HomeMy WebLinkAboutCity of Winter Springs Strategic Plan FY2010 - FY2012 I'E IIIIIII SPRINGS
llllI`Y 2010 FY 2012
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III'"I NSA E UST SERVICE FII CAL RLESPOI114SIBILITY E III„�@,�,I„ TIEEAM
MAYOR
John F. Bush
COMWSSIONERS
Seat One—Jean Hovey
Seat Two—Rick Brown
Seat Three—Gary Bonner
Seat Four—Sally McGinnis
Deputy Mayor/Seat Five—Joanne M. Krebs
WY MANAGE1111
Kevin L.Smith
CITY CLEIRK
Andrea Lorenzo-Luaces
I°I°'Y ATTORNEY
Anthony A. Garganese
IIDEPAR I MEN°F DERIECTORS
Community Development Randy Stevenson
Finance & Administrative Services Kelly Balagia
Information Services Joanne Dalka
Parks & Recreation Chuck Pula
Police Department Chief Kevin Brunelle
Utility/Public Works Kip Lockcuff
City of Winter Springs Strategic Plan FY 2010-FY 2012 _ Principalnc.........-----...,..,
p g g� Officials
OUIIR IIPIIIIII I
To provide an efficient delivery of public services through innovation and excellence and
promote quality of life by working cooperatively with all of our customers to protect health and
safety, improve economic vitality, and enhance neighborhood livability throughout the City.
OUIIR M11ION
To create a vibrant and sustainable high quality community by producing results that matter
most to our customers through transparency, outstanding customer service,fiscal
responsibility, excellence, and teamwork.
City of Win. _.� a _.. .... .. ..._._
Winter Springs Strategic Plan FY 2010-FY 2012 Mission&Vision
TABLE F CON rIENTS
Introduction 1
Goal 1 2
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Goal 2,......._ 4
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ta"�a°as t't,P o
Goal 3,. 7
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Goal 4,-- 9
"Partner with other ent.tt'acas to ta¢sa'sue"'the development ol.¢aarataaaataafty"
Goal5,..................................................... .......................... 11
"Develop strategies to ensure ftnancial accour'pt:a tdtt y and t'ram arency"
Goal 6 13
"Continue to support and enhance t olive Ci "
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Goal 7 14
"Develop and implement as pofiry fbr addressing water supply and conservation"
Goal 8..................... 16
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Appendices:
Strategic Planning (Community Visioning Workshop) Report.........................................Appendix A
Business Community Visioning Workshop Report...........................................................Appendix B
City of Winter Springs Strategic Plan FY 2010-FY 2012 TOC
INTRODUCTION
The City of Winter Springs Strategic Plan FY 2010 - FY 2012 is the culmination of months of
planning and effort by the various stakeholders in our community including the Mayor and City
Commission, City staff, and our citizens and business owners.
The process began in February 2009 with the presentation of the City's Community Visioning
Workshop and continued in March 2009 when the City Commission met to discuss the results
of the workshop and to formulate those results into both global and specific goals. A Business
Community Visioning Workshop was also held to afford business owners an opportunity to
provide their input on the status and future of our city. City staff then met to formulate
strategies aimed at accomplishing the specific goals established by the Commission. The final
result of these comprehensive efforts is this strategic plan document.
Why did we develop this strategic plan? Strategic planning helps an organization identify
where it wants to be at some point in the future and how it is going to get there. By setting
goals, and strategies to achieve those goals, a roadmap is created to guide us, as a team, to our
ultimate vision. To quote Hall of Fame Coach Paul "Bear" Bryant:
"Set goals-High goals for you and your organization. When your organization has a goal to
shoot for, you create teamwork, people working for a common good."
Strategic planning also helps an organization make decisions on allocating its resources to
pursue its goals, including its operating, capital and human resources. While each of the
various components of a strategic plan is essential to its success, proper resource allocation is
an increasingly important element in today's challenging economic environment.
The City of Winter Springs Strategic Plan FY 2010- FY 2012 is guided by our Mission Statement
and Vision Statement, which are founded on the following basic values that guide all of our
actions and reflect what we expect from our employees and elected officials:
Transparent, Open, and Honest Government
Customer Service
Fiscal Responsibility
Excellence
Teamwork
The following goals and associated strategies for achieving those goals establish our course to
the vision of our future. As we proceed forward, a periodic review of our progress will be
undertaken in order to ensure we maintain that course, or adapt as deemed necessary.
As we proudly celebrate our City's 501h Anniversary, with this roadmap in hand we anxiously
look forward to our next half century.
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ity Winter Springs Strategic Plan FY 2010-FY 2012 1
IIdentifyt,1001S, thmelines, and iiresources to lii r !i teirinal and
Goal 1: Identify tools,tlimellries, aind resources to improve inteirinalll aind external
communication.
Strategy 1: Create and implement a new and improved City website.
Timeline: To Be Completed By 12/31/2009
Fiscal Impact:$0
Outcome: Improves ease of use and access to information by customers via
a more intuitive and easier to navigate website.
Strategy 2: Offer Commission and staff external access to City intranet.
Timeline: To Be Completed By 12/31/2010
Fiscal Impact: TBD
Outcome: Improves efficiency by providing Commission and staff an
additional means of access to resources, documents, and City
archives.
Strategy 3: Implement a Voice Over IP phone system.
Timeline: To Be Completed By 09/30/2011
Fiscal Impact:TBD (based upon scope, options,vendor, etc.)
Outcome: 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.).
Strategy 4: Develop and implement Twitter and/or FaceBook sites for the City.
Timeline: To Be Completed By 10/31/2009
Fiscal Impact: $0
Outcome: Provides progressive, additional means of communication to
advise citizens of ongoing City activities, information, and events
(subject to Sunshine Law/Public Records limitations).
Strategy 5: Install a permanent electronic message sign at City Hall.
Timeline: To Be Completed By 04/01/2010
Fiscal Impact: $27,000
Outcome: Provides an additional communication tool to disseminate
information to the public.
City of Winter Springs Strategic Plan FY 2010-FY 2012 2
Strategy 6: Automate processing and routing of internal forms within various City
departments via utilization of ShorePoint.
Timeline: To Be Completed By 09/30/2010
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.
Strategy 7: Facilitate periodic Community and Business Visioning Workshops.
Timeline: Ongoing (initial workshops completed)
Fiscal Impact: $0-$2,000
Outcome: Provides an opportunity for customer input and involvement in
on-going City visioning and strategic planning.
.-„-.....................-......................WWW...............
City of Winter Springs Strategic Plan FY 2010-FY 2012 3
CUS I ,01MIEIRSERVICE
Goal 2
Ideri-tify opportu � iiies and develollpstrategiesto create a customer/
business friendly experien
Goal : IdentifV opportunities and develop strategies to create
cult urner llbusliiness-fiumien lli experience.
Strategy 1: Perform comprehensive review of current Utility Billing policies and
procedures.
Timeline: To Be Completed By 09/30/2010
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.
Strategy 2: Implement additional customer service training for City staff.
Timeline: To Be Completed By 09/30/2010
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.
Strategy 3: Implement e-Billing option for Utility customers.
Timeline: To Be Completed By 09/30/2010
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.
Strategy 4: Implement an e-Application for permits, business tax receipts, and
Utility Billing forms.
Timeline: To Be Completed By 12/31/2010
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.
City of Winter Springs Strategic Plan FY 2010-FY 2012.................................................................... .. .. .......mmm ... ........................................m 4
Strategy 5: Implement an e-Application for processing development and building
plans.
Timeline: To Be Completed By 09/30/2011
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.
Strategy 6: Enter Business Tax Receipts and Building Permit payments in KIVA
rather than MUNIS.
Timeline: Completed on 07/08/09
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.
Strategy 7: Evaluate the feasibility of both an over-the-counter and on-line
credit/debit card payment acceptance system.
Timeline: To Be Completed By 09/30/2010
Fiscal Impact: $5,000- $10,000 (Enterprise/General Fund)
Outcome: Expands customers' ability to utilize credit/debit cards in more
service areas. Reduces processing fees.
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.
Timeline: To Be Completed By 09/30/2010
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 alternative method of payment for
developers/contractors to pay for City services.
City of Winter Springs Strategic Plan FY 2010-FY 2012 5
Strategy 9: Complete upgrade to MUNIS version 7.3 and implement new MUNIS
on-line system and time/attendance modules.
Timeline: To Be Completed By 08/01/2010
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.
Strate 10: Modify current Community Development Department customer phone
call routing to ensure prompt and proper customer response.
Timeline: To Be Completed By 10/01/2009
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.
Strate yll: Install an electronic information kiosk in City Hall lobby,.
Timeline: To Be Completed By 10/31/2009
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.
Strate y 12: Develop an Economic Development Incentive Program.
Timeline: To Be Completed By 09/30/2010
Fiscal Impact: TB
Outcome: Incentivizes smart development and diversifies tax base to reduce
the residential tax burden.
Ci.... of Win. ...... ....... ....,�.. .......� ........v...0......................................... ..... .... .....
City ter Springs Strategic Plan FY 2010-FY 2012 6
1��,=CGNOMIC
DEVELOPMENT
Goal 3
„ ur i l complete the iio i uu°i for rown Center
Goal Aggressively omplete tlhe vision for Town Center.
Strategy 1: Conduct a Commission workshop on the history and vision of the Town
Center.
Timeline: Completed on 08/01/2009
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.
Strategy 2: Finalize the EAR-based amendments to the Comprehensive Plan
associated with the Town Center.
Timeline: To Be Completed By 12/31/2009
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.
Strategy 3: Revise the Land Development Regulations to comply with the adopted
EAR-based amendments, including the Town Center.
Timeline: To Be Completed By 08/31/2012
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.
Strategy 4: Preserve and complete the street grid pattern established in the Town
Center master plan.
Timeline: Ongoing
Fiscal Impact:$1,000,000- Michael Blake Blvd (One Cent Sales Tax)
Balance of grid cost TBD
Outcome: Provides the framework for projects that have sustainable
densities, promote multi-modal forms of transportation, and
encourage mixed-use developments.
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City of Winter Springs Strategic Plan�FY 2010-FY 2012 .M .. .... .a.........................., m,�.,7.
Strategy 5: Develop multiple Town Center transportation options.
Timeline: Ongoing
Fiscal Impact: TBD
Outcome: Provides public transportation, multi-purpose sidewalks, bike
lanes, trails, specialty-use parking and vehicular parking consistent
with Town Center development standards.
Strategy 6: Pursue further reductions of the speed limit along SR 434 in the Town
Center District.
Timeline: Ongoing
Fiscal Impact: $0
Outcome: Reduces speeds and establishes a constrained roadway section
that will promote the traditional neighborhood development
standards of the Town Center.
Strategy 7: Annex enclaves within the Town Center District.
Timeline: Ongoing
Fiscal Impact: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.
Strategy 8: Construct Magnolia Park Amphitheater Complex.
Timeline: To Be Completed By 09/30/2010
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.
Strategy 9: Implement a revised signage code for the Town Center to include
pedestrian and vehicular way-finding signage.
Timeline: To Be Completed By 09/30/2010
Fiscal Impact: $1,500
Outcome: Enables provision of directional information signage for Town
Center venues and businesses.
City p.....-of Winter..Sprin.....9s..Strategic Plan FY 20.1.0..._...FY...201.2......................... . �............................�.................�.....8.
ECONOMIC DEVELOPMENT
Goal 4
IlPartneir with other entities -to pursue -the development of
SeminollIeWay
Goal : (partner with other entities to pursue tl°me development of Semin le m
Strategy 1: Continue ongoing efforts, in conjunction with SeminoleWay partners,
to market the concept of SeminoleWay.
Timeline: Ongoing
Fiscal Impact: TBD
Outcome: Creates outside interest from international, national, and state-
wide 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.
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.
Timeline: Ongoing (1st public hearing conducted July 2009)
Fiscal Impact: $0
Outcome: Provides participation opportunities for stakeholders/property
owners on development goals for SeminoleWay properties.
Strategy 3: Collaborate with Seminole County, Sanford, and Oviedo to discuss a
unified development code for SeminoleWay.
Timeline: To Be Completed By 10/01/2010
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.
Strategy 4: Produce a conceptual master/roadway plan for the Greeneway
Interchange District (GID)/SeminoleWay.
Timeline: To Be Completed By 4/01/2010
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.
City of Winter Springs Strategic ..._
ng Plan FY 2010-FY 2012 9
Strategy 5: Pursue quality economic development opportunities in the Greeneway
Interchange District (GID)/SeminoleWay.
Timeline: Ongoing
Fiscal Impact:TBD
Outcome: Provides a diversified tax base by guiding the smart development
of one of the City's premier corporate park properties.
...... ...... .....................
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City of Winter Springs Strategic Plan FY 2010-FY 2012 10
Develop strategies -to urisuir -financial accountability and
gal ,5: 113e el 1p strategies to ensure financial accouintability and tr iu sp rency.
Strategy 1: Implement a new budgeting paradigm aimed at providing greater fiscal
stewardship.
Timeline: Initiated with preparation of FY 2010 budget
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 the Budget Document provides useful
and relevant information to end users.
Strategy 2: Expand City website to include a section/webpage that presents
information regarding City purchases, vendors and other useful
financial information ("Winter5prings Checkbook").
Timeline: To Be Completed By 12/31/2010
Fiscal Impact: $0- $5,000
Outcome: Provides enhanced transparency on the City's expenditure of
taxpayer dollars.
Strategy 3: Prepare and present a Quarterly Financial Report to City Commission.
Timeline: Ongoing (initiated February 2009)
Fiscal Impact: $0
Outcome: Provides Commission and citizens with timely information on
City's budgetary and financial position.
Strategy 4: Implement companion financial analysis to all potential development
and redevelopment projects presented to City Commission for
consideration.
Timeline: Ongoing (initiated August 2009)
Fiscal Impact: $0
Outcome: Provides Commission with additional tools for informed decision-
making regarding potential development and redevelopment
projects.
--
City of Winter Springs Strategic Plan FY 2010-FY 2012 11
Strategy 5: Create an employee advisory board to review and provide
recommendations on employee benefit matters to include pension,
safety, health, etc.
Timeline: To Be Initiated By 12/31/2009
Fiscal Impact: $0
Outcome: Engages employees and affords them an additional opportunity to
provide input on relevant personnel matters.
City of Winter Springs Strategic Plan FY 2010-FY 2012 12
�IUI I JIC SAFETY'
Goal 6
u,iti n p ii�t and enhance PoIllice/Citizens programs and
services
Goad Continue to support and einha ice Police/Citizens' Ip ro it unms ain services.
Strategy 1: Create a Citizens Police Academy.
Timeline: Convened Class#1 on 09/01/2009
Fiscal Impact: $1,000 (LETF Funded)
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.
Strategy 2: Expand Citizens Police Academy to include other City departments
("Winter Springs Citizens Academy").
Timeline: To Be Initiated By 09/01/2010
Fiscal Impact: $0-$500
Outcome: 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.
Strategy 3: Implement Citizens on Patrol (COP) and Volunteers in Police Service
(VIPS) Programs.
Timeline: To Be Completed By 10/01/2010
Fiscal Impact:$1,000-$5,000 (potential for long-term cost savings)
Outcome: Enhances visibility and presence of qualified/trained persons to
report criminal activity thereby reducing the need for additional
sworn officers and civilian personnel.
Strategy 4: Expand Community Outreach Programs.
Timeline: Ongoing
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.
City of Winter Springs Strategic Plan FY 2010-FY 2012.......... ...A,,, ....................................................................................................._..... 3.
Ism I Al STEWARDSHIP
Goal 7'
I)eveIII p and implementpolicy -fog addiressling water supply and
conservation
Goal : Develop ello and isnple ent a policy for addressing ater supply p ly and
conservation.
Strategy 1: Create a Water Conservation Coordinator staff position.
Timeline: To Be Completed By 04/01/2010
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.
Strategy 2: Develop an Irrigation Audit Program to be available to customers at no
charge.
Timeline: To Be Completed By 09/30/2010
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.
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.
Timeline: To Be Completed By 10/01/2009
Fiscal Impact: Increases utility revenues 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.
Strategy 4: Propose Florida Friend ly/Waterwise modifications to the Land
Development Code.
Timeline: To Be Completed By 10/01/2010
Fiscal Impact: $5,000(Enterprise Fund)
Outcome: Reduces the demand for water through the adoption of changes
to the City's landscape codes which address native plant usage,
water-saving technologies, etc.
............................. .. ....
City of.W......._ ...................... ........�.........................,,....... �..�....... ..................................................
Winter Springs Strategic Plan FY 2010-FY 2012 14
Strategy 5: Evaluate alternatives for the City's long-term water supply needs.
Timeline: To Be Completed By 04/30/2012
Fiscal Impact: $250,000(Enterprise Fund)
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.
City of Winter Springs Strategic Plan FY 2010-FY 2012 15
Explaire patentlalI use of volunteersnh in iir i i n of services
Goal : E ploire potential use of volunteers ems@wince provision vision erv'ices.
Strategy 1: Develop a volunteer application process and associated volunteer
policies and procedures.
Timeline: To Be Completed By 12/31/2009
Fiscal Impact: $0
Outcome: Ensures compliance with applicable laws and consistency of
implementation in the use of volunteers.
Strategy 2: Enhance and promote the use of volunteers for the provision of
applicable City services.
Timeline: Ongoing
Fiscal Impact: $0
Outcome: Reduces need for additional City staff, resulting in cost savings,
and enhances supervision of programs and activities. Provides
additional fund raising resources.
Strate,qy 3: Develop, in conjunction with Youth Sports Leagues, procedures for
tracking of volunteer hours.
Timeline: To Be Completed By 12/31/2009
Fiscal Impact: $0
Outcome: Provides information on volunteer usage and programs by the
City's recreational partners to evaluate their effectiveness.
City of Winter Springs Strategic PI 2 g an FY 2010-FY 012 16
Appendix
FIFF
CITY of WINTER SPRINGS
STRATEGIC PLANNING
REPORT
March 21, 2009
Facilitated by
Marilyn E. Crotty & Teresa Jacobs
The John Scott Dailey
Florida Institute of Government at the
University of Central Florida
INTRODUCTION
The Winter Springs City Commission solicited the assistance of Ms. Marilyn Crotty and
Ms. Teresa Jacobs with the John Scott Dailey Florida Institute of Government at the
University of Central Florida(IOG)to guide and facilitate the development of a strategic
plan for the City of Winter Springs.
To ensure that the strategic plan was responsive to the community's needs,the IOG
conducted a Community Visioning Workshop on Thursday,February 26, 2009. The goal
of the workshop was to give community stakeholders (residents, businesses, etc.) an
opportunity to share their ideas and dreams for the future of the city. The workshop was
very well attended,with over 100 community members participating.
The Mayor and all five members of the City Commission attended the workshop to listen
to the ideas of the citizens and the findings of the first workshop informed the discussions
and decisions made at the second workshop.
On March 21, 2009, the Winter Springs City Commission held the second workshop to
establish and prioritize goals and objectives. Four members of the Commission attended
the second workshop. Subsequently,the City Manager shared the results with the
members of the Commission who were unable to attend the workshop and provided them
an opportunity to prioritize the objectives established by the other members of the
Commission.
This report is a summary of the discussions that occurred during these two workshops,
and the goals, and prioritized objectives established by the Commission.
WINTER SPRINGS
COMMISSION WORKSHOP SUMMARY
March 21,2009
The Winter Springs City Commission held a workshop to develop a strategic plan for the
city. Four members of the Commission attended the workshop as well as senior staff.
The Commission began the Workshop by establishing ground rules and reviewing the
results of the February 26, 2009 Community Workshop, using the community input to
inform and guide their discussions and decisions.
Together with staff,they discussed both internal and external trends and issues that were
or are likely to affect Winter Springs and conducted a strengths,weaknesses,
opportunities, and threats analysis.
Next,the Commissioners developed a list of strategic issues and grouped these issues into
ten goal areas. The Commissioners identified objectives for each goal and designated the
objectives they felt were most important for implementation in the next year. Because
the full Commission was not able to participate in the workshop,the City Manager shared
the results with the other members of the Commission and provided them an opportunity
to prioritize the objectives established by the other members of the Commission.
The objectives receiving the most support are identified as Tier One objectives; those of
secondary importance are designated Tier Two; and all the rest of the objectives are
designated as Other.
This report is a summary of the discussions and conclusions of the workshop.
GROUND RULES
The following ground rules were agreed upon by the group as guidelines for the
workshop:
• Informality
• One Speaker at a time
• Full participation
• Need lots of ideas
• No idea is a bad idea
• Stay focused
• Turn off cell phones
• Have fun
EXTERNAL TRENDS AND ISSUES
The Commissioners and staff discussed issues and trends that are occurring in the
international, national, state, and regional environment that may have an impact on
Winter Springs in the near future. The following external forces were identified as
significant for the community:
Outsourcing of jobs
Change in demographics, age and population
Crime rate, computer crime,white collar crime; can't track the way we used to
Terrorism
Schools—loss of funding
Lack of Funding of public services
Unfunded mandates
Inequitable tax structure
Change in family structure
Environmental—water quality and quantity; fire hazards
Change in business model—contracting employees,work at home
Unemployment
Inability of small businesses to compete
Slow down in growth
Energy crisis—gas prices
Communication/technology
Technology
— impact on permitting,provision of services
— leveraging resources
- in law enforcement i.e. camera system, red light enforcement, video monitoring
- mobile technology
- impact on social interaction
High tech corridor-benefits for Winter Springs economic development
Transportation alternatives
Inflation
Impact on service provision
Potential frozen tax structure
INTERNAL TRENDS AND ISSUES
The Commission and staff analyzed internal issues and trends that may have an impact
on the city. The following items were identified:
Funding challenges
- Public safety
- Quality of life
- Sustainability of city?
Lack of diversification tax base
Approaching build-out/redevelopment
Multi-modal transportation/rail/high tech
Turnover in neighborhoods
Aging in population
Winter Springs has more stable population than other communities
Cultural diversity
Lack of affordable housing
Will remain family friendly
Conflict due to different visioning for the community
- example - commercial vehicle ordinance
More form-based codes
- example- buildings closer to roads
Problem solving approach
S.W.O.T. ANALYSIS
Commissioners and staff identified what they perceived as strengths and weaknesses of
the City of Winter Springs. They also identified opportunities and threats that affect their
city. The following chart is a compilation of these ideas. The number in parenthesis ()
next to each comment indicates how many participants made this comment.
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
.....
Staff 13 O
Unified goals Budget constraints(5) Location(6)attractor for Funding(5)unavailable,
and direction, knowledge hindering the ability to eco-development, limited
and dedication, length of replace technology, centrally located, close
service,smart, hard cannot maximize proximity to major roads,
working,ethical, communication to favorable
professional,flexible, citizens
multi-taskinr responsive
n .. ......... ......---- ----
Leadership(9)New, Communication with Technology(5)e- Unfunded mandates(3)
strong,knowledgeable, community(3) commerce,
personal relationship with telecommuting,website
city leaders,open to new for economic
ideas, carin) development, citizen and
other customer
development, advances
.. O
Commission 4
- m...�,...........m ... ....
NIMBY-ism Smart commercial (
al growth Low tax revenues 3)
(3) reduced services, high
residential tax revenues
Transparency(4)financial Infrequent but Empowering staff/advisory Diminishing water supply
sometimes critical boards(2)engaging ideas (3)quality,volume
breakdown of
communications
Location..(4.....waterfront.........................To......down...m............................................................................................................................._........................
( ) p management Greeneway Interchange Crime(2)
property, proximity to not listening to those (3)
greenway, intersection of lower in the organization
resources,trails, natural
areas, conducive to long-
term growth
Public safety/Police Not maximizing Seminole way(3) Legislative intrusion(2)
DepartmentL4 ~resources people
ommunity(6) Lack of performance Town Center 3 Economy2)slowing,
involvement, metrics for commission state and local
communication,family down and through front-
friendly,supportive, line employees
desirable,pride
Town center(3) Tax base Economic Consolidation(2)
condition/stimulation 2
Schools(2) Other governmental Caring citizens dedicated NIMBY's/Status quo(2)
agencies encies focus to communit 2'
Parks(2)well maintained Not enough focus on Desires of community Poor economic decision
and staffed west side of the city making by current federal
434 corridor administration
_._ .. ... ....,....
Neighborhoods Undefined economic Engaging public Careless spending
incentives to attract participation
business
......Events....�..........................................................................� .�.............._.�. . �. ........
Buy in Communication on many Funding from
..... ..eves .. _ Tallahassee
_-- ....
Planning Outdated codes and Education on local Tallahassee
procedures government
onfi. ....................................................__.....,.,.,.,..... _ -----..............................
......
C deuce Retention of employees Using our sense of "Rules"are changing-
community to help grow what are the"rules?"
the city
Security Close to buildout Grants Traffic
Diversity of experiences, Poor customer service Partnerships with other Large number of
talent and abilities cities freshman legislators have
never served at municipal
level
Innovative employees Uncertainty about future Multi-modal transportation No champion for the town
always improving legislative actions bus,trails, pedestrian, center
processes_ smart vehicles
---.: — .
Problem solving attitude Customer service & Create a clear vision and Foreclosed property
_access to technology__mission and administer it
Clear sense of tears— ...--- Interdepartmental West side redevelopment Lack of understanding
within departments cooperation and and knowledge about
cohesiveness-need to unique opportunities the
not work at odds with town center affords
one another
��w _�_�w�w� _ _
Future investments Education Blighted neighborhood-
Lori Ann Lane,etc.
Pride in city Lake Jesup water source/ Not holding to the town
environmental reserve center vision/code
Education level of..m....._.m ........n..�_____ ,__...... __........mm .m.__m..
Innovation way Awareness
community, _
ation s stem mm..., ,mm..... ______ _____ Open government Housin market values
..............................
Transport. e .� gm.,, , ,� ..:
Communication Enhanced communication School budget cuts
Informed citizen in Rut mm Target-emploment area
Winter Springs Golf
Course
STRATEGIC ISSUES
The Commission, with input from staff, identified the following strategic issues as
areas of potential focus for the coming year.
Communication internal/external improved
Promoting sense of community
Plan for community/event center
Library branch
Strategic blueprints for events
Provide for variety of housing options
Business friendly- easy to do business
Focused commitment to Town Center
Seminole Way
Redevelopment of west side
Comp plan& code revisions
Economic development incentives
Diversification of tax base
Water supply and conservation
Green development
Energy
Maximum utilization of resources
Pursuit of partnerships
Pursuit of grants
Developing a capital replacement plan
Pension plan
Recruitment&retention qualified professional work force
Increased use of volunteers
Maintenance of an effective transportation system
Expanded trail network to connect to other modes of transportation
Parks &recreation for youth
Magnolia Park
Senior citizens issues/support
Dog park
Public safety
Technological advancements - increased productivity/enhance customer service
Environment-paperless
Ongoing technology refresher-network server and user side
WiFi
Website
GOALS
The Commissioners agreed that the following ten strategic issue areas were appropriate
goals for the next fiscal year. The Commission then identified objectives under each goal.
The final activity of the day was the selection of priorities. The number in the parenthesis
() in front of each objective indicates the number of commissioners that identified this
objective as a priority. There is no significance to the order in which the goals are listed.
GOALS AND OBJECTIVES
GOAL—PROMOTE SENSE OF COMMUNITY
Tier One
Objectives
• (6) Identify tools, timelines, and resources to improve internal and external
communication
Other Objectives
• (1)Revisit master plan for the community/event center and evaluate feasibility
• (1)Enhance training for citizen advisory boards for appropriate empowerment(of
boards)
• Develop a set of guidelines, criteria and standard operating procedures for
community events
• Evaluate and pursue opportunities for partnerships to leverage revolving housing
rehabilitation funds
GOAL—CUSTOMER SERVICE
Tier One
Objectives
0 (5)Identify opportunities and develop strategies to create a customer/business-
friendly experience
GOAL—ECONOMIC DEVELOPMENT/REDEVELOPMENT
Tier One
Objectives
• (5)Aggressively complete the vision for Town Center
Tier Two
• (3)Partner with other entities to pursue the development of Seminole Way
0 (3)Actively work with 13 existing development projects to remove impediments
for completion
Other
a (2)Revise/rewrite code of ordinances to comply with updated comprehensive
plan and to eliminate outdated, irrelevant, and/or unenforceable text
• Develop a comprehensive economic development and redevelopment plan for the
city, complete with analysis of required resources,timelines, West Side
development-Winter Springs Golf Course
GOAL—ENVIRONMENTAL STEWARDSHIP
Tier One
Objectives
0 (4)Develop and implement a policy for addressing water supply and conservation
Other
0 (2)Develop a Winter Springs "Green Policy" for energy conservation, both
internally and externally
a Develop a"Greenprint"that identifies areas that are deemed significant for
preservation
0 Work with regional and state partners to revitalize Lake Jesup
GOAL—FISCAL SUSTAINABILITY
Tier One
Objectives
• (5)Develop strategies to ensure financial accountability and transparency
Tier Two
• (3)Develop comprehensive plan to address funding and timeline for capital
replacement, i.e.,buildings, vehicles, equipment, etc.
Other
0 (2)Review and evaluate sustainability of existing pension plan
• (1)Develop a comprehensive plan to assure maximum utilization of resources
(human, fiscal, facilities), including partnerships, grants, and revenue generating
opportunities
• Conduct a facilities needs assessment—space, repairs, energy efficiency, etc.
GOAL—HUMAN CAPITAL
Tier One
Objectives
• (4)Explore potential use of volunteers to enhance provision of services
Tier Two
• (3) Develop financially feasible strategies to recruit and retain qualified
professional workforce, including benefits plan,pension plan, non-monetary
benefits
Other
0 Provide appropriate training as needed throughout city government
GOAL-MOBILITY
Other Objectives
• Develop an action plan to support or oppose transportation projects and initiatives
based on their impact on the quality of life in Winter Springs
• Explore feasibility of expanding trail system/network
GOAL—PARKS & RECREATION
Other Objectives
• (2) Complete Magnolia Park
• Establish a Parks &Recreation of advisory board
GOAL—PUBLIC SAFETY
Tier One
Objectives
• (5) Continue to support and enhance Police/Citizens' programs and services
Other
• Explore technological enhancement to increase effectiveness and efficiency of
Police Department
GOAL -TECHNOLOGY
Objectives
• (2)Implement technology plan as financially feasible
• (1)Commitment to ongoing evaluation of city website for effectiveness
PRIORITY OBJECTIVES
Tier One
• (6)Identify tools,timelines, and resources to improve internal and external
communication
0 (5)Identify opportunities and develop strategies to create a customer/business-
friendly experience
• (5)Aggressively complete the vision for Town Center
• (5)Develop strategies to ensure financial accountability and transparency
• (5) Continue to support and enhance Police/Citizens' programs and services
• (4)Develop and implement a policy for addressing water supply and conservation
• (4)Explore potential use of volunteers to enhance provision of services
Tier Two
• 3)Partner with other entities to pursue the development of Seminole Way
• (3)Actively work with 13 existing development projects to remove impediments
for completion
• (3)Develop comprehensive plan to address funding and timeline for capital
replacement, i.e., buildings,vehicles, equipment, etc.
• (3)Develop financially feasible strategies to recruit and retain qualified
professional workforce, including benefits plan,pension plan, non-monetary
benefits
WINTER SPRINGS
COMMUNITY WORKSHOP SUMMARY
February 26,2009
Approximately 110 community members attended the Saturday workshop to share their
ideas and dreams for the future and to provide their input about what they value most
about Winter Springs
COMMUNITY TREASURES
Participants were asked to list the things, both physical and intangible, that they most
treasure about Winter Springs; those things that should be protected and preserved.
Many participants used different terms to describe the same or similar treasures. The
following is a list of their responses, grouped into general categories. The number in the
parenthesis indicates how many participants identified the same or very similar treasure.
Parks & Recreation (103)
(Central Winds Park(17),Dog park(8), Sam Smith Park(2)Trotwood Park(6),
State parks,Magnolia Park, Baseball complex(2), Cute kids water park off
Moss Rd., Partnership parks -Pop Warner(3), Babe Ruth, CFU, I9, Athletic
fields, Playgrounds)
Park system (38)
Well used and maintained
For picnics and places for children to run
Award winning,well managed and beautiful
Winter Springs Golf Course (3)
Bear Creek walk(2)
Well maintained parks within the city limits
Recreation department
City mini golf course
Golf courses
Eating outside now with my family and dogs
Close to natural areas to hike, canoe
Events and sports
Winter Springs Basketball league
Access to lake
Green City(92)
City is clean/green (3)
Aesthetically pleasing(20)
Streetscape/landscaping/beautification(15)
SRSR434(3)
Trees (13)
Green areas (13)
Especially former Winter Springs Golf Club
Open space (7)
Nature areas/wooded areas and parks and attention to their preservation (2)
Natural Environment(2)
Undeveloped land
Foliage
Natural landscape Wildlife (4)
Owls (2), hawks, eagles, cardinals, foxes
Conservation Areas
Minimal development/uncluttered feel/uncluttered neighborhoods(3)
Open air—natural feeling
Rural look/character(2)
Fountains
Recycling efforts
Active tree planting program
Clean air and water
Minimum development of SR434 between Tuskawilla Rd andSR417
Preserve areas of green along Tuskawilla Rd
Keeping the city with trees, grass, and very little concrete
The commission,the Mayor, and others have a proactive attitude on
environmental issues
Conservation area that acts as residential drainage for water run off/home to
many birds and animals,wildlife.
Public Safety(63)
Police/Fire (30)
Safe neighborhoods(22)
Low crime rate (7)
Good neighborhood(3)
Police attention to speed limits
Trails (46)
Cross Seminole Trail (8)
Convenience and scenic beauty
Bicycle trails (3)
Give me exercise and fresh air on weekends
Bicycle trail to Town Center through center of town
Bridge over SR434 well constructed and aesthetically pleasing
Rail trail (2)
Linear park through city
Nature trails
Walking paths
Superior and well maintained
Trails throughout the Highlands
Town Center(45)
Blumberg Blvd. (2)
Magnolia Park
Veterans Memorial (2)
Specialty businesses
Schools (42)
Good/great/excellent/wonderful (35)
Winter Springs High School (2)
Support for our schools
Progressive education policies and personnel, especially in the elementary
category
Top schools in Seminole County
I came here originally because of the good school system
Diversified schools and school clubs
Town Atmosphere (39)
Small-town feeling/atmosphere (16)
Residential look and feel
Home-town atmosphere
Slowed-down atmosphere
Controlled development(7)
Controlled commercial growth
Not buried in strip malls, ugly buildings fronting major roads
Does not have to host large, commercial/retail outlets—we are
"preserved"
No distracting businesses, ex: car lots, nightclubs, etc.
Population size (2)
Family atmosphere (2)
Bedroom community (2)
Walkable community(2)
Character of architecture
Uncrowded
Quiet
Clean
The clean look of commercial districts—no 17-92 or 436
Low density development
Keep to minimum high density housing
Range of housing
Upscale atmosphere and enforced standards
Town Events/Activities (38)
4th of July/fireworks (9)
Town Center Events (3)
Highland Games (3)
City sponsored community activities (2)
Christmas tree lighting(2)
Santa coming around(2)
Parades (2)
Tree giveaway(2)
Concerts (2)
Holiday
Easter egg hunt
Organized as revenue neutral
Bringing our city together and especially great for families
Lots of planned activities
Community special events committee
Sense of Community (36)
Neighborhoods (8)
Warm, caring, friendly(7)
Open to all
When someone is in need, the community comes to support
Neighbors who will help at the drop of a hat if needed
Diversity of population(3)
Religious community(3)
Local sense of identity (2)
Community involvement(2)
Strong community
One of the best places to live
Progressive character of the community
People's interest in community
All age groups
We are not dependent on the "Disney industry",away from the tourist traps,
Civic organizations that assist nearby. This is a very desirable place to live.
Responsive City(27)
City government(6)
City staff(5)
Low Taxes (5)
Long range smart growth(4)
Ordinances for preservation(3)
Citizen participation(in government)
Hurricane debris pick-up
Enforcement of laws/codes
Level of municipal services
Transportation (17)
Roads (6)
Well maintained
Proximity to major roads- SR417 (5)
Low levels of traffic (3)
Speed limit
Proper street maintenance
Widened/paved/improved/lighted roads
Other
Senior Center(15)
Local businesses (9)
Tuscawilla Country Club(9)
Lake Jesup (5)
National/Local reputation (4)
Tuscawilla subdivision(2)
Civic Center(2)
Convenient shopping(2)
High/stable property values(2)
Sidewalks (2)
Location(2)
Historical wharf sites
Near hospital
Gateway to East Seminole County (Deleon Street)
Chamber of Commerce
UCF Incubator
Clear separation of urban and rural density and usage on the eastern border
Regional approach in the area
Tuscwilla PUD
Proximity to Winter Park, highway, events
Availability of natural gas utilities/appliances
Comments concerning items people would like to have:
Keep the temporary dog park and make it into a permanent dog park
Winter Springs Golf Course - Purchase land now, in down real estate market in
public-private partnership
Other parks that can be used to bring visitors
Fully utilize the parks and recreation facilities more fully
The trails system needs to be completed and expanded so that elementary school
kids can bike to school
WINTER SPRINGS 2020
Community participants were invited to imagine that it was the year 2020 and all their
hopes, dreams and desires for Winter Springs had come true. They were asked to
describe what Winter Springs would look like and feel like, and what it would be like to
live, work, and raise a family here.
Participants worked in small groups and documented their vision of Winter Springs in
2020. Many of the physical and intangible attributes were repeated and are grouped
below in broad themes.
Communication/Technology
Wifi city wide (6)
Communications - state of the art
Fully functional e-commerce website to conduct all city business (20)
Web cam community meetings and state of the art annual reports
Interactive televised Winter Springs community meetings
More government services online
Winter Springs activities TV Channel
Better citizen information source
Technology leader
Paperless billing
Community, Sense of
Wonderful small town feel (3)
Keep historical identity alive -way back! (2)
Winter Springs kids go to Winter Springs schools
Community stays involved with schools
Intergenerational community
Scholarship for needy families(not academic)
Raising families
Family friendly centers(parks) larger, community pool, bowling,tennis (i.e.
aquatic center in Orlando), art center, community theater, indoor basketball
courts, etc.
Communities that work together
Stable population -non-transient
Community level volunteer program- schools, groups, individuals
Downtown-Winter Park-like
Keep community as is
Walkable community
Community gardens - shared
Cultural Amenities
Library (8)
Theater(5)
Cultural and Performing Arts Center(4)
Amphitheatre
Community music and theater for citizen participation
Information center
Public art
Cultural arts district
Museum
Art gallery (2)
Arts and culture - dinner theater
Town playhouse
Value based and affordable civic events
Better civic center
More art venues and permanent events, etc.
Economic Development
Hotel (7)
Conference center, local, LEE D certified
Seminole Way -residential appearance
B&B's
City support for business
Seminole ay® Office/Professional
Well one, clean industry in appropriate locations
Jobs- green sensitive, clean manufacturing
SRSR434 to US 17-92 redevelopment
Office parks alongSR417
Large corporations along SR417
Renewal of older/neglected part of SR434
High tech corridor
Multi-family dwellings planned
Town homes filled
Convention center
Business center with multi-service professional services-attorneys, CPA's, etc.
Economic activities® (no large corporations)
High wage, clean industry community
Use of ball fields for state and regional uses
Complete/finish all land development construction-condos
UCF incubator-medical research, competition or tie with Lake Nona
Education
Schools still attractive to families®high quality
Best schools in Florida
Art school/craft school
Energy
Renewable/alternative energy sources for city uses
Transportation-no fossil fuel, mass transportation, electric and alternative energy
Affordable alternative energy
CNG-natural gas for autos
Natural gas
Solar powered community lighting
Electric cars
Charging stations
Green energy leader incentives: solar, LEED standards, gas
Supplement Progress Energy with a solar power plant
Fiscally Responsible
Diversified tax base (3)
More commercial to help tax base
Increase non-residential tax base
Keep value incentive with tax base
All bond debt paid by communications tax
Lower franchise tax
Tax money spent as people voted-no increase without vote
Government Services/Partnerships/Growth Management
Simplify tax bills and structure
Infrastructure(maintenance and development: water drainage, sewers,bridges,
power grid, underground utilities)
Better treatment of animals -city capability - strict anti-cruelty
More programs for animal control - spay/neuter education, no killing strays by
2020
Better communication between interlocal and county, especially police
Better county-city relationships
Enhanced relationship with sister cities
Private-public partnerships
Partner with SCC and UCF
Zoning, annexation, green preservation
Still strong and creative growth plan, residential in town center
County wide land use
Steady development
Sustainable growth
Controlled growth
Public services keep up with population
Commission follows steady growth
Clean up junk area on SR SR419 - state buy?
Ordinances in place - i.e. no parking on lawns
SRSR434 and WS Blvd - constrained corridors (no new lanes)
Green City
Environmental club -volunteer,pick up trash, etc.
Retained, functional ecosystem- south shore of Lake Jesup, north of SRSR434,
Seminole Way is threat to that area
Xeriscape (2)
homes/businesses
Agricultural extension center-eco-friendly planting, urban gardening, etc.
Conservation of water(naturally and use)
Environmentally green
Reclaimed water to all
Expanded recycling
Preserve trees in new developments
Keep city green areas
Green standards -water sense toilets and fixtures
Green city/environment
Healthcare
Hospital/health care - local urgent care,town center
Integrated healthcare system -progression of care
Medical center
Closer hospital
Small town clinic
Lake Jesup
Access to Lake Jesup (clean)
Lots of potential for Lake Jesup-recreation, clean,useable, renewed, beauty
Clean up Lake Jesup-make it attractive, have access to lake,marina restaurants
Parks/Trails/Recreation/Youth Programs
Swimming/aquatic center(4)
Golf course (3)
Premier natural golf course
Public golf course
Winter Springs golf course
Trails (3)
Bike trails, multi-links to schools, expansion,bike racks
Improve nature trails- Sidewalk to trail from neighborhoods, well lit,
better visibility
Connect bike trails
Restrooms along trail
Inside recreation center, movie theater, skating rink, bowling alley(2)
Dog parks (2)- 10 minutes from everyone
Maintain and improve excellent parks (2)
Full-time community youth center(2)
More athletic fields
Complete Central Winds Park
Multi-purpose facility by Winter Springs Golf Club
More youth programs
Quality of Life
Underground power/utilities (2)
Building height limitations(no skyscrapers)
Growth- smart growth -retain small town feel, retain quality of life (green areas)
More sports facilities,basketball
More and more better streetscape projects - continued excellent maintenance
Special needs activities
Happiness
Affordable living
Keep division of rural and city
No high rises
Limit density - multi-family
More street lighting
No billboards (2)
No neon signs
No sleaze establishments
More quality restaurants (non-chain)
More outside dining(covered,music)
Whole Foods or Fresh Market(2)
Bakery, shoe repair, flower shop -reasonable rent
High end restaurants
Rural in nature
Shopping - specialty stores, like Waterford
Covered walkways within shopping districts
Clean up promises met
Safety
Handicap-friendly intersections
SRSR434 -plans for safe school bus pickup with all new development
Safe -outside, low crime,kids,walking
Walkway across SRSR434 from town center
Pedestrian bridges across SR434 to nature trail
Cater to pedestrians/bikes
Improved school zone signage - consistent
Safe crossings and crosswalks
Camera enforcement at signals
Public safety-tornado sirens
Sidewalks along all roads
Senior Citizen Friendly
Senior/handicapped access
Senior/independent living
Expanded senior center
Town Center
Thriving town center
Completed town center-vibrant, daring, alternative transportation, all inclusive
Town center expansion adding unique, attractive, charming high-draw business
and events
Town Center expansion -90-100%capacity(2)
Town center is regional hub with more parking,parking garages,pedestrian
friendly, friendly attitude towards business owners (city hall)
Move post office to Town Center
Completed Town Center and Central Winds Park
Town center completed per vision with parking garage (2)
User-friendly town center- commercially attractive
Expand Winter Springs Town Center-more businesses, more parking
Transportation
Better public transportation(all alternatives)
Public parking for bikes and motorcycles
All roads paved
Public transportation(6)
connection to mass transit(Sunrail), internal loops,buses for local trips,
trolleys(2)
establish multi-modal transportation systems
light rail/bus
connecting to Lynx
State of the art transportation,more buses, golf cart community
Traffic signal at Tuscora and SR434
City/state owns all roads
Enhance SRSR434 West of SR SR419
Community travel and events
Other
Entrance to Central Winds Park off SRSR434 with message board
More business hiring of the disabled
Disposition/resolution of Winter Springs golf course
Former Winter Springs golf club restored to municipal golf club
UCF usage
Annex to SCC
Miller's Hardware or ACE
Waterfront district
I like it just like this... "If it's not broken..."
Why wait?ASAP
User friendly parking and code enforcement
Tuskawilla extended to Jessup with public access
More uniform city boundaries, eliminate enclaves
Parking garage, ample parking downtown
No overnight parking throughout all districts
Append'"'x
Business r irmuniVisioning Workshop Rep art
SpringsCity of Winter
VISIONING WORKSHOP
BUSINESS COMMUNITY June 9, 2009
Facilitated by
Marilyn E. Crotty
The John Scott Dailey
Florida Institute of Government at the
University of Central Florida
INTRODUCTION
After a successful community visioning workshop in February,the Winter Springs City
Commission asked the John Scott Dailey Florida Institute of Government at the
University of Central Florida(IOG)to conduct a similar workshop to engage the business
community in a discussion of the future of the City from their perspective.
On June 9, 2009, a diverse group of approximately 30 people gathered to describe their
vision for the City of Winter Springs in the year 2020 and to identify needs and
opportunities that should be addressed. Professionals, small manufacturing firms, retail,
service, and at-home businesses were represented.
The Mayor, four members of the City Commission, and city staff attended the workshop
to listen to the ideas of the attendees. This report is a summary of the discussions and
conclusions of the Business Community Visioning Workshop.
WINTER SPRINGS—2020
Participants were divided into three groups and asked to imagine it was eleven years in
the future (2020) and to describe their vision for the business community at that time.
Several themes were identified and are listed below:
Business Community
Known as"the"place to start/grow/diversify with appropriate incentives
Target 80/20 (residential/business) vs. current 90/10
Increase non-service industry business base
95%occupancy
Industrial district
Historical district
Sidewalk sale
Something for everyone (businesses)
Walking district
West Winter Springs will be a desired location
Historic district
Increased tax revenues
Facelift
Businesses that cater to seniors
Day care
Assisted Living Facilities
Business in clusters
Medical clinics
More office-type buildings vs. strip malls
Successful incubator programs
Access to businesses
Points of access created
Facilities
Large entertainment/hospitality/conference center/restaurant/dining
Town center and surrounding open land filled with quality development
Significant aquatic complex/center
Enhanced trail/Jesup water taxi/bike usage/use of lake
Signage for Town Center
Customers can see/notice my business
Electronic billboard
Aesthetic signage
Activities
Local festivities/meet and greet/food/drinks/music
The Mardi Gras of Central Florida
Hotels are full
Businesses to purchase Gasparilla floats
25 participating high school and college bands(FAMU)
60,000 hungry people, restaurants
"Winter Park"walk/shop/eat/park in style
Cultural arts
Government
Strive to do business with each other-government/private cooperation/local preference
New businesses are able to come
Design criteria of town center allows more flexibility based on business needs
Form follows function
Personally assigned city staff to help any business person obtain their approval/permit
City adequately staffed to support the community demand
Positive police/fire presence
Government small, serve the business community-what can we do to help you, offer
incentives
Economic development office for business development
Business friendly startup processes
Multi-modal transportation system
Education
Keep/enhance Winter Springs public schools- high reputation with additional amenities
and activities
Encourage business/community/school volunteer cooperation
IDENTIFICATION OF NEEDS
The small groups next were then asked to identify things that are not now in place in
Winter Springs that would improve the business environment or quality of life in the city.
The following suggestions were made with the asterisked items considered the most
important:
*Promote and advertise Winter Springs as the place to do business
*Economic development council
Bring businesses to community
*Incentive programs to bring business
Tax cut
Reduce impact fees
Credits/grants
*Quicker permitting process
*Aquatic/entertainment center
*Historical district
Flowers/flags
Lamps with landscaping
Walking path
*Maintain quality aesthetics
*Solid anchor restaurants in town center
*Medical offices
*Assisted living near medical offices
Transportation
monorail with parking
east to west
Send businesses the Winter Springs newsletter
Signage
More businesses
Regional Economic Development Commission to target Winter Springs
Recycling support services
Transportation
Expand reclaimed water opportunities
Purified water
IDENTIFICATION OF OPPORTUNITIES
The final activity of the workshop was the identification of opportunities that have the
potential to contribute to a better quality of life or business environment in the city. The
following suggestions were made with the asterisked items considered the most
important:
*Opportunities at Lake Jesup (water taxi, recreation, boardwalk, boat rentals)
*Better utilization of water/lakes/rivers/wetlands/trail/parks
*Expand amphitheater concept-create a real destination or recurring event
*Seminole Way
*Town Center
*Technology/communication/process/permit/online service
*Growth appears,people are pleased
More tax revenue
More police
More security for residents
Lower tax burden on individuals
Lower crime
*Increase east-west traffic flow- create new business
*Can hire more employees - can grow business to next level -more work- less crime
Wine and art museum or gallery
City website/expand links to local business
General Comments
Don't wait-move up these priorities
Include businesses on city website
Newsletter available for businesses
Town Center business visibility
Promote events to draw people to Winter Springs-develop a slogan
COMMISSION AGENDA
ConsentITEM 601
Informational
Public Hearin
Re ular..�........_._ X
October 26,2009__ MGR. _m/DEPT
Regular Meeting Authorization
REQUEST: City Manager requesting the City Commission consider approval of the City of Winter
Springs Strategic Plan FY 2010—FY 2012.
PURPOSE: This agenda item is needed for the City Commission to consider approving the City's Strategic
Plan for FY 2010—FY 2012.
HISTORY& CONSIDERATIONS:
In February 2009, the City began its current strategic planning process with the presentation of a Community
Visioning Workshop. This workshop was offered to our citizen-stakeholders to allow them an opportunity to
provide their input on the status and future of their City. Later, a Business Community Visioning Workshop was
also held to afford business owners the same opportunity.
In March 2009, the City Commission met to discuss the results of the workshop and to formulate those results
into both global and specific goals. City staff then met to formulate strategies aimed at accomplishing the specific
goals established by the Commission. The final result of these comprehensive efforts is the strategic plan
document provided herein.
This strategic plan document is intended to represent a starting point/base plan for FY 2010—FY 2012. While it
is very comprehensive, we recognize that additions may be warranted to the plan as we move through this three
year period. Thus, as we proceed forward, a periodic review of our progress will be undertaken in order to ensure
that we are not only maintaining the course, but also adapting as deemed necessary..
FUNDING:
Identified per strategy in Strategic Plan.
RECOMMENDATION:
The City Manager recommends the City Commission approve the City of Winter Springs Strategic Plan
FY2010—FY2012.
ATTACHMENTS:
• City of Winter Springs Strategic Plan FY 2010—FY 2012
COMMISSION ACTION:
CITY of WINTER SPRINGS
STRATEGIC PLANNING
REPORT
March 21, 2009
Facilitated by
Marilyn E. Crotty & Teresa Jacobs
The John Scott Dailey
Florida Institute of Government at the
University of Central Florida
INTRODUCTION
The Winter Springs City Commission solicited the assistance of Ms. Marilyn Crotty and
Ms. Teresa Jacobs with the John Scott Dailey Florida Institute of Government at the
University of Central Florida(IOG)to guide and facilitate the development of a strategic
plan for the City of Winter Springs.
To ensure that the strategic plan was responsive to the community's needs,the IOG
conducted a Community Visioning Workshop on Thursday, February 26, 2009. The goal
of the workshop was to give community stakeholders (residents,businesses, etc.)an
opportunity to share their ideas and dreams for the future of the city. The workshop was
very well attended, with over 100 community members participating.
The Mayor and all five members of the City Commission attended.the workshop to listen
to the ideas of the citizens and the findings of the first workshop informed the discussions
and decisions made at the second workshop.
On March 21, 2009, the Winter Springs City Commission held the second workshop to
establish and prioritize goals and objectives. Four members of the Commission attended
the second workshop. Subsequently, the City Manager shared the results with the
members of the Commission who were unable to attend the workshop and provided them
an opportunity to prioritize the objectives established by the other members of the
Commission.
This report is a summary of the discussions that occurred during these two workshops,
and the goals, and prioritized objectives established by the Commission.
WINTER SPRINGS
COMMISSION WORKSHOP SUMMARY
March 21,2009
The Winter Springs City Commission held a workshop to develop a strategic plan for the
city. Four members of the Commission attended the workshop as well as senior staff.
The Commission began the Workshop by establishing ground rules and reviewing the
results of the February 26, 2009 Community Workshop, using the community input to
inform and guide their discussions and decisions.
Together with staff, they discussed both internal and external trends and issues that were
or are likely to affect Winter Springs and conducted a strengths, weaknesses,
opportunities, and threats analysis.
Next,the Commissioners developed a list of strategic issues and grouped these issues into
ten goal areas. The Commissioners identified objectives for each goal and designated the
objectives they felt were most important for implementation in the next year. Because
the full Commission was not able to participate in the workshop, the City Manager shared
the results with the other members of the Commission and provided them an opportunity
to prioritize the objectives established by the other members of the Commission.
The objectives receiving the most support are identified as Tier One objectives; those of
secondary importance are designated Tier Two; and all the rest of the objectives are
designated as Other.
This report is a summary of the discussions and conclusions of the workshop.
GROUND RULES
The following ground rules were agreed upon by the group as guidelines for the
workshop:
• Informality
• One Speaker at a time
• Full participation
• Need lots of ideas
• No idea is a bad idea
• Stay focused
• Turn off cell phones
• Have fun
EXTERNAL TRENDS AND ISSUES
The Commissioners and staff discussed issues and trends that are occurring in the
international, national, state, and regional environment that may have an impact on
Winter Springs in the near future. The following external forces were identified as
significant for the community:
Outsourcing of jobs
Change in demographics, age and population
Crime rate, computer crime, white collar crime; can't track the way we used to
Terrorism
Schools-loss of funding
Lack of Funding of public services
Unfunded mandates
Inequitable tax structure
Change in family structure
Environmental-water quality and quantity; fire hazards
Change in business model-contracting employees, work at home
Unemployment
Inability of small businesses to compete
Slow down in growth
Energy crisis-gas prices
Communication/technology
Technology
- impact on permitting, provision of services
- leveraging resources
- in law enforcement i.e. camera system, red light enforcement, video monitoring
- mobile technology
- impact on social interaction
High tech corridor-benefits for Winter Springs economic development
Transportation alternatives
Inflation
Impact on service provision
Potential frozen tax structure
INTERNAL TRENDS AND ISSUES
The Commission and staff analyzed internal issues and trends that may have an impact
on the city. The following items were identified:
Funding challenges
- Public safety
- Quality of life
- Sustainability of city?
Lack of diversification tax base
Approaching build-out/redevelopment
Multi-modal transportation/rail/high tech
Turnover in neighborhoods
Aging in population
Winter Springs has more stable population than other communities
Cultural diversity
Lack of affordable housing
Will remain family friendly
Conflict due to different visioning for the community
- example -commercial vehicle ordinance
More form-based codes
- example -buildings closer to roads
Problem solving approach
S.W.O.T. ANALYSIS
Commissioners and staff identified what they perceived as strengths and weaknesses of
the City of Winter Springs. They also identified opportunities and threats that affect their
city. The following chart is a compilation of these ideas. The number in parenthesis 0
next to each comment indicates how many participants made this comment.
STRENGTHS VV A NES.S.E.S...........�.OPPORTUNI iE ......�.............. .. ----------
TH REATS
�m..oa ...... ...t 6..attractor for Fundin 5 unavailable,,,....
ff(13) Unified goals Budget constraints(5) Location O g O ,
and direction, knowledge hindering the ability to eco-development, limited
and dedication, length of replace technology, centrally located, close
service, smart, hard cannot maximize proximity to major roads,
working, ethical, communication to favorable
professional,flexible, citizens
multi-tasking, responsive
Leadership(9) New, Communication with Technology(5)a Unfunded mandates(3)
strong, knowledgeable, community(3) commerce,
personal relationship with telecommuting,website
city leaders,open to new for economic
ideas,carin) development, citizen and
other customer
development advances
Commission. 4,,,,��..,.,._. m NIM......... ................................... --— — ___------------ .,.
( ) BY-ism Smart commercial growth Low tax revenues(3)
(3) reduced services, high
residential tax revenu_es
Transparency(4)financial Infrequent but Empowering staff/advisory Dim
inishing water supply
sometimes critical boards(2)engaging ideas (3)quality,volume
breakdown of
communications Location(4)waterfront Top-down management dreeneway Interchange C_rime(2)
property, proximity to not listening to those (3)
greenway, intersection of lower in the organization
resources,trails, natural
areas, conducive to long-
term Qrowth
Public safety/Police Not maximizing Seminole way(3) Legislative intrusion(2)
Deartment4q resources people m _ .. ..
Community
.6.. Lack of�..er orma � ..� -
y O performance Town Center(3) Economy(2) slowing,
involvement, metrics for commission state and local
communication,family down and through front-
friendly, supportive, line employees
desirable,pride
_.... .� ........ _ .......
Town center(3) Tax base Economic Consolidation(2)
condition/stimulation (2
Schools(2) Other governmental Caring citizens dedicated NIMBY's/Status quo(2)
agencies focus to community(2)
Parks(2)well maintained Not enough focus on Desires of community Poor economic decision
and staffed west side of the city making by current federal
(434 corridor) administration
Neighborhoods Undefined economic Engaging public Careless spending
incentives to attract participation
business
Events Buy in Communication on many Funding from
levels Tallahassee
Planning Outdated codes and Education on local Tallahassee
procedures government
.... �.. __—....
Confidence Retention of employees Using our sense of "Rules"are changing-
community to help grow what are the"rules?"
.._..,...n.„ . ....__ the cit�r
Security Close to buildout Grants Traffic
Diversity of experiences, PoorW .................. __. __.._. .._
customer service Partnerships with other Large number of
talent and abilities cities freshman legislators have
never served at municipal
_ level
Innovative employees Uncertainty about future Multi-modal transportation No champion for the town
always improving legislative actions bus,trails, pedestrian, center
processes smart vehicles
......
Problem solving attitude Customer service & Create a clear vision and Foreclosed property
access to technology mission and administer it _
Clear sense of team Interdepartmental West side redevelopment p ment Lack of understanding
within departments cooperation and and knowledge about
cohesiveness-need to unique opportunities the
not work at odds with town center affords
one another
........ ..... .............--_----------. ....m-..�. ......__�.._... ...., y.._._..
Future investments Education Blighted neighborhood-
Lori Ann Lane,etc.
Pride in city Lake Jesup water source/ Not holding to the town
environmental preserve center vision/code
ati Educon level of_ . ... in.... Awarene_..-.._._� _.ss . .....
mm
novation wa
community
Transt�ortation system O eu n oovvernment Housing market values
,., -------- .....-
......m.m.m.m.__ ed communication School bud, et cuts Communication Enhanced .. min
Informed citizen in Target-employment area
Winter Springs Golf
Course
STRATEGIC ISSUES
The Commission, with input from staff, identified the following strategic issues as
areas of potential focus for the coming year.
Communication internal/external improved
Promoting sense of community
Plan for community/event center
Library branch
Strategic blueprints for events
Provide for variety of housing options
Business friendly- easy to do business
Focused commitment to Town Center
Seminole Way
Redevelopment of west side
Comp plan&code revisions
Economic development incentives
Diversification of tax base
Water supply and conservation
Green development
Energy
Maximum utilization of resources
Pursuit of partnerships
Pursuit of grants
Developing a capital replacement plan
Pension plan
Recruitment&retention qualified professional work force
Increased use of volunteers
Maintenance of an effective transportation system
Expanded trail network to connect to other modes of transportation
Parks &recreation for youth
Magnolia Park
Senior citizens issues/ support
Dog park
Public safety
Technological advancements - increased productivity/enhance customer service
Environment-paperless
Ongoing technology refresher-network server and user side
WiFi
Website
GOALS
The Commissioners agreed that the following ten strategic issue areas were appropriate
goals for the next fiscal year. The Commission then identified objectives under each goal.
The final activity of the day was the selection of priorities. The number in the parenthesis
() in front of each objective indicates the number of commissioners that identified this
objective as a priority. There is no significance to the order in which the goals are listed.
GOALS AND OBJECTIVES
GOAL—PROMOTE SENSE OF COMMUNITY
Tier One
Objectives
• (6) Identify tools,timelines, and resources to improve internal and external
communication
Other Objectives
• (1)Revisit master plan for the community/event center and evaluate feasibility
• (1)Enhance training for citizen advisory boards for appropriate empowerment(of
boards)
• Develop a set of guidelines, criteria and standard operating procedures for
community events
• Evaluate and pursue opportunities for partnerships to leverage revolving housing
rehabilitation funds
GOAL—CUSTOMER SERVICE
Tier One
Objectives
• (5) Identify opportunities and develop strategies to create a customer/business-
friendly experience
GOAL—ECONOMIC DEVELOPMENT/REDEVELOPMENT
Tier One
Objectives
• (5)Aggressively complete the vision for Town Center
Tier Two
• (3) Partner with other entities to pursue the development of Seminole Way
• (3)Actively work with 13 existing development projects to remove impediments
for completion
Other
• (2) Revise/rewrite code of ordinances to comply with updated comprehensive
plan and to eliminate outdated, irrelevant, and/or unenforceable text
• Develop a comprehensive economic development and redevelopment plan for the
city, complete with analysis of required resources, timelines, West Side
development- Winter Springs Golf Course
GOAL—ENVIRONMENTAL STEWARDSHIP
Tier One
Objectives
• (4) Develop and implement a policy for addressing water supply and conservation
Other
• (2) Develop a Winter Springs "Green Policy" for energy conservation, both
internally and externally
• Develop a"Greenprint"that identifies areas that are deemed significant for
preservation
0 Work with regional and state partners to revitalize Lake Jesup
GOAL—FISCAL SUSTAINABILITY
Tier One
Objectives
• (5)Develop strategies to ensure financial accountability and transparency
Tier Two
• (3) Develop comprehensive plan to address funding and timeline for capital
replacement, i.e., buildings,vehicles, equipment, etc.
Other
• (2)Review and evaluate sustainability of existing pension plan
• (1)Develop a comprehensive plan to assure maximum utilization of resources
(human, fiscal, facilities), including partnerships, grants, and revenue generating
opportunities
• Conduct a facilities needs assessment—space, repairs, energy efficiency, etc.
GOAL—HUMAN CAPITAL
Tier One
Objectives
• (4)Explore potential use of volunteers to enhance provision of services
Tier Two
0 (3) Develop financially feasible strategies to recruit and retain qualified
professional workforce, including benefits plan,pension plan,non-monetary
benefits
Other
0 Provide appropriate training as needed throughout city government
GOAL -MOBILITY
Other Objectives
• Develop an action plan to support or oppose transportation projects and initiatives
based on their impact on the quality of life in Winter Springs
• Explore feasibility of expanding trail system/network
GOAL—PARKS & RECREATION
Other Objectives
• (2) Complete Magnolia Park
• Establish a Parks&Recreation of advisory board
GOAL—PUBLIC SAFETY
Tier One
Objectives
• (5) Continue to support and enhance Police/Citizens' programs and services
Other
• Explore technological enhancement to increase effectiveness and efficiency of
Police Department
GOAL -TECHNOLOGY
Objectives
• (2) Implement technology plan as financially feasible
• (1) Commitment to ongoing evaluation of city website for effectiveness
PRIORITY OBJECTIVES
Tier One
• (6) Identify tools,timelines, and resources to improve internal and external
communication
• (5) Identify opportunities and develop strategies to create a customer/business-
friendly experience
• (5)Aggressively complete the vision for Town Center
• (5)Develop strategies to ensure financial accountability and transparency
• (5) Continue to support and enhance Police/Citizens' programs and services
• (4)Develop and implement a policy for addressing water supply and conservation
• (4) Explore potential use of volunteers to enhance provision of services
Tier Two
• 3) Partner with other entities to pursue the development of Seminole Way
• (3)Actively work with 13 existing development projects to remove impediments
for completion
• (3) Develop comprehensive plan to address funding and timeline for capital
replacement, i.e.,buildings,vehicles, equipment, etc.
• (3) Develop financially feasible strategies to recruit and retain qualified
professional workforce, including benefits plan,pension plan, non-monetary
benefits
WINTER SPRINGS
COMMUNITY WORKSHOP SUMMARY
February 26,2009
Approximately 110 community members attended the Saturday workshop to share their
ideas and dreams for the future and to provide their input about what they value most
about Winter Springs
COMMUNITY TREASURES
Participants were asked to list the things, both physical and intangible, that they most
treasure about Winter Springs; those things that should be protected and preserved.
Many participants used different terms to describe the same or similar treasures. The
following is a list of their responses, grouped into general categories. The number in the
parenthesis indicates how many participants identified the same or very similar treasure.
Parks & Recreation (103)
(Central Winds Park(17), Dog park(8), Sam Smith Park(2) Trotwood Park(6),
State parks, Magnolia Park, Baseball complex(2), Cute kids water park off
Moss Rd., Partnership parks - Pop Warner(3), Babe Ruth, CFU, I9, Athletic
fields, Playgrounds)
Park system(38)
Well used and maintained
For picnics and places for children to run
Award winning, well managed and beautiful
Winter Springs Golf Course (3)
Bear Creek walk(2)
Well maintained parks within the city limits
Recreation department
City mini golf course
Golf courses
Eating outside now with my family and dogs
Close to natural areas to hike, canoe
Events and sports
Winter Springs Basketball league
Access to lake
Green City (92)
City is clean/green(3)
Aesthetically pleasing (20)
Streetscape/landscaping/beautification(15)
SRSR434 (3)
Trees(13)
Green areas (13)
Especially former Winter Springs Golf Club
Open space (7)
Nature areas/wooded areas and parks and attention to their preservation(2)
Natural Environment(2)
Undeveloped land
Foliage
Natural landscape Wildlife (4)
Owls (2),hawks, eagles, cardinals, foxes
Conservation Areas
Minimal development/uncluttered feel/uncluttered neighborhoods (3)
Open air—natural feeling
Rural look/character(2)
Fountains
Recycling efforts
Active tree planting program
Clean air and water
Minimum development of SR434 between Tuskawilla Rd andSR417
Preserve areas of green along Tuskawilla Rd
Keeping the city with trees, grass, and very little concrete
The commission,the Mayor, and others have a proactive attitude on
environmental issues
Conservation area that acts as residential drainage for water run off/home to
many birds and animals, wildlife.
Public Safety(63)
Police/Fire(30)
Safe neighborhoods (22)
Low crime rate (7)
Good neighborhood(3)
Police attention to speed limits
Trails (46)
Cross Seminole Trail (8)
Convenience and scenic beauty
Bicycle trails (3)
Give me exercise and fresh air on weekends
Bicycle trail to Town Center through center of town
Bridge over SR434 well constructed and aesthetically pleasing
Rail trail (2)
Linear park through city
Nature trails
Walking paths
Superior and well maintained
Trails throughout the Highlands
Town Center(45)
Blumberg Blvd. (2)
Magnolia Park
Veterans Memorial (2)
Specialty businesses
Schools (42)
Good/great/excellent/wonderful (35)
Winter Springs High School (2)
Support for our schools
Progressive education policies and personnel, especially in the elementary
category
Top schools in Seminole County
I came here originally because of the good school system
Diversified schools and school clubs
Town Atmosphere (39)
Small-town feeling/atmosphere (16)
Residential look and feel
Home-town atmosphere
Slowed-down atmosphere
Controlled development (7)
Controlled commercial growth
Not buried in strip malls, ugly buildings fronting major roads
Does not have to host large, commercial/retail outlets—we are
"preserved"
No distracting businesses, ex: car lots,nightclubs, etc.
Population size (2)
Family atmosphere (2)
Bedroom community(2)
Walkable community(2)
Character of architecture
Uncrowded
Quiet
Clean
The clean look of commercial districts—no 17-92 or 436
Low density development
Keep to minimum high density housing
Range of housing
Upscale atmosphere and enforced standards
Town Events/Activities (38)
4t`of July/fireworks (9)
Town Center Events (3)
Highland Games (3)
City sponsored community activities (2)
Christmas tree lighting (2)
Santa coming around(2)
Parades (2)
Tree giveaway (2)
Concerts (2)
Holiday
Easter egg hunt
Organized as revenue neutral
Bringing our city together and especially great for families
Lots of planned activities
Community special events committee
Sense of Community (36)
Neighborhoods (8)
Warn, caring, friendly (7)
Open to all
When someone is in need,the community comes to support
Neighbors who will help at the drop of a hat if needed
Diversity of population(3)
Religious community(3)
Local sense of identity (2)
Community involvement(2)
Strong community
One of the best places to live
Progressive character of the community
People's interest in community
All age groups
We are not dependent on the"Disney industry", away from the tourist traps,
Civic organizations that assist nearby. This is a very desirable place to live.
Responsive City(27)
City government (6)
City staff(5)
Low Taxes (5)
Long range smart growth(4)
Ordinances for preservation(3)
Citizen participation(in government)
Hurricane debris pick-up
Enforcement of laws/codes
Level of municipal services
Transportation (17)
Roads(6)
Well maintained
Proximity to major roads- SR417 (5)
Low levels of traffic (3)
Speed limit
Proper street maintenance
Widened/paved/improved/lighted roads
Other
Senior Center(15)
Local businesses (9)
Tuscawilla Country Club (9)
Lake Jesup (5)
National/Local reputation(4)
Tuscawilla subdivision(2)
Civic Center(2)
Convenient shopping (2)
High/stable property values (2)
Sidewalks (2)
Location(2)
Historical wharf sites
Near hospital
Gateway to East Seminole County(Deleon Street)
Chamber of Commerce
UCF Incubator
Clear separation of urban and rural density and usage on the eastern border
Regional approach in the area
Tuscwilla PUD
Proximity to Winter Park, highway, events
Availability of natural gas utilities/appliances
Comments concerning items people would like to have:
Keep the temporary dog park and make it into a permanent dog park
Winter Springs Golf Course - Purchase land now, in down real estate market in
public-private partnership
Other parks that can be used to bring visitors
Fully utilize the parks and recreation facilities more fully
The trails system needs to be completed and expanded so that elementary school
kids can bike to school
WINTER SPRINGS 2020
Community participants were invited to imagine that it was the year 2020 and all their
hopes, dreams and desires for Winter Springs had come true. They were asked to
describe what Winter Springs would look like and feel like, and what it would be like to
live, work; and raise a family here.
Participants worked in small groups and documented their vision of Winter Springs in
2020. Many of the physical and intangible attributes were repeated and are grouped
below in broad themes.
Communication/Technology
Wifi city wide (6)
Communications - state of the art
Fully functional e-commerce website to conduct all city business (20)
Web cam community meetings and state of the art annual reports
Interactive televised Winter Springs community meetings
More government services online
Winter Springs activities TV Channel
Better citizen information source
Technology leader
Paperless billing
Community, Sense of
Wonderful small town feel (3)
Keep historical identity alive -way back! (2)
Winter Springs kids go to Winter Springs schools
Community stays involved with schools
Intergenerational community
Scholarship for needy families (not academic)
Raising families
Family friendly centers (parks) larger, community pool, bowling, tennis(i.e.
aquatic center in Orlando), art center, community theater, indoor basketball
courts, etc.
Communities that work together
Stable population- non-transient
Community level volunteer program- schools, groups, individuals
Downtown- Winter Park-like
Keep community as is
Walkable community
Community gardens - shared
Cultural Amenities
Library (8)
Theater(5)
Cultural and Performing Arts Center(4)
Amphitheatre
Community music and theater for citizen participation
Information center
Public art
Cultural arts district
Museum
Art gallery(2)
Arts and culture - dinner theater
Town playhouse
Value based and affordable civic events
Better civic center
More art venues and permanent events, etc.
Economic Development
Hotel(7)
Conference center, local, LEED certified
Seminole Way- residential appearance
B&B's
City support for business
Seminole Way- Office/Professional
Well done, clean industry in appropriate locations
Jobs- green sensitive, clean manufacturing
SRSR434 to US 17-92 redevelopment
Office parks alongSR417
Large corporations along SR417
Renewal of older/neglected part of SR434
High tech corridor
Multi-family dwellings planned
Town homes filled
Convention center
Business center with multi-service professional services- attorneys, CPA's, etc.
Economic activities: (no large corporations)
High wage, clean industry community
Use of ball fields for state and regional uses
Complete/finish all land development construction- condos
UCF incubator-medical research, competition or tie with Lake Nona
Education
Schools still attractive to families - high quality
Best schools in Florida
Art school/craft school
Energy
Renewable/alternative energy sources for city uses
Transportation-no fossil fuel, mass transportation, electric and alternative energy
Affordable alternative energy
CNG-natural gas for autos
Natural gas
Solar powered community lighting
Electric cars
Charging stations
Green energy leader incentives: solar, LEED standards, gas
Supplement Progress Energy with a solar power plant
Fiscally Responsible
Diversified tax base (3)
More commercial to help tax base
Increase non-residential tax base
Keep value incentive with tax base
All bond debt paid by communications tax
Lower franchise tax
Tax money spent as people voted-no increase without vote
Government Services/Partnerships/Growth Management
Simplify tax bills and structure
Infrastructure (maintenance and development: water drainage, sewers, bridges,
power grid, underground utilities)
Better treatment of animals -city capability- strict anti-cruelty
More programs for animal control - spay/neuter education, no killing strays by
2020
Better communication between interlocal and county, especially police
Better county-city relationships
Enhanced relationship with sister cities
Private-public partnerships
Partner with SCC and UCF
Zoning, annexation, green preservation
Still strong and creative growth plan, residential in town center
County wide land use
Steady development
Sustainable growth
Controlled growth
Public services keep up with population
Commission follows steady growth
Clean up junk area on SR SR419 - state buy?
Ordinances in place - i.e. no parking on lawns
SRSR434 and WS Blvd -constrained corridors(no new lanes)
Green City
Environmental club - volunteer,pick up trash, etc.
Retained, functional ecosystem- south shore of Lake Jesup, north of SRSR434,
Seminole Way is threat to that area
Xeriscape(2)
homes/businesses
Agricultural extension center- eco-friendly planting, urban gardening, etc.
Conservation of water(naturally and use)
Environmentally green
Reclaimed water to all
Expanded recycling
Preserve trees in new developments
Keep city green areas
Green standards -water sense toilets and fixtures
Green city/environment
Healthcare
Hospital/health care -local urgent care, town center
Integrated healthcare system-progression of care
Medical center
Closer hospital
Small town clinic
Lake Jesup
Access to Lake Jesup (clean)
Lots of potential for Lake Jesup- recreation, clean, useable,renewed, beauty
Clean up Lake Jesup-make it attractive, have access to lake, marina restaurants
Parks /Trails/Recreation/Youth Programs
Swimming/aquatic center(4)
Golf course (3)
Premier natural golf course
Public golf course
Winter Springs golf course
Trails (3)
Bike trails, multi-links to schools, expansion, bike racks
Improve nature trails- Sidewalk to trail from neighborhoods,well lit,
better visibility
Connect bike trails
Restrooms along trail
Inside recreation center, movie theater, skating rink, bowling alley(2)
Dog parks(2) - 10 minutes from everyone
Maintain and improve excellent parks (2)
Full-time community youth center(2)
More athletic fields
Complete Central Winds Park
Multi-purpose facility by Winter Springs Golf Club
More youth programs
Quality of Life
Underground power/utilities (2)
Building height limitations (no skyscrapers)
Growth smart growth- retain small town feel, retain quality of life (green areas)
More sports facilities, basketball
More and more better streetscape projects - continued excellent maintenance
Special needs activities
Happiness
Affordable living
Keep division of rural and city
No high rises
Limit density -multi-family
More street lighting
No billboards (2)
No neon signs
No sleaze establishments
More quality restaurants (non-chain)
More outside dining (covered,music)
Whole Foods or Fresh Market(2)
Bakery, shoe repair, flower shop - reasonable rent
High end restaurants
Rural in nature
Shopping- specialty stores, like Waterford
Covered walkways within shopping districts
Clean up promises met
Safety
Handicap-friendly intersections
SRSR434 -plans for safe school bus pickup with all new development
Safe - outside, low crime,kids,walking
Walkway across SRSR434 from town center
Pedestrian bridges across SR434 to nature trail
Cater to pedestrians/bikes
Improved school zone signage - consistent
Safe crossings and crosswalks
Camera enforcement at signals
Public safety-tornado sirens
Sidewalks along all roads
Senior Citizen Friendly
Senior/handicapped access
Senior/independent living
Expanded senior center
Town Center
Thriving town center
Completed town center- vibrant, daring, alternative transportation, all inclusive
Town center expansion adding unique, attractive, charming high-draw business
and events
Town Center expansion- 90-100%capacity (2)
Town center is regional hub with more parking, parking garages,pedestrian
friendly, friendly attitude towards business owners (city hall)
Move post office to Town Center
Completed Town Center and Central Winds Park
Town center completed per vision with parking garage (2)
User-friendly town center- commercially attractive
Expand Winter Springs Town Center-more businesses, more parking
Transportation
Better public transportation(all alternatives)
Public parking for bikes and motorcycles
All roads paved
Public transportation(6)
connection to mass transit(Sunrail), internal loops, buses for local trips,
trolleys (2)
establish multi-modal transportation systems
light rail/bus
connecting to Lynx
State of the art transportation, more buses, golf cart community
Traffic signal at Tuscora and SR434
City/state owns all roads
Enhance SRSR434 West of SR SR419
Community travel and events
Other
Entrance to Central Winds Park off SRSR434 with message board
More business hiring of the disabled
Disposition/resolution of Winter Springs golf course
Former Winter Springs golf club restored to municipal golf club
UCF usage
Annex to SCC
Miller's Hardware or ACE
Waterfront district
I like it just like this... "If it's not broken..."
Why wait?ASAP
User friendly parking and code enforcement
Tuskawilla extended to Jessup with public access
More uniform city boundaries, eliminate enclaves
Parking garage, ample parking downtown
No overnight parking throughout all districts
•
SpringsCity of Winter
BUSINESS
VISIONING, WORKSHOP
June 9, 2009
Facilitated by
Marilyn E. Crotty
The John Scott Dailey
Florida Institute of Government at the
University of Central Florida
INTRODUCTION
After a successful community visioning workshop in February, the Winter Springs City
Commission asked the John Scott Dailey Florida Institute of Government at the
University of Central Florida(IOG)to conduct a similar workshop to engage the business
community in a discussion of the future of the City from their perspective.
On June 9, 2009, a diverse group of approximately 30 people gathered to describe their
vision for the City of Winter Springs in the year 2020 and to identify needs and
opportunities that should be addressed. Professionals, small manufacturing firms,retail,
service, and at-home businesses were represented.
The Mayor, four members of the City Commission, and city staff attended the workshop
to listen to the ideas of the attendees. This report is a summary of the discussions and
conclusions of the Business Community Visioning Workshop.
WINTER SPRINGS—2020
Participants were divided into three groups and asked to imagine it was eleven years in
the future (2020) and to describe their vision for the business community at that time.
Several themes were identified and are listed below:
Business Community
Known as "the"place to start/grow/diversify with appropriate incentives
Target 80/20 (residentialibusiness) vs. current 90/10
Increase non-service industry business base
95%occupancy
Industrial district
Historical district
Sidewalk sale
Something for everyone (businesses)
Walking district
West Winter Springs will be a desired location
Historic district
Increased tax revenues
Facelift
Businesses that cater to seniors
Day care
Assisted Living Facilities
Business in clusters
Medical clinics
More office-type buildings vs. strip malls
Successful incubator programs
Access to businesses
Points of access created
Facilities
Large entertainment/hospitality/conference center/restaurant/dining
Town center and surrounding open land filled with quality development
Significant aquatic complex/center
Enhanced trail/Jesup water taxi/bike usage/use of lake
Signage for Town Center
Customers can see/notice my business
Electronic billboard
Aesthetic signage
Activities
Local festivities/meet and greet/food/drinks/music
The Mardi Gras of Central Florida
Hotels are full
Businesses to purchase Gasparilla floats
25 participating high school and college bands (FAMU)
60,000 hungry people, restaurants
"Winter Park"walk/shop/eat/park in style
Cultural arts
Government
Strive to do business with each other- government/private cooperation/local preference
New businesses are able to come
Design criteria of town center allows more flexibility based on business needs
Form follows function
Personally assigned city staff to help any business person obtain their approval/permit
City adequately staffed to support the community demand
Positive police/fire presence
Government small, serve the business community-what can we do to help you, offer
incentives
Economic development office for business development
Business friendly startup processes
Multi-modal transportation system
Education
Keep/enhance Winter Springs public schools-high reputation with additional amenities
and activities
Encourage business/community/school volunteer cooperation
IDENTIFICATION OF NEEDS
The small groups next were then asked to identify things that are not now in place in
Winter Springs that would improve the business environment or quality of life in the city.
The following suggestions were made with the asterisked items considered the most
important:
*Promote and advertise Winter Springs as the place to do business
*Economic development council
Bring businesses to community
*Incentive programs to bring business
Tax cut
Reduce impact fees
Credits/grants
*Quicker permitting process
*Aquatic/entertainment center
*Historical district
Flowers/flags
Lamps with landscaping
Walking path
*Maintain quality aesthetics
*Solid anchor restaurants in town center
*Medical offices
*Assisted living near medical offices
Transportation
monorail with parking
east to west
Send businesses the Winter Springs newsletter
Signage
More businesses
Regional Economic Development Commission to target Winter Springs
Recycling support services
Transportation
Expand reclaimed water opportunities
Purified water
IDENTIFICATION OF OPPORTUNITIES
The final activity of the workshop was the identification of opportunities that have the
potential to contribute to a better quality of life or business environment in the city. The
following suggestions were made with the asterisked items considered the most
important:
*Opportunities at Lake Jesup (water taxi, recreation, boardwalk, boat rentals)
*Better utilization of water/lakes/rivers/wetlands/trail/parks
*Expand amphitheater concept- create a real destination or recurring event
*Seminole Way
*Town Center
*Technology/communication/process/permit/online service
*Growth appears, people are pleased
More tax revenue
More police
More security for residents
Lower tax burden on individuals
Lower crime
*Increase east-west traffic flow- create new business
*Can hire more employees - can grow business to next level - more work- less crime
Wine and art museum or gallery
City website/expand links to local business
General Comments
Don't wait-move up these priorities
Include businesses on city website
Newsletter available for businesses
Town Center business visibility
Promote events to draw people to Winter Springs- develop a slogan
City of Winter Springs
CommunitySTRATEGIC PLANNING
Workshop
February 26, 2009
Facilitated by
Marilyn E. Crotty & Teresa Jacobs
The John Scott Dailey
Florida Institute of Government at the
University of Central Florida
INTRODUCTION
The Winter Springs City Commission solicited the assistance of the John Scott Dailey
Florida Institute of Government at the University of Central Florida(IOG)to guide and
facilitate the development of a strategic plan for the City of Winter Springs.
The first step in the process was to conduct a Community Visioning Workshop on
Thursday, February 26, 2009. The goal of the workshop was to give community
stakeholders (residents, businesses, etc.) an opportunity to share their ideas and dreams
for the future of the city.
The Mayor and all five members of the City Commission attended the workshop to listen
to the ideas of the citizens. The workshop was very well attended,with approximately
108 community members participating.
This report is a summary of the discussions and conclusions of the Community Visioning
Workshop.
COMMUNITY TREASURES
Participants were asked to list the things, both physical and intangible, that they most
treasure about Winter Springs; those things that should be protected and preserved.
Many participants used different terms to describe the same or similar treasures. The
following is a list of their responses, grouped into general categories. The number in the
parenthesis indicates how many participants identified the same or very similar treasure.
Parks & Recreation (103)
(Central Winds Park(17), Dog park(8), Sam Smith Park(2) Trotwood Park(6),
State parks, Magnolia Park, Baseball complex (2), Cute kids water park off
Moss Rd., Partnership parks - Pop Warner(3), Babe Ruth, CFU, I9, Athletic
fields,Playgrounds)
Park system(38)
Well used and maintained
For picnics and places for children to run
Award winning, well managed and beautiful
Winter Springs Golf Course (3)
Bear Creek walk(2)
Well maintained parks within the city limits
Recreation department
City mini golf course
Golf courses
Eating outside now with my family and dogs
Close to natural areas to hike, canoe
Events and sports
Winter Springs Basketball league
Access to lake
Green City(92)
City is clean/green(3)
Aesthetically pleasing(20)
Streetscape/landscaping/beautification(15)
SRSR434 (3)
Trees (13)
Green areas (13)
Especially former Winter Springs Golf Club
Open space (7)
Nature areas/wooded areas and parks and attention to their preservation(2)
Natural Environment(2)
Undeveloped land
Foliage
Natural landscape Wildlife (4)
Owls (2),hawks, eagles, cardinals, foxes
Conservation Areas
Minimal development/uncluttered feel/uncluttered neighborhoods (3)
Open air—natural feeling
Rural look/character(2)
Fountains
Recycling efforts
Active tree planting program
Clean air and water
Minimum development of SR434 between Tuskawilla Rd andSR417
Preserve areas of green along Tuskawilla Rd
Keeping the city with trees, grass, and very little concrete
The commission,the Mayor, and others have a proactive attitude on
environmental issues
Conservation area that acts as residential drainage for water run off/home to
many birds and animals,wildlife.
Public Safety(63)
Police/Fire (30)
Safe neighborhoods (22)
Low crime rate (7)
Good neighborhood(3)
Police attention to speed limits
Trails (46)
Cross Seminole Trail (8)
Convenience and scenic beauty
Bicycle trails (3)
Give me exercise and fresh air on weekends
Bicycle trail to Town Center through center of town
Bridge over SR434 well constructed and aesthetically pleasing
Rail trail (2)
Linear park through city
Nature trails
Walking paths
Superior and well maintained
Trails throughout the Highlands
Town Center(45)
Blumberg Blvd. (2)
Magnolia Park
Veterans Memorial (2)
Specialty businesses
Schools (42)
Good/great/excellent/wonderful (35)
Winter Springs High School (2)
Support for our schools
Progressive education policies and personnel, especially in the elementary
category
Top schools in Seminole County
I came here originally because of the good school system
Diversified schools and school clubs
Town Atmosphere (39)
Small-town feeling/atmosphere (16)
Residential look and feel
Home-town atmosphere
Slowed-down atmosphere
Controlled development(7)
Controlled commercial growth
Not buried in strip malls,ugly buildings fronting major roads
Does not have to host large, commercial/retail outlets—we are
"preserved"
No distracting businesses, ex: car lots, nightclubs, etc.
Population size (2)
Family atmosphere (2)
Bedroom community (2)
Walkable community (2)
Character of architecture
Uncrowded
Quiet
Clean
The clean look of commercial districts—no 17-92 or 436
Low density development
Keep to minimum high density housing
Range of housing
Upscale atmosphere and enforced standards
Town Events /Activities (38)
4'' of July/fireworks (9)
Town Center Events (3)
Highland Games (3)
City sponsored community activities (2)
Christmas tree lighting(2)
Santa coming around(2)
Parades (2)
Tree giveaway (2)
Concerts (2)
Holiday
Easter egg hunt
Organized as revenue neutral
Bringing our city together and especially great for families
Lots of planned activities
Community special events committee
Sense of Community(36)
Neighborhoods (8)
Warm, caring, friendly (7)
Open to all
When someone is in need, the community comes to support
Neighbors who will help at the drop of a hat if needed
Diversity of population(3)
Religious community(3)
Local sense of identity(2)
Community involvement (2)
Strong community
One of the best places to live
Progressive character of the community
People's interest in community
All age groups
We are not dependent on the "Disney industry", away from the tourist traps,
Civic organizations that assist nearby. This is a very desirable place to live.
Responsive City (27)
City government(6)
City staff(5)
Low Taxes (5)
Long range smart growth (4)
Ordinances for preservation(3)
Citizen participation(in government)
Hurricane debris pick-up
Enforcement of laws/codes
Level of municipal services
Transportation (17)
Roads(6)
Well maintained
Proximity to major roads- SR417 (5)
Low levels of traffic(3)
Speed limit
Proper street maintenance
Widened/paved/improved/lighted roads
Other
Senior Center(15)
Local businesses (9)
Tuscawilla Country Club (9)
Lake Jessup (5)
National/Local reputation(4)
Tuscwwilla subdivision(2)
Civic Center(2)
Convenient shopping(2)
High/stable property values (2)
Sidewalks (2)
Location(2)
Historical wharf sites
Near hospital
Gateway to East Seminole County(Deleon Street)
Chamber of Commerce
UCF Incubator
Clear separation of urban and rural density and usage on the eastern border
Regional approach in the area
Tuscwilla PUD
Proximity to Winter Park, highway, events
Availability of natural gas utilities/appliances
Comments concerning items people would like to have:
Keep the temporary dog park and make it into a permanent dog park
Winter Springs Golf Course - Purchase land now, in down real estate market in
public-private partnership
Other parks that can be used to bring visitors
Fully utilize the parks and recreation facilities more fully
The trails system needs to be completed and expanded so that elementary school
kids can bike to school
WINTER SPRINGS 2020
Community participants were invited to imagine that it was the year 2020 and all their
hopes, dreams and desires for Winter Springs had come true. They were asked to
describe what Winter Springs would look like and feel like, and what it would be like to
live, work, and raise a family here.
Participants worked in small groups and documented their vision of Winter Springs in
2020. Many of the physical and intangible attributes were repeated and are grouped
below in broad themes.
Communication/Technology
Wifi city wide (6)
Communications - state of the art
Fully functional e-commerce website to conduct all city business (20)
Web cam community meetings and state of the art annual reports
Interactive televised Winter Springs community meetings
More government services online
Winter Springs activities TV Channel
Better citizen information source
Technology leader
Paperless billing
Community, Sense of
Wonderful small town feel (3)
Keep historical identity alive -way back! (2)
Winter Springs kids go to Winter Springs schools
Community stays involved with schools
Intergenerational community
Scholarship for needy families (not academic)
Raising families
Family friendly centers (parks) larger, community pool,bowling,tennis (i.e.
aquatic center in Orlando), art center, community theater, indoor basketball
courts, etc.
Communities that work together
Stable population-non-transient
Community level volunteer program- schools, groups, individuals
Downtown- Winter Park-like
Keep community as is
Walkable community
Community gardens - shared
Cultural Amenities
Library(8)
Theater(5)
Cultural and Performing Arts Center (4)
Amphitheatre
Community music and theater for citizen participation
Information center
Public art
Cultural arts district
Museum
Art gallery (2)
Arts and culture - dinner theater
Town playhouse
Value based and affordable civic events
Better civic center
More art venues and permanent events, etc.
Economic Development
Hotel (7)
Conference center, local, LEED certified
Seminole Way -residential appearance
B&B's
City support for business
Seminole Way- Office/Professional
Well done, clean industry in appropriate locations
Jobs- green sensitive, clean manufacturing
SRSR434 to US 17-92 redevelopment
Office parks alongSR417
Large corporations alongSR417
Renewal of older/neglected part of SR434
High tech corridor
Multi-family dwellings planned
Town homes filled
Convention center
Business center with multi-service professional services- attorneys, CPA's, etc.
Economic activities: (no large corporations)
High wage, clean industry community
Use of ball fields for state and regional uses
Complete/finish all land development construction- condos
UCF incubator-medical research, competition or tie with Lake Nona
Education
Schools still attractive to families-high quality
Best schools in Florida
Art school/craft school
Energy
Renewable/alternative energy sources for city uses
Transportation-no fossil fuel, mass transportation, electric and alternative energy
Affordable alternative energy
CNG-natural gas for autos
Natural gas
Solar powered community lighting
Electric cars
Charging stations
Green energy leader incentives: solar, LEED standards, gas
Supplement Progress Energy with a solar power plant
Fiscally Responsible
Diversified tax base (3)
More commercial to help tax base
Increase non-residential tax base
Keep value incentive with tax base
All bond debt paid by communications tax
Lower franchise tax
Tax money spent as people voted-no increase without vote
Government Services /Partnerships /Growth Management
Simplify tax bills and structure
Infrastructure (maintenance and development: water drainage, sewers, bridges,
power grid, underground utilities)
Better treatment of animals - city capability- strict anti-cruelty
More programs for animal control - spay/neuter education, no killing strays by
2020
Better communication between interlocal and county, especially police
Better county-city relationships
Enhanced relationship with sister cities
Private-public partnerships
Partner with SCC and UCF
Zoning, annexation, green preservation
Still strong and creative growth plan,residential in town center
County wide land use
Steady development
Sustainable growth
Controlled growth
Public services keep up with population
Commission follows steady growth
Clean up junk area on SR SR419 - state buy?
Ordinances in place - i.e. no parking on lawns
SRSR434 and WS Blvd- constrained corridors (no new lanes)
Green City
Environmental club -volunteer,pick up trash, etc.
Retained, functional ecosystem - south shore of Lake Jessup, north of SRSR434,
Seminole Way is threat to that area
Xeriscape (2)
homes/businesses
Agricultural extension center- eco-friendly planting, urban gardening, etc.
Conservation of water(naturally and use)
Environmentally green
Reclaimed water to all
Expanded recycling
Preserve trees in new developments
Keep city green areas
Green standards -water sense toilets and fixtures
Green city/environment
Healthcare
Hospital/health care - local urgent care,town center
Integrated healthcare system -progression of care
Medical center
Closer hospital
Small town clinic
Lake Jessup
Access to Lake Jessup (clean)
Lots of potential for Lake Jessup-recreation, clean, useable, renewed, beauty
Clean up Lake Jessup-make it attractive, have access to lake, marina restaurants
Parks/Trails/Recreation/Youth Programs
Swimming/aquatic center(4)
Golf course (3)
Premier natural golf course
Public golf course
Winter Springs golf course
Trails (3)
Bike trails, multi-links to schools, expansion, bike racks
Improve nature trails- Sidewalk to trail from neighborhoods,well lit,
better visibility
Connect bike trails
Restrooms along trail
Inside recreation center, movie theater, skating rink, bowling alley(2)
Dog parks (2) - 10 minutes from everyone
Maintain and improve excellent parks (2)
Full-time community youth center(2)
More athletic fields
Complete Central Winds Park
Multi-purpose facility by Winter Springs Golf Club
More youth programs
Quality of Life
Underground power/utilities (2)
Building height limitations (no skyscrapers)
Growth- smart growth- retain small town feel,retain quality of life (green areas)
More sports facilities,basketball
More and more better streetscape projects - continued excellent maintenance
Special needs activities
Happiness
Affordable living
Keep division of rural and city
No high rises
Limit density- multi-family
More street lighting
No billboards (2)
No neon signs
No sleaze establishments
More quality restaurants (non-chain)
More outside dining (covered, music)
Whole Foods or Fresh Market(2)
Bakery, shoe repair, flower shop -reasonable rent
High end restaurants
Rural in nature
Shopping - specialty stores, like Waterford
Covered walkways within shopping districts
Clean up promises met
Safety
Handicap-friendly intersections
SRSR434 -plans for safe school bus pickup with all new development
Safe -outside, low crime,kids,walking
Walkway across SRSR434 from town center
Pedestrian bridges across SR434 to nature trail
Cater to pedestrians/bikes
Improved school zone signage - consistent
Safe crossings and crosswalks
Camera enforcement at signals
Public safety- tornado sirens
Sidewalks along all roads
Senior Citizen Friendly
Senior/handicapped access
Senior/independent living
Expanded senior center
Town Center
Thriving town center
Completed town center-vibrant, daring, alternative transportation, all inclusive
Town center expansion adding unique, attractive, charming high-draw business
and events
Town Center expansion- 90-100% capacity (2)
Town center is regional hub with more parking,parking garages,pedestrian
friendly, friendly attitude towards business owners (city hall)
Move post office to Town Center
Completed Town Center and Central Winds Park
Town center completed per vision with parking garage (2)
User-friendly town center- commercially attractive
Expand Winter Springs Town Center-more businesses, more parking
Transportation
Better public transportation(all alternatives)
Public parking for bikes and motorcycles
All roads paved
Public transportation(6)
connection to mass transit(Sunrail), internal loops, buses for local trips,
trolleys (2)
establish multi-modal transportation systems
light railibus
connecting to Lynx
State of the art transportation, more buses, golf cart community
Traffic signal at Tuscora and SR434
City/state owns all roads
Enhance SRSR434 West of SR SR419
Community travel and events
Other
Entrance to Central Winds Park off SRSR434 with message board
More business hiring of the disabled
Disposition/resolution of Winter Springs golf course
Former Winter Springs golf club restored to municipal golf club
UCF usage
Annex to SCC
Miller's Hardware or ACE
Waterfront district
I like it just like this... "If it's not broken..."
Why wait?ASAP
User friendly parking and code enforcement
Tuskawilla extended to Jessup with public access
More uniform city boundaries, eliminate enclaves
Parking garage, ample parking downtown
No overnight parking throughout all districts (district wide)
Better entrance to Winter Springs on SR434 (going east)
Larger signage/monument for activities
2020 Winter Olympics
Summer Olympics
City of Winter Springs
BUSINESS COMMUNITY
VISIONING, WORKSHOP
June 9 2009
Facilitated by
Marilyn E. Crotty
The John Scott Dailey
Florida Institute of Government at the
University of Central Florida
9 Y
INTRODUCTION
After a successful community visioning workshop in February, the Winter Springs City
Commission asked the John Scott Dailey Florida Institute of Government at the
University of Central Florida(IOG)to conduct a similar workshop to engage the business
community in a discussion of the future of the City from their perspective.
On June 9, 2009, a diverse group of approximately 30 people gathered to describe their
vision for the City of Winter Springs in the year 2020 and to identify needs and
opportunities that should be addressed. Professionals, small manufacturing firms, retail,
service, and at-home businesses were represented.
The Mayor, four members of the City Commission, and city staff attended the workshop
to listen to the ideas of the attendees. This report is a summary of the discussions and
conclusions of the Business Community Visioning Workshop.
WINTER SPRINGS—2020
Participants were divided into three groups and asked to imagine it was eleven years in
the future (2020) and to describe their vision for the business community at that time.
Several themes were identified and are listed below:
Business Community
Known as "the" place to start/grow/diversify with appropriate incentives
Target 80/20 (residential/business) vs. current 90/10
Increase non-service industry business base
95% occupancy
Industrial district
Historical district
Sidewalk sale
Something for everyone (businesses)
Walking district
West Winter Springs will be a desired location
Historic district
Increased tax revenues
Facelift
Businesses that cater to seniors
Day care
Assisted Living Facilities
Business in clusters
Medical clinics
More office-type buildings vs. strip malls
Successful incubator programs
Access to businesses
Points of access created
Facilities
Large entertainment/hospitality/conference center/restaurant/dining
Town center and surrounding open land filled with quality development
Significant aquatic complex/center
Enhanced trail/Jesup water taxi/bike usage/use of lake
Signage for Town Center
Customers can see/notice my business
Electronic billboard
Aesthetic signage
Activities
Local festivities/meet and greet/food/drinks/music
The Mardi Gras of Central Florida
Hotels are full
Businesses to purchase Gasparilla floats
25 participating high school and college bands (FAMU)
60,000 hungry people, restaurants
"Winter Park" walk/shop/eat/park in style
Cultural arts
Government
Strive to do business with each other- government/private cooperation/local preference
New businesses are able to come
Design criteria of town center allows more flexibility based on business needs
Form follows function
Personally assigned city staff to help any business person obtain their approval/permit
City adequately staffed to support the community demand
Positive police/fire presence
Government small, serve the business community-what can we do to help you, offer
incentives
Economic development office for business development
Business friendly startup processes
Multi-modal transportation system
Education
Keep/enhance Winter Springs public schools- high reputation with additional amenities
and activities
Encourage business/community/school volunteer cooperation
IDENTIFICATION OF NEEDS
The small groups next were then asked to identify things that are not now in place in
Winter Springs that would improve the business environment or quality of life in the city.
The following suggestions were made with the asterisked items considered the most
important:
*Promote and advertise Winter Springs as the place to do business
*Economic development council
Bring businesses to community
*Incentive programs to bring business
Tax cut
Reduce impact fees
Credits/grants
*Quicker permitting process
*Aquatic/entertainment center
*Historical district
Flowers/flags
Lamps with landscaping
Walking path
*Maintain quality aesthetics
*Solid anchor restaurants in town center
*Medical offices
*Assisted living near medical offices
Transportation
monorail with parking
east to west
Send businesses the Winter Springs newsletter
Signage
More businesses
Regional Economic Development Commission to target Winter Springs
Recycling support services
Transportation
Expand reclaimed water opportunities
Purified water
IDENTIFICATION OF OPPORTUNITIES
The final activity of the workshop was the identification of opportunities that have the
potential to contribute to a better quality of life or business environment in the city. The
following suggestions were made with the asterisked items considered the most
important:
*Opportunities at Lake Jesup (water taxi, recreation, boardwalk, boat rentals)
*Better utilization of water/lakes/rivers/wetlands/trail/parks
*Expand amphitheater concept- create a real destination or recurring event
*Seminole Way
*Town Center
*Technology/communication/process/permit/online service
*Growth appears, people are pleased
More tax revenue
More police
More security for residents
Lower tax burden on individuals
Lower crime
*Increase east-west traffic flow- create new business
*Can hire more employees - can grow business to next level -more work- less crime
Wine and art museum or gallery
City website/expand links to local business
General Comments
Don't wait- move up these priorities
Include businesses on city website
Newsletter available for businesses
Town Center business visibility
Promote events to draw people to Winter Springs- develop a slogan
CITY OF WINTER SPRINGS
COMMUNITY VISIONING
FEBRUARY 26, 2009
Please share your,thoughts and comments on the following issues.-
1. The Winter Springs website
• A lot of good info, but sometimes difficult to navigate. Not such small
print.
• Haven't used it! What can you do there? Pay bills?
• Use website to download forms, pay bills, find details of special events.
Find a good "model" and go for it. Spend whatever it takes to do it
right.
• Auto bill pay
• 1 have to admit that I have not used the W. S. Website. However, I
believe that many do depend or would like to depend on a website as a
source of good and thorough information.
• City wide wifi, expand website, pay bills on site, more info about
events, podcasts
• Get info re events, city plans, proposed changes, etc. pay utility bills,
download forms, view city job opportunities.
• 1 like the website, but don't use it often.
• On a scale of 1-10, a 7 — pretty good.
Like it, use it, have found what I need there.
• 1 don't have a problem. It cannot be all things to all people,
• Better search facility
• Need to be able to pay water bill!
Pay utility bill on-line. Download forms. City financials on it—easy to
read, city gov't meeting or podcast, esp. commissioner's mtg.
• Add easy feedback to city, pay bills electronically, email newsletter,
forms to print at home or fill out on line.
• 1 have not viewed it in quite a while, but it was ok but not always easy
to navigate. Under current economic conditions would not consider it a
priority to update.
• More user friendly, podcast on website, more information financial of
city
• Update to include bill paying. Bring site into 215t century
Pay bills online, more user friendly, hard to find forms, update who is in
charge of different departments
Looks good
• Needs improvement
• Needs redesign to be more (novices) people friendly. Difficult (now)
for beginners! Public notices, current projects need to be kept up to
date! Old, and/or completed projects should be removed. Each
department should utilize space in their category to post information.
Keep calendar up to date. Last week many March meetings were not
listed
• Current site needs to be completely revamped.
-low functionality (brochure approach)
-hard to find info
• 1 do not, nor will I, have a computer! Do have meetings televised (as
they do on C-SPAN). I'd like to read more about city gov't. in the
Sunday paper!
• Continued enhancements
• Needs to be user friendly. Should be able to
-pay bills
-event calendar
-pod cast city meetings
-find cell phone #s and communication info.
• Getting better, needs improvement, more archive access, more "e"—
abilities (process things without having to come to City hall). Upgrade
the Human resources area to the present century.
• Keep enhancing it. The more functional, the better.
-Current City Finances
-Bill Payment
Permit applications
• Very well done for the most part, need special spot for all
communications to public, proactive intercity communications so
everyone can see all that is happening.
• They cost money to maintain!! Overall —very good — I can find what I
want. I sometimes find it difficult to look at and/or print agendas and
agenda items. I like being able to listen to Commission meetings on
line. (I do not understand why some people say they cannot find info.)
• The website document search works if you are researching a specific
topic. But it's not so easy to use for more casual browsing, for
example if you just want to find out what's been happening at the
commission meeting.
• Events Center, vendor, sponsor signup, past and future event info,
podcasts, career center, financial reports and statuses.
Not warm & fuzzy. Water— auto pay? Our reclaimed water was
"down" for a good while (days, maybe a week) we thought our system
was broken. We called a repairman. This problem could've been
addressed on website — like let us know.
2. The proposed Seminole Way
• Great! Develop it and develop our waterfront. Let's make our lake
front an attraction
• Limited acreage dedicated to this project. Control the sprawl.
Preserve natural lands and environment. Green. Eco-friendly. Traffic
and congestion a huge concern. Protect the environment.
LIMITATIONS. CAUTION.
• Encourage with caution
• Hi-Tech business, medical BioTech, Hotel. Park and ride areas.
Caution — let's not get too commercial
w
• Involve community in master planning. Do not "piece meal" the
development of the corridor. Identify the uses and infrastructure
needs, involve the adjacent cities and county owned parcels.
• Keep it clean industry.
The sooner the better
• Always good to diversify the tax base in a well-planned way!
• 1 don't know about this yet. Need more info. Is it on website? If not,
put it on there.
• It needs to be pursued aggressively. I'm not sure that will happen
because of limited parcels and parcel size. We may not be as
significant in the process as the northern and southern end locals. If
can, develop a supplemental process.
• No comment, beyond joining in with the county and other cities to
make this a success.
• 1 would NOT like to see any development at the intersection of 417 &
434!!! It would increase the traffic significantly and destroy our
environment. Really bad idea.
• A great idea that should be fast tracked. Build a hotel very close to
417/434.
• Economic development south of 434, all cities cooperating, hub for
HiTech corridor
• Now Now Now— office park and clean industry (tech oriented)
• Keep the citizens of W. S. in minds. Fight for what is best for
residents. O
• Need to ensure it doesn't become another "downtown Orlando"
• Great idea
Professional businesses, office park setting, no more than 3 stories.
Hotel with meeting/conference space. Design should be very
aesthetically pleasing. Waterfront access to the public if possible.
Also green businesses should be encouraged.
• Threat to Lake Jessup? Take into account traffic.
• The Seminole Way needs to remain completely segregated from the
rest of the community—we can't allow the greenspace between the
Seminole way and the rest of our city to be encroached upon.
• #1 reason for having access by public transportation between 17/92
and the Greenway (#417) on 434. Be mindful of the surge of daily
traffic that might occur— No industrial park with a Winter Springs
address!!
• In favor
• Keep it simple. Set reasonable limits.
• Accessible by all means of transportation and secured areas for each
(pedestrian, bicycle, motorcycle, bus/public transportation, car/truck,
train/trolley). Park & ride.
• Yes, yes, yes. Keep it light industry, professional, recreation, high
tech, entertainment.
• Must include environment as a foremost focus point.
• The city has done a great job of setting the groundwork through
annexations. Now the city must be careful in controlling the
development that comes in. Do not lower our standards for codes and
development requirements just because the economy is bad —wait for
it to improve.
• Do we need more houses? Don't mess with Lake Jessup.
3. The parking of commercial vehicles in residential neighborhoods
• NO! Don't allow it. No overnight parking in street, mine is too narrow.
NO. I like the GVW limit, I don't want a tow truck parked next door.
• The less affluent area of Winter Springs will struggle with this idea.
How can we accommodate the diverse population of the city? Limit by
weight. What's eco-friendly? Flexibility, common sense and
cooperation.
• To be determined by HOA
• I'm not sure how I feel about this issue, since I can see the rationale of
both sides. I do live in a deed restricted neighborhood that prohibits
commercial vehicles. If allowed, there should be restrictions in terms
of size.
• Park only as long as necessary to complete the task.
• Need to use discretion, while tractor trailers, large panel trucks should
not be allowed, a work truck with company logo's ad's should be
allowed.
• Would prefer a 4 hour time limit. Need to allow parking but many
streets are too narrow to permit safe parking for a long period of time.
• Nothing larger than a van (like a small panel) no work trucks, no signs,
no semi's.
• Not an issue in my neighborhood —does need to be regulated.
• As long as it's not an oversized vehicle or trailer type. I don't have a
problem with it. It would make the city more business friendly. An
independent business owner with his company vehicle would hesitate
to buy here knowing he'd have to hide his pickup or park & ride
somehow.
• Commercial vehicles should have parking privileges in order that
services may be provided in a timely and efficient manner. Allowed
during normal business hours — 8am — 6pm. No overnight parking
should be allowed.
• Semi-tractor-tractors — NO! Plumbers, brighthouse, small business
vehicles — OKI
• 1 have NO problem with this as people use them to earn a living. I do
have a problem with winter visitors parking large motor homes in
residential areas.
• Should only be personal style cars, pick up trucks with lettering not full
wrap around vehicles.
• Not really in favor of, but would be willing to allow them up to a certain
GVW like a small pickup truck or van
• Not allowed only for repair during the day, some flexibility small van or
car, limit by gross weight
• Write the changes to be sure that "junk" vehicles are excluded — ie 70
Ford 150 with 2 colors for the front fenders and rusted out.
• Should not be allowed.
• For folks who drive it back and forth to work. Ok; otherwise, no.
• No semis, etc.
• Businesses often require employees to take vehicles home to provide
on-call service (ex: electricians, plumbers, etc). Others provide vehicle
as part of compensation package. Current req. asks for magnetic
signs to cover which are stolen. So — allow small vans with lettering,
provided vehicles are well maintained (not rusty or falling apart) and
are not filled with huge ladders and equipment. Also regulate by
vehicle weight!
• No overnight parking of large vehicles limit by gross vehicle weight
• Does not bother me, as long as they are parked in the drive way or
properly on the street.
• Use common sense.
• There needs to be a clear definition of "commercial vehicles" size,
signage, wheel base. Can the vehicles be parked in the garage?
• Allow smaller vehicle and restrict size and sign on vehicle
• Be flexible, where HOA exists, let them handle it. I like the vehicle
weight restriction theory.
• Flexibility— perhaps declare "no enforcement" during times of
hurricane clean-up or other times when "function" of the community
and the jobs people do are recognized more than just an "eyesore" in
the driveway. Reward people that set the "peel off' type logos for their
vehicles, provide incentive. Do need some type of size/weight/visibility
limitations.
• Should be left to the discretion of the home owner associations.
Where there's no HOA, the city should allow the parking of small
commercial vehicles, i.e. vans, pickup trucks, etc.
• It needs to be controlled —we do not want large vehicles. However,
there may be room for compromise, such as: small signage on
vehicles, small roof/ladder racks, etc.
• NO. Also, no parking on your lawn! Mandatory house painting every
several years. No commercial vehicles.
• To have marked side at street parking if the resolution is passed. Too
many times people park one side then someone parks on the other
side with no room to get around.
• Problem in CV Parking across from one another. Sometimes garbage
trucks can't get through! Please fix the "maze" of WS Town Center!
Please use the back of this page for comments on any other issues.
Thank you for participating!
• The bedroom community has statistically a 60% to 75% residents with
ownership of dogs. People walking dogs don't remember to take bags
with them so when their dogs relieve themselves, the owners don't pick
it up. Dog Parks provide bags and one of the rules is to pick up the
poop. 95% to 98% of the people who use the dog park follow that rule.
Plus it gives the dogs a place to run which is something they can't do
on a leash. The current temporary park is so poor, that people I have
talked with would rather go to other dog parks. Plus it is a place that
people can talk and make friends other than their immediate
neighbors.
• Please finish the dog park in time to use the matching grant. This
project has been discussed since 2001. $7,000 has been given to
make a final dog park. It has been voted to go by the matching grant.
That means completing it in 3 years and one year has passed without
any construction. One commission's vote should not undo a vote of
the last. Underground electric.
• Gated communities should not have to pay for road improvements.
We pay taxes like everyone else.
• Targeting foreclosure crisis on a local level
-target "owners" of foreclosed properties to ensure they are kept in
"good condition".
- use the city resources as a conduit to local financial institutions to
work with current homeowners with troubled mortgages.
• Ensure Oviedo mall does not become a "slum area".
-work with Oviedo, Seminole County government to ensure property is
dealt with and provides a sustainable business area.
-target existing "smaller" stores to incorporate operations in Winter
Springs town center
-tax incentives, etc.
• We need to establish one or more community gardens. They beautify,
build community, can be used to educate children, work as therapy
and more.
See the American Community Gardening Association
Yes, I would be willing to volunteer my time and effort to make this
happen. David A. Smith 407-435-2926 dsmith48 cfl.rr.com
• -We started off this.evening with what is "good" about Winter Springs
-We moved on to discuss what would make Winter Springs "better"
-But we didn't even touch upon the impact of"better" on quality of life
more growth, more congestion, higher population density
-1 moved to Florida 25 years ago. At that time, Orlando was a small
town and Winter Springs was "out in the Country". Today, Orlando is
quickly evolving into just another big, overcrowded city and Winter
Springs will shortly follow.
-the big challenge is to carefully control growth and population density
while improving quality of life.
• Need to be consistent with Town Center code enforcement. Some
businesses have been required to remove vehicles with signage that
were parked in spaces along SR434 frontage. Recently there has
been a VWA with temporary signs "stuck" to it and a large banner
(H&R Block) along SR434. If enforcement has changed (due to
economy?) tell everyone. The message I heard is that people like
Winter Springs the way it is. The "city", management and elected
officials, need to plan carefully and maintain what we have and why we
live here.
CITY OF WINTER SPRINGS
COMMUNITY VISIONING WORKSHOP
FEBRUARY 26, 2009
WORKSHOP EVALUATION
Objectives Not Met Fully Met
Allow participants to identify the treasures 1 2 3 4 5
of the City of Winter Springs they want preserved 1 1 9 44
into the future
Allow participants to describe their 1 2 3 4 5
hopes and desires for the future of the 2 2 10 41
City of Winter Springs (comment: needed facilitators)
Allow participants to provide input on specific 1 2 3 4 5
Issues (comment: difficult in a Ig group) 4 4 8 36
Objectives Disagree Agree
The facilitators were impartial and helpful 1 2 3 4 5
6 49
Comments:
• Nice job, well organized
• Followed the agenda to a T! I feel a better job could have been done explaining
what the meeting was truly about.
• With housing costs coming down, more families will continue to move into Winter
Springs. This will increase the need for more fields for soccer, Lacrosse, Baseball,
etc... All the current fields are at full capacity, so more land will be needed for the
growth between now and 2020
• Excellent and positive workshop. Many things to think about.
• Thank you for this opportunity to express our visions and opinions regarding our
future! Bravo and kudos!
• Lot of input crammed into small amount of time
• 1 commend the commissioners for doing this
Good process, appears that there are plenty of open projects that are not completed
yet, keep expectations in balance with affordability of the residents
• Great meeting well attended
• Very interesting concept. Very positive exchange of ideas. I appreciate the
opportunity to participate.
• This needed to be held over several days for people to be able to provide their input
specifically. This was a great beginning but much more time was needed. 6:00 was
too early for my friends to attend since they got off work at 6pm.
0 Great opportunity
• Great exercise and hopefully, we can see some of the most important ideas come
true. For example, a library, web site, user friendly, accessible to high tech
businesses. Also develop the town center and finish a marina, lake front hotel, etc.
• Very valuable interesting, very worthwhile
• Well done, would like to see more workshops
• We need to have one of these for current economic conditions.
• Thank you! This has been very positive and informative! We love living in Winter
Springs.
• 1 wasn't looking forward to this, but was asked to come. But I am very pleased to
have come and very impressed at so much good and constructive discussion and
good ideas generated. Thanks!
• Great opportunity. Should be repeated every 2-4 years. Marilyn always does a
great job!
• While the oversight of the session was unbiased, the assumption of no limitations to
a future (2020) is itself a bias. There will be no "blue sky" but an extremely
limited/curtailed future and not discussing those limitations before starting the small
group sessions leads to lots of energy being spent on ideas that have little chance of
coming to be—worse, it encourages too much straight-line thinking
• Unfortunately people always, think bigger is better, not focusing on the quality of life.
• Thank you. I look forward to seeing the results from this meeting as well as the
practical application.
• Truly enjoyed the opportunity to participate in this workshop. The test is seeing what
is done with the input received. Was glad the flyer was sent with the water bill. The
County and the cities are our partners. Let's not throw darts at each other, even if
they start it.
• The workshop, in my opinion, was of great value to the city.
• Winter Springs new police chief is great. Winter Springs has a low crime rate—that's
great— BUT your police officers need to have MUCH better communication skills —
MANY are condescending and rude. Everyone is not a criminal. There are like
vultures! The entire 417 Exit onto 434 IS NOT 25 MPH —ONLY the exact spot of
change basket and reader for pass transponders is 25 MPH. At those exact spots
only! Prior to those spots - is a deceleration ramp! After that point—the speed limit
is the same as city streets! That's why there is an arrow on the 25 MPH sign
pointing at the ground! Also regarding police— please don't trump up citation code
numbers and apply them where they don't have a specific use. There is no
ticketable offense for having a FADED license! Don't write the code for not having a
valid license instead!!
• The facilitators did an excellent job of maintaining the flow of the workshop. The
group was a very good representation of our"average citizens" with minimal
personal agendas. These are the people the Commission needs to listen to.
• High quality session that identified lots of opportunities. There will be lots of hard
work to put these into workable plans and future actions. A good start.
• This workshop was a great idea. Maybe it could be extended through a forum
attached to the Winter Springs website.
• This should be a regular event! Thank you for asking for citizen's ideas. But I do
hope some of the ideas are acted upon. In my opinion, the most important idea that
needs to be accomplished is completing the Winter Springs Trail from Layer
Elementary to the Environmental Center. In addition, development of a waterfront
district on Lake Jessup would add to the quality of life for Winter Springs residents.
One of the best things about Winter Springs is the city parks and greenspaces.
These areas must be preserved and expanded. Biking trails linking residential,
commercial, schools and parks would promote a healthy lifestyle. A library and
cultural arts area are a must! These could occupy vacant storefronts, particularly in
or near the Town Center. This would help our children, emphasizing the value of
education and the arts. It sends a message about our community. Thank you for
listening to the citizens of Winter Springs!
• A very professional group of facilitators and a very civic-minded group of citizens.
• Very well organized. Facilitators moved activities along very well.