HomeMy WebLinkAbout2012 08 13 Regular 600 City Manager Annual Performance EvaluationCOMMISSION AGENDA
ITEM 600
August 13, 2012
Regular Meeting
Informational
Consent
Public Hearings
Regular X
KS
City Manager Department
REQUEST:
City Manager requesting the Commission to review information regarding the City
Manager's annual performance evaluation for the evaluation period ending May 25, 2012.
SYNOPSIS:
Consistent with terms of the City Manager's employment agreement and related best
practices, his performance is to be evaluated annually, for the evaluation period ending May
25 of that year. Information relative to that evaluation is provided herein for the
Commission's consideration.
CONSIDERATIONS:
It is my humble belief that we have continued to make positive strides as a City and a team
over the past year. We have continued to ardently practice fiscal conservatism (again
balancing an incredibly challenging budget in difficult economic times, to include lowering
of the necessitated property tax millage rate), maintained adherence to our Strategic Plan,
practiced teamwork amongst our staff, further improved operational efficiencies, further
enhanced customer service, further improved transparency in the operations of City
government, and implemented further improvements in communication with our citizens. I
remain proud to have been afforded and trusted with the opportunity to work with the
Mayor & Commission and to lead our talented staff in facilitating these improvements and
implementing the policy directives of the Commission.
Below please find a summary of some of our activities and accomplishments over the past
year for your consideration:
Regular 600 PAGE 10 F 5 - August 13, 2012
Summary of Accomplishments
Balanced challenging Fiscal Year 2012 Budget with no reduction in services,
and no utilization of reserves for recurring operating purposes. Additionally,
due to our overall approach and strategy relative to budgeting, the FY 2012
Budget actually resulted in a lower required property tax millage rate, than FY
2011, to fund the FY 2012 Budget.
Through fiscal conservatism and pro- active management efforts, FY 2011
General Fund operations (audited) ended with a "Net Income" of $9,175,
which is noteworthy in that we budgeted a $538,698 "Net Loss" due to
potential utilization of reserves for items such as capital projects and
equipment.
Replaced (during this review period) four outstanding bond issues with
commercial bank notes, lowering interest rates and issuance costs, while not
extending terms, and saving taxpayers approx. $1.8 million.
Through good fiscal and operational management, significantly improved
City's debt coverage ratio on remaining bonded utility debt. The June 19,
2012 Annual Forecast Review by City's Independent Utility Rate Consultant
was very positive and indicated the City's Utility Fund to be in a "Strong
Financial Position."
Began construction on Lake Jesup Pumping Station (Reclaimed Water
Augmentation Project). Through good fiscal management, lowered (by 35 %)
necessary debt borrowings for this project by utilizing a pay -as- you -go
approach, and lowered interest and issuance costs on resulting debt
requirements via utilization of State Revolving Fund (SRF) debt.
(City) again received GFOA Distinguished Budget Award and Certificate of
Achievement for Excellence in Financial Reporting.
Facilitated changes to the City's Defined Benefit Pension Plan aimed at
providing sustainability to plan, and saving taxpayers approx. $28 million
over the remaining life of the plan. Changes also included closing of the
Defined Benefit Pension Plan as of October 1, 2011 to General Employees,
with all General Employees hired after that date to participate in a newly
created Defined Contribution (401(k) -type) Plan.
Published "How one small city survived the recession The right attitude
helps Winter Springs, Fla. through dark times" article in the April 2012 issue
of the national publication American City & County Magazine.
City recognized in Sept 2011 by Money Magazine as one of Top 100 Best
Places to Live in America.
Winter Springs Chuck Pula Therapy Pool awarded 2011 Top Aquatic Program
in State of Florida and 2011 National Aquatic Award as a Top 20 Aquatic
Program in the United States, by The United States Water Fitness Association.
Realized lowest crime rate, per 100,000 residents (industry standard metric),
in Seminole County for 2011.
(WSPD) Received 3 rd reaccreditation from Commission on Accreditation for
Law Enforcement Agencies.
Facilitated approval (during this review period) of new Development Projects
in City totaling approx. $108 million in new taxable value.
Facilitated major re -write of and improvements to the Winter Springs Town
Center Code. This re- write, was awarded the Florida Planning &
Zoning "2012 Design Award ". We have received word that other award(s)
Regular 600 PAGE 2 0 F 5 - August 13, 2012
are forthcoming.
Facilitated improvements to the City's overall Development Review Process
resulting in a more streamlined and improved process for those seeking to
develop projects in the City. We have received many positive comments from
applicants /developers about these improvements, such as "how it is a pleasure
to work with City staff', "how it is a pleasure to do business in /with the City ",
and "that everyone wants to build in Winter Springs nova'.
Facilitated establishment of an Economic Development Grant Program to
assist City businesses enrolled in the UCF Incubation Business Program with
payment of Business Tax Receipt (BTR's) Fees.
Facilitated repeal of City's Public Building Impact Fee saving new
development applicants up to $400 per residential dwelling unit and up to
$925 per 1,000 sq. ft. of commercial development.
Facilitated creation of Jobs Growth Incentive (JGI) program aimed at
providing Economic Development incentive to encourage targeted industries
to relocate or expand in the City.
Facilitated creation of operational procedures for administering the City's Ad
Valorem Tax Exemption Program (which was approved by voter referendum
on November 2, 2010).
Facilitated update of City Sign Code aimed at providing more latitude to local
businesses in their use of signage to market their products and services.
Facilitated changes to the City's Arbor Regulations aimed at providing more
latitude to homeowners relative to tree removals and replacements.
Facilitated changes to City Code relative to Secondary Metal Recyclers aimed
at providing local regulation that would be more flexible than the new
(potentially detrimental) rules established by the State.
Received a 96.8% customer satisfaction rating, per annual survey, for delivery
of solid waste collection services.
Extended Utility Billing Counter Hours to improve service availability to our
customers.
Facilitated continued Customer Service Training for staff aimed at providing
better service to our customers.
Facilitated changes to Utility Billing Ordinance to improve service to our
customers.
Implemented new VIOP phone system in City to improve internal and
external customer service.
Procured services of media consulting firm to improve communication and
exposure for the City.
Implemented New Water Conservation Program,
Facilitated Joint Use Facilities Agreement with
School.
Facilitated multi -year agreement with Scottish
Florida for 35th 36
Winds Park.
Choices in Learning Charter
American Society of Central
and 37' Annual Scottish Highland Games at Central
Facilitated creation and presentation of new Spring Community Event in
Town Center, at no cost to taxpayers (other than public safety).
Presented the City's 2012 Celebration of Freedom / 4 th of July Event at no
cost to the taxpayers (other than public safety).
Regular 600 PAGE 3 0 F 5 - August 13, 2012
Strategic Plan Update
In addition to the aforementioned accomplishments, I also believe we have been successful
in adhering to a new paradigm in the operations of City government and the delivery of City
services, as memorialized in our Strategic Plan.
We have worked diligently to adhere to these values and continue to receive many positive
comments from our citizens regarding our approach. Additionally, staff continues to pursue
the Commission - adopted goals incorporated in our Strategic Plan and to implement the
strategies associated with achieving those goals. An interim status report on our progress is
attached herein (Attachment A) to aid the Commission in its current review of the
Manager's performance.
Performance Evaluation Form
The Commission previously approved the utilization of the attached City Manager
Evaluation and Scoring Form for evaluation of the annual performance of the City
Manager. This form is again attached (Attachment B) for this review period for those
Commissioners that desire to utilize this specific evaluation approach.
360 Evaluation Survey
As was the case during the prior evaluation period, we have again utilized a 360 evaluation
survey to aid in evaluation of the Manager's performance. This important and valuable tool
was presented to and completed by each Department Director and several of their key
management staff. In total 17 employees (anonymously) completed this evaluation. The
results are included in Attachment C herein.
FISCAL IMPACT:
Due to budget constraints, City employees were not given merit increases and no funds
were allocated for this purpose in FY 2012.
COMMUNICATION EFFORTS:
This Agenda Item has been electronically forwarded to the Mayor and City Commission,
City Manager, City Attorney /Staff, and is available on the City's Website, LaserFiche, and
the City's Server. Additionally, portions of this Agenda Item are typed verbatim on the
respective Meeting Agenda which has also been electronically forwarded to the individuals
noted above, and which is also available on the City's Website, LaserFiche, and the City's
Server; has been sent to applicable City Staff, Media/Press Representatives who have
requested Agendas /Agenda Item information, Homeowner's Associations/Representatives
on file with the City, and all individuals who have requested such information. This
information has also been posted outside City Hall, posted inside City Hall with additional
copies available for the General Public, and posted at five (5) different locations around the
City. Furthermore, this information is also available to any individual requestors. City Staff
is always willing to discuss this Agenda Item or any Agenda Item with any interested
individuals.
Regular 600 PAGE 4 0 F 5 - August 13, 2012
RECOMMENDATION:
The City Manager recommends that the City Commission review and utilize the
information provided in this agenda item (as well as any other data /information deemed
appropriate) for purposes of evaluating and rating the City Manager's performance for the
annual review period ended May 25, 2012, via the attached City Manager Evaluation Form
or other method the individual Mayor /Commissioner deems appropriate.
ATTACHMENTS:
• A: Strategic Plan Interim Update - as of 8/1/12
• B: City Manager Performance Evaluation Form - Evaluation Period Ending 5/25/12
• C: City Manager 360 Evaluation Survey - Evaluation Period Ending 5/25/12
Regular 600 PAGE 5 0 F 5 - August 13, 2012
Attachment A:
Strategic Plan Interim Update - 2012
Goal 1: Identify tools, timelines, and resources to improve
internal and external communication
Strategy 1: Create and Implement a new and improved City website.
Due Date: Completed Date:
2009 -12 -31 12/15/2009
Fiscal Impact:
$0
Outcome:
Improves ease of use and access to information by customers via a more intuitive and easier to navigate website.
Status /Updates:
Owner Date Comment
Joanne Dalka 12/15/2009 This strategy has been completed and an Informational
Agenda Item was approved on December 14, 2009,
informing the Commission of the site's new launch on
December 15, 2009.
Joanne Dalka 1/29/2010 Added RSS feeds for News and Public Notices
Joanne Dalka 2/26/2010 Created Water Conservation section of website, created
Charter Review audio and information page, launched
Winter Springs Checkbook, created photo gallery.
Joanne Dalka 5/31/2010 Launched Winter Springs Connection Podcasts Page;
created "Multimedia" page to assist citizens in finding all
audio, video, podcasts, and photos on website.
Joanne Dalka 6/30/2010 Implemented online Garage Sale Permits
Joanne Dalka 10/29/2010 Created online Anonymous Tip Form for Police Department
web page.
Joanne Dalka 11/30/2010 Created "New Development Projects" email list to increase
communication with residents on new developments within
the City.
Joanne Dalka 12/31/2010 Created garbage information section that links to WastPro's
website.
Joanne Dalka 1/3/2011 Added links to Commission meeting audio with time stamps
to enable listeners to navigate directly to certain points of
the meeting. Created Civic Center subsite under Parks and
Recreation.
Joanne Dalka 2/28/2011 Launched GoLocal website. Created online House Check
Form for Police Deparment
Joanne Dalka 3/31/2011 Created social media icons in footer of website (YouTube,
Podcast, RSS, Flickr).
Joanne Dalka
4/29/2011
Launched Business Watch Form for Police Department.
Created Storm Debris Page on website.
Joanne Dalka
5/31/2011
Launched revamped homepage utilizing the latest Web 2.0
technology, allowing for more information and better
organization of that information with tabs and mouseover
functionality.
Randy Stevenson
8/9/2011
Staff continues to incorporate new options for the site in
terms of getting information at the website and permitting
via the site. The goal is to make information no more than
three "clicks" away for the customer using the site.
Joanne Dalka
8/10/2011
Additional enhancements were made to home page of City
website to improve functionality and provide access
to more information in a more concise format, improving
our ability to maximize content on the home page.
Joanne Dalka
6/30/2012
Added address and map info to Police Department (PD) on
the locations page. Also added PD address to the bottom of
every PD page to reduce confusion of PD location from City
Hall location.
Strategy 2: Offer Commission and staff external access to City intranet.
Due Date: Completed Date:
2011 -09 -30
Fiscal Impact:
$10,500
Outcome:
Improves efficiency by providing Commission and staff an additional means of access to resources, documents, and
City archives.
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 This item is to be budgeted for in FY11.
Joanne Dalka 7/21/2011 This item is currently in progress and is scheduled to be
completed by 12/31/11.
Joanne Dalka 12/27/2011 Additional implementations have extended the schedule for
this project. New due date for implementation 6/30/12
Joanne Dalka 6/20/2012 Changes in Microsoft licensing has made this project more
expensive to implement. We are currently evaluating
alternative strategies.
Strategy 3: Implement a Voice Over IP phone system.
Due Date:
2011 -09 -30
Fiscal Impact:
$220,000
Outcome:
Completed Date:
1/13/2012
Reduces costs, provides greater flexibility and reliability, provides faster response to customer requests, and improves
access to users by offering enhanced modes of communication (voice mail notification, unified messaging, etc.).
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 This item is to be budgeted for in FY11.
Joanne Dalka 7/21/2011 This item was bid in an RFP and a recommendation is
scheduled to go to Commission in September 2011. A
decision for project approval and funding will be made at
that time.
Joanne Dalka 12/27/2011 VolP project was approved by Commission 10/10/11.
Project is expected to be fully implemented by 1/31/2012.
Joanne Dalka
1/13/2012
Project was completed on 1/13/2012. VoIP system is up and
running.
Joanne Dalka
1/13/2012
Enhancement: Added capability for customer service reps
(CSR) to see who is calling and why the person is calling
(data dips)
Joanne Dalka
1/31/2012
Enhancement: Implemented "Single Reach Number"
functionality. Users with cell phones can give one number
for contact and be reached on multiple devices.
Joanne Dalka
1/31/2012
Enhancement: added capability to run reports on Contact
Center queues and provide relevant information as to the
performance of each queue.
Joanne Dalka
3/30/2012
Enhancement: Enhanced screen displays in lobby and
common employee areas to communicate training
opportunities and other important employee notifications.
Joanne Dalka
4/30/2012
Enhancement: Added capability to record calls into
Customer Service Area for quality assurance and training
purposes.
Joanne Dalka
5/31/2012
Enhancement: Added capability for departments to create
their own conference bridge to enable multiple parties both
inside and outside of the City to communicate.
Joanne Dalka
6/29/2012
Enhancement: Added capability for callers to hear the
following regarding utility payments: Last Amount
Received, Payment Amount Owed, and Payment Due Date.
Joanne Dalka
6/29/2012
Enhancement: Added capability for system to intelligently
know when a caller calls in and owes the City money to
send them to the fron of the queue to speak to a CSR.
Joanne Dalka
6/29/2012
Enhancement: Added capability for contractors and home
owners to enter permit number via phone system to find
out current status of permit.
Strategy 4: Develop and implement Twitter and /or Faceeook sites for the City.
Due Date: Completed Date:
2009 -10 -31 1/1/2010
Fiscal Impact:
$0
Provides progressive, additional means of communication to advise citizens of ongoing City activities, information,
and events (subject to Sunshine Law /Public Records limitations).
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 Due to legal issues surrounding Public Records disclosure on
online content this item has been postponed.
Joanne Dalka 7/21/2011 This item was discussed again in agenda item Regular 602
on 05/09/11 where it was decided not to proceed with any
social media sites at this time.
Strategy 5: Install a permanent electronic message sign at City Hall.
Due Date: Completed Date:
2010 -04 -01 4/1/2010
Fiscal Impact:
$27,000
Outcome:
Provides an additional communication tool to disseminate information to the public.
Status /Updates:
Owner Date Comment
Randy Stevenson 5/21/2010 Electronic Message sign has been installed in front of City
Hall.
Joanne Dalka 5/27/2010 The sign has been installed and is being maintained and
updated on a daily basis.
Strategy 6: Automate processing and routing of internal forms within various City
departments via utilization of SharePoint.
Due Date: Completed Date:
2010 -09 -30
Fiscal Impact:
$0
Outcome:
Improves efficiency by promoting the use of intelligent automated forms -based routing and providing a centralized
location for internal users to locate routinely requested information. Reduces staff time. Reduces paper usage,
lessening impacts on the environment.
Status /Updates:
Owner Date Comment
Randy Arcebido 2/2/2010 Conducted training on Surplus Assets and Strategic Goals.
Randy Arcebido 2/26/2010 Implemented Sharepoint Form: Surplus Assets
Randy Arcebido 2/26/2010 Created Sharepoint form: HR Employment Application but
later migrated that form to a PDF form for use on the City's
website.
Randy Arcebido 3/1/2010 Implemented Sharepoint Form: Strategic Goals
Randy Arcebido
3/5/2010
Implemented Sharepoint Form: Departing User
Randy Arcebido
3/5/2010
Implemented Sharepoint Form: New User
Joanne Dalka
6/2/2010
This will be an ongoing process. We will be automating
forms on a continual basis as needed.
Randy Arcebido
8/4/2011
Conducted the City Manager 360 Survey for 2010.
Randy Arcebido
3/21/2011
Implemented Sharepoint Form: Change User
Randy Arcebido
4/5/2011
Created section in Projects Center geared toward ERP
replacement research for collaboration with all
departments.
Joe Alcala
6/2/2011
Conducted the City Manager 360 Survey for 2011.
Joanne Dalka
8/3/2011
SharePoint will be utilized to further automate and enhance
our Commission agenda paperless process. Anticipated
rollout September 2011.
Randy Arcebido
10/31/2011
Implemented Sharepoint Forms: Agenda Item and Agenda
Randy Arcebido
11/4/2011
Implemented Sharepoint Forms: Line Code Transfer and
Take Home Vehicle
Randy Arcebido
2/27/2012
Implemented Sharepoint Form: Cell Phone Action
Joe Alcala
6/1/2012
Conducted City Manager 360 Eval Survey for 2012
Randy Arcebido 6/4/2012 Implemented Sharepoint Forms: Request for Alternate City
Email Access (ISF- 1004- ACEAR)
Strategy 7. Facilitate periodic Community and Business Visioning Workshops.
Due Date: Completed Date:
2010 -04 -01 6/9/2009
Fiscal Impact:
$0- $2,000
Outcome:
Provides an opportunity for customer input and involvement in on -going City visioning and strategic planning.
Status /Updates:
Owner Date Comment
Randy Stevenson 2/26/2009 A Visioning workshop was held with our citizens.
Information received at these workshops has been
incorporated into strategic goals and processes.
Randy Stevenson 6/9/2009 A Visioning workshop was held with the business
community. Information received at these workshops has
been incorporated into strategic goals and processes.
Randy Stevenson 2/25/2010 A Development Review panel discussion was held with
individuals who have been through the site plan review,
permitting, and inspection or application process at the
City. Recommendations from this discussion are currently
being reviewed by staff for use in possible process
changes. Some recommendations have already been
implemented or are in the works.
Kevin Smith 3/21/2009 Goal Setting Workshop for Strategic Plan facilitated with
Commission.
Randy Stevenson 8/2/2011 A workshop was held on August 1, 2011 for the purpose of
considering changes to the Town Center Code and
Comprehensive Plan in relations to the overall development
of the Town Center Area. A consensus of the Commission
was to move forward with the implementation of a transect-
based code within the framework of the current Town
Center boundary. Efforts are underway to re -write the
Town Center Code and certain applicable sections of the
Comprehensive Plan.
Randy Stevenson 5/24/2012 As a result of the August 1, 2011 Workshop, staff
successfully rewrote the Town Center District Code utilizing
the concept of the Transect to distinguish areas within the
Town Center District. The Code was rewritten by City Staff
resulting in an estimated savings of $75,000 in consultant
fees. Additional Workshops and Charettes will be planned
as circumstances warrent to engage the citizenry in large
scale land planning issues.
Goal 2: Identify opportunities and develop strategies to create a
customer/business-friendly experience
Strategy 1: Perform comprehensive review of current Utility Billing policies and
procedures.
Due Date:
2010 -08 -30
Completed Date:
Fiscal Impact:
$0- $5,000 (Enterprise Fund)
Outcome:
Revises policies and procedures as warranted to achieve a reasonable balance between customer relations and the
City's fiduciary responsibilities.
Status /Updates:
Owner Date Comment
Shawn Boyle 5/21/2010 Comprehensive review of current policies and procedures
completed.
Shawn Boyle 6/2/2010 Evaluating warranted revisions /improvements to policies
and procedures for recommendation to City Commission.
Shawn Boyle 8/3/2011 Ordinance 2011 -11 revising UB policies and procedures
scheduled on the August 8, 2011 Commission agenda.
Shawn Boyle 8/3/2011 Remaining ordinance changes relative to UB policies and
procedures scheduled for consideration by Commission in
September 2011.
Shawn Boyle 8/22/2011 Ordinance 2011 -11 was approved by Commission on August
22, 2011
Shawn Boyle 9/12/2011 Policies on Bank Draft and Special Payment arrangements
were approved by Commission on September 12, 2011.
Kevin Smith 7/25/2012 Extended UB Customer lobby hours to improve accessibility
to all residents.
Shawn Boyle 7/26/2012 Utility Billing department will have all work flow processes
document and optimized by November 2012
Strategy 2: Implement additional customer service training for City staff.
Due Date: Completed Date:
2010 -09 -30 9/2/2010
Fiscal Impact:
$0- $5,000 (Enterprise Fund)
Outcome:
Provides employees with additional tools and enhanced skill set /knowledge base to assist in delivery of outstanding
customer service.
Status /Updates:
Owner Date Comment
Shawn Boyle 6/2/2010 Customer Service training is being scheduled for the
second week in Sept. to include all UB billing staff and
community development staff
Shawn Boyle 9/2/2010 Customer service class was held, attendance was very high.
Additional classes will be scheduled in the future.
Shawn Boyle 7/13/2011 Manager of UB continued in -house customer service
training
Shawn Boyle
8/11/2011
Customer Service training has been slated and budgeted for
F12.
Kip Lockcuff
5/21/2012
Training of new UB staff by Utility Field personnel on the
physical assets associated with water and sewer service
commences May 24, 2012. Topics include; types of meters,
piping, common layouts, plumbing, rate structure, after
hours services, and support services.
Randy Stevenson
5/24/2012
Pursue cross - training of UB staff to further assist with
permitting issues including and beyond the identified "Tier
One" level of services.
Shawn Boyle
7/25/2012
In -house customer service training is ongoing, to include
customer phone contact quality control.
Shawn Boyle 7/25/2012 Managers and supervisors of customer service
representatives are undergoing extensive training and
education on how to manage and develop talented CSRs.
Shawn Boyle 7/25/2012 Counter hours for UB have been extended to 7 AM to 6 PM
on Mondays and Wednesdays to provide greater access for
our customers.
Strategy 3: Implement e- Billing option for Utility customers.
Due Date: Completed Date:
2010 -09 -30
Fiscal Impact:
$15,000 (Enterprise Fund)
Outcome:
Provides utility customers an option to receive bills electronically and saves money by reducing printing and postage
expenses.
Status /Updates:
Owner
Shawn Boyle
Date Comment
5/4/2010 Evaluation has been completed. This process will be
implemented with the new Munis upgrade. April 2011
Joanne Dalka 7/29/2011 Successfully implemented QR Codes on Utility Bills.
Shawn Boyle 8/11/2011 Met with Axis (current billing printer) to discuss alternative
e- billing options, predicated upon cost and vendor
transition concerns
Shawn Boyle 8/11/2011 Cost of e- billing has been put on hold until a decision has
been reached on future software implementation
Shawn Boyle 7/25/2012 Implementation contingent upon new software acquisition.
New software purchase was approved on July 23, 2012.
Strategy 4: Implement an e- Application for permits, business tax receipts, and Utility
Billing forms.
Due Date: Completed Date:
2010 -12 -31
Fiscal Impact:
$5,000 - $10,000 (Enterprise Fund)
Outcome:
Creates a more convenient and expeditious process for customers to submit and receive licenses, permits, and forms.
Status /Updates:
Owner
Date
Comment
Shawn Boyle
5/19/2010
Met with vendor, waiting on pricing
Randy Stevenson
5/28/2010
Many permit applications are already available on line.
Garage Sale permits can be issued on line with no customer
presence at City Hall required. Other permits will be
processed on line when electronic payments can be
accepted.
Randy Stevenson
8/9/2011
Credit card payments can now be processed over the phone
for re- inspection fees and BTRs. Once the KIVA software is
replaced, additional permits will be available online. The
current software does not support this
application. "Orphan" permits can be submitted via e-mail
or FAX.
Shawn Boyle
8/11/2011
Pending new software review- ETA for review completion
9/30/2011. RFP was complete in July.
Randy Stevenson
5/24/2012
Include BTR's in the efforts to allow on -line payments for
renewals and applications for new BTR's and the use of QR
Codes to further enhance the availble options for the
business community in the same manner that the City is
handling the utility customers. The abilty to "swipe" credit
cards rather that manually entering the inforation would
greatly aid the counter staff in providing a higher level of
timely customer service.
Randy Stevenson
7/25/2012
Implementation contingent upon new software acquisition.
New software purchase was approved on July 23, 2012.
Strategy 5: Implement an e- Application for processing development and building
plans.
Due Date: Completed Date:
2011 -09 -30
Fiscal Impact:
$0- $140,000 (Enterprise Fund)
Outcome:
Creates a more expeditious and convenient process for customers to submit, and the City to review, development and
building plans.
Status /Updates:
Owner
Date
Comment
Randy Stevenson
2/25/2010
Development and aesthetic review plans now being
submitted electronically
Joanne Dalka
5/27/2010
In progress. Currently evaluating software alternatives.
Randy Stevenson
8/9/2011
The current software does not support this application.
Staff is evaluating RFPs for a new software product that will
facilitate the e- application process. One aspect of this
review is the possible implementation of an electronic plans
review capability.
Randy Stevenson
5/24/2012
Staff has identified a software solution that will faciltate the
e- application process for development and building plans as
well as the electronic plans review process and the
management of all development related documents and
review scheules. Staff anticipates initiation of the
implementation process for this software with the next 6
months.
Strategy 6: Enter Business Tax Receipts and Building Permit payments in KIVA rather
than MUNIS.
Due Date: Completed Date:
2009 -07 -08 7/8/2009
Fiscal Impact:
$0
Outcome:
Eliminates redundant entry into two systems. Provides more expeditious business tax receipt distribution to
customers and ensures timely payment remittance information to the Seminole County Tax Collector's Office.
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 Business Tax Receipts are now being entered and
maintained in the KIVA application.
Randy Stevenson 8/2/2011 Development Services personnel are now accepting and
processing payments for permits, BTRs, and development
applications when submitted by check and credit card.
Randy Stevenson 5/24/2012 Implementation of the new software suite will eliminate the
current "two software" system and all payments will be
made into the same system with no need to "translate"
financial data between two pieces of software.
Strategy 7: Evaluate the feasibility of both an over - the - counter and on -line
credit /debit card payment acceptance system.
Due Date: Completed Date:
2010 -09 -30 5/19/2010
Fiscal Impact:
$25,000 - $35,000 (Enterprise /General Fund)
Outcome:
Expands customers' ability to utilize credit /debit cards in more service areas. Reduces processing fees.
Status /Updates:
Owner
Date
Comment
Shawn Boyle
5/19/2010
9 Scheduled for presentation to Commission at June
28th meeting.
• Credit card applications completed
• Go live date July 30, 2010
Shawn Boyle
8/11/2011
Acceptance of credit cards have been expanded to
Development Services, Parks & Recreation, and Police
Department.
Randy Stevenson
5/24/2012
The abilty to "swipe" credit cards would be a great
enhancement to customer service on the permitting side.
This abillty needs to be an immediate goal. The customer
would feel safer about a transaction where the card
number is not being read and manually entered by a City
staff person.
Shawn Boyle
7/25/2012
Re- engineering city -wide accounts receivables processes to
be completed in 2013.
Kip Lockcuff
7/25/2012
Field collections of UB turn -on fees via a handheld device
enables customers to restore water service after hours.
Strategy 8: Institute an Escrow Account System process whereby
developers /contractors may deposit funds with the City to offset future building plan
and permit fee charges.
Due Date:
2010 -09 -30
Completed Date:
8/1/2011
Fiscal Impact:
$5,000 - $15,000 (Enterprise Fund)
Outcome:
Improves efficiency in the delivery of services by allowing developers /contractors the option to secure
permits /approvals remotely. Provides an alternate method of payment for developers /contractors to pay for City
services.
Status /Updates:
Owner
Date
Comment
Randy Stevenson
5/28/2010
CDD working with Finance and IS Departments to evaluate
best business - friendly option.
Randy Stevenson
8/3/2011
Working with the Finance Director, staff has opined that an
auto -draft mechanism is preferable to a standard escrow
account in that the developer /contractor does not have to
deposit funds which must be administered by the City and
they get the benefit of being able to have funds drawn via
the auto -draft process without having to come to City Hall.
Until the funds are drafted to pay for a permit, they remain
in the control of the developer /contractor.
Shawn Boyle
7/25/2012
Re- engineering city -wide accounts receivables processes to
be completed in 2013.
Strategy 9: Complete upgrade to MUNIS version 7.3 and implement new MUNIS on-
line system and time /attendance modules.
Due Date:
2010 -08 -01
Completed Date:
12/6/2010
Fiscal Impact:
$12,500 (Enterprise /General Fund)
Outcome:
Provides external customers with an upgraded user interface for greater functionality to view and pay their utility
bills. Increases functionality and efficiency in payroll processing and provides online employee access to appropriate
Human Resource information.
Status /Updates:
Owner Date
Joanne Dalka 5/27/2010
Joanne Dalka 12/27/2010
Comment
The external customers interface has been upgraded and
launched on the City's website. Payroll processing is
currently in the test phase and is on schedule.
Munis was upgraded to version 7.3 earlier this year. Munis
ESS Time and Attendance went live on 12/6/2010.
Strategy 10: Modify current Community Development Department customer phone
call routing to ensure prompt and proper customer response.
Due Date: Completed Date:
2009 -10 -01 3/1/2010
Fiscal Impact:
$1,200 (Enterprise Fund)
Outcome:
Improves customer accessibility to staff. Ensures proper direction of calls to appropriate staff and timeliness of
response to customer.
Status /Updates:
Owner Date
Randy Stevenson 5/28/2010
Comment
Modifications to the extent possible with current
equipment and staffing level have been made to provide
secondary and tertiary phone call back up. Secondary
backup was formally initiated in September 2009 and
tertiary back up in March 2010.
Randy Stevenson 8/3/2011 All permitting staff and the administrative secretary have
been provided mobile ear pieces for remote answering of
phones. The calls continue to rotate to secondary and, if
necessary, tertiary backup staff to answer and provide
assistance to our citizens /customers.
Randy Stevenson 5/24/2012 Certain modifications have been made to route CD phone
calls through the call center with varying degrees of
success. Staff continues to look at this issue and will
propose necessary changes as warranted. Progress
continues to be made relative to the proper routing and
redundancy efforts assuring that callers are connected with
a live customer service representative.
Strategy 11: Install an electronic information kiosk in City Hall lobby.
Due Date:
2009 -10 -31
Completed Date:
9/30/2009
Fiscal Impact:
$500 - $1,000
Outcome:
Provides alternative to standing in line; reduces customer wait time; empowers customer by providing electronic
access to a range of City information; and maximizes utilization of current staff.
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 This item has been competed. Kiosk is online.
Randy Stevenson 6/19/2012 Staff is continuing to evaluate potential improvements
relative to utilization and functionality of the kiosk(s) and
will implement as deemed feasible and warranted.
Strategy 12: Develop an Economic Development Incentive Program.
Due Date:
2010 -09 -30
Fiscal Impact:
TBD
Completed Date:
Outcome:
Incentivizes smart development and diversifies tax base to reduce the residential tax burden.
Status /Updates:
Owner Date
Randy stevenson 10/12/2009
Comment
Phase I: City Commission adopted Resolution 2009 -54,
lowering permit fees by 30 %.
Randy Stevenson 5/28/2010
Phase II: Staff working with LDI (consultant). Scheduled for
presentation to Commission on June 14, 2010.
Randy Stevenson
8/3/2011
The City Commission has approved a BTR incentive program
for UCF Incubator clients and staff is working on guidelines
to make the program available to more businesses in the
City.
Randy Stevenson
8/3/2011
The City is working on details for an ad- valorem tax
abatement program as well as a Job Growth Incentive
program. Associated ordinance and resolution to
implement this program to be presented to Commission in
September 2011.
Kip Lockcuff
8/4/2011
By consensus at the July 21 budget workshop, the City
Commision agreed to pursue elimination of the Public
Building Impact Fee. The City Attorney was sent the
necessary supporting documentation on July 29th to
prepare the ordinance needed to abolish the fee.
Kip Lockcuff
9/26/2011
Ordinance 2011 -13 repealing the Public Building Impact Fee
approved
Kip Lockcuff
4/24/2012
Fire Impact Fee Rate Structure under review for potential
reductions.
Randy Stevenson
6/19/2012
The ad- valorem tax abatement and the JIG programs are in
place. Additional incentives such as a City CRA, sub -TIF
areas, etc. are being explored as possible additonal
incentives for area redevelopment as well as new
development.
Kevin Smith
7/25/2012
New Economic Development Director hired with September
1, 2012 start date.
Goal 3: Aggressively complete the vision for Town Center
Strategy 1: Conduct a Commission workshop on the history and vision of the Town
Center.
Due Date: Completed Date:
8/1/2009 5/18/2009
Fiscal Impact:
$0
Outcome:
Provides the Commission with an outline of the history and original vision of the Town Center, to confirm that vision
and modify if the Commission deems warranted.
Status /Updates:
Owner Date
Comment
Randy Stevenson 5/18/2009
Staff conducted a workshop with the City Commission on
the Town Center Vision and the application of form -based
codes on May 18, 2009.
Randy Stevenson 6/21/2010
A workshop is scheduled with the City commission to
discuss small, irregularly shaped lots in the Town Center.
Randy Stevenson 8/9/2011
A workshop was held with the Clty Commission on August
1, 2011 to discuss the history of the Town Center, certain
design proposals for public areas of the Town Center, and a
proposed update to the Town Center Code to implement a
transect -based methodology, allowing for different
intensites of development under the umbrella of the Town
Center Code and Land Use. The Commission directed staff
to proceed with the proposed code modifications. Staff will
update Commission regularly on progress.
Randy Stevenson 6/19/2012
Staff has finalized the re -write of the Town Center Code and
this code is being applied to new development proposals.
The City received the Florida Planning and Zoning
Association's 2012 Design Excellence Award for this code re-
write.
Strategy 2: Finalize the EAR -based amendments to the Comprehensive Plan
associated with the Town Center.
Due Date: Completed Date:
12/31/2009 9/28/2009
Fiscal Impact:
$0
Outcome:
Ensures compliance with state mandated deadlines for the Evaluation and Appraisal Report (EAR) which includes
goals, objectives, and policies aimed at the urbanization of this section of the City.
Status /Updates:
Owner Date
Randy Stevenson 8/21/2009
Comment
The ORC Report was received on Aug. 21, 2009 from the
Florida Dept of Community Affairs (DCA). NO objections to
the EAR Based Amendments were raised by DCA, based on
their review of the transmittal sent on June 18, 2009.
Randy Stevenson 9/28/2009
The EAR Based Amendments to the city's Comprehensive
Plan were Adopted by the City Commmission on September
28, 2009 by Ordinance 2009 -08 and transmitted to the
State on October 1, 2009.
Randy Stevenson 11/13/2009
Notice to find the admendments "In Compliance"
published by the DCA on Nov. 13, 2009, indicating that
the Winter Springs EAR Based Amendments are compliant
with statutory requirements.
Randy Stevenson 8/9/2011
Staff continues to monitor the actions of the staff relative
to the DCA and how those actions will affect the City's
position as related to updates to the Comprehensive Plan.
To date, the changes seem to place much more authority
and autonomy with the City rather than the State.
Randy Stevenson 6/19/2012
While the City's formal EAR is not due until 2016, staff has
recently processed a major text amendment to the
comprehensive Ian that supports the revised Town Center
Code.
Strategy 3: Revise the Land Development
Regulations to comply with the adopted
EAR -based amendments, including the Town Center.
Due Date:
Completed Date:
8/31/2012
Fiscal Impact:
$10,000
Outcome:
Ensures the City's Land Development regulations are consistent with the goals, objectives, and policies of the
Comprehensive Plan and facilitate projects that have sustainable densities, promote multi -modal forms of
transportation, and encourage mixed -use developments.
Status /Updates:
Owner Date
Comment
Randy Stevenson 4/12/2010
Code language establishing a Park and Recreation Advisory
Committee and a Bicycle and Pedestrain Advisory
Committee as directed by the Comprehensive Plan has
been prepared and a First Reading of each ordinance held.
Randy Stevenson 5/28/2010
This task is currently underway with a rewrite of the PUD
and signage sections to be completed first.
Randy Stevenson 8/9/2011
The PUD section of the Code has been revised and
approved. Efforts are on -going relative to Chapters 20, 6,
and 9. These items will be presented to the Commission in
the near future.
Randy Stevenson 6/19/2012
All revisions based on the EAR are complete and staff
continues to with their efforts to finalize chapters 20, 6, and
9. Chapter 15 as well as the GID section of chapter 20 are
also being revised. The GID code section is being revised to
conform to the recently reworked GID section of the
Comprehensive Plan.
Strategy 4: Preserve and complete the street
grid pattern established in the Town
Center master plan.
Due Date: Completed Date:
12/31/2011
Fiscal Impact:
$1,000,000 - Michael Blake Blvd (One Cent Sales Tax)
Outcome:
Provides the framework for projects that have sustainable densities, promote multi -modal forms of transportation,
and encourage mixed -use developments.
Status /Updates:
Owner
Date
Comment
Randy Stevenson
5/28/2010
City Commission approved an Agreement on April 26, 2010
terminating the Town Center Phase II Implementation
Agreement. The new agreement provides for dedication of
the Right of Way for Spine Road (MBB) from SR 434 to the
Cross Seminole Trail. Road construction is included in the
Capital Improvements Program for 2010/11 through
2011/12.
Randy Stevenson
6/3/2010
Extension of Orange Avenue westward to SR 434 is
identified in the Capital Improvements Program for
2015/16.
Brian Fields
7/21/2011
The design for Michael Blake Blvd (MBB) is complete and
ready for bidding /construction. Based on progress to date
on Winter Springs Village, MBB is expected to start
construction in October 2011, with completion in early
2012.
Brian Fields
5/21/2012
MBB construction underway with a projected completion
date of August 2012.
Strategy 5: Develop multiple Town Center transportation options.
Due Date:
4/1/2010
Fiscal Impact:
TBD
Completed Date:
Outcome:
Provides public transportation, multi - purpose sidewalks, bike lanes, trails, specialty -use parking and vehicular parking
consistent with Town Center development standards.
Status /Updates:
Owner Date Comment
Randy Stevenson 11/9/2009 Aesthetic Review for Bus Shelters approved by City
Commission on November 9, 2009.
LYNX initially approached the City to locate six (6) bus
shelters; However, LYNX has now approved the funding of
nine (9) shelters which were submitted for permitting on
May 7, 2009 and were ready for pick up on May 17, 2009.
Construction is imminent.
Randy Stevenson 4/12/2010 1st Reading of Ordinance 2010 -06 establishing a Bicycle and
Pedestrian Advisory committee (BPAC) was approved on
April 12, 2010. Financial considerations have delayed
second reading. Staff looks at the multi -modal options with
each development proposal within the Town Center.
Randy Stevenson 4/26/2009 LYNX S.R. 434 Crosstown Route became operational on
April 26, 2009. Funding during the two -year trial period for
the route is provided through a Service Development Grant
from the Florida Department of Transportation (FDOT) with
local matching funds provided by Seminole County. The
route was expanded on December 6, 2009 to include UCF.
Brian Fields
7/29/2011 The City's Town Center/ WS High School Sidewalk
Improvement Project is a $300,000 project that has been
ranked #1 for funding on the Metroplan Bike /Ped new
project list. The project is expected to be funded for
construction within the next 2 -3 years. The project will
provide sidewalk connectivity and fill gaps on Doran Drive
and between City Hall, S.R. 434, and Winter Springs High
School.
Brian Fields
7/29/2011 City Staff and consultant have developed a master plan for
the improvement of Market Square at the intersection of
S.R. 434 and Tuskawilla Road, including pedestrian and
traffic operational improvements that will enhance
transportation options in this area. The project is
scheduled to be funded by Metroplan for design in FY
2012/13.
Brian Fields
5/22/2012 A Local Agency Program (LAP) Agreement with FDOT for the
funding of the Market Square Design Master Plan is
scheduled to be approved by FDOT in July 2012. Design
should be complete in early 2013.
Randy Stevenson
6/19/2012 Staff continues to monitor the progress of Sun Rail in an
effort to take full advantage of east /west connections to
the Longwood station for the various sections of town,
including the Town Center and GID. We have been able to
acheive a 30- minute "headway" (bus every 30 miuntes) so
that Winter Springs users can meet every Sun Rail train and
not just every other train.
Strategy 6: Pursue further reductions of the speed limit along SR 434 in the Town
Center District.
Due Date: Completed Date:
4/1/2010 1/12/2009
Fiscal Impact:
$0
Outcome:
Reduces speeds and establishes a constrained roadway section that will promote the traditional neighborhood
development standards of the Town Center.
Status /Updates:
Owner Date
Brian Fields 6/7/2010
Comment
FDOT approved City's request to reduce speed limit to 45
MPH and implemented in January 2009.
Brian Fields 7/21/2011 The program for achieving speed reductions on SR 434
through the Town Center is long -term and consists of: 1)
development of the SR 434 frontage properties within the
Town Center to create "friction" to reduce speeds; and 2)
working with FDOT on a number of planned City and FDOT
projects to ensure that speed reduction is given a high
priority in the design.
Brian Fields 5/22/2012 Development of the SR 434 frontage within the Town
Center has been slow, with the only new project being the
Charter School. Grandeville and several other projects
appear to be moving forward. Completion of Winter
Springs Village, Jesup's Landing, and Jesup's Reserve will
continue to build the residential base of the Town Center
and increase the demand for traditional neighborhood
facilities within the Town Center.
Strategy 7: Annex enclaves within the Town Center District.
Due Date:
4/1/2010
Fiscal Impact:
Completed Date:
Varies by enclave. Staff will provide site - specific fiscal analysis.
Outcome:
Ensures consistency of development standards and continuity of service delivery within the Town Center District.
Status /Updates:
Owner Date Comment
Kevin Smith 3/11/2010 City Manager and City Attorney met with County Manager
and County Attorney to discuss proposed annexation
agreement.
Randy Stevenson 5/28/2010 The Attorney is working on a draft annexation agreement
that will be conveyed to Seminole County for their review.
Randy Stevenson 5/28/2010 Staff is currently working with property owners who are
interested in voluntary annexation.
Randy Stevenson 8/9/2011 Adopted initiating and responding resolutions have been
exchanged with Seminole County relative to the annexation
of enclaves and the Clty Manager and City Attorney will be
meeting in negotiations with the County on this item to
develop an interlocal agreement for annexations for
consideration by the respective governing bodies.
Community Development staff at both the City and County
are ready to provide technical and support assistance to
this effort. A mutually accepted map identifying the
enclaves has been exchanged with the County.
Randy Stevenson 6/19/2012 There has been renewed interest in developing the enclaves
in the Town Center. Staff continues to work with the
County to finalize an annexation agreement that is mutually
acceptable to both parties. Staff also continues to work
with property owners and developers to apply the new
tansect -based code to various sections of the existing
enclaves to assit developers in projecting the potential of
various enclave parcels.
Strategy 8: Construct Magnolia Park Amphitheater Complex.
Due Date: Completed Date:
9/30/2010
Fiscal Impact:
$1,200,000 (1999 Bond Construction Fund)
Outcome:
Provides a cultural component in the Town Center. Promotes a sense of community and serves as an economic
generator. Provides an additional trailhead on the Cross Seminole Trail.
Status /Updates:
Owner Date Comment
Kip Lockcuff 4/1/2010 Final Engineering and Aesthetic Review approved by City
Commission on March 22, 2010
Kip Lockcuff 5/1/2010 Property owner issues resolved to facilitate land swap -
property working to obtain rail crossing for trail which is
required for final State approval
Kip Lockcuff 5/11/2010 Provided County with Magnolia Park construction plans for
review to determine if they would allow construction prior
to land swap
Kip Lockcuff 6/1/2010 Received plan review comments from County
Kip Lockcuff 7/20/2011 Plans ready to bid. Land swap with State contingent upon
CSX trail crossing permit which is pending. Progress on
procuring permit moving forward.
Kip Lockcuff 11/11/2011 CSX sends approval letter for the trail crossing to the Mayor.
Kip Lockcuff 2/2/2012 HDR proceeding with the trail crossing on behalf of CSX.
Kip Lockcuff 3/19/2012 OGT confirms Preliminary Engineering Agreement sufficient
to proceed with the land swap. Process requires
recommendation from State Acquisition and
Restoration Committee prior to Governor and Cabinet
considering.
Strategy 9: Implement a revised signage code for the Town Center to include
pedestrian and vehicular way- finding signage.
Due Date:
9/30/2010
Fiscal Impact:
$1,500
Outcome:
Completed Date:
Enables provision of directional information signage for Town Center venues and businesses.
Status /Updates:
Owner Date Comment
Randy Stevenson 5/28/2010 Staff is working with LDI to finalize a number of pedestrian
and vehicular signage options in the Town Center.
Randy Stevenson 8/9/2011 Staff has contacted some of the merchants as well as the
new property management companies to solicit input on a
wayfinding signage program and will sheperd this item to
move it along in concert with other proposed code revisions
and site improvements. Certain changes have been made
or are currently being re- wrtiten to provide more flexibility
for wayfinding and other signage options in the Town
Center.
Randy Stevenson 6/19/2012 Staff is in the final stages of writing a City -wide wayfinding
manual that will include both pedestrain and vehicular way-
finding signage.
Goal 4: Partner with other entities to pursue the development of
SeminoleWay
Strategy 1: Continue ongoing efforts, in conjunction with SeminoleWay partners, to
market the concept of SeminoleWay.
Due Date:
4/1/2010
Fiscal Impact:
TBD
Completed Date:
Outcome:
Creates outside interest from international, national, and statewide entities in relocating to Winter
Springs /SeminoleWay. Utilize the marketing resources of the Chambers of Commerce, Metro Orlando Economic
Development Commission, and East Central Florida Regional Planning Council.
Status /Updates:
Owner Date Comment
Randy Stevenson 5/10/2010 Resolution 2010 -17 was Adopted by the City Commission
on April 26, 2010 which supported the renaming of SR 417
to the SeminoleWay.
Randy Stevenson 5/28/2010 Staff continues to work with SeminoleWay partners and
others to market the GID property.
Randy Stevenson 6/1/2009 Addition of SeminoleWAY to the MetroPlan ORLANDO 2030
Long Range Transportation Plan (LRTP).
Randy Stevenson 8/10/2011 A conceptual master plan for the GID, located along the
SeminoleWay corridor has been completed. Staff is
currently working on a "Plan B" to move the development
of the GID forward after the recent decision on Sematech.
This effort involves multiple agencies.
Randy Stevenson 6/19/2012 In conjunction with our partners, staff will be re- writing the
GID section of the City's Code of Ordinances to comly with
the recently revised Comprehensive Plan section.
Randy Stevenson 6/19/2012 Staff continues to monitor potential development
opportunities for the GID in concert with the main property
owners and the various economic development entities in
Central Florida.
Strategy 2: Conduct public hearings for all property owners within the SeminoleWay
corridor to begin a dialogue on proposed development codes for the eight affected
interchange areas.
Due Date: Completed Date:
4/1/2010 6/18/2009
Fiscal Impact:
$0
Outcome:
Provides participation opportunities for stakeholders /property owners on development goals for SeminoleWay
properties.
Owner Date Comment
Randy Stevenson 6/18/2009 Informational meetings for property owners with detailed
overview of the study and targeted industry were held in
June 2009.
Randy Stevenson 6/19/2012 While City staff continues to stay in contact with the
stakeholders and property owners for the GID, coordination
by the County for the other interchanges has fallen by the
wayside. Staff will attempt to engage the County realative
to reviving this effort.
Strategy 3: Collaborate with Seminole County, Sanford, and Oviedo to discuss a
unified development code for SeminoleWay.
Due Date:
Completed Date:
10/1/2010
9/28/2009
Fiscal Impact:
$0-$15,000
Outcome:
Provides current and potential property owners /developers within the SeminoleWay corridor assurances of
standardized /consistent development standards regardless of the governmental entity within which the property is
located.
Status /Updates:
Owner
Date Comment
Randy Stevenson
9/28/2009 The SeminoleWay Study did not support the need for
a unified development code. However, Winter Springs has
amended its Comp Plan to include target industries as
identified for the SeminoleWAY (including Financial
Services, Digital Media, Life Sciences, and Technical and
Research Services) and to support the SeminoleWAY
initiative. Efforts are also underway to revise the City's
Code language for compliance with the Comp Plan.
Randy Stevenson
8/10/2011 Efforts to move the implementation of this strategy forward
have recently been undertaken with the most support for
using the County's HIPPA approval process but allowing
certain differences in the land development codes while
standardizing the approval "process and procedures" for
any project along the corridor. Discussions with both
Seminole County and Oviedo have taken place with efforts
to reach out to Sanford coming in the near future. The
County and Winter Springs are very close to being
compatible realtive to the Comprehensive Plan allowances
for FARs and land uses. Our GID zoning and land use for the
area along the Corridor has provided an excellent basis for
moving forward. Oviedo has some work to do because of
the numerous zoning districts in their SeminoleWay area.
Randy Stevenson
6/19/2012 Staff received very little input from the other entities as we
re -wrote the GID code section. We did consider the
other codes, especially the HIPPA section the County's
code, during the re- write. However, the over - riding factor
in the re -write was to address the City's and the property
owner's needs and desires for the GID.
Strategy 4: Produce a conceptual master /roadway plan for the Greeneway
Interchange District (GID) /SeminoleWay.
Due Date:
Completed Date:
4/1/2010
3/4/2010
Fiscal Impact:
$5,000
Outcome:
Provides a working document and marketing tool to be used as a guideline in meetings with property owners and
developers when discussing proposed projects in the area.
Enables the City staff to determine estimates of
infrastructure costs for the GID.
Status /Updates:
Owner Date
Comment
Randy Stevenson 2/25/2010
Concept plan completed
Brian Fields 3/4/2010
Infrastructure estimates completed
Randy Stevenson 8/10/2011
The master plan has changes several times and discussions
are on -going as to when to bring a conceptual master plan
forward for approval by the City Commission. While not a
final plan for development, this master plan will provide a
road map for development activity as staff, property
owners, and other team members contemplate a "Plan B"
for development along Winter Spring's portion of
SeminoleWay.
Randy Stevenson 6/19/2012
Presentation of the conceptual master plan for the GID to
the City Commission is still under consideration and will
probably not take place until after the adoption of the re-
written GID code section.
Strategy 5: Pursue quality economic development
opportunities in the Greeneway
Interchange District (GID) /SeminoleWay.
Due Date: Completed Date:
4/1/2010
Fiscal Impact:
TBD
Outcome:
Provides a diversified tax base by guiding the smart development of one of the City's premier corporate park
properties.
Status /Updates:
Owner Date
Randy Stevenson 9/1/2009
Randy Stevenson 3/1/2010
Comment
SeminoleWay Website launched www.seminoleway.com;
and highlighted at
www.businessinsemiole.com /gm /ecodev /seminoleway.asp
Ongoing. Seminole County Economic Development
Commission Participation with ECFRPC.
Randy Stevenson
Randy Stevenson
8/10/2011
6/19/2012
Activity is on -going to identify the next viable opportunity
for the GID. Available opportunities for the GID have been
outlined in the City's Economic Development Brochure.
Multi- agency /jurisdictional efforts continue to identify
quality ED opportunities for the GID.
Goal 5: Develop strategies to ensure financial accountability and
transparency
Strategy 1: Implement a new budgeting paradigm aimed at providing greater fiscal
stewardship.
Due Date: Completed Date:
4/1/2010 7/1/2009
Fiscal Impact:
$0 (FY 2010 savings approx. $1.OM)
Outcome:
Ensures Commission established goals are properly aligned with the appropriation of financial resources; that
appropriations are consistent with identified needs through implementation of zero -based budgeting; and that
Budget Document provides useful and relevant information to end users.
Status /Updates:
Owner Date Comment
Kevin Smith 7/1/2009 New budgeting paradigm implemented effective with FY
2010 budget.
Shawn Boyle 8/11/2011 FY11 and FY12 Zero -based budgeting. Millage
reduction proposed for FY 2012.
Shawn Boyle 7/25/2012 FY13 Zero -based budgeting. Millage reduction proposed for
FY 2013
Strategy 2: Expand City website to include a section /webpage that presents
information regarding City purchases, vendors and other useful financial information
( "Winter Springs Checkbook ").
Due Date:
12/31/2010
Fiscal Impact:
$0-$5,000
Completed Date:
1/1/2010
Outcome:
Provides enhanced transparency on the City's expenditure of taxpayer dollars.
Status /Updates:
Owner Date Comment
Joanne Dalka 1/1/2010 Winter Springs Checkbook site launched in January 2010.
Evaluating enhancements for future implementation.
Joanne Dalka 7/25/2012 Additional enhancements to include Pension evaluations,
investment statements, CAFR, budget and budget
amendments.
Joanne Dalka 7/25/2012 Expanded capabilities via new software for public web site
to include interactive checkbook and dashboard.
Due Date:
4/1/2010
Fiscal Impact:
$0
Outcome:
Completed Date:
2/9/2009
Provides Commission and citizens with timely information on City's budgetary and financial position.
Status /Updates:
Owner Date Comment
Kelly Balagia 2/9/2009 First quarterly report submitted to City Commission
effective 2/9/09. Subsequent reports submitted in a timely
manner.
Shawn Boyle 8/22/2011 Implementing new executive dashboard concept to
disseminate financial information to all levels of users.
Shawn Boyle 7/25/2012 Expanded capabilities via new software for public web site
to include interactive checkbook and dashboard.
Strategy 4: Implement companion financial analysis to all potential development and
redevelopment projects presented to City Commission for consideration.
Due Date:
4/1/2010
Fiscal Impact:
$0
Outcome:
Completed Date:
6/1/2010
Provides Commission with additional tools for informed decision - making regarding potential development and
redevelopment projects.
Status /Updates:
Owner Date Comment
Randy Stevenson 5/28/2010 Initial analysis is currently being performed on all
development and redevelopment projects. Staff will be
coming to the Clty Commission in June /July 2010 to
establish a common standard for these analyses.
Randy Stevenson 6/1/2010 Fiscal analysis on all development projects is now
incorporated into every agenda item requesting action
from the Commission.
Strategy 5: Create an employee advisory board to review and provide
recommendations on employee benefit matters to include pension, safety, health,
etc.
Due Date: Completed Date:
12/31/2009
Fiscal Impact:
$0
Outcome:
Engages employees and affords them an additional opportunity to provide input on relevant personnel matters.
Status /Updates:
Owner Date Comment
Shawn Boyle 4/23/2010 Safety Committee formed. Initial meeting scheduled for
6/4/10.
Kevin Smith 6/2/2010 Creation of Employee Benefit Advisory Team delayed due to
significant delays in receiving pension data from prior
actuary.
Kevin Smith 10/1/2010 Employee focus groups being utilized for benefit analysis to
include pension, healthcare, etc.
Shawn Boyle 8/2/2011 FY 2012 work comp renewal resulted in a 12.4% reduction
in the related experience mod.
Shawn Boyle 7/25/2012 Safety Committee continues to elevate safety in the
workplace. Performs periodic inspections of city facilities
assisted by certified Risk Manager provided by the League
of Cities, followed by detailed recommendations for
improvements.
Goal 6: Continue to support and enhance Police /Citizens
programs and services
Strategy 1: Create a Citizens Police Academy.
Due Date: Completed Date:
9/1/2009 9/18/2009
Fiscal Impact:
$500.00
Outcome:
Enhances communication between the community and the various bureaus within the Police Department to provide
citizens with a better understanding of the functions and responsibilities of the Operations, Tech Services, Criminal
Investigations, Code Enforcement, Administration, and Information Services bureaus.
Status /Updates:
Owner Date Comment
Kevin Brunelle 9/1/2009 Held first Citizens Police Academy in September 2009 and
was very well received by the 28 citizens who attended our
first annual academy.
Kevin Brunelle
11/9/2009
Graduation ceremony for inaugural academy class held at
11/09/2009 Commission Meeting
Kevin Brunelle
5/26/2010
Second annual Citizens Police Academy is scheduled for
September 2010 and has already seen several citizens sign
up for this future class.
Kevin Brunelle
11/9/2010
Second annual Citizen Police Academy graduation held and
several of the participants have already shown interest in
continueing their training to become Citizens on Patrol.
Kevin Brunelle
7/15/2011
Ten members of the second annual Citizens Police academy
have begun Training to become Citizens on Patrol
Kevin Brunelle
10/10/2011
All ten members have completed their training and have
begun their patrols as Citizens on Patrol. We now have
sixteen active volunteers.
Kevin Brunelle
9/5/2011
Third annual Citizens Police Academy to begin with 5
citizens currently registered.
Kevin Brunelle
9/20/2011
Third annual Citizen Police academy canceled due to
extreme low registration
Kevin Brunelle
11/7/2011
Stategic meeting to discuss better marketing for following
year Citizen Police Academy
Kevin Brunelle 7/19/2012 3rd annual Citizen Police Academy scheduled for September
2012 with currently 14 participants signed up to attend. We
are hoping for 20. Our marketing strategy seems to have
increased interest
Strategy 2: Expand Citizens Police Academy to include other City departments
( "Winter Springs Citizens Academy ").
Due Date:
9/1/2010
Fiscal Impact:
$0-$500
Outcome:
Completed Date:
Enhances communication between the community and the various departments within the City to provide citizens
with a better understanding of the functions and responsibilities of those departments and the City as a whole.
Status /Updates:
Owner Date Comment
Kevin P. Brunelle 5/26/2010 Staff currently evaluating options for facilitation of Winter
Springs Citizens Academy.
Kevin P. Brunelle 3/25/2011 We continue to poll attendees of the Citizens Police
Academy and members of the Citizens Advisory Committee
to gauge interest of expanding training to include other city
functions. There has been little to no interest by those
polled.
Kevin P. Brunelle 7/19/2012 There still seems to be no interest in Citizen Police academy
applicants to participate in a combined city academy. Law
Enforcement seems to be the biggest interest.
Strategy 3: Implement Citizens on Patrol (COP) and Volunteers in Police Service (VIPS)
Programs.
Due Date: Completed Date:
10/1/2010 6/1/2010
Fiscal Impact:
$5,549 Grant funding through Edward Byrne Grant
Outcome:
Enhances visibility and presence of qualified /trained persons to report criminal activity thereby reducing the need for
addtional sworn officers and civilian personnel.
Status /Updates:
Owner Date Comment
Kevin P. Brunelle 1/15/2010 Vehicles designed and put into service, two 2003 higher
mileage vehicles were used to start program. Graphic
designs have been placed into service.
Kevin P. Brunelle 4/7/2010 First four Citizens on Patrol have assisted in implementing
policy and procedure and have finished initial training and
will be assisting in training of additional COP's.
Edward Byrne Grant received for total cost to implement
program. No general fund monies used.
Uniforms designed and ordered
Vehicles designed and put into service, two 2003 higher
mileage vehicles were used to start program. Graphic
designs have been placed into service.
There are at least ten other citizens waiting to begin
program
Kevin P. Brunelle 5/1/2010 Edward Byrne Grant received for total cost to implement
program. No general fund monies used.
Kevin P. Brunelle 6/1/2010 Uniforms designed and ordered
Kevin P. Brunelle 6/28/2010 Inauguration and introduction of the first four Citizens On
Patrol volunteers.
Kevin P. Brunelle 7/15/2010 Training will begin for the next 10 volunteers.
Kevin P. Brunelle 10/10/2010 Training completed for the 10 members of the second
annual Citizens Police Academy and all will begin solo patrol
of city jurisdiction.
Kevin P. Brunelle 5/1/2011 Have been informed by Federal Byrne grant that we did not
receive funding for 2012 as a result of our crime rate being
lowered.
Kevin P. Brunelle 7/10/2011 Three additional COP vehicles placed into service using
older and higher mileage 2003 patrol vehicles.
Kevin P. Brunelle 8/11/2011 Utilization of VIPS has contributed to several hundred
additional hours of manpower allocation that would
normally have resulted in higher costs to the City.
Kevin P. Brunelle 7/19/2012 VIPs continues to grow and we are realizing still several
hundred hours of volunteer services from our volunteers.
Strategy 4: Expand Community Outreach Programs.
Due Date: Completed Date:
4/1/2010 6/10/2010
Fiscal Impact:
$2,500 - $5,000 (LETF funded)
Outcome:
Provides enhanced response to the community, e.g. Lock Box and RUOK for the special needs population. Provides
interaction between police and the youth of our community, e.g. CYO program, movie nights, and Shop - With -A -Cop,
resulting in lower crime rates.
Status /Updates:
Owner Date Comment
Kevin P. Brunelle 4/10/2010 Continued movie nights in the communities and have held 5
movie nights attended by well over a hundred citizens
Kevin P. Brunelle 5/10/2010 Relay for life resulted in raising over $55,000. This event
was held at the Winter Springs High School.
Kevin P. Brunelle 5/15/2010 The Lock Box program is ongoing and will be added to as
needed. This program has been very succesful, well
received and over 100 locks have been distributed free of
charge to the elderly and special needs persons.
The police department continues to expand on this
program and will be starting community youth organization
in June, this program will allow our youth to play flag
football, dodgeball , and ultimate frisbee with police
officers.
Kevin P. Brunelle 6/1/2010
The police department continues to expand on its
successful community outreach program and will be
starting community youth organization in June. This
program will allow our youth to play flag football,
dodgeball , and ultimate frisbee with police officers.
Kevin P. Brunelle 12/5/2010
Experienced another succesful shop with a cop this with
over 50 children represented. This event continues to be a
very popular event and the Police Department will continue
all fund raising events to be able to give our children a great
Christmas.
Kevin P. Brunelle 5/15/2011
Third annual Winter Springs v Oviedo flag football game
completed. Series results: Winter Springs 2, Oviedo 1.
Planning has begun for our fourth year for this event. We
successfully raised over $10,000 for Kids House of Seminole.
Kevin P. Brunelle 1/1/2011
Experienced a 23% reduction in over all crime rate and a
27% reduction in vehicle burglaries and home burglaries as
a result of our Lock it or Loose it community education
program. This program was funded by a $30,000 Federal
overtime grant.
Kevin P. Brunelle 7/19/2012
Our programs continue to be recognized by our community
and we have succesfully run our programs to benefit our
children
Goal 7: Develop and implement a policy for addressing water
supply and conservation
Strategy 1: Create a Water Conservation Coordinator staff position.
Due Date: Completed Date:
4/1/2010 2/4/2010
Fiscal Impact:
$0 (Reallocate existing staff)
Outcome:
Reduces per capita water consumption by having a full time staff member dedicated to proactively working with
utility customers to educate users and enforce, if necessary, the rules and regulations related to water use.
Status /Updates:
Owner Date Comment
Kip Lockcuff 3/4/2010 Position filled with Stephanie Wolfe
Kip Lockcuff 7/20/2011 Commission provided Informational Agenda item 102 on
July 11, 2011 outlining program achievements and goals.
Kip Lockcuff 10/1/2011 Position duties expanded to include allocating 25% of time
to arbor. This multifaceted approach makes the logical
connection between landscaping and irrigation by being
able to provide irrigation /landscping input to arbor requests
and vice versa.
Kip Lockcuff 5/21/2012 Stephanie has added proactive billing account reviews to
identify meters with unusually low or no readings. 60
malfunctioning meters replaced to date.
Strategy 2: Develop an Irrigation Audit Program to be available to customers at no
charge.
Due Date: Completed Date:
9/30/2010 5/1/2010
Fiscal Impact:
$0
Outcome:
Provides a customer friendly process to assist customers in reducing their utility bills by minimizing water usage,
which will ultimately lower per capita water consumption.
Status /Updates:
Owner Date Comment
Kip Lockcuff 5/20/2010 Audits started in February. 15 audits performed through
5/20/2010.
Kip Lockcuff 7/20/2011 202 audits performed since inception realizing an average
reduction of 18K gals per month.
Kip Lockcuff 5/21/2012 Over 300 audits performed to date. In addition, an
electronic recorder has been purchased that can record
usage every ywo minutes for up to 7 days. This has been a
valuable tools in assistng customers with usage questions.
A 2nd recorder is budgeted for FY 13.
Strategy 3: Adopt the water, sewer and reclaimed water rates necessary to support
the state mandated replacement of potable water irrigation with an alternative
water source.
Due Date:
10/1/2009
Fiscal Impact:
Completed Date:
9/21/2009
Increases utility revenue by approximately $800,000 annually
Outcome:
Generates sufficient revenues to cover the new debt required to fund the reclaimed water augmentation treatment
and distribution system capital improvements, which will reduce potable water usage.
Status /Updates:
Owner
Date
Comment
Kip Lockcuff
9/21/2009
Rate Study recommendations adopted by Ordinance with
the exception of the 2nd and 3rd year reclaimed water
rates.
Kip Lockcuff
10/1/2010
2nd Year of Adopted Water and Sewer Rate Increases
implemented. Bond coverage met. Reclaimed Rates
unchanged.
Kip Lockcuff
5/14/2011
PRMG completes Rate Study update comfirming rates
adopted are sufficient to fund debt for Reclaimed
Augmentation plant. However, additional cost reductions
will be needed to support any debt for the expansion of the
reclaimed water distribution system at this time.
Kip Lockcuff
5/21/2012
PRMG is working on FY2011 Utility rate review. No rate
increase anticipated in FY13 other than index based.
Strategy 4: Propose Florida Friendly /Waterwise modifications to the Land
Development Code.
Due Date: Completed Date:
10/1/2011 4/26/2010
Fiscal Impact:
$5,000 (Enterprise Fund)
Outcome:
Reduces the demand for water through the adoption of charges to the City's landscape codes which address native
plant usage, water - saving technologies, etc.
Status /Updates:
Owner Date Comment
Kip Lockcuff 5/20/2010 Adopted the SJRWMD model irrigation code on April 26,
2010. Consumptive Use Permit received Jan 2010 does not
require landscape code change. Landscape demonstration
projects established at City Hall. Additional landscape
changes being considered.
Kip Lockcuff 7/20/2011 Additional water friendly landscape demonstration
completed at City Hall (behind Chambers)
Kip Lockcuff 4/24/2012 Irrigation permit process modified to provide customer
guidance to ensure proper irrigation design and appropriate
landscaping.
Kip Lockcuff 5/21/2012 Water Conservation Coordinator working with Urban
Beautification Manager to propose landscape code changes
in FY13.
Strategy 5: Evaluate alternatives for the City's long -term water supply needs.
Due Date: Completed Date:
4/30/2012 7/11/2011
Fiscal Impact:
$250,000 (Enterprise Fund) - Final cost $0
Outcome:
Provides the Commission with options for sustaining the long -term viability of the City's water supply, e.g. execute the
Interlocal Agreement for the SR 46 Alternative Water Supply Project and have staff participate in the preliminary
design and Consumptive Use Permitting process.
Status /Updates:
Owner
Date
Comment
Kip Lockcuff
5/20/2010
Partnership continues on the SR 46 Alternative Water
Supply Project. District adoption of the interlocal
agreement anticipated in August 2010
Kip Lockcuff
7/11/2011
SJRWMD withdraws funding support for the SR 46 project.
Commission approves City withdrawal from partnership
given the City's fully permitted ability of use Lake Jesup for
reclaimed water augmentation.
Kip Lockcuff
5/21/2012
The completion of the Lake Jesup Reclaimed Water
Augmentation Facility will allow the City to expand the
reclaimed water distribution system as needed. The
replacement of potable water irrigation with reclaimed will
increase the availablity of potable to meet growth related
demands.
Goal 8: Explore potential use of volunteers to enhance provision
of services
Strategy 1: Develop a volunteer application process and associated volunteer policies
and procedures.
Due Date: Completed Date:
12/31/2009 8/23/2010
Fiscal Impact:
$0
Outcome:
Ensures compliance with applicable laws and consistency of implementation in the use of volunteers.
Status /Updates:
Owner Date Comment
Shawn Boyle 3/15/2010 Draft policy received from City Attorney and circulated to
staff for review.
Chuck Pula 2/1/2010 Initial discussions with City Attorney to develop framework
for policy.
Shawn Boyle 6/2/2010 Staff comments submitted to City Attorney for finalization
of policy.
Shawn Boyle 8/23/2010 Volunteer Policy adopted by City Commission at 8/23/2010
Regular Meeting.
Chris Caldwell 10/15/2010 Therapy Pool Volunteers all signed contract for volunteer
services as Instructors
Chris Caldwell 7/25/2011 Updated Youth Sports Partnership Agreements to comply
with City Volunteer Policy.
Michael Barclay 6/13/2012 Staff is continuing to evaluate the use of volunteers to
make sure they follow volunteer policies and law.
Strategy 2: Enhance and promote the use of volunteers for the provision of applicable
City services.
Due Date: Completed Date:
4/1/2010 4/1/2010
Fiscal Impact:
$0
Outcome:
Reduces need of additional City staff, resulting in cost savings, and enhances supervision of programs and activities.
Provides additional fund raising resources.
Status /Updates:
Owner
Date
Comment
Chuck Pula
5/27/2010
Parks and Recreation actively recruits interested youth and
adults as volunteers through personal contact. Parks and
Recreation requires background checks and fingerprinting
on all Summer Day Camp volunteers and Senior Therapy
Pool volunteers.
Chris Caldwell
12/10/2010
Set Bi- weekly volunteer meetings at Therapy Pool.
Chris Caldwell
3/28/2011
Administed a Therapy Pool Survey of volunteer services to
membership.
Chris Caldwell
7/28/2011
Incorporated open swim volunteer to monitor safety and
provide customer service to participants.
Kevin P. Brunelle
11/15/2010
Volunteers In Policing (VIPs) began providing volunteer
services to the community. To date, VIPs have provided
hundreds of hours of manpower resulting in substantial
Chris Caldwell
7/11/2011
cost savings to the City.
Michael Barclay
6/13/2012
Continue to use volunteers in the planning and organization
for City Special Events.
Strategy 3: Develop, in conjunction with Youth Sports Leagues, procedures for
tracking of volunteer hours.
Due Date: Completed Date:
12/31/2009 12/4/2009
Fiscal Impact:
$0
Outcome:
Provides information on volunteer usage and programs by the City's recreational partners to evaluate their
effectiveness.
Status /Updates:
Owner
Date
Comment
Chuck Pula
5/27/2010
The Senior Center is now tracking volunteer hours of the
Therapy Pool, Computer Classes, Senior Center functions,
and Community Service janitorial maintenance service.
The 2010 Summer Day Camp will also track Seminole
County High School Community Service volunteer hours.
Chuck Pula
5/27/2010
Parks and Recreation Partnerships track hours monthly for
leagues, camps, tournaments and special events.
Partnerships record volunteer coaches, umpires, board
positions and student volunteers. An annual report is given
to the Parks and Recreation Department.
Chris Caldwell
6/15/2011
Continue to record volunteer hours for youth sports
partnerships. Begin the process of tracking volunteer hours
for weekend tournaments.
Chris Caldwell
7/11/2011
Track volunteer hours for City Special events by Civic
organizations and clubs.
Michael Barclay 6/13/2012 Continue to track volunteer hours within the Youth Sports
Leagues. Develop a Volunteer of the Month award to put
on the Parks & Recreation Home Page.
Attachment B:
City Manager Performance Evaluation Form — Evaluation Period Ending
5/25/12
City of Winter Springs
City Manager Performance Evaluation Form
(Rev. 8/1/11)
This evaluation form provides eight (I - VIII) rating categories for assessment of the Manager's
performance for the applicable review period with an associated rating scale to be tabulated
utilizing a straight -line weighting approach.
Kevin L. Smith
City Manager
May 26, 2011 - May 25, 2012
Evaluation Period
Mayor /Commissioner
Date
Evaluation Scale
4
Outstanding
Exemplary erformance far exceeding performance criteria.
3
Exceeds Expectations
Performance which exceeds the level nonnally expected.
2
Meets Expectations
Generally meets expectations on performance criteria.
1
Below Expectations
Performance falling short of that normally expected.
Keeps Mayor /Commissioners informed of current issues and remains
I accessible
Unsatisfactory
Unacce table erformance that must receive immediate attention.
n0
N satisfacto
Opinion
Not enough personal/relative information toopine.
Rating Categories
I. Relationship with Mayor & City Commission
Rating
A.
Effectively communicates with Mayor & Commissioners
B.
Promptly and effectively responds to Mayor/Commission requests
C.
Effectively carries out Commission decisions /directives
D.
Keeps Mayor /Commissioners informed of current issues and remains
I accessible
E.
Provides timely agendas pursuant with Commission Polic
F.
Provides organized and clear agendas
Overall Category Rating sum o A -F /Total Responses
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 1
II. Strategic Planning and Organizational Management
Rating
A.
Works with the Commission in developing the City's long and short term
A.
goals and objectives (e.g., Strategic Plan
C.
Effectively implements, monitors, and carries out the Commission's
B.
Strategic Plan
E.
Effectively implements, monitors, and carries out other Policies and
C.
programs of the Commission
G.
Demonstrates the ability to anticipate the needs of the City and recommends
D.
effective options to appropriately respond to those needs
Overall Category Rating (sum o A -D / Total Responses)
Comments:
III. Budgeting and Fiscal Management
Rating
A.
Presents a well- documented, organized and timely annual Budget which
represents/meets the goals of the Commission
B.
Effectively manages the City's operations within Budget
C.
Demonstrates fiscal responsibilit
D.
I Maintains transparency in fiscal operations of the Cit
E.
Makes sound recommendations related to the fiscal needs of the Cit
F.
Provides timely and clear financial reportin
G.
Effectively utilizes Financial Consultants as /when warranted
Overall Category Rating (sum o A -G / Total Responses)
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 2
IV. Communication
Rating
A.
Demonstrates effective oral and written communication skills
B.
Demonstrates effective listening skills
C.
Communicates clearly with other City Charter Officers
D.
I Communicates clearly with Department Heads
E.
Communicates clearly with Employees
F.
Overall Category Rating (sum o A -E / Total Re sonses)
Comments:
V. Community Relations
Rating
A.
Elicits an overall positive attitude and perception of his /her performance
from the communit
B.
Maintains positive relations with community groups and organizations
C.
Attends community and other related functions
D.
Promotes City through attendance and speaking engagements at civic
I meetings, etc.
E.
Pro e ly and effectively handles complaints from citizens
F.
Communicates clearly and cooperatively with the general public
G.
Provides open and effective opportunities for communications from citizens
H.
Maintains constructive relations with the Press
Overall Category Rating (sum o A -H/ Total Responses)
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 3
VI. Decision Making and Program Development
Rating
A.
Makes decisions in a timely manner that are well thought out and in the best
interest of the Cit
B.
Handles difficult situations in a professional and proactive manner
C.
Understands City ordinances and state laws pertaining to municipal
operations
D.
I Effectively implements and enforces City Policies and Procedures
E.
Takes initiative to develop new programs to meet the problems and
challenges facing city government
F.
Reviews procedures and programs from time to time to improve
effectiveness and efficienc
G.
Recommends /makes improvements /changes in procedures or programs when
I changes would enhance City operations and /or public service
H.
Accepts responsibility for outcomes
Overall Category Rating (sum o A -H/ Total Responses)
Comments:
VII. Management of Employees
Rating
A.
Fosters a commitment to provide a high level of service to our citizens
B.
Fosters a positive work environment amongst Dept. Heads and employees
C.
Effectively supervises subordinates
D.
I Demonstrates awareness of the operations within all Departments
E.
Recruits and retains quality personnel
F.
Sets an atmosphere of fairness and equal treatment to employees
G.
Is accessible and remains visible to employees
H.
Encoura es the development of employees
Overall Category Rating (sum o A -H/ Total Responses)
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 4
VIII. Professional and Leadership Skills
Rating
A.
Represents the City and its Elected Officials in a positive and professional
manner
What areas would you like to see the City Manager improve upon?
B.
Exhibits a management style that compliments the effective operations of the
Cit
C.
Demonstrates a high degree of integrit
D.
Demonstrates courtesy, tact and skill in dealing with sensitive matters and
dealing with others
E.
Takes a hands -on approach when warranted
F.
Communicates clearly with Intergovernmental Agencies
G.
Displays ability to effectively handle crises
H.
Accepts constructive criticism
I.
Maintains an overall personable and warm attitude
Overall Category Rating sum o A -I / Total Res ones
Comments:
Other
A.
What do you consider to be the City Manager's strengths and greatest accomplishments
over the past year?
B.
What areas would you like to see the City Manager improve upon?
City of Winter Springs • City Manager Performance Evaluation Form Page 5
Evaluation Summary
Rating
I.
Relationship with Mayor & City Commission
II.
Strategic Planning and Organizational Management
III.
Budgeting and Fiscal Management
IV.
Communication
V.
Community Relations
Decision Makin and Program Development
E VII-
Management of Employees
VIII.
Professional and Leadership Skills
Overall Rating sum o I -VIII / 8
Signature of Mayor /Commissioner Date
City of Winter Springs • City Manager Performance Evaluation Form Page 6
Attachment C:
City Manager 360 Evaluation Survey — Evaluation Period Ending 5125112
City Manager 360 Evaluation Survey
2012
These are the results of an internal survey that was run from May 16, 2012 to May 31, 2012. There were a
total of seventeen respondents including all department directors and (selected by department heads)
supervisors from their departments. All respondents were only allowed to respond once to the survey and
their responses were made anonymously. Responses were required for the scale based questions while
the comments sections were optional. This internal survey was performed utilizing the City's Employee
Network which is run on the Microsoft Office Sharepoint platform.
A copy of the survey is provided below:
Evaluation Scale
0 Unsatisfactory
1 Below Expectations
2 Meets Expectations
3 Exceeds Expectations
4 Outstanding
Unacceptable performance that must receive immediate attention.
Peformance falling short of that normally expected.
Generally meets expectations on performance criteria.
Performance which exceeds the level normally expected.
Exemplary performance far exceeding performance criteria.
* indicates a required field
Communication
1. Effectively communicates with department directors.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
2. Keeps staff informed of and involved in current issues affecting the City.
LI 0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
Comments on Communication
Decision Making
1. Demonstrates the ability to anticipate the needs of the City and recommends effective options
to appropriately respond to those needs.
E � 0 (Unsatisfactory)
El 1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
2. Makes decisions in a timely manner that are well thought out and in the best interest of the
City. *
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
3. Demonstrates courtesy, tact and skill in dealing with sensitive matters and dealing with others.
*
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
Comments on Decision Making
Budgeting and Fiscal Management
1. Effectively manages the City's operations within budget and demonstrates fiscal
responsibility. *
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
2. Demonstrates a willingness to work with department directors on individual budget requests. *
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
Comments on Budgeting and Fiscal Management
Community Relations
1. Elicits an overall positive attitude and perception of his/her performance from the community.
*
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
2. Fosters a commitment to provide a high level of service to our citizens.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
Comments on Community Relations
Employee Management and Relations
1. Fosters teamwork in a positive work environment amongst department directors and
employees. *
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
2. Extends praise and recognition to department directors and staff when warranted.
C 0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
3. Is accessible and responsive to department directors.
r 0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
4. Remains visible to employees.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
5. Accepts constructive criticism.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
E 4 (Outstanding)
6. Accepts responsibility for outcomes.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
7. Sets an atmosphere of fairness and equal treatment to employees
C 0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
Comments on Employee Management and Relations
Professional and Leadership Skills
1. Emphasizes teamwork to effectively implement, monitor, and carry out the Commission's
Strategic Plan. *
C 0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
2. Emphasizes teamwork to effectively implement, monitor, and carry out other policies and
programs of the Commission.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
3. Handles difficult situations in a professional and proactive manner.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
4. Reviews procedures and programs from time to time to improve effectiveness and efficiency.
*
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
5. Demonstrates awareness of the operations within all departments.
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
6. Demonstrates a high degree of integrity.
r 0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
7. Takes a hands -on approach when warranted.
r 0 (Unsatisfactory)
I (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
8. Represents the City in a professional manner and sets a positive example for department
directors. *
0 (Unsatisfactory)
1 (Below Expectations)
2 (Meets Expectations)
3 (Exceeds Expectations)
4 (Outstanding)
Comments on Professional and Leadership Skills
Other
1. What do you consider to be the City Manager's strengths and greatest accomplishments over
the past year?
2. What areas would you like to see the City Manager improve upon?
City Manager 360 Evaluation Survey
Summary of Responses for Communication
Overall Average Score for Communication
3.18
0.00 1.00 2.00 3.00
Averages for:
Keeps staff informed of and involved in current
issues affecting the City.
Effectively communicates with department
directors.
4.00
Average Score for
Communication
0.00 1.00
Communication
Keeps staff informed of and involved
in current issues affecting the City.
Effectively communicates with
department directors.
2.00 3.00 4.00
R 4 (Outstanding)
■ 3 (Exceeds Expectations)
A 2 (Meets Expectations)
■ 1 (Below Expectations)
■ 0 (Unsatisfactory)
0 2 4 6 8 10
Comments
1. Kevin does a wonderful job of working with Staff to resolve difficult issues facing
leaders of the City
2. From my observation, these categories are still very strong.
3. Mr. Smith conveys relevant information on a regular basis to his department directors
which is turn relayed to their subordinates. All employees are aware of the issues which
affect the city.
4. Kevin is an excellent communicator and sets a great example for all City staff. The group
meetings with City staff this past year were particularly effective. Staff meetings are
thorough and Kevin gives others plenty of opportunity to provide input
5. Goes out of his way to ensure involvement of everyone.
6. Always willing to go out of his way to effectively communicate the city's direction.
7. Kevin does a real good job including us in City decisions. Different opinions and values
add to considering all options and making good decisions... even if all don't agree.
8. He likes to keep everyone in the loop so no one is blind sided by any citizens or any
issues.
9. Kevin does an excellent job of involving affected staff as well as the general staff
population, when warrented, of issues that affect the City. He also strives to explain the
thinking behind his decisions on pertinent issues.
City Manager 360 Evaluation Survey
Summary of Responses for Decision Making
Overall Average Score for Decision Making
3.18 Average Score for
Decision Making
0.00 1.00 2.00 3.00 4.00
L
Averages for:
Demonstrates courtesy, tact and skill in dealing with
sensitive matters and dealing with others.
Makes decisions in a timely manner that are well
thought out and in the best interest of the City.
Demonstrates the ability to anticipate the needs of
the City and recommends effective options to
appropriately respond to those needs.
0.00 1.00 2.00 3.00 4.00
Decision Making
Demonstrates courtesy, tact and skill
in dealing with sensitive matters and
dealing with others.
Makes decisions in a timely manner
that are well thought out and in the
best interest of the City.
Demonstrates the ability to anticipate
the needs of the City and recommends
effective options to appropriately
respond to those needs.
■ 4 (Outstanding)
■ 3 (Exceeds Expectations)
2 (Meets Expectations)
■ 1(Below Expectations)
■ 0 (Unsatisfactory)
0 2 4 6 8 10 12 14
Comments
1. Mr. Smith has earned a lot of respect from employees. No one will ever be able to accuse
him of inadequate decision making. What is imperative going forward is stick to your
plan (which most feel is in the interest of the employee) and do what can be done. Keep
your credibility!
2. Mr. Smith displays excellent judgement in his decision making process in regards to the
operation of the city. All decisions are made in the best interest of the city. He is very
courteous in the treatment of others. It seems he treats everyone like he would like to be
treated.
3. Kevin listens well, asks good questions, and considers the input of others before making
decisions.
4. Team oriented decision making. Gathers all feasible input before making decisions.
5. Is always very mindful of customer service and Models the Way in insuring this
important topic is pushed down to the employees. Would like to see a more timely
response to decisions presented that effect decisions department heads must make, but
only after consulting with the CM. His schedule seems to slow this process.
6. Kevin makes very good decision and considers all option and people involved. He is very
thoughtful of others families and how financial decisions impact others.
7. He thinks through every situation before he makes a decision. He inquires with the
departments to recieve information that will help him to make the decisions. He is polite
and deals with the public very well.
City Manager 360 Evaluation Survey
Summary of Responses for Budgeting and Fiscal Management
Overall Average Score for Budgeting and Fiscal
Management
.Average Score for Budgeting
and Fiscal Management
0.00
F --
1.00 2.00 3.00 4.00
Averages for:
Demonstrates a willingness to work with
department directors on individual budget
requests.
Effectively manages the City's operations within
budget and demonstrates fiscal responsibility.
L
Budgeting and Fiscal Management
Demonstrates a willingness to work
with department directors on
individual budget requests.
Effectively manages the City's
operations within budget and
demonstrates fiscal responsibility.
0 2 4 6 8 10 12 14 16
M
M 4 (Outstanding)
■ 3 (Exceeds Expectations)
■ 2 (Meets Expectations)
■ 1 (Below Expectations)
■ 0 (Unsatisfactory)
0.00 1.00 2.00 3.00 4.00
Comments
1. Mr. Smith has went the extra mile in the current economic climate by finding creative
ways to effectively budget for the needs of the city's employees and it's citizens. In lieu of
cutting staff and services, the utilization of a zero -based budget approach demonstrates
fiscal responsiblity and eliminates unnecessary spending, while preserving city services
and employee jobs
2. Kevin's greatest strength is his ability to provide responsible fiscal management in tough
budget times.
3. Always evaluating the long term impact of financial decisions.
4. Always leads by example and is a very good at explaining this process so all can better
understand.
5. Dude is a genius when it comes to budgeting!
6. He involves himself with the budget process and looks out for the best interests of the
taxpayers.
City Manager 360 Evaluation Survey
Summary of Responses for Community Relations
Overall Average Score for Community Relations
3.62
0.00
1.00 2.00 3.00 4.00
Averages for:
Fosters a commitment to provide a high level of
service to our citizens.
Elicits an overall positive attitude and perception
of his /her performance from the community.
.82
0.00 1.00 2.00 3.00 4.00
Community Relations
L� 1
Fosters a commitment to provide a
high level of service to our citizens.
Elicits an overall positive attitude
and perception of his /her
performance from the community.
8
8
Average Score for
Community Relations
M 4 (Outstanding)
■ 3 (Exceeds Expectations)
A 2 (Meets Expectations)
■ 1 (Below Expectations)
■ 0 (Unsatisfactory)
0 2 4 6 8 10 12 14 16
Comments
1. Commitments to quality service and the community have never been higher!
2. If there was a 5, he'd score it.
3. Mr. Smith has stressed excellent community relations and customer service to the
directors and general employees of the city. Excellence in community relations include
the e- alerts to inform the citizens of events in the city. This creates a perception amongst
the citizens that the city has nothing to hide, and is operating in an honest and open
manner. Excellent customer service is essential to running any organization, and it creates
a positive perception of the city, and its employees as courteous, professional, and
respectful of the citizens.
4. Kevin promotes a positive image for the City and he is quick to recognize the
contributions of others.
5. Excellence in Customer Service continues to be the theme. Does an excellent job of
taking the time to recognize staff members who receive accolades from a
resident/customer.
6. Again, he demands excellence and leads by example.
7. Kevin sets a great example when dealing with the public and giving great customer
service. He is fair and consistent when dealing with difficult decisions.
8. He is all about customer service. He provides excellent leadership to promote customer
service throughout the city.
9. Kevin has a high regard for customer service to all citizens and other customers of the
City. He strives to instill this regard in all City employees.
City Manager 360 Evaluation Survey
Summary of Responses for Employee Management and Relations
Overall Average Score for Employee Management
and Relations
2.93
Average Score for Employee
Management and Relations
0.00 1.00 2.00 3.00 4.00
Averages for:
Sets an atmosphere of fairness and equal treatment
to employees.
Accepts responsibility for outcomes.
Accepts constructive criticism.
Remains visible to employees.
Is accessible and responsive to department
directors.
Extends praise and recognition to department
directors and staff when warranted.
Fosters teamwork in a positive work environment
amongst department directors and employees.
0.00 1.00 2.00 3.00 4.00
Employee Management and Relations
Sets an atmosphere of fairness and
equal treatment to employees.
Accepts responsibility for outcomes.
Accepts constructive criticism.
Remains visible to employees.
Is accessible and responsive to
department directors.
Extends praise and recognition to
department directors and staff when
warranted.
Fosters teamwork in a positive work
environment amongst department
directors and employees.
■ 4 (Outstanding)
■ 3 (Exceeds Expectations)
■ 2 (Meets Expectations)
■ 1(Below Expectations)
■ 0 (Unsatisfactory)
0 2 4 6 8 10 12 14
Comments
1. With Kevin as the CEO of this organization, I believe and have seen demonstrated his
desire to treat all employees fairly and equally, however this does not always translate
down through the ranks in certain departments. I only mention this to make note of this
fact and not to detract from Kevin's performance.
2. For those of us who deal with him more, we see him a lot but maybe the line -level folks
could benefit from more face time. Former CM's had ZERO so don't allow that stigma to
work against you.
3. Mr. Smith is very visible to all employees of the city. He is courteous to all employees
and offers greetings each time he comes into contact with them. He offers praise and
recognition to the employees when it is truly due. This shows a genuine level of respect
to all employees and an appreciation of the talents they bring to the organization.
4. Kevin is outsatnding at fostering a teamwork environment that recognizes the
contributions of all employees. He is visible and accessible to not just the directors, but to
all employees.
5. Makes a concerted effort to be visible and interact with all employees.
6. Kevin does a great job in encouraging directors to work together and model teamwork
and positive attitudes to their departments. Kevin has many demands on his time. Kevin
owns his decisions and makes good decisions!
City Manager 360 Evaluation Survey
Summary of Responses for Professional and Leadership Skills
Overall Average Score for Professional and
Lea dershial Skills
3.24
■ Average Score for Professional
and Leadership Skills
0.00 1.00 2.00 3.00 4.00
Averages for:
Represents the City in a professional manner and sets
a positive example for department directors.
Takes a hands -on approach when warranted.
Demonstrates a high degree of integrity.
Demonstrates awareness of the operations within all
departments.
Reviews procedures and programs from time to time
to improve effectiveness and efficiency.
Handles difficult situations in a professional and
proactive manner.
Emphasizes teamwork to effectively implement,
monitor, and carry out other policies and programs of
the Commission.
Emphasizes teamwork to effectively implement,
monitor, and carry out the Commission's Strategic
Plan.
0.00 1.00 2.00 3.00 4.00
Professional and Leadership Skills
Represents the City in a professional
manner and sets a positive example for
department directors.
M
Takes a hands -on approach when
warranted.
Demonstrates a high degree of integrity.
Demonstrates awareness of the
operations within all departments.
Reviews procedures and programs from
time to time to improve effectiveness
and efficiency.
Handles difficult situations in a
professional and proactive manner.
Emphasizes teamwork to effectively
implement, monitor, and carry out
other policies and programs of the
Commission.
Emphasizes teamwork to effectively
implement, monitor, and carry out the
Commission's Strategic Plan.
2 4 (Outstanding)
■ 3 (Exceeds Expectations)
-d 2 (Meets Expectations)
■ 1 (Below Expectations)
■ 0 (Unsatisfactory)
0 2 4 6 8 10 12
Comments
1. Kevin brings out the best in his staff and continues to grow as a leader. I am routinely
impressed with his integrity and always striving to 'do the right thing' even when such
choices may not be the popular thing to do.
2. Mr. Smith displays a high level of personal integrity and this carries over into the manner
the city is run. He has a knowledge of the opearation of the inner workings of each
department and is not afraid to ask questions when he does not fully understand a
particular issue a department is working through. This demonstrates a professional
attitude, and humility, which is essential to strong leadership.
3. Kevin is a superb leader who conducts himself with a high degree of professionalism and
integrity at all times. He definitely takes a hands -on approach when warranted and fully
engages himself on all important issues facing the city.
4. Pleasure to work with.
5. "Models the Way ". He expects nothing of his employees he will not do himself.
6. Kevin is a very competent and thoughtful leader! His professional communication and
leadership are very much appreciated.
What do you consider to be the City Manager's strengths and greatest
accomplishments over the past year?
1. Kevin has been able to keep the City in a favorable position in light of increasingly
difficult economic and political challenges. I have witnessed him navigate through
multiple difficult social, financial and political concerns this past year and he hasn't let us
down yet! It is an honor to work with Kevin here at the City.
2. 1) Credibility /Integrity- not trying to be someone you're not; 2) Managing to balance the
budget with little /no impact to employees; 3) Soliciting and implementing needed process
improvements he identified; 4) Being a friend to the city- genuinely interested in what
happens.
3. Mr. Smith was able to determine a way to budget for a shortfall without eliminating
employee positions or vital city services. This is something that many cities have not
been able to accomplish when presented with a budgetary shortfall.
4. Strengths: 1. Budget management 2. Leadership 3. Teamwork 4. Recognition of others 5.
Ability to find solutions to difficult problems Accomplishments over past year: 1.
Balanced budget / lower millage rate 2. Pension protection 3. Resolution of legal claims.
5. The difficult Pension and Health Insurance changes were implemented through a very
open, participatory process with a sensitivity to all parties.
6. Juggling many different topics and personnel issues as well as his ability to stay focused
on many task and still get them completed. Helping Department directors reorganize
without interference just support.
7. Kevin's strenght is his integrity, you can count on his word to be true and he has the best
interests of the employees, residents and elected officials in mind when making decisions.
A super accomplishment is the ability to sustain a pension benefit for employees. Another
is to reduce the city mileage while allothers are raising it. Another, having the courage to
move non -team players on to their next job.
8. He is a great leader. He has done a great job to balance the budget through shortfalls
without having to cut employees.
9. I feel the City Manager has continued to do an exceptional job operating within budget
the city finances.
10. Kevin has tacked seceral "tough" situations over the past year and he has done so with a
high degree of integrity and transparency.
What areas would you like to see the City Manager improve upon?
1. I would like to see Kevin able to devote more time into planning for the future of Winter
Springs, being able to put the necessary focus on growth, planning and economic
development. Understandably, we have been forced to make difficult reductions in
staffing due to the economy. Now that multiple development projects are underway in the
City, and the residential tax base should be expanding, it may be time to consider the
recruitment of competent manpower that will help keep up with the demands being
placed on staff. I would also like Kevin to find a way to truly reward employees with
raises and bonuses based on performance and merit. The communicated thought process
has been to move toward running the City more like a private sector company and
performance rewards are part of that scenario as well.
2. 1) Let us help you get the city personnel manual redone. It's an obstacle you don't need
hindering you because it's old; 2) Consider more of the Q &A sessions throughout the
year, even in times where there is no critical issue requiring the meetings with employees.
This will help them stop associating your position with "bad news ".
3. Mr. Smith is truly dedicated to the betterment of the City of Winter Springs. This is
displayed in his attitude towards employees and citizens alike. Mr. Smith should continue
utilizing his skill sets mentioned in the previous comments to continue creating a vision
for the future of Winter Springs.
4. It is really difficult to identify specific areas in a managerial capacity where Kevin needs
improvement. At times, I am concerned about his stress level. He could develop more of
an ability to defelct criticism that does not warrant his time and energy to address.
5. Don't let the little things weigh so heavily on you.
6. Stress Management and time for himself.
7. Continue to evaluate the spending habits of each department and identify the needs from
the wants.
8. I feel the City Manager could improve upon the city Personnel Policy. Also creating a
structure that the Commission would extend the City Manager the ability to make minor
updates and corrections as need immediately.