 15 Board/Committee Amended! Revised!Postponed! Resched u led! Cancelled Agendas 10 A I BCD CITY OF 'i\7INTER SPRINGS PL~4.NNINC~ AND ZONING- BOARD/LOCi\.L PLi\NNING _A.GENCY CHECI<:LIST c REGULAR I SPECIAL I WORKSHOP / MEETING: OF IYIEEllNG: DATE COlnPLETED "INFORMATIO "AGENDA" "!l.offi'llTfES" N PACKEI(S)" DATE AGEf.!DA IS POSTED Ol'.rTHE OUTSIDE BULLETIi.JBOARD (l?JGHT-H.4ND SIDE).. DATE PL4CED IN THE BINDER Ii.rTHE LOBEY. DATE AGEf.!DA IS POSTED ON THE LOBBY BULLETINBa41W: DATE EfT.h!A COPIES OF AG Ef.!DA PLACED IN TJ-fE L OBEY. NlA N/A NlA NlA N/A NlA 3) DELIVERED TO THE FOLL OWING: MAYOR JOHN F BUSH. NlA DEPUlYMAYORSALLYMcGINNIS. NlA COA1AllSSlOi'lER ROBERT S MILLER N/A COlyf]yllSSlONER DONALD A GIIl\10RE. NlA ~---;ii\ Sheet 1 lShee1:2.. TShee-1:37 Sheet4 7Shiilts' ZShee1:6"7 Sr.ee1:71Sheetf3. 7Sheet9ISneet"lrJ'7Sheetil 7Shee1:12 1< 2004 2005 2006 01/2007 - OS/2007 Advisory 651 (x2) 681 611 201 Board/Committee Regular Meeting 130 136 Hours 120 Hours 40 Hours Agendas Hours Advisory 81 (x 1 ) 31 31 51 Board/Committee Special Meeting 8 H 0 u rs 3 H ou rs 3 H ou rs 5 H 0 u rs Agendas Advisory 0/(x1 ) 0 71 21 Board/Committee Workshop Agendas 7 H ou rs 2 H 0 u rs Advisory 281 (x.5) 211 321 151 Board/Committee Amended/ 14 Hours 10 Hours 16 Hours 7 Hours Revised/Postponed/ Rescheduled/ Cancelled Agendas JUST TO NOTICE 152 149 146 42 MEETINGS... Hours Hours Hours Hours so far o D D D D D , BEGIN "REI3ULA.R" COFFEE BREWING FOR D.A.IS - POUR Ir\JTO CHROME COFFEE C.A.R.A.FES .A.r\JD F'lA.1 AnOR~jE''{ M~D CITY tv1AN.A.GER; M~D 1 CARAFE BETWEEN SEATS ONE AND TWO; .AND '1 CARAFE!J AT DAIS/STAFF TABLE)PODIlTh.'I: CHECK THAT AlC IS CCIIJLINC; COlvll\olISSIC)N CHAlvIBERS TUF'J.r ON TIIvIEF. i< T THE Nil'. YOF.'S SEAT AND SET FOR 3 I'"IINUTE INCREIvIENTS TUPJ.r Cll~ COI',.o1IvIESICN CHAI\I1BER LIGHTS TUF'J.! ON COlvn",IL~SIC'N CHAI',/IBER SPOTLIGHTS LCiVlER PROJFi:~TIC)N SCR.EENS THREE (3) HOURS PRIOR TO l\.IEETING: .D.BEGJiI ViRGE CC"FFEE UR.j\rBP.EWll.K,; FOR if.JBBY COFFEE C4.F~4.FES FOR ... .rr~~.E{]l1IARrr D 3) T\VO {2; HOURS PRIOR TO I\lIEETING: o D D BEGIN"REGrJLAR" COFFEE BREWING FOR DAIS - POrJR INTO ClfROME COFFEE G4.RAFE FOR CITY CLEF:K ;"-;1 ..'\ Sheetllshe~t2X'=Eeet~]' _ ~u\ . COFFEE G4.P..4.r""ESAiV.DPLACE J C4R.4.FEBETW'EENCITYAITOP}.[EY Ai\lD C!.T'/lff4...i\l4G ER, AND 1 C4.R.4.FE BETW'EEN SEATS OilE AND TWO, luVD J C4k4.FE AT THE CITY CLEP.K BEGllJ"DECAF' COFFEE BP.EWING FOR DAIS - POUR IhTO CHROME COFFEE G4.R.4.FESA.!\1D PLACE J C4RAFE BEnVEEN MAYOR Ai\1D SEAT THREE; AND 1 C4..P..4.FE BEnVEEN SEATS FO rJR .4.ND FIVE AUDIO-VISUAL CABINET AN AU COIvlPC1NENTS V~'()FU( r'",'IICROPHCHiES IN THEIR HCU COFFEE UP}.[B.R.EWlllG F . D.........F....'I..l. L 4 c}fROME.'..'~.~'.r...4.'T._.~.F.."".U~..4J,..p.",..4J..f;'_.~ S'{.{IT! ..4.M) PLACE 1 OlR.4.FE BEnVEEN em A 1 C4k4.FE BE'J7.VEEN SEATS ONE .4iJD n~ .'..__.....,.,..u....".d,...........,-.w,.,w."....wuuUu...__, D. ...... F.......'I..~...r....l........4.... ..CR.......... ...R..O........~....f'i. _.1;..... ;..'...'{.{I.,..:4.......T..E....R....;.'C.....4RAF.....~... .......Ef: wIi JAND PLACE 1 C4R4.FE BEnVEEN lfUlYOR .,BE7J{lEEij SEATSFO UR Ai\lD FJV"E Dmmp. LA............ CiSiilCk OF 6 STYROFOAlf'f CUPS.4 . THE C4RAFES ARE P L4CED 2006 Regular Meetings Time start Time End Hours in Meetings 0109 6:30 pm 9:56 pm 3.5 0123 6:31 pm 12:03 am 5.5 02 13 6:30 pm 12:25 am 6 0227 6:30 pm 12:38 am 6 03 13 6:35 pm 8:59 pm 2.5 0327 6:32 pm 12:26 am 6 04 ]0 6:35 pm 1:56 am 7.5 0424 6:30 pm 1:50 am 7.5 0508 6:30 pm 11:30pm 5 0522 6:30 pm 9:]7 pm 2.5 06 ]2 6:34 pm ]]:55 pm 5.5 0626 6:34 pm 9:4] pm 3 0710 6:33 pm 12:50 am 6.5 0724 6:31 pm 12:44 am 6 0814 6:33 pm 9:26 pm 3 0828 6:30 pm 8:37 pm 2 09] 1 6:38 pm 9:51 pm 3.5 0925 6:32 pm 9:51 pm 3.5 1009 6:49 pm 10:08 pm 3 1023 6:31 pm 8:37 pm 2 11 J 3 6:30 pm 10: 10 pm 3.5 1127 6:30 pm 9:05 pm 2.5 12 J 1 6:30 pm 11:22 pm 5 Totals 101 -- ---..- ---- - "..-- ---- -- ---- . ------ --- ---------..-- ---...------ 2006 - Special Time start Time end Hours in Meetings Meetings 0220 6:30 pm 9:05 pm 2.5 0222 7: 3 1 pm 10:56 pm 3.5 0306 5 :30 pm 7:05 pm 1.5 0320 6:30 pm 8:25 pm 2 05 15 6:34 pm 8:40pm 2 0605 6:35 pm 7: 12 pm 1 0724 6:02 pm 6:31 pm .5 0823 6:33 pm 7:54 pm 1.5 0907 6:03 pm 10:53 pm 5 11 01 6:01 pm 6:40pm .5 11 14 6:31 pm 11 :26 pm 5 11 20 6:32 pm 12:08 am 5.5 Totals 35 2006 - Time start Time end Hours in Workshops Meetings 0321 11:52 am 12:45 pm 1 05 10 6:00 pm 8:31 pm 2.5 0626 9:46pm 10:38 pm 1 07 17 6:04 pm 10:59 pm 5 0722 9:02 am 12:45 pm 4 0821 6:30 pm 9:04 pm 2.5 09 13 6:30 pm 8:48pm 2.5 0927 6:31 pm 9:58 pm 3.5 11 08 6: 3 0 pm 9:41 pm 2 11 16 7: 3 5 pm 10:12 pm 2.5 Totals 26.5 The 2006 Florida Statutes PUBLIC BUSINESS Chapter 286 MISCELLANEOUS PROVISIONS 286.011 Public meetings and records; public inspection; criminal and civil penalties.-- ru The minutes of a meetin~ of any such board or commission of any such state agency or authority shall be promptly recorded, and such records shall be open to public inspection. The circuit courts of this state shall have jurisdiction to issue injunctions to enforce the purposes of this section upon application by any citizen of this state. · In 2006, for the City Clerk, using a 40 hour workweek x 52 weeks = 2080 hours for 2006. · Adding up the numbers on the last few slides, in 2006, the City Clerk sat in City Commission Meetings for more than 162 hours which is approximately 130/0 of the City Clerk's time. · Then to transcribe Minutes which is approximately 2 hours for every hour of a Meeting, that is another approximately 260,fo of the Clerk's annual hours, which means just to attend Meetings and do the respective Minutes is more than 39% of the City Clerk's annual hours. 26 II Attending Meetings II TransCribing Minutes Remainder of Yearly Hours In 2006, there were approximately 637 pages of City Commission Minutes (from Regular/Special/Attorney-Client Sessions/Workshops) submitted for - approval! In 2006, there were approximately 637 pages of City Commission Minutes (from Regular/Special/Attorney-Client Sessions/Workshops) submitted for approval! E o ..-.. s... CJ) ~c.. CJ) 0 CD..c ......, CJ) s... ::J ~ -. o c s... CO CJ) "- 0 > ~ "S; ~ S 0 Q) <("'0 CD::::::: C. $ CD CO c.. Q) ~ '0 ~ "0 CO 03 ~ CJ) E CD os... -.- CD E c.. '+- ..c CO (f) ~E 0>0 "'0 c.o~"- CO () ~ CD >< c.. '- CO ~ o 0 ~ "'0 - "- o s... \wi ,/ s... ::J E N c.. (j) CO O>..c C~~OCD::J \ v " .,/ (() 0::: CJ) CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA PART I CHARTER* Article I. Corporate Name Sec. 1.01. Corporate name. Article II. Territorial Boundaries Sec. 2.01. Territorial Boundaries. Sec. 2.02. Property added by annexation since 1972. Sec. 2.03. Annexation procedure. Article III. Powers of the City Sec. 3.01. Generally. Article IV. Governing Body Sec. 4.01. Composition; qualification of members; and commission districts. Sec. 4.02. Commission districts; adjustment of districts. Sec. 4.03. Election and terms. Sec. 4.04. Compensation; expenses. Sec. 4.05. Mayor. Sec. 4.06. General powers and duties. Sec. 4.07. Prohibitions; holding other office. Sec. 4.08. Vacancies; forfeitures of office; filling of vacancies. Sec. 4.09. Judge of qualifications. Sec. 4.10. City clerk. Sec. 4.11. Investigations. Sec. 4.12. Independent audits. Sec. 4.13. Procedure. Sec. 4.14. Actions requiring an ordinance. Sec. 4.15. Ordinances in general. Sec. 4.16. Authentication and recordin~; codification. CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA PART I CHARTER* Section 4.16. Authentication and recording; codification. The mayor and the city clerk shall authenticate by their signatures all ordinances and resolutions adopted by the city commission and the city clerk shall record in full in a properly indexed book kept for that purpose all such ordinances and resolutions. To do this, such duties would include: Keep a log of all Ordinances and Resolutions Provide requested Ordinance and Resolution numbers to all Departments including the City Attorney upon request Have Ordinances and Resolutions executed upon adoption Provide executed copies of approved Ordinances and Resolutions to Staff including the City Attorney Update the Code of Ordinances with approved Ordinances at least twice a year Provide Supplements to the Code of Ordinances to all Departments and individuals who have purchased a Code of Ordinances Update the City Commission's Code of Ordinances with the Ilatest approved supplements and individual copies of Ordinances and Resolutions The 2006 Florida Statutes PUBLIC BUSINESS Chapter 286 MISCELLANEOUS PROVISIONS 286.011 Public meetings and records; public inspection; criminal and civil penalties.-- (8) Notwithstanding the provisions of subsection (1), any board or commission of any state agency or authority or any agency or authority of any county, municipal corporation, or political subdivision, and the chief administrative or executive officer of the govternmental entity, may meet in private with the entity's attorney to discuss pending litigation to which the entity is presently a party before a court or administrative agency, provided that the following conditions are met: (a) The entity's attorney shall advise the entity at a public meeting that he or she desires advice concerning the litigation. (b) The subject matter of the meeting shall be confined to settlement negotiations or strategy sessions related to litigation expenditures. (c) The entire session shall be recorded by a certified court reporter. The reporter shall record the times of commencement and termination of the session, all discussion and proceedings" the names of all persons present at any time, and the names of all persons speaking. No portion of the session shall be off the record. The court reporter's notes shall be fullv transcribed and filed with the entity's clerk within a reasonable time after the meetinQ. (d) The entity shall give reasonable public notice of the time and date of the attorney-client session and the names of persons who will be attending the session. The session shall commence at an open meeting at which the persons chairing the meeting shall announce the commencement and estimated length of the attorney-client session and the names of the persons attending. At the conclusion of the attorney-client session, the meeting shall be reopened, and the person chairing the meeting shall announce the termination of the session. (e) The transcript shall be made part of the public record upon conclusion of the litigation. The court reporter's notes shall be fully transcribed and filed with the entity's clerk within a reasonable time after the meetin~. What does this mean to this Department: Before the Attorney-Client Session is held, first of all, the Office of the City Clerk has to find an available and trusted Court Reporter to be at the appointed date, time and location to transcribe this Attorney-Client Session. This information is usually then transmitted to the City Attorney so he knows this is taken care of. Usually, one or two further reminder calls or emails are made to make sure the selected Court Reporter does show up for the Attorney-Client Session. THEN.. . ... after the Attorney-Client Session is held, the Office of the City Clerk needs to contact the City Attorney so he can get his copy of the transcript. Several purchasing transactions will have to be done by the Office of the City Clerk (and Finance Department) to pay the Court Reporter The official transcript will need to be filed in a secure location for safekeeping CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA PART I CHARTER* Article I. Corporate Name Sec. 1.01. Corporate name. Article II. Territorial Boundaries Sec. 2.01. Territorial Boundaries. Sec. 2.02. Property added by annexation since 1972. Sec. 2.03. Annexation procedure. Article III. Powers of the City Sec. 3.01. Generally. Article IV. Governing Body Sec. 4.01. Composition; qualification of members; and commission districts. Sec. 4.02. Commission districts; adjustment of districts. Sec. 4.03. Election and terms. Sec. 4.04. Compensation; expenses. Sec. 4.05. Mayor. Sec. 4.06. General powers and duties. Sec. 4.07. Prohibitions; holding other office. Sec. 4.08. Vacancies; forfeitures of office; filling of vacancies. Sec. 4.09. Judge of qualifications. Sec. 4.10. City clerk. Sec. 4.11. Investigations. Sec. 4.12. Independent audits. Sec. 4.13. Procedure. Sec. 4.14. Actions requiring an ordinance. Sec. 4.15. Ordinances in general. Sec. 4.16. Authentication and recording; codification. CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA PART I CHARTER* Section 4.13. Procedure. (a) Meetings. The commission shall meet regularly at least once every month at such times and places as the commission may prescribe by rule. Special meetings shall be held on the call of the mayor or three (3) or more members and whenever practicable, upon no less than twelve ('12) hours' notice to each member. All meetings shall be public. 1Q.) Rules and iournal. The commission shall determine its own rules and order of business and shall provide for keepin~ a iournal of its proceedin~s. This journal shall be a public record. (c) Voting. Voting, except on procedural matters, shall be by roll call and the ayes and nays shall be recorded in the journal. Three (3) members of the commission shall constitute a quorum but a smaller number may compel the attendance of absent members in the manner and subject to the penalties prescribed by the rules of the commission. No action of the comlmission shall be valid or binding unless adopted by the affirmative vote of three (3) or more members of the commission. CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA Chapter 2 ADMINISTRA TION* Article IV. Elections Sec. 2-81. Election supervisor. Sec. 2-82. Proclamation. Sec. 2-83. Municipal elections to be general elections. Sec. 2-84. Determination of person elected. Sec. 2-85. Election boards. Sec. 2-86. Nonpartisanship required. Sec. 2-87. Qualification of candidates. Sec. 2-87.1. Vacancy in candidacy. Sec. 2-88. Qualifying fees. Sec. 2-89. Registration of voters. Sec. 2-90. Voting places. Sec. 2-91. Voting machines. Sec. 2-92. Absentee voting. Sec. 2-93. Canvass of return. Sec. 2-94. Applicability of Code to election where questions are submitted. Sec. 2-95. Additional duties of city clerk. Sec. 2-81. Election supervisor. The city clerk is hereby desi~nated the supervisor of elections for the city. (Code 1974, S 2-27) j ^,^ ~ ~ Statutes: a Constitution :View StalUt~5 : ilsenilte.g - WindlMS Internet Expforer 81e Edit ~'~~;~'~~~~l~~~;;~~~~~~';I~~~~'~~~'~~~~-~~;~~['~:~~'~;~'~~'a'~~.m~.. View FdYOrites 10015 Help \Ji-ii"tor' ~n'p'~p;;:J '=)F';(lj(ji\,' i~.. "'... . - ,. ....- "~"'-'-. ., '. e Rigrl: ., ~ Free Hemal It loVndc'NS ",oda ~ ~lV 'v'ahco I . )) ;':i . }) ~ rrl ~ III ... , LEGISLATIVE BR.1\.NCH: COMMISSIONS EXECUTIVE BRANCH JUDICIAL BRANCH CML PRACTICE AND PROCEDURE EVIDENCE LIMITATIONS HECTORS AND ElECTIONS QUALIFICATION AND REGISTRATWN OF ELECTORS Part; GENEPAl PROVISIONS [55.97,011-97.028) Pan I; FLOfUDA VOTER REGISTRATION ACT (55, 97.032-97.105) REGISTRATION OFFICE, OFFICERS, AND PROCEDURES CANDIDATES GENERAL, PRIMARY, SPECIAL, BOND, AND REFERENDUM ELECTIONS VOTlNG METHODS AND PROCEDURE CONDUCTING ELECTIONS AND ASCE!;1"AINING THE RESULTS PRESIDENTIAL ELECTORS; DOmICAL PAlfTlES; EXECUTDJE COMMmEES AND MEMBERS ELECTION CODE: VIOLATIONS; PENALTIES NONPARTlS,4N ELECTIONS CAI'PAlGN FINANGNG CONVENTIONS FOR. RATIFYING OR REJECT1NG PROPOSED .'\MENDMENTS TO CONSTITUTION OF UNITED STATES PU8LfC OFFrCERS, EJ>1PLOYEES, AND RECORDS COUNTY ORGM,[ZATIO~, AND INTERGOVER.NMENTAL Ch,IO-13 Ch..l4-24 Ch.2S-44 chAS-SS Ch.9G-92 Ch.95 CfU17-107 Chpter 9' (rapter 98 Crap,er.99 Chaptu 10i) Ch2pter 10' =h,,~ Ch2pter 103 Ch2pter104 Ch2pterl05 Chapter- 106 Chapter liP CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA Chapter 2 ADMINISTRA TION* Article IV. Elections Sec. 2-81. Election supervisor. Sec. 2-82. Proclamation. Sec. 2-83. Municipal elections to be general elections. Sec. 2-84. Determination of person elected. Sec. 2-85. Election boards. Sec. 2-86. Nonpartisanship required. Sec. 2-87. Qualification of candidates. Sec. 2-87.1. Vacancy in candidacy. Sec. 2-88. Qualifying fees. Sec. 2-89. Registration of voters. Sec. 2-90. Voting places. Sec. 2-91. Voting machines. Sec. 2-92. Absentee voting. Sec. 2-93. Canvass of return. Sec. 2-94. Applicability of Code to election where questions are submitted. Sec. 2-95. Additional duties of city clerk. Sec. 2-82. Proclamation. The mayor shall issue a proclamation calling the municipal elections provided for in this article and at least sixtvj60) days prior thereto. The proclamation shall be published in a news~of general circulation in this city once each week for four (!) consecutive weeks prior to the municipal election. (Code 197 4, ~ 2-29) Sec. 2-82. Proclamation. The mayor shall issue a proclamation callinq the municipal elections provided for in this article and at least sixty (60) days prior thereto. The proclamation shall be published in a newspaper of qeneral circulation in this city once each week for four (4) consecutive weeks prior to the municipal election. (Code 1974, S 2-29) What does this mean to this Department: Information will need to be researched. The Supervisor of Elections for Seminole County will most likely need to be contacted for applicable data. A Proclamation will need to be written including information researched and received from the Supervisor of Elections for Seminole County. The Office of the City Clerk will need to contact the Orlando Sentinel for dates and pricing to run the ad. Various emails to and from the Orlando Sentinel and the Office of the City Clerk will be done to make sure all the ads are run when they are supposed to. CODE OF ORDINANCES City of WINTER SPRINGS, FLORIDA Chapter 2 ADMINISTRA TION* Article IV. Elections Sec. 2-81. Election supervisor. Sec. 2-82. Proclamation. Sec. 2-83. Municipal elections to be general elections. Sec. 2-84. Determination of person elected. Sec. 2-85. Election boards. Sec. 2-86. Nonpartisanship required. Sec. 2-87. Qualification of candidates. Sec. 2-87.1. Vacancy in candidacy. Sec. 2-88. Qualifying fees. Sec. 2-89. Registration of voters. Sec. 2-90. Voting places. Sec. 2-91. Voting machines. Sec. 2-92. Absentee voting. Sec. 2-93. Canvass of return. Sec. 2-94. Applicability of Code to election where questions are submitted. Sec. 2-95. Additional duties of city clerk. Sec. 2-95. Additional duties of city clerk. The city clerk is authorized and directed to have Q@pared such forms and perform such ministerial duties as are required by this article by necessary imPlication in order to accomplish the objectives of this article, and the intent of the city commission in adopting it. (Code 1974, ~ 2-43) The 2006 Florida Statutes PUBLIC OFFICERS, EMPLOYEES, AND RECORDS CHAPTER 119 PUBLIC RECORDS 119.01 General state policy on public records.-- ill It is the policy of this state that all state, county, and municipal records are open for personal inspection and copying by any person. Providing access to public records is a duty of each agency. (2)(a) Automation of public records must not erode the right of access to those records. As each agency increases its use of and dependence on electronic recordkeeping, each agency must provide reasonable public access to records electronically maintained and must ensure that exempt or confidentiall records are not disclosed except as otherwise permitted by law. (b) When designing or acquiring an electronic recordkeeping system, an agency must consider whether such system is capable of providing data in some common format such as, but not limited to, the American Standard Code for I nformation Interchange. (c) An agency may not enter into a contract for the creation or maintenance of a public records database if that contract impairs the ability of the public to inspect or copy the public records of the agency, including public records that are on-line or stored in an electronic recordkeeping system used by the agency. (d) Subject to the restrictions of copyright and trade secret laws and public records exemptions, agency use of proprietary software must not diminish the right of the public to inspect and copy a public record. (e) Providing access to public records by remote electronic means is an additional method of access that agencies should strive to provide to the extent feasible. If an agency provides access to public records by remote electronic means, such access should be provided in the most cost-effective and efficient manner available to the agency providing the information. The 2006 Florida Statutes PUBLIC OFFICERS, EMPLOYEES, AND RECORDS CHAPTER 119 PUBLIC RECORDS 119.07 Inspection and copyinQ of records; photoQraphinQ public records; fees; exemptions.-- ~ Every person who has custody of a public record shall permit the record to be inspected and copied by any person desirinQ to do so, at any reasonable time, under reasonable conditions, and under supervision by the custodian of the public records. 1Q) A person who has custody of a public record who asserts that an exemption applies to a part of such record shall redact that portion of the record to which an exemption has been asserted and validly applies, and such person shall produce the remainder of such record for inspection and copYlnQ. (c) If the person who has custody of a public record contends that all or part of the record is exempt from inspection and copying, he or she shall state the basis of the exemption that he or she contends is applicable to the record, including the statutory citation to an exemption created or afforded by statute. (d) If requested by the person seeking to inspect or copy the record, the custodian of public records shall state in writing and with particularity the reasons for the conclusion that the record is exempt or confidential. 2000 1800 1600 1400 1200 1000 800 600 400 200 o III 10/1/0Ei - 12/31/06 . 01/01/07 - 06/04/07 ceo ee Mayor 1 2 3 4 5 6 7 8 9 1<0 11 12 13 14 15 16 17 1B c ceo cc Me or 10/1/06 - 12131/06 932 909 570 -------.-.,.---...-... 01/01/07 - 06/04/07 1808 1377 774 The 2006 Florida Statutes PUBLIC LANDS AND PROPERTY PUBLIC LIBRARIES AND STATE ARCHIVES Chapter 257 257.36 Records and information manaqement.-- (1) There is created within the Division of Library and Information Services of the Department of State a records and information management program. It is the duty and responsibility of the division to: (a) Establish and administer a records manaqement proqram directed to the application of efficient and economical manaqement methods relatinq to the creation, utilization, maintenance, retention, preservation, and disposal of records. (b) Establish and operate a records center or centers primarily for the storage, processing, servicing, and security of public records that must be retained for varying periods of time but need not be retained in an agency's office equipment or space. (c) Analyze, develop, establish, and coordinate standards, procedures, and techniques of recordmaking and recordkeeping. (d) Ensure the maintenance and security of records which are deemed appropriate for preservation. (e) Establish safeguards against unauthorized or unlawful removal or loss of records. (f) Initiate appropriate action to recover records removed unlawfully or without authorization. (g) Institute and maintain a training and information program in: 1. All phases of records and information management to bring approved and current practices, methods, procedures, and devices for the efficient and economical management of records to the attention of all agencies. 2. The requirements relating to access to public records under chapter 119. (h) Provide a centralized program of microfilming for the benefit of all agencies. (i) Make continuous surveys of record keeping operations. U) Recommend improvements in current records management practices, including the use of space, equipment, supplies, and personnel in creating, maintaining, and servicing records. (k) Establish and maintain a proqram in cooperation with each aqency for thE~ selection and preservation of records considered essential to the operation of qovernment and to the protection of the riqhts and privileqes of citizens. Based on the staff assigned to this Department, and averagin~) for one (1) month, the staff of ttle Office of the City Clerk work a combined 640 hours (calculateld using a 40 hour workweek x 4 weeks in one (1) month = 160 hours x 4 staff = 640 hours 6 Hours 16 Hours 16 Hours 2 Hours 1 Hour(s) 1 Hour(s) 4 Hours 46 Hours CITY COMMISSION - COMPLETE NOTICING MEETINGS (City Charter and Florida Statutes) City Clerk staff to handle Agenda Item Logs (average 5 minutes per Agenda Item with an average of 40 Agenda Items per City Commission Agenda @ 3 hours per Agenda Item Log and considering 2 Regular Meetings per month) City Clerk staff to put together 2 Regular City Commission Agenda Packets and post both Regular Meetings @ 8 hours per Agenda Packet and considering 2 Regular Meetings per month City Clerk staff to scan 2 Regular City Commission Agenda Packets City Clerk staff to put together 2 City Commission Workshop Agenda Packets @ 1 hour(s) per Agenda and considering 2 Workshops per month City Clerk staff to scan 2 City Commission Workshop Agenda Packets City Clerk staff to handle Amendments, etc. for 2 City Commission Agenda Packets City Clerk staff to put together 8 City Commission EventlMeE~ting Agendas @ 30 Minutes per Agenda and considering 8 per month 5 Hours 2 Hours 4 Hours 1 Hour(s) 12 Hours CITY COMMISSION - SET-UP MEETINGS/CLEAN UP AFTER MEETINGS Set Up for 2 Regular City Commission Meetings at approximately 2 1/2 Hour per Meeting Clean Up for 2 Regular City Commission Meetings at approximately 1 Hour per Meeting Set Up for 2 City Commission Workshops at approximately 2 Hours per Meeting Clean Up for 2 City Commission Workshops at approximately 1/2 Hour per Meeting 10 Hours 6 Hours 16 Hours CITY COMMISSION - ATTENDING MEETINGS City Clerk attending 2 Regular City Commission Meetings at an average of 5 hours per Meeting and considering 2 Regular City Commission Meetings per month City Clerk attending 2 City Commission Workshops at an average of 3 hours per Workshop per month 20 Hours 12 Hours 2 Hours 2 Hours 36 Hours CITY COMMISSION - MEETING MINUTES City Clerk to do Minutes for 2 Regular City Commission Meetings at an average of 2 hours of work per 1 hour of Meeting time City Clerk to do Minutes for 2 City Commission Workshops at an average of 2 hours of work per 1 hour of Meeting time Proofing of 2 Regular City Commission Meetings at an average of 1 hour of work per Meeting Minutes Proofing of 2 City Commission Workshops at an average of 1 hour of work per Workshop Minutes "r3 0. :=I 06 F 2' a ~ tt \. &;! ... ..~ l;'j I 'lPi1l.f t .f 81 HII ~I . . g' A ~ ~ ~ 11 '-Jf 81 . ~ 1:i~ ~ B fl:. Iii; I ~ !':t:E o r') U') 14 Hours 3 Hours 2 Hours 1 Hour(s) 1 Hour(s) 21 Hours ADVISORY BOARDS/COMMITTEES - NOTICING MEETINGS (City Charter and Florida Statutes) City Clerk staff to put together 7 Regular Advisory Boards/Committees Agenda Packets and post Meetings @ 2 hours per Agenda Packet and considering 7 Regular Meetings per month) City Clerk staff to scan 7 Regular Advisory Board and Committees Agenda Packets - at an average of 1/2 hour per Meeting City Clerk staff to put together 1 Advisory Board/Committee Workshop Agenda Packet and post Meeting - an average of 2 hours per Workshop City Clerk staff to scan 1 Advisory Board/Committee Workshop Agenda Packet City Clerk staff to handle Amendments/Posting, etc. for Advisory Board/Committees Agenda Packets - at an average of 1/2 hour per Meeting Agenda and 2 such Agendas per month 4 Hours 4 Hours 8 Hours ADVISORY BOARDS/COMMITTEES - SET-UP MEETINGS/CLEAN UP AFTER MEETINGS Set Up for 7 Advisory Board and Committees Meetings at approximately 1/2 Hour per Meeting Clean Up for 7 Advisory Board and Committees Meetings at approximately 1/2 Hour per Meeting 14 Hours 4 Hours 16 Hours ADVISORY BOARDS/COMMITTEES - ATTENDING MEETINGS City Clerk staff attending 7 Regular Advisory Board/Committee Meetings at an average of 2 hours per Meeting City Clerk staff attending 2 Advisory Board/Committee Workshops at an average of 2 hours per Workshop per month ADVISORY BOARDS/COMMITTEES - MEETING MINUTES City Clerk staff to do Minutes for 7 Regular Advisory Board/Committee Meetings at an average of 2 hours of work per 28 Hours 1 hour of Meeting time City Clerk staff to do Minutes for 2 Advisory Board/Committee Workshops at an average of 2 hours of work per 1 hour of 8 Hours Meeting time Proofing by City Clerk/Staff and others, including audiotapes for 7 Advisory Board/Committee Meetings at approximately 1 Hour 7 Hours per Meeting Proofing by City Clerk/Staff and others, including audiotapes for 1 Advisory Board/Committee Workshop at approximately 1 Hour 1 Hour(s) per Workshop 44 Hours e> c ii ~ ! ~ ~ ''0 i ~~ ~ I-.0. j i........ i , .t'l i. ~ - -~i_? l~ tll tlltl:1 'l:! .~ ~ U 1 ~ u:i ~~ .. . Q ,:; . . . ti~ . U) CO ,... ~ ,... ~ CITY COMMISSION/ADVISORY BOARDS/COMMITTEES MEMBERSHIP Updating 7-9 City Commission/Advisory Board/Committee 3 Hours Member Lists/Checklist/Attendance Logs/Salaries, etc. 3 Hours '0 I ~ ~ :{ g' ;g h iJ. ~ ~ l ~ I. ! ".g, " ::;:::1 I~ . Q~ 'C J ::t ~; ~,~ 1!t 03 {} g~ <(It! ,OX t)'J ,0 ,~ '0 t I c ' ~~ '0 ~ ';,.;1 .t U~ u u . ~ , ilJ U '11 I'.,..' <oj 0:1 O~ . I. as: <:e ~ . . . . co (,Q .... ~ co ("") 'lit 20 Hours 15 Hours 20 Hours 4 H 0 u rs 4 H 0 u rs 20 Hours 3 Hours 86 Hours MA YOR/CITY COMMISSION (CITY CHARTER) Contact with Mayor/City Commission related to Consensus/attending Meetings - average 1 Hour per day for all 6 individuals (Mayor/City Commissioners) = 5 hours per week x 4 weeks Handling Mayor/City Commission requests related to resea rch/P roclam atio ns/C ertificates Type written correspondence and/or Agenda Items, including related research at an average of 1 hour per day (5 hours per week x 4 weeks a month) City Clerk staff to handle updating City Commission Masterlist (average of 1 hour per week x 4 weeks each month) City Clerk staff to deal with Ordinances/Resolutions including giving out new numbers, research; updating Code of Ordinances including distribution of Ordinances/Resolutions (at an average of 1 hour per week x 4 weeks each month) City Clerk staff to handle distribution/copying of mail/newspaper (average of 1 hour per day = 5 hours per week x 4 weeks each month) City Clerk staff to scan miscellaneous documents (not otherwise referenced) ':i '5 i r ,~ ". (t ! ~ ,~ Q i u iU," Q:t u~ . . o """ ,~ a B I i ~ 2 ~c CD co .... N It) M 10 Hours 2 H 0 u rs 12 Hours PUBLIC RECORDS Handling Public Records Requests at an average of 1/2 Hour per day (equals 2.5 hours per week x 4 weeks) - this would be minimum with no research or big public records requests (includes emails and front desk requests) Making audiotape copies per Public Records requests, approximately 10 minutes per audiotape (with a minimum of 2 audiotapes per Meeting) - 3 sets of 2 audiotapes per hour and usually each month we would do at least 12 audiotapes Q '1:1 ~ \..r .el ~ ii. l:l.".' .--: j ,i U ,'It tt: ~ ~.ll I..... a! 8 K. . . ,;:::. 1 Q ~ ~g : C ~~ ~ 0 .~i.',... Kb j r ~ f iSi i I ~J 81 ~I ~~ ~~ ~~ ~I ~~ . . .. . . .. co ~ 3 o ,; 160 Hours 6 H 0 u rs 6 H 0 u rs 172 Hours RECORDS MANAGEMENT Records Management Hours - 1 Staff Member (Carol Lallathin) City Clerk to attend CORE Meetings (approximately 4 meetings per month; average 1.5 Hours for each Meeting) City Clerk to handle Records Management tasks at approximately 6 Hours per month ~ 0 . ~ , ...' ~i1 ~.) ,j \'):;0 'T. ~. f~ .~g' 1: ~\ h ~ jtl'.. tt",~, i ~ ~ ~ 0 IE..;..:!I~, ~J!$' 01;~'~., rll~~~:Zr!' t~<E"pU ...... ... 'it.. . """ ~ 'il. '5.~' ll.n u.;) " il j. "j ~ U ~I U.~ ul (..) ..It -. -. .__" ~- 1'; i:io f;i~- l...,~ 0' ~ Q ~ {1 ~ o:;;,;;e ~ "'., .-;:;;' ;;!;;. \J 8 c 1] j ~ "'1 t; J;; :is ,~ 5 I.'. :I t ~_._ ~ ~ ~~ ~ lei: ~ ~.~ ~ 11 . I,J LJ .. ... . . (X) <D ,... ~ 8 Hours 16 Hours 60 Hours 60 Hours 60 Hours 204 Hours... COMMUNICA liONS City Clerk to attend City Manager Staff Meetings at an average of 1 two (2) hour Meeting per week City Clerk staff to attend City Clerk Staff Meetings at an average of 4 people attending a staff meeting for 4 hours each, each month City Clerk staff (not including Carol Lallathin as this would be in her hours) handling routine emails related to City Clerk/City Commission/Advisory Board and Committees business (approximately 4 emails an hour and to handle each one requires 2 minutes of time per email = 8 minutes per hour x 8 hour day = 64 minutes - average that down to 60 minutes/1 hour per day x 3 staff members = 3 hours per day x 5 days in a week = 15 hours x 4 weeks = 60 hours City Clerk staff (not including Carol Lallathin as this would be in her hours) handling routine telephone calls related to City Clerk/City Commission/Advisory Board and Committees business (approximately 4 telephone calls per hour and to handle each one requires 2 minutes of time per telephone call = 8 minutes per hour x 8 hour day = 64 minutes - average that down to 60 minutes/1 hour per day x 3 staff members = 3 hours per day x 5 days in a week = 15 hours x 4 weeks = 60 hours City Clerk staff (not including Carol Lallathin as this would be in her hours) handling routine in-person questions related to City Clerk/City Commission/Advisory Board and Committees business from the public or staff - but not including the Mayor/City Commission) - (approximately 4 inquiries per hour and to handle each one requires 2 minutes of time for each = 8 minutes per hour x 8 hour day = 64 minutes - average that down to 60 minutes/1 hour per day x 3 staff members = 3 hours per day x 5 days in a week = 15 hours x 4 weeks = 60 hours ~ . ,....". 12 16 , II Communications II CC Noticing of Meetings II CC. Set Up/Cleaning Up o CC. Attending Meetings II CC - Transcribing Minutes II ABC - Noticing of Meetings II ABC - Set-Up/Cleaning Up Iiil ABC - Attending Meetings II ABC - Transcribing Minutes o CClABC. Data Update II CC- Assistance II Public Records II Records Management I I I 250 200 150 100 50 II Communications II CC Noticing of Meetings II CC - Set Up/Cleaning Up o CC - Attending Meetings II CC - Transcribing Minutes II ABC - Noticing of Meetings II ABC - Set-Up/Cleaning Up ABC - Attending Meetings II ABC - Transcribing Minutes o CC/ABC - Data Update II CC - Assistance , Public Records i . Records Management ~ ...that was 36 more hours of work- almost a week of work, than we have allotted average monthly hours! And I have not yet mentioned everything else that we do... In 2006, for a Staff of 4 full-time employees, with each person working a typical 40 hour workweek, and with 52 weeks a year, that would be 2,080 hours per person for the year; and x 4 staff people = 8,320 hours for the year. In 2006, the staff of 4 full-time employees (including the City Clerk) worked 355 more hours in overtime - which equals 8,675 hours - not including the hours the City Clerk worked, as an exempt employee, without compensation. The City Clerk typically has been working at least an average of 20 extra hours per week, which at 20 hours of overtime x 52 weeks, that = 1 ,040 extra (unpaid) hours worked - equal to an additional part-time staff person. Adding those extra 1 ,040 hours worked by the City Clerk, with the 355 hours of Overtime and that equals 1 ,395 extra hours of Overtime, and those hours still do not get us ahead... (0 o o N Q) E .- 1: Q) s- > co 0 ::J "'C C') ._ Q) co ~ a. . I -c CI) ~ .... o ~ en .... ~ o J: o o o ... o ~ o o o ... 00 cu E .- 1: Q) tn > s- O ::J o "'C :J: .- CO CO a.... c 0 ::> l- . o o o ... CD o o o ... ~ o o o ... N o Danielle Harker Danielle Harker Danielle Harker Danielle Harker Danielle Harker Joanne Dalka Danielle Harker Carol Lallathin Jan Palladino Carol Lallathin Carol Lallathin Danielle Harker Jylayor & Commission Joanne Dalka Jan Palladino; Ron ~"'cLemore Date: Tuesday Date: Monday Date: Two Weeks Ago Date: Three Weeks Ago Date: Last Month RE: l'/ls. Beecher's term is up in July, Isthis her last meeting or... RE: 20070614 Economic Summit has been scanned RE: 2007 06 14 Economic Summit has been scanned Re: rvlessage Re: Form Re: Revised Cell Phone Policy Re: FLC - Time Sensitive Re: Fax Re: FLC Annual Conference: Online Registration f',Jow Open Re: Fax Fax Form FW: FLC - Time Sensitive RE: Thursday's meeting FLC - Time Sensitive Wed 6/13/2007 7:20PM Wed 6/1312007 6:58 PM Wed6/13/Z007 6:54 PM Wed6/13/20073:20 PI..., Wed 6/13/2007 11: 15 Aryl Wed6113/Z007 10:37 Af\1 Wed 6/1312007 10:25 Arvl Wed6/13/Z007 9:50 AI..., Wi;Jd6/1312007 9:37 AM Wed 6/13/2007 9:36 AI..., Wed 6/13/2007 7:47AM Wed 6/13/2007 7:03 AM Wi;Jd6113/2007 6:58 AM Wed 6/13/20076:50 Alyl Wed 6/1312007 6:46AM CITY OF WINTER SPRINGS, FLORIDA OFFICE OF THE CITY CLERK DUTIES AND RESPONSIBiliTIES The Following Is A Listing Of Duties And Responsibilities That The City Clerk And/Or Staff Is Responsible For On A Day-To-Day Basis: Public Records: Coordinate And Complete Public Records Requests, According To Florida Statutes And The City's Public Records Policy. This Involves Working With Other Departments And Often Includes Numerous Follow-Up Contacts, Verbal And Written Correspondence; And Locating Requested Documents Upon Request, Duplicate City Documents Held By The City Clerk Which Include: Portions Of The Code Book (Including Complete Code Books) Contracts Agendas Agenda Packets Minutes Audio Tapes Of Meetings Provide For Individuals To Come In And Review AndlOr Research City Records. (This Often Involves Hours Out Of Our Offices, As Our Public Records Policy Stipulates That Such Consultations Must Be Done In A City Conference Room) Provide City Information Upon Request To: Other Department Staff Members Individuals Attorneys Other Agencies Provide Certified Copies Of Documents Upon Request To: City Commission City Attorney Other Department Staff Members Individuals Attorneys Other Agencies Code Enforcement Department Record Documents With Seminole County Maintain Records Of City Vehicle Titles Recordation Of City Documents: Record Applicable Documents With Such Agencies As: Seminole County Clerk Of The Court Secretary Of State Other Agencies, As Applicable Assist City Manager: Provide City Documents Upon Request Notarize Documents Attest/Seal Documents Research City Records For Needed Documents Or Specific Subject Matter Write Agenda Items As Requested Coordinate Complete Agenda Packets For Each Regular Meeting; Special Meeting; Attorney-Client Session; And Workshop. (This Would Include All Amended Agendas For Each Applicable Meeting) Coordinate Employee Recognition Award Presentations Assists With Staffing When Administrative Secretary Is On Vacation, Sick, Etc. Assist City Attorney: Provide City Documents Upon Request Provide Certified Copies Of Documents Research City Records For Requested Documents Or Specific Subject Matter Type Correspondence Upon Request Records Management: Act As Records Management Liaison Office (RMLO) For Our City Learn All Policies And Procedures, As Stipulated By Law Either Train Other City Departments, Or Provide Training For All Departments Serves As Liaison With State Of Florida When Required Complete Related Correspondence Complete City-Wide Approved Dispositions Meet With Requestors For Review Of Documents Coordinate Records Management Imaging Program With I nformation Services Department Work With Staff On The Records Management Imaging Program Attend Weekly Meetings Of Key Staff Involved In Records Management Imaging Program Elections: Comply With The Florida Statutes And The City's Charter Handle Numerous Preparations For A City "Stand- Alone" Election (When Applicable) If There Is A County Election, The Office Of The City Clerk Is Still Responsible For Many Tasks Research: Research Various Information For: Members Of The City Commission City Manager City Attorney City Staff Other Municipalities Other Agencies General Public Finance/Purchasing: Review And Preparation For Annual Budget For Three (3) Departments: City Commission Various Boards Office Of The City Clerk Purchase Items For Meetings; Sending Flowers; And Completing All Related Purchase Orders Complete Purchase Orders And Related Record Keeping For Three (3) Departmental Budgets: City Commission [Six (6) Individuals] Various Boards City Clerk Bids/RFP's: Bids: City Clerk Or Designee Keeps Original Documentation For All Bids City Clerk Or Designee Assists With Individuals Who Wish To Review Submitted Bid Packages RFP's: City Clerk Or Designee Keeps Original Documentation For All RFP's City Clerk Or Designee Assists With Individuals Who Wish To Review Submitted RFP Packages Special Events: The Office Of The City Clerk Is Responsible For All Related Responsibilities For Any Special Events Such As: New Elected Officials Orientations Employee Recognition Award Presentations Advisory Board And Committee Appreciation Dinners Inauguration Ceremonies Retirement Events Other Miscellaneous Events As Scheduled Some Of The Related Tasks Involve: Work With Staff On Attendance Design/Mail Invitations Design/Print Programs Plan Menus Research, Design And Order Of Awards Plan Seating Arrangements Make Changes In Plans Based On Changes In Schedules Or Dates, Etc. Pricing And Working With Caterers For Special Events Coordinate Event Write Thank You Notes Other Departmental Tasks: Training Of Staff Write Agenda Items Update City Records Such As Board Member Lists; Meeting Calendars; Checklists; Board Member Packets; Etc. Correspondence Distribution Of Mail To All Departments When Required - As Back-Up Metering Of Mail When Required - As Back-Up Duplication Of Mail Sent To One Member of the City Commission, That Needs To Be "Copied" To Other parties Newspaper articles Notary Services Assist With "Special Projects Professional Skills: In Addition To All Of The Above Responsibilities And Duties, The Office Of The City Clerk Should: Keep Up To Date Through The Review Of Changes In The Law Keep Up To Date Through The Review Of Trade Journals Attend Conferences For (Continued) Certification Attend Seminars To Upgrade Expertise, And To Learn New Skills In 2005, I took an Agenda Item to the City Commission explaining that I had numerous projects that I still needed to work on and needed assistance - the City Commission agreed and approved the hiring of a temporary person for two (2) yea rs. That person was Oanielle Harker, and now, I have 1 year remaining of this temporary person, but due to the hiring procedure, and the time left in this Fiscal Budget, I currently am not pursuing the reminder of this temporary position - for now. A 100/0 Reduction to the Office of the City Clerk: On a $265,000.00 Budget, a 100/0 reduction would equate to approximately $26,500: ./ Would result in reducing 1 full-time staff member to part- time status. CONSEQUENCES: which with just that reduction in staff, would prohibit this Department from getting our State and City Charter mandated work completed - which would put the City in violation of such mandates ($26,500) ./ Work product would be reduced. CONSEQUENCES: with such a cut, we would not be able to handle work such as scanning packets and extra projects and many' things like Certificates and Recognitions from the City Commission would not be able to be done by this Department A 200~ Reduction to the Office of the City Clerk: On a $265,000.00 Budget, a 200/0 reduction would equate to approximately $53,000: ./ Would result in the loss of 1 full-time staff member. CONSEQUENCES: would seriously prohibit this Department from getting our State and City Charter mandated work completed - which would put the City in violation of such mandates ($46,000) ./ Work Product would be reduced. CONSEQUENCES: with such a cut, we would not be able to handle work such as scanning packets and many things like Certificates and Recognitions from the City Commission would not be able to be done by this Departlnent ./ No Travel & Per Diem. CONSEQUENCES: you would have a staff that was not trained and not able to keep up with laws ($3,000) ./ No Employee Development and no Registrations (including Educational Conferences] thus no Training or Certifications would be possible. CONSEQUENCES: would prevent access to changes in the law, etc. and you would have a staff that was not trained and not able to keep up with laws ($1,200) ./ The Code Book would not be codified as often as needed. CONSEQUENCES: would affect everyone from the City Commission to Planning to Developers to Code Enforcement ($2,800) A 300/0 Reduction to the Office of the City Clerk: On a $265,000.00 Budget, a 300/0 reduction would equate to approximately $79,500: ""Would result in the loss of 1 full-time staff member and would result in 1 full-time staff member being changed to part-time status. CONSEQUENCES: would further prohibit this Department from getting our State and City Charter mandated work completed - and which would put the City in violation of such mandates ($72,000) ""Work Product would be reduced. CONSEQUENCES: with such a reduction, we would not be able to handle work such as scanning packets and many things like Certificates and Recognitions from the City Commission would not be able to be done by this Department, just to begin with ""No Travel & Per Diem. CONSEQUENCES: you would have a staff that was not trained and not able to keep up with laws ($3,000) ""No Employee Development and no Registrations (including Educational Conferences] thus no Training or Certifications would be possible. CONSEQUENCES: would prevent access to changes in the law, etc. and you would have a staff that was not trained and not able to keep up with laws ($1,200) ""The Code Book would not be codified as often as needed. CONSEQUENCES: would affect everyone from the City Commission to Planning to Developers to Code Enforcement ($2,800) ...pa.1!nb Sp.10M oN '- ::J o ~- c '- 0 o -- ~+-' ::J ~ o CD ~""O -- ~ CJ) c c CO 0 ..c () I- ~ s... ...... (1) -- uc:: ...... c:: 0 -- -c -- ~ c:: en (/) ctS_~ '+- en s... E o c:: ~E ~-i: :!::c. ctS 0 ucn ~u .J:: U) ::::J OJ . u. c: J: o ..., I.. o >. CO :E en .- c: c: .- (!) (,) ::2: ~ - - ('tS C/) 10- o ~ ('tS ::2: ~ ..... ::J 0.. (1) C '- (1.) - - .- ~ . en t (1.) .c o a:: '- (1.) c: o .- en en .- E E o () c: 3= o s- m ..x: o .- a::: s- C1> c: o .- (/) (/) .- E E o u s- a> c: o .- tJ) tJ) .- E E o u a> s- O E - .- ~ . <( "C - ('Q c: o C en ..0 Q) '- ~ . ~ Q) t: t: cu o ..., '- Q) t: o .- en en .- E E o u Office of the Commission FY' 2007 - 2008 Payroll $74,400 43.50/0 of total proposed Budget Operating $96,296 56.50/0 of total proposed Budget Capital $0 00/0 of total proposed Budget Total Budget $170,696 1000/0 A 10% Reduction to the Commission: On a $171,000.00 Budget, a 10% reduction would equate to approximately $17,100: Would result in the elimination of all promotional expenses to include Intergovernmental, Advisory Board Appreciation Events, Inaugurations, Farewell Events, Flowers, and all refreshments for the Commission and the public. CONSEQUENCES: which with just that reduction in staff, would prohibit this Department from getting our State and City Charter mandated work completed - which would put the City in violation of such mandates ($15,000) Would result in the reduction of Dues & Registrations. CONSEQUENCES: Would limit the City's Membership in other governmental organizations such as the National League of Cities ($2, 100) A 20% Reduction to the Commission: On a $171,000.00 Budget, a 20% reduction would equate to approximately $34,200: Would result in the elimination of all promotional expenses to include Intergovernmental, Advisory Board Appreciation Events, Inaugurations, Farewell Events, Flowers, and all refreshments for the Commission and the public. CONSEQUENCES: which with just that reduction in staff, would prohibit this Department from getting our State and City Charter mandated work completed - which would put the City in violation of such mandates ($15,000) Would result in the reduction of Dues & Registrations. CONSEQUENCES: Would eliminate the City's Membership in all governmental organizations such as the National League of Cities, the Florida League of Cities and others, along with eliminating funding for the Mayor and Commission to attend any governmental Conferences ($15,400) Would result in the reduction of Publications. CONSEQUENCES Would reduce some of the funding of City Newsletters ($3,800) A 30% Reduction to the Commission: On a $171,000.00 Budget, a 30% reduction would equate to approximately $51,300: Would result in the elimination of all promotional expenses to include Intergovernmental, Advisory Board Appreciation Events, Inaugurations, Farewell Events, Flowers, and all refreshments for the Commission and the public. CONSEQUENCES. which with just that reduction in staff, would prohibit this Department from getting our State and City Charter mandated work completed - which would put the City in violation of such mandates ($15,000) Would result in the reduction of Dues & Registrations. CONSEQUENCES: Would eliminate the City's Membership in all governmental organizations such as the National League of Cities, the Florida League of Cities and others. along with eliminating funding for the Mayor and Commission to attend any governmental Conferences ($15,400) Would result in the reduction of Publications. CONSEQUENCES' Would reduce more of the funding of City Newsletters ($20,900) (J) ::s ::s -. o en ::s ~c:o ~ +:i ~ .., c: Q) Q) CO - ~ ..c:O(1) t-....(J) Offlc'eof the City MQnager Property Tax Committee Presentation City Manager Ronald W. McLemore June 16, 2007 Departm'ent Overview Chief Executive Secretary Fire Chief Police Chief Mbtsion T6coHtinuousfyi ricrease the wealth of our City by assisting Citizens, City Officials, City Employees and Intergovernmental Partners in makingintefligent decisions regarding the long term best interest of our City. Vi'si"on Winter Sp,rings would be recognized by our residents, otl'er governments, and persons considering a decision to locate or invest in our City for our extraordinary quality of life, positive leadership, and exceptional municipal services. Goa~ts 1. As'~ist thele~dership of the commLJnity in ~stab,'jshm'€J bench marks of success to glJide and dtrectdedsion making. 2. Identify and focus the resources of the City in a logical sequence of action steps to accomplish the City's benchmarks of success. G"o'al:s 3. To COhSllffle the least amount Of resources possible for accomplishing the City's benchmarks of success at the level of quantity and quality desired by our Citizens. 4. To gain public confidence and trust through the ethical conduct of the pursuit of our benchmarks of success. Resou rces Employees Budget Departments Assets 2 $ 271 ,650 304 FTE's $ 61.8M 8 $ 126M Res,uJts · E~lraprdinary QbI~Ji~yof Life .. Excetfencern An Municipal Service Areas · Lowest General Funds Spent Per Capita · Second Lowest Taxes in Seminole County · Scandal-Free Ap'plifcation of Tiime Development Matters 25% General Administration 10% Mayor & Commission Matters 20% Policy Planning 10% Departmental Matters 15% Operations 79% Budget/Financial Matters 10% Self-Development 1% Legal Matters 10% Total 100% Personnel Matters 5% Citizen Matters 5% Community-wide Matters 5% Intergovernmental Matters 5% Total Impacts,: eu ts *It would be Impractical for the Chief Executive's Office, with Less Than Two People, to Perform. City of Winter Springs Finance Department Ad Hoc Citizen Property Tax Reform Mitigation Study Committee Presentation June 16, 2007 1 Finance Department The Finance Department consists of two divisions: · Finance General · Utility Billing 2 1:: cu .c () - cu c o -- +-' cu N -- C CU ~ o +-' C CD E 1:: cu c.. CD o CD () c cu c -- LL M Finance Department Budget FY 2006-2007 Budget Personnel Operating Capital Outlay Debt Service Finance General $455,344 53,439 2,600 Total Expense $511,383 Program Revenues $137,347 Net Appropriations from General Fund $374,036 Utility Billing $329,086 281,950 $611,036 $611,036 4 Finance Department Expenses 600,000 500,000 400,000 Dollars 300,000 200,000 100,000 FY 2006-2007 Budget o Finance General Utility Billing Division Debt Service . Capital Outlay . Operating Personnel 5 CD ::::J C CD > CD 0::: c o -- en -- > -- o ... Q) C) "C ~ m ...... o o N I (0 o o N >- LL - co s.... CD C CD (9 Q) en u CD c U co L.. ::::J _~ 0 LLCJ) s- "'C Q) c: 3: s- ::J Q) Q) LL en ..... - oc1 co ~ s- 3: Q) Q) "'C E c: ..... c: s- Q) co::J 0 (!) 3: LL Ci5 MlI.. - . _ l&1 ..... c: Q) E en Q.Q) ..2u Q)"- > i:: Q) Q) cen . CD Finance General Division 1300 Number of Finance Employees per Capita City Population City No. of Finance Employees per 1,000 No. of Finance Employees residents 16,055 Maitland 28,620 Winter Park 26,000 Casselberry 13,821 longwood 51,227 Sanford 31,946 Oviedo 14,020 lake Mary 34,621 Winter Springs 43,054 Altamonte Springs 7.5 0.467 9.5 0.332 8.0 0.308 4.0 0.289 13.0 0.254 8.0 0.250 3.0 0.214 7.0 0.202 7.0 7 (]) :J C (]) > (]) 0:: c o -- en -- > -- o. 0) c -- - - -- en ~ ....... -- - -- ....... ::J Q) en u (]) c u co :J _~ 0 LLCI) ~ " ~ m "- 8 ~ 8 N ~ ~ b L. -g .~ L. Ii UJ ~ ~ ~ L. "C ~ '~Q) . . c i~ a>.~ SJj . ~ o o o ~ 00 Finance Utility Billing Division 1360 Number of Utility Billing Employees per Capita No. of Utility Billing Employees (excl meter # of Utility Billing Employees (excl City Population City readers) meter readers) per 1,000 residents 28,620 Winter Park 13.0 0.810 31 ,946 Oviedo 4.0 0.289 26,000 Casselberry 4.0 0.285 51,227 Sanford 8.0 0.280 34,621 Winter Springs 8.0 0.250 16,055 Maitland 4.0 0.154 43,054 Altamonte Springs 4.5 0.088 13,821 Longwood 3.0 0.087 14,020 Lake Mary 2.0 0.046 No. of Meter Readers is not included as Winter Springs, Casselberry, Longwood and Maitland outsource this function. 9 Finance General Division 1300 This division is responsible for the following functions: · Safeguarding all of the City's assets. · Accurate and timely reporting of historical and perspective information to both internal and external parties; specifically, preparation of the Annual Financial Report as well as the work papers for the annual audit; provide reports to the City's operating departments; forecast revenues and expenditures; preparation of the Annual Budget Document; and preparation of all required federal, state and local reports. · Maintenance of the City's investment and debt portfolios. · Cash disbursements of the City for goods and services received (accounts payable) and services rendered by employees (payroll). · Fixed asset management to control and account for fixed assets, perform periodic inventories and dispose of surplus property in the records. 10 Finance General Division 1300 Performs many tasks that are required by Federal, State and Local mandates. · Timely payment of invoices (FS 218.73) · Reconcile accounts payable information and prepare Form 1099 (IRC) · Payment to employees for time worked (DOL) · Reconcile and report City's payroll tax liability and tax payments (IRC) · Reconcile wage information and prepare Forms W2 to report wages/earnings and tax withholdings (IRC) · Reconcile and report City's wage information for unemployment compensation (FDOR) DOL = Department of Labor FS = Florida Statutes FDOR = Florida Department of Revenue IRe = Internal Revenue Code 11 Finance General Division 1300 Mandated Tasks continued: · Report pension information to actuary (Pension Plan) · Report grant revenues and expenses to donor agencies · Set millage cap (by August 1 each year), adopt a millage rate and adopt a budget (by September 30 each year) and adopt budget amendments (by November 29 each year) (FS 200) · Report abandoned property to state (FS 717) · Report revenue and expense information using the Uniform Classification of Accounts to State to receive annual State revenue sharing revenues (FS 218.32) · Receive an annual audit of accounts and records within twelve months of fiscal year end (FS 218.39) · Receive a single audit of grant funds exceeding $500,000 (FS 215.97 and Federal regulations) FS = Florida Statutes 12 Finance Division General 1300 Mandated Tasks continued: · Preparation of Comprehensive Annual Financial Report (CAFR) and submit CAFR to various agencies, such as Auditor General, other state and federal agencies, bond rating companies, NRMSIRs, etc. (FS and SEC) · Collect and remit sales and use tax (FS 212) · Prepare gas and diesel tax refund return (FS 206) · Maintain adequate property records with an annual physical inventory (FS 215.97) · Prepare Annual Confiscated Property Return Federal Form (OOJ) · Prepare Annual Federal Highway Report to the State (FOOT) · Assist in administration and maintenance of assessment programs (TLBO and OF) to meet State and Local requirements (FOOR, SCPA and SCTC) · Prepare Annual Local Option Gas Tax Return (SC) OOJ = Department of Justice FOOR = Florida Department of Revenue FOOT = Florida Department of Transportation FS = Florida Statutes NRMSIRs = Nationally Recognized Municipal Securities Information Repositories OF = Oak Forest SC = Seminole County SCPA = Seminole County Property Appraiser SCTC = Seminole County Tax Collector SEC = Securities and Exchange Commission TLBO = Tuscawilla Lighting and Beautification District 13 Finance General Division 1300 Mandated Tasks continued: · Report bond activity to State (FS 218.38) · Report information to bond rating companies bi-annually for credit rating reVle\NS · Gather information for Arbitrage Tax Returns prepared by tax consultant (IRC) · Assist Community Development in assessing financial feasibility of plans incorporated into the Capital Improvement Element in the Capital Improvement Plan (HB 360) · Assist in rate study for Water and Sewer Fund and other City rates as necessary (City Code of Ordinances) · Maintain records per the Division of Library and Information Services of the Department of the State's retention schedules as well as ensure those records are available upon request by the general public (FS 119) FS = Florida Statutes HB = House Bill IRe = Internal Revenue Code 14 Finance General Division 1300 The following are some of the Internal Control Procedures that are in place to safeguard the City's assets. · Audit of accounts payable invoices · Reconcile daily bank activity · Review daily cash journal postings · Prepare worksheets, record financial transactions in automated financial system, review accounts and reconcile balances to the general ledger · Controlled access to financial records · Daily backup of financial system · Proper authorization throughout purchasing, personnel and budget processes · Separation of duties such as setting up employees in payroll system versus generating paycheck, taking cash payments versus reconciling bank account, setting up vendors versus generating accounts payable check, etc. · Budget oversight and review to ensure budget transactions are compliant with approved resolutions, policies, Commission actions, etc. · Developing adequate policies and procedures to ensure controls are in place ensure integrity of data. 15 Utility Billing Division 1360 This division is responsible for the following functions: · Revenue collection which consists of billing for user-services such as utilities, invoicing for any monies due under contractual agreements, such as solid waste services and collection of customer payments associated with these invoices. 16 ..... "'l"" - "'0 ~ C C :J cu u.. ~ S- ..c Q) "'0 ~ Q) Q) "'0 (f) C "'0 :J C "I- cu +-' 0 S- C Q) +-' en cu c S 0 0 Q) en ..c <0 > +-' ~ C'J 0 ..c ~ en '::!2. -- 0 C ..c 0 +-' 0 ~ 0 "'0 - ~ en -- Q) Q) "'0 en en :J Q) -- en c "'0 > :J Q) C () -- en > :J 0 CD "I- "'0 S- en ~"'O -- 0) - c c en :J 0 C :Ju.. en -- 0 - -> cu > - -- CD S- O CO S- Q) Cl.c en en Q) -- ~ ..c <((9 l- +-' -- - -- . . +-' ::> Utility Billing Division 1360 Responsible for the following tasks: · Meter reading (outsourced) · Meter rotation · Work orders associated with utility services · New residential and commercial customer set-up · Customer service of utility customers via telephone, email, Better Place software and in person · Maintain MUNIS On-line (customers view bills electronically) and bank draft programs 18 Utility Billing Division 1360 Responsibilities continued: · Prepare monthly utility invoices for both regular and delinquent invoices which includes auditing accounts for accuracy of bill data · Collection and posting of payments received for all City services · Weekly account cut-off for nonpayment of invoices · Bad-debt collection and write-off of uncollectible debt 19 Expense Reduction Finance General Division 1300: · As ninety percent (900/0) of this division's budget is personnel, any expense reduction would equate to a loss of employees. · A ten percent (100/0) reduction would equate to a loss of one (1) full- time position ($37,404). · A twenty percent (200/0) reduction would equate to a loss of two (2) full-time positions ($74,807). · A thirty percent (300/0) reduction would equate to a loss of three (3) full-time positions ($112,211). 20 Consequences of an Expense Reduction Consequences of expense reduction in Finance General Division: · Work load would be redistributed amongst the remaining staff · Less time to review accounts payable invoices to ensure proper coding of expense, adherence to the purchasing policy and potentially paying for items not received or paying too much for products that the City did not receive. · Slower payment of invoices which could lead to interest, late fees and/or strained vendor relations. · Less time to review daily cash transactions (revenue collections) as well as bank deposits and withdrawals (checks and transfers) and could lead to fraud and/or cash/revenue loss. 21 Consequences of an Expense Reduction ConsequE~nces continued: · Less time to. spend on the entire annual budget process and budget oversight which could result in an inappropriate millage rate and/or appropriation, negative impact on Fund Balance, abnormal number of budget amendments and possibly disruption of City services. · Less time to review submitted payroll data, calculate employee paychecks, remit appropriate employee withholdings, employer payments and prepare required reporting which could lead to errors and potential fines and penalties. · Less time to test software updates which could result in loading software with programming bugs thereby reducing City's capacity to report financial data accurately and bill City revenue correctly which could slow down collection process. · Less time to prepare work papers for annual audit which could lead to errors, increased audit costs and possibly a qualified audit report. 22 Consequences of an Expense Reduction Consequences continued: · Reduced level of internal controls, such as inability to separate certain duties or review trans'actions in a timely fashion, which could lead to errors, loss of resources, fraud and/or a qualified audit report. · A qualified audit report could lead to lower bond ratings and thus higher borrowing costs. · Less time to assist with the annual preparation of budget and tax rolls for special assessment programs. · Less time to ensure compliance with numerous Federal, State and Local mandates. 23 Expense Reduction Summary In summary, any reduction in our service levels will decrease the level of oversight which would greatly impact our ability to continue to meet all Federal, State and Local mandates. This would also adversely affect the timeliness of the required functions within our department resulting in additional costs to the City. As was previously discussed (page 7), the City of Winter Springs Finance Department has the second to the lowest number of employees per capita within the nine cities being surveyed. This survey evidences a department that is currently operating efficiently. There are a number of other evidences which support our department's effectiveness, such as receipt of continuous unqualified audit opinions, timely compliance with previously discussed Federal, State and Local mandates, upgraded bond ratings and receipt of the Certificate of Achievement for Excellence in Financial Reporting award from the Government Finance Officers Association for the sixth consecutive year. 24 Expense Reduction Summary Lastly, none of the previously mentioned consequences take into consideration any other departmental reductions in administrative support which will increase the need for even more oversial11 and review bv the Finance Department of departmental transactions. For example, if departments had to eliminate positions which provide the first stage of financial review (i.e. secretary, etc.) then those duties, such as gathering quotes, entering requisitions, processing accounts payable invoices, creating departmental payroll summaries and preparing budget line code transfers, would invariably suffer as the work load is redistributed among their remaining staff. This would unduly burden the Finance Department because the first stage of oversight could potentially be compromised. 25 Expense Reduction . Finance Utility Billing Division 1360: · As one hundred percent (1000/0) of this division's budget is paid by the Water and Sewer Fund there would be no impact on personnel at this time. 26 Finance Department Some important thoughts in closing as discussed in "Evaluating Internal Controls: A Local Government Manager's Guide" by Stephen J. Gauthier: · It can be argued that public sector managers must take an even higher degree of responsibility for stewardship than our private sector counterparts as the resources we administer are obtained involuntarily through taxation rather than voluntarily through investment. · Citizens expect managers of public sector resources to take every precaution to prevent loss, misuse, waste or diversion of public funds. 27 Finance Department Closing thoughts continued: · The public is unforgiving when resources are lost no matter how small they are. · Loss of resources can lead to diminished confidence in the government and leave a negative impact on taxpayers, which creates an unwillingness to provide future resources. · Opportunity permits loss, misuse, waste or diversion of funds to occur. It occurs when management fails to meet its responsibility to establish and maintain a sound and comprehensive framework of internal controls. 28 Finance Department It is the Finance Department's desire to continue maximizing the City's resources and to confidently execute our duties with precision. We believe any reductions to our already lean staff could compromise that precision. Thank you for your time and consideration in this very important process. 29 (f) CIJ \.1...-0 U ........ +-JC C CIJ E~ ..a.-Jro '-- 1- ro OJ ~ .. L..L. - . .. OJ to 0<-.9 c o 1- ..., to ..., C OJ (I) OJ I- 0. GJ GJ ~ I- E E o u >< fa I- > ..., I- OJ Q. o ~ 0. I"- o o N ... ~ ,...... OJ c: :::J ,.., Services Overview o Administrat"ion o Purchasing o Human Resources o FaciUties: City Hall o City Operator o Risck Management o "Firefighting" June 16, 2007 Department of General Services 2 Staffing Overview General Services Director Purchasing (1 ee) Human Resources (1 ee) Facilities City Hall (1 ee) Operator (1 ee) Risk Management (0 ee) June 16, 2007 Department of General Services 3 Staffing Comparisons Staff per EE's Risk Purchasing M,anagement Altamonte Springs 7 73.0 3 1.5 Casselberry 4 67.5 1 0 1 0 2 0 1 0 2 2 1 0 Lake Mary 2 77.0 Longwood 1.5 117.3 Oviedo 5 67.0 Sa n ford 5 98.2 Winter Springs 1 304.0 June 16, 2007 Department of General Services 4 Department Budget Overview " " ,> ><" " ,> >> ",..,., ">.,.,' >> >>> >> ,>,' '" >>, ;".1.>1'; ....,., s. >. ~..Ie,.a\timg Ca:pi:\tal To\tals ",. --- Administration $ 9 3, 288 $ 7 ,800 $ 2 , 70 0 $ 1 0 3, 7 88 Purchasing 6 2,456 2 , 100 0 64, 5 56 m .. Human Resources 7 4, 1 97 23,650 0 97 ,84 7 Facilities 34,281 148,350 22 , 00 0 2 04 ,631 .,....." . ... .. .. . ()peratot 3 8,323 400 0 38 , 7 2 3 Ris;k,..Mahaflem,ent 0 551,000 0 5 51 , 000 Totals $ 30 2,545 $ 732 , 300 $ 24,7 00 $ 1 , 060, 5 45 June 16, 2007 Department of General Services 5 Department Budget Overview 10010 520/0 6010 4010 II Administration . Facilities: C/H . Human Resources. Purchasing . Operator Risk Mangement June 16, 2007 Department of General Services 6 Administration o Staffing: . lEmployee . S)Q% of Division Budget o Duties: . Human Resources Director . Purchasing Director . Risk Manager . Administrative Support to City Manager June 16, 2007 Department of General Services 7 Adm inistration o Risk Manager . t~ltamonte Springs, Sanford o Human Resources Director . All but Longwood and Lake Mary (considering) o Pu rchasing Agent . All but Lake Mary June 16, 2007 Department of General Services 8 Purchasing o Staffing . 1 Employee . 970/0 of Division Budget o Decentralized Approach o Administration, Laws and Compliance . Florida Statutes . City Ordinances June 16, 2007 Department of General Services 9 Human Resources June 16, 2007 Department of General Services 10 Facilities: City Hall o Staffing (170/0) . 1. Em ployee o City Hall Utilities (41 0/0 ) . o Repairs & Maintenance (19%). o Capital (110/0). D Copier/Fax {90/0). D Janitorial, Misc. (30/0). June 16, 2007 Department of General Services 11 Operator o Staffing . 1 Employee . 990/0 of Division Budget o Customer Service V5. Voice Mail June 16, 2007 Department of General Services 12 Risk Management o General UabiHty, Property, Auto, WOfrk Comp, Other Insurance CO\/erage o Carrier: Florida League of Cities - FIQrida Municipal Insurance Trust June 16, 2007 Department of General Services 13 Risk Management Premium Deductible General Liability 191,231 25,000 7 Premiums Property Auto Work Comp Totals 145,324 92,725 Liab 25rOOO PO-lrOOO 405,168 834,448 1,000 1st Dollar June 16, 2007 14 Department of General Services Risk Management FY2003 FY2004 FY 2005 FY 2006 FY 2007 Premium 607,357 616,828 673,765 750,495 834,448 Increase 1. 60/0 9.20/0 11.40/0 11.20/0 June 16, 2007 Department of General Services 15 Goals&Object:lves o Pu rchasi ng .ODP . Standardization o RJsk Management · C:omprehensive Risk Mgmt. Program o Expand Safety Committee o Enhance Education Efforts o Awards Programs. June 16, 2007 Department of General Services 16 Goals &Ob~ectives o Human Resources . Education and Wellness Efforts o Ottler . F~leet Internal Service Fund June 16, 2007 Department of General Services 17 Impacts Overv.iew D 52~/o of Dept. Budget is Insurance. . Dept. Budget - $1.06M. . Insurance - $0.55M. D Fiscal Impacts: . 100/0 - $103,228. . 200/0 $206,455. . 300/0 - $309,681. D Entire Operating & Capital Budgets for Admin, Purchasing, HR & Operator = $36,/650. June 16, 2007 Department of General Services 18 Impacts: 10 0/0 o Elimination of Employee Recognition Pro~gram = $15,400. D Elinlination of Classified Advertising = $5,1000. D Elinlination of Employee Development = $3,400. o Elimination of Operator = $38,723. D Elimination of Janitorial = $38,281. Total = $100,804 June 16, 2007 Department of General Services 19 Impacts: 20 0/0 o 100/0 cuts, plus o Elimination of Purchasing Division = $64,356. o Elinlination of City Hall Repairs & Maintenance = $34,000. Total = $199,160 June 16, 2007 Department of General Services 20 Impacts: 30 0/0 o 200/0 cuts, plus o Elimination of HRDivision = $76,247. o and/or Self Insurance. . Risk Management. . Compliance and Administration. Total::::::: $2 75,407 June 16, 2007 Department of General Services 21 ('.. C.f) c o .- +-J (/) ClJ :J a N N Ul Q) .~ > 1- Q) CJ) e Q) c Q) 19 1.1- o +-' C Q) E 1: co C1. Q) o f"- a a N \!S M Q) C =:5 1"'""\ z AU) t-w <(0 ~> 0:::0::: OW LLU) Z I nformation Services Then a d Now In 1997 the City had: · No infrastructure · No standardized software platform · N 0 standardized hardware platform · No modem single point phone system - they had an old key system which had no voice mail and all calls had to go through a central operator. There was no connectivity between departments other than that set up via BellSouth thru expensive phone circuits. · N 0 network printing capabilities · Limited access to fax machines and scanners · N 0 email or internet access except for the few that had some dial-up accounts · N 0 website In 2007 the City has: .Standardized fiber and Ethernet infrastructure providing connectivity throughout City .Standardized Microsoft Windows operating system platform on all servers as well as desktops. Other desktop applications have been standardized as well. · Hardware platform for desktops and servers standardized to Dell · Integrated phone system with voice mail · Network printers installed .Community faxes made available .Scanners made available where necessary · Email and internet access made available City-wide .City website created I nformation Services Divisions 4 Divisions ~ 1340 - General Operations ~ 1341 - Special Projects ~ 1342 - Records Management ~ 1343 - Kiva/GIS cnt CD CO t)..c -s: () L- CD- en ~ c 0 o~ -- CO -I-' N CO __ E ~ o 0) ~ L- EO I nformation Services Employee Position Descriptions Information Services Director - Responsible for the overall operations of the department. Responsible for setting technology policies, procedures, and best practices, and for ensuring that the highest quality technical and managerial support and services are provided to the City. I.T. Coordinator/SecurityAdministrator - Assists LT. Director in coordination of day to day operations of the department; security and uptime of the network; over site and management of LT. staff and projects. Network Administrator - Responsible for maintenance of all network equipment such as Cisco routers, switches, firewall, VPN devices, daily monitoring of servers, log file maintenance, SMTP Gateway maintenance (review of quarantined email and maintenance of email filters). This position also coordinates and nlanages various technology projects. System Administrator - Responsible for installation, configuration, and maintenance of PC's, end equipment, and peripherals such as printers including network printers, administration of enterprise anti- virus solution, Exchange (mail) server, surplus asset administration, Blackberry Server, help desk server administration, backup server administration. I nformation Services Employee Position Descriptions System Analyst/Kiva Administrator - Responsible for the Kiva land management software and Oracle database running on a Windows Server platform. Performs advanced systems analysis, including work process mapping and re-engineering, customizing software to ensure integration between the internal work processes and the affected software application, training and other project management activities necessary to implement and/or maintain the software application. Also writes SQL queries from Oracle database, prepare system reports as needed. Web/MultiMedia Tech - Responsible for internal and external website, newsletters and all graphics and design-layout work for brochures and publications, prepares presentations as requested, operates audio visual equipment for meetings, acts as backup to Projects & application Support Specialist, assists with user support issues, User training of LT. technologies Projects & Application Support Specialist - Serves as Projects Coordinator for special Information Services applications projects and implementations; responsible for maintenance, support and management of all software; software testing prior to rollout; software troubleshooting and problem resolution; acts as Project Manager in the Records Management project and as the backup to the Web /MultiMedia Technician. Information Services Employee Position Descriptions Projects Clerk - Performs all project and non-project-related clerical duties within LS. as needed, administration of telephone system, maintain departmental scheduling, maintain departmental records, perform general research, prepare monthly report, serves as backup to Purchasing Coordinator and City Telephone Operator, perform departmental Records Management duties. Telephone Operator - This is a General Services position which is currently being managed by Information Services. This position answers and transfers incoming calls to City's main number when callers press 0 for an attendant; may involve answering routine inquiries for information and/or referring more difficult or complex inquiries to appropriate personnel. Imaging Clerk - This is a temporary position and will be eliminated once the Records Management program is complete in approximately 18-24 months. This position is responsible for some in-house scanning; counting of documents; identifying document types; organizing, managing, and monitoring the shipping of documents for outsourced scanning; coordination of document disposal; managing coordinating with departments on their records management programs, quality control on incoming documents being returned from contract scanning company. This position shares many of the duties and responsibilities of the Records Manager within the Records Management Team. I nformation Services Employee Position Descriptions Records Manager - This is a City Clerk position that has been temporarily placed into the Records Management Project. The position is jointly managed by the City Clerk and the LS. Director. This position shares many of the same duties and responsibilities as the imaging Clerk. I nformation Services Employees By Division Total Current 1.5. Employees 11 Records. Manager Imaging Clerk 6 2 2 1 I nformation Services 1340 General Operations Mission Statement: To coordinate and support the deployment of technology that meets the business goals, reduces operating cost and maximizes the ability of the City to provide exceptional public service to businesses and residents. What We Do: - Digital graphic services -City Newsletter and other publications - Audio/Visual assistance for meetings - Operate, support, and maintain audio/video and multimedia software and equipment in chambers -24/7 technical support for City's network .On-call support for Police and Fire .Custom reports for various databases -Technology analysis and pricing · Messaging Systems (Email, paging) · Data backup/recovery systems -City's Website and various intranets -Coordination with County on functions that affect City technology .Coordination with vendors on technology projects · Hardware & software installs & upgrades - Emergency Operations Center Standards and procedures development Personnel Information Services 2007 Budget Information 1340 - General Operations % of total appropriation 61% 39% 0% $376,555 $237,030 $ 0 $613,585 $ 0 $613,585 Operating Capital Total Appropriations Program R..evenues Net Appropriations Funding Source 100% General Fund I nformation Services 1341 Special Projects What are Special Projects? Special projects range from those assigned to us by commission 'such as revamping or reprogramming the telephone system, installing a hotspot in the Commission Chambers, or researching Wifi, to those projects that are necessary in order to maintain the integrity of our network such as upgrading our network infrastructure, replacing or upgrading servers or network equipment, or installing or upgrading an enterprise software application. There are also other necessary improvements such as the upgrade of our Exchange (em ail) server. So many people depend on us to keep em ail up and running. When the email system goes down, email doesn't flow, people can't access their calendars, to-do lists, contacts, etc. The Police receive Amber Alerts via email. ~rhe Fire Department relies heavily on the calendar for scheduling of services, training, equipment and vehicle maintenance scheduling. In general, any technology-related project that needs to be tracked is put into "special projects". I nformation Services 1341 Special Projects Mission Statement: To protect the integrity, confidentiality, and availability of the City of Winter Springs data systems and the network environment; to serve the City's departments and assist them in planning, developing, implementing, and achieving their respective IT initiatives to improve the quality of service and quality of life for the residents of the City. What We Do: - Network security - Administrative & clerical duties - employee performance reviews, budgeting, develop departmental policies and procedures, develop City- wide 1. T. related policies and procedures, process LS. purchase orders, filing, copying, faxing, departmental monthly report. -Training -Ongoing LT. strategic planning initiatives -Telephone system - Disaster recovery -Unwanted email, spam, and spy ware management -Network resource management - Help Desk requests -Surplus asset disposal management Other Duties: - Backup to General Services Purchasing Coordinator -Records Management Team member' - Backup to General Services Operator I nformation Services 2007 Budget Information. 1341 - Special Projects % of total appropriation 41% 18% 41% Personnel Operating Capital Total Appropriations Program Revenues Net Appropriations $113,681 $ 48,285 $112~041 $274,007 $ 63~592 $210,415 Funding Source 76% General Fund 19% Water/Sewer 1 % Storm Water 4% Development Services I nformation Services 1342 Records Management Mission Statement: To provide the City and its residents with easier access to City public documents by the coordination of the transfer of these documents into electronic format and , by the implementation of an enterprise-wide Records Management Program in cooperation with the City Clerk's Office. What We Do: · Document analysis · Determine record series and document retention according to State guidelines · Departmental document list · Departmental template design · Departmental folder structure creation · Departmental business process analysis and documentation to incorporate document management into their business processes · Records Management policies and procedures · Employee training on LaserFiche (imaging system) and related applications · Creation and maintenance of training manuals for Records Management-related applications · WebLink Training Classes for public · LaserFiche record security · Outsourced scanning of documents · Technical assistance for all scanner equipment · Inventory and quality control for outsourced images · Scanning and creation of documents within LaserFiche · Weekly Records Management meeting Operating Capital Total Appropriations Program Revenues Net Appropriations Personnel I nformation Services 2007 Budget Information 1342 - Records Management % of total appropriation 33% 67% 0% $ 73,797 $149,811 $ 0 $223,608 $ 90,869 $132,739 Funding Source 59% General Fund 11 % Water/Sewer 10% Storm Water 1 7% Development Services 3% Solid Waste I nformation Services 2007 Budget Information 1343 - Kiva/GIS Personnel Operating Capital Total Appropriations Program Revenues Net Appropriations $ 76,413 $130,880 $ 58,000 $ 265,293 $ 265,293 $ 0 % of total appropriation 29% 49% 22% Funding Source 100% Development Services (f) Q) .~ t > 0 S-,. c.. Q) c.. en ::J c en o Q) +:i ~ co E 0 S-,...c J2S c - I nformation Services Network Connectivity · FDLE - FL Dept of Law Enforcement · SCSO - Seminole County Sheriff's Office · FCIC/NCIC - FL Crime Information Center/National Crime Information Center (isolated system) · State Attorney's Office · Circuit Court Clerk · CJNet - Criminal Justice Information System · The Internet I nformation Services What We Support Software: Cartegraph (Public Works) XCad, Mobile Cad (Police) Munis (City's Financial System) Microsoft Office (City's Standard Office Software) Adobe Acrobat Crystal Reports Enterprise Esri software Hardware: 142 PC's 30 Laptops 76 MCT's 31 Servers 4 routers (Pix, FDLE, County, Motobridge) 2 VPN devices (Cisco and Munis) 5 Access points 22 Switches I nformation Services Email Support ---1 Quarantined Viruses Emails Spyware 2007 Messages Detected Processed January 232,201 18 41523 2586 February 166,659 2349 33177 3240 March 154,640 2002 41988 3429 April 149,685 2893 35121 3056 May 150,124 1794 34252 2690 Quarantined Messages are emails that are stopped coming into or going out of our email system because of attached files or possible viruses detected. These emails are then researched by the Information Services Department before being released or deleted from the server. Viruses Detected are actual viruses that were stopped by our email filtering software prior to the email ettin into our email s stem. Emails Processed is the actual number of emails, both incoming and outgoing, that went throu h the email s stem. Spyware is any software that covertly gathers user information through the user's Internet connection without his or her knowled e, usuall for advertisin ur oses. - - - II Information Services Service Impacts The following are impacts to services according to budget cuts to be made: 100/0 ($95,675) Reduce Operating budget and eliminate (1) Tech position · Police, Fire, Public Works would not have a technician dedicated to them .Reduced response time for helpdesk calls by 40-50% · Reduced ability for department to be proactive .Slower implementation time for hardware and software rollouts · Reduced ability to start or complete projects · Eliminate consulting (for implementation or training) on any special projects · A number of special projects would need to be reduced because some/most could not be implemented without at least some of the up-front consulting and implementation services. Some if not most of these special projects are necessary projects such as normal server upgrades or equipment rotations, enterprise software implementations, defective equipment replacements; some projects are necessary for the integrity of the system. · Records Management Project: move some of the research, special help, liaison, reporting, and analysis functions within this project from the consultant to internal staff in order to reduce consulting costs; this would slightly reduce (by approximately 25%) the progress of this project. I nformation Services Service Impacts 200/0 ($191..348) Reduce Operating budget and eliminate (2) Tech positions In addition to those noted in previous slide, there will be: -Further reduced response time by 75% for helpdesk calls (may possibly go from current minutes/hours to hours/days depending upon the call type) -Web site updates, newsletter and other in-house publications work would be drastically reduced or eliminated as there would be no one dedicated to these tasks - Longer response time for application help desk requests -No one to back up the Application Support Specialist - Reduced staff availability for audio visual assistance at meetings - Records Management Project: eliminate ALL of the research, special help, liaison, reporting, and analysis functions within this project; existing Records Management Project staff would need to absorb these duties. No new scanning could be done other than in-house scanning; this would slow down the progress of this project (by 50%) -Eliminate ALL special projects I nformation Services Service Impacts 300/0 ($287,,023) Reduce Operating budget and eliminate (2) tech positions, and (1) Clerical position In addition to those noted in previous slide, there will be: · Further reduced respons~ time for help desk calls. It would be nearly impossible to have an acceptable level of service at this point. · We would be unable to keep up with tech support calls and at the same time keep up with security-related maintenance such as patching of systems/servers · Department will most likely be in 1000/0 reactive mode · No hardvvare or software rollouts · No new projects · No website updates, newsletter and other in-house publications · No audio/visual assistance at meetings · This would severely impact our ability to service Public Safety as this would leave us with only a Network Administrator. There would be no one dedicated to manage the Police and Fire day-to-day PC and network operations. The same would be true for the rest of the City. · There would be no one to relieve Telephone Operator for breaks, daily lunch break, sick days, and vacation. · All duties: assigned to the clerical position would need to be absorbed by existing staff. I nformation Services Summing It Up We gladly serve those who serve you, the citizens. Budget cuts are always difficult. Since we are an internal service organization, losing staff has a domino effect as we touch every department. If Public Safety phones are down and 'we do not respond immediately and residents are unable to contact the police, that directly affects public safety. If one or more of their in-car computers or dispatch computers are down, that directly affects how public safety can serve the public. Likewise, jlf Finance is having problems with their Financial software and cannot print checks, not only can't the employees get paid but vendors can't get paid either. When an employee is having a technical problem, what he or she wants is someone to help them resolve the issue; walking them through it from start to finish is part of good customer service which is what we want to continue to provide. vV' e cannot provide that expected level of service and quick response time with reduced staff. (j) Q) u -- > S-. -. Q) ~ en 0 ~ c ~ 0 -- ~ ~ CO ~ E S-. J2 c - City of Winter Springs Utility/Public Works Department Potential Tax Re orm Impacts . Kipton Lockcuff, P.E., MP A Utility/Public Works Director June 16, 2007 Introduction · 1 st Public Works Employee hired in early 70's · Utility Department created in 1984/1990- coml)ined in 1991 · Utility and Public Works Departments - combined in 1993 · 73 employees - 21 General Fund, 52 Entetprise Fund. · Utility Enterprise Fund - 43 employees · Stormwater Enterprise Fund - 9 employees ~ u ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ tJ Cf) UTILITY DIVISION Enterprise Fund - $8.4M Annual Revenues 2 Wastewater Treatment Plants 3 Water Treatment Plants 38 Wastewater Pumping Stations 160 Miles of Water Mains 108 Miles of Sanitary Sewer Mains 975 Fire Hydrants 12,500 Water Customers 1,700 Reclaimed Customers STORMWATER DIVISION Entetprise Fund - $1M Annual Revenues Engineering Review of New Development/Capital Projects Construction Inspection of New Development & City Projects FEMA Floodplain Mapping & Flood Elevation Information Maintain 91 Miles of Storm Sewers Contract Maintenance of 78 Detention Ponds T ec:hnical Support of Private Developments Mosquito Spraying/Vegetation Control ~ ~ rJ) s= ~ o Mission Statement The Winter Springs Public Works Department is dedicated to maintaining and enhancing the public roads, drainage systems, sidewalks, tree canopy, fleets, and buildings in a high quality, cost effective manner for all citizens of Winter Springs. Areas of Responsibility · ADMINISTRA TION (2 persons) .. Superintendent & Administrative Secretary · PW Sec. shares office duties with Utility Sec. · Processes work orders, purchase orders, payroll, and complaint calls II Last year processed 19,000 workorders & 2,200 purchase orders Areas of Responsibility · FACILITIES MAINTENANCE (1 person) II 40,000 Square feet of buildings II Minor Plumbing, Electrical, Painting, Repairs II Special Requests II Contract out AI C Service, Pest Control Areas of Responsibility . FLEET MAINTENANCE (3 persons) .1 -110 City vehicles .1 --30 off road equipment (tractors, backhoes, Bobcats, bushhogs, etc) . .1 All Utility/PW small equipment- pumps, chain saws, weedeaters, concrete grinders, etc. .124/7 response .1 Do not maintain Fire Dept heavy vehicles Areas of Responsibility · ROADS & RIGHT OF WAY (10 persons) II Repairs to streets, sidewalks, underdrains, guard rails, handrails, I. Tree trimming - vehicle/pedestrian interlerence I. 110 miles of public streets/150 miles sidewalks I. Small machine mowing contracted out in 1994 Areas of Responsibility · ROADS & RIGHT OF WAY SUPPORT (4 persons) · Light & Heavy Equipment Operators for repairs · 10 miles of Dirt Roads graded 2X week · Bushhogging various City properties . Street/Directional Signs . Street Sweeping Areas of Responsibility · CAPITAL PROJECTS (1 person) · Coordinates all Gty Capital projects for consistency of implementation (consultant selection, specifications, permitting, bidding, Commission approvals, budgeting, contracts, change orders, etc.) · 25 to 30 projects underway at any given time · Project Manager for 2 to 4 projects at a time (currently Blumberg Boulevard Improvements, Utility/PW Compound, & Hazard Mitigation Projects) STAFFING HISTOR Y FULL-TIMIE EQUIVALENT CITY GOVERNMENT EMPLOYEES BY FUNCTION Full-time Equivalent Employees as of September 30, 2006 Function 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Development Services * 6 6 6 6 6 8 8 10 10 General Government * 31 32 35 36 38 36 37 41 41 Police Sworn Officers Non sworn officers Civilians 2 * 54 54 54 54 59 59 64 64 70 * * 18 18 20 20 20 20 20 20 20 Fire Firefighters and officers Civilians * 38 1 38 1 38 1 38 1 41 1 49 1 50 2 50 2 51 2 * Culture and Recreation * 19 20 20 20 19 20 21 22 22 Total 224 227 235 236 248 256 272 281 288 Staffing Comparison Road Facilitv Miles Streets Fleets Maintenance Engineering Winter Springs 110 14 3 3* 3 Casselberry 111 13 3 5 Oviedo 130 21 4 5 6 Altamonte Springs 69 11 11 10 4 Sanford 160 12 10 10 4 Lake Mary 53 3 3 3 * - includes Police/City Hall custodial Public Works Budgets · General Fund - $1.2 Million . Personnel Costs - 800/0 . -5.80/0 of GF Budget · Most Vehicle and Equipment Purchases from other Funds · Transportation Improvement Fund · -$550,000 Annual Revenues - Local Option Gas Tax · Road Resurfacing, Vehicles, Equipment, Sidewalks · Road Improvement Fund (One Cent Sales Tax) · Major Reconstruction - Wmter Springs Boulevard . Town Center Roads · Transportation Impact Fee Fund · Capacity Improvements - Fisher Road · Public Facility Capital Improvement Fund · New $4 M Util!PW Compound completed May 2007 100/0 Reduction · Reduce Administrative Secretary to part time ($20K) - residents will get voicemail instead of live person more often · Eliminate 2 maintenance positions ($55K) - minimal preveJD.tative tree trimming/ grade dirt roads IX! week · Eliminate Holiday Decoration Program ($ 16K) · Reduce 1 Mechanic to part time ($16K) - scheduled maintenance intervals for non- Police vehicles increased by 30 days · Reduce Capital Projects Education & Training Budget ($3K) . Savings of $110,000 200/0 Reduction · Eliminate Admin. Sec. position ($40K) - residents will regularly get voicemail, delay in work orders, no quality control f()llow ups · Eliminate 4 maintenance positions and reduce 1 maintenance position to part time ($123K) - no preventative tree trimming, reduced dirt road grading to IX! week, bushhogging reduced from monthly to 2X! year · Eliminate Holiday Decoration Program ($16K) · Eliminate 1 Mechanic ($32K) - scheduled maintenance intervals increased by 30 days for all vehicles, increase in repair delays · Eliminate Capital Projects Education & Training Budget ($SK) . Savings olf $216,000 300/0 Reduction · Eliminate Admin. Sec. position ($40K) - residents will regularly get voicemail, delay in work orders, no quality control follow ups · Eliminate 7 (50%) maintenance ($192K) - no preventative tree trimming, reduced dirt road grading to lX/month, bushhogging reduced to lX/year, eliminate street sign replacement, eliminate sidewalk installations · Eliminate Holiday Decoration Program ($16K) · Eliminate 1 Mechanic and reduce 1 to part time ($48K) - scheduled maintenance as available (120 for PD, 180 other?), repair delays estimated at 1 week · Eliminate Capital Projects Division ($30K) · Reduce Fac. Maint to part time ($20K) . Savings of $346,000 tV. ~ V) ~ ~ .~ ~~ ~ V) ~ ~ ~ ~ F-.:;QJ Communit velopment Department FY 07 /08 Budget Florida Tax Reform Budget Cuts At The Department Level Community Development Department Mission Statement 'In cooperatio-n with the community, our mission is to assist Winter Springs in achieving its vision for a safe, sustainable, highly desirable, and aesthetically-pleasing built environment by providing the highest- quality and most responsive professional services to the community. ' Department Structure · Ran1dy Stevenson, Department Director · David Alamina, Building Official · Kiml Trench, Customer Service Manager · Stev"en T. Richart, Urban Beautification Services Division Manager · Johrl Baker, Senior Planner (Current Development) · Eloise Sahlstrom, Senior Planner (Long Range) Department Organizational Chart Administration Planning Customer Service Building Community Development Administration Service Outcomes: · Directs and supervises all department activities, functions, & personnel. · Serves as technical advisor to other department heads & similar officials on planning, zoning, & other land development matters. · Administer all development & planning related technical consulting contracts. · Provide customer service to the general public and to the development community on all land development, planning, building, and licensing issues. Community Development Administration Service Outcomes: · Administer & enforce the City's Comprehensive Plan, Growth Management Plan, Capital Improvements Plan, Landl Development Code, the Florida Building Code, Urban Improvements, and Economic Development Programs. · Director of staff to the City's Planning & Zoning Board/Local Planning Agency, Board of Adjustment, Beautification Boards, and other boards & committees as may be established by the City Manager of Commission. Community Development Administration Servi(~e Outcomes: · Provide technical consultation for all planning, building, & urban beautification efforts. · Economic Development Coordination · Periodic review of impact fee studies for necessary adjustments. · Performs & manages departmental functions including personnel, budget, & manpower estimates, functional orgallizational units within the Department & designates personnel to serve such units. Mission of the Planning Division , The Planning Division is dedicated to providing exceptional service to the community, ensuring that development of the City occurs in a manner which is compliant with the Comprehensive Plan, safe, efficient, attractive, and enhances overall community livability and the quality of life for our residents and the business community. ' Planning - Long Range & Development Review ServiCle Outcomes: · Guides & facilitates the orderly growth of the City, thereby safeguarding the health, safety, & welfare of the citizenry. · Monitors changes to the State's Growth Management Legislation and implements at the local level. · Oversees the City's Comprehensive Plan and coordinates all associated processes with the State Department of Com:munity Affairs. · Ensures that proposed developments are held accountable to the City's Code of Ordinances, Town Center Code, SR 434 Overlay district, GID District, & the Comprehensive Plan. · Updates the City's demographic date & maps. Planning - Long Range & Development Review Service Outcomes: · Prepares & review development-related ordinances and development agreements. · Reviews all development proposals for compliance with the C:ity's land development regulations, comprehensive plan, as well as the Town Center Code, aesthetic review ordinance, S.R. 434 overlay regulations, and G.I.D regulations where applicable. · Prepares special area studies and various workshops as requested by the City Commission. Planning - Long Range & Development Review Service Outcomes: · Reviews all building plans for compliance with Commission approvals. · Provides professional & technical assistance to citizen advisory boards and ad-hoc committees. · Responds to public requests for information with consistent & accurate guidance related to processing development plans. · Oversees the successful implementation of the Town Center code principles during development review and throu.gh project construction. Planning - Long Range & Development Review Servi(;e Outcomes: · Coordinates redistricting of the City every three years with the R~edistricting Committee. · Provides comprehensive review of plats, lot splits, right- of-way vacations, variances, special exceptions, & conditional use requests. · Prepares a broad range of agenda items (181 in 2006 & 121 thus far in 2007). Local Staffing Comparisons Population ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ o ~ Wnter Longwood Lake I'v'ary Casselberry Oviedo Springs Sanford IIItamonte Director Staff Totals II llltamonte 1 7 8 11II Sanford 1 14 15 11II Oviedo 1 9 10 Em Casselberry 1 6 7 11II Lake I'v'ary 1 6 7 o Longwood 1 3 4 11II Wnter Springs 1 3 4 The Planning Division consistently provides performance over and above that which is considered a normal workload and an average acceptable job, and is working a combined average of 24 hours per week beyond the 40-hour work week. Even this level of commitment does not allow the current planning staff, along with administrative staff help, to address all assigned areas of responsibility. Items not being addressed: · Formal concurrency reviews (Ch. 163, F.S.). · JFinancial feasibility of implementing the Comprehensive JPlan (Senate Bill 360). · JFinancial impact analysis model for the City. · ~=ode amendments and revisions. · Implement GIS software into the day-to-day functions of the Planning Division. · i\nnually update the City's inventory of existing & ])roposed interlocal service delivery agreements & identify <ieficits or duplication of service delivery. Even this level of commitment does not allow the current planning staff, along with administrative staff help, to address all assigned areas of responsibility. Ite:ms not being addressed: · Create & maintain a zoning matrix establishing zoning districts that correspond to specific land use categories. · I)evelop standards in the City Code for access to public transit, bicycle, & pedestrian systems. Prepare & implement a Pedestrian Circulation Master Plan. · Establish specific level of service (LOS) criteria in the City Code based upon definitions found in the various elements of the Comprehensive Plan. · :E~stablish a monitoring system to measure the achievement of the City's multi-modal transportation goals (Policies afthe Local and State Comprehensive Plans). Continued performance of these service outcomes requires a highly skilled, dedicated and sufficient workforce. &>- ) ~,~-~~" 1_. :::t1 .., "!!"~~,'.,,,,,~___________/i" .u J..J.:-""',. ~'_ c, ., _ , fA:"...#, . "..., 'III" , ,.,. .". , ...,. it. .... """ A .,.... ",-.,. ~. It ?O '" .. .... , . ~J .~ ~.'''' .. Community Development Department Consl~uences - 1 0% Reduction: · Tovvn Center Consulting cut 500/0 · General Consulting cut 500/0 · Employee Training cut 250/0 · Postage cut 250/0 · Printing Expenses cut 330/0 · Map Printing cut 500/0 · Advertising cut 400/0 · Tires & Filters cut 500/0 · Reduction in technical skills due to inability to attend specialized training and software update training and increased unfamiliarity with new Florida Grovvth Management Act mandates [approx $4500]. · No resources available for city-initiated actions, which require map printing and public noticing in the Orlando Sentinel [approx $7800]. · Possible loss of state registrations and certifications, if continuing education funds are eliminated. Maintain a limited amount of funding in this category. Community Development Department Consequences - 10% Reduction: · Reduction in technical skills due to inability to attend specialized training and information on responsible planning techniques. · . Possible loss of state certifications if continuing education funds are eliminated (will potentially result in loss of professional staff). · Reduced ability to convey critical town center principles to developers and tenants as funding for attendance at place making and new urbanism conferences is eliminated. Community Development Department Consequences - 20% Reduction: · Town Center consulting cut 750/0 · (3eneral consulting cut 750/0 · Technical consulting eliminated · Employee Training cut 750/0 · Postage cut 500/0 · Equipment repair & maintenance cut 500/0 · Loss of Department Vehicle · Printing expense cut 660/0 · Map printing eliminated · )\dvertising cut 500/0 · F~ecording fees cut 500/0 · ()ffice supplies cut 700/0 · C~omputer, printer, FAX cut 500/0 Community Development Department COlnsequences - 20% Reduction: · ()perating supplies cut 700/0 · ~;oftware cut 650/0 · ~;ubscriptions eliminated · [)ues and registrations cut 500/0 · Employee development cut 750/0 · Loss of departmental secretary. · Loss of professional staff, as payroll reductions and loss of support for maintenance of state registrations and certifications ~/ill result in current staff leaving employment with the City. · [)ifficulty in complying with state mandates including implementation of Senate Bill 360, completion of the 2008 Evaluation and Appraisal Report and subsequent C;omprehensive Plan Amendments, resulting in State imposed sanctions impacting loss of revenue, grants, and ability to amend the Comprehensive Plan and rezone property. Community Development Department C:onsequences - 30% Reduction: · Town Center consulting eliminated · General consulting eliminated · Technical consulting eliminated · Employee Training eliminated · Postage cut 500/0 · Collection service fees eliminated · Equipment repair & maintenance cut 750/0 · Map printing eliminated · Classified & legal advertising cut 750/0 · Office & Operating supplies cut 850/0 · Small tools & equipment eliminated · Subscriptions eliminated Community Development Department <=onsequences - 30% Reduction: · Dues & registrations eliminated · Employee development eliminated · Printing expenses cut 750/0 · Recording fees eliminated · Software maintenance eliminated · State sanctions against the City for failing to comply with State Mandates. · Elimination of State grants and revenue for non-compliance with mandates. · Inability to respond to Commission directives. · Elimination of the Planning Division. · The quality of life in Winter Springs will be substantially reduced. Community Development Department CorLsequences - 30% Reduction: · The health, safety, and welfare of the City will be compromised. · No professional staff customer service provided (Information conveyed to the public through the City's website only). The commitment of your planning staff to tackle their existing workload is commendable but clearly cannot be sustained. HELP IS NEEDED. rJJ Q) C) .~ e: Q) [/J o o .~ ~ ~ C) ~ .~ ~ fJ Q) CO ~ .-e ~ Division Mission Statement 'The Urban Beautification Services Division is committed to adding value for Winter Springs Residents by providing the highest quality and best maintained landscapes, hardscapes, urban forests and public areas in Seminole County. ' Urban Beautification Services Division Organizational Chart Urban $eautification anager City Arborist Urban Worker I Division Responsibilities · Urban Beautification Division City Streetscapes Beautification Program Maintenance of Facilities, Roadways, Ponds and Medians Winter Springs Town Center City Public Areas Development Plans Review and Inspections · Streetlighting Division Decorative Streetlights and Sign Program · Arbor Division Arbor Permitting and Forestry Management .Special Assessment Districts Tuscawilla Lighting and Beautification District Oak Forest Wall and Beautification District Urban Beautification Services Division Individual Responsibilities Urban Beautification Manager Average Work Week · Manages flmd Sets Goals For The Division Staff 50 Hrs · Manages Ivlaintenance And Construction Contracts .Coordinates Bidding For Maintenance And Beautification Proj ects · Manages ()peration Of Two Special Assessment Districts .Responds To Public Requests For Service · Development Plans Review Of Landscape And Irrigation · Performs Commercial Landscape and Irrigation Permit Inspections · Manages The City's Streetlighting And Decorative Street sign Programs · Ensures Compliance With City Code And The Comprehensive Plan · Pursues Grant Funding For City Proj ects · Processes i\ll Invoicing And Division Documents · Responsible For Concept And Design Of City Beautification Proj ects · Key Role The Winter Springs Town Center .Responds To Emergency Calls (after business hours) For Beautification And Special Assessment District Issues Urban Beautification Services Division Individual Responsibilities City Arborist Average Work Week 43 Hrs · Issues City Arbor Permit .Presents Specimen Arbor Removal Requests To The City Commission .Prescribes ~v1aintenance For The City's Urban Forest · Plans Arbor Projects Throughout The City · Ensures City Participation In The Tree City USA Program · Responds To Public Requests For Service · Development Plans Review And Permit Inspections For Arbor And Landscape .Ensures Compliance With City Code And The Comprehensive Plan · Monitors Tree Contractor Activity Within The City .Provides Education For The Public Related To Arboriculture Issues · Staff Liaison To The Beautification Of Winter Springs Advisory Board Urban Beautification Services Division Individual Responsibilities Urban Forestry Worker Average Work Week 40 Hrs · Maintains Tree Proj ects Throughout The City · Installs Plants For City Conservation Projects · Aids In Litter Collection Throughout The City's Main Roadways · Performs Routine Maintenance And Repairs To The City's Hardscape Features · Performs Monthly Streetlight Inspections For Decorative Streetlight · Performs Minor Routine Maintenance And Repairs For The Special Assessment Districts Urban Beautification Services Division Operations Budgets Total Appropriations $1,132,000 or $80 per Winter Springs Residence · J'l~ ~o -'000 III Grounds . Streetlights . Tree Maint. III Salaries . Utilities o Gen. Operations . J'l.>.> -' 000 J'lj' -9 ~ -' 000 J'l')fj' 0 -' Ot}, ~ . o J'l< J'l')fd ~ Ot}, -' 000 ~ * Rounded 26% of Salaries for Urban Beautification are funded from the Tuscawilla and Oak Forest Assessment Districts (Non-Ad Valorem). Urban Beautification Services Division 'In order to keep costs to a nlinimum, Winter Springs contracts out over 95% o.lroutine landscape maintenance and forestry work required to keep the City at current service levels. ' How Other Local Cities Staff Up! Urban Beautification Services Division Costs For Local Cities To Operate Cost Per Capita W.S. $17.50 Oviedo $19.69 Alt. Sp. $27.90 L.M. $24.35 Sanford $8.95 Urban Beautification Services Division Winter Springs Beautification Investment Total Value $ 4,500,000 Small Trees, Shrubs and Upgraded Turf ~ <;:s ~~ q " . ~ <;:s ~~ ~ " . ~ <;:s ~~ ~ "!i . III SR 434 . Tuskawilla Rd. . Cross Seminole III Town Center . TLBD o Oak Forest . Facilities o ROW, Medians ~ ~ ~~ ~ ,~ " . ~~ <;:s ~~ ~ o ~ <;:s ~, ~ " . ~ <;:s ~' '" ~ o Urban Beautification Services Division Fact: (The Florida Department of Transportation uses Winter Sprin~?s as the standard for which all other Cities should meet when it comes to roadway beautification along State Road 434 in Seminole County JJ as summarized by FDOT Area Manager David Jackson.' Urban Beautification Services Division Beautification Adds Immediate Value v The State Of Florida Agrees That Beautification Adds Value. That's One Reason They Sponsor Grants For Highway Beautification Every Year. V AU. S. Forestry Service Study Suggests That Trees Can Increase Your Home's Value By Up To 7%. The Wall Street Journal Agrees. v Parks And Street Tree Beautification Has Been Found To Be Second Only To Education In Residents Perception Of Municipal Services. Psychologist Rachel Kaplan, Of Virginia State University, Found That Trees, Well-Landscaped Grounds, and Places For Taking Walks To Be Among The Most Important Factors For Families Choosing A Place To Live. v A Poorly Landscaped Neighborhood Can Decrease Property Values By Up To 10%, According To A 1994 Study Published By The Journal Of Environmental Horticulture. Urban Beautification Services Division Beautification Adds Immediate Value \( 95% Of The Members Of The Society Of Real Estate Appraisers Say Landscaping Adds To Property Value, While 99% Agree That Landscaping Increases Speed Of Individual Home Sales, In A 2002 Appraisers Study. \( Money Magazine, In An Article Published In 2003, States That' Landscape Beautification Will Return 100% To 200% Of It's Acquisition Costs'. Think About It: 'What are some of the reasons you chose Winter Springs as the residence for your family? ' Urban Beautification Services Division Grants For Beautification '\( In the past 3 years, City Staff has been awarded $240k in grants from government agencies that require matching funds. '\( Grant funding saves Winter Springs money. '\( Budget cuts will force Staff to abandon grant funding opportunities. Urban Beautification Services Division City's Streetli2ht Investment The City Currently Has More Than 2400 Leased Streetlights Throughout The City V Streetlights Are Provided On Public Streets Throughout The City v The City's Standard Streetlight Consists Of A Concrete Pole And A Cobra Light Fixture At A Cost Of $13" 13 Per Month Each V Upgraded 'Decorative' Streetlight Costs Are Paid By The Respective Neighborhood Group v The City's Streetlight Bill From Progress Energy Is $32k Per Month STREETLIGHTING What will happen if the lights go out? · Reduced Public Safety · Potential Crime Increase · Increased Emergency Response Times Urban Beautification Services Division Why Is Streetlighting Important? A Recent University Of Cambridge Study By Kate Painter and David F. Farrington About Streetlighting And Crime Concluded The Following: 1. Streetlights improve safety by allowing pedestrians and vehicles to see each other. 2. Streetlights reduce crime by improving visibility. 3. Streetlights reduce the fear of crime. 4. Streetlights improve community pride and the quality of neighborhoods. 5. Streetlights increase usability of roadways and sidewalks. Urban Beautification Services Division PROCLAMA TIONO The Arbor Division At Work For You or:rlCE or THE MAYOR WINTEH SPRINGS, l"l..(JRIDi\ v The Arbor Division Provides Over 700 Trees To Residents During The Annual Arbor Day Event v The Arbor Program Replaced 1.5 Times As Many Street Trees As Were Lost During The 2004 Hurricanes V Enforcement Of The City's Arbor Code is Vital To The Protection Of Your Urban Forest And Tree Canopy By Requiring Replacements For Tree Removals v The Arbor Division Protects Hundreds Of Residents Each Year From Unlicensed Contractors ,"',f:I<' '" .j",,;,,',;,<fa:.. <'.I!!".;A...I;..,"';';". ;" ~'..h~.1.<.l;." ,,,,,, '\'(JW, 1'If/,JtHJ.OHf.-, I, Jon'" f; /Jl'.~fI. M.l,'",. >..f oJ,.,' ('i,,, ,?i 1\;..,,,,,. Sf""""". "',, ;",r<'l,,' 1''';<:;'':'''' ~I(lrd, 2", 2(,,)): rg Urban Beautification Services Division 1"1he Florida Department of Agriculture and Consumer Services, Division of Forestry, Sr. Forester for Seminole and Brevard Counties is quoted as saying: "W1inter Springs has one of the most exceptional programs in Seminole County... The fact that Winter Springs can have such an exemplary urban forest with a beautification clepartment staff of three people speaks volumes to the department's cost effectiveness. " Ref Letter to Ronald W McLemore, City Manager, from Sean Gallagher, FDACS. April 24, 2007. "Winter Springs has been a Tree City USA for over 18 years in , a row... Urban Beautification Services Division Residential Arbor Permits For Tree Removals 2006 thru Present Urban Beautification Services Division Remember The Hurricanes of 2004? The City's Hurricane Response Team was one of the best in Central Florida as reported by F.E.M.A. Representatives for the Seminole County area. , What will happen if the City doesn't have enough arbor staff to effectively respond to a disaster such as an unexpected hurricane or tornado? ' Urban Beautification Services Division Bud2et Impact Statements Resources 1. Urban Beautification - 1525 (General) Personnel $182,815 Employees (FIT) - 3 Operating $1,095,300 Vehicles - 3 Prog. Revenues $177,250 Net Appropriations $1,100,865 1 - o.ffice Assistant Needed 2. Urban Beautification - 1526 (Streetlighting) Operating $390,000 Net Appropriations $390,000 3. Urban Beautification - 110 (Arbor Fund) Operating $13,000 Prog. Revenues $26,300 Net Appropriations $(13,300) Efficiency 750/0 850/0 750/0 850/0 750/0 800/0 00/0 Urban Beautification Services Division Budget Impact Statements 100/0 Bud2et Reduction ($115"1300) v SR 434 and Tuskawilla Road Landscape Maintenance Reduced (# of mowings, planter bed mulch, bed weeding, tree pruning, irrigation repair, replacement plants). V City Facilities., Rights-of-Way., Medians and Ponds Reduced (# of mowings, planter bed mulch, bed weeding, tree pruning, irrigation repair, replacement plants). V Canopy Tree Maintenance Reduced. V Town Center Maintenance Reduced (Grounds, hardscapes, fountains, replacement plants). V Staff Review For Development and Permit Inspections Reduced (landscape and irrigation - Code Compliance). V Tree Protection Reduced (removals, unlicensed contractors, permits delayed 3-5 days). V Neighborhood Improvement Program Eliminated. Urban Beautification Services Division Budget Impact Statements 100/0 Bud2et Reduction ($115"1300) Holiday Decorations Reduced (SR434, Post Office Pond, City Hall). Beautification of Winter Springs Board (Staff Support Unavailable). Public Response Times Delayed 1-3 Days (phone calls, correspondence regarding questions and work requests) . V Revenue Generating Grants (limited ability to qualifY). V Streetlighting Program Eliminated (Funding not available to provide streetlighting on residential streets). V Tree City USA (Growth Award Lost) and Arbor Day Reduced. V Small Tree Planting Reduced. Efficiency 500/0 V 00/0 v 750/0 v 250/0 00/0 350/0 600/0 Efficiency 350/0 700/0 500/0 700/0 600/0 500/0 00/0 Urban Beautification Services Division Budget Impact Statements 200/0 Bud2et Reduction ($230.,600) v SR 434 (Cut) and Tuskawilla Road Landscape Maintenance Reduced (# ofmowings, planter bed mulch, bed weeding, tree pruning, irrigation repair, replacement plants). V City Facilities., Rights-of-Way., Medians and Ponds Reduced (# of mowings, planter bed mulch, bed weeding, tree pruning, irrigation repair, replacement plants). V Canopy Tree Maintenance Reduced. V Town Center Maintenance Reduced (Grounds, hardscapes, fountains, replacement plants). V Staff Review For Development and Permit Inspections Reduced (landscape and irrigation - Code Compliance). V Tree Protection Reduced (removals, unlicensed contractors, permits delayed 7-10 days). V Neighborhood Improvement Program Eliminated. Efficiency 00/0 v 00/0 v 450/0 v 00/0 00/0 00/0 200/0 Urban Beautification Services Division Budget Impact Statements 200/0 Bud2et Reduction ($230tt600) Holiday Decorations Eliminated (SR434, Post Office Pond, City Hall). Beautification of Winter Springs Board (Staff Support Unavailable). Public Response Times Delayed 3-5 Days (phone calls, correspondence regarding questions and work requests) . V Revenue Generating Grants (unable to qualify). V Streetlighting Program Eliminated (Funding not available to provide streetlighting on residential streets). V Tree City USA (Growth Award Lost) and Arbor Day Eliminated. V Small Tree Planting (Minimal). Efficiency 00/0 400/0 250/0 550/0 00/0 200/0 00/0 Urban Beautification Services Division Budget Impact Statements 300/0 Bud2et Reduction ($340.,900) v SR 434 and Tuskawilla Road Landscape Maintenance Eliminated (# of mowings, planter bed mulch, bed weeding, tree pruning, irrigation repair, replacement plants). V City Facilities, Rights-of-Way, Medians and Ponds Reduced (# of mowings, planter bed mulch, bed weeding, tree pruning, irrigation repair, replacement plants). V Canopy Tree Maintenance Reduced. V Town Center Maintenance Reduced (Grounds, hardscapes, fountains, replacement plants). V Staff Review For Development and Permit Inspections Eliminated (landscape and irrigation - Code Compliance). V Tree Protection Reduced (removals, unlicensed contractors, permits delayed 10-15 days). V Neighborhood Improvement Program Eliminated. Efficiency 00/0 v 00/0 v 200/0 v 00/0 v 00/0 v v 00/0 00/0 v 00/0 v Urban Beautification Services Division Budget Impact Statements 300/0 Bud2et Reduction ($340,900) Holiday Decorations Eliminated (SR434, Post Office Pond, City Hall). Beautification of Winter Springs Board (Staff Support Unavailable). Public Response Times Delayed 6-10 Days (phone calls, correspondence regarding questions and work requests) . Revenue Generating Grants (unable to qualify). City Arborist Position Eliminated. Streetlighting Program Eliminated (Funding not available to provide streetlighting on residential streets). Tree City USA (Growth Award Lost) and Arbor Day Eliminated. No Small Tree Planting. Urban Beautification Services Division Budget Impact Statements 10/20/300/0 Alternative Measures \( Select City Roadways Maintained By Home Owner"s Associations or Other Adjoining Private Property Owners. \( Create Streetlighting Assessment Districts Throughout The City At A 40o~ Increased End Cost To Each Resident. \( Existing Home Owner"s Associations Could Pay For The Complete Cost Of Streetlighting Within Their Areas. \( Additional Sponsors For Arbor Day Tree Giveaway (20/30% Budget Reductions, Arbor Day Is Eliminated). Urban Beautification Services Division Is this your vision for Winter Springs? Urban Beautification Services Division In closing, Urban Beautification is about more than trees, plants and turf. Beautification is about quality of life; your quality of life. Winter Springs is a beautiful and a peaceful place to raise a family or even to settle down for retirement. '. .. Our job is to keep it that way. City Staff wants to continue having the resources to do the job effectively. ' Community Development Department (The Community Development Department appreciates this opportunity to provide you with a briefing on the operations of our department. ' ~ c~ ....~ mm Z < "n,,-I m )>~)>m r- 3: !t en" 3: ~aJ20~ m -I Z z-l ~o en CHUCK PULA PARKS & RECREATION BIOGRAPHY Education: B.S. Univ. of Florida 1971-Degree In Recreation Experience: 29 Years as a Parks and Recreation Professional ~5 YEARS AS A DIRECTOR (MANAGER) . City of Winter Springs . Lake County . City of St. Cloud . City of Eustis . City of Winter Park DIVISION HEAD · Indian River land YMCA . Boys Club of Gainesville AREA OF EXPERTISE Grants, Awards, Turf 8 Yea rs 9 Yea rs 5 Years 3 Yea rs 2 Yea rs 1 1/2 Years 1 Year SEMINOLE COUNTY CITIES PARKS AND RECREATION PER CAPITA COST CITY POPULATION BUDGET ICAPITA COST EMPLOYEES AL TAMONTE 43,399 $5,410,132 $124.66 60 FT / 15 PT CASSELBERRY 23,944 $2,046,849 $85.48 18 FT / 9 PT LAKE MARY 13,211 $1,857,023 $140.57 18 FT / 9 PT LONGWOOD 14,368 $1,396,381 $97.19 13 FT OVIEDO 30,345 $4,281,390 $141.09 42 FT / 29 PT SANFORD 43,748 $4,281,320 $97.77 41 FT / 27 PT WINTER SPRINC;S 34,621 $2,454,917 $70.91 21 FT / 16 PT C m -a :I> ~ M ~ S~ !3: nm~n m mU)t-I-I g~~~ Z rinO-l -I Omzm 3:(1) 3: m ~ tn U) ~c: 3: 3: :I> ~ Mission Statement . To provide those services that enhance and enrich the quality of life of it's citizens. To ensure that the most effective, economic and innovative approach to this end, we shall maintain the highest standard of integrity, ethics and professionalism both personally and publicly. Resources . Personnel . Operating . Capital Outlay . Debt Service . TOTAL APPROPRIATIONS . Prograrn Revenues . Net AplJrOpriations $1,316,473 $1,076,894 $ 61,550 -0- $2,454,917 $ 366,700 $2,088,217 Employees, full time Employees, part time 21 16 + 15 seasonal PT concessions/ ca m ps Vehicles 8 Resources (con/t) · Facilities 12 public parks - 268 maintained acres; 338 total acres (Ponds & Wetlands) . (30) Sports fields · (1) P & R office/Concession stand bldg. . (1) Soccer concession stand . (1) Senior Center & Therapy Pool . (1) Civic Center . (1) Maintenance Shed . (1) Splash Pad . (1) Temporary Dog Park . (16) Playgrounds . (14) Picnic Pavilions . (16) restrooms n ro ::J ,...... \ OJ - d:2E ,...... - - 'x OJ ::J - Cl. I-L c.n 0-0 ~OJ )>~ Qm ro >< c.n-c OJ ::J c.n -- o ::J n )>(0 ~ ~ OJ ., \ OJ Cl.~ ~ -. _. ::J ::JCl. ::J c.n -. ::J -c lC)OJ ., ^ CJ) -; 3: )> I z OJ ,..... -- o ::J OJ )> ~ OJ ., c.. -c G) 3: (f) I z OJ r-t- -. o :J OJ )> ~ OJ ., c.. SERVICE OUTCOMES · The Parks & Recreation Department directly affects the lives of about 250,000 daily participants per year through organized sports, programs, and events. In addition we directly affect the lives of about another 180,000 visitations per year through the open Parks, Playgrounds, Fields, Courts and Trails. · The Parks & Recreation Department and facilities operate Seven (7) days a week frorn 6:00 am to 10:00 pm (16 hours a day x 7) = 112 hours per week. · We provide a high level of Customer Service and Facility Maintenance which our residents (users) expect and appreciate. · The revenues we receive $ 366,700 come from; Athletics, $ 172,700, Concession $ 92,000, Summer Day Camp, $ 50,000, Recreational Programs, $ 20,000, Special Events $ 12,000, Civic Center Rentals $ 11,000 and Pavilion Rentals, $ 9,000. · Our current fees structure is comparable to other cities and the fees are reasonable. We do not charge a fee for any Special Events, Splash Playground, Dog Park, Playground usage, Parking, and Senior Center usage. CONSEQUENCES of 100/0 REDUCTION · A 100/0 reduction across all budgets will result in reductions of Part Time Salary (hours worked) or 2-3 PT positions eliminated. · All budgets will result in reductions of operating line codes. Less supplies to maintain facilities & programs. · Eliminate 1 Community Event (Holiday concert). · The Senior Bus Service will need to be eliminated to cover the reduction and increase in expenses due to the Senior Center Expansion. · The results will be a reduction in Service. ALTERNATIVE MEASURES · Look seriously at new opportunities to increase revenues an all divisions, prograrrls, facilities. Fees will need to be increased in all areas. CONSEQUENCES of 200/0 REDUCTION · A 200/0 reduction across all budgets would result in the following: · Reduce Administrative Secretary to a P.T. Secretary. Department & Division will struggle to handle the work done by the Secretary. Reduction of 4 to 6 Part Time Ni~~ht & Weekend Positions (Parks and Athletics and reduction of Part Time Hours). · There wrould be noticeably less supervision, safety and clean up of at all areas. · The reduction in operating expenses would result in minimal supplies to maintain facilities and programs. · There is the potential reduced revenue due to quality and less supervision . The Senior Bus Service is eliminated. · Two (2) Community Events (Holiday & Spring Concerts) would be eliminated. ALTERNATIVE MEASURES · Consider and put in place additional fees to assist in covering the direct and indirect costs. CONSEQUENCES of 300/0 REDUCTION . A 300/0 reduction across all budgets would result in the following: No Administrative Secretary. The Department cannot function. Reduction of (2) FT Parks Maintenance Workers. Maintenance is now not reliable. Reduction of 8-12 PT Staff (Parks & Athletics) & considerable reductions in PT Hrs. Unable to properly maintain fields. No supervisionf clean-up, or staff presence at activities and programs. Unsafe conditions at a I activities & programs. The reduction in operating supplies will result in elimination of the quality of facilities and programs, and response to concerns. Significant loss of revenue. Senior bus service eliminated. Eliminate 3 Community Events (Holiday & Spring Concerts & Dancing under the Stars). Not Feasible . . . . . . . . . ALTERNATIVE MEASURES · Consider parking fees, park users fees (Playgrounds, Basketball Courts, Tennis Courts, Splash Playground, Dog Park, etc.) · Consider & put in place additional fees to cover the direct and indirect costs. See alternative measures under Athletics, Programs, Special events, and Senior Center. · Rather then reduce services significantly or increasing significantly user fees in all areas consider eliminating totally. 1. Recreation Programs - $ 209,939 2. Community Events - $ 190,000 :t> a. :t> 3 -. 0 ~. Z 3: en 0 I I r-t' ..... Z OJ 3 I I en !:!: OJ --i < -0 ro OJ en ..... ro a. n 0 ..... ro r-t' OJ ..... -< en m ~ I-I~ nm m~ Oc: c:~ -In nm Ocn ~ m en Resou rces . Personnel . Operating . Capital Outlay . Debt SE~rvice . TOTAL IAPPROPRIATIONS . Progranl Revenues . Net Ap~)ropriations $157,119 $ 34,900 $ 1,850 -0- $ 193,869 $ -0- $ 193,869 Employees, full time 2 Employees, part time - Admin periodically uses Parks PT employee Vehicles none Facilities: Operates in two offices on the 2nd floor of bldg located in Central Winds Park SERVICE OUTCOMES · Overall supervision of personnel. · Secures & distributes specialized Information and Coordinates Office Work · Prepare and Monitor Department Budget (9 divisions). · Maintain AC, Copier and Equipment Maintenance Agreements. · Typing of Agenda Items, Resolutions, Memos, Letters, Monthly Reports, Booklets, Etc. · Record Management for all Divisions & Submission and closing of Grants. · Oversee Special Projects, Capital Projects and bidding process. · Enter Purchase Order for all 9 Parks Division budgets and close out when items are received. · Greet Customers on a daily basis for Pavilion Rentals, Camps, Sports Activities. · Answer telephone - provide information regarding services and operation of department. · Responsible for all New Hire Paper Work and Maintain Employee's Files. · Prepare Employee Evaluations and PAF forms & research and retrieval of records · Receive payments for programs and Order Office Supplies for all Divisions . Attend meetings and Special Events · The Administration Division in the past 8 years has brought in $ 3,098,132 in State & Federal Grants to build Parks and Recreation Facilities and Purchase Equipment. The City has benefited and will continue to benefit from these grants. \J OJ ..., ^ < -. (J) -. r-t- o ..., (J) "\ 'j;~ {t , " ," ,t.. :'~ ' : po, JJ; . 'I \{~ "11 j, ,,",' i"'''~ :, ' ,"./1'/ - ,-.::~" --. t:'t~Y#1i,;-i^:",>.' (f) ro ::J -. o .., n ro ::J ,...-t- ro .., m X -0 OJ ::J CJ) -. o ::J \J .., lq. ro n ,...-t- o~ o 3 lO-c -co OJ ..... ..... OJ 7'..... -< n ro :J ~ ., OJ :E -. :J a. (J') -c OJ ., ^ CONSEQUENCES REDUCTION - ADMINISTRATION SUMMARY 100/0 reduction · Reduction of Consulting Services which are used for concept plans for grants, surveying, soil, boring, etc.. · No employee development, training & education to obtain state and national recognition of Parks & Recreation facilities and programs · No upgrades for computer systems 200/0 redulc:tion · Reduction iQf the Administrative Secretary position to a part time position. · Big reductiiQn of Consulting Services (over 7,000) No grants · The existing division staff would have to do the service outcomes currently done by the Administrative Secretary related to their division. · Significant delays in processing information & poor customer service 300/0 redulction . All of 100/0 and 200/0 Reductions. · No Administration Secretary · The Department fails to function . Not Feasible AL TERNAT'IVE MEASURES · Charge an administrative processing fee for all transactions related to fee collection to defer costs. ATHLETICS GENERAL Chris Caldwell, Athletic Supervisor Eli Smith, Athletic Coordinator tn m ~ .....,a nm m~ Oc: C:,a -In nm Otn ~ m tn . Personnel . Operating . CapitaliOutlay . Debt Se~rvice . TOTAL J~PPROPRIA TIONS . Progranl Revenues . Net Ap~~ropriations Resou rces $181,509 $ 8,350 $ 2,700 -0- $ 192,559 $ -0- $ 192,559 Employees, 1full time 2 Employees, part time - 6 Vehicles 2 Facilities: Central Winds Park & Expansion, Trotwood Park, Torcaso Park, and Moss Park. Also use the School facilities gyms, softball & baseball fields, auditorium and media center. SERVICE OUTCOMES · Athletics General Encompasses two (2) full time employees (Athletic Prograrn Supervisor & Athletics Night & Weekend Coordinator) · Also in this budget are the Six (6) Part Time Park Rangers that provide direct service to all the Athletic Leagues & Tournaments, Six youth Sports Partnerships, Summer Sports Camps, & Special Sports Usage. · A Iistin~) of the Part Time Staff duties is 4 pages long (we provide an on-site presence of Customer Service to provide help, information, problenl solving, clean-up, etc). · The Athletic Department operates from 8:00 a.m. to 10 p.m., 7 days a week" or a total of 98 hours per week. · The Athletic Department schedules and supervises 30 Sports Fields. -< o en g.~ 0""'0 ., m OJ >< ~-o -- OJ n ::J ro Ul ~ -- -- 0 @.::J Cl.. Ul \J OJ ., ^ ;;c OJ :::J to ro ., (.f) CONSEQUENCES REDUCTION - ATHLETICS GENERAL 100/0 reduction · 100/0 Reduction in Part Time Salary (hours worked) Supervise with less time · 100/0 Reduction in all Operating Line Codes. Maintain with less supplies · Reduction in service. 200/0 reduction · 200/0 Reduction in Part Time Salary (Hours Worked) or (2) PT positions · 200/0 Reduction in all Operating Line Codes, very limited supplies · Lower Level of Service provided to Sports & Athletic User & Spectators. In most casts NO staff present. . Inadequate Supervision 300/0 reduction · 300/0 Reduction in Part Time Staff hours or eliminate two (3) Part Time Positions) · 300/0 Reduction in all Operating Line Codes. Many times, No supplies. . No staff present. . Unsafe · No assistance to Youth Sports Partnerships · No Supervision or Security. . Not Feasible. ALTERNATIVE MEASURES · Administrative Fees may be added to all fees collected. . A Parking Lot Fee may be collected. · A Participant Fee may be charged to recoup all Administrative and Maintenance Costs associated with the program (See League & Partnership Alternative Measures). )> -I I r m -I I I n (f) r m )> G) C m tn m ~ I-t::a nm m~ Oc: C:::a -In nm Otn ~ m tn . Personnel . Operating . Capital Outlay . Debt ~;ervice Resou rces $ -0- $ 101,660 $ -0- $ 101,660 $ 122,700 $ (21,040) . TOTAL APPROPRIATIONS . Program Revenues . Net A~)propriations Facilities: (:entral Winds Park & Expansion, Trotwood Park, Winter Springs High School, Indian Trail MS, Lawton Chiles MS, UCF SERVICE OUTCOMES · The Aldult Leagues and Sports Camps generate a greater revenue than expenses ($ 21, 040). · Staff rnonitors income & expenses to ensure that this occurs with the league and camps. · Cost covered by fees - things owned by the leagues; balls, trophies, referees, equipment, etc. · Cost not covered by fee - things owned by the city administration overhead Program Management & Super\/ision Facilities, Ground Maintenance · Howe'/er the true cost of the League and Sports Camp for Administration and also Grounds Maintenance is not accounted for (See attached alternatives). )> c.. c ,...-r (f) o ;:tJ cr OJ r ro OJ to C ro (f) (f) -0 CD n -- OJ :;c CD ::J ,-t- OJ G) ., o C -0 c.n 1--1 ::J ,^ \,II ,....... ., c n ,....... -- o ::J OJ (f) o n n ro ., r ro OJ 1C C ro en CONSEQUENCES REDUCTION - ATHLETICS LEAGUE 100/0 reduction · 100/0 Reduction in Expenditures will result in a lower revenue. · Less supervision, supplies and program quality. 200/0 red ucti(l.n · 200/0 Reduction in Expenditures would result in even lower revenue. · Noticeably less supervision - poor programs & leagues 300/0 red uction · 300/0 Reduction in Expenditures would result in a significantly lower revenue or no reven ue . No supervision & supplies. · Non-existent programs & leagues . Not Feasible ALTERNATIVE MEASURES · Based on the current number of yearly participants in Youth Sports Camps of 580 an additional fee of $ 47.00 per program would cover the Program & Maintenance Cost, Division Administration Cost, and Department Administration Cost. · Based on the current number of yearly participants in Adult Athletic Leagues of 1,350 an additional fee of $ 145. 00 per program would cover the Department Costs. · Based on the current number of yearly participants in Adults Sports, like tennis or golf, of 150 an additional fee of $ 360.00 per person would cover the Department Costs. All of these fees are excessive and hardly anyone will reoister and participate. ATHLETICS PARTNERSHIPS WS Babe Ruth WS Grizzlies WS Basketball League CFU Soccer Club FSA Soccer Club Seminole Lacrosse Club en m ~ ....~ nm m~ Oc: c:~ -fn nm Oen 3: m en . Personnel . Operating . Capital Outlay . Debt ~;ervice . TOTAL APPROPRIATIONS . Program Revenues . Net AIJpropriations Resources $ 6/374 $ 35/500 $ -0- $ 41/874 $ 50/000 $ (8/126) · Employees. PT (1) Youth Basketball . Vehicles: none · Facilities: Central Winds Park & Expansion, Trotwood Park, Sunshine Park, Torcaso Park, Moss Park, WSHS, ITMS, LCMS, UCF SERVICE OUTCOMES · The Athletic Partnership with the 5 Youth Leagues generate a greater revenue than expenses ($ 8/126). · Staff rnonitors Income & Expenses to ensure that this occurs with all Youth Leagues. · However the true cost of the Athletic Youth Partnerships for Administration and also Grounds Maintenance is not accounted for (See Alternative Measures). · Paid for by partnership fees; Leagues covers rental of school facilities, promotional material, background checks paid by City; Administrative Overhead, Program Management & Supervision and Field Maintenance o -c m ::J -. ::J lC o OJ -< OJ OJ e- m ;;tJ c r-t- :::J OJ )> OJ rT1 . . . ;;c C -f I OJ )> (f) m OJ )> r r ~ (f) o -n -f OJ )> r r ~ (J) OJ -COJ OJ Ul \^ g-~ roc- ~ OJ :::r -. r ro OJ lO C ro J (J) CD 3 -. -o::J OJ 0 ., CD r-t- ::JI CD OJ ., n (f) ., :::TO -. (f) -C(f) CD n c CT It..litd~ n " C ~ " ~ (f) o n n ro ., \J OJ ., r-t- :J ro ., (f) ::J -. -c (f) CONSEQUENCES REDUCTION - ATHLETICS PARTNERSHIPS 100/0 reduction · 100/0 Reduction in Expenditures will result in lower revenue. · Less supervision and supplies for youth partnerships. 200/0 reduction · 200/0 Reduction in Expenditures will eliminate revenue. . No supervision and supplies. · No quality in youth sports programs. 300/0 red uction · 300/0 Reduction in Expenditures will create a loss in revenue. · Increased vandalism and chaos at parks . No Youth Sports Partnerships . Not Feasible ALTERNATIVE MEASURES · Based on the current number of yearly participants in 1,400 Youth Baseball/Softball 1,200 Youth Soccer CFU 400 Youth Soccer FSA 850 Youth Football 1,300 Youth Basketball · An Additional Fee, Per Person, Per Season would cover the Program & Field Maintenance cost, Division Administration Cost, and Departmental Administration Cost. $ 97.00 Youth Baseball/Softball $ 79.00 Youth CFU Soccer $136.00 Youth FSA Soccer $ 80.00 Youth Football $ 37.00 Youth Basketball · All of these fees are excessive and hardly anyone will reqister and participate. n 0 :J n n n 0 0 CD c.. Z c.n -< c.n n -. 0 ;:c m :J 0 (J) c.n ~ (J) I I :s: -. 0 :J OJ c.n Z ::J ^ (J) OJ -< lC CD .., tf) m ~ I-I~ nm m~ Oc: c:~ -fn nm Otf) 3: m tf) Resources . Personnel . Operating . Capital Outlay . Debt Service . TOTAL APPROPRIATIONS . Prograrn Revenues . Net Appropriations $ 47,751 $ 42,450 $ -0- $ 90,201 $ 92,000 $ (1,799) · Employees. Full time (1) Contracted Employee · Employees. PT up to 6 PT employees paid Min wage . Vehicles: none · Facilities: two - concession stand at Central Winds Park by the baseballl fields and another by the Soccer fields SERVICE OUTCOMES · The Concession operation generates more revenue then it expends ($1,799). · Three (3) years ago the Concession was restructured to enable it to cover all expenses a nd generate a profit to the City which it has done. CONSEQUENCES REDUCTION - CONCESSIONS 100/0 reduction · 100/0 reduction in Part Time Staff Hours and Products purchased. · May impact the revenue or reduce it. 200/0 reduction · 200/0 reduction in Part Time Staff Hours and Products purchased. · Will impact and lower the revenue because of limited staffing and choice of products. . Poor Service 300/0 red uction · It will significantly impact the concession because of little or no staffing and major product shortages. · Poor Service and limited products available if open. . Not Feasible ALTERNATIVE MEASURES . Leave the Concession alone. . Raise prices of all products (I) m ~ I-t~ nm m~ Oc: c:~ -In nm 0(1) ~ m (I) Resources . Personnel . Operating . Capital Outlay . Debt Service . TOTAL APPROPRIATIONS . Prograrn Revenues . Net Appropriations $ 78,204 $ 129,875 $ 1,850 -0- $ 209,929 $ 90,000 $ 119,929 · Employees. Full time (1) · Employees. PT (2) . Vehicles: Van · Facilities: Civic Center, pavilions at Central Winds Park, Sam Smith Park, Trotwood Park, Sunshine Park and Moss Park. SERVICE OUTCOMES · Supervises (2) Part Time Employees whom are located at the Civic Center (one erTlployee schedules, shows and oversees the Center and one employees does the Janitorial, set up and break down after each event) · Coordinates and Manages Evening Recreation Programs held at Civic and Senior Centers · Manages, Staff, and Books functions at the Civic Center · Coordinates the Summer & Spring Break Youth Recreation Camps · Assists j~dministrative Staff with Office Coverage at Central Winds Park · Continuation of Partnership with New Covenant Church for Summer Camp PrograrTl · Books Pavilions for all City Parks as well as Bounce House Rentals · Does the Budgeting and Marketing for the Division of Recreation Programs a nd Events · Coordinates events including Scottish Highlands Games, Easter Egg Hunt, Father Daughter Dance, Ground Breakings and other Grand Opening Events. · Program Revenues from Four (4) Sources. $ SO,OOO/Year Summer Camp $ 11,OOO/Year Civic Center Rentals $ g,OOO/Year Pavilion Rentals $ 20,OOO/Year Program/Class Revenues n o 3 3 c ::s -. ~ I o - -. 0- OJ -< -c OJ ., OJ 0- m t t (J) n o r-t- r-t- -- CJ) :::r I -- 1O :::r OJ ::J c.. G) OJ 3 ro CJ) 1--1 3 -c ., o < -. ::J l.C o -. c.n n -. -c -. ::J ro m OJ CJ) rT ro \ m lO lO :c C :::J rT CONSEQUENCES REDUCTION- PROGRAMS & SPECIAL EVENTS 100/0 reduction · 100/0 Reduction in Part Time Salary (hours worked). Supervise with less time. · 100/0 Reduction in all Operating Line Codes. Maintain with less supplies . Reduction in service. 200/0 reductioln · 200/0 Reduction in Part Time hours. Supervision & Safety minimal. · 200/0 Reduction in Operating Line Codes. Supplies & products minimal. · Inadequate Supervision of Civic Center. Scheduling conflicts will result. Low customer service. Poor Quality programs. 300/0 reductiotn · 300/0 Reduction in Part Time hours or (1) PT position. · 300/0 Reduction in all Operating Line Codes. Many times NO supplies. · No staff present & building is not clean. It is unsafe with no supervision or security. . Operation is poor & Not Feasible ALTERNATIVE MEASURES · Increase or Additional Program Registration Fees · Based on the current number of attendees in Recreation classes and events (1,100) a fee of $159.00 per person, per event would cover the Program & Maintenance cost, Division Administration, Dept. Admin. · Based on the current number of individuals who rent the Civic Center or Pavilions (319) a fee of $ 485.00 per Rental would cover the Department costs. · Based on the current number of children who attend the Summer and Spring Break Camps (850) a fee of $ 182,,00 per person would cover the Department costs. · All of these fees are excessive and hardly anyone will reqister and participate. -c -c ):> OJ ;0 .., ^ ^ )> (f) en (f) OJ )> C ::J Z -c G) 0 CD .., .., G) -- m ::J ;0 m r-t- ::J 0 CD ::J m C c.. Z CD 0 ::J (f) r-t- en m ~ ....::a nm m~ Oc: C:::a -In nm Oen 3: m en Resou rces $ $ $ . Personnel . Operating . Capital Outlay . Debt ~3ervice . TOT AIL APPROPRIATIONS . Program Revenues . Net AIJpropriations 737,378 458,934 53,300 -0- $1,249,612 $ -0- $1,249,612 . Employees. Full time (14) . Emplolyees. PT (5) . Vehicles: trucks · Facilities: 13 City Parks 268 acres, not including open space to maintain SERVICE OUTCOMES · All City Parks are opened for public use Seven (7) days a week. Sunrise to Sundown (10-14 hours per day) · Central Winds Park, Moss Park, Torcaso Park are open until 10 pm due to lighted Basketball Courts. · The Parks Department maintains 30 Sports Fields. · The Parks System has 16 Playgrounds to check and maintain. · The Parks Department has 16 Bathrooms to open, Clean, 3 times a day and lock Seven (7) days a week. · There are over 430,000 daily participants who use Winter Springs Park Facilities and enjoy the cleanliness and the quick response time that comes from the Parks Department. City Residents have expressed enthusiasm when using the Parks they enjoy all the recreation programs conducted at the parks. The Parks Dept has won National Awards that confirm the pride that employees take in the Parks & Recreation Operation. · See attached Six (6) pages of responsibilities and accomplishments of parks operations. z ro <. < -u - OJ -< " ro OJ rT C ., ro (J) " o. ., :;0 ro (J) -. c.. ro ::J rT (J) --I o \ n OJ CJ) o (f) -c OJ CJ) ::r -c OJ c.. . ;;c ro ro 3: o ~ ro \ en z o :s: OJ -. :::J ,...-t- ro :::J OJ :::J n ro z o G) \ ro ro :::J CONSEQUENCES REDUCTION - PARKS & GROUNDS 100/0 reduction · Our Chemical Application, supplies & material will suffer. The amount spent to keep our grass green and the weeds/insects out will be reduced. It will decrease the overall beauty of the complex. The green will be light brown and the weeds will show and the insects will kill grass. 200/0 reductic.n · We will reduce our part time staff except for the splash pad attendant and reduce our grounds budget. · This will definitely have a huge effect on the level of service. The complex will look brown. · There will not be enough budget to repair the fields leaving an award winning complex with no pride and fields that may not want to be played on. 300/0 reductioln · This will reduce 2 full time maintenance workers and all part time staff (6) and the budget significantly. It will leave this complex without a budget to maintain any quality. This would be devastating to all park facilities throughout the City of Winter Springs. · Operation is very poor, Not Feasible ALTERNATIVE MEASURES · Charge out Parks Maintenance Costs to Users. (See Athletic, Program, Special Events and Senior Budgets). :;0 n 0 m ::s: n ., n ::s: m C OJ :::r ,....-t- ., z -- -- 0 c.n I I :J n (f) OJ C ., m c.n -c < 0 m m :J :< z -I -- en (f) 0 ., (I) m ~ ....~ nm m~ Oc: c:~ -In nm 0(1) ~ m (I) Resources . Personnel . Operating . Capital Outlay . Debt ~;ervice . TOT AIL APPROPRIATIONS . Program Revenues . Net AJJpropriations $ -0- $ 202/000 $ -0- -0- $ 202/000 $ 12/000 $ 190/000 · Facilit~es: Central Winds Park, WS Town Center, Sunshine Park Civic Center SERVICE OUTCOMES · Plan, lOrganize, and Coordinate all Special Events for the City, held at Central Winds Park and Town Center & 434 Holiday Parade. · Coordinate Annual Events: 4th of July Celebration, (2) Orlan(jo Philharmonic Concert, Holiday Parade, Tree Lighting Event, Hometown Harvest, Dancing under the Stars Event, which are Large Impact Community Wide Events. · Marketing and Advertising for all Events · Soliciting Sponsors and Partnerships such as Media for all EVE~nts · Hold Meetings for Planning and Discussion purposes prior to and following all Events m < (0 n~ o en 3)> 3,.;- c -I :J 0 rt:~ '<::J -I - oQ lC::J (0,.;- ";-(0 :::r., roOJ ., ., -- ::J lC (f) :J o ~ -- :J ~ -- :J ,..-t- ro ...... (f) -0 ...... -- :J to c.n o ., OJ :J c.. o -c :::r -- :::r OJ ., 3 o :J -- n ...; o ~ z n m Z ...; m :;c m < m Z ,...; (f) :s: OJ ::J -< m ::J l I. o -< o C \ m < ro ::J r-t- (J) CONSEQUENCES REDUCTION - COMMUNITY EVENTS 100/0 reduction · Eliminate (1) Orlando Philharmonic Event (Holiday Concert) 200/0 reduction · Eliminate both (2) Orlando Philharmonic Events (Holiday & Spring Concerts) 300/0 reducti(l.n · Eliminate All Concerts · Eliminate Dancing under Stars Event at the Town Center . Reduce other Events. ALTERNATIVE MEASURES · Charge Admission at some or all Events · Charge a Parking fee at some or all events · Offer the Philharmonic as part of the 4th of July · Based on the Current number of attendees at community events (estimate 41,800) · A fee of $ 1 j' .00 per person, per event would cover the program and Maintenance Cost, Division Administrative cost and also Dept. Administrative Cost. · The fee is excessive and not practical. (f) IT\ ".., :J -- 0 (f) ., c n en (f) -- CD CD m :J n z ,....,.. I I CD 0 0 ., =R :;c 3: 3 (f) OJ OJ :J :J OJ lC m ., en m ~ ....~ nm m~ Oc: c:~ -In nm Oen 3: m en . Personnel . Operating . Capital Outlay . Debt ~;ervice . TOTAL APPROPRIATIONS . Program Revenues . Net AJ)propriations Resou rces $ 108/138 $ 63/225 $ 1/850 -0- $ 173/213 $ -0- $ 173/213 . Emplo'yees. Full time (1) . Emplo,yees. PT (3) · Facilities: Senior Center Expansion and Therapy Pool SERVICE OUTCOMES · Staffin~~ includes 1 Full Time Manager, 1 Part Time Custodian, 1 Part Time Clffice Attendant, and 1 New Part Time Therapy Pool Coordinator. · There are currently 589 registered Seniors. · The Senior Center operates Monday - Friday, 8 am to 5 pm. It conducts Classes and Programs including Line Dancing, Art Classes, Jazzerc:ise, Computer, Canasta, Bridge, Pinochle, Tai Chi, Senior Lunch, Bingo, Round Dancing and Yoga. · The Center also conducts Monthly Trips and Tours, Special Sunday Dinners with Programs and other Special Events. · The Center provides a variety of assistance to Seniors including MRP, Income Tax, Health Checks, and 55 Alive Driving. · The Senior Center attendance in Bingo, Classes, Social and Trips is 1,650 participants per year. · The Senior Center has a lunch program that serves 3,300 participants per year. · The Senior Transportation (Bus) transports 2,005 participants per year to and from the Senior Center. (avg 10 seniors per activity/trip) · The total Senior Participation is 30,000 per year. o C \ (f) ro :J -. o \ n ro :J ,..... ro \ (f) c , ...., (J') :T. -- ::J ro -c OJ ., A ~ (f) ro ::J -- o ., n ro ::J ,.....,. ro ., (f) ro ~ -. o ., OJ c (J) --i ., OJ ~ (J) ~w_> -c o ., r-t- OJ r-t- -. o ~ (f) -c ..... -. ::J lO II o ~ ro ..... CJ) OJ ,...... (f) ro ::J -. o ..... n ro ::J ,...... ro ..... CONSEQUENCES REDUCTION - SENIORS 100/0 reduction · Because of the New Expansion and Therapy Pool. A 100/0 reduction in the current budget would severely Impact the Senior Center's Operations. · Eliminate the Senior Transportation Service saving $ 37,400 per year. 200/0 red ucti()n · Eliminate of the Senior Transportation Service saving $ 37,400 per year · 200/0 reduction in PT staff hours. Inadequate supervision & cleaning. · 200/0 reduction in operating costs. Very limited supplies. · Operations a re very poor. 300/0 reductic)n · Eliminate of the Senior Transportation Service saving $ 37,400 per year · 300/0 reduction in PT staff hours or eliminate (1) position. · 300/0 reduction in all operating costs. Many times NO supplies. · No staff present, or assistance to Seniors. · No supervision or security. . Not Feasi ble ALTERNATIVE MIEASURES · Based on the Senior Budget $ 172,213, Parks Support of $ 12, 500 plus Dept. Admin. Support of $ 19,387 for a total of $ 204,100 with a total participation of 30,000, an additional charge of $ 6.80 per Senior for each activity in the Senior Center would cover the cost. · Senior Transportation costs $ 37,400, Senior Staff Time and Operation $ 11,000, plus Dept. Administration $ 9,694 for a total of $ 58,094, with 2,005 users a charge of $ 28.97 per Senior per trip. User would cover the cost. · All of these fees are excessive and hardly anyone will reqister and participate. - 3 -c - -- --In D) D) >< ~ ;;CO (I) ~ -hen o 0 ., ..., 3 -c o ., ~ 0 -c .....0 ::rt/) (I) (1) :Eo.. cn-c .,., c.g (I) -;+ '< :!!:E ;; :r .,.. CD ~ "U) 1>>" :l ... a :; CDca ::s en .. Fire Marshal r EMS ~iVision Chief Fire Inspector J Administrative Secretary Training Division Chief Fire Chief Data Entry Clerk Deputy Fire Chief "A" Battalion Chief Station 24 Station 26 Station 28 Winter Springs Fire Department Organizational Chart "8" "e" Battalion Chief Battalion Chief Station 24 Station 24 Station 26 Station 26 Station 28 Station 28 m 3 CD 1 fr\ ~ CD :J (') 11 '< )> :E -- 0 1 ~ CD c.. 1:J -0 ~ CD 3 en CD 1 Cl. Q) -- " 1 1 -- :J Q) CD -- (') :J -- ,......... < Q) en C -- -- 0 CD :J - ,......... 1 :J :J (Q (j) Q) 0 en ,......... CD ,......... -- -- 0 0 0 1 < .., :J -- < CD < CC -- -- < 0 -- (') 0 en D) -- CD en -- -- -- -- < 0 en < '::J 0 -- :J -- CJ) ....-.... en ::J m -- -- -- N 0 0 ~ :J :J D) (j) ..... '-"'" -- 0 0 -- ::J < -- en -- 0 :J Administrative Division Fire Chief Administrative Secretary Pat Schraff, 24 years of service Data Entry Clerk Sherry Norman, 1 year of service Administrative functions include: policy administration, personnel management, records management, initial point of customer service, budgeting, payroll and data entry. EMS Division EMS Division Chief Marc Baumgart 17 years of service AdlTlinisters department's emergency medical pro~lram, HIPAA Officer, Infection Control Officer, Purc:hases medical supplies/equipment, QA of medical reports/protocols, Medical billing oversight, Reviews medical procedures for state compliance, Monitors controlled medications per DEA regulations, Assists with EMS training, Manages depclrtment's equipment inventory, Annual medical phy!>ical scheduling Training Division l-raining Division Chief Bob Beck 25 years of service Manclges, develops and presents fire and EMS training programs, Maintains training records, WSFD's Safety Officer, City's liaison to SC Emergency Management, Develops and presents public education programs, Reviews fire reports, Manages the department educational assistance program Fire Prevention Division Fire Marshal Bob Dallas, 27 years of service Fire Inspector Skip Laz.lo, 30 years of service Annu;al business inspections, New construction inspections, Fire alarm and fire sprinkler systems plans review, Fire investigation, Check- and-balance compliance checks for city business licensing Operations Division Deputy Fire Chief Dave C)'Brien 27 years of service 45 Shift Personnel Operations division administrator, Budgets and purctlases supplies/equipment, Supervises Other WSFD divisions, Supports Fire Chief 1 ~5 personnel, staffing 3 stations/6 units, on three rotating 24 hour shifts A C en C -- ~ CtS B I . en c I · '+- -- ..c en A B C Station 24 West Station 28 T own Center . Station 26 East . Q) 5.- -- LL Q) 5.- ::J I · U ::J 5.- I · en Incident Manager Direct the firefighting operation Maintain firefighter safety Fire Suppression Pump Operator Hose Crew - Officer, 2 Firefighters Locate and extinguish the fire Water Supply - Smoke Removal Forcible Entry - Back up Hose Crew Officer, Pump Operator, 2 Firefighters Secure hydrant water to the attack engine Create openings to remove the toxic smoke/heat Open exit points on the building Second fire suppression crew Search Team Officer, Pump Operator Search and remove fire victims Rapid Intervention Team Firefighter EMT, Firefighter Paramedic Firefighter safety team (Required by Florida Law) m 3 CD .., (Q CD ~ n '< o D) < o c: 3 CD 3500 3250 3000 2750 2500 2250 2000 TOTAL EMERGENCY CALLS Hurricanes Charlie Frances Jeanne - -".-----.,--.......--------.------ _,_._.___________u 'u___._______. -.._~ --------.'. .______ ....%___. -----------___________...___________u___u__________..,.__.__n__________________.__..________._. . _________________.,.__ .__.___________ ___________________.._.___________'_n._._______ _,____"._____..,,_. ____00______ _.." .._____.___ _ _ ___ _ ____..__._______._.._n___________..._____________. 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 01 0') -...a 0 0 0 0 0 0 ~ I I <0 I~ <0 0') ~ <0 <0 -...a ~ <0 <0 (X) ~ <0 <0 <0 I\) 0 0 0 I\) 0 0 ~ I\) 0 0 I\) I\) 0 0 CN I\) 0 0 ,J::.. I\) 0 0 01 I\) 0 0 0') (X) o o <0 o o ~ o o o ~ ~ o o ~ I\) o o -4-4 .., 0 r.u ,...... ~ D) fA -c o .., ,...... fA - WSFD Budget Fire Department Budget (Funded by General Fund) EMS Transport Budget (~)pecial Revenue Fund - Funded by Transport Fees) Impact Fee Fund (Funded by Impact Fees from New Construction) Fire Department Budget $3,743,698 $309,300 ~3591200 $4,412,198 Personnel Operating Equipment 84.80/0 7.10/0 8.1 0/0 1 000/0 EMS Transport Budget $79,000 $116,650 $25,000 $62,000 $282,650 Personnel Operating EMS Billing Equipment 280/0 41.30/0 8.80/0 21.90/0 1 000/0 Estimate for Transport Revenue Bud'get Expenditures Fund Balance $380,000 $282,650 $97,350 Fire Impact Fee Fund $191 ,000 Current Year Revenue $Q91,226 Previous Balance $882,226 Fund Balance ~:E fA en -c" o C ~ fA " -. -. C-fA -. n ;:;:0) ~ matrix consulting group Firefighters per Capita Lake Mary Longwo()d Casselblerry Sanford Winter :Springs Oviedo Seminole County Firefighters Population 38 14,020 32 13,821 45 26,000 73 51 ,227 49 34,621 42 31 ,946 314 250,648 FF/Citizen 1 per 368 1 per 431 1 per 577 1 per 701 1 per 706 1 per 760 1 per 798 matrix consuliting group Annual Cost per Cost per Budget Firefighter Citizen Longwoodl $4,137,602 $129,300.06 $299.37 Lake Mar~l $4,053,680 $106,675.79 $289.14 Seminole ICounty $49,289,683 $156,973.51 $196.65 Casselberry $4,552,932 $101,675.79 $175.11 Oviedo $4,345,682 $103,468.62 $136.03 Winter Springs $4,694,317 $92,045.43 $135.59 Sanford $6,327,038 $86,671.75 $123.51 Impact of Property Tax Reductions on the WSFD 1 00/0 Budget Cut 200/0 Budget Cut 300/0 Budget Cut $436,536 $872,507 $1 ,308, 760 Reduce Service to 2003 levels Station 24 West c o -- I · U ::J -C (l) 0::: ~ o o A c A " 8 c Station 28 T own Center Station 26 East Increased response times to Town Center from 3 - 4 minutes to 6 -11 minutes. Reduoe Service to 1994 L.eve.ls Station 24 West . c o -- I · t) ::J -0 Q) c::: ~ o a N A A B c Station 28 Town Center -.".... ~ ~ '4'l ~...............:'.,.~...:.."...... ,_', ,,\~_. "'>>c<. ", -'-'--- -,<..., Station 26 East 600/0 increase in emergency responses since 1994 Ambulance Service Reduced to 1986 levels Station 24 West . Station 28 T own Center c o -- I .. U :J -C Q) a:: '#. o Ct) ~ A j7f'B C A B c Station 26 East . .. ~.. ~..., ~t' ,'<" .,:",>; ",'" % \. "'" .8;$ Ji>> .. ~~.. ""1%....." ., . lit. .8Y> ..~ ~.~..~ 11il Ji)TJ! 8()% increase in hospital transports since 1986 o t: CD en .... -. o ~ en .~ (]) en c o c.. en (]) 0::: co u -- -c (]) ~ Paramedic Engine Officer - Patient Information/Documentation FF/Paramedic - Advanced Life Support Interventions FFI EMT - CPR FFI EMT - Basic Life Support Interventions Paramedic Transport Rescue FF/Param edic - Lead Paramedic FFI EMT - Airway/Ventilation - Driver Winter Springs Police Department MISSION STATEMENT The Winter Springs Police Department provides for police protection, law enforcement, investigation, crime prevention, and the maintenance of order in the community. In order to provide these basic public safety functions, tJhe Police Department maintains an infrastructure of administrative, operational, and support activities. The Department's mission is to enhance the quality of life throughout the City of 'Winter Springs by working cooperatively with all of our citizens to I)reserve the peace, enforce the law, reduce the perception of fear, and provide for a safe and caring environment. 1 N ~ ~ o = [J'l ~ o ~ = ~ ro S a ro ~ ~ ......:J o [J'l ~ o ~ = ~ ~ S a ~ ~ ~ o ~ ~ ~ ~ N > ~ ~ o ~ ~ == > ~ ~ Winter Springs Police Department Calls For Service 3 Winter Springs Police Years of Service 0-5 years 33 47% 6-1 0 years 12 17% 11-15 years 12 18% 16-20 years 9 13% 21-25 years 4 5% 4 Winter Springs Police ffleers per 1 000 Citizens NUMBER OF OFFICERS PER 1,000 CIT'Y OFFICERS POPULA TION CITIZENS ALTAM:ONTE SPRI~~GS 106 43,399 2.44 CASSELJBERR Y 58 23,182 2.50 LAKE lVIAR Y 39 13,211 2.95 LONGVvOOD 40 14,368 2.78 OVIEDO 64 30,345 2.10 SANF()RD 105 43,748 2.40 WINTER SPRINGS* 70 34,621 2.02 *The Cit~y of Winter Springs is the third largest city by population and is the third largest jurisdiction by land mass. 5 Winter Springs Police Crimes per Population Part 1 Offenses *2005 CITY tpOPULA TION PART 1 CRIME PER 1,000 OFFENSE CITIZENS ALTAJ\10NTE 43,399 2,007 46.24 SPRINGS CASSEJLBERRY 23,182 1 ,107 47.71 LAKE MARY 13,211 294 22.27 LONG-WOOD 14,368 687 47.70 OVIEDO 30,345 671 22.14 SANFORD 43,748 3,91 7 89.63 WIN.TER SPRINGS 34,621 697 20.14 *Latest published statistics from FBI VCR reports. Part 1 offenses include; Murder, Forcible Rape, Forcible Sodomy, Forcible Fondling, Robbery, Aggravated Assault, Burglary, Larceny, and Motor Vehicle 6 Theft. Winter Springs Police Cost per Population COST PER CITY BUDGET POPULATION POPULATION AL T Al\10NTE SPRINGS $10,165,888 43,399 $234.24 CASSELBERRY $6,640,205 23,182 $286.43 LAKEMARY $4,440,961 13,211 $336.15 LONGWOOD $4,094,862 14,368 $284.31 OVIEDO $5,808,213 30,345 $191.40 SANFORD $11,923,585 43,748 $272.55 WINTER SPRINGS $6,421,35"7 34,621 $185.4"7 7 Winter Springs Police Department BUDGET OVERVIEW FY 2007 PERSONNEL OPERATING CAPIT AL TOTALS SUMMAlt Y $5,505,463 $656,864 $259,030 $6,421,357 8 t:d e o a m ~ o < m ~ ~ m ~ ~ .... = ~ ~ ~ rJJ ~ ~ .... = ~ 7:11. ~ o ..... .... ~ ~ o ~ ~ ~ ~ ~ a ~ = ~ Auto Accidents Physical Arrests Winter Springs Police Criminal Investigations Total Calls for Service 5 Year Total 2002 2003 2004 2005 2006 442 495 508 505 530 640 588 627 1128 1633 552 437 486 787 815 58,125 76,958 83,290 91,904 107,074 10 0 s ~ rc 0 ~ ~ .. n = ~ ~ =- .., ~. 00 rc ~ ~ .., 0 .. = ~ f1Q ~ rLJ. ~ 0 0 ...... ,..... ~. .. ~ ~ rc ~ ......... ......... ~ ..... . = fIIIIt.. ~ ~ 00- ~ ~ ..... . = (JQ rI:1 ~ o ...... ..... . ~ ~ ~ ~ ~ = ~ fIIIIt.. e ~ = fIIIIt.. ......... N 0 0 ~ ~ ~ ~ ~ ~ .. ~ ~ .... w ~ 0 ~ = 0 .. r:LJ. 0 co S = = ~ rIJ. ~ ~ ~ eo = ~ ~ = rIJ. ~ ~ ~ = .......... VJ .......... +::. o ~ ~ ~ ~ ~ ...-. o = r:IJ. 0= = ~ ~ ~ = Operations Bureau Captain Kevin Brunelle 19 years of service · The ()perations Bureau is tasked with the daily road patrol functions of the Police Department including, but not limited to, · The enforcement of laws, · Ansvvering requests for service from residents, · Neighborhood and business patrols, · Citizc~n interaction and incident follow-up, · Providing a visible presence within the city to allow for security and enhancing the quality of life for our residents and guests. · Curr1ently, the Operations Bureau consists of forty three sworn officers, many of whom perform several different roles within the agen(:y. 15 ...-- 0-, ~ o ~ 00- rc ~ -< ~. n rc o ~ ~ .., ~ ~ .... . o = "(Ij ~ = .., ~ ~ = Operations Bureau · Officers work 12 hour shifts which provides constant coverage of the City 24/7 /365. 17 Operations Bureau allY 0 these Lieutenants and officers have additional responsibilities such as: - Emergency Response Team - Critical Response Team - Agency Instructors of High Liability and General Subjects - Field Training Officers - Gin Call status - Department Armorers - Policy and Procedure review board member - Employee advisory board - Bike Patrol - Honor Guard 18 eo ...-. ~ ~ ~ ~ ~ ~ o ~ ........ \0 eo ~. ~ ~ jIIIIIIi ~ ~ ~ ~ ~ o jIIIIIIi e = ~. ~ o ~ (0 ~ ~ fIIIIt. .... . o = ~ eo = ~ (0 ~ = 0 ~ ~ ~ ~ ~ ~ ~ .... 0 0 0 = ~ r:I1 S 0 ~ ~ = ~ d ~ ~ ~ ~ ~ = = rIJ. ~ ... ~ ~ 0 ~ 0 ~ Lj = .... ~ tv ........ Operations Bureau, Motor Unit Motors · In response to request from the public motors enforces traffic laws throughout the City · Investigate Crashes - Reroute traffic - Arrange for towing - Clear roadway - Restore traffic flow · Conduct Daily traffic control at ar(~a schools · Conduct specialized traffic control for major events 22 . . . Operations Bureau, Motor Unit Motors . Directed specialized enforcement - DUI patrols Red light running Speed enforcement Aggressive driving - Click it or ticket Funeral escorts Dignitary Escorts Liaisons to the following: - Safe kids - Community Traffic Safety Team - Traffic Fatality Reduction Subcommittee Department and City representatives at Funerals throughout the area Investigate Fatal and personal injury Crashes - S(~cure scene - R,eroute traffic - M[easure, photograph, and document scene - Evidence collection - Impound vehicle - CRear roadway and restore traffic flow Monitor problem traffic areas and take enforcement Assist Jin road patrol with calls for service~ . . . . 23 IV +::. 0 ~ ~ ~ ., ~ ~ ~. 0 0 = ~ rIJ. 0 0= ~ = ., e ~ ~ = = ..... .. ~ ~ 0 ~ 0 ., Lj = ~. ~ Operations Bureau, Motor Unit Motor Summary 2005 2006 Area Patrols 1160 2673 Traffic Crashes 212 268 Traffic Stops 1111 2138 Special Details 14 40 Traffic Citation 3324 2164 25 N~ O~ ~ ~. == n ro ~ d ~ = ~. ~ o ~ ~ ~ ~ ~ _. o = ~ co = ~ ~ ~ = ..... (J ~ = _. = ~ ~ _. ~ tv 0"\ Operations Bureau, Canine Unit Canine Team · Cpl. Kevin Crager and partner Mark -Bolnb and firearms detection - Recovered valuable evidence used in a murder - Assist neighboring jurisdictions for assistance 27 Operations Bureau, Canine Unit Canine Team Cpl. Bob Fug,ate and partner Rico · Drug detection · Confiscated over $20,000 in drug money · Seized a wide variety of illegal drugs · Assist neighboring jurisdictions for assistance 28 Operations Bureau Emergency Response Team Responsibilities · ERT was established to provide a highly trained unit to assist in resolving "Special Thr'eat" or High Risk tactical situations that may arise in the City of Winter Springs or other jurisdictions if called upon. · ERT enhances the capabilities of the Police Dep1artment to safely resolve an incident while minimizing the risk to citizens, as well as the members of this agency. 29 Emergency Response Team Responsibilities · ERT has conducted operations on the follo,~ing: Barricaded Armed Subjects Barricaded Subjects Suicidal Armed Subjects Ex-Parte Order of Armed Subject High Risk Search Warrants Security Details Calls for Assistance via Mutual Aid 30 Emergency Response Team Responsibilities · ERT Melmbers make up approxinlately 950/0 of the high liability instructors that train all WSPD Police Officers. · ERT Members participate with no incentives. They all are assigned to normal duties within the police department. 31 Operations Bureau Critical Response Team (Hostage Negotiations) · The Critical Response Team was established in 19917 to handle delicate negotiations with subjects that posed problems beyond the norlmal capabilities of patrol officer. · Sin(~e its inception the CRT has been called out and successfully handled negations with suicidal subjects, barricaded subjects, and mel1Ltally challenged subjects. To date CRT has brolLlght a successful resolution to all challenges they have faced. 32 Operations Bureau Emergency Response Team Critical Response Team 33 Criminal Investigations Bureau Criminal Investigations Bureau 9 Officers 34 VJ VI ~ ~ -. s _. = ~ ...... ~ = -< ~ r:IJ f""'t- _. ~ ~ f""'t- _. o = r:IJ CO = ~ ~ ~ = Criminal Investigations Bureau Captain Mike Noland 22 years of service · Bur4~au Commander: Responsible for daily assignments to the Investigators as well as the daily operations of Criminal Investigations · Prepares and Manages Criminal Investigations Annual Budget · Prepares Monthly Report for Criminal Investigations · Public Information Officer: Contact person for all Media Outlets. Speaks to media contacts daily. Writes Press Releases and conducts Interviews with media · Higll Liability Police Vehicle Driving Instructor 36 Criminal Investigations Bureau Lieutenant Robin Bernosky · Lt. Robin Bernosky- 13 years with Winter Springs, 14 . years experIence · Monitors Investigators Case Progress · Investigates Elderly and Juvenile Cases · Coordinates Plain Clothes Operations (under age alcohol buys, surveillance on criminal cases.) · Attends Kids House and Homeland Security Meetings · Hostage Negotiator · High Liability Police Vehicle Driving Instructor · On Call One Week a Month 37 Criminal Investigations Bureau Investigator Rob Cable · Inv. Rob Cable- 20 years with Winter Springs · Investigates Felony Crimes · Person and Property Crimes · Homicide Investigator · Attends Meetings with other Law Enforcement Agencies Investigators, (Intelligence Meeting, Burglary Meeting, Robbery Meeting) · High :Liability Police Vehicle Driving Instructor · On Call Status Once a Month 38 Criminal Investigations Bureau Investigator Valerie Mendelson · Inv. 'l alerie Mendelsonp- 9 years with Winter Springs · Investigates Juvenile and Elderly Crimes · Crime Analyst for the Police Department (Responsible for reporting Part ()ne Offensives to Tallahassee, Maintains Crime Reports for Statistical Data) · Monthly Meetings with other Law Enforcement Agencies, (Homeland Security, Winter Springs Senior Center) · Self Defense Instructor · On Call Status Once a Month 39 Criminal Investigations Bureau Investigator Dave Raney · Inv. ])ave Raney- 6 years with Winter Springs · Investigates Felony Crimes, Person and Property Crimes · Investigates Fraud Crimes VIA Internet · Attends Monthly Meetings with Other Law Enforcement Agencies, (State Attorneys Office Operation Cease Fire, dealing with guns used in crimes, Robbery, Burglary and Intelligence Meetings) · On Call Status Once a Month 40 Criminal Investigations Bureau Investigator Tracey Fugate · Inv. ~rracey Fugate- 11 years with Winter Springs · Investigates Felony Crimes., Person and Property Crimes · Investigates Crimes against the Elderly · Attends Monthly Meetings (Winter Springs Senior Center., Robbery., Burglary and Intelligence Meetings) · Hostage Negotiator · On Call Status Once a Month 41 Criminal Investigations Bureau Investigator Mark Padgett · Inv. ~~ark Padgett- 8 years with Winter Springs · Assigned to the City County Auto Theft Task Force · Investigates all Stolen Vehicle Crime · Conducts Operations in order to reduce and solve Stolen V ehi(~les and Vehicle Burglaries · Writes and Executes Search Warrants 42 Criminal Investigations Bureau Investigator Keith Whitmore · Inv. ]{eith Whitmore- 5 years with Winter Springs · Assigned to City County Investigative Bureau · Investigates Sell and Possession of Narcotics · Investigates White Collar Crimes · Emergency Response Team · Writes and Executes Search Warrants 43 Criminal Investigations Bureau Investigator Dale Thrush · Inv. ])ale Thrush- 7 years with Winter Springs · Assigned to D.E.A. · Investigates Local Narcotic Crimes that go out of Florida and U.S. · Gath,ers Information and Investigates Gang Related Crimes · Writ(~s and Executes Search Warrants 44 Criminal Investigations Bureau YEARLY REPORT Cases Assigned 486 2004 Cases Assigned 787 2005 Cases Assigned 815 2006 Rleport does not include cases from CCIB, CCAT, and DEA investigations. 45 n c 53 53 = = 0\ .-. oq =00 .' ~ ~ ~ ~ -< ~ .-. rIJ. ~ ~ eo = ~ ~ ~ = (J o 53 53 = = ..... q 'J). ~ ~ ~- ..... ~ ~ eo = ~ ~ ~ = +::. 0\ ..j::::. ~ (] o $; $; = = .... . q rJ1 ~ ~ < .... . ~ ~ eo. = ~ ~ ~ = Community Service Bureau Captain · Responsible for overseeing day to day operations in the Community Services Bureau. This bureau consists of a Community Relations Officer and four School Resource Officers. · Responsible for planning and coordinating assignments for personnel assigned to this bureau and assisting personnel on certain job functions and checking paperwork when needed. · Represents the department on various boards, committees and events. · Maintaining a positive relationship between school officials, the school board and the Winter Springs Police Department. · Honor Guard 48 Community Service Bureau Community Relations Officer · Responsible for providing and coordinating all department community relations, crime prevention, drug education, safety programs, and assisting the School Resource Officers. · Comlmunity Relations Officer- Maintains a positive relationship between the citizens and the City of Winter Springs. · Maintains an open communication line with the citizens. Communicates with our residents both orally and in writing. Responsible for public meetings, public presentations and any other crime prevention program designated to inform and protect the citizens of Winter Springs. 49 Community Service Bureau Community Relations Officer . Cpl. .Allison Swain- 10 years with . D.A.R.E Instructor WintE~r Springs, 13 years . D.A.R.E Program Coordinator . experIence . Central Florida Law Enforcement Explorer Academy- . C~mmunity Relations Officer Executive Officer . Crime Prevention Officer . Special Event Coordinator-City . Defensive Tactics Instructor . Special Event Coordinator-Fund . Crim<<~ Prevention Practitioner Raising (Basic Crime Prevention, . Lead Explorer Advisor Commercial and Residential) . Award Committee Member . CEPTED Practitioner (Crime Policy and Procedure Review . Prevention Through Board Member Environmental Design) . Employee Advisory Board . Emerlgency Response Team . Back-Up 911 Communication Scrib(~Nideo Tech Specialist On-Call 24/7 . . Road Patrol Functions . Relay for Life Chairman 50 Community Service Bureau Community Relations & Crime Prevention Programs . Personal Safety Class . 911 Education . Residtential and Commercial . Homeowner Association Security Surveys Meetings . Child Safety Programs . Neighborhood Watch /Meetings . Adult Safety Programs . Citizen Advisory Committee . Elderly Safety Programs Meetings . BicycIe Safety . Explorer Program . Bicycle Rodeos . Shop With A Cop Stranger Danger . CYO-Community Youth . . Movit;~ Night Organization . Department Tours . W omc~n' s Self Defense Class . Assisting Citizens with requests to speak with various groups. (Boy/Girl Scouts) 51 ,. , VI N Community Service Bureau School Resource Officers · Res:ponsible for the safety of students, parents, adrrlinistrators and teachers within the public sch()ol system. Conducts in-service training for teac~hers and administrators and classroom presentations for students. · Responsible for conducting investigations, maintaining files, monitoring students acti'vities, identifying drugs and contraband, and maintaining a safe environment for all. 53 Community Service Bureau School Resource Officer . Cpl. I.Jori Anello-10 years with Winter Springs, 13 years experience . D.A.R...E. Instructor (Drug Abuse Resistance Education) . Mounted Patrol Officer . Critical Incident and Stress Debriefing . Relay for Life Committee Member . First lResponder to Terrorist Bombings . Athletic Security Coordinator for Winter Springs High School . Back-up 911 Communication Specialist . Back-Up Data Entry Clerk Records . Head Diving Coach for Winter Springs High School . Assistant Swimming Coach for Winter Springs High School 54 Community Service Bureau School Resource Officer · Cpl. Chris Taylor- 2 years with Winter Springs, 11 years experience · D.A.R..E. Officer (Drug Abuse Resistance Education) · Secretary for Florida D.A.R.E. Officers Association · Explorer Advisor · Crime Prevention Practitioner (Basic Crime Prevention, Commercial and Residential) · Central Florida Law Enforcement Academy Instructor · Central Florida Crime Prevention Association Officer · CEPTED Practitioner (Advanced Crime Prevention Through Environmental Design) 55 Community Service Bureau School Resource Officer · Cpl. JLou Custidero- 9 years with 'Winter Springs, 35 years . experIence · G.R.l~.A.T. Instructor (Gang Resistance Education and Training) · Comlnunity Youth Organization Counselor · Chaperone Sea Camp Counselor · Provides police presence at various school functions 56 Community Service Bureau School Resource Officer · Cpl. John Maxwell- 7 years with 'Winter Springs · D.A.l{.E. Instructor (Drug Abuse Awareness Education) · Firearms Instructor · Certified Field Training Officler · Varsity Football Coach for Wintler Springs High School · Boys and Girls Weightlifting Coach for Winter Springs High School 57 Information Services Bureau - Information Services Bureau 18 Full Time 1 Part Time 58 VI \0 ~ = ~ ~ a ~ ~ l-i- o = 00- ~ ~ -< l-i- ~ ~ r:IJ. ~ = ~ ~ ~ = Information Services Bureau Captain Jim Wilkins 23 years of service The Communications Section duties include all incoming emergency 911 calls frollB the public, non emergency calls for police and fire services, business lealls, general inquires and information for city services, and all radio conlmunication. . . The Records Section is responsible for all incoming mail, legal correspondence, records management and the storage and destruction of official police records as well as meets and greets the public when visitors come to the police department. . The Conlputer Services Section has the responsibility to ensure all computer, data processing, and radio systems are working on a twenty four hour/seven day a week schedule. . 60 Information Services Bureau ISB Supervisor · ~ va I ations and maintenance of files · Attend FCIC/NCIC meetings and arrange FCIC/NCIC training and testing, Valildates items entered into FCIC/NCIC · Oversee and maintains 911 system, and compih~s monthly stats . Attend quarterly meetings Monitor destruction of teletype printouts and approve destruction forms, reviews teletype entries and cancellations Maintain security camera system for the Police Department Complex . . · Oversees "Are you Okay" system · Review Daily Equipment Check Off sheets · Review Dissemination Logs for criminal histories · Review and update all Quick Reference Manual . Provide training and maintenance · Monitors and pull data from XCAD · Maintain House and Business Check · Maintain all computers and computer software 61 Information Services Bureau Communication Section The Communication Section is made up of four squads of three Communication Specialists. Each squad works a 12 hour work schedule which mirrors the Patrol Division schedule. The squads all performL the same duties during their shift. Some of the senior Communication Specialists also have added responsibilities which will be addr1essed in this overview. The basic duties of the Communication Specialist are as follows: Information Services Bureau Communication Section Answ(;~r six incoming business lines to the Police Department and transfer same to nin(~ty-three extensions within the building. Transjfer calls to all departments in the City. Answer all after hour calls for all other dty departments. Providle directions to callers as well as information on services provided by the Police Department, as well as information on special events that are held in the City. Take information from callers who are in need of service by a police officer and enter it into XCAD (computer). This information includes but not limited to house [checks, criminal investigations, traffic stops, business checks and putting units in and out of service. Receive calls from employees when unable to report for duty, contacting their supervisor to assure proper staffing and logging absences to inform all who review duty roster. 63 Information Services Bureau Communication Section . Maintain several logs such as . Monitor 9-1-1 computer system, fill tow/impound, abandon vehicle, out service requests and notify tech of repossession, tow rotation, private problem when alarm sounds tow, etc. . Provide resource information to . Monitor City Hall alarm system officers such as court dates, event numbers, call history, . Monitor Police Department security inmate/probation status and make phone calls for patrol officers when cameras and alarms as well as they are unable generator alarm contacting appropriate responders when File printouts from computers when necessary . necessary . Receive and deliver faxes to Administrative Secretary/send faxes . Constantly monitor unit status and for offiicers location . Monitor and communicate on all Winter Springs radio channels to include 9-1-1 64 Information Services Bureau Records Section Supervisor Notarizes documents for the Department as well as the public Copy and distribute State's Attorney letters to the proper officers Does public fingerprinting when civilian volunteer is not available Seal and Expunge records upon judges order Control cash flow and balance cash register at service counter and deliver deposit to City Hall weekly Sends out Traffic Docket e-mail to notify officers of traffic court Performs all duties that record clerks do daily when assistance is needed Performs all public record destruction after completing proper paperwork Prepares Performance Evaluations on assigned employees Perform"s scheduling, payroll review, career counseling and discipline for assigned employees Prepare statistics for monthly traffic crash report, Monthly Seatbelt Violation Report and Quarterly Seatbelt Violation Report for Tallahassee Information Services Bureau Records Section · The Records Section is made up of three employees who work in the reception area of the Winter Springs Police Department. During the business hours of 8:00 a.m. to 5:00 p.m. the Records clerks perform numerous tasks to serve both the public and the employees of the Department. The Records Clerk's responsibilities are as follows: · Customer service at the front counter of the Department. This ran~~es from giving directions to getting emergency first aid to injured people who show up in the lobby 66 Information Services Bureau Records Section . Creating folders for each arrest and . Respond to requests for information extracting data for statistical reports through mail requests . . Logging each traffic citation, . Logging checks received on submitting copies and submitting transmittal forms for public record transmLittal forms to appropriate requests state/local agencies . Organizing, checking, entering and . Upon officer request, pull copies of filing daily paperwork (reports, each traffic citation for the traffic citations, etc.) docket to be used in traffic court. . Monitor the Visitor Log, controlling . Accepting subpoenas for officers, entry into the Department, which is a loggin~~ them in and getting them to secure facility, issuing a visitors the appropriate officer badge and summoning the officer to meet guest prior to entry . Filing all in coming correspondence with the file it pertains to (by incident . Performing records checks for other number) . agencIes on 67 Information Services Bureau 2002 2003 2004 2005 2006 Auto AC4~idents Physical Arrests 442 495 508 505 530 640 588 627 1128 1633 552 437 486 787 815 Criminal Investigations *Total Calls for Service 58,125 76,958 83,290 91,904 107,074 *CalIs for service in 1997 24,087 68 Technical Services Bureau Technical Services Bureau 4 Full Time 69 -....) o ~ ~ ~ =- = ~. ~ ~ ,...., rJJ. ~ ~ ~ ~. ~ ~ r;,J 0= = ~ ~ ~ = Technical Services Bureau Captain Joe Riddick 20 years of service · Fleet Maintenance · Polic~e Complex Maintenance · PrOI)erty & Evidence Intake & Security · Crilll1e Scene Processing & Evidence Collection · Quartermaster & Supply · Department Property & Equipment Purchasing 71 Technical Services Bureau Bureau Commander · Sup<<~rvise Bureau personnel · Assist Property and Evidence · Assist Quartermaster · Manlage daily fleet perform minor vehicle . repaIrs · Hostage Negotiations Commander · MaiJltain Police Complex · Emergency Operations Center Commander 72 Technical Services Bureau Crime Scene Tech Cathy Presley · All crjime scene processing elements: - Photography Note taking, sketching, . measurIng Latent processing, casting, tool impressions, chemical processing Crime scene protection/security Safety issues/bio-hazardous materials Evidence marking, evidence collecting, etc. Documentation of evidence processing methods/write reports · On can 3 Technical Services Bureau Quartermaster Duties . Fill requisitions for all . Obtain numerous quotes for bureaus/all types of supplies items needed . Maintain/modify records for . Locate vendors with best pricing issued equipment for every on items needed/locate new items member . Communicate with vendors . Maintain equipment in stock regarding product questions and pricing/shipping information . Maintain equipment records . Complete PO requests to include Perform monthly and yearly line codes . inventories of department owned equiplment . Copy/disseminate/maintain records of PO requests . Issue equipment to new members and intake departing member . Place orders equiplment 74 Technical Services Bureau Property & Evidence Technician Cpl. Joe Boudreau · Collection of all evidence our department collects · State Attorney Liaison for all department evidence · Disposition of property/ evidence after court conclusions · Court order destruction · of Narcotics & weapons · Steri(~ycle medical waste liaison · FDLl~ evidence liaison · On call Technical Services Bureau Shared Responsibilities · Thc~ Crime Scene Technician and the Pr(J~perty and Evidence Technician work hand in hand. Many of the daily ope~rations are shared between them to conlplete the task. 76 Technical Services Bureau Custodian · Maintain cleanliness of police complex - EJmpties trash cans. Keeps grounds clean of trash - Cleans restrooms - S'iVeeps, mops, buffs, and waxes floors. Vacuums offices and floors - Pt~rforms minor unskilled maintenance work. Changes li~~ht bulbs - M:oves furniture and dusts · Picks up cleaning supplies · Orders & manages cleaning supplies 77 Code Enforcement Bureau Code Enforcement Bureau 5 Full Time 78 -....} \0 ~ o Q. (D ~ = ~ ~ n (D e (D = ~ CO = ~ (D ~ = Code Enforcement Bureau Captain Glenn Tolleson 21 years of service Bureau Commander: Responsible for daily inspections and re-inspections for the Insp,ectors as well as the daily operations, and budget of Code Enforcement Bureau. Development Review Committee: Contact person for all new development and redevelopment within the City. Including City Comprehensive Plan, zoning, and building issues. City represf~ntative and prosecutor for the Code Enforcement Board. Grant Administrator: Writes and coordinates grants awarded to the Department. 80 Code Enforcement Bureau -Code Enforcenlent responsibilities were assigned to the Police Department in 2003. -The number of cases have increased more than 1500/0 during this time. - The Code Enforcement Bureau has added 1 additional officer for the increasing demand for additional servil~es. -The bureau is the only enforcement entity the City has for violations of all City Ordinances and codes. - We use the Code Enforcement Board and citations as a means to achieve compliance when no other option has: worked. -Currently, the lbureau has a 960/0 compliance rate requiring no additional actions being taken against the violator. -The code enfon~ement program exists to serve all people within our jurisdiction with respect, fairness and cOlllpassion. Our mission is to provide quality public services which are efficient, cost effective, and responsive to community need's in order to protect and enhance the quality olllife of our community. I 8000 7000 6000 5000 4000 3000 2000 1000 o Code Enforcement Bureau Comparison Ratio of Violations I . I ! · 7312 2002 82 2003 2004 2005 2006 Code Enforcement Bureau The lmembers of the Bureau have attended training classes provided by the Florida Institute of Government in code enfol4cement. There are three levels of training provided to the inspectors and then by completing a written and approved legal resealrch paper they receive the Certification of Code Enforcement professional. 83 (j o Q.; ~ ~ = ~ ~ n ~ e ~ = ~ 0= = ~ ~ ~ = Professional Standards Bureau ][lrofessional Standards Bureau 3 Full Time 85 00 0'1 ~ ~ o ~ rJ). rJ). ~. o = ~ jIIIIeIIIl 00 ~ ~ = Q. ~ ~ Q. rJ). eo := ~ ~ ~ := Professional Standards Bureau Internal Affairs · Lt., Kevin Presley - 12 years experience - J\gency instructor in General Subjects & High ]~iability Training - ]~mergency Response Team Member - ])epartment Armorer - ]?ield Training Officer - ()n call 24/7/365 - IJackground Investigator 87 Professional Standards Bureau Internal Affairs The Internal Affairs Unit is the component responsible for administ1ering the internal affairs function of the Department. The IAU is responsible for the recording, registering, and controllillg the investigation of all complaints against members:; supervise and control the investigation of alleged or suspecte(1 misconduct by members; and maintain the confidentiality of the investigations and records by storing them in a secured manner as law permits. The IAU is the position responsible for the internal affairs function and has the authority to report directly to the Chief of Police. 88 Professional Standards Bureau Training Coordinator · Cpl. Clark Schneider - 10 years experience Training has often been cited as one of the most important responsibilities in any law enforcement agency. Training serves three broad purposes. First, well trained members are generally better prepared to act decisively and correctly in a broad spectrum of situations. Second, training results in greater productivity and success. Third, training fosters cooperation and unity of purpose. The Winter Springs Police Department provides many different types of training for our members so that they can give the community the best service possible. The goals and responsibilities of the training program are to improve and update job skills, firearms training or recertification, and to train members in new skills and programs that make the Department more effective. 89 Professional Standards Bureau Accreditation Manager · Cpl. Daniel Accomando - 7 years experience The Accreditation Manager is responsible for ensuring that periodic reports, reviews, and other activities mandated by applicable accreditation standards are accomplished. The Wint4~r Springs Police Department is now recognized as a national and state accredited agency. The Commission on Accreditation for Law Enforcement Agencies Inc. (C.A.L.E.A.) and the Commission for Florida Law Enforcement Accreditation (C.F.A.) have granted the Winter Springs Police Department accreditation after completing a thorough evaluation of the Department's policy and procedures as well as an inspection of our equipment and overall operational readiness. Winter Springs Police Department In Summary · Lowest number of officers per population of any city in Seminole County · Lowest operating budget per population of any city in Seminole County · Lowest crime rate per population in Seminole County · Third largest population in Seminole County · Third largest jurisdiction by land mass in Seminole County · Only City Police Department in Seminole County with both State and International Accreditation status and one of only 22 police agencies state wide to hold this status 91 Winter Springs Police Department 100/0 Reduction Budget re<iuction would be $642,135 · Loss of 9 positions 5 sworn and 4 civilian · Present response times and other services to the community would be iJmpacted · Loss of all capital with the exception of vehicle lease purchase 92 Winter Springs Police Department 100/0 Alternative -Callcel all City events that require overtime to staff - Eliminate the Communications section from Info,rmational Services Bureau, which will result in loss of services to the community. -Loss of 12 civilian Communication Specialist 93 Winter Springs Police Department 200/0 Reduction Budget reduction would be $1,284,270 · Loss of~ 18 positions 10 sworn and 8 civilian. This would further impact our response times and other services to the comJmunity. · Loss of' all capital with the exception of vehicle lease purchase · Reduction of operating budget proportionate to employee loss 94 Winter Springs Police Department 200/0 Alternative No alternative other than loss of personnel as a result of an already cost efficient budget. · Loss of Communication section · Loss of 8 sworn personnel · Loss ofCCIB, DEA, CCAT, task force agents, 1 sworn officer from each of the 4 shifts and the Accreditation Manager. 95 Winter Springs Police Department 300/0 Reduction Budget reduction would be $1,926,405 · Loss of 27 positions 15 sworn and 12 Communication Section personnel · Drastically effect response times and other services to the community. · Loss of all capital with the exception of vehicle lease purchase · Reduction of operating budget proportionate to employee loss · Loss of 3 Investigators, Accreditation Manager, 1 Code Enforcement, 1 School Resource Officer, 1 Technical services member and the loss of 2 sworn members from each of the 4 shifts. 96 Winter Springs Police Department 300/0 Alternative No alte:rnative other than loss of personnel as a result of an alrea,dy cost efficient budget. 97 WRAP UP We have something very special in Winter Springs. 1. We have a great community. 2. We have decided to be different. 3. The leadership shares a common vision for an extraordinary quality of life. 4. City Officials and Employees share a common vision for excellence in the delivery of services. 5. Senior Management Team - Dream Team a. Highly competent. b. Committed to continuous improvements. c. Committed to public service. d. Committed to cooperative synergistic leadership. e. Committed to added value. 6. We have not enjoyed the luxury of highly diversified tax base. We have had to be frugal. We are 5-10% beneath needed stafflevels and budgets. Our compensation package is 5-10% behind. Many of our exempt employees work 50-60 hours with no extra pay. 7. We believe we have gotten the job done for you. 8. The City belongs to you. We work for you. We are committed to your vision of the future. 9. We are at a pivotal time in our history. 10.Decisions made in the immediate future will say a lot about our ability to maintain our extraordinary quality of life and our ability to accomplish our benchmark of success. These decisions will reflect what this community deems to be important. 11. Unfortunately, in the public arena we will always have people whose private agendas are to divide rather than to unite. They are always highly visible through their rhetoric. This is counterproductive 12.Fortunately, we will always have an honest diversity of opinions among people with a public serving agenda. This is a productive. 13. What we seek from you is a mindful as opposed to a mindless and reactive consensus of thought regarding these questions. Where do we go from here? What is our future going to be? Do we move forward? Do we stay where we are? Do we drift backwards? 14.How can we assist you with your task relative to Legislative cuts? Cut Budgets and services? Override Legislative tax cuts and service levels? Override Legislative budgets and improve services? Submit to legislative tax cuts and raise alternative revenues? City of Winter Springs Budget & Financial Review Background · 1996 State of the City o Elnbryonic o Inlmature Management o U11acceptable Turn Over Background . 1996 Strategic Benchtnarks o Setvice Excellence in all Areas o Fi11ancial Discipline o Wc)rkforce Competency and Stability o Op1enness /Responsiveness o To'wn Center Development o Corridor Beatification o Information Technology Background .. 1997 Began an Incremental Implementation Str~lltegy. . 200'7 Today o Winter Springs is recognized nationally, statewide and locally for its accomplishments. Our Progress to Date & Vision of the Future Could be in Jeopardy · There is broad acknowledgment of the fact that our property tax system is broken and needs to be fixed. · How"ever, statewide surveys show that Florida residents, by a 2 to 1 margin, do not want their services reduced. . Due to our very conservative management philolsophy and practices, service levels in Winter SprirLgs will be impacted by even small reductions in property taxes unless mitigation strategies are identified. Our Progress to Date & Vision of the Future Could be in Jeopardy . The gravity of these reductions will depend upon the final adopted proposals. House "\\lorst Case Proposal $4.8 million reduction Senate Best Case Proposal minimal first year Committee Purpose The pllrpose of this Task Force shall be as follows: · To become thoroughly familiar with proposed and adopted Property Tax. Legislation, and municipal service programs effected by proposed and adopted Legislation, and strategies for mitigating the impacts. Committee Purpose II To m.ake recommendations to the Mayor and City Comlnission regarding strategies that should be employed to mitigate the effects of Property Tax Legislation taken by the 2007 Legislative Session including the following: D The reduction and or elimination of services. o The adoption of alternative revenue measures. o SOJme combination of the above. o Other measures deemed appropriate. Committee Purpose II To m.ake recommendations to the Mayor and Commission regarcling pre-referendum public education strategies that should be employed to provide the public with factual inforlnation regarding the impacts of the proposed referendum on the delivery of essential services in the City. Adopted Property Tax Amendment Statutory COlllponent: Roll Back to FY 07 (+ New Const.) $ 784,000 8.20/0 Additional 90/0 Cut (of rib to FY 07) 774,000 8.1 0/0 Total Statutory $ 1,558,000 16.30/0 Constitutional Cotnponent 983,000 Total Reductions $ 2,541,000 TBD (300/0 ) Exemptions . StatlJtory Exetnptions o Schools o Fire MSTU's - Special Districts o Fiscally Constrained Counties o Community Redevelopment Agencies . Constitutional Exetnptions o N (>ne Mitigation Strategies . Ove:rride the Additional 90/0 Cut o 2/3 Commission Vote to Override . Ove:rride the Roll Back to FY 07 o Ul1animous Commission Vote to Override II Millage Increase o Referendum to Override Mitigation Strategies . Alte:rnative Replace11lent Revenues . T ratlsfer Services o Other Governments o Privatization ADOPTED PROPERTY TAX AMENDMENT Statutory Roll Back (FY08) Roll Back to FY 07 (+ New Const.) Additional 9% Cut (of Roll Back to FY 07) Total Constitutional Roll Backs (FY09 if approved) Constitutional Total Reductions Mitigation Strategies · Override Additional 9% Cut · Override Roll Back to FY 07 · Millage Increase · Alternative Replacement Revenues · Transfer Services: · Other Governments · Privatization $ 784,000 774,000 $ 1,558,000 8.2% 8.1% 16.3% $ 983,000 TBD% $ 2,541,000 TBD% 2/3 Commission Vote to Override Unanimous Commission Vote to Override Referendum to Override Statutory Exemptions · Schools · Fire MSTU's - Special Districts · Fiscally Constrained Counties · Community Redevelopment Agencies Constitutional Exem ptions · None Ad Valorem Revenues & County Spending: Where Did the Money Go? + Winter Springs Cost Analysis Prepared by Fishkind & Associates, Inc. '12051 Corporate Boulevard Orlando, Florida 32817 407-382-3256 or Fishkind.Com FISHKIND & ASSOCIATES Topics of Discussion · Fishkind & Associates was contracted by The Florida Association of Counties to analyze the growth in ad Valorem revenues and County gc)vernment costs. e Arlalyze growth in ad Valorem revenues e C()unty Cost Surveys · Florida Local Government Cost Index ("LGCI") · City of Winter Springs Analysis & Comparisons February 23, 2007 Fishkind & Associates, Inc. 2 ;0 ~ G) CD ., ~ 0 c ~ G)~g: o -- < ;0 ~ CD CD ):> .,Oa. :J CD 3 <" < CD CD Q) ;a.a.o en c- ., '< CD .,3 o --I ., Q) 0..:>< Q) Growth in Ad Valorem Tax Collections 1999-2005 $ Billions I~!ll Total $11.4 Billion .t Schc)ols $4.2 Billion - RLE $2.7 Billion - Local $1.5 Billion If~ Courlties $3.9 Billion 11]]1 Citie:s $1.7 Billion .il! Other $1.6 Billion February 23, 2007 S:f1:rls 0:u1y CJty AI em Fishkind & Associates, Inc. 4 " CD 0- ..., C Q) -< I\.) c.v I\.) o o '-l () ~ \..J C :J ,....... '< en c :< CD '< o ID ,....... ID )> ::J ID '< en -- en ::!'! en :r 2S': :J 0.. 90 }> en en o Q. Q) .-+ CD en :J o CJl County Survey Methodology III Surveys were sent to every County in the State. I~ij Capital and operating expense information was requested regarding Law Enforcement, Con~,titutional Officers, Jails, Roads, Court Facilities, Insurance, Fuel, etc. ." 51 Olut of 67 Counties responded - 930/0 of State's population covered .!!Ii The following slides discuss the absolute dollar growth and percentage growth in specific categories from the Counties that responded February 23, 2007 Fishkind & Associates, Inc. 6 Cost Driven Categories These Spending Categories Increased Due to Increases in Costs Dolla r Growth I % Growth $400 $380 250% ] 199% $300 -------..----- 200% 171% $200 $179 150% 100% , -lno- ---------------- ---- 100% $100 50% $0 0% Property Health Insurance Fuel & Utility Property Health Insurance Fuel & Utility Im)Urance Ins urance February 23, 2007 Fishkind & Associates, Inc. 7 Cost Driven Categories . I ncreases in spending for these categories are primarily driven by cost factors outside of trle Counties' control. . For example, consider the following: - Dade County experienced an increase of $L~1.0 million or 1130/0 growth in fuel costs - Palm Beach County incurred an increase of $54.0 million or 2160/0 property insurance - CC)sts for health insurance jumped $26.0 mnlion or 1770/0 in Broward County February 23, 2007 Fishkind & Associates, Inc. 8 Growth in the Budgets of Constitutional Officers 1999-2005 Dollar Growth ($rnillions) , I I % Growth $1,500 I 150% 0 $1,000 - I 100% 61% 54% 43% $500 -$82--. 152 ,I 50% $62 $. ~ ~ I 0% I Sheriff Tax Supervisor Property Sheriff Tax Collector Supervisor Property I Collector of Sections Appraiser I of 8ections Appraiser 1 l I February 23, 2007 Fishkind & Associates, Inc. 9 Constitutional Officers .I!! The Sheriff experience by far the largest absollute dollar growth for Constitutional Officers. ., Large, medium, and small counties were affected. -~ Some examples are instructive: - Sheriff's costs jumped $70.0 million or 1170/0 in Lee County - Sheriff's costs jumped $317.0 million or 1020/0 growth in Broward County - Sheriff's costs jumped $10.0 million or 3300/0 growth in Sumter County. February 23, 2007 Fishkind & Associates, Inc. 10 Growth in Capital Facilities Expenses 1999-2005 Dollar Growth ($millions) : % Growth 334.1 I 400 I 300% 0 I : 219% 212% 300 1 200% 200 45.4 31.1 I ' 57.4 ' , 100% 100 I o , 0% Park Li bra ry Jail Capital Courts Park Capital Library Jail Capital Courts Caital Capital Capital Caital Capital February 23, 2007 Fishkind & Associates, Inc. 11 Growth in Expenditures for Parks Capital Facilities Expenses . Strong demand for park facilities and environmental lands. . For example: - Brevard County expenditures jumped $31.0 million or 1 ,0440/0 - Collier County expenditures jumped $40.0 million or 1 ,4780/0 - Lee County expenditures jumped $63.0 million or 5240/0 February 23, 2007 Fishkind & Associates, Inc. 12 Road & Bridge Construction and Maintenance Expenses Dollar Growth ($millions) % Growth 439.4 150% 500 400 100% 300 44% 200 m~ 50% 100 0% ' 0 Road and Bridge Road and Bridge Road and Bridge Road and Bridge Construction Maintenance Construction Maintenance February 23, 2007 Fishkind & Associates, Inc. 13 Road & Bridge Construction & Maintenance .l Road costs for construction and maintenance have skyrocketed since 2000. .1 For E~xample consider the following: - $41.0 million or 321 % growth in Road construction expenses for Collier County. - $90.0 million or 2180/0 growth in Road construction expenses for Duval County. - $72.0 million or 3040/0 growth in Road construction expenses in Lee County. - $23.0 million or 520/0 growth in Road maintenance eXlpenses for Hillsborough County. February 23, 2007 Fishkind & Associates, Inc. 14 eRA Payments .1 TIF ~)ayments grew by $113.7 million dollars for a 32~50/o increase. · TIF payments simply flow from the County's gene~ral fund to the CRA fund. - Incremental ad Valorem revenues are targeted for a specific area within the County · The increasing popularity of CRA's has contributed to this increase. · $34.0 million or 349% growth in CRA payments for Dade County. · $13.0 million or 375% growth in CRA payments for Palm Beach County. February 23, 2007 Fishkind & Associates, Inc. 15 " o ., -- 0.. 0) or o 0 en () · I 0) ::::J G) 0..0 CD < >< CD ., ::::J 3 CD ::::J . I Operational Cost Index Methodology E A Sanlple of Florida's Counties ranging from small to large was taken ~n order to develop a Local Government Cost Index ("LGCI") similar to the CPI used by the Federal Government. E' Categories Used: - Salaries and Wages - Health Care and other Fringe Benefits - Fire and EMS - Sheriff Department Allocation - Other Constitutional Officer Payments - Other Expenses Not Elsewhere Classified Et A per employee expense for each category was determined for each samplE~ County. EJ Per Employee totals were then weighted with the first year benchrnarked at an index of 100. February 23, 20D? Fishkind & Associates, Inc. 1? 150.00 130.00 110.00 90.00 LGCI Vs. CPI LGCI vs. CPI, 2000-2006 100 157.8 117 2000 2001 2002 2003 2004 2005 2006 February 23, 2007 Fishkind & Associates, Inc. 18 Operational Cost Index - Discussion .1 LGCI for Counties shows a 580/0 increase in overall expenses 2000-to-2006 .11 CPI !~rew by 170/0 from 2000-to-2006 I,ll' The LGCI grew 350/0 more than increases attrit)uted to the CPI .1111 CPI rneasures mostly household purchases .! Loca.l Governments are purchasing items such as p~roperty insurance, health insurance, fuel, law enforcement services, etc. that tend to increase in costs at a faster rate than CPI February 23, 2007 Fishkind & Associates, Inc. 19 " CD 0- ..... C Q) -< f\.) 0J f\.) o o -..J :!"! C/l :::r 2S': :::J Q.. Qo )> C/l C/l o Q. Q) ....... CD C/l () Q) -0 -- ,........ Q) () o (J) ,........ :::J () G) .., o :E ,........ ::::r f\.) o Highway and Street Construction - PPI r 190 l I 180 170 160 150 140 j 1 ~_().5 137 130 ~ 184.8 ~-- 166.8 133.7 2000 2001 2002 2003 2004 2005 2006 I Outpaces CIP by 1000/0 February 23, 2007 Fishkind & Associates, Inc. 21 Construction Materials Cost Increases, 2005-2006 2005 2006 Cost Annual 0/0 Cost Annual % Increase Increase Earthwork: Cubic Yard $7.37 68% $15.40 109% Asphalt (Tonnage Ton $77.66 260/0 $88.75 140/0 Items) Concrete (Structural) Cubic Yard $761.71 350/0 $1,434.45 88% Steel (Structural) Pound $1.57 6% $2.00 27% Steel (Reinforcing) Pound $0.91 21% $1.60 76% February 23, 2007 Fishkind & Associates, Inc. 22 " CD 0- ., C Q) -< N c..u N o ,...... ........ -....J . ~ -- ::J ,....... CD 1 en -0 1 -- ::J (Q en () o en ,....... ::!1 (J) ::r ~ ::J 0... Qo )> (J) (J) o Q. Q) ~ CD (J) ::J () )> ::J Q) - '< en -- en N c..u City Population & Employee Growth, 2000 - 2006 I 25% 200/0 150/0 100/0 50/0 00/0 230/0 10% D Population Em ployees Adjusted Em ployees -30 out of 53 new employees were for Fire or Police Department. -Nl~W Fire Station opened & additional fire fighters hired to meet accepted manning levels. - Nc~w Police Officers hired to move closer towards accepted m~'nning levels. February 23, 200? Fishkind & Associates, Inc. 24 City Population & Employees . Population of 30,860 in 2000 grew to 33,!971 people in 2006. . City employees grew from 235 in 2000 to L~98 employees in 2006. - Fire Fighters, Police Officers account for 570/0 of increase. - Irlformation Technology demands. February 23, 2007 Fishkind & Associates, Inc. 25 Winter Springs Total Spending ($Million's), 2000 - 2006 $70 $60 $50 $40 $30 $20 $10 - $0 . I 2000 2001 2002 2003 2004 2005 2006 i L ;57% increase in total spending from 2000 - 2006 February 23, 20D? Fishkind & Associates, Inc. 26 Universal Chart of Accounts Analysis February 23, 2007 Fishkind & Associates, Inc. 27 Police Expenses Per Capita - 2005 Police Per Capita Expense - ! $250 1 $214 $225 $200 $159 $160 $175 $150 -1 $125 $100 $75 $50 $25 $- Winter Ovi e do Altamonte Casse I be rry Sanford Springs February 23, 2007 Fishkind & Associates, Inc. 28 Fire Expenses Per Capita - 2005 $150 $125 $100 $75 $50 $25 $- Fire Per Capita Expense $100 $102 Casselberry Winter Springs February 23, 2007 $118 $125 Oviedo Sa nford Fishkind & Associates, Inc. 29 Parks Expenses Per Capita - 2005 Parks Per Capita Expense $100 , $92 $85 $75 $6-4 $70 $72 $50 $25 $- Wi nte r Ca sse I be rry Sanford Altamonte Oviedo I J Springs February 23, 2007 Fishkind & Associates, Inc. 30 Transportation Expenses Per Capita - 2005 $200 l $175 ~ $150 $125 $100 $75 $50 $25 $- $-69 Wi nte r Springs Transportation Per Capita Expense $184 $85 Sanford Oviedo Altamonte Casselberry ! February 23, 2007 Fishkind & Associates, Inc. 31 Tax Reform Discussion February 23, 2007 Fishkind & Associates, Inc. 32 Latest Senate Proposal ./ ROlli Back and Cap Base Year - 2005-2006 Illil I nf~ation factors new construction (population) and per capita income (per Cal)ita income runs about 40/0-50/0 per year) III No inflation factors allowed in FY 2008-2009. I~i Cap can be overridden with a 2/3 vote of County Commission, beginning in the third yec3r (2009-2010). . There is a reset provision after the third year (2C)09-2010) if the cap is penetrated. February 23, 2007 Fishkind & Associates, Inc. 33 Senate Proposal Cont... · $25,000 tangible personal property tax exen1ption · Double homestead exemption for first-time hom~9buyers · Affordable housing to be taxed based on rent collected rather than market value .11 Portability of Save Our Homes - Keep SOH and taxable value of the new home will grc)w by 100/0 per year until the normal SOH benefit is rec~ched. ) February 23, 2007 Fishkind & Associates, Inc. 34 Fishkind Proposal - Eliminate RLE School Property Tax 2006-2007 LIse of Funds: F~LE [)iscretionary Local Effort Sources of Funds: $7.40 $1.01 $8.41 Increase Sales Tax 1.5 Cents $5.70 [)ouble Doc Stamp $3.20 $8.90 February 23, 2007 Fishkind & Associates, Inc. 35 f-4 ~ o ~ j ~ CI'J Q) ~ s ~ ::c: ~ ~ ~ Property Tax Reform · The Property Tax System in the State of Florida is br()ken and needs to be fixed. What needs to be done? · There are many ways to accomplish real property tax reform and there are no shortages of id1eas. · The following suggestions would reduce property taxes by 800/0 or more without reducing local government services. What needs to be done? · Fecltures of the Save Our Homes initiative that cause property taxes to be assessed unevenly and unfairly across all classes of property need to lJe eliminated. · Alternatives to property taxes need to be identified to fund school districts, which are the major beneficiaries of property taxes. What needs to be done? · The removal of special interest exemptions from existing state sales taxes could be utilized to fund almost, if not, all unfunded state mandates imposed on local governments and schools. · The "shell game" of the state imposing unfunded mandates on local governments, while at the same time reducing local go,Ternment revenue opportunities, in order to reduce state budgets needs to be eliminated onc:e and for all. What needs to be done? · A local option one-cent sales tax authorized in each county to replace an equal amount of property taxes would reduce local property taxes by an estimated 500/0. · The state must honor the constitutional concept of home rule by allowing local go,remments to determme level of local services which are acceptable at the local level, not at levels decided by uninformed state officials. Why Has Property Tax Use Increased? · There are five major causes for the unusually high increase in the consumption of property taxes over the past 6 years: · Urlprecedented increases in school costs · Unprecedented increases in local government costs · Urrlunded state mandates . Growth · The public's demand and desire for improved local . selVlces School Costs · 440/0 of your local property tax bill goes to fund schools. Property Tax Usage in Winter Springs 50% 40% 30% 20% 10% 0% , Schools County City SJRWMD School Costs · Local governments are responsible for funding local services. Property taxes are set aside by the State Constitution to help fund local services. · Education is a State responsibility. · Article VII of the Florida Constitution prohibits the State from levying property taxes. Therefore, schools are to be funded from revenue sources other than property taxes. School Costs · The State forces local taxpayers to pay for a large portion of schools through a clever "shell game" called the Required Local Effort. · In addition to the Required Local Effort, the State further relieves itself of funding education by authorizing local School Boards to levy and collect three additional property taxes: a discretionary local tax, a capital outlay tax, and a voter approved tax. School Costs In Seminole County, school property taxes are levie,d as follows: · Required Local Effort · Discretionary Millage . Capital Outlay Millage . Voter Approved Millage . Total 5.0010 mills 0.7520 mills 2.0000 mills 0.0000 mills 7.7530 mills School Costs · This year, the Governor and Legislature increased your local property taxes for schools by more than 170/0. · For the upcoming year, the Governor and Legislature are planning to raise property taxes for schools an additional 7.40/0. · At the same time, the Governor and some Legislators are demanding local governments to drastically reduce city and countytaxes. Local Government Costs · Unprecedented increases in the cost of goods, services, and infrastructure has occurred over the past six years. · This has caused local governments to offset these costs with the increase in property tax reVel1UeS. · Most often this offset has occurred rather than reducing levels of services to the public. Local Government Costs · Construction materials and labor costs have increased due to supply shortages, construction demands, and infamous natural disasters (Florida, New Orleans). · Construction costs have risen from $50 per square foot to $200 per square foot since 2002. · Also, unprecedented increases in fuel and petroleum products, electricity, and property anel health insurance. Local Government Costs · According to Fishkind & Assoc., Local Government costs have increased 580/0 since 20()2. · The Florida Department of Transportation concluded that their costs increased 600/0 over the past six years. · The cost increases shown in these studies reflect similar increases experienced by Wmter Springs and other cities. Local Government Costs Over the past six years, · The G>nsumer Price Index has increased about 170/0. · The Local Government G>st Index (LGQ), developed by Fishkind and Associates, Inc., has increased 580/0. 150.00 130.00 -- 11 O. 00 90.00 Local Government Costs LGCI V5. CPI 2000-2006 157.8 2000 2001 2002 2003 2004 2005 2006 Local Government Costs · There are vast differences in the Local Government Cost Index (LGO) and the Consumer Price Index (crI). · The crI measures consumer household costs. · The LGO measures the costs of the types of purchases made by local governments in Florida. · Growth in these types of local government items commonly outpaces the growth in the crI. Unfunded Mandates · Unfunded State Mandates on Local Governments have had dramatic impacts on the cost of local governments in Florida. · According to the Florida Association of Cbunties, local governments pay more than $1 billion annually for these State responsibilities. Unfunded Mandates . Examples include: · Mandated increases in health insurance coverage caused by relentless lobbying and enormous campaign contributions of public employee unions which have caused worker's cOlllpensation costs to increase lllore than 300/0. For Example: L,"" I~~lEDIATEACTION REQUESTED! 2) Workers' Compensation for First Responders Please contact y,our legislators ASAP . Workers' (:ompensation for First Responders Expanded Workers' Compensation and DisabUfty "ensions for First Responders !;ignificant Impact on Cities O'pting Out of Social Security Program CS/HII 45 and CS/SB 746a:re a !ignifiqrD~ unfunded state mandat~. Tell You_r._~~~~II!I~~1"S toOgpose the Bins · C$/SB ~'4~ has a'lready passedtJ]e S~Dilb:_lDdJ, in the House. C$.lSB '4~ and CS1H.B45a.relloth.avlilab'(! tq be headbytb~.fIdJWpuse, For Example: · .!2!U1ot DaSS llnfunded ~.> 1Ifl1J~ iq a4dfUon Q) ~~ mrmm wi1;b significant r~~ons ofJocalgovernment revenu ---! · The bill wUI have an estimated minimum lll..m.illion vearly im:pacton cities and counties. · The estimated $11 million yearly impact does n2t indude th~ fiscal imDac:t on :'Iocal Q9vernmeDtLtbat sel~in~M[I wqrkers' comD,nsation. (If your city self-insures, p'ea:5e estimate the fiscal impact for your city.) · The fiscal impact on ~'ties and counties will b~,i9DificantJv l1igher tbin lU.roilliQn ve@rlL · P~nllion disa~ilitre)(Denses will inc~se, adding additional costs to cities and (;ounties. · Ci~IJLQatiP90~t of SocI~ISecu~itr.P'rogram: The bills provide that thiepermanenttotal suppliementa.1 workers' compensation benefits received by a ft:rstrespo.nder whose employer dioes not p1articipate in the social security prog:ram do not terminate after the flrst'-.ponder attains age 62. ThisprovisionwUIUkefy be very costly for cities that opted out of the social security program. · .'I!U..Jroq[ ~~'llJt()rs to vote "NO" on any bill giviQG. sQI2UI mlleneftts to - More Unfunded Mandates · Examples include: · The Florida Legislature's retreat from funding the State system of Juvenile Detention Centers and the State Prosecutorial System which has caused local governments to pick up the cost of running both systems. Local Gov't Growth · The Fishkind study concluded that 170/0 of new dollars generated in the past six years have been consumed by the delivery of services to new residents and businesses across the State. · In Wmter Springs, growth has consumed an estimated 120/0 of new dollars generated over the . past SIX years. · Well within our capacity to fund if not for... Local Gov't Growth · '" the unprecedented increases in costs, unfunded State Mandates, and demands and desires for improved local services. Local Gov't Improved Services · Citizen demands for new and higher levels of service consumed the remaining portion of new revenues generated over the past six years. · By far, the majority of these improvements have occurred in public safety. Local Gov't Improved SetVices · The rapid increase in violent crime, home invasions, gangs, school security, etc. . Newr threats of terrorism. · Compelled local governments to make unprecedented improvements in law enforcement, fire, and emergency medical . servIces. Property Tax Growth Statewide Statewide Growth in Property Tax Collections 1999-2005 40%- 30%- 20% 10% 0% . Schools Counties Cities Other Property Tax Usage in COWS Property Tax Usage in Winter Springs 50% Schools County City SJRWMD 40% 30% 20% 10% 0% Property Tax Usage in COWS · $4.6 million dollars in new property tax revenue generated over the past six years. · $9.5 million dollar increase in expenses incurred in the General Fund over the past six years as follows: · Increased cost to maintain the status quo $6.8M · Increased cost to service new growth $1.4M · Increased cost of improved services $1.3M · Total $9.5M Property Tax Usage in COWS f:f7 6.0 c o 2 5.0 New Property Tax Revenues vs. Increased Cost to Maintain the Status Quo 7.0 4.0 New Property Tax Revenues I ncreased Cost to Maintain the Status Quo P110perty Tax Usage in COWS Public Safety vs. Property Taxes 6.0 5.5- f:f7 c o :5.0 2 4.5 1_ ._ 4.0 ' Public Safety Cost Increases Property Tax Revenue Increases Property Tax Usage in COWS All New General Fund Revenue Usage in Winter Springs 60% 40% 20% 0% Public Safety Parks & Recreation Inform ation Technology Street Lighting & Beautification Other* Public Works Senior Services eRA Who Benefits? Estimated Tax Savings: . Average Floridian . Pro Golfer Greg Norman · House Speaker Marco Rubio $2,300 $130,000 $12,000 Conclusion · Property Tax System broken and must be fixed. · Cbst increases have occurred from State Mandates, LGO, and demand for improved . servIces. · Cbmprehensive & thoughtful solutions are need.ed. · Solution should be a partnership between all levels of state & local government. City of Winter Springs Budget / Financial Overview Background . 1996 State of the City o Enabryonic o Im.mature Management o U 11acceptable Turn Over Background · 1996 Strate_gic Benchtnarks o Se1~ice Excellence in all Areas o Firlancial Discipline o W()rkforce Competency and Stability o OI=>enness /Responsiveness o Town Center Development o Corridor Beatification o Information Technology Background · 1997 Began an Incremental Implementation Strategy. 2007' Today o Winter Springs is recognized nationally, statewide and locally for its accomplishments. Our Progress to Date & Vision of the Future Could be in Jeopardy II There is broad acknowledgment of the fact that our prop~erty tax system is broken and needs to be fixed. · Ho\\rever, statewide surveys show that Florida resid.ents, by a 2 to 1 margin, do not want their services reduced. III Due to our very conservative management philc)sophy and practices, service levels in Winter Sprirlgs will be impacted by even small reductions in property taxes unless mitigation strategies are identified. Our Progress to Date & Vision of the Future Could be in Jeopardy · The gravity of these reductions will depend upon the fmal adopted proposals. House \'7orst Case Proposal $;4.8 million reduction Senate Best Case Proposal minimal first year Committee Purpose The pllrpose of this T ask Force shall be as follOtws: · To become thoroughly familiar with proposed and adopted Property Tax Legislation, and municipal service programs effected by proposed and adopted Legislation, and strategies for mitigating the impacts. Committee Purpose · To make recommendations to the Mayor and City Commission regarding strategies that should be employed to mitigate the effects of Property Tax Legislation taken by the 2007 Legislative Session including the following: o The reduction and or elimination of services. o The adoption of alternative revenue measures. o SOJme combination of the above. o Other measures deemed appropriate. Committee Purpose II To m.ake recommendations to the Mayor and Commission regarding pre-referendum public education strategies that should be employed to provide the public with factual inforlnation regarding the impacts of the proposed referendum on the delivery of essential services in the City. Governmental Accounting II Separate Accounting Entities 11II Governed by Legal Authority, N CGA -GAAP Stan(iards . Structured By o TYJpe of Revenue Source o Purpose Far ~vfore Restrictive Than Private Sector I I Types of Funds . Goverlt1tnental Funds: . Gen{~ral General Purpose Fund Revenue Restricted Fund Solid Waste Debt Covenants Fund 1999 Revenue Bond Issue Capital Improvements Project Restricted Fund Public Works Facility Capital Improvement Fund . Special Revenue . Debt Service Types of Funds Proprietary Funds: Enterprise Funds .. Inter'nal Service Funds External User Charge Business Focused Funds Utility Fund Storm Water Fund Developmental Services Fund Internal User Charge Business Focused Funds Types of Funds Fiduciary Funds: rIA Trust rIA Agellcy Independent Management Funds Pension Funds Independent Organization Funds None in Winter Springs Municipal Budget Work Progratn for the Fiscal Period o Revenues o AI)propriations (Expenditures) Annual Accounting Period o October 1 - September 30 Budget Governing Structure . Statc~ Statutes City Charter Debt Instrutnents Budget Governing Structure . City Policy o Bo,ttom Line Driven o Acid Test Driven o Maintain Minimum Staffing Levels 250/0 Operating Reserve Prohibition against use of Non- Recurring Revenues Operate Flat, Functional, Mission-Driven Organizational Structure Budget Governing Structure . Ganles we Don't Play D Dc) Not Overstate Revenues D Dc) Not Understate Expenses D Dc) Not Cherry-Pick Salary Survey Data D Dc) Not participate in Pension Plans Controlled by the State Legislature and related Legislative Mandates: FRS, Ch.apter 175/185 General Fund Revenues II ProIlerty Taxes II Utility Taxes & Franchise Fees II Stat4~ Revenues Tratlsfers In II Oth~er o Occupational Licenses & Permits o Fine & Forfeitures o Interest o Gran ts . Genleral Fund Revenues 80/0 190/0 II Ad Valorem . Utility Taxes . State Revenues Transfers . Other 230/0 General Fund Expenditures II Public Safety: Police & Fire, Code Enforcement II General Government: Administration, Insurance, Fina.nce, Legal, CRA II Infortnation Services 11II Public Works: Road Paving & Maintenance · Conlmunity Development: Planning, Street Lighting, Beautification Parks & Recreation: Senior Services, Community Everlts, Recreation Programs, Parks General Fund Expenditures 120/0 60~) 510/0 . Public Safety . General Gov't . Info Services II Public Works . Comm Devlp. . Parks & Rec 60/0 170/0 Property Tax Revenues Fiscal Year Operating Millage Voted Millage Total % Inc FY 2007 8,207,013 4.2919 211,958 O. 11 00 8,481,971 12% FY 2006 7,357,746 4.6126 219,160 0.1374 7,576,906 17% FY 2005 6,126,765 4.3000 356,207 0.2500 6,482,972 9% FY 2004 5,641,000 4.3000 325,400 0.2500 5,966,400 18% FY 2003 5,065,300 4.1658 - - 5,065,300 19% FY 2002 4,273,800 3.7708 - - 4,273,800 16% FY 2001 3,676,262 3.5400 - - 3,676,262 9% FY 2000 3,358,469 3.5495 - - 3,358,469 7% FY 1999 3,136,990 3.5495 - - 3,136,990 Avg. 13% General Fund Personnel Costs Fiscal Year Amount 0/0 Inc FY 2007 14,160,494 1 00/0 FY 2006 13,106,500 8% FY 2005 12,104,009 7% FY 2004 11,332,145 60/0 FY 2003 10,662,050 14% FY 2002 9,376,800 Avg. 9% RESOLUTION NUMBER 2007-15 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, FLORIDA ESTABLISHING THE AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE. WHEREAS, the Florida legislature is considering numerous proposals for changing the State's Property Tax System; and WHEREAS, the proposed changes represent severe challenges to the City's financial ability to continue to provide the level of services now provided to the residents of Winter Springs; and WHEREAS, these proposals would necessitate substantial reductions in the current level of services provided by the City and or substantial increases in user charges which place a disproportional burden upon residents living on fixed incomes, and the less fortunate; and WHEREAS, the Mayor and Commission desires to take extraordinary measures to inform the public as to the financial losses and related service reductions that will result from legislative proposals; and WHEREAS, the City Commission desires to take extraordinary measures to involve the public in the formulation of strategies to mitigate the impacts of adopted legislative actions which may include reduction of services and or utilization of alternative revenues, and pre- referendum public educational strategies. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF WINTER SPRINGS, FLORIDA, AS FOLLOWS: 1. Ad Hoc Property Tax Mitigation Task Force: A. The Mayor and Commission shall appoint an Ad Hoc Property Tax Reform Mitigation Committee made up of not more than twenty (21) members, eighteen (18) members appointed equally by the Mayor and each Commissioner, and three appointed jointly if the Commission determines the three additional members are needed to balance representation. The appointed membership of the Committee shall include not less than one member from each of the standing boards of the City. B. The purpose of this Task Force shall be as follows: 1) To become thoroughly familiar with proposed and adopted Property Tax Legislation, and municipal service programs effected by proposed and adopted Legislation, and strategies for mitigating the impacts of. 2) To make recommendations to the Mayor and City Commission regarding strategies that should be employed to mitigate the effects of Property Tax Legislation taken by the 2007 Legislative Session including the following: a) The reduction and or elimination of services. b) The adoption of alternative revenue measures. c) Some combination of the above. d) Other measures deemed appropriate. 3) To make recommendations to the Mayor and Commission regarding pre- referendum public education strategies that should be employed to provide the public with factual information regarding the impacts of the proposed referendum on the delivery of essential services in the City. II: ORGANIZATION PHASE: Task 1. Appointment of Committee Members Task 2. Committee Orientation III: STRATEGIC PHASE - POST LEGISLATIVE - PRE REFERENDUM Task 1. Familiarization with adopted Legislation. Task 2. Review of service impact statements. Task 3. Develop strategic revenue and spending plan. Task 4. Develop pre-referendum public education strategies. Task 5. Execute public education strategy IV : TACTICAL PHASE - POST REFERENDUM Task 1. Finalize mitigation recommendations. Task 2. Publish final mitigation recommendations with Commission. V: The time frame for implementation of this Resolution shall be substantially III compliance with Attachment "A" of this Resolution. VI: All actions by the Committee shall be confirmed by consensus as opposed to voting. VII: The committee shall appoint by consent a Chairman and Vice Chairman. VIII: Any member of the Committee who desires may publish a minority report which shall be made a part of the record. City of Winter Springs, Florida Resolution Number 2007-15 ADOPTED by the City Commission of the City of Winter Springs, Florida, in a Regular Meeting assembled on the day of , 2007. JOHN F. BUSH, Mayor ATTEST: ANDREA LORENZO-LUACES, City Clerk Approved as to legal form and sufficiency for The City of Winter Springs, Florida only: ANTHONY A. GARGANESE, City Attorney City of Winter Springs, Florida Resolution Number 2007-15 CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING APRIL 26, 2007 1. CALL TO ORDER The Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee Meeting of Thursday, April 26, 2007 was called to Order at 6:35 p.m. by City Manager Ronald W. McLemore in the EOC Room of the Police Department Building (300 North Moss Road, Winter Springs, Florida 32708). 2. ROLL CALL Committee Member Sandra Ahlers, present Committee Member Ethel Beecher, present Committee Member Michael S. Blake, present Committee Member Fred G. Curtis, present Committee Member Kathryn Fairchild, present Committee Member Mark Fischer, present Committee Member Cindy Gennell, present Committee Member Byron Giltz, present Committee Member Dale Kirby, present Committee Member Ron Ligthart, present Committee Member Gerry M. Marino, absent Committee Member Edward Martinez, Jr., present Committee Member Richard M. Mastroberte, present Committee Member Mathew Matisak, present Committee Member David W. McLeod, present Committee Member Terry Patten, absent Committee Member Bill Poe, absent Committee Member Bob Rucci, present Committee Member Max Swaim, present Committee Member Rande Thompson, present Committee Member Stephen Thompson, present CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING -APRIL 26, 2007 PAGE20F5 3. SUNSHINE LAW ORIENTATION City Attorney Anthony A. Garganese presented this Agenda Item and said, "As a Committee established by the City Commission with a certain City function you cannot discuss matters that could come before your Committee with other Board Members on this Committee outside the Public Meeting. In other words, all your discussions about the issue that you have been charged with have to take place amongst Board Members or Committee Members in a Public Meeting. And the Sunshine Law requires that those Public Meetings be 'Noticed' ahead of time, has to be held in a room where the public may attend and once the Meeting has been called to Order, Board Members are free to discuss Committee business. And your discussions should be limited to the time when the Committee is actually in session. Sometimes at the end of Committee Meetings, you may want to continue your discussions with one (1) or more Board Members. Once the Chair bangs the Gavel, do not discuss matters that come before the Committee outside of the Public Meeting with a Board Member. One question that frequently comes up is 'Well, can I talk to other citizens about matters coming before the Committee?' 'Is that a violation of the Sunshine Law?' No, it is not. Sunshine Law only applies between Board Members on the same Committee - and communications, in the last fifteen (15) years, the law has evolved with the use of emails - emails are considered communication based on talk between Board Members. That is a communication. Written correspondence, smoke signals - if you can communicate a certain way, that is considered communication subject to the Sunshine Law. One other thing that I want to bring to your attention is that as a Committee Member, all the documents that you receive regarding this official City business is Public Record. So, sometimes you will get documents from citizens outside of informal channels that come to the City Clerk's Office. Please be aware that if it relates to your business before the Committee considers - Public Record, you should turn at least a copy of it in to the City Clerk's Office for the Record. " Deputy City Clerk Joan Brown discussed the Orientation package and Attorney Garganese conducted the Oath of Office and swore in the new Committee Members. Attorney Garganese then stated, "This is an Ad Hoc Committee and has a very short duration. Just keep in mind that the City has a Policy that if you miss three (3) consecutive meetings, five (5) meetings within a twelve (12) month period, you have automatically vacated your Committee seat. So, attendance does count." Introductions from each of the Committee Members and Staff were then held. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING -APRIL 26, 2007 PAGE 3 OF 5 4. REVIEW OF RESOLUTION NUMBER 2007-15 Manager McLemore presented this Agenda Item and discussed the task of the Committee Members. Continuing, Manager McLemore said, "Make sure we answer all your questions about what you are supposed to do and then get ready to move on into the actual - issues. Now, we propose to do that by bringing forth to you each of the Department Heads who will layout in a very schematic format what they do, what their resources are and what they accomplish with those resources. And in their opinion, they will tell you what the impacts of the proposed legislation or proposed Referendum would be on their organizations. The basic thought of that is that you understand what they do and how they go about it." Manager McLemore added, "How you would be affected by the changes in the delivery of services." Next, Manager McLemore stated, "On these Ad Hoc Committees, we don't do things by Vote, we do it by Consensus. Does that mean that everybody has to agree? No. That means you are able to get a majority position by Consensus on what you are going to recommend. Now it also provides that if you don't agree with the Consensus, you can by writing, submit an individual Report that will append to the Consensus Report." Discussion ensued on various Legislative issues. Committee Member Cindy Gennell asked, "When your Department Heads make presentations to us, are they going to give us handouts?" Manager McLemore said, "Yes." Manager McLemore said, "The CAFR (Comprehensive Annual Financial Report) is a tremendous resource." Tape l/Side B 5. APPOINTMENT OF CHAIRPERSON AND VICE CHAIRPERSON Committee Member David W. McLeod said, "I would like to make an Appointment that [Committee Member} Michael Blake is Chair and [Committee Member} Mathew Matisak is Vice Chair." Manager McLemore stated, "I think we will need to do it in two (2) separate Votes." Next, Manager McLemore said, '~re there any other nominations?" Committee Member Bob Rucci said, "[Committee Member} Mr. Dave McLeod." Committee Member McLeod said, "I decline. " CITY OF WINTER SPRINGS, FLORIDA MfNUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETfNG -APRIL 26, 2007 PAGE40F5 Committee Member Edward Martinez, Jr. stated, uI would like to nominate [Committee Member} Michael Blake as Chairman and [Committee Member} David McLeod as Vice Chairman. " Manager McLemore asked, "Let's go with the Chairman. Any other nominations on the floor for Chairman? Are there any oppositions to the nomination?" There were no objections noted. Chairman Blake said, uI know we had two (2) separate nominations for Vice Chairman. One (1) for [Committee Member} Mr. Matisak and one (1) for [Committee Member} Mr. McLeod." Committee Member McLeod said, uI decline. " Chairman Blake stated, "Do we have any other additional nominationsfor Vice Chair? Do we have anyone opposed to [Committee Member} Mr. Matisak serving as Vice Chairman? There were no objections noted. 6. SELECTION OF MEETING TIMES, DATES, PLACES Chairman Blake said, "Does anybody here have any problem with a 6:30 p.m. start time going forth?" There were no objections from the Committee Members. Chairman Blake said, "Well, let's go ahead and keep 6:30 [p.m.] as our starting time and let's keep it at this location right here." Committee Member Byron Giltz noted for the Record a letter dated April 26, 2007. With discussion on the next Meeting date, Chairman Blake said, "We can look at that for our next Meeting, perhaps which is the third Thursday, May 1 ih [2007]." Chairman Blake then said, "One thing we are going to have to understand is twenty-one (21) people - if we can get a general Consensus that the date is good and we can get, in this case, the Speaker who we are looking to hear from here, and we are going to try hard not to conflict with any of the other City Boards." Chairman Blake stated, UWe are looking to pick one (1) Meeting date. This is the Meeting date that we are looking to get educated on the process as well as have the Staff and Finance Department come in. " Chairman Blake said, "I would like to set the Meeting for May 11h [2007}, Thursday at 6:30 {PM}." There were no objectionsfrom the Committee Members. With further discussion on meeting dates, Chairman Blake then said, "So, the next Meeting regardless of which day it will be, will be at City Hall in the Commission Chambers. " CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING -APRIL 26, 2007 PAGE50F5 7. WRAP UP DISCUSSION Chainnan Blake said, "So, we have our next Meeting. Staffwill get back to us and verify the dates and time. The thing that we wish for them to go over will be [Mr.] Hank Fishkind's - presentation. Secondly, Staff - Finance - to go through the Budget process, the vision, the goals, bring folks up to speed - perhaps about governmental accounting and how it is different." Committee Member Kathryn Fairchild asked, "Is it possible to video tape Mr. [Hank] Fishkind's presentation?" Manager McLemore said, "Audio is not a problem." 8. ADJOURNMENT Chainnan Blake adjourned the Meeting at 7:41 p.m. RESPECTFULLY SUBMITTED BY: NOTE: These Minutes were approved on June 16,2007 Ad Hoc Winter Springs Citizen Property Tax Refonn Mitigation Study Committee. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING MAY 3, 2007 1. CALL TO ORDER The Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee Meeting of Thursday, May 3, 2007 was called to Order at 6:32 p.m. by Chairman Michael S. Blake in the Commission Chambers of the Municipal Building (City Hall, 1126 East State Road 434, Winter Springs, Florida 32708). 2. ROLL CALL Chairman Michael S. Blake, present Vice Chairman Mathew Matisak, absent Committee Member Sondra Ahlers, absent Committee Member Ethel Beecher, present Committee Member Fred G. Curtis, present Committee Member Kathryn Fairchild, present Committee Member Mark Fischer, absent Committee Member Cindy Gennell, present Committee Member Byron Giltz, present Committee Member Dale Kirby, present Committee Member Ron Ligthart, present Committee Member Gerry M. Marino, present Committee Member Edward Martinez, Jr., present Committee Member Richard M. Mastroberte, present Committee Member David W. McLeod, present Committee Member Terry Patten, present Committee Member Bill Poe, present Committee Member Bob Rucci, present Committee Member Max Swaim, present Committee Member Rande Thompson, present Committee Member Stephen Thompson, present Committee Member Ron Ligthart led the Pledge of Allegiance. CITY OF WINTER SPRINGS. FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - MAY 3, 2007 PAGE20F4 3. CITY OF WINTER SPRINGS BUDGET/FINANCIAL OVERVIEW City Manager Ronald W. McLemore introduced this Agenda Item and displayed a PowerPoint presentation on "City of Winter Springs Budget and Financial Overview". Manager McLemore reviewed with the Committee Members the specific Tasks as directed by the City Commission and continued with the "City of Winter Springs Budget and Financial Overview". Committee Member Rande Thompson left the Meeting at 6:56 p.m. Referring to the PowerPoint presentation, Mr. Kevin Smith, Director, General Services Department spoke about the General Fund Revenues and the Property Tax Revenue slide and said, "The Property Appraiser gives us a taxable value, he assesses the property in the City, tells us what it is, Commission sets the Millage Rate, multiply that Millage Rate by the Property Tax, Taxable Value and essentially you get your Revenue." Continuing the general overview of how the General Fund operates, Mr. Smith said, "In 2004 - a Referendum was placed in front of the citizens and was approved to allow us to purchase the expansion property for Central Winds Park. That resulted in what is known as a Voted Millage Rate. Voted Debt Service Millage Rate is added on top of your normal Operating rate to get a total Millage Rate. So, you would take your 4.3 Millage [Rate] and add .25 for a total of 4.55 Millage in FY (Fiscal Year) [20]'07." Mr. Smith presented the next presentation, "Property Tax Reform, An Honest Look" and explained the effects it will have on the City of Winter Springs. Tape l/Side 8 Mr. Smith spoke of a Florida League Of Cities document called "Legislative Alert" and stated, "I've got copies of it if anyone would like it." Discussion. Committee Member Bob Rucci said, "You have a couple of fabulous PowerPoint's - can you email them to the people on the Committee?" Manager McLemore stated, "Yes." Committee Member Rucci then said, "You presented it very clearly and distinctly and 1 appreciate it. Thank you." Regarding Tax Revenues, Committee Member Ron Ligthart asked Mr. Smith, "I would like to get a copy of it because I would like to look at some of the numbers where the change occurs." Mr. Smith said, "Sure." Discussion ensued on Revenues. CITY OF WINTER SPRINGS. FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - MAY 3.2007 PAGE30F4 Committee Member Byron Giltz mentioned a Community Hearing presented by Seminole County Government on Wednesday, May 9th, 2007 at Oviedo City Hall at 7:00 p.m. Committee Member Kathryn Fairchild asked, "Are we still going to be able as a Committee to have access to the Department Heads?" Manager McLemore said, "You definitely are because we want you to be very familiar with what they do." Discussion ensued on Taxable Base on Residential versus Commercial. Committee Member Gerry Marino asked, "Does Commercial pay Impact Fees?" Manager McLemore said, "Absolutely." Manager McLemore added, "Impact Fee Funds are restrictive Revenue Funds. Again, for example, the Road Impact Fees, can only be used for roads and nothing else." Manager McLemore stated, "They are very important, but they can only be used for new growth - and cannot be used to maintain your current capacity. " Committee Member Marino asked about the Economic Development Council and getting new businesses in the area. Manager McLemore said, "We need to be able to coordinate with those agencies that are already doing that and that is our goal and that is to make sure that we are coordinating with them, doing some of the things that we've done like making sure our land is zoned properly for that type of Development and being able to perform the role we need to perform when those opportunities exist." Discussion. Committee Member Byron Giltz departed the Meeting at 7:53 p.m. Further discussion ensued on property taxes. Regarding sales tax, Committee Member Marino asked Mr. Smith, "The two and a half percent (2Y2%) - sales tax, on the average family, what is the average sales tax on a family increase to?" Mr. Smith said, "I have a document that has that Data. I just do not have it here." Regarding the Sunshine Law, Committee Member Edward Martinez, Jr. asked, "I would like to know if we have a contact person in your office for this Group to reach out to when we have a question?" It was noted that Mr. Smith is the contact person. Chairman Blake further spoke about the Sunshine Law. Chairman Blake added, "Be very, very careful in any contact that you have with any other fellow Board [Committee] Members relating to information that we will be discussing or ultimately making a recommendation on." Committee Member Martinez stated, "That is the point I wanted to make." Committee Member Dale Kirby said to Mr. Smith, "In your PowerPoint - but, could you change the acronym 'COWS' - so, if you can change that." CITY OF WINTER SPRINGS. FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - MAY 3, 2007 PAGE40F4 Asking about Proposition 13, Committee Member Ligthart said, "Is that similar to our 'Save Our Homes'? Does anybody know?" Manager McLemore said, "I think the intent is probably the same to limit taxes. I could not comment. I do not know." Committee Member Ligthart said, "I will research that too." Manager McLemore said, "I can find out." Discussion ensued on the Town Center. Tape 2/Side A Committee Member Rande Thompson returned to the Meeting. Discussion ensued on Commercial and Residential Revenue. 4. WRAP UP DISCUSSION Regarding the next Meeting, Chairman Blake said, "May 1 ih [2007], two (2) weeks from tonight. And that will be in this [Commission] Chamber. We will have an individual from [Mr.] Hank Fishkind's Firm and they have done an extensive amount of work throughout the entire Session up there working for the counties but still local government, and we have been very involved working behind the scenes and doing some economic research in terms of what some of the different proposals up there might bring for us. As - Ron [McLemore] and Kevin [Smith] mentioned, a Special Session has been scheduled for June lih [2007] two (2) weeks." Committee Member Fred G. Curtis said, "If anyone brings a PowerPoint presentation, they ought to bring enough copies to the [Committee] Members." Chairman Blake said, "Both of the ones you saw today, you will get a copy of it. The Clerk will email both of them to each of us." Continuing, Chairman Blake then said, "Any information that we get is available to us. If there is something you did not get or you need another copy of, call [Mr.] Kevin Smith, he will get it to you." 5. ADJOURNMENT Chairman Blake adjourned the Meeting at 8:10 p.m. NOTE: These Minutes were approved at the June 16.2007 Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING MAY 17,2007 1. CALL TO ORDER The Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee Meeting of Thursday, May 17, 2007 was called to Order at 6:30 p.m. by Chairman Michael S. Blake in the Commission Chambers of the Municipal Building (City Hall, 1126 East State Road 434, Winter Springs, Florida 32708). 2. ROLL CALL Chairman Michael S. Blake, present Vice Chairman Mathew Matisak, present Committee Member Sondra Ahlers, absent Committee Member Ethel Beecher, present Committee Member Fred G. Curtis, present Committee Member Kathryn Fairchild, present Committee Member Mark Fischer, arrived at 6:35 p.m. Committee Member Cindy Gennell, arrived at 6:36 p.m. Committee Member Byron Giltz, absent Committee Member Dale Kirby, present Committee Member Ron Ligthart, present Committee Member Gerry M. Marino, present Committee Member Edward Martinez, Jr., present Committee Member Richard M. Mastroberte, present Committee Member David W. McLeod, present Committee Member Terry Patten, present Committee Member Bill Poe, arrived at 6:41 p.m. Committee Member Bob Rucci, present Committee Member Max Swaim, present Committee Member Rande Thompson, present Committee Member Stephen Thompson, present After a moment of silence, Vice Chairman Mathew Matisak led the Pledge of Allegiance. Mayor John F. Bush thanked the Committee Members for their service to the City and spoke briefly about the Tri-County League of Cities Luncheon which was held today and Property Tax Reform was discussed. Deputy City Clerk Joan Brown noted for the Record that Committee Member Bob Rucci is present. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING- MAY 17,2007 PAGE 2 OF4 Chairman Blake commented that copies of the Unapproved Meeting Minutes dated April 26, 2007 and May 3, 2007 are available for the Committee Members to refer to and will be Voted on at the next Meeting. Committee Member Mark Fischer arrived at 6:35 p.m. Committee Member Cindy Gennell arrived at 6:36 p.m. Next, Chairman Blake also mentioned that copies of a CD are available to the Committee Members from a WMFE presentation which aired on April 24, 2007. 3. PRESENT A TION FROM BRIAN MARTIN, ASSOCIATE, FISHKIND & ASSOCIATES Mr. Brian Martin, Fishkind & Associates, 12051 Corporate Boulevard, Orlando, Florida: presented a PowerPoint presentation on "Ad Valorem Revenues and County Spending: Where Did The Money Go and Winter Springs Cost Analysis". Committee Member Bill Poe arrived at 6:41 p.m. Discussion. City Manager Ronald W. McLemore spoke about Municipal Service Taxing Unit (MSTU). Continuing, Mr. Martin spoke about some Proposals from Tallahassee. Tape l/Side B Committee Member David W. McLeod asked, "Do we know what the difference of the population growth between these different cities is?" Mr. Martin said, "Between Altamonte [Springs], Casselberry, Oviedo?" Committee Member McLeod added, "And Winter Springs? What the growth rate between the cities are. Because everything we are comparing is the cost difference between cities but, what is the growth rate?" Mr. Martin said, "I could email that to you tomorrow." Manager McLemore said, "I think that would be a good one to send to our clerk so that she could send that to us." Regarding the Presentation, Chairman Blake said, "Those of you that have email addresses for, we will email the Presentation to you." Discussion on Grants. CITY OF WINTER SPRINGS. FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMIlTEE MEETING - MA Y 17.2007 PAGE30F4 4. WRAP UP DISCUSSION Vice Chairman Mathew Matisak congratulated the Committee Members for their service on this Committee. Chairman Blake noted that the Comprehensive Annual Financial Report (CAFR) is available on the Website. Chairman Blake stated, "Count on July, we are probably going to have four (4) or five (5) Meetings." Committee Member Kathryn Fairchild asked, "Would it be possible - that we can still have our Meetings with the Department Heads ahead of time to get an idea of what their Budgets are?" Manager McLemore said, "They can give you information about the Departments; what they do, where their Revenues come from - so you understand what they are doing." With further discussion on scheduling a Meeting on Saturday, Chairman Blake said, "How many of those here would consider giving up an all day - Saturday, to handle all the different departments at once?" Chairman Blake added, "Is anybody adamantly Opposed to a Saturday?" There were no objections noted. Chairman Blake said, "Since everybody seems to agree that a Saturday would be a great day to get together. How does [SaturdaYJ June 16th, [2007J look? June 16th {2007j is a day that will give Staff enough time to prepare. Also the Legislature will be back in Session for about four (4) days prior to that time, so we might have some - indication that would make those discussions, perhaps a little bit more apflicable to whatever tract they might be on. Any problems with [SaturdayJ June 1G , {2007J?" Chairman Blake said, "Let's talk about time." Chairman Blake added, "Is 8:00 [a.m.j too early - or start at 9:00 [a.m.j?" Chairman Blake said, "Eight [8:00 a.m.j to two {2:00 p.m.j? Chairman Blake stated, "So, the Consensus is [Saturdayj June 16th [2007j 9:00 0 'clock {9:00 a.m.J. It will be at the Police Station in the first room that we met. Lunch will be provided, breakfast is on your own." Chairman Blake reiterated, "fSaturdayj June 16th {2007J 9:00 a.m., at the Police Station. Expect that it is going to take five (5) hours or so. Staff will be well prepared." There were no objections noted. Vice Chairman Matisak spoke for the Record about what is going to be presented. With discussion on the Department presentations, Manager McLemore said, "What each Department has been asked to do is to be prepared to give you a really quick overview of what they do, so you understand where their expenses are, where they lie. And then to give you two (2) or three (3) scenarios of what a ten (10 %), twenty (20%), or thirty percent (30%) impact would be on them in loss of Revenues. And based on the proposals that are out there, it could run from zero (0) to thirty percent (30%)." Discussion. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - MAY 17,2007 PAGE 4 OF 4 Vice Chairman Matisak asked, "And we will get a hard copy and can we also get a soft copy as well?" Manager McLemore said, "We can do that. Each Department will have different kinds of graphics - I think we can digitize it." Chairman Blake said, "Any documents that are going to be constructed by the Departments will be available on line, on the Web Site. Maybe put a special link on there under the Clerk's Office." Continuing, Chairman Blake said, "Anything any Department produces, just make sure that it is linked on the Web Site from the Server." 5. ADJOURNMENT Chairman Blake adjourned the Meeting at 7:40 p.m. RESPECTFULLY SUBMITTED BY: 1\N L. BROWN PUTY CITY CLERK NOTE: These Minutes were approved at the June 16,2007 Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING JUNE 16, 2007 1. CALL TO ORDER The Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee Meeting of Saturday, June 16, 2007 was called to Order at 9:00 a.m. by Chairman Michael S. Blake in the Commission Chambers of the Municipal Building (City Hall, 1126 East State Road 434, Winter Springs, Florida 32708). A moment of silence preceded the Pledge of Allegiance. 2. ROLL CALL Chairman Michael S. Blake, present Vice Chairman Mathew Matisak, present Committee Member Sondra Ahlers, present Committee Member Ethel Beecher, present Committee Member Fred G. Curtis, present Committee Member Kathryn Fairchild, present Committee Member Mark Fischer, present Committee Member Cindy Gennell, arrived at 9: 10 a.m. Committee Member Byron GiItz, arrived at 9:25 a.m. Committee Member Dale Kirby, present Committee Member Ron Ligthart, present Committee Member Gerry M. Marino, present Committee Member Edward Martinez, Jr., present Committee Member Richard M. Mastroberte, absent Committee Member David W. McLeod, absent Committee Member Terry Patten, present Committee Member Bill Poe, present Committee Member Bob Rucci, present Committee Member Max Swaim, present Committee Member Rande Thompson, present Committee Member Stephen Thompson, present Committee Member Cindy Gennell arrived at 9:10 a.m. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16.2007 PAGE 2 OF 10 3. APPROVAL OF THE APRIL 26,2007 AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING MINUTES. Chainnan Blake said, "Does anyone have any questions or comments with the Minutes as they are provided?" "MOTION TO APPROVE" - APRIL 26TH, 2007. MOTION BY COMMITTEE MEMBER MARTINEZ. SECONDED. DISCUSSION. WITH CONSENSUS OF THE COMMITTEE, THE MOTION WAS APPROVED. MOTION CARRIED. 4. APPROVAL OF THE MAY 3, 2007 AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING MINUTES. "MOTION TO APPROVE" - MAY 3RD, 2007. MOTION BY COMMITTEE MEMBER RUCCI. SECONDED BY COMMITTEE MEMBER POE. DISCUSSION. WITH CONSENSUS OF THE COMMITTEE, THE MOTION WAS APPROVED. MOTION CARRIED. Committee Member Stephen Thompson was in Opposition. Committee Member Byron Giltz arrived at 9:25 a.m. 5. APPROVAL OF THE MAY 17,2007 AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING MINUTES. "MOTION TO APPROVE" - MAY 17TH, 2007. MOTION BY COMMITTEE MEMBER MARTINEZ. SECONDED BY COMMITTEE MEMBER PATTEN. DISCUSSION. WITH CONSENSUS OF THE COMMITTEE, THE MOTION WAS APPROVED. MOTION CARRIED. Committee Member Stephen Thompson was in Opposition. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16,2007 PAGE 3 OF 10 6. OVERVIEW BY CITY MANAGER RONALD W. McLEMORE City Manager Ronald W. McLemore presented this Agenda Item and displayed a powerpoint presentation. Mr. Kevin Smith, Director, General Services Department discussed the most recent update on the Legislature. Discussion. 7. DEPARTMENT BUDGET PRESENTATIONS Ms. Andrea Lorenzo-Luaces, CMC, City Clerk, Office Of The City Clerk Department presented a powerpoint presentation of the City Clerk and Mayor/Commission Budget. Discussion. Tape l/Side B City Clerk Lorenzo-Luaces continued with her presentation. Manager McLemore introduced the Manager's Budget presentation. A powerpoint presentation was displayed. Mr. Smith presented the General Service's Budget presentation. A powerpoint presentation was displayed. Discussion on benefits ensued. On the benefit employee plan and who pays how much, Chairman Blake said, "If we could just ask Staff, with your Consensus, at next meeting, to bring us some information of what the current contribution strategy is, what other competing employers nearby are doing with their contribution strategy and what changes could occur. How that might impact the Budget. Is that fair? There were no objections from the Committee Members. Discussion. Committee Member Bob Rucci asked, "Ron [Manager McLemore], are we going to get a copy of these powerpoints?" Mr. Smith said, "We will email them to you, Sir." Ms. Michelle Greco, Director, Finance Department introduced the Finance Budget presentation. A powerpoint presentation was presented. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY T AX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16,2007 PAGE 4 OF 10 Tape 2/Sidc A Ms. Greco noted the Website www.leg.state.fl.us for Statute information. Discussion. Chairman Blake said, "We do have an allocation of - Revenues from Utility from the General Fund to pay for?" Ms. Greco said, "That was the $137,000.00 worth of resources that I mentioned for the Finance Division." Chairman Blake asked, "How carefully do we account for that allocation of duties to make sure the appropriate transfer is occurring?" Ms. Greco said, "In Fiscal Year [20]'03, they had a company called Government Services Group, a well known government consultant who handles rate studies and things of that nature. They come in, evaluate our operation, evaluate all the costs, and come up with an allocation methodology for how we would allocate human resources time." Discussion ensued. Regarding litigation strategies, Manager McLemore said, "One of those was raIsmg replacement revenues, and we will cover that with you, probably at the next Meeting. Committee Member Byron Giltz departed the Meeting. Discussion. Tape 2/Sidc B Ms. Joanne Dalka, Director, Information Services Department presented the Information Service's Budget presentation. A powerpoint presentation was introduced. Discussion. Committee Member Ron Ligthart inquired about an email.Ms. Dalka said, "We will find out." Regarding email responses, Ms. Dalka said, "One thing you can also do, is contact me." Chairman Blake called a Recess at 12:01 p.m. Chairman Blake reconvened the Meeting at 12:21 p.m. Note: Due to technical difficulties, the next audiotape was used. Tape 3/Side A Mr. Kip Lockcuff, Director, Public WorkslUtility Department introduced the Public WorkslUtility Budget presentation. A powerpoint presentation was displayed. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16, 2007 PAGE 5 OF 10 Mr. Lockcuff introduced Mr. Brian Fields, P .E., City Engineer who was in attendance. Discussion. Mr. Randy Stevenson, Director, Community Development Department presented the Community Development Budget presentation. A powerpoint presentation was displayed. Manager McLemore commented on Staffing in the Community Development Department. Tape 3/Side B Discussion. Mr. Stevenson introduced Mr. Steven Richart, Urban Beautification Services Manager of the Community Development Department who was in attendance. Mr. Richart presented a powerpoint presentation for the Urban Beautification Division. Discussion. Regarding the issue of whether streetlighting is a requirement on State Road 434, Manager McLemore said, "We will check on that." Discussion. Tape 4/Side A Mr. Chuck Pula, Director, Parks And Recreation Department presented a slide presentation on his Department's Budget. Mr. Pula introduced Ms. Susie Coffman, Senior Center Manager who was in attendance. Mr. Smith asked, "Chuck, there is no cost for that Senior service now. Is that correct?" Mr. Pula said, "Yes. There are no costs at all for any of the programs in the Senior Center. The only cost that may be charged is if an instructor of Yoga is charging a dollar a class. It does not come to the City - directly to the instructor." Discussion. Tape 4/Side B Discussion ensued on the presentation. Chairman Blake called a Recess at 2:45 p.m. Chairman Blake reconvened the Meeting at 2:58 p.m. CITY OF WINTER SPRINGS, FWRIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16,2007 PAGE 6 OF 10 Chairman Blake said, "Having been a former elected official in the City and spending some time here and a citizen, taxpayer, living here, I truly appreciate what Staff has gone through to put together the things that they have given us so far today. This was a lot of work and this was work aside from just doing their job. So, I really do appreciate that. The accommodation being here on a Saturday. We all gave up our Saturday. We did it because we are volunteering as part of our community. They did it as part of their job and they were already here every day working." Chairman Blake then said, "So, I really appreciate everything they are doing there." Chairman Blake. announced the passing of Fire Chief Tim Lallathin and the dedication of his hard work and service to the Community in the last thirty-one (31) years of service. Mr. Dave O'Brien, Acting Fire Chief, Fire Department introduced the Department's Budget presentation. Mr. O'Brien introduced Marc Baumgart, EMS Chief, Bob Beck, Training Division, and Bob Dallas, Fire Marshal who were in attendance. Discussion. EMS Chief Baumgart addressed the Committee Members regarding billing inquiries. Committee Member Ligthart stated for the Record regarding per Capita information. Vice Chairman Mathew Matisak asked, "Of the total emergency calls, do you know what percentage of them are false?" Acting Fire Chief O'Brien responded, "I don't have that number right on top. I could run that statistic for you through our program we use in the County and get back to you with it." Vice Chairman Matisak said, "Okay." Tape 5/Side A Chairman Blake said, "I know some communities have already put in place and other communities are discussing using a 'User Fee' for fire services as opposed to funding it through General Tax Revenues. Is that something that we have thought about?" Manager McLemore said, "It is something we thought about using a Fire service fee as opposed to taxes for fire service - there are, I believe now over sixty five (65) cities or sixty six (66) cities in the State of Florida that are using fire assessment fees or fire service fees as opposed to using taxation. The other thing we looked at was consolidating with the County as another option." Chairman Blake asked, "Do we have any analysis as of yet, preliminary as it may be, as to how that change, if we were to change that funding model would work under the latest Legislation or the Constitutional Amendment?" Manager McLemore said, "In the Legislation, we are not limited in terms of using a replacement revenue." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16,2007 PAGE 7 OF 10 Manager McLemore said, "Currently, the department is paid principally by property taxes. A lot of cities have been converting over to non-Ad-Valorem assessments rather than property taxes or with a fee - rather than reducing their property tax millage by an equivalent amount. So, it is a replacement revenue. The reason for that is particularly with the MSTU (Municipal Service Taxing Unit) or a benefit unit is - a legal required nexus between what you charge and the delivery ofthat service." Committee Member Gerry Marino thanked the Fire and Police Departments for their service. Chairman Blake said, "Are we net donors or net recipients of first response calls or do we keep track of that?" Acting Chief O'Brien said, "We have those numbers." Chairman Blake said, "If you could get those numbers for the Committee, I think that would be interesting." Acting Chief O'Brien acknowledged the request. Chief Daniel Kerr, Police Department introduced the Police Budget presentation. A powerpoint presentation was displayed. Chief Kerr introduced Captain Kevin Brunelle, Captain Mike Noland, Captain Jim Wilkins, Captain Joe Riddick, and Captain Glenn Tolleson who were in attendance. Tape 5/Side B Chief Kerr's presentation continued. 8. WRAP UP DISCUSSION In closing, Manager McLemore said, "What we are really talking about here, is not about cutting budgets. What we are really talking about here is community and it takes a lot in a community to make a community work. Every community has a set of interests that people have. Their balanced altogether by virtue of people's values and in that is set by choice - and every community has a personality of what it wants to be by virtue of decisions that are made. Different people set that or different communities set that at various levels of quality. Various levels of services, various levels of how they interpret their quality oflife to be and that does in deed reflect the personality of that community. From the City's perspective for us to react to those desires, we got, if I can use the analogy of a baseball team, we got to put all nine (9) players on the field, if we are going to play baseball. We can't put eight (8). They all have got to be equally equipped, equally competent and equally able to play all those positions in order for us to have a synergy of community. CITY OF WINTER SPRINGS. FWRIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16.2007 PAGE 8 OF 1D Now, you can say, 'that is not true' but it is. It just really is." Manager McLemore said, "We all have to play the game. Why? Because we are so highly interconnected and interdependent on each other. As I said, if you don't think schools and recreation have huge impacts on what Police do - then it's not a real understanding of what goes on in the community. So, for us to respond to you at a - level of services and to accomplish a set of values that are important to you, we got to play the game; we got to play it equally well in all positions; we got to put everybody on the field. This community, we have something very special. We have had a majority, common shared interests, and excellence in this community both in describing and persisting and nudging from the leadership to maintain the extraordinary quality of life and excellence in the delivery of municipal services. That's the ball team we put on the field. And to do it well and do it efficiently." Manager McLemore then said, "There is one (1) thing that I can do in my position as Chief Administrative Officer and that is the Senior Management Team - for this City. Now, that is my responsibility. I set out with a goal and a purpose from the elected officials that were in place when I came here, to put together a very highly confident set of people, Senior Managers, who reflected, not only the direction of the Commission but reflected in my personal values. My personal values are pretty simple. One (1), I want highly competent people. You heard the credentials of people here today. Our team is very highly competent and very highly credentialed. Secondly, I wanted people who really were committed to public service. You heard them. They are. Thirdly, people who share my sense of values is really what we are all about. Adding value to this community. Adding value because we were going to give the best we could give while consuming the least amount of resources that we could consume in doing that. Now, my feeling is - but I believe we delivered on that. We delivered, I think, a very, very high level of services complimentary to what you think your quality of life is in this community and what you deserve. We have done that at ten to fifteen percent (10-15%) below what other cities do in terms of spending. Our payroll is ten to fifteen percent behind on our total compensation package. Our staff is ten to fifteen (10-15%) percent behind. Our resources are ten to fifteen percent (10- 15%) behind. And we delivered it and we delivered it because we have a competent Senior Management team that shares that sense of value. And those values are projected down the organization, and over the years, that has become the personality of our organization. To be excellent, to continuously improve, to squeeze the dollars as far as we can squeeze it, to do one (1) thing. And that is to deliver for you. Now, at this point some pivotal decisions are going to be made in the very near future about community. You are probably going to have some impact on that. The real question really is this, or questions are these; where do we go from here; where is our future going to be; do we move forward; do we stay where we are; or do we drift backwards. Now, when we start talking about all of this, you need to ask yourself a very, very important question. For one hundred and sixty dollars ($160.00) a year, do you want to drift backwards? CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16.2007 PAGE 9 OF 10 That is the challenge because that is about what you are going to save on taxes. Now, what can we do at this point in time, Mr. Chairman to help you get to those decisions that you have to make here, based upon your charge from the Commission which are basically, cut budgets, cut services, override by the mechanisms that are there, or put in replacement revenues or to do something else that you think is the right thing to do." Discussion. Chairman Blake said, "To be clear, our charge is to make recommendations to the Mayor and the Commission regarding which strategy should be employed to mitigate the effects of legislation. And there are four (4) specific pieces; the reduction or elimination of services; we need to make a recommendation that if they choose to accept the reduction of revenue as provided legislatively, what services should be cut or reduced. Specifically, we are to make those recommendations - the second alternative we need to provide is, if they choose not to reduce the level of services and to look for other additional funding sources, what should they be? And then the others are basically, some mix between the two (2). So, first thing we need to do is, we need to have a discussion about what services on a prioritized basis, everything is important, everything is great, we heard all that today, but some things must be categorized as being more great than others. Is streetlighting more important than something else? That is what we have to decide, and that is what we. need to deliver to the Commission. So, we have to provide one point six million dollars ($1,600,000.00) of spending cuts. And we need to do that on a prioritized basis. Then we need to provide some alternate funding mechanism for the Commission that they can employ on a scalable basis if they want to get back up to their flat level from last year." Discussion. Chairman Blake said, "Ron, and I think one of the things that if you could and what staff could do between now and the next meeting would be to go through the recommendations of each department, take them out of the departments and put them into one (1) pot and begin to start listing the service delivery change and the effective savings. " Discussion ensued. Tape 6/Side A Chairman Blake discussed the Sunshine Law with the Committee Members. Further discussion. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 16,2007 PAGE 10 OF 10 Chairman Blake said, "I would envision two (2) more meetings would be great. Next meeting to really get into the meat of this prioritization. 1 am certain there is going to be additional information available even after that and additional questions generated at that time. And then we will have hopefully, a - final meeting or meeting after that, we would actually be able to have most of our work completed." Next, Chairman Blake said, "Yes, in fact, we do have an operational deadline to - simply because the City staff and Commission have to get on with their budget role, I would foresee us trying to get this - I would like to see us try to complete this before we get to - the end of the first week in July." Chairman Blake spoke about emails received by the Committee Members pertaining to the Sunshine Law. Discussion. Chairman Blake said, "We need to set the next meeting." Manager McLemore said, "Next Saturday." Chairman Blake said, "Tuesday, the 26th [June 2007]?" "Wednesday, the 27th [June 2007]? We have four (4) members of those here that have a problem with Thursday." Chairman Blake then said, "I don't see why we can't schedule two (2) meetings right now." Chairman Blake said, "Tuesday, the 26th [June 2007] was not working?" Next, Chairman Blake asked for a show of hands for the 4th of July week that would be available. Committee Member Rande Thompson suggested, "June 28th, July 5th and [July] 12th." Chairman Blake said, "That is exactly what 1 think we will do." Finally, Chairman Blake said, "Here is what we are going to do - we will meet on June 28th, (2007] that is a Thursday, on July 5th [2007] that also is a Thursday, and July lih, [2007] also a Thursday at 6:30 [p.m.] in the evening." For the location, Chairman Blake then said, "It is going to have to be here." 9. ADJOURNMENT Chairman Blake adjourned the Meeting at 5:42 p.m. RESPECTFULLY SUBMITTED BY: ) NOTE: These Minutes were approved at the June 28, 2007 Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING JUNE 28, 2007 1. CALL TO ORDER The Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee Meeting of Thursday, June 28, 2007 was called to Order at 6:35 p.m. by Chairman Michael S. Blake in the Commission Chambers of the Municipal Building (City Hall, 1126 East State Road 434, Winter Springs, Florida 32708). 2. ROLL CALL Chairman Michael S. Blake, present Vice Chairman Mathew Matisak, present Committee Member Sondra Ahlers, present Committee Member Ethel Beecher, present Committee Member Fred G. Curtis, present Committee Member Kathryn Fairchild, present Committee Member Mark Fischer, present Committee Member Cindy Gennell, arrived at 6:40 p.m. Committee Member Byron Giltz, absent Committee Member Dale Kirby, present Committee Member Charles Lacey, present Committee Member Ron Ligthart, present Committee Member Gerry M. Marino, absent Committee Member Edward Martinez, Jr., present Committee Member Richard M. Mastroberte, present Committee Member David W. McLeod, arrived at 7:08 p.m. Committee Member Terry Patten, present Committee Member Bill Poe, absent Committee Member Bob Rucci, present Committee Member Max Swaim, present Committee Member Rande Thompson, absent After a moment of silence, the Pledge of Allegiance followed. Chairman Blake introduced and welcomed new Committee Member Charles Lacey. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 28, 2007 PAGE 2 OF 8 3. APPROVAL OF THE JUNE 16, 2007 AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING MINUTES. "MOTION TO APPROVE." MOTION BY COMMITTEE MEMBER FAIRCHILD. SECONDED. DISCUSSION. WITH CONSENSUS OF THE COMMITTEE, THE MOTION WAS APPROVED. MOTION CARRIED. Committee Member Ron Ligthart was in Opposition. Committee Member Edward Martinez, Ir. was in Opposition. Committee Member Cindy Gennell arrived at 6:40 p.m. 4. REVIEW City Manager Ronald W. McLemore presented this Agenda Item and discussed the provisions of Tax Reform and status update. 5. DISCUSSION OF PROPERTY TAX REVENUE REDUCTION MITIGATION OPTIONS AND STRATEGIES. Mr. Kevin Smith, Director, General Services Department introduced this Agenda Item and discussed the Fiscal Impacts for Fiscal Year (FY) 2008. Discussion. Committee Member David W. McLeod arrived at 7:08 p.m. Further discussion. Tape l/Side B Committee Member Martinez asked Manager McLemore, "In the future, when you mention Millage points on any presentation, can you equate those points to dollars and cents, so some of the folks could understand that better if they are really gaining or losing?" Manager McLemore said, "Sure." Discussion ensued on Equivalent Residential Unit (ERU) and Municipal Service Taxing Unit (MSTU). CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY T AX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 28, 2007 PAGE 3 OF 8 Mr. Smith said, "Final Mitigation Strategies would be and we talked before about increase in Recreation User Charges, that would not mitigate the entire shortfall but would accomplish a portion thereof, and finally, there does appear to be an option for us to just simply establish our Millage every year by Referendum. Take it to the Voters. Set that Millage, it would be good for two (2) years and let the people speak their mind. So, in summary, you are looking at one point three million dollars ($1,300,000.00) in shortfall - we could accomplish that through either reduction in City services, cuts - Mitigation Strategies, we just discussed; some combination thereof." Manager McLemore said, "But, we will be prepared to come to you with some scenarios at your next Meeting of how to get the full amount; how to get part of the amount; some options of how to deal with the issue of reductions." Referencing Voting Millage, City Attorney Anthony A. Garganese said, "It is provided for in the Constitution and in Chapter 200 of the Florida Statutes - by Voted Referendum adopt a Millage not to exceed a two (2) year time period. And that is one of the exceptions to the new law is Voted Millage, so you tie it into Chapter 200 and the way I read it is, a possibility of getting additional Millage above what the limitations are, but not to exceed a two (2) year time period." Chairman Blake said, "There are three (3) options: one (1) option is a two-thirds (2/3) Vote of the voting body to recoup the nine percent (9%) cuts; a unanimous vote to recoup the additional roll back portion or optionally, a Referendum which can do either or both. To go above those two (2) numbers would require a Referendum." Discussion. Tape 2/Side A Further discussion ensued on Budget, Outsourcing, and the City's Pension Plan. Committee Member Ligthart said, "The part that stood out as far as increases, if you had to divide up into categories was the Pension Plan - if you look at the expenses over the years, that is the one that really went up in all the departments. Some more than others." Regarding employee vacation and sick hours, Mr. Ligthart suggested, "You don't allow that amount of hours to transfer because when you allow employees to transfer hours of that magnitude that you have in your document, you would have to pay them out after that raise." Mr. Ligthart said, "It's a saving right there." Vice Chairman Mathew Matisak read an email into the Record dated June 28, 2007 from Committee Member Byron Giltz. CITY OF WINTER SPRINGS, FWRIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 28, 2007 PAGE 4 OF 8 Committee Member Martinez asked Manager McLemore, "Why do you want to place the burden of this Committee of choosing and picking areas from which to cut. So, you can then say to the residents, 'A group of your peers chosen by the Commission to do this work decided that we are going to cut here and here and here, so don't blame us'. 1 believe that you - and the Commission know best where to cut, if there are cuts to be made and you should be supplying us with and area or a list or some component of where we can best apply what you are looking for and at that time you can ask questions after we review it and then we can suggest ideas." Manager McLemore said, "We know how to help you with this. And we want to do that, we really do." Committee Member Kathryn Fairchild stated, "I actually would just like to thank the City for giving all of us an opportunity to serve on this Board [Committee]. 1 know - there are several former Commissioners here and 1 absolutely respect what you do, but, for the average citizen who has not ever been just an average citizen, this is a wonderful opportunity to get some real good information on how our City works and 1 really respect them for giving us the chance to actually have a voice. So, thank you very much." Further discussion ensued on the Defined Pension Plan. Chairman Blake called a Recess at 8:36 p.m. Chairman Blake reconvened the Meeting at 8:45 p.m. Regarding suggestions for budget reductions, Committee Member Gennell said, "That is a place that I might want to look at, increasing the non-resident User Fees as opposed to the resident User Fees." Tape 2/Side B Regarding classified advertising, Committee Member Gennell stated, "A lot of other cities advertise in the Sanford Herald." Committee Member Gennell asked, "If you could give us a dollar amount what our advertising would cost in the Sanford Herald as opposed to the Orlando Sentinel. I think there is room there to do things." Next, Committee Member Gennell said, "The January Referendum, we all know there is a certain number of residents in town, or property owners in town who are non-residents. What that number is, I don't know. We are building apartments. A lot of those owners are going to be non-resident owners. However, they are going to Voters in that Election." Committee Member Gennell said, "Before we make a recommendation, on the third part of that item, we need to know how many non-resident owners that we have? Because those property owners have a Vote." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 28, 2007 PAGE 5 OF 8 Committee Member Ethel Beecher said, "A lot of Advisory Boards, we are paid compensation to serve on those Boards," Committee Member Beecher said, "That may be an area where some of the Advisory Board people would volunteer to waive their fees." Chairman Blake said, "At the end of each Departmental presentation, it discusses what service cuts would be - project cuts would be required. If that Department's budget experienced a ten percent (10%), or twenty percent (20%) or thirty percent (30%) cut. Also, listed was what the Department Budget is." Chairman Blake said, "They are not necessarily broken out - SO, it is not itemized." Chairman Blake said, "Next week, when they [Department Heads] come back with the itemized list to try to be as specific as possible with each of the pieces." Committee Member Ligthart said, "I want to cut City Hall expansion. That is the first thing I would cut." Chairman Blake said, "It won't effect that one point two, seven, seven million dollars ($1,277,000.00) in this Budget." Committee Member Ligthart said to Manager McLemore, "During your annual evaluation, not too long ago - and they gave you a four percent (4%) annual increase, the Mayor did ask, 'Would you be willing to take a cut?' If cuts had to be made. And you said, 'Yes'. Are you still making those same comments?" Manager McLemore said, "I told you that I will gladly share the burden that all of the people have to share." Committee Member Ligthart said, "So, in other words it has to be equal throughout the entire stafn" Manager McLemore said, "I said, I will gladly share the burden that every other employee is asked to share." Committee Member Ligthart said, "One question - on the pay scale - I would be really interested in - who is at maximum, if there are people at maximum, because that is a pretty wide range and that increase was pretty substantial from that 2006 upgrade, Cody Study." Committee Member Ligthart said, "I am basically looking for the top ten (10)." Regarding the Senior Center, Committee Member Dale Kirby said, "Can I have somebody maybe put together a program as to how much revenue we can really make over there, if we start implementing charges? Because my understanding, a lot of the classes over there are free, we do charge a buck to some." Committee Member Kirby said, "I am looking in last year's Budget, that we are going to hire a therapy pool attendant at ten dollars ($10.00) an hour - and we know when that pool opens up, we are going to have a lot more expenses coming - how can we get that place to be self sufficient?" Committee Member Kirby then said, "What kind of revenue can that building sustain by itself, can it do it, and take this out of our Budget if possible." Next, Committee Member Kirby said, "Can we freeze wages, is that possible in the City to freeze wages back to [20]'07 levels?" Manager McLemore said, "Yes. You can freeze wages - you pay a cost for it obviously and the question is 'What is the trade-off." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 28, 2007 PAGE60F8 Committee Member Kirby asked, "On these Budgets - can we get a break down of what those are yet, or are they just preliminary numbers you pulled out to tell me what the $4,292,000.00 includes for Fire [Department] or the $2,543,000.00 for Parks [And Recreation Department]? Is it too soon to get that now or what?" Manager McLemore said, "Yes." Manager McLemore said, "You have to understand, they are working papers." Regarding employee benefits, Committee Member Terry Patten said, "We do need to entice individuals to come and stay because the fact of retraining people, good people is a waste of everybody's money." Committee Member Patten then said, "If they are going to leave, then we are just a training ground and I am totally opposed to that." Committee Member Patten said, "We are all talking about the cuts, but I think we also need to keep in mind is that we don't necessarily have to go with cuts if we are in favor of, as I understand, about a hundred and forty dollar ($140.00) a year increase in our taxes. Is that correct?" Manager McLemore said, "Right." Committee Member Ligthart then said, "I would like to look at the health care costs, primarily I am referring to not the individual working for the City, but the spouse and family plans." Discussion. Chairman Blake said, "Street lighting - some communities are looking at implementing a street lighting services fee similar to - what we talked about with the Fire Services Fee- that is an option we can look at. Regarding Park User Fees, Committee Member Sondra Ahlers said, "We have to really think about that as a Committee. Charging somebody ten bucks ($10.00) a head for a class or an entrance to a park or event - it is not just straight revenue - you've got to have somebody enforce that, you've got to hire employees to stand there and collect it. You got a lot of complication involved in that broad based collection." Committee Member Ahlers then said, "So, you really need to think about that as a Committee too, if that is real revenue or a real source. It might be a small source, but I do not see it as a solution in any way." Next, Committee Member Ahlers said, "I don't think we should have parks out there that we don't use." Discussion ensued on notifying citizens with information. Next, discussion ensued on street lighting districts. Vice Chairman Matisak asked, "Can we get a list of comparable cities that are using ERU's (Equivalent Residential Units) and how many ERU's (Equivalent Residential Units) they are allotting to single family homes versus commercial?" Manager McLemore said, "We can. I don't know if we can get it in two (2) weeks." Vice Chairman Matisak said, "Just a couple." Manager McLemore said, "Maybe, we can call some Representatives." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 28, 2007 PAGE70F8 6. WRAP UP DISCUSSION Chairman Blake said, "We will be here one (1) week from tonight - I think this set up works much more effectively. Again, thanks for Staff for coming up with that solution." Regarding contact with the general public, Committee Member Ligthart said, "People in the audience could call upon one of us. Right?" Chairman Blake said, "Absolutely." Regarding School Resource Officers, Committee Member McLeod asked, "What percentage is the School Board reimbursing us?" Manager McLemore said, "Fifty (50)/, Fifty (50)." Committee Member McLeod said, "Then I would recommend one (1) - is to go back and see if we can't pick up twenty-five percent (25%) more seeing that the schools themselves are exempt from this." Chairman Blake suggested, "And it would be an excellent opportunity to contact some of our sister cities in the County and suggest they all do the same thing." Chairman Blake asked Manager McLemore, "I think it would be appropriate for you to bring back to us next week in addition to the list you already have, a listing by Department created by you and your Department Heads specific dollar cuts in order to add up to that one point three million dollars ($1,300,000.00) that would provide the most efficient cuts with the least amount of the - service levels seen by the taxpayers." Regarding the Parks, Committee Member McLeod said, "Our citizens voted to expand our Parks by Referendum. Now, to go back and charge to come to use the Park, is a real foolish thing to do." Tape 3/Side A Committee Member Kirby said, "I agree about the Park usage itself, but I am talking about Special Events - I think we should charge for any Special Event; ball games, whatever like that." Committee Member Kirby then said, "We got a big pool opening over there. We got a lot of other expenses coming in to that facility over there." Committee Member Kirby said, "We got to start bringing some money in over there." Committee Member Beecher said, "The Senior Center is a quality of life issue and something for Seniors, the same way that ballparks are to children or the splash pad is for the children, whatever other things we offer, they are not able to avail themselves of it." Committee Member Beecher then said, "But to charge them for everything that they want to do or to eliminate their transportation would be a disaster, because Winter Springs needs to take care of their Seniors as well as all of the children." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JUNE 28, 2007 PAGE g OF 8 7. ADJOURNMENT Chairman Blake adjourned the Meeting at 9:42 p.m. RESPECTFULLY SUBMITTED BY: NOTE: These Minutes were approved at the July 5. 2007 Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee Meeting. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING JULY 5, 2007 1. CALL TO ORDER The Ad Hoc Winter Springs Citizen Property Tax Reform Mitigation Study Committee Meeting of Thursday, July 5,2007 was called to Order at 6:30 p.m. by Chairman Michael S. Blake in the Commission Chambers of the Municipal Building (City Hall, 1126 East State Road 434, Winter Springs, Florida 32708). 2. ROLL CALL Chairman Michael S. Blake, present Vice Chairman Mathew Matisak, present Committee Member Sondra Ahlers, arrived at 6:38 p.m. Committee Member Ethel Beecher, present Committee Member Fred G. Curtis, present Committee Member Kathryn Fairchild, present Committee Member Mark Fischer, present Committee Member Cindy Gennell, arrived at 6:35 p.m. Committee Member Dale Kirby, present Committee Member Charles Lacey, present Committee Member Ron Ligthart, present Committee Member Gerry M. Marino, absent Committee Member Edward Martinez, Jr., present Committee Member Richard M. Mastroberte, absent Committee Member David W. McLeod, present Committee Member Terry Patten, arrived at 6:49 p.m. Committee Member Bill Poe, present Committee Member Bob Rucci, present Committee Member Max Swaim, present Committee Member Rande Thompson, present A moment of silence preceded the Pledge of Allegiance. CITY OF WINTER SPRINGS. FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITIEE MEETING - JULY 5. 2007 PAGE 2 OF 17 3. APPROVAL OF THE JUNE 28, 2007 AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING MINUTES. "I MAKE A MOTION THAT WE APPROVE THE MINUTES." MOTION BY COMMITTEE MEMBER McLEOD. SECONDED BY COMMITTEE MEMBER POE. DISCUSSION. WITH CONSENSUS OF THE COMMITTEE, THE MOTION WAS APPROVED. MOTION CARRIED. Chairman Blakes said, "Let the Record show [Committee Member] Mr. Martinez voted 'Nay' on the Minutes." Committee Member Cindy Gennell arrived at 6:35 p.m. Regarding the approved Minutes, Committee Member McLeod stated, "June 28th." Committee Member Sondra Ahlers arrived at 6:38 p.m. 4. REVIEW Chairman Blake distributed a "Question and Answer" sheet related to questions asked at the June 28th, 2007 Meeting. City Manager Ronald W. McLemore said, "At the Commission Meeting we had last Monday night, the Commission did say that if you need a little more time and have another Meeting or so, they wanted to make sure that you had that discretion." 5. DISCUSSION OF PROPERTY TAX REVENUE REDUCTION MITIGATION OPTIONS AND STRATEGIES. Manager McLemore introduced this Agenda Item and reviewed Mitigation Alternatives. Committee Member Terry Patten arrived at 6:49 p.m. Regarding street lighting, Manager McLemore said, "One thing which I am going to talk to the Commission about is the option of applying this fee to Corridors, not neighborhood streets. Discussion. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 3 OF 17 Further discussion ensued on the General Fund, Operating Budgets, and Department Budgets. Public Education information was addressed to the Committee Members. Discussion. Tape I/Side B While discussing the Police Department's Budget and suggested budget cuts, Vice Chairman Mathew Matisak said, "This City has invested, not only the City, but the residents of this City have invested a tremendous amount of money over the years in their personal property and public property and with the removal of Code Enforcement, we end up with a big issue and that is people that let their property run down, it reduces the overall property value in other areas." Vice Chairman Matisak then said, "Code Enforcement is a very effective tool." Discussion. Committee Member Kathryn Fairchild spoke for the Record and mentioned she would not support the loss of School Resource Officers. Information related to Fire Department Budget Cuts was discussed next. Regarding Fire Station #28 at City Hall, Chairman Blake asked, "Is there anybody here that would recommend or want to recommend the closing of this Fire Station?" Chairman Blake then asked, "Is there anybody that would want to?" With no objections, Chairman Blake stated, "That is of/the table." Committee Member Bill Poe commented, "I just don't want to see anybody lose their job in the City of Winter Springs over fifty-eight dollars ($58.00) when in fact, we probably could manage our way through this without any difficulty." Discussion. Chairman Blake reiterated the charge to the Committee Members as noted in Resolution 2007-15. Further discussion. Committee Member Ron Ligthart referred to his email dated July 3,2007. Discussion. Tape 2/Side A CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITIEE MEETING - JULY 5, 2007 PAGE40F 17 Discussion ensued on the Tuscawilla Lighting and Beautification District Lighting Fees. Information on Parks and Recreation Department proposed Budget reductions was discussed next. Discussion ensued on various Events and Programs. Chairman Blake asked, "Is anybody in favor of cutting the Senior busing to the Senior Center?" Chairman Blake stated, "And I believe I saw one and a half (JIh) hands, two (2)?" Discussion. Committee Member Ligthart said, "If I was going to have to make a choice then I'll say get rid of that Hometown Harvest." Chairman Blake called a Recess at 8:30 p.m. Chairman Blake reconvened the Meeting at 8:42 p.m. Clarification was asked on the Consensus for the Senior Bus Service. Chairman Blake said, "For the Senior Busing, there were two (2) people who were not in favor of not cutting it, which meant there was a vast majority and Consensus to remove it from the list of recommended cuts." Next, information on Community Development Department proposed Budget cuts was reviewed. Discussions ensued on Arbor, Urban Beautification, and Street Lighting Assessment Issues. Further discussion ensued on State and County funding and Grants. Tape 2/Side B The Public Works Department suggested Budget Reductions was the next topic discussed. Discussion ensued on Roads/Right-Of-Way Maintenance, Fleet Maintenance, Facilities Maintenance and storage for Holiday Decorations. Next, the Information Services Department proposed Budget cuts were discussed. Ms. Joanne Dalka, Director, Information Services Department addressed questions by the Committee on her Department's Budget. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGA nON STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 5 OF 17 Regarding Development Maintenance and License Fees, Manager McLemore asked Ms. Dalka, "Can you take a quick look at it if we let you go back?" Ms. Dalka replied, "Yes." Manager McLemore continued, "Just - generally, how much goes into those different categories." Chairman Blake asked, "And what the special programs are. Split those out for us." Ms. Dalka said, "I can do that." Governmental Budget Reductions was discussed next. On the Governmental Budget sheet, the numerical amount was listed, only the descriptive title "City Manager" was missing; to which Chairman Blake said, "If you look on the left where it says 'City Commission', City Manager should be right above there." Discussion. Chairman Blake said, "Now we are at the point in time where we have got to decide what we are going to forward to the Commission. And we have heard from many folks in many respects. One thing that we have decided is if we accept the recommendations that Staff has put together for us, we have line items taken out, the closing of this Fire Station, which was three hundred and five thousand dollars ($305,000.00) and we have removed the recommendation of terminating the Senior Center Busing Services, which was thirty- seven thousand [dollars] ($37,000.00). So, that is three hundred and forty-two thousand dollars ($342,000.00) that our recommendation would fall short from generating the appropriate cuts. Who has a recommendation for how we can help the Commission close that gap?" Regarding the elimination of the Code Enforcement Bureau, Vice Chairman Matisak commented, "I don't believe that we should and I stated my reasons for that earlier and I think it is a big, big mistake. Many of those people are Law Officers and they help keep our property, what it is. I think anytime we remove Public Safety Officers directly who have direct contact with the public, I think we are in a bad condition there. So, I make the recommendation that we - cut or remove Code Enforc61l1ent as an elimination." Discussion ensued on the Pension Plan. Chairman Blake said, "Give us a suggestion on a monetary amount, how we can make a change that actually could be implemented that will affect that number." Committee Member Ligthart said, "A 401 K Plan should be introduced or talked about." Chairman Blake said, "Are we prepared to make that recommendation to the Commission that they change from a Defined Benefit Pension Plan and implement a 401k Plan?" Chairman Blake asked, "Is that what you are recommending?" Committee Member Ligthart replied, "I am recommending because you have got to start somewhere." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 6 OF 17 Chairman Blake said, "I will take it to the Board and please just signify you agree or don't agree. Should we recommend to the Commission to eliminate the Defined Benefit Plan, which is the Pension Plan that we currently have in place..." Committee Member Ligthart asked, "... for General Service employees, correct?" Chairman Blake replied, "There is only one Plan in affect and if you are making a recommendation, then that is the Plan that has to be affected. So, the question is, are we in favor of recommending elimination of the Defined Benefit Plan, the Pension Plan? Basically you would freeze it and all benefits in it would stay the same up to the time that people have in place, and implementing a Defined Contribution Plan, such as a 40lk plan? That is the question. All in favor of making that recommendation?" Committee Member Lacey asked, "To make a rational decision on the question you put forward, Mr. Chairman, we have to know, is it feasible that we could make an implementation of that change in time for affecting this fiscal year and what would - what would the affect of that be?" Chairman Blake continued, "Who is in favor of making that specific recommendation to the City Commission, just raise your hand." Discussion. Chairman Blake asked, "Is anyone against making that recommendation? Okay, it is clearly a Consensus." The Committee Voted against making that recommendation. Regarding the three hundred and forty-two thousand dollars ($342,000.00) of additional recommended cuts, Committee Member Gennell asked, "In this document, were they proposing the Lighting District?" Chairman Blake replied, "I was actually going to handle those under replacement revenues which would be the next item I am going to. That would encompass the fire department being under an MSBU (Municipal Services Benefit Unit) potentially, or a Lighting District. Some sort of a dependent Special District that would create an offset funding." Chairman Blake said, "So, you are proposing that in addition to these cuts that the replacement revenue of establishing a Special Lighting District that would mirror the required additional cut necessary would be appropriate?" Committee Member Gennell said, "Yes." Referring to Resolution 2007-15, Committee Member Ahlers said, "And we are looking at Option 1), not Option 2), so that the revenues..." Chairman Blake said, "...At the moment, we are. Yes." Tape 3/Side A CITY OF WINTER SPRINGS. FWRIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 7 OF 17 Committee Member Sondra Ahlers said, "An adoption of Alternative Revenue measures. Also a 'c)' which is a combination of the two (2). What my colleagues - are saying and I is that we are opting for 'c)', that there is a combination or an Alternative Revenue and that we can avoid 'a)' altogether. So, what you are suggesting is that we have to have an answer for each and every one of those four (4)." Chairman Blake said, "Yes. Our response should include the following. It didn't say exclude some of these. It said include the following. And that is what I intend to do. That is what they have asked me to do. That is what they asked this Committee to do." Committee Member Poe said, "Understanding now how you are approaching this, and I know that we earlier made some comments that we would like to remove some of those items from the Budget; I too would like to remove them, because I think they are necessary, but if we have to deliver the cuts, I'll move that we adopt the proposal that was presented by the City Manager which gives us the one point three million dollar ($1,300,000.00) cut as presented." Seconded by Committee Member Bob Rucci. Committee Member Lacey said, "Point of Order" and asked about Robert's Rules of Order. Manager McLemore said, "The Resolution specifically says you won't Vote, you will do it by Consensus." Continuing, Committee Member Lacey stated, "We are not operating under Robert's Rules of Order, so, all these Motions - are not in Order. My fundamental point is that I want to endorse the Chairman's approach to this. I think that is the right way to get there. He is cognizant of the political realties that we have to face and the ammunition that we have to give the Commission and the best way to provide that ammunition and I think we ought to follow through to, 'a)', 'b)', 'c)', and 'd)' and get to the end." Committee Member Fred G. Curtis said, "Well then I think the solution is simple. Which is for 'a)' we say this is the tax list of cuts with two (2) items put back in and we don't recommend it. And then go on to 'b)', 'c)' and'd)'." Committee Member Mark Fischer said, "I agree with this process. I think the Commission has to be compelled to take the proper action." Chairman Blake said, "Is there anybody in the room that is in favor of providing for letter 'a)' here, the one point three million dollars ($1,300,000.00) in cuts that have been identified by Staff-to the Commission as an option? Staff-identified one point three million dollars ($1,300,000.00) for cuts that would represent one point three million dollars ($1,300,000.00) in expenditures that could be taken out of the Budget. Is there anybody here that is in favor of delivering this list of one point three million dollars ($1,300,000.00) in cuts to the Commission to satisfy our requirements under letter 'a)'? Is there anybody who is opposed to providing this list of expenditure cuts?" Chairman Blake said, "By Consensus, we will provide this list as presented Mr. Manager, to the Commission as areas where they could cut up to one point three million dollars ($1,300,000.00) in expenditures. " CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITfEE MEETING - JULY 5, 2007 PAGE 8 OF 17 Vice Chairman Matisak said, "Since we are not Voting, and we have a Consensus and those..." Chairman Blake said, ".. . Minority report." Vice Chairman Matisak said, "Yes. That we can make comments after and submit them to the Clerk so that they can be on Record as to why we were against a particular..." Chairman Blake said, "... That is correct." Vice Chairman Matisak said, "Okay. I just wanted to make sure that everybody understood that so that if there is a particular component in there that made you say 'No', you can identify why for the Record." Committee Member Ahlers said, "Can we make a formal Addendum to that Budget and just say - that we do not recommend this procedure?" Chairman Blake said, "It would be my expectation that once we identified each of these four (4) items - that we would have a cumulative statement that would prioritize those and let them know what the opinion of the Committee as a whole - what a Consensus body would be." Chairman Blake stated, "Any minority Report would need to be in writing. If you want to submit something, feel free to. It needs to be in writing and it will be part ofthe Public Record and will be part of the presentation that I make to the Commission - on July 16th, [2007]." Chairman Blake said, "Alternative Revenue Measures, two (2) specific ones have been discussed at some length, one (1) of those would be the establishment of an MSBU (Municipal Services Benefit Unit) to provide Fire Services in the City. The second one would be a similar type action for dependent District for street lighting either across the entire City or as the Manager suggested, across Corridors. We can probably address both of those and any others that anybody wants to throw in, such as - and I am looking at these as alternatives not additional revenue necessarily. Let's handle that one secondly." Chairman Blake said, "Alternatives such as the Special Districts." For clarification, Committee Member Rucci asked, "Does that include this business - of the two (2) different methodologies that we are affecting the Fire Department, the Fire Fees type of scenario or selling offthe Fire Department to the County?" Chairman Blake said, "I have not yet mentioned a consolidation with the County. That would - I think would need to stand on it's own as a separate recommendation." Discussion. Chairman Blake stated, "New ways to collect revenue. That is what I am talking about right now." Chairman Blake said, "The way a Municipal Services Benefit Unit (MSBU) is set up - each individual property owner pays for the burden they create on the service that is being provided." Chairman Blake then said, "It is not arbitrary." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE90F 17 Manager McLemore said, "The Supreme Court of Florida has laid down very specific guidelines and it says there has to be a rational nexus between what you charge and the benefit is actually derived by the property. And it will change from community to community based on what the characteristics of the community are." Chairman Blake said, "Would you please indicate if you are in favor of proposing this as an alternative to the Commission?" With a show of hands, Chairman Blake said, "Nine (9)." Chairman Blake said, "And those that would be against proposing this. " Chairman Blake stated, "Eight (8)." Chairman Blake stated, "So, that would be a split recommendation. " Committee Member Gennell said, "Why would this Committee want to recommend one rather than the other. In other words, perhaps recommend endorse Lighting Districts and not endorse Fire Districts." Chairman Blake asked, "Does anybody feel differently against the two (2)? That would mean you would vote differently if they were separated? I see nothing there, so we have asked and there doesn't appear to be any difference." Chairman Blake said, "Then moving on to a creation of new Revenue Sources. New Revenue Sources would include the items - Fees at parks, it would include the [Auto] Accident Fees, Auto/Fire Incident Fees. They are all on this one page called 'Mitigation Alternatives' ." Continuing, Chairman Blake said, "Does anybody want to talk about the School Resource Officer. Trying to charge that to the School Board? I suggested we work with the other cities in the County to all approach at the same time. I think that would be the appropriate way to handle it. Is anybody in favor of that recommendation?" Chairman Blake said, "So, we do have a Consensus to recommend thatfunding source to the Commission. " Chairman Blake said, "Do we want to split up Auto Accident [Fees) and Fire Incident [Fees), or can we take those together? These are sources that would actually be billed to insurance companies. Is anybody in favor of recommending those two (2) revenue sources together to the Commission?" With a show of hands, Chairman Blake said, "We have Consensus on that item." Discussion. Next, Chairman Blake said, ll[Committee Member) Commissioner McLeod has spoken on the Fire Inspection fees. Is there anybody that would favor that new Fee to the Commission as a way to generate revenues?" With a show of hands, Chairman Blake said, llThat one is not recommended. " CITY OF WINTER SPRINGS. FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5. 2007 PAGE 10 OF 17 Next, on Parks and Recreation, Committee Member Dale Kirby asked, "Is that all Parks and Recreation including the Senior Center, the Parks, the whole - what is this one hundred and thirty seven thousand dollars ($137,000.00) suppose to represent?" Chairman Blake said, "What the Manager said and I agree with, I think we leave it for the Commission to decide as they would have to do anyway, where to charge, where not to charge - but merely, a recommendation that they need to reap some revenues from the Parks and Recreation operation." Committee Member Ahlers asked, "The one hundred and thirty seven thousand dollars ($137,000.00) that you are talking about raising new service fees, is the same one hundred and thirty seven thousand dollars ($137,000.00) that you are talking about in cutting the Budget earlier? So, it's either one or the other, not both?" Chairman Blake said, "These would be revenue sources they could use to reduce the amount that they would have to vote to raise the Millage. It's one or the other." Chairman Blake said, ((Is this Committee in favor of recommending to the Commission in a position of Park and Recreation Fees in order to recover some of the lost revenues?" With a show ofhands, Chairman Blake said, ((It carries by Consensus." Referring to Consolidation, Chairman Blake said, "Whether or not we would want to recommend to the Commission to further explore and consolidate the City's Fire Department with the County's Fire Department similar to what A ltamonte Springs has done; does anybody want to recommend to the Commission that we consolidate the City's Fire Department with the County?" With a show of hands, Chairman Blake said, "So, that one will not be recommended. We will not recommend, to be very clear, consolidation of the City's Fire Department with the County for the purposes of the revenue change. " Chairman Blake asked the Committee Members, "Do we have any other extraordinary recommendations to offer to the Commission besides the Millage Vote?" Discussion. Regarding the Pension, Committee Member Ligthart asked, "What about the Multiplier, is that three (3)?" Chairman Blake said, "It is going to three (3)." Committee Member Ligthart said, ((Can we keep it at two pointfive (2.5)?" Committee Member Ligthart then said, ((And do we also want to entertain the retirement age as an example? And, I also propose a freeze on any more benefits that we keep offering." Chairman Blake said, "I would say that your comments would not be taken up, because we did handle the Pension issue earlier and there was an overwhelming Consensus to not make the recommendation based on the Pension Fund at that time. Has anybody changed their position on the Pension Fund? Would you want to re-look at attributes associated with it?" Chairman Blake said, "Seeing none, then we will move on. " CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGA nON STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE II OF 17 Discussion ensued. Committee Member Rande Thompson asked about "Dispatch services consolidating with the County." Chairman Blake said, "The only dispatch services we have currently are Police and I believe Fire is County." Chief of Police Daniel J. Kerr said, "Whenever cities have done that and there have been a couple that have, they don't reduce the cost significantly." Chief Kerr said, "I'll use Sanford as an example, when I have talked to them, they were promised they were going to get a certain level of service, certain number of dispatchers for their City, and once they finally got it, that was reduced, so their response times actually went up. So, I don't think we want to reduce our level of service for a small savings." Chairman Blake asked, "Does the Committee wish to explore the recommendation to move the Police dispatch services to the County?" Chairman Blake then said, "Does anybody not wish to explore it at this time?" With a show of hands, Chairman Blake said, "So, we will not go further down that road. " Next, Chairman Blake said, "Would the Committee desire to make a recommendation to the Commission to - Vote the nine percent (9%) Millage decrease back into the Budget? This is the eight hundred thousand dollars ($800,000.00) amount to vote back into the Budget." Chairman Blake said, ~~To be clear, there are two (2) components to the cut. The first cQmponent is the nine percent (9%) reduction about eight hundred thousand dollars ($800,000.00) that is required by the Legislation. The Commission may Vote on a - four/fifths (4/5) Vote. In other words, four (4) Commissioners must vote affirmatively and can override that and have the eight hundred thousand dollars ($800,000.00) put back into the Budget. That would require four (4) Votes. Do we wish to recommend that to the Commission? If so, raise your hand. Does anybody desire not to recommend to the Commission. So, we have an overwhelming Consensus to recommend the nine percent (9%) back into the Budget. " Further discussion. Continuing, Chairman Blake said, "Does this Committee desire to recommend to the Commission that they take the unanimous Vote to override the rollback portion, which is that five hundred thousand dollars ($500,000.00) - this would provide us a full funding to where all one point three million dollars ($1,300,000.00) would be restored. Does this Committee desire to recommend this to the Commission? All those in favor? Any against? By a narrow margin, we do indeed have a Consensus to recommend this as welL" CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING JULY 5, 2007 PAGE 12 OF 17 Chairman Blake said, "Now, we have made several items available that we will be recommending to the Commission. Is there an overwhelming majority of us to desire to prioritize, is there one (1) item or two (2)? Do we intend to prioritize what we are recommending to the Commission? I had one suggestion to put the Votes first as being recommendation of the Committee. In other words, does the Committee desire to say, 'Here is what we recommend you do first'. First, would be an override Vote. Would that override Vote be unanimous for all one million three hundred thousand dollars ($1,300,000.00), or would it be a replacement of the nine percent (9%) cut which would require a four/fifths ( 4/5) Vote?" Chairman Blake said, "Who would prefer to have the unanimous one point three million dollars ($1,300,000.00) replaced being the top priority, if you can raise your hands for the top recommendation. The full override." Discussion. Committee Member McLeod said, "I would keep them separate so that they can vote just like we did." Chairman Blake said, "I will accept any recommendation as to how we can take - five (5) different items and amongst ourselves to develop a list that is prioritized." Chairman Blake asked, ('So, which of the five (5) items is our biggest priority?" Next, Chairman Blake said, ((Of all of the different items that we voted to forward to the Commission, does anybody have as their first or second, top of the second priority something other than the eight hundred thousand dollars ($800,000.00) or the one million three hundred thousand dollars ($1,300,000. 00), four/fifths (4/5) or five/O vote? So, we isolated those being our top ones. Now, we can go to, please Vote either for one or the other and please only Vote once and this will help us to determine which is our Consensus top choice. Who here would prefer to have the top recommendation as a five/O vote to replace all one million three hundred thousand dollars ($1,300,000.00)?" With a show of hands, Chairman Blake said, ((Seven (7)." Chairman Blake then said, ((Who would prefer to have the top recommendation, a four/fifths (4/5) vote eight hundred thousand dollars ($800,000.00)?" With a show of hands, Chairman Blake said, ((Nine (9). So, that then would be the top recommendation is to replace eight hundred thousand dollars ($800,000.00). Then our second recommendation priority would be the five/O - then our third recommendation would the replacement of revenue through the imposition of fees, is that correct? Now, we actually had several different ones. Do we want to prioritize those?" Discussion. Tape 3/Side B CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGEI30FI7 Manager McLemore said, "You're number one preference would be for them to do the entire one million three hundred thousand dollar ($1,300,000.00) override - and I think your second priority, if you are not willing to do that, do the eight hundred thousand dollars ($800,000.00) override." Chairman Blake said, "For the sake of clarity, let's go back to the beginning because I do want to make sure that everybody is on the same page. Here are the ground rules. From an operational standpoint, the Commission may vote as many times as they want - to pass or not pass either of these two (2) options. They do not have one (1) chance to do it. Secondly, either of these actions could be completed in only one (1) Vote or in a series of votes. Thirdly, our job is to merely let the Commission know what our preference is as the people. Do we prefer that however they do it, that they work to pass the Ordinance to collect Ad- Valorem taxes equaling one million three hundred thousand dollars ($1,300,000.00) over what the Legislature set or do we prefer that they vote that they Vote to only collect eight hundred thousand dollars ($800,000.00) in Ad-Valorem tax revenues over what the Legislature set. And you can only prefer one of those two, not both because only one of those two can occur. They can either adopt eight hundred thousand dollars ($800,000.00) or they can adopt one million three hundred thousand dollars ($1,300,000.00). They can not adopt five hundred thousand dollars ($500,000.00). It is not on the Table." Chairman Blake then said, "Do we prefer that they do the eight hundred thousand dollars ($800,000.00) or the one point three million dollars ($1,300,000.00)? Please Votefor only one (1). And whichever one gets the highest indication of interest, will be our top recommendation, the other one will receive our second level of recommendation." Chairman Blake said, "Who here would prefer to recommend to the Commission that of all the different actions that they could possibly take, I prefer that they vote in the one point three million dollars ($1,300,000.00) restoring all the funding in place. It would require a unanimous five/O vote." With a show of hands, Chairman Blake said, "Ten (10). By an overwhelming majority, we are swapping what we talked about before. Joan [Brown, Deputy City Clerk) to be sure that you have this on the Minutes correct - the action is of this Committee's top recommendation is for the Commission to vote unanimously to restore all of the funding that was cut by the Legislature's action. If that is not possible, then the secondary recommendation of this Committee to the Commission is to restore the nine percent (9%) cut that - requiring a four/flfths (4/5) vote." Chairman Blake said, "We've got our top and our secondary recommendation. One thing we could do is we could offer other options that are not recommendations. Those options could be those additional fees, through user fees - lumping those things that we agreed to transmit to them that would be options to do, but not necessarily our recommendations." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 140F 17 Chairman Blake said, "Is there any objection to including the Auto Accident and Fire Incident Fee for Fee replacements as our number three (3) options? And we should implement anyway." Chairman Blake then said, "Is there any objection to including those as our number three (3)? Seeing none - then I will ask the Clerk to include the Auto Accident and Fire Incident Fees combined as one (1) additional revenue source under number three (3). " Next, Chairman Blake said, "Parks and Recreation, those Fees. How do you feel about those?" Chairman Blake then said, "Is anybody in favor of presenting Parks and Recreational Fees as the fourth alternative in the recommendation to the Commission? Anybody in favor of presenting that? I think that is Consensus. Anybody against?" Chairman Blake said, "School Resource Officer. Does anybody want to put it in as number four (4)? Chairman Blake then said, "So, all we have left then is the School Resource Officer and Parks and Recreation. Which one do you want to be on top? We already had a Consensus to include them on the list. The question is where on the list do we put them? Who wants to have Parks and Recreation first? With a show of hands, Chairman Blake said, "Seven (7)." Chairman Blake said, "Who wants to have the School Resource Officer next? With a show of hands, Chairman Blake said, "Nine (9). It's going to School Resource Officer and then Parks and Recreation and then, you asked for it, but we certainly don't recommend it, one million three hundred thousand dollars ($1,300,000.00) in cuts. Does anybody object to that statement? Is anybody in favor of that statement as a Consensus - position of the Board? So we have Consensus on that. " Next, Chairman Blake said, "I want to be certain that the Clerk understands that we took two (2) votes on the number one (1) and number two (2) and the second vote overrode the first vote. They weren't Votes, they were indications of Consensus." Discussion. Continuing, Chairman Blake said, "As I mentioned earlier, on July 16th [2007] - I will be going before the Commission and I will present to them our recommendations. My presentation will include the entire list of recommendations that we are giving them, which is everything that we just discussed so far, and it will be in priority order. My recommendation will include the fact that this Committee overwhelmingly decided by Consensus to recommend to them that the first option followed somewhat closely by the second option - highly desirable and anything below that line was deemed to be somewhat undesirable and that the cuts at the bottom of the list - provided because they asked for them were not recommended." Chairman Blake asked, "Does anybody, as a Consensus, take exception to me characterizing the work we have done in that fashion?" There were no objections noted. CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 15 OF 17 In presenting this Report to the Commission, Chairman Blake said, "I will attempt to be very fair and answer their questions - and understand they don't have to take our recommendation either. They can do just about do anything they want to do, but I will try to present to them the work that we did in a fair light." Chairman Blake said, "Finally - recall that Consensus reports are what this Committee will file. If there is a minority Report, I need to have that to the Clerk's office by close of business next Thursday, the 12th [July 2007]. If the report is not to the Clerk's office by close of business, that's five o'clock, on Thursday the 12th [of July], then it will not be included as part of my Report to the Commission on the 16th [of July]. A minority Report should be concise, it should be to the point and it should address facts associated directly with what the Commission's charge was to do. If it is deemed off in some other direction and not addressing this budget issue - then I will not include that portion in my Report to the Commission." Chairman Blake then said, "In closing, next week since the Report has to be in by five o'clock we won't be meeting, but that creates another problem, and that is the Minutes won't be available. Minutes will not be approved and so I need the Consensus of this Committee - I need a show of hands that gives me the authority to go to the Commission and present what I have told you." Chairman Blake then said, "So far everybody is in agreement with - what's been done or not? There were no objections noted. Manager McLemore said, "You are required in the Resolution - to publish your Report, Publish means it is a written Report. It is published in the Public Record. I will work with your Chairman. We will develop that Report and it will be delivered to the Commission based on what he is talking about to you right now. But, it will have all these documents in it and it will be a fully bound and complete report of this group." Committee Member Patten asked, "Any of the minority Reports that are written will be a part of that official document?" Chairman Blake said, "To the extent that they comply with what I already stated which is they have to be available and into the Clerk's office by close of business, that is five o'clock on July 12th and they point to the issue at hand. With that being done, they will be presented to the Commission. If there are any that show up, I will discuss those with the Commission as well, so that they know. I want the Commission to have an excellent viewpoint of what went on here." Committee Member Ahlers asked, "Is there a majority Report written?" Manager McLemore said, "Absolutely." Committee Member Ahlers said, "Will that be available to the Committee Members for approval prior to you appearing?" Chairman Blake said, "We will have that done by five o'clock on the 12th [of July] as well and everybody will have a copy of it prior to the Commission Meeting. I told you what I am going to say and I am going to say that if you take exception, come to the Meeting." CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY T AX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 16 OF 17 Lastly, Chairman Blake said, "Education. To make recommendation to the Mayor and Commission regarding pre-Referendum public education strategies that should be employed to provide the public with factual information regarding the impacts of the proposed Referendum on the delivery of essential services in the City. This is referring directly to the Constitutional Amendment for the 'Save Our Homes' repeal which will be on January 28th [2008] next year and the question is, we are to recommend to the Commission whether or not they should be involved in a public education process that is fair and balanced. Any discussion on whether or not the Commission should be involved in a public education process for the 'Save Our Homes' Amendment?" Committee Member Fairchild said, "The City should publish a newsletter." Chairman Blake said, "So, you are in favor of the City providing some public education on the Referendum question." Committee Member Fairchild said, "Yes. Absolutely." Committee Member Ahlers said, "I would like to add, that I am in favor of education. The City should supply some. And [Committee Member] Commissioner Gennell's suggestion of a Public Forum meeting or a Town Meeting would at least show that the City is trying." Committee Member Rucci said, "I would be much more III favor to just do the newsletter. " Chairman Blake asked, "Anybody want to speak against the public education program?" There were no objections noted. Committee Member Beecher suggested, "Usually we include Homeowner's Association newsletters and sometimes a few lines on the water bill." Chairman Blake again asked, "Any discussion against some level or some type of public education?" Chairman Blake said, "I think one of the things we have to be very careful about is the content that would be in that public education media - flyer - Town Hall. I think it would be very easy for the City to paint itself into a comer by having a self serving educational program - it really needs to be very factually based. Otherwise, you won't get the desired results. You won't get good results at all and that would be my concern. Would this Commission like to discuss the content of what a public education process might include?" Committee Member Gennell read a brief portion of Resolution 2007-15. Chairman Blake said, "Does the Committee desire to recommend to the Commission that the City should be involved in a public educational effort based on the language in the Resolution which Commissioner Gennell just read? All those in favor of that recommendation?" With a show of hands, Chairman Blake said, "Then by Consensus, we will, as part of the Report recommend that the Commission be involved in public education. " CITY OF WINTER SPRINGS, FLORIDA MINUTES AD HOC WINTER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE MEETING - JULY 5, 2007 PAGE 170F 17 For clarification, Chairman Blake said, {{The question is, I had asked for - your Consensus permission to deliver the Report though it may be sight unseen and we are not coming back to approve it prior to my presentation of the Report, but a copy of the Report will be em ailed out to everybody or available at the Clerk's Office by close of business July lih [2007J - next Thursday, so, I am asking for your permission to present your Findings and Recommendations to the Commission." There were no objections noted. In approving the final Minutes, Chairman Blake then asked, {{I would also ask Consensus of the Committee to give me the authority to sign the Minutes as being appropriate. I do promise you that I will read them and review them and consult with the Clerk's Office to make sure they are a fair and accurate representation of the business that was transacted here. So, based on that, would the Committee give me the permission to sign the Minutes?" There were no objections noted. 6. WRAP UP DISCUSSION In closing, Chairman Blake said, "I really appreciate everybody serving and I appreciate you making the job of Chairman as easy as it was - we are the people and the Commission really wanted to hear from the people and I really did try hard to make sure that everybody had a free flow of conversation to get ideas out there." 7. ADJOURNMENT Chairman Blake adjourned the Meeting at 11 :22 p.m. RfSPECTFULLY SUBMITTED BY: J AN L. BROWN EPUTY CITY CLERK APPR ? BY: /f./ /' /' j! fI ;(v J ~___________ MICHAEL S. BLAKE, CHAIIWAN AD HOC WlNtER SPRINGS CITIZEN PROPERTY TAX REFORM MITIGATION STUDY COMMITTEE NOTE: These Minutes were approved on iJu/... Y I;J.... ,2007.