HomeMy WebLinkAbout2007 06 16 Departmental PresentationsCITY OF WINTER SPRINGS
AD HOC WINTER SPRINGS CITIZEN
PROPERTY TAX REFORM COMMITTEE MEETING
JUNE 16, 2007
9:OOAM
CITY HALL CHAMBERS
AGENDA
9:00 AM ROLL CALL
9:05 AM REVIEW
9:10AM ADOPTED LEGISLATIVE SUMMARY
DEPARTMENT
9:20AM CITY COMMISSION
9:30 AM CITY CLERK
10:00AM CITY MANAGER
10:10AM GENERAL SERVICES
10:40AM FINANCE .
11:10AM INFORMATION SERVICES
. 11:45AM BREAK/CATCH UP
12:15PM PUBLIC WORKS -WORKING LUNCH
1:OOPM COMMUNITY DEVELOPMENT
1:45PM PARKS AND RECREATION
2:30PM BREAK/CATCH UP
3:OOPM FIRE
3:45PM POLICE
4:30PM ~ WRAP UP
S:OOPM ADJOURNMENT
Please hol d questions until the end of each presentation.
Staff Reports will be limited to requests approved by the Committee.
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Office of the City Manager
Property Tax Committee Presentation
City Manager Ronald W. McLemore
June 16, 2007
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Department Overview
Cny
Manager
ouenor x~w uenor ~x~ m nenoi rena cne~ cMA
Mission
To continuously increase the wealth of our City
by assisting Citizens, City Officials, City
Employees and Intergovernmental Partners
in making intelligent decisions regarding the
long term best interest of our City.
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Vision
Winter Springs would be recognized by our
residents, other governments, and persons
considering a decision to locate or invest in
our City for our extraordinary quality of life,
positive leadership, and exceptional
municipal services.
Goals
1. Assist the leadership of the community in
establishing bench marks of success to
guide and direct decision making.
2. Identify and focus the resources of the City
in a logical sequence of action steps to
accomplish the City's benchmarks of
success.
Goals
3. To consume the least amount of resources
possible for accomplishing the City's
benchmarks of success at the level of
quantity and quality desired by our Citizens.
4. To gain public confidence and trust through
the ethical conduct of the pursuit of our
benchmarks of success.
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Resources
Office City
Employees 2 304 FTE's
Budget $ 271,650 $ 61.23M
Departments 8
Assets $ 126M
Results
^ Extraordinary Quality of Life
• Excellence in All Municipal Service Areas
• Lowest General Funds Spent Per Capita
• Second Lowest Taxes in Seminole County
^ Scandal-Free
Application of Time
BY CUSTOMERS
Development Mayers 25%
May 8 Commission Matters 20 %
Depadmenlal Mallers 15%
ButlgeVFinancial Matters 10%
Legal Matlers 10%
Personnel Mallers S%
Citizen Mallers 5%
Community-wide Matlers ~ 5%
Inlergovemmenlal Mallers
~~ 5%
Total 100%
BY FUNCTION
General Atlministralion ' 10%
Policy Planning
~ ~~~~ ~ 10
Operations ]9%
Salt-Development ~ 1 %
Total 100%
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Impacts: Cuts
^ It would be Impractical for the Chief
Executive's Office, with Less Than Two
People, to Perform.
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Commissioner Donald A. Gilmore
Commissioner Joanne M. Krebs
i~li ~.S ,ti''/i~
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Office o/the
Commission FY'2007-
2008
Payroll $74,400 43.5 % of
total
proposed
Budget
Operating $96,296 56.5% of
total
proposetl
Butlgel
Capital $0 0% of
t
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o
a
proposed
Budget
Total Budget $170,696 100%
~ 10% Repudion le Na Commission:
On a 51]1.000.00 BueBe1, a 10%reeuH
wou10 epuala h approaimalely Et],100
woela r<awn in m. anmmaeipn w NI
prclm[ional aawn.e. m melees
Ime.po.~emmem,l, naaiaory Boalp
RppnuMmn Evenh, Inaupuraliom,
rav.anm.MS for ne commi.aien ana m.
punlic. CONSEQUENCES: whkh wl(hlusr
mer maucrmn m srax wove pmnmd rma
Daparrmenl morn Belong our Shre arse Lily
Charter meneatetl wwk cnmdMee-which
Wepal ma cM in eater n olaaen maneaha
(E15,oo0f
woam r.sun m m<~eaepon or oam a
R.phvamm. coNSEOUeNCes wwa
Nrrtil lire Drys Mambershp in other
gover mental ogamrarns such as fhe
Nafmnal segue of C2es fET fOU)
f
waaoro•pao i nary sv,a o~~u.ao. woue
wanl~ d.d
w panes mu Mwmmmi aom
aye city cnam~. awaww won
m~ me ~wnon wooupolmo cry n.alelm asucn
es (tisoml
rs. awq wxn e:nnaig Mme mr~
cay aew Vieners (t1aro1 u ~~.oac orlne nmexyd
on • f~]? aao as auaan. a wv...eo.no. weWe
purm ro appro inunN h1 ~w~
~aM
a~(IrS.[w~o pwme CrynrWalm dsucn
RpMlre la s~CONSEWENCE~Ow
<iN's Momamhiq n M g,remmemelo9en e~aio~s
a ativg delimmariglWnB kr~me
xes (t bl taro) umm M~ memar
CMy lewabrcers lalo9ro) ~ ~m mom oltrol g
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Ad Hoc Winter Springs Citizen Property
v„ Tar Reform Mi4gation Advisory
~' CommiVee Meeting
SaWrday, JUne 16.2007
city Mall
commasion cnamnars
~ or6~e or me cuy aerk Presentanon
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~rV Ciry of Wiener Springs
v Cily Clerk
Andrea Lorenzo-LUaces,CMC
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U Mission Statement
The Office of the City Clerk is proud
and honored to serve the Mayor and
U City Commission of the City of
Winter Springs, while working to
~ assist the City Manager and his
^1 Staff; all Advisory Board and
Committee Members; and the
tJ general public with any needs and
~ concerns that they may have.
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Brie/Synopsis:
The City Clerk is appointed by the Mayor and retified by the City
Commission and serves the City of Winter Springs as a Charter Officer
along with the Clly Manager and the City Atlomey. The City Clerk is the
`r~l official records keeper of the City and custodian of the CI[y Seal.
V The Cily Clerk antl Stall work closely with the Mayor, the Cily Commission,
the Cily Manager, Staff, and the generel public. This office supports the City's
a legislative hotly by recording and maintaining the of(cial records antl
,~ 1 legislative history of the City of Winter Springs. The OHice of the Cily Clerk is
H also responsible for providing Notice of all official Meetings; issues all City
\ Commission antl Atlvisory Board antl Committee Agentlas (in coordination
v with the City Manager); and provitles the Minutes for all Cily Commission
c antl Atlvisory BoarU and Committee Meetings and Workshops.
Additionally, the Clty Clerk is also the designated bcal Elections Official and
O Filing Officer for all City elections; provides a witle range of public
information services; and performs all mandatetl functions untler Florida
Statutes, inclutling the Florida Election Code, antl also the Chader of the Cily
of Winter Springs, Florida.
Office of the City Clerk
nearea u«eo:o-waeas. cnNC, cny clerk
v..
swx
U ~eae ere,
De{wry City Clerk
^s Danielle Mahar Card ~dUMin
O' Nsaistam ro Me C'Ny Clerk Assi9aM b Me CNy Gerk
.N~ YGmmmm
V ry as cnY PnwreY Y M
O me rnY G4 n Y Y
(F«Ming curredly Is wM« Inbrmatun Services DeDVlment)
^~ Ciry COmmissi
Cary Anome Y a ~
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~ ~a~=ee, a~am,~,
O emm,„ rd
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Funding
~ Funding for the Office of
c~ the City Clerk is
~ provided through the
`~ General Fund.
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CODE OF ORONANCEs
city a
WINTER SPRINGS, FLORIDA
PARTICMARTER'
ARNe I. Corporate Name
(~~
r~ Sec. 1 Ot. Corporate name.
Temtpial BouMarles
ARitle II
C .
Sec. 2.01. Tartilaial ewManm.
Sec. 2.02. PropeM geese 6Y anneaaton since 19]2.
Sec. 2.03. Anneiation pracetlure.
~~ ANde III. Powars of Me City
Sn 301. Generally.
Gweming Baey
IV
.
ne mss
Sec. 4.01. ComposHion: quaF6calion of mam6ers; a ron tlisiricls.
Ownmissim eietricis; atljuslrmnl of eisVitlemm
Sec
4 02
.
.
Sec. 4 03. Electon aiM terms.
Sec. d 04. Compensatim', espenses.
Sec. 4.05. Mayor
aIV Sec.4efi. PeMi 4wn~6obhe duties.
Sec. 4 07. 9 ot6ar oKCe.
Sec.4 O8. Vacandes, bRenures of oR z: tilting of varanpes.
Sec.4.09. Juege of qualir[atbns.
0 C'
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Sac •t
Sec. 4. vasigaeons.
Sec.4 12. Ineepenoent autlits.
Sec. 4.13. PraceOUre.
Sec. 4.td. Agbns requinig an ortllnance.
Sec. 4.t5.Orainancas In general.
Sec.4.16. Autlrenticatbn aM recorong, meifration.
CODE OF ORDINANCES
City of
WINTER SPRINGS, FLORIDA
PARTICHARTER'
~l Section 4.10. City clerk.
r \ (a) The city commission, after receiving a nomination from either the mayor
v or a commission member(s) shall, by a vole of not less than four (4)
commission members, appoint an officer of the city who shall have the title of
city clerk. The c'tv clerk shall p've not'ce of commission meetings to its
me b sand the publ'c keen the iou al of its oroceed~nas and
tit p rtorm s ch othe d t es as are o o 'detl by th's Charter by the
U commission or by law.
(b) The city clerk may be removetl by a vote of not less Than four (4)
commission members.
Office of the FY'2007-
City Clerk 2008
Payroll $231,086.00 89%of total
proposed Budget
Operating $27,764.00 10 % of total
proposed Budget
Capital $3,610.00 1 % of total
proposed Budget
Total Budget $262,640.00 100
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CODE OF ORDINANCES
~ City of
WINTER SPRINGS, FLORIDA
Chaoter2 ADMINISTRATION'
Anicle I. In General
Sec. 2-1. Abantlonetl propedy; disposition by city.
Sec. 2-2. Use of city athletic facilities; fees.
.L Secs. 2-3-2-26. Reservetl.
Article II. City Commission
Sec. 2-26. Recall of elected officials.
Qa Secs. 2-27-2-00. Reserved.
Adicle III. Boards, Committees, Commissions
~ Division 1. Generally
,~ Sec 241 Fee oaid to aooointed board members: attendance of
meetings.
Sea 2-02. Appointments of boards antl committees.
Q Secs. 2~3-2-66. Reserved.
Adicle IV. Elections
~I Sec. 2-81. Election supervisor.
Q)
DIVISION 1. GENERALLY
Sec. 241. Fee paid to appointed board members; attendance of
"~ meetings.
~ (al Each Derson aooointed by the city commission for the Citv
~ of Winter SDrinos. Florida, shall receive the sum of twenty-five
Q dollars 1825.001 for each meeting of the board the Derson
attends as reimbursement for all exoenses incurred in attending
the meeting.
~ (b) Any person who is a member of an appointed city board shall
'N have the right to waive acceptance of any reimbursement.
~ (Ord. No. 551, §§ 1, 2, 1-24-94)
CODE OF ORDINANCES
~ City of
^O WINTER SPRINGS, FLORIDA
~ Chanter 2 ADMINISTRATION'
Anicle I. In General
Sec. 2-1. Abandoned propedy; tlisposilion by city.
~ Sec. 2-2. Use of city athlellc facilities; fees.
Secs. 2-3-2-26. Reserved.
O Adicle II. City Commission
rry~.e~ Sec. 2-26. Recall of elected officials.
^~I Secs. 2-27-2-40. Reserved.
'~ Anicle III. Boards, Committees, Commissions
~ Division 1. Generally
'ti Sec. 2-41. Fee paid to appointetl board members; attendance of meetings.
Sec. 2d2Sec. ADDOintments of boartls and committeesof boartls and committees.
O Secs. 2-03-2-66. Reserved.
Article IV. Elections
Sec. 2-81. Election supervisor.
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Sec 2.42. Appointments of boards and committees.
(a) Purpose. The purpose of this section is to enhance the public's
~ respect and confidence in the municipal services delegated to, and
~ performed by, city boards and committees and to ensure that
decisions of boards and committees are in the best interests of the
city. The purpose of this section is also to establish uniform and
~ consistent procedures and requirements for establishing and/or
'ti. abolishing boards and committees, and aooointina and removing
~ members thereof, and for conducting board and committee
~ business.
The 2006 Florida Statutes
~_ PUBLIC BUSINESS
p~ Chapter 286
~'
. MISCELLANEOUS PROVISIONS
~
8v
286 011 Public meetings and records: public inspection:
` criminal and civil penalties.-
(1) All meetings of any board or commission of any state agency or
\
~ authority or of any agency or authority of any county, municipal
r
C corporation, or political subdivision, except as otherwise provided in
the Conslltulion, at which official acts are to be taken are declared to
O be public meetings open to the public al all limes, and no resolution,
rule, or formal action shall be consideretl binding except as taken or
made at such meeting. The boartl or commission must orovitle
(~ reasonable notice of all such meetings.
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Posted 2004 2005 2006 01/2007-
Agendas 05/2007
city cona„isaion 23 23 23 9
Regubr Meeting
AgeMas
cuy c°mmiaaion
Special Meeting 6 7 15 8
AgeMas
cnyc°"'""==i°" 10 17 16 10
Worka~op AgerMas
cty c°,nn,issio"
Anorney~ciient 3 0 2 4
Session Agendas
cuy c°mmissi°n 13 12 9 3
Amenaea
Revisers Agentlas
an« pos~M P4 77 135 62
Meetiigsl
Events AgeMas
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Posted 2004 2005 2006 01/2007-
Agendas 05/2007
city commisson 23/ (x8) 23/ 23/ 9/
Re9ubr Meeting 194 Hours 184 Hours 164 Hours 72 Hours
AgeMas
city commission 6/(x2) 7/ 15l 8/
spacbl Meeting 12 Hours 14 Hours 30 Hours 16 Hours
Agergas
city commission 10/(x1) 17/ i6/ 10/
worxsmp AgeMas 10 Hours 34 Hours 32 Hours 20 Hours
city commissbn 3/(xi) 0 2/ 4/
Anorney-clbm 3 Hours 2 Hours 4 Hours
Session AgeMas
city commission 13/ (x.5) 12/ 9/ 3/
Ameaaea 6 Hours 6 Hours 4 Hours 1 Hour
Revised Agentlas
anx POSlea 24/(x.5) 77/ 135/ 62/
Meehngsr 12 Hours 38 Hours 67 Hours 31 Hours
Events AgeMas
JusT TO 227 276 319 146
PMTIALLY NOTICE Hours Hours Hours Hours so far
MEETNGS...
Posted 2004 2005 2006 01/2007-
Agendas 05/2007
Atlvisery 65 68 61 20
8oartllCOmmM1lee
Regubr Meeting
Agentlas
Atlvisory g 3 3 5
Roanacommalee
svecbl Meefrng
Age~as
AMiaory 0 0 7 2
Roamrcommuee
worxshop Agentlas
AWisory 28 21 32 15
Roablcommmee
Amenaea
Remserllpoatponeal
ReachetluleN
Cancelletl AgeMas
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p~ 05/2007
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soeracomminee
Regular Meelirg
130
136 Hours
120 Hours
40 Hours
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~ nwie«y BI (x1) 3/ 3/ 5/
~
r,51 , sonracomminee
sP.cla Meeliog
8 Hours
3 Hours
3 Hours
5 Hours
~
~.7 Agerbaz
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e~~~a 0/(x1) 0 7/ 2/
nee
cemm
WOfk9heP A9eetlas 7 HGUrs 2 HGUrs
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~ naisay 28l (x.5) 21/ 321 15/
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aneeaea
14 Hours
10 Hours
i6 Hours
7 Hours
~ RaviseaPaefponatll
'N RaecM1etluMa
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• JUST TO NOTICE 152 149 146 42
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^O MEETINGS...
Hours
Hours
Hours
Hours so
far
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City Commission
Workshops -Hours
_ - -
_
-
- =
- _
- - ~
~,
- - - A
- ~ ~ 3 -
m
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City Commission
Special Meetings -Hours
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City Commission
Regular Meetings -Hours
_ _ - 4 £ 4 s = x fr_ 4 ~ = = £ g
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7 - 7 °a 3 a 3 ~ , 3 a 3 ~
_ - ~- - 3
3 ; 3 ~ ~ ~ 3 3 3 3 3 3 3 @ ~ _ _ ~^
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The 2006 Floritla Statutes
Q~ PUBLIC BUSINESS
'tv Chapter 286
MISCELLANEOUS PROVISIONS
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286.071 Public meetings and records; public inspect
antl civil penalties.-
121 The min tes of a meeting of an such board or commissio of
}~ " a v s ch state anencv or author'ty shall be oromotly recorded. and
~V such records shall De open to public inspeGion. The circuit courts of this
stale shall have jurisdiction to issue injunctions to enforce the purposes
• N of this section upon application by any citizen of This stale.
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• In 2006, for the City Clerk, using a 40 hour workweek x 52 weeks
= 2060 hours far 2006.
• Adding up the numbers on the last few slides, in 2006, the City
Clerk sal in Cily Commission Meetings for more than 162 hours
which is approximately 13 % of the Cny Clerk s time.
O ~
w Then to Transcribe Mlnules which is approximately 2 hours for
every hour of a Meeting, That is another approximately 26% of the
d
'
~ ^~ s annual hours, which means just to attentl Meetings an
Clerk
than 39 % of the City Clark's
Mi
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ti ~ s mare
nu
ea
do the respective
annual hours.
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•~ In 2006, there were approximately
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637 pages of City Commission Minutes
(from Regular/Special/Attorney-Client
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or
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Sessions/Workshops) subm
U approval!
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~~ In 2006, there were approximately
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637 pages of Citv Commission Minutes
((from Regular/SpeciallAttorney-Client
Sessions/Workshops) submitted for
V approval!
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In 2006, there were
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~ 399 pages of Advisory
BoardlCommittee Minutes (from
~ Regular/ Special//Workshops)
submitted for approval!
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CODE OF O0.DWANCES
cM or
WINTER SPRINGS. FLORIDA
PARt ICHARTER•
tle I. Corporate Name
Sec. 1 01. Corporate name.
Arlipe ll. Ternlorial BOUMayles
C
F'~ Sec.301. TerrilorialBwManes.
Sec. 2.02. PropeM adUeo Oy anneRatun since 1912.
t\ \
~L/ Sec. 2.03. Anne~atim prwaoure.
ol
tM1e Cily
r
~l Y
ra
5~ Ot. Gene
V V. GDVarning BOOy
Sec.4 ot. Composaim; guafrralion of memtiars; aM commisspn oistnc6.
Sec. 4.02. Commissar JisVids', atljuslment of oisVigs.
Sec. 4.03. Election aM Rrms.
Sec. 4 W Compansalion; expenses.
Sec. 4.05. Maya.
powers antl Uutias.
4 Ofi
er
al
Sec
e ~V . P ~
ti
l
.
Sec.4 01. . robing oilier aMCe.
\
V Sec.4 Varantles', lorle4ures W olfice:lillin9 0l varantles.
09. Juo9e of qualifcalons.
Sec.4.10. C4Y clerA.
Sec. 4 1. Inveslgatims.
Sec.4 12. Inoepaneenl quoits.
Sec.4.t3. Proceoum.
Sec. 4.14. A ring an ortlinanca.
Sec. 4.15. O oin general.
5 416 Au11M1en1 Galen anE recorE no co0ificNion.
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CODE OF ORDINANCES
City of
WINTER SPRINGS, FLORIDA
PARTICHARTER'
!v Section 4.16.
U Authentication and recording; cod cation.
The mayor and the city clerk shall authenticate
by their signatures all ordinances and
resolutions adopted by the city commission and
^' the city clerk shall record in full in a
properly indexed book kept for that purpose
all such ordinances and resolutions.
~ rd m Mls, .apn agdea wpnld Inelpde:
•
~ Keep a log of all Odinances antl Resolutions
~
r Provide requested Ordinance era Resdulion numbers to all
O Departments InclWing ttte Cily Atlwney upon request
V] Have Ordinances antl Resolutions ezecuMd upon atlopron
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n/ Provide execNed copies of approved Ordinances and Resolutions
'~1 to Stag including Me City Attorney
Uptlate the Lode o/Ordinances with approved Ortlinancas al
least twice a year
~ Provide Supplements to Me Code of Ordinances M all
^
W Depanmants and individuals who have purchased a Coda of
Ordinances
'
s Cade of Qdinances with Me latest
Update Me Ciry Commission
approved supplemems and iMividual copes of Ordinances and
N Resolutions
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C/~ Tne 2006 Florida Statutes
PUBLIC BUSINESS
Crispier 286
• rti,, MISCELLANEOUS PROVISIONS
r^^\ ;ZBfi_Ott Public meetings aM recoNS; public inspection; criminal aM civil penalties --
W (6) Notwilh~lantlitg the provisions otaubsection (t ), any board or commission of any stile
agency w money or any agency or unority of any wunty, municipal cwpwalbn, or
pdeiral sabdivision, am the cniet aemiNStmtive or executive ofrcer of me gove nmeraal
mer, mar meet in pmate won me entity's aupmey m eisenss cendiry rogation m vmkn the
~ mny is presenuy a vanv bemre a Doan or administrative agency. provides Mal the falo«irg
~oneinons are mer.
f~ ~ lal Tne entitys attorney shall advise me Dory at a public meeting that he or sne desires
W advice concerning the lilgatan.
• ^w (b) The sublect matter of the meeting snail be cmfined to settlement regotiatims or stretegy
U sessions ralatee to litigation expeiaitures
(c) Tne entire session snail be recoMed by a cenifiee coon reporter. Tne reposer shall
score me limes or commencemem and termination or the session, all ascussion am
•~ pmceeaings, me tames of an cersons wesem at arrv t.ne. am the names or an cersots
r^\l speaking. No portion of the session snail be oft the record. The coon ra~dela notes shall
~W be full f rtbetl dflletl flhM flN' I rkttM1l bl tlme after Me
fV (d~l eoentity shall give reaswable puolic notice of Ine time aM date of the attorney-Gient
~ n era the names pt persons woo rnr be anendirg me session. me session snan
O wmmence at an open meeting at wtpch the persons chairitg the meeting shall announce tM
,~ eommencement am estimates lergm of me auomeycliern ses:ion and me names of me
,~ persons anendirg. At me cpnclusan of me attvney-Gient session, the mccrny soar ba
reopenred, and me Person chairing [he meeting shall arcwunce the termination of Ine
(e) Tne transcript snail be made pan of Ine Dubla rerartl upon conclusion of the litgatan.
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N M1 G.rh wnnine aonaEls lime aherlMm
. tOi Nmat eon mie meae to mie Dep+nmem:
~ eNOm me Anormv-aiem sesabn is nab. rxar m all. me ovine M ma city
Cbm vas to nntl an evaibde and truatetl CeuM1 RepeM1ar to ne at me
r~ ~ appoiMatl tlaie. Xma eM bcation ro hanun0e mis ArlomeYLfeM Sesean.
Tnis iMOmutbn is uauauY man tranammetl ro ma city An«ney so ne
hnowa mia b Mhen ~m M.
`N
au uany. me or MO lumrernminOer cNle «amaile are matleb make
re me aebctetl Court RePOnar dxa slaw up ror the Anomey-CIeM
Season.
'N
A\1
U THEN...
I ...anartm Anorrey-aiem seaabn bneb, the or <of ma cM Clam
rieetls ro wnmM Ore city AnomeY w ne ran get nle wpY al the tranacnq.
several porn,.ims van.,ctiome win nave to 6e awe fiv ma omn. m tns
~v cny clam lam Pinenra Depemnemlm Dav me coon Reporter
tL me ormbl hanacript xAn nom m ea ube in a aecom I«ation t«
O eafiheapinp
rV
~r
CODE OF ORDINANCES
CnyM
WINTER SPRINGS. FLORIDA
PART (CHARTER'
nicb orCorDwate Name
Sec. Lorporale name.
Ncb II. Territorial eoumariea
Sec. 2 Ot. Terrno ial Bountlarbs.
G
101
P
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dd
tl n
e
19]2
ec.
.
roPer
Y a
a
Y annaxa
w since
.
Sec. 2 Oi . Anlrexati« gocetlure.
~, Amcb I
l Powers M Me Cny
g
Sec.3 1. Generany.
Amde o'. Gaverning Bm u
s co ro lama a bare: a m~aamn e~amob.
s ao2. co a r tli teiao-
s a o]. Ebe a.
s a oa. comps :Pan
5 aOSMyo
• ~l Sec. 0 O6. P~e~n~powers and aWea.
seeam_ aranoies,i roitlugomer on~w.
Sec. a 0n. V orla t res nw', INling of vawnoes.
Sec. a 09 Jutlge of nualnirationaol
a
Sec
10
Cit
clerM
.
.
.
y
.
6« esngalio
Sec. alt. IntlepentlantaWiU.
eec...t]. Prareaure.
Sec. a a. Actions reguinng an oreinanre.
sec. a.15. Ortlinances b general.
Sec. at6. Aumenecauon nntl racortling', wtlincation.
CODE OF ORDINANCES
~' Clly Of
•~a WINTER SPRINGS, FLORIDA
PARTICHARTER'
V Section 4.13. Procedure.
(a) Meetings. The commssion shall meet regularly al least once every
0 month al such limes and places as the commission may prescribe by rule.
Special meetings shall be held on the call of the mayor or three (3) or more
'Cl`I members and whenever practicable, upon no less Than twelve (12) hours'
notice to each member. All meetings shall be public.
O (bl Rules and journal. The commisslon shall determine its own rules
and order of business antl shall provide for keeoina a journal of its
.v oroceedinas. This journal shall be a public record.
(c) Voting. Voting, except on procedural matters, shall be by roll call and
the ayes antl nays shall De recorded in the journal. Three (3) members of the
commission shall constitute a quorum but a smaller number may compel the
atlentlance of absent members in the manner antl subject to the penalties
prescribetl by the rules of the commission. No action of the commisslon shall
me valid or binding unless adopletl by the affirmative vole of Three (3) or more
embers of the commisslon.
13
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CODE OF ORDINANCES
City of
WINTER SPRINGS, FLORIDA
Chanter 2 ADMINISTRATION'
t~ Article IV. Elections
rOi Sec 281. Election suoervisor.
Sec. 2-82. Proclamation.
' H Sec. 2-83. Municipal electlons to be general elections.
~ Sec. 2-84. Determination of person electetl.
U Sec. 2-85. Election boards.
11 ~ Sec. 2-86. Nonpartisanship requiretl.
r~l Sec. 2-87. Qualification of rantlidales.
r. Sec. 2-87.1. Vacancy in cantlitlacy.
W Sac. 2-88 Oualrfying tees.
Sec 2-89. Registration of voters.
Sec 2-90. Voting plates.
Sec. 2-91. Voting machines.
Sec. 2-92. Absentee voting.
Sec. 2-93. Canvass of return.
Sec. 2-94. Applicability of Code to election where questions are submitted.
Sec. 2-95. Additional tluties of city clerk.
Sec. 2-81. Election suoervisor.
The city clerk is hereby designated the suoervisor of
C/j elections for the city.
(Code 1974, § 2-27)
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14
•
•
CODE OF ORDINANCES
city of
WINTER SPRINGS, FLORIDA
Ch t 2 ADMINISTRATION'
O AdiGe IV. Elections
Sec. 2A1. Election supervisor.
• IV See 2~2. Proclamatlon.
raV Sec.2-83. Municipal elections to be general electons.
Sec.2-fW. Delernvnationdperson elected.
U Sec. 2-85. Election boards.
Sec_ 2-86. Nonpartisanship required.
~, Sec. 2-87. Qualification of wndidales.
r Sec. 2-B].1. Vacancy in candidacy.
W Sec. 2A8 Qualifying tees.
Sec. 2A9. Regismation of voters.
Sec. 2-90. Voting plains.
$ec. 2-91. Voting machines.
sec. asz. Absernee voting.
Sec- 2-93. Canvass d return.
Sec. 2-94. Applirabiliry of Gotle to election where questions are submitted.
Sec. 2.95. Additional duties of tlly clerk.
N Sec. 2-82. Proclamation.
O The mayor shall issue a proclamation calling the municipal
• Iv elections provided for in this article and at least sixty 1601 days
'ti prior thereto.
The proclamation shall be published in a newspaper of general
fv circulation in this city once each week for four (41 consecutive
~T\ weeks prior to the municipal election.
^~ (Code 1974, § 2-29)
Sec 2A2 Proclamation.
D II' Ik me m n I elect'
'etl br- I I6pltl
D IIO D of b'
m' 1 I lal cause weeks or
leleclion
O WDH tloe•tbla mean to Ibis Department
••V
rV Inlormalion will nee0 ro De recearcbetl.
v TDe aupervi•er of Elections for Seminole County wYl most lixey nlretl la
(~ ~ ba conUClee for appNrable tlata.
~j A Proclamation will neetl to Ea written inclWiig Inlormation researcDee
r ` ` antl recei.ee anm ma supervisor a Elaeaon: trv seminole carry.
W me orr eama csy clan win neenmcoman ma onaaaasennnel ror
tlates one pricier m inn me ae.
vwiovs enuaa m one o-oln me odaneo senDnal one me once a Ina city
cleM w,e ba eons m mare sere all ma ads are inn wnan may are wpposae
15
[7
•
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CODE OF ORDINANCES
Giry of
WINTER SPRINGS. FLORIDA
Chapter 2 ADMINISTRATION'
~/'1
_`
r\'~ Ar1iGe IV. Elec0ons
Sec. 2-81. Election wpervisw.
Sec. 2-82. Prodamalion.
O Sec. 2-83. Municipal elections to be general elections.
• !V Sec. 2A4. Detenrination d person electetl-
'tv Sec. 2-55. Election boaNS.
U Sec. 2-56. Nonpartisanship requiretl.
Sec. 2-B]. Oualitication of w~itlates.
Sec. 2-57.1. Vacancy in cantlidary.
~\~ Sec. 2A5. Oualitying tees.
r ` ` Sec. 2-59. Registration of voters.
W Sec. 2-90. Voting places.
Sec. 2-91. Voting machines.
Sec. 2-92. Absentee voting.
Sec. 2-93. Canvass d velum.
Sec. 2-94. Applicability of Coda fo election where Questions era submitted.
S 2-95 Additl I duties of city clerk
Sec. 2-95. Additional duties of
i
l
k
ty c
er
.
c
The city clerk is authorized and
• 1V directed to have Dreoared such
Vv forms and perform such
ministerial duties as are required
by this article by necessary
1~ im Dlication in order to
accomplish the objectives of this
article and the intent of the city
commission in adopting it.
(Code 1974, § 2-43)
The 2006 Florida Statutes
PUBLIC OFFICERS. EMPLOYEES. AND RECORDS
rte., CHAPTER 119 PUBLIC RECORDS 119.01
-1 General slate policy an public recortls.--
C 111 It I th II f thl tat th tall state county and munl<Ipal records are ocen
1i for nal ins and co n b a n. ProNdln a ss t ubli
O records la a tluN of each apencv. n rs c
U (2)(a) Automation of public recwtls must not erode the dght W access to those
cortls. As each agency Increases Its use of and dependence on electronic
f\ \ ecordkeeping, each agenry must provitle reasonable ppbl{c access to records
electronically malnhined and must ensure that exempt or confidential recortla are
not disclosed except as oMerwiae permihetl by law. (b) When designing a acquiring
n electronic recordkeeping system, an agency must wnsitler wheNer such system is
U capable of pmvkfing tlala in soma common formal such as, but not limited lo, the
American Slantlartl Code for Infomia0on Interchange.
• H (c) An agency may not solar info a conVacl far the creation or maintenance of a public
~~ records database if That conuad impairs the ability of the public to inspect or copy the
Wblic rewrtls of Me agency. including W blic records tllal are m-line w stored in an
electronic recordkeeping system used by the agency-
(d) Subject fo the restrictions of copydgM and Trade sacral laws and public retards
exemptions, agency use of proprietary wfiware must not tliminish the dghl of the public !0
n Inspect and copy a public record.
r~ (e) Providing access to public recortls by remote electronic maa s is an additional method
of access Thal agencies should sVive to provide to the extent feasible. If an agenry
provides ss to public records by remote electronic means, such access shauM be
provided m the moll cost-effective and elfiuenl manner available W the agency providing
the information.
16
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The 200fi Florida Statutes
PUBLIC OFFICERS, EMPLOYEES, AND RECORDS
~`C/~ CHAPTER 119 PUBLIC RECORDS
V 118 D7 I sDacC tl of tl ~ h toe h' bl'c recortls'
fee motions.-
O 1111a~1 eFe h has t d of bl" tl h 11 oa "tM
U d t b' t d d o o" d b rep d t do so at env
~ \ ble t'me under reasonable eondlions entl antler supervision by the
VJ custodian of the public reeortls.
(bl A son who has cuslodv of a pubic record who asserts that an
U amDt I' t o Dart of h c b h II tl t that Dort" f Ih
d to wh"ch an exempt on has been asserted entl validly applies, entl such
• ti p hell Dr tl lh 'oiler of such record for inspect"on end
~i CooVln9:
(c) If the person who has custody of a public record conlentls Nat all or part of the
cord is exempt from inspection and copying, he or she shall state Ne basis o/ Ne
/r~ exemptiat Nal he or she mnlends is applicable to Ne record, inducting Ne
.LL`I, statutory illation to an ezemption created or affortled by statute.
(d) If requested by Ue person seeking to inspect or cppy the record, Ne custodian
of public records shall slate in writing and with parawladly the reasons for Ne
contlusion Nal Ne record is exempt or wnfdential.
2000
1800
1600
1400
~ O 1200 ^ 10/1/06 -12/31/06
0 1000
~ 800 ^ 01/01/07 -
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600 06104/07
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CCO CC Mayor
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_ 3. 969 570
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2 /~ 01;D IltlT -06104/07 18f1S 1dTT T76 __ __
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PORLIC LANDS AND PROPERTY
y Pl1SLIC LIBRARIES AND STATE ARCHIVES
r~ Cnaper 25T
~ 3" 36 R b a "nform -
(1) Tnere o creates aim'n me Divieian of Library aM Inbrmation Services of me DeDanment of SUta
ana inrprmMron marragemant pogrom. n is ms tlpry ana resppnsibiMy of me tllr;sb. ro:
~ -a - - a - e neat m y a
(D) Estaelisn and ape et s
mnmr or mnM« pim«ily for me avrage, prat eairg, earvving, ono securRy of Dudic rec«es mat
U must na retainetl for varying periotls d nnre dit Hasa n« Da mMinee in an agencys oRice equipment or
U space. (c) Malyee, oevabp, »mbXSn, ane m«einata MaMaNa, pomour», ane tecnniques of
mremakirg and recareheepirg. te) Ensure me maintenance and searay d nrds wniM are
~y a approDeate I« peaervation. (el Eamdsh sateguaroe against unaNnonree «unMwlul
L ss d recpMS. (~ In a appmpiale acti« b recov« mcorea rampveo unmwlulN or
~ mwa or o ate (g) InaMNer antl maiMan a trabin9 ane of«mation pogrom in: f. AlI pnases W
eceMS ~ il« Me emciad aaM ecpnombiral l meagemen a raecoresDroame anenlio al all agancless~
2. Tne requiremams mbting ro etc»s m pu01b ramma uMer cnapdr 11g.
~ (n) Proviee a canfralaee program of miuofilming for me benefit of aY agencies. (i) Make conlbwus
N surveys of recorakeeplg operations. g) Recanmene impm»ments in curteM rec«es marogamam
1 pracnces, irblWing Ina use W space, equipment, suppl¢s, a~M personnel in creating, mabtaining, a
U rvidng rec«ea.
.p rY>r a m -oeretl ..»m al ro me ooerm on or go ana tome
~ Based on the staff assigned to
this Department, and averaging
~ for one (1) month, the staff of the
Office of the City Clerk work a
combined 640 hours (calculated
~ using a 40 hour workweek x 4
th = 160
1
~ ) mon
weeks in one (
hours x 4 staff = 640 hours
CITY COMMISSION -COMPLETE NOTICING MEETINGS (Cny CnMter
and Floritla StYUles)
Ciry Cleer staff to naMb Agentla Hem Logs (average 5 minutes per AgeMa
ttem wa vemge 0140 Aganoa Hems per Cny Commisson Aganea @
rs par Agantla Hem Lag ono mnaioering 2 Regular Meetings par
!. fi Hours monm)
City Cbrk sdH ro put rogemer 2 Regular CiN Commisaon AgerMa Packets
N ce post nom Regular Me«bgs @ e Murs par Agenea Packet arW
~
• tfi Hours mnsreeorg 2 Regular M»nrgs per monm
h m ^f 16 Hwrs City Clark smH m Bran 2 Regular Cny Commission Aganea Packets
Ciry Clerk smH b put togetner 2 Cily Commssion WorhaMp Agantla
2 Hours PaUMS@1lwurlsl per Agerrea ane mnaioering?W«hMaps per monm
1 Hour(s) City Cbrk stall m scan g Ciry Commission Worksnop Agenea Packets
t CiN Cbrk sUfl to nargb Amenemeds, etc for 2 Clty Commission Aganoa
HauKs) Pallets
Ciry CbM stag lc put bgeemer a Ciry Commission Evem/Meelrg Ageneas
4 Hours @ 30 Mnutas per Agentla ono mnsoering 8 per monm
18
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CITY LOMMISSKK! ~ SETLP MEETINGSICLEAN UP AFTER MEETNGS
Sel UD tw 2 Rao kr CM Lwnmission Meetlngs al appoximately 2112 Hour
3 Hours per Meatinq
(~~~+y~'
ti Ckan UP for 2 Regulx Ciry Commssion Meetings al apDroaimalely 1 Hour
Nom.
• 2 Hours per Meeting
V
~ $et UP la 2 Ciry Lammissgn WorksEOps at approximately 21burs per
4 Hours Meeting
Clean UD br 2 C'sy Cwnmkaim W wksaoPS al approaimakiy tl2 Hour per
1
Hour(s) MceO~g
12 Hours
Cltt COMMISSION -ATTENgNG MEETINGS
CMy CIaM atlenoing 2 Regular CM Commission Maeangs at an average
d 5 Murs par Meeting ono conebering 2 ftegurer LM Cammrsekn
10 Hours Meetings per mode
ti
M
City Ckm aXe~Ming 2 CM Commisaon W oM1Slwpa al an average of
ra poem per wonanoD per mpmn
s Ho
u
t6 Noun
CITY COMMISSION ~ MEETING MINUTES
Ciry Ckrh to op Minutes loi 2 Regular Ciry Canmission Meeo~gs
20 Mours al an average ol2 Mum of rsorL per 1 spur M Meeting time
Ctly Clem to eo Minutes br 2 Ciry Commisson W orkslrops al an
K
ti
V 12 Hours average pl 2 avers d rorh per 1 Mm d Meeting Nme
hh ^~
~
1 lar Ciry Commission Meatl y at an average of
fi
d 2 R
p
s.
.
e>, roo
ng
egu
2 Hours I Mur d waM par Meeli~g Minutes
proofing d 2 CM Commission Worksaops at an average p(1 aver
2 Nvvrk per WOrksMP Meutea
Hours
]6 (burs
19
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ADVISORY BOA0.DSILOMMITTEE3 -NOTICING MEETINGS (CHy
LHaAer anH FloriOa SIMNes)
Clty Cork ataH to put bgetHer ] Regukr AMieory BoarES/Comminees
a Packets antl post Meetings ~ 2 Hours par Agentla Packet aM
Agen
la
Hours g
can eHtg]ftegubr Meetings par manlH)
~s
N CM Ckrk stall ro swn ] Regukr Atlvisory Boartl antl CommMeas Age~a
ti 3 Hours Packets - al an average o111i Hour per Abating
•
~
A
h
v{/ City Ckrk sUH to pN IogeMer 1 AHVisary BoartllLOmmiHee W orksM1pp
2 Houra Agentla Packet antl post Meeting - an average of 1 Houm per W wksM1OD
'Ts t H
ow~a~ LM Lkrk sUil to scant AWisory BOartllCOmmmee WOMSFOp AgeMa
Packet
DTI City Cbrk eUH ro M1antlb AmenOmenlslPOSling, etc. to Atlvisory
~t N/COmmiHees AgeMa Pazkels - at an average of tl2lwur per Meeting
1 Hour(s) AgeMe ano 2 sucM1 Agantlas par mpMH
AOVISORY BOMOS~COMMITTEES ~ SETUP MEETINGSICLEAN
(~~,~1 UP AFTER MEETINGS
a~ Set Up for ] Advbory BoarU ano CommMeea Meetings at
'IV a Hours approximately tl2 HWf per Meeting
ti
a H clean up roc ] Aeviaory Bpard antl commmeea Meeti~ga at
m,ra appro .m v In Hwr per Meeting
S Houra
20
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ADVISORY BOMDSICOMMITTEES - ATTENDING MEETNGS
(''~
,~ CIy Clerk stag anen0ing ] Reguar Mvuory BoaMlCOmmMae Meetings
~ 16 Hours al an average ol2 M1OUrs per Meeting
hh~~
`
-`4
p
r~
Cly Llerk smfl attending 2 Mvieory Boartl/Commllee WorksM1Ops at an
Hours average of 1 hours per WoM1Sbop per nwniM1
a
ADVISORYBOARDS/COMMITTEES -MEETING MINUTES
Ciry Lkrk slaH ro do Minutes for ]Regular Atlvaory
BoarelCommlllee Meetings al an average ol2 M1wrs of enrk per
28 Moues 1M1purol Meeting time
~' Ciry Clerk s1aR N do Minulee fa 2 Advisory BoamlCammittee
W aksMps M an average of 2 Hours of warh per 1 Mur of
wr a Hours Meeting dme
Proofing by Ciry LlerklSUfl antl oMers, including audlolapes for
h n ] Mvisory BoaN/COmmllee Meetings al approximately 1 Hour
] Hours Der Meeting
Prool~g dY Clly Clark/StaX and Albers, incl W ing autllolapes for
1 Advisory BoardlCanminee WoMSkop al apD~oamalely 1 Hour
1 HourBl per WOrksM1Op
u Rm~m
.-
19111„• ~
. ~
~ ^I .F,...
'
~ .. ..,...o.
µ r.
21
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f~ CITY LOMMISSIONIADVISORY BOAROSICOMMITTEES
~y~l MEMBERSHIP
~N
H ell
•h~ ~ Updating l-9 City COmmissimlpdvaory BOarNCwnmillee
`NW 3 lours Member LiatalLM1xklisUAtlenEance LogalSaWdes, etc.
V
J Houn
MAYOR/Lltt COMMISSION ILItt CHARTER)
Contact with MayorlOily Commission related ro Lonsensusladentling Meetings -
verage (Hour I»r ear la all s indiyitlua5lMayorlLilY commLSSionersl = s
M Haurs M1o rs per week x 4 reeks
~ fe ~a,g Mavonarv cnmmiaaon reweata relatetl to
15 Han H rc IProtlamatons/CedR¢atea
including nlaled research at
e written correspo~Mance aMlor Agentla Items
T
M
• ,
yp
20 Mours an enrage d 1 M1cur per day 15 hours per weak n 4 weeks a moMM1)
~ ~ 4 Hours city Cleek` uH to handle updatilg Ciry Canmission MasterlLSt (average oft M1our
a wee wa seat monln)
Ciry Clers staN to deal with OrtlinancestttesdWOns Including giving out new
numders researcM1: uptlating LOde of Ordinances irclutli~g datridution of
OrtllnanceslRewlutrons (at an averaged 1 Aar per week w 4 wwks each
4 Haurs monM)
Ciry OIeM stall to M1antlle tlistriGUlionlwpyin9 cl maillnewspaper leverage olt
20 Hours M1 ur per day = 5 M1ours per reek x 4 weeks eacM1 month)
3 Hours CM LIeM atatl to scan miscellaneous documents tool otM1em¢e referenced)
86 Nours
22
V
•
PUBLIC RECORDB
HantlM1ng PuGlic Remrtls Repuesis at an average of ll2 Hour par tlay
V (apuak I S M1purs per week a <weeka) - IM1ia voub be minimum wN ro
N earcM1 w M1g pu04c recprOS requests (incNUes amaNS an0lront tlnk
N 1^ 10 Hours repuesisf
~hn t_ 1
king autlicdpe copies par Pudk Recprtls requests, approximatety
Hours Mau es per autlntape (wfiM1aminimum ol2 autliotapes per
Meet~gf-3 sets oft autliotapes per IIOYl a~M uaualry eacM1 monm we
2 wm Itl tlo al leas112 autlioWpes
13 Hour
23
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~.J
f\ RECORDS MANAGEMENT
160 Hours Recortls ManagemaM Hwrs-1 Sfafl Member lCartl Lalbmin)
H
hn ~I Cirymmkn to anene CORE Meaings (aDDronmaeN 4 menirgs per
6 Nours mo avna9et 5nwrs foreaM Menirg)
r1V Noura Ciry Cbrkb Fa~Mle Retorts Manacfemanl tasks al approximately
fi 6 Hwra per moaF
ttt Neura
COMMUNICATIONS
Ciry Cbrx ro anene CM Manager SUH Meelkgs at an average of 1 Mo I2) Mur
8 Nags was
Ciry Llerk staN b anene Cny Clen Stan Mee~i~gs al an average ol4 people
16 Hours a emling a still meeting fa 4 hours eacF, ea mon
Liry Clerk sbX Ind indueing Carol talbt6in as this would be In Fer Fwrs)
M1aMkng roulke emaila relates to Cny CbM1/Ciry LommissknlAtlvkory Boars
MLanmMees business lapproximalelY4 emaib an AaranebFanekearn
ras 2 minces a time per amen = 6 minuted per Four x e Four day = 64
60 H mepsu"average Mat oownrofi0 minuleslt FOUL pereayx 3eUll members=3
ours no rs per ea
x5 sa
s lnawaex=l6 FOUl4 x4 weeks =60 Faurs
ti ~ y
y
City
Ckrk scan Ind Mdunilg Lxol LaIlelFin as MIS wools ba in Fer Fwrs)
ro
Fa Fng routke telephone cnla relaletl to Ciry Clark/Ciry CommissknlAev'uory
Boale aM Lammillees business (approxmately 4 telephone calls per Four an0 to
FaMk each one requires 2 minutes d tlme per telephclre call = 0 minaes Der
r
M1
8 F
o
= 64
i
t
M
t d
l
60
i
t
/1 F
e
ou
x
our
ay
m
nu
es -average
a
own
0
m
nu
es
our Der
ay
xBaUH members=BMUrs per eayx 6eays inawaeh=l6 FOUrs x4 wcehs=
fi0 Hours fiO FqulB
Ciry CkM1 scan Ina edueing Lxol LaIblFin as Mls wouM be in Fer Fwrs)
Fanekng roulke inperaon queniona related to city clerk/Ciry
Commksion/Advisory Boats antl CommMees business free Me pubAC or s1aX -
eclueing Me Mayor/Ciry Commissen) - (approximately 4 equines per
Four ano to Fannb eacF one requires Z minutes of time for eacM1 = 8 mkules par
r x a nwr ear ° 64 mewas -average mat agwn m so mmwaan nggr per eay
x a atan memeara = B nogrs Der eay x s ears in a week = t s nggrs x 4 weexa =
60 Hours 60 FOgra
24
•
•
~ ~~
,~2 2~ i°
n..~.'°_'°
ti o «~~>
86 48 .n............
B ~ 16 8 21 ~ 12 ~~~~
16 i.a.....~....
zsB ,. ^communnaaona
]K ^CC Wli 'ng f M lugs
_.... _... ucc-sluv/ci nguv
~ zoB ~
17z CC -All ntl ng Maetirgs
AMnules
T 'b
CG
v~ !~ 150 - - ^
-
g
t M
ti
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hh
.. ~ ee
ngs
^ABC - Notlc ng
OABC-s IUplCleanrg Up
~~
X41 t 100 r/ A6 ®ABC-Alt tl' gMee4ngs
O I ^ABC-T 'bing Minutes
'~ 50 ~~ ^ CC/ABC D la Update
^~ N C
z16 1 81 ^cc-A ~ ~ e
B ~ -...... _.. _ _ _ o aubiic Recods
i^ Records Ma enl
...that was 36 more hours of work -
almost a week of work, than we have
allotted average monthly hours)
.,~, And 1 have not yet mentioned
"' ^'' everything else that we do...
p~ N
Q"
25
•
•
In 2006, for a SIaH of 4 full-lime employees, with each person
working a typical 40 hour workweek, and with 52 weeks a year,
Thal would be 2,080 hours per person far the year, and x 4 s1aH
~ people = $,320 hours for the year.
In 2006, the slaH of 4 full-time employees (including the City
I ~ Clerk) worketl 3rJ~J more hours in overtime -which equals
~L,~ $,67 rJ hours -not including the hours the City Clerk worked,
~ as an exempt employee, without compensation.
The Clty Clerk typically has been working al least an average of
~ 20 extra hours per week, which el 20 hours of ovedime x 52
weeks, Thal = ~,04~ extra (unpaid) hours worked -equal to
O an atltlilional paHaime slaH person.
Adtling those extra ~,04~ hours worketl by the Clty Clerk,
with the 355 hours of Ovenime and Thal equals 1,395 extra
hours of Ovedime, and those hours still do not get us ahead...
Hours Worked - 2006
?
8,000
"I ^ Regular
6,000 '~ ~ ^ Paid Overtime
O ®Unpaid Overtime
~, 4,000 Total Hours
^~
~
2,000
!!~~ ~I
'~
0
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W
.. .....
t,
...
I
26
t
~ CITY OF WINTER SPRINGS, FLORIDA
ti OFFICE OF THE CITY CLERK
~ DUTIES AND RESPONSIBILITIES
~O
U
~ The Following Is A Listing Of Duties And
~ Responsibilities That The City Clerk
U ~ And/Or Stall Is Responsible For On A
~ Day-To-Day Basis:
ti
cmb~~. ~d~=r~nm ra~b, aea~.. w.~mre.o rro.,m
sm,ve,.~a,M c.r. P~or~ aKO,m narr.
a~a~o~.r o.:,q a,uWCi. peninm~w,'menc'~anee~rm~m
Q uc«~eww~. wn~e~%rvox~~.~.n~~uer i~, crv aa.. w~a~
~ ~ ,bnaba.nec~ mwii i~l,ecami~~cm.eewa
U ~ e~.Po.Pa~ ~M~ro,~n~,tomM~,~n~„~~. ,
~ a~, m~rs
~ ~ a 9 ,
ti P~.a.~.~«.a ~ e~,„,.o
~ a~ m~rs
,N ~~ ne,
Re~nrdannn m ary oo~~rr,enh•,:
Record Applicable Documents Wilh Such Agencies As:
,v Seminole County
,~ ~
U Clerk A The Court
Secretary Of Stale
fij Other Agencies, As Applicable
~ Q
U
o~
~ ~
ti
ti
27
~~
•
•
~ `ti
~ A
i
t Ci M
U
• ss
s
an
ry agar.
~ Provide Ciry Dowrrents Upon Request
O Notarize Documents
U [^~~ AtlesUSeal Documents
Research Ciry Records For NeeOetl Documents Or
`mil Specific Subject Haller
Wdte Agenda Items As Requestetl
~~! Coortlinale Complete Agentla Packets For Each
Regular Meeting; $pecidl Meetng; Attorney-Client
ti Session; Antl Workshop. (This Would Include All
Arrentletl Agendas For Each Applicable Meeting)
~'
~ Cawdinale Employee Recognilan Awartl
Presenta4ans
Vj Assists With Staffing When Administrative Secretary Is
^' On Varatian, Sick, EIC.
'~
ti
~O
.~
U Assist Gity Anomey
Provide Glty Documents Upon Request
Q Provide Certified Copies Ot Documents
U {~
~ Research City Records For Requested Documents Or
Specific Subject Matter
~ Type Correspondence Upon Request
~fy/
"V
N
tv
~ Records ManagerrenL
k~ ~ Act As Recortls Management Liaison ORCe (RMLO)
ti For Our City
Learn All Policies And Procedures, As Stipulalatl By
.,Q Law
U
• Either Train Other City Departments, Or Provide
~/] Training For All DepadmenLs
Serves As Liaison Willi Stale OI Fbdda When
Q Required
U ~
~ Complete Related CortespoMence
Complete City-Wide Approved Dispositions
Meet With Requesters For Review Of Documents
~ ~ CooNinale RecoMS Managerrenl Imaging Program
W
e
O ti ith Infortnatlon Services Department
Work Willi SIaH On The Recortls Managemem
',V Imaging Program
'ti Attend Weekly Meetings Of Key Staff Involvetl In
Cij Rewrds Managerrent Imaging Program
28
r~
•
•
0
o~ ti
U "~
• Elections:
~ Cwrply With The Flontla Statutes And The City's
O Charter
'
U Handle Numerous Preparations For A CiN
$tand-
Alone" Election (When Applicade)
'~7 If There Is A County Elector, The Office OI The City
Q~ Clerk Is Still Responsible Fw Many Tasks
`ti
rL
'~
Research:
~
U
~ Research Various Information For
Members of me city Commission
O City Manager
U City Attomay
Cly Stan
Other Munitipalikes
~ ~ Other Agencies
'(~`/1 Ganaral Punlic
ti
`N
FinancelPUrchasing:
Review And Preparation For Annual Butlgel For Three
U ^V (~) Depadments
~ CiN Commission
Various Boards
,~ O Once Of The CiN Clerk
U (^~y Purchase hems For Meetings; Sending Flowers: And
Completing All Related Purchase Orders
~1 Complete Purchase Orders And Related Record
Keeping For Three (3) Departmental Budgets:
~+ {~ Gily Gommission [Six (6) Intlividual s~
ti Various Boards
ti CiN Clark
29
L~
•
•
'
Blds/RFP
s_
~ ~ Bids:
r
•
U
[~ City Clerk Or Designee Keeps Original Documentation
For All Bids
O City Clerk Or Desgnee Assists With Individuals Who
U ~ Wish To Review Submided Bitl Packages
RFP's:
0.! City Clerk Or Designee Keeps Original Documenlalion
~
V For All RFP's
^,
,, City CIeM Or Desgnee Assists With Individuals Who
,i Wish To Review Bubrruded RFP Packages
Spacial Events_
The Office Of The City Clark Is Responsible For All
Relafetl Responsibilities For Any Special Events
O Such As;
New Elected Officials OrienWfions
Employee Recognition Award Preservations
Advisory Boartl Antl Commidee Appreciation Dinners
Inauguration Ceremonies
U Retirement Events
N Other Miscellaneous Events As Scheduled
U Some Of Tha Related Tasks Involve;
Work With SfaH On Attantlance
DesignlMail Invitations
Design/Print Programs
4! Plan Menus
Research, Design And Ober Of Awards
ti
ti Plan Beating Amangemenfs
Make Changes In Plans Based On Changes In
~' Schedules Or Dates, Etc.
~ Pricing Antl Working With Galerers For Special Events
C7 Coordinate Event
^~ Write Thank Vou Notes
Other Departmemal Tasks:
Training Of Staff
.L Write Agenda Items
` O Update Cby Rewrds Such As BoaN Member Lists;
`lam Heeling Calentlars; ChecklisLS; Board Member
Packets; Etc.
\, Correspondence
DisVibuficn Of Mail To All Departments When
Requiretl - As Back-Up
~/] Metering Ot Mail When Required -As Back-Up
Duplication Of Mail Sent To One Member of the Clly
O Commission, Thal Needs To Be'Copied' To Other
U {~
^~~ parties
Newspaper ankles
Notary Services
"
N
' Assist Wilh
Special Projects
ro
`Iv
30
L_~
•
•
0
~ ~
U ~°
~ ~
U f~ Professional Skills:
In Addison To All Of The Above Responsibilities And
(~/
'~
I Dulles, The Office IN The City Clerk Should:
v ~
~
1. •.f Keep Up To Dale Through The Review Of Changes In
The Law
'ti Keep Up To Dale Through The Review OF Trade
V] Journals
~
,~ Alland Conferences ForfConlinuedl Ced~calion
Attend Seminars To Upgade Egledise, And To Loam
New Skills
In 2005, I took an Agenda Item to
the City Commission explaining
that I had numerous projects that I
~ still needed to work on and
needed assistance -the City
Commission agreed and
vv approved the hiring of a
temporary person for two (2)
years.
That person was Danielle Harker,
O and now, I have 1 year remaining
of this temporary person, but due
~+ to the hiring procedure, and the
time left in this Fiscal 9udget, I
~ currently am not pursuing the
reminder of this temporary
position -for now.
~ A 10 % Reduction to the Office of the City Clerk:
0
.~ On a 5265,000.00 Budget, a 10 % reduction would equate to
~ approximately $26,500:
~ ~ Would result in reducing 1 full-time staff member to part-
time status. CONSEQUENCES: which with just that
,~ reduction in stall, would prohibit this Department /rom
~ getting our State and City Charter mandated work
~' completed- which would put the City in violation o/
~ such mandates ($26,500)
~ Work product would be reduced. CONSEQUENCES: with
~ such a cut, we would not be able to handle work such
as scanning packets and extra projects and many
things like Certi/icates and Recognitions /rom the City
Commission would not be able to be done by this
^ Department
31
•
•
•
A 20% Reduction to the Office of the City Clerk:
,~ On a $265,000.00 Budget, a 20% reduction woultl equate to approximately
Q $53,000:
.~
C.1 / Would result in the loss of 1 full-lime staff member. CONSEQUENCES:
~r~ would seriously prohibit this Department hom getting our State and
V Ciry Charter mandated work completed- which would put the Ciry in
N violaion o/such mandates (Ea8,000)
"V / Work Product would be reduced. CONSEQUENCES: with such a cu4
'~. we would not be able ro handle work such as scanning packets and
many things like Certificaros and Recognitions from the City
~, Commission would not be able ro be done by this Deparbnent
ty / No Travel 8 Per Diem. CONSEQUENCES: you would have a stall that
was not trained and not able to keep up with laws (53,000)
,ti / No Employee Development antl no Registrations (including Etlucational
,L Conferences] Thus no Tmining or Certifications would be possible.
CONSEQUENCES: woultl prevent access to changes in the law, eM.
and you woultl have a atoll that was not hained and not able fo keep
~ up with laws (E1,200)
[1 / The Cotle Book would not be codifetl as o%en as neetletl.
''~~11 CONSEQUENCES: would affect everyone /rom the City Commission
to Planning to Developers ro Code Enrorcement ($2,800)
A 30 % Reduction to the Office of the City Clerk:
~ On a $265,000.00 Budget, a 30 % reduction would equate to
O approximately $79,500:
U /WOUItl result in the loss of 1 fulFlime sta% member and would result in 1
full-time staff member being changed to pad-lime status.
CONSEQUENCES: would rorther prohibit this Department Irom
~ geting our Stare and City Charter mandated work completed -and
which woultl put the Ciry in violation o/such mandates ($12,000)
/WOrk Product would be reduced. CONSEQUENCES: with such a
~, reduction, we would not be able ro handle work such as scanning
packets and many things like Certibcates and Recognitions /rom
~, the City Commission would not be able ro be done by this
~ Department, just to begin with
/Nc Travel 8 Per Diem. CONSEQUENCES: you would have a stet/
that was not trained and not able ro keep up with laws (53,000)
~ /No Employee Development and no Registrations (including Etlucational
Conterencesj Nus no Training or Certifications would be passible.
CONSEQUENCES: would prevent access to changes in the law, etc.
~ and you would have a stag that was not trained and not able to
q keep up with laws (51,200)
/The Cotle Book would not be codified as often as neetletl.
CONSEQUENCES: woultl affect everyone /rom the City
Commission fo Planning to Developers ro Code En/orcement
32
•
~~
•
Thank you for your
consideration.
`~
U '~
U
O ~
~U
h ~
33
•
•
`',
Department of ~,,. .g
General Services
Property Tax Committee Presentation
June 16, 2007
Services Overview
^ Administration
^ Purchasing
^ Human Resources
^ Facilities: City Hall
^ City Operator
^ Risk Management
^ ~~Firefighting"
lone 16, 2110) Department of General Services 3
Staffing Overview
Human Fadli[ies Riau
YnR Rawurc <iry Hall Oper~p Manw
u(I ce) (I w1 ~ (I eel !I ) r (o ce) n
June 16, 200J D p n[ p( Ge I S rvices 3
1
•
•
•
Staffing Comparisons
__ -_..
June lfi, 200J __-__--P
D ___.__ _.__._.
en[ Of Gen I Services _. _ _..
4
Department Budget Overview
tune 16, 2007 DeOartmenf of General Services 5
FY 2007 personnel Operating Capital Totals
Administra[ion $ 93,288 $ 7,800 $ 2,700 $ 103,788
Purchasing 62,456 2,100 0 64,556
Human Resources 74,197 23,650 0 97,847
Facilities 34,281 148,350 22,000 204,631
Operator 38,323 400 0 36,723
Rlsk Management 0 551,000 0 551,000
Totals $ 302,545 $ 732,300 $ 24,700 $ 1,060,545
Department Budget Overview
10%
9%
6%
52%
19%
4%
^Atlminis[ration ^HUman Resources OPUrchasing
^Facillties: C/H ^Operator ^Risk Mangement
June 16, 2007 DeDartmen[ DI General Services
City Human
Resources HR Staff per
Total EE's
Purchasing Risk
Management
Altamonte Springs 7 73.0 3 1.5
Casselberry 4 67.5 1 0
Lake Mary 2 ]7.0 1 0
Longwood 1.5 117.3 2 0
Oviedo 5 67.0 1 0
Sanfortl 5 98.2 2 2
Winter Springs 1 304.0 1 0
2
•
•
Administration
^ Staffing:
^ 1 Employee
^ 90% of Division Budget
^ Duties:
^ Human Resources Director
^ Purchasing Director
^ Risk Manager
^ Administrative Support to City Manager
-_ _ _
June 16, 200) Department of Gen 15 ices 2
Administration
^ Risk Manager
^ Altamonte Springs, Sanford
^ Human Resources Director
^ All but Longwood and Lake Mary
(considering)
^ Purchasing Agent
^ All but Lake Mary
June 16, 2002 Department of General Services 8
Purchasing
^ Staffing
^ 1 Employee
^ 97% of Division Budget
^ Decentralized Approach
^ Administration, Laws and Compliance
^ Florida Statutes
^ City Ordinances
lone 16, 200) Department of General Services 9
3
•
Human Resources
^ Staffing
^ 1 Employee
^ 76% of Division Budget
^ Inadequate Staffing (-1 Employee)
^ Laws and Compliance
^ IRS
^ DOL (FMLA, FLSA, etc.)
^ Florida Statutes (Workers Compensation)
_. _ __
]pne 16, 200J Department of Gene21 Services 30
Facilities: City Hall
^ Staffing (17%)
^ 1 Employee
^ City Hall Utilities (41%).
^ Repairs & Maintenance (19%).
^ Capital (11%).
^ Copier/Fax (9%).
^ Janitorial, Misc. (3%).
June 16, 200J Department of General Services 11
Operator
^ Staffing
^ 1 Employee
^ 99% of Division Budget
^ Customer Service vs. Voice Mail
June 16, 200J Department o/ Ge I Services 12
4
•
•
•
Risk Management
^ General Liability, Property, Auto,
Work Comp, Other Insurance
Coverage
^ Carrier: Florida League of Cities -
Florida Municipal Insurance Trust
_- _ _ --
June 15, zom Deaartmenc or General services JJ
Risk Management
]une 16, 2007 De0artmen[ of General Services 14
Risk Management
June 16, 1007 D 0 ment of Ge ral Services 15
FV 2007 Premiums
General
Liability
Property
Au[o Work
Comp
Totals
Premium 191,231 145,324 92,725 405,168 834,448
Detluc[ible
25,000
1,000 Liab=25,000
PD=1,000
1" Dollar
Premium His[ory
FV 2003 FV 2004 FV 2005 FV 2006 FV 2007
Premium 607,357 616,828 6]3,765 750,495 834,448
Increase 1.6% 9.2°0 11.4% 11.2
5
•
•
•
Goals & Objectives
^ Purchasing
^ ODP
^ Standardization
^ Risk Management
^ Comprehensive Risk Mgmt. Program
^ Expand Safety Committee
^ Enhance Education Efforts
^ Awards Programs
]one 16, 200] Oepartmen[ of General Services 16
Goals & Objectives
^ Human Resources
^ Education and Wellness Efforts
^ Other
^ Fleet Internal Service Fund
lone lfi, 200] Department of General Services 1]
Impacts Overview
^ 52% of Dept. Budget is Insurance.
^ Dept. Budget = $1.06M.
^ Insurance = $O.SSM.
^ Fiscal Impacts:
^ 10% _ $103,228.
^ 20°/D = $206,455.
^ 30% _ $309,681.
^ Entire Operating & Capital Budgets for
Admin, Purchasing, HR & Operator =
$36,650.
___ __
lone 16, 200] Department of General Services 18
6
•
•
•
Impacts: 10
^ Elimination of Employee Recognition
Program = $15,400.
^ Elimination of Classified Advertising =
$5,000.
^ Elimination of Employee Development =
$3,400.
^ Elimination of Operator = $38,723.
^ Elimination of Janitorial = $38,281.
Total = $100,804
J~ a Je, zom o p enc of Gen I s rv~ee: Js
Impacts: 20
^ 10% cuts, plus
^ Elimination of Purchasing Division =
$64,356.
^ Elimination of City Hall Repairs &
Maintenance = $34,000.
Total = $199,160
June J6, 200] De0artment of General Services 20
Impacts: 30
^ 20°ro cuts, plus
^ Elimination of HR Division = $76,247.
^ and/or Self Insurance.
^ Risk Management.
^ Compliance and Administration.
Total = $275,407
June 16, 200] De0artmenf of Ge 15 ices 21
7
•
ZZ ua5 le~auag to ryawl+eEa4 COOZ "9S aunt
- - -.
~ ,;-- ~°
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,,~~' -~'
~,
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~...... _..-. __..~~• _..... _ I~
~suoi~sanb
•
•
•
•
J
City of Winter Springs Finance Department
Ad Hoc Citizen Property Tax Reform Mitigation
Study Committee Presentation
June 16, 2007
Finance Department
The Finance Department consists of two divisions:
• Finance General
• Utility Billing
Finance Department Organizational Chart
~~ A~•,~ ~ ~,~,~~ a ~„~g •
,a a ~~~P~ao~ ~q.,o~
~~,~x
1
•
F J1,
J
•
Finance Department Budget
FV 200G2007 Butlgel
Finance General Utili ty Blllina
Personnel $455,344 $329,086
Opealing 63.439 281950
Capital Outlay 2.600 -
Dabl Service
Tdal E~ense $511,383 $611 036
Program Revenues $137,347 $611,036
Net Appropriations trwn General FUnd $374,036
Finance Department Expenses
FY 2006-2007 Budget
~. ^ Debt Service
Do11~a ~, ^ Capital Outlay
^ Operating
~~- ^ Personnel
DiNLOn
Finance General Division Revenue
Sources
FY 2006-2007 Budget
v
^ General Fund
lox
^ Water & Sewer
Fund
^ Stormwaler
73Ye ^ Development
Services
fi
2
7
•
Finance General Division 1300
~o,F,~ Em~~„~,,,ooo
Em~~.,
,.~ v,,wry ~a az,.
----
~ .,_~~. ~ ,off
Finance Utility Billing Division Revenue
Sources
~r zoos-zoos ~,dyet
o^r
^ Gercral Rnd
^ Water & Seger
Fvd
^ Starrmrater
^ De~~elogTerk
Services
100%
e
Finance Utility Billing Division 1360
3
•
Finance General Division 1300
This division is responsible for the following functions:
• Safeguarding all of the City's assets.
• Accurate and timely reporting of historical and perspective
information to both internal and external parties; specifically,
preparation of the Annual Financial Report as well as the work
papers for the annual audit; provide reports to the City's operating
departments; forecast revenues and expenditures; preparation of
the Annual Budget Document; and preparation of all required
federal, state and local reports.
• Maintenance of the City's investment and debt portfolios.
• Cash disbursements of the City for goods and services received
(accounts payable) and services rendered by employees
(payroll).
• Fixed asset management to control and account for fixed assets,
perform periodic inventories and dispose of surplus property in
the records.
Finance General Division 1300
Pertorms many tasks that are required by Federal, State and Local
mandates.
• Timely payment of invoices (FS 218.73)
• Reconcile accounts payable information and prepare Form 1099
(IRC)
• Payment to employees for time worked (DOL)
• Reconcile and report City's payroll tax liability and tax payments
(IRC)
• Reconcile wage information and prepare Forms W2 to report
wages/earnings and tax withholdings (IRC)
• Reconcile and report City's wage information for unemployment
compensation (POOR)
DOL = Deparlmenl of Labor FDOR =Florida Department of Revenue
FS =Florida Statutes IRC = Internal Revenue Cotle
tt
Finance General Division 1300
Mandated Tasks continued:
• Report pension information to actuary (Pension Plan)
• Report grant revenues and expenses to donor agencies
• Set millage cap (by August 1 each year), adopt a millage rate and adopt
a budget (by September 30 each year) and adopt budget amendments
(by November 29 each year) (FS 200)
• Report abandoned property to state (FS 717)
• Report revenue and expense information using the Uniform
Classification of Accounts to State to receive annual State revenue
sharing revenues (FS 218.32)
• Receive an annual audit of accounts and records within twelve months of
fiscal year end (FS 218.39)
• Receive a single audit of grant funds exceeding $500,000 (FS 215.97
and Federal regulations)
rs - rbnea suwies
4
•
u
•
Finance Division General 1300
Mantlaled Tasks continued:
• Preparation of Comprehensive Annual Financial Repon (CAFR) and submit CAFR
to various agencies, such as Autlilor General, other stale and fetlerel agencies,
bond rating companies, NRMSIRS, etc. (FS and SEC)
• Collect and remit sales and use lax (FS 212)
• Prepare gas antl tliesel lax refund return (FS 206)
• Maintain adequate property records with an annual physical inventory (FS 215.97)
• Prepare Annual Confscaled Property Return Federal Form (DOJ)
• Prepare Annual Federal Highway Report to the Slate (FDOT)
• Assist in administration and maintenance of assessment programs ITLBD and
OF) to meet Slate antl Local requirements (FDOR, SCPA and SCT )
• Prepare Annual Local Option Gas Tax Return (SC)
Finance General Division 1300
Mandated Tasks continued:
• Report bond activity to State (FS 218.38)
• Report information to bond rating companies bi-annually for credit rating
reviews
• Gather information for Arbitrage Tax Returns prepared by tax consultant
(IRC)
• Assist Community Development in assessing Tinancial feasibility of plans
incorporated into the Capital Improvement Element in the Capital
Improvement Plan (HB 360)
• Assist in rate study for Water and Sewer Fund and other City rates as
necessary (City Code of Ordinances)
• Maintain records per the Division of Library and Information Services of
the Department of the Stole's retention schedules as well as ensure
those records are available upon request by the general public (FS 119)
FS=Fbrvda Statutes Ha=House BIII IRC=lnlernal Revenue Lode
1t
Finance General Division 1300
The following are same of the Internal Control Procedures that are in place to
safeguard the City's assets.
• Audit of accounts payable invoices
• Reconcile daily bank activity
• Review daily cash journal postings
• Prepare worksheets, record financial lransaclions in automatetl financial system,
review accounts and reconcile balances to the general ledger
• Controlled access to financial records
• Daily backup of financial system
• Proper authorization throughout purchasing, personnel and budget processes
• Separation of duties such as selling up employees in payroll system versus
generating paycheck, taking cash payments versus reconciling bank account,
selling up vendors versus generating accounts payable check, etc.
• Budget oversight and review to ensure budget lransaclions are compliant with
approved resolutions, policies, Commission actions, etc.
• Developing adequate policies and procedures to ensure controls are in place
ensure integrity of data.
5
•
•
Utility Billing Division 1360
This division is responsible for the following functions:
• Revenue collection which consists of billing for user-services
such as utilities, invoicing for any monies due under contractual
agreements, such as solid waste services and collection of
customer payments associated with these invoices.
Utility Billing Division 1360
• As previously discussed, this Division is not funded by any
General Fund revenues.
• This Division is funded 100 % by the Wa[er and Sewer Fund.
Utility Billing Division 1360
Responsible for the following tasks:
• Meter reading (outsourced)
• Meter rotation
• Work orders associated with utility services
• New residential and commercial customer set-up
• Customer service of utility customers via telephone, email,
Better Place software and in person
• Maintain MUMS On-line (customers view bills electronically) and
bank draft programs
6
•
r-~
Utility Billing Division 1360
Responsibilities continued:
• Prepare monthly utility invoices for both regular and delinquent
invoices which includes auditing accounts for accuracy of bill data
• Collection and posting of payments received for all City services
• Weekly account cut-off for nonpayment of invoices
• Bad<lebt collection and write-off of uncollectibledebt
~a
Expense Reduction
Finance General Division 1300:
• As ninety percent (90 %) of this division's budget is personnel, any
expense reduction would equate to a loss of employees.
• A ten percent (10 %) reduction would equate to a loss of one (1) tull-
time position ($37,404).
• A twenty percent (20 %) reduction would equate to a loss of two (2)
full-time positions ($74,807).
• A thirty percent (30 %) reduction would equate to a loss of three (3)
full-time positions ($112,211).
Consequences of an Expense Reduction
Consequences of expense reduction in Finance General Division:
• Work load would be redistributed amongst the remaining staff
• Less time to review accounts payable invoices to ensure proper
coding of expense, adherence to the purchasing policy and
potentially paying for items not received or paying too much for
products that the City did not receive.
• Slower payment of invoices which could lead to interest, late fees
and/or strained vendor relations.
• Less time to review daily cash transactions (revenue collections)
as well as bank deposits and withdrawals (checks and transfers)
and could lead to fraud and/or cash/revenue loss.
7
•
•
•
Consequences of an Expense Reduction
Consequences continued:
• Less time to spend on the entire annual budget process and budget
oversight which could result in an inappropriate millage rate and/or
appropriation, negative impact on Fund Balance, abnormal number of
budget amendments and possibly disruption of City services.
• Less time to review submitted payroll data, calculate employee
paychecks, remit appropriate employee withholdings, employer
payments and prepare required reporting which could lead to errors and
potential fines and penalties.
• Less time to test software updates which could result in loading software
with programming bugs thereby reducing City's capacity to report
financial data accurately and bill City revenue correctly which could slow
down collection process.
• Less time to prepare work papers for annual audit which could lead to
errors, increased audit costs and possibly a qualified audit report.
Consequences of an Expense Reduction
Consequences continued:
• Reduced level of internal controls, such as inability to separate
certain duties or review transactions in a timely fashion, which
could lead to errors, loss of resources, fraud and/or a qualified
audit report.
• A qualified audit report could lead to lower bond ratings and thus
higher borrowing costs.
• Less time to assist with the annual preparation of budget and tax
rolls for special assessment programs.
• Less time to ensure compliance with numerous Federal, State
and Local mandates.
Expense Reduction Summary
In summar an reduction in our service levels will decrease the level of
oversight w ih ch would greatly impact our ability to continue to meet all
Federal, State and Local mandates. This would also adversely affect the
timeliness of the required functions within our department resulting in
additional costs to the City.
As was previously discussed (page 7), the Cily of Winter Springs Finance
Department has the second to the lowest number of employees per
capita within the nine cities being surveyed. This survey evidences a
department that is currently operating efficiently. There are a number of
other evidences which support our department s effectiveness, such as
receipt of continuous unqualified audit opinions, timely compliance with
previously discussed Federal, State and Local mandates, upgraded bond
ratings and receipt of the Certificate of Achievement for Excellence in
Financial Reporting award from the Government Finance Officers
Association for the sixth consecutive year.
8
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•
Expense Reduction Summary
Lastly, none of the previously mentioned consequences take into
consideration any other departmental reductions in administrative
support which will increase the need for even more oversight
and review by [he Finance Department of departmental
transactions. For example, 'rf departments had to eliminate
positions which provide the first stage of financial review (i.e.
secretary, etc.) then those duties, such as gathering quotes,
entering requisitions, processing accounts payable invoices,
creating departmental payroll summaries and preparing budget
line code transfers, would invariably suffer as the work load is
redistributed among their remaining staff. This would unduly
burden the Finance Department because the first stage of
oversight could potentially be compromised.
Expense Reduction
Finance Utility Billing Division 1360:
• As one hundred percent (100 %) of this division's budget is paid
by the Water and Sewer Fund there would be no impact on
personnel at this time.
Finance Department
Some important thoughts in closing as discussed in "Evaluating
Internal Controls: A Local Government Manager's Guide" by
Stephen J. Gauthier:
• It can be argued that public sector managers must take an even
higher degree of responsibility for stewardship than our private
sector counterparts as the resources we administer are obtained
involuntarily through taxation rather than voluntarily through
investment.
• Citizens expect managers of public sector resources to take
every precaution to prevent loss, misuse, waste or diversion of
public funds.
•
•
•
Finance Department
Closing thoughts continued:
• The public is unforgiving when resources are lost no matter how
small they are.
• Loss of resources can lead to diminished confidence in the
government and leave a negative impact on taxpayers, which
creates an unwillingness to provide future resources.
• Opportunity permits loss, misuse, waste or diversion of funds to
occur. It occurs when management fails to meet its responsibility
to establish and maintain a sound and comprehensive
framework o intema controls.
Finance Department
It is the Finance Department's desire to continue maximizing the
City's resources and to confidently execute our duties with
precision. We believe any reductions to our already lean staff
could compromise that precision.
rnaow roe tw ro~• nma awe ~o~:we.ero~ m rroa nary rmponem p.«a::.
10
•
INFORMATION
SERVICES
~~
Information Services
Then a d Now
In 2007 the City hac:
In 19971hc City had:
•NO infrax[mu[ure
•No nandaNixeJ sofiwarc pletfonn
•Vo standanli~cd hardware platform
•No modern single point phone system they
had en oIJ key systan which had no voice
mail and all call.v had to go through a ccn[rl
opcreun. Thcrc was no mm~c tivity bawccn
departments other than that set up via
13c IISouth [hm expensive phone circuits.
•No outwork printing capabilities
•Limitcd access to fax machines and uanncrs
•Nn email or inmmct access except }hr the
rtw mat naa dome dial-np aeennnte
•Nn wchsiLL
•Srandardi~ed fiber and L:themet
int'ras re providing cc nncutivity
throughout L'ity
•Swndanfi~.eJ Microsoft Windows
operating system plattinm on all sowers as
well as Jcekmps. (khcr Jcskmp
appheatinn.e na~u neon .amnaarai~ea as wcu.
•l lardwarc pla[fonn for dcsk[op.e and
rs arandardi~.cJ 4i Dcll
•Intcgratea phone system with voice mail
•Nctwork printers insmllcd
•Crmm~unity faxes made availahle
•seannera made availanle wnere n~rc~.ary
•I:mail anJ innmu eue~s made a~ni lahlc
City-wide
•City wchsite ere t d
Information Services
Divisions
4 Divisions
. 1340 - General Operations
1341 - Special Projects
1342 - Records Management
1343 - Kiva/GIS
t
~i
Information Services
- Organizational Chart
In ormazfan Servku
Director
I: r. c,n,rainatwl
srrurnv ndndn
svx mnammistnmr
rvelwnrk nammkvamr ~ jzJ
Syxtem Analyst) Klva Adminixtratnr W'eh/MUIIiMedla Tech
Projects 6 ,\PPlicallon Projects Clerk
Su orris Ia1Lrt
I n,al;lne fkr4 Irempurvrv employee) "fekphnne slperao,r
Recoran Manaaement Yrujerl Il:elmral tiervlcex em kwee)
Rrrordr Manager lfi~~fkrk enmkyeel
Rttwaa nlanarement Prulecl
Information Services
Employee Position Descriptions
Information Services Director Responsible for the ovcrnll operations of the depenment.
'Respnnai6ie ft,r aetdng mennningy pnha,ea, nmecJPrea, and best pmeri«a and scar pmaieca, and for
enwring that the highest quality technical anJ managerial suPP,r anJ servicca are provided u, the City.
1: I'. Coordinamr/Security/Administrator Assist I.T. Dire , ,ordination of Jay to day
operations of the dcpxrtmem: security and optima ofthe network: overeite end management of I.T. swff
nnJ projc<ts.
Network Administrator Responsible for maintenance of all network cyuipmem such as Cisco
maters, switches, tirewall, VPN devices, Jxily monitoring of senrrs, Ing tilt maintenance, SMTP
Gateway maiotcnance (review of yuamntineJ cn,ail and maintcnancc of c,nail filters). This position also
m+rlinatcs and manages varinu.s technology pn,j Ys.
Svslem Administrator Rcspnn.siblc fi,r installation, configuration. and maintcnancc of rC's end
equipment, anJ peripherals such as printer including network printers, administration of enterprise anti-
solution, Exchange (snail) server, surplus asset administration, 131ackhcrry Server, help tlcsk server
administrminn, backup server administration.
Information Services
Employee Position Descriptions
System Analyst/Kiva Administrator- Responsible f rthe Kiva IanJ managancm soHwarc anJ
()rack database mooing one WinJnws Scrvcr platform. Pcrf'onns advanced syaema analyses,including
work process mapping and rc-engineering, sv.stomiaing software k, ensue in[cgratinn between the
rout work process and the alTccted u,Hware application, training :,rid other project management
activities necessary to implement and/or mainuin the software applicatina Also writes SQL qua ,u
from Omcle dambese, prepare system reports as needed.
Web/Mul[iMedia TCCh Rcslamsible for internal and external wahsitc, newsletters aria all graphics
and d\sigrFlayout work for bnxxhures anJ publications, prepares presenwtions as requested, operetta
auJio v ual cyuipm nt for meetings, acts as hackup m Projects & application Support Specialist, assists
with user support issues, Uscr [reining of I.T. technnlogics
Projects & Application Support Specialist - Sorvcs as Project Coordinator fi,r special
Infrnnation Services applications project anJ implemcnwtions: Responsible f r maincnance, support
and management ofall soHwurc. Sofrwarc testing poor to rollout; s<,ftwarc unublcshnnting and pn,hlcin
cx,lution: arts as Prject Manager in the Records Management project anJ as the hackup to the Web
/MultiMedia Tahnician.
2
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•
Information Services
Employee Position Descriptions
Projects Clerk - Pcrfonns au project and non-projecrrelamd clerical dndc9 wflhin LS. a5
eedea, amnmiatmenn of telepnnne 9yatem, .n in aepartmenwl 9enedahng, maintain
departmental records, pcrfonn gencml re,earcha prepare monthly report, serves as backup m
Purchasing Coordinator and City Telephone Operator, perf mn depamnen[al Records Managemem
duties.
Telephone Operator This is a General Services pos which is curren[ly Mang managed by
Infinnation Services. This position answers and transfers lincoming calLv to City's umber
when callers press 11 f r an auendam: may involve answering marine inqui ics f r inf'onnation anNor
refcmng morn difficult or complex inyuirics to appropriate personnel.
making Clerk - This is a temporary q,sition and will be eliminated once [he Records
Managcmcnt program is complete in approximately I R-?4 months. This position is responsible for
n-hou ing; c un[ing of drx'uments; identifying dtxmnent types: organising, managing,
and itmnimringsthe shipping of dtxuments for outsourcud scanning; coordination of document
disposal: managing wordinating with departmcnu nn Choir rcmrds management programs, quality
tml nn incoming Jrxumcnts being ra[umcd from contract scanning company. This puition
shares many of Me duties anJ responsibilities of the Recortls Manager within [he Rcurrds
Managcmcnt Team.
Information Services
Employee Position Descriptions
Records Manaker This is a City Clerk position that h« been temporarily placcJ into the
Renrrds Managcmcnt Project The pasition is jointly managed by the City Clerk and the 1 S
Director. This ryrsition shares many of the same duties anJ responsibilitics ax the imaging Clerk.
Information Services
` ~ Employees By Division
-
-ire o arrian9 ~ fist s ~ao~ ao aa9 tw RrcoFAS w9:nemra tsa r a~c>ts ~~
sr~• m~rtisx-~~
~..T. a~~ i r c~oa•e~un ~nm ka«sa ~r~~x
251b^T P6nNSkarts P : 'ts CSM1 '~'~irg t;kk
WM/GU6kbda Trr_mr~ ~.
lMr.r/k kLnniS~r®x
l Rm'.L='A~IGaLO~S.iG4+~.v'pr'.u'y9 - _.
ToUlCUrets
LS. Eirybyees
71 6 Z ~ _ 7
lh~s ;,..c..vl
Iw eimru~; aIIY
N P~xpras
Aprvra'rvn'f
Prrry.l ras roar
mT..ned ,i'.&X
nrrB~s Iww:y y
985.
3
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f 1,
Information Services
1340 General Operations
Mission StatrmenC
To roordinatc anJ support the deplopnent of technolnbry
that meets the business goals, reduces operating cost end
.es the ability of the City m provide exceptional
public semce to busine,ases and resiJenu.
What We Do:
•Digiul graphic services
•City Newsletter anJ other publications
aamrwianal asaiatan°e for meetings - operam, aappnn,
and maintain aud°/video and multimedia software anJ
cquip,nent in chembcro
•'4/7 technical supptrt f r City's network
•On<all support for Poliaw end fire
•Cu.sa,m rcpons fir various Jarabaus
•Ta-hnoingy analysis end pricing
•Messaging Systems (I~anail, paging)
•Data backup/recovery systems
•C'iry's Wchsitc anJ various intrane[s
•CoorJin with County on
functionstthat affect City technology
•Coordinarion with vendors on
technology Projects
•I lardware & vrftware instill &
upgrades
•s,nergeney oPeratinna cem~r
•Insmllation of hardware and software
•Srandards and Procedures
Jevclopmcnt
~~ Information Services
`~ 2007 Budget Information
134U - General Operations
of total appropriation
Personnel $376,555 61%u
Operating $237,030 39°/
Capital ~_ 0
Total Appropriations $613,585
Program Revenues ~_
Net Appropriations 5613,585
Funding Source
100°/ General Fund
Information Services
1341 Special Projects
What are Special Projects'
Special projects rangy from those assigned to us by commission such as revamping
or reprogramming the telephone system, installing a hotspot in the Commission
Chamhers, or researching Win, to those projects that are necessary in order to
maintain the integrity of our network such as upgrading our network
infrastructure, replacing or upgrading servers or network aquipment, or installing
or upgrading an enterprise software application.
'I'ha•re are also necessary improvements such as the upgrade of our Exchange
(emaip server. &t martv people depend on us to keep email up and running.
When the email system goes down, email doesn't Dow, people can't access their
calendars, to-dn lists, contacts, etc. 'fhe Police receive Amher Alerts via email.
'I'hr Fire Department relics heavily an the calendar fur scheduling of services,
training, equipment and vehicle maintenance scheduling.
In general, am technology-related project that nerds In hr tracked is put into
"special projects".
4
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`'~ Information Services
"'~'~ ~~ 1341 Special Projects
Mission Statement: •Training
To protect the integrity, confidentiality, and •Ongoing I.T. strategic planning
vai lability of the City of Winter Springs data initiatives
systems and the network rnvimmnent; to serve the •Telephone system
City's departinen[c and assist them in planning, •Disaster recovery
Developing, implementing, and achieving their •Gnwanted email, Spam, anJ spy ware
respec ve IT initiatives m improve the yuality oP imnagem
c and yuality of life for the residents of the 'Network rsource management
City e •Ilelp Desk reyucsts
•Surplus oast! disposal managemem
what we Uo:
•Network security
•AJministrative & clerical duties -employee
pcrtbnnanec reviews, budgeting, develop
departmental policies and prcedures, Jcvclup City-
wide 1.T. related politics arui procedures, pnness I.S.
purchase orders, f ling, copying, faxing. Departmental
monthly report.
orner Duties:
•nackup to General Services Punhasing
Coordinator
•RCands Manegcmcnt Tcmn memhcr
•nackup to General Services Operator
'~ Information Services
~'`~~ ~ 2007 Budget Information
1341 -Special Projects
°/ of total appropriation
Personnel $ 113,681 41 %u
Operating $ 48,285 18%
Capital 11$ 2,041 41°/
Total Appropriations $274,007
Program Revenues 6$ 3.592
Net Appropriations $210,415 Funding Source
76% General Fund
19% Water/Sewer
1°/ Storm Water
4°/ Development Services
Information Services
1342 Records Management
• Ra'nrds Management politics end
Mission Statement: (1~~ w: duns
• I:mploycc training on Lascrl=ichc (imaging
To provide the Ciry and its residents with rosier access system) and related apphca«ons
to Ciry puhlic documcna by the uuirdination of the • Crwtion and maintcnancc of mining
en.sfcr of these documens into electronic fhnnat: and nu oats for Records Manegcmcnt-related
licanore
a
by the inipleinenwtion of an enterprise-wide Rcconl.s pp
• WehLink Training Classes tin puhlic
Management Pnigram in niopcradon with [hc Ciry • La.scrl=ichc recoN security
C Ierk's Otlice. • Outu~urced scanning of documents
• Technical assiswnee fir all scanner
N'hat We Uo: equipment
•Dncumcn[ analysis • Invemnry and quality cornrol fin
•Dcmnninc ra~ord scric.e and dncunwm retention uutsnurced images
cordin
to State
uidelines • Scanning and creation of documents
~
g
g
•DcpunmrnGil docunwnt list within La.scrl
ichc
• Wcckly Rcevnds Manegcmcm meeting
•Departmental template design
•Departmental tinder swcmre creation
•Dcpanmental business process analysis and
doe + incorporate dneumrnt m nagemem
in«,ameir naaineaa pmccsaex
5
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Information Services
2007 Budget Information
1342 -Records Management
°/ of total appropriation
Personnel $ 73,797 33°/
Operating $149,811 67°/
Capital ~ Qo~
Total Appropriations $223,608
Program Revenues 90 869
Net Appropriations $132,739 Funding Source
59'%. General Fund
I I%. Water/Sewer
10%, Stonn Water
17 % Dcvclopmcnt Scrvices
3%~ Solid Waste
Information Services
2007 Budget Information
1343 - Kiva/GIS
of total appropriation
Personnel $ 76,413 29%
Operating $130,880 49%
Capital $ 58,000 22%
Total Appropriations $ 265,293
Program Revenues 2$ 65,293
Net Appropriations $ 0
Funding Source
100% Dcvclopmcnt Scrvices
6
•
C
Information Services
Who we support
Parks
& Recreation
wasre Water
water Treatment
rrearmen~
nano x z Plant
Civic &
Senior Police
Center City Hall
Fire Fire
Statio n Station
26 24
Public Fire
Station
Works
28
Information Services
Network Connectivity
• FDLE - FL Dept of Law Enforcement
• SCSO -Seminole County Sheriffs Office
• FCICINCIC - FL Crime Information
Center/National Crime Information Center
(isolated system)
• State Attorney's Office
• Circuit Court Clerk
• CJNet -Criminal Justice Information System
• The Internet
Information Services
What We
satrware:
carrexrarn Irnnh~ w<,rtxl
XCaJ, Monilc caJ (l'olicc)
Munis (City's rinancial Syuem)
Micnisofi Office (City's Stand:ud Office
ndnne nernnar
cryswi kenons cnremdte
r~,d xnriuar~
Hardware:
laz re's
au Laprnpa
71i MCT's
l I Servers
4 nwrcrx (Dix, FDLI:, County, Motonridgc)
?VDV Jeviccs Kisco anJ Munis)
5 ncceas points
_2 Swnchcx
~~
7
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•
Information Services
Email Support
Ouararalrctl Vlrueea Er,vlb Spyware
2007 Mnapn Datacletl Proranaea
Jemxry 232.201 18 dt523 2586
Fabuary 186659 2309 33177 3240
Marl, 151600 2002 41988 3129
April 109.605 2893 35121 ~ ?OSfi
Mry 150,t2d 1794 30252 2690
urarakw0 MFSeegae are artei6 mal ere 010POeJ can~g Imo or gu,g oN of wr
ara ayeMm eeeame d anacheu hee a Iwsti6,e »raeea mlecrea. 7neee errma
,men reaeerchea M me Im«,maon serscae oevan~renl 6n«o fiairq reaeeea «
Information Services
Service Impacts
'1'hr fullowinR are impaeLS to services aeeardinR to budget cuts to Ae made:
Ib% ISVS•fi7s{
RcJuoc Operating hudgct and climinatc (I) Tech petition
•Poliec, I~irc, Puhlic Works would net have a technician JcdicatcJ m thcin
•Reduccd response time for hcl pdesk call.v by 41I-511
•ReJuced ahility fnr Jepanment to he proactive
•Slnwcr implementation ti,nc fire hardware anJ software rollouts
•RcduccJ ahilitym mplnc projects
•h:liminutc consuhing If n iinplnncnta,ion nr training] on any .special projects
•A nunnc~r o(spccial proj ~Y CS would nccA to he raluccJ Irucausc sonic/most coulJ net he iinplcmrntuJ i
without at Icast somc'of the up-frnn, consulting anA implcmcnution scrviccs. Sonrc if not mast of thusc
special projects arc necessary pmjectc such es normal server upgrades ur eyuipnlent nrtntioet, enterprise
sohwarc implenlcnwtions, Jefa'tivc cyuipmcn, rcplaecmenu; some projects arc necessary tier the
imcgrity of the yncnr.
•Rcorrds Management projc Y. move some of the resean~h ,special help, liaison, reryming, and analysis
functions within This project fiom [hc nmsultanl m inremel .sniff in orJer to ru{ace consulting costs: this
would slightly ruducc !hy nppn~xima,cly ?5"."1 the progress of this pn,ject.
Information Services
Service Impacts
20 % 1$19134N1
Raluce Operating hudgct and climinatc (?)Tech positions
In addition m tMxce nnteJ in previous slide, there will fk•.
•I'unhcr rulucuJ ruspomc time by 75^/„ fhr hclpJcsk cal L. (may poe,cihly go tnr,n curtcm
nnnmcs/hours m hour.dday.c Jcpcnding upon ,hc cal I typcl
•Wch site updates, newslener end other in-house puhlicmions work would he dr:uGexlly rcvlucal
or clilninated xs there would he nn one JeJicateJ to these tasks
•Longer respnn.sc time fnr application help desk rcyucsts
•~n one m naek an me nppheanml snpp„n Speeiarst
•Rcduccd smtf avai lobe lity for audio visual assistance at meetings
•Records Managemem nrojcce climinatc ALL of the racunh, special help, liaison, reporting, anJ
analysis func,inns within This proj eel: existing RerntJs Mvragenrcnt Pmjeel .4uf1'would ncul to
ahsorh these Junes. Vo ing could he done n,hcr than m-hoax x.mr ing: this woulJ
slow clown the pn,grc rnf thisLpn,jcn (hy 5t1';,,I
•n:liininate ALL special pojects
8
•
Information Services
Service Impacts
30 % ($287.0231
Reduce Operating budge and eliminate (?)tech positions, and (I) Clerical position
In addition to those note) in previous slide, there will bc:
• further reduced response time for helpdesk calls. It would be nearly impossible to have an
cepuhle level of.se cat this poin
• We would be unable a keep up with tech supry+rt calls and a[ the same time keep up with
ur;ty-relate) maintenance such as patching of systcins/servers
• DepaNnenl will mast likely be in 100°o reactive mode
• No hardware or software mllouts
• No new pnje<u
• No websire updates, newsletter arM ether in-house publications
• No audio/visual assistance at meetings
• This wool) severely impact our ability to service Public Safety as this wool) leave us with
only a Network Administrator. Thcrc wool) be no one JcdicateJ to manage the Police anJ
Irire day-u+-day PC and network operations. The same would be we f+r the rest ofthc City.
• There would be no one w relieve Telephone Operau+r for breaks, daily lunch break, sick Juys,
and vacation.
• All duties assigned to the clerical position would need to he absorbed by existing staff.
Information Services
Summing It Up
Budget cuts arc always difficult Sinec we arc an internal service organisation,
losing staff has a domino effect as we touch every department. If publ is
Safety phones arc down and we do not respond immediately and residents arc
unable to contact the police, that directly affects public safety. If one or more
of their in-car computers or dispatch computers arc down, that directly affects
how public safety can serve the public.
Likewise, if Finance is having problems with their Financial software and
cannot print checks, not only can't the employees get paid but vendors can't
get paid either.
When an employee is having a technical problem, what he or she wants is
someone to help them resolve the issue; walking them through it Bom start to
£nish is part of good customer service which is what we want to continue to
provide. We cannot provide that expected Icvcl of service and quick response
time with reduced staff.
•
•
City of Winter Springs
Utility/ Public Works
Department
Potential Tax
Reform Impacts
Kipton Lockcuff, P.E., MPA
Utility/Public Works Director
June 16, 2007
Introduction
^ lst Public Works Employee hired in early 70's
^ Utility Department created in 1984/ 1990 -
combined in 1991
^ LTtiliry and Public Works Departments -
combined in 1993
^ 73 employees - 21 General Fund, 52 Enterprise
Fund
^ Utility Enterprise Fund - 43 employees
^ Stormwater Enterprise Fund - 9 employees
UTILITY/PUBLIC WORKS
•
UTILITY DIVISION
F1F
~'. 5 ~j~~t1`.'~Nflk:1~~
KK an 4 t~_
kUn,etj'~hn~ r~saigts ~ w~:~c.ii
Enterprise Fund - $8.4M Annual Revenues
2 Wastewater Treatment Plants
3 Water Treatment Plants
38 Wastewater Pumping Stations
160 Miles of Water Mains
]OS Miles of Sanitary Sewer Mains
975 Firc Hydrants
12,500 Water Customers
1,700 Reclaimed Customers
STORMWATER DIVISION
C:~
Enterprise Fund - $1M Annual Revenues
Engineering Review of New Development/Capital Pmjects
Constmetion Inspection of New Development & City Pmjects
FEMAFIoodplain Mapping & Flood Elevation Information
Maintain 9t Miles of Sturm Sewers
Contract Maintenance of 78 Detention Ponds
Technical Suppon of Private Developments
Mosquito Spraying/Vegetation Control
PUBLIC WORKS DIVISION
•
•
•
Mission Statement
The Winter Springs Public Works Department is
dedicated to maintaining and enhancing the public
roads, drainage systems, sidewalks, tree canopy,
fleets, and buildings in a high quality, cost
effecti~re manner for all citizens of ~nterSprings.
Areas of Responsibility
^ ADMINISTRATION (2 persons)
^ Superintendent & Administrative Secretary
^PW Sec. shares office duties with Utility Sec.
^ Processes work orders, purchase orders, payroll,
and complaint calls
^ Last year processed 19,000 workordets & 2,200
purchase orders
Areas of Responsibility
^ FACILITIES MAINTENANCE (1 person)
^ 40,000 Square feet of buildings
^Minor Plumbing, Electrical, Painting, Repairs
^ Special Requests
^ Contract out A/C Service, Pest Control
3
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C7
Areas of Responsibility
^ FLEETMAINTENANCE (3 persons)
^ --110 City vehicles
^ -30 off road equipment (tractors, backhoes,
Bobcats, bushhogs, etc)
^ All Utility/PW small equipment- pumps, chain
saws, weedeaters, concrete grtndet~, etc.
^ 24/7 response
^ Do not maintain Fire Dept heavy vehicles
Areas o f Res po ns ibility
^ ROADS ~ RIGHT OF WAY(10 persons)
^ Repairs to streets, sidewalks, tmderdrains, guard rails,
handrails,
^ Tree trimming -vehicle/pedestrian interference
^ 110 miles of public streets/150 miles sidewalks
^ Small machine mowing contracted out in 1994
' ~ .~ ~. '~
r--.`_" ~~ q~;., qua + ~} ~~' ~~
.. r: ~ a~
Areas of Responsibility
ROADS Fr RIGHT OF WAYSUPPORT (4 persons)
^ Light & 1 IeavyEquipment Operators for repairs
^ 10 miles of Dirt Roads graded 2X week
. Bushltuggirrg v~anuw City pruperues
^ StreedDirecrional Signs
^ Street Sweeping
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Areas of Responsibility
^ CAPITAL PROJECTS (1 person)
^ Coordinates all City Capital projects for consistency
of implementation (consultant selection,
specifications, permitting, bidding, Commission
approvals, budgeting, contracts, change oniers, etc.)
^ 25 to 30 projects under4vay at any given tirre
^ Project Manager for 2 to 4 projects at a time
(cturendyBlumbergBoulevard Improvements,
Utility/PW Compotmd, & I I:tzar>3 Mitigation
Projects)
STAFFING HISTORY
FULL-TIME EQUIVALENT CRY GOVERNMENT EMPLOYEES BY FUNCTION
FwFlinie Eyeivale.,l Fn~gnYaea as of September 34, z
F~nc ion t99] ta96 rase 3444 3441 2943 144,7 2004 T449 244E
~evelapmenl5e~vices 6 6 0
GQI~e~al GOVernmenl Jt 32 35 38 30 38 3] 41 41
raise
sworn oMeera S4 u s4 s4 ss se s4 64 ]o
Non awwn oMrais - - - - - - - -
Civilians 18 10 f0 f0 20 TO 30 20 }0
Fira
Firefphlers anO OMCera JB 30 38 30 41 49 50 50 51
CiviFans I 1 T 3 3
1 1 1
cwnre ana a«raalion ~ .
.u~.,r...v, 4 4 4 5 n r n
Taxi zz4 zz] z3s z36 zae zse z]z zel zae
Stang Comparison
Road Facilifv
Miles Streets Fleefs Maintenan n ineeripg
V: inter Sprinys 110 14 3 3' 3
Casselberry 111 13 3 - 5
Oviedo 130 21 4 5 6
Altamonte Sprin gs 69 11 11 10 4
Sanford 160 12 10 10 4
Lake Mary 53 3 3 - 3
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Public Works Budgets
^ General Fund - $1.2Million
. Personnel Costs - 80"/0
. -3.8 % of GF Budget
^ Most Vehicle and Equipment Purchases from otherPruteis
^ Transportation bnpro~ment Fund
^ -$550,000 Annual Revenues -Local Option Gu T.ix
^ Road Resurfacing, Vehicles, Equipment, Sidewalla
^ Road Impro~rernent Fund (One Cent Sales Tax)
^ Major Reconstruction -Winter Springs Boulevard
. Town Center Roads
^ Transportation Impact Fee Fund
. Capacity I mprovements - Faher Road
^ Public Facility Capitallmpro~ment Fund
. New $4M i1tiVPW Compowtd completed May 2007
10% Reduction
^ Reduce Administrative Secretary to pan time ($20K) -
residents will get voicemail instead of five person more
often
^ Eliminate 2 maintenance positions ($55K) -minimal
preventative tree trimming/grade dirt roads 1X/week
^ Eliminate Holiday Decoration Program ($16K)
^ Reduce 1 Mechanic to part time ($16K) -scheduled
maintenance intervals for non-Police vehicles increased
by 30 days
^ Reduce Capital Projects Education & Training Budget
($3K)
^ Savings of $110,000
20% Reduction
^ Eliminate Admin. Sec. position ($40K) -residents will
regularly get voicemail, delay in work orders, no quality
control follow ups
^ Eliminate 4 maintenance positions and reduce 1 maintenance
position to part time ($123K) - nc prcvemati.c tree
trimming, reduced dirt road grading to 1X/week,
bushhogging reduced from monthly to 2X/year
^ Eliminate Holiday Decoration Program ($16K)
^ Eliminate 1 Mechanic ($32K) -scheduled maintenance
intervals increased by 30 days for all vehicles, increase in
repair delays
^ Eliminate Capital Projects Education &Training Budget
($5K)
^ Savings of $216,000
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30% Reduction
^ Eliminate Admin. Sec. position ($40K) -residents will
regularly get voicemail, delay in work orders, no quality
control follow ups
^ Eliminate 7 (50%) maintenance ($192K) - no preventative
tree trimming, reduced dirt road grading to 1X/month,
bt~shhogging reduced to 1X/year, eliminate street sign
replacement, eliminate sidewalk installations
^ Eliminate Holiday Decoration Program ($16K)
^ Eliminate 1 Mechanic and reduce 1 to part time ($48K) -
scheduled maintenance as available (120 for PD, 180 other?),
repair delays estimated at 1 week
^ Eliminate Capital Projects Division ($30K)
^ Reduce Fac. Maint to part time ($20K)
^ Savings of $346,000
Thank You
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Communit}~velopment
Department
FY 07/08 Budget
Florida Tax Reform Budget Cuts
At The Department Level
Community Development
Department Mission Statement
`/n cooperation with the community, our
mission is to assist Winter Springs in
achieving its vision for a safe, sustainable,
highly desirable, and aesthetically pleasing
buih environment by providing the highest-
yuality and most responsive professional
services to the c•ommunity.'
Department Structure
• Randy Stevenson, Department Director
• David Alamina, Building Official
• Kim Trench, Customer Service Manager
• Steven T. Richart, Urban Beautification Services
Division Manager
• John Baker, Senior Planner (Cw~renr Develo~,ment)
• Eloise Sahlstrom, Senior Planner (Long Range)
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Department Organizational Chart
Department Director
Administration Planning
Customer Survive Building
Urban Beautification
Community Development
Administration
Service Outcomes:
• Directs and supervises all department activities, functions,
& personnel.
• Serves as technical advisor to other department heads &
similar officials on planning, zoning, & other land
development matters.
• Administer all development & planning related technical
consulting contracts.
• Provide customer service to the general public and to the
development community on all land development,
planning, building, and licensing issues.
Community Development
Administration
Service Outcomes:
• Administer & enforce the City's Comprehensive Plan,
Growth Management Plan, Capital Improvements Plan,
Land Development Code, the Florida Building Code,
Urban Improvements, and Economic Development
Programs.
• Director of staff to the City's Planning & Zoning
Board/Local Planning Agency, Board of Adjusnnent,
Beautification Boards, and other boards & committees as
may be established by the City Manager of Commission.
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Community Development
Administration
Service Outcomes:
• Provide technical consultation for all planning, building, &
urban beautification efforts.
• Economic Development Coordination
• Periodic review of impact fee studies for necessary
adjustments.
• Performs & manages departmental functions including
personnel, budget, & manpower estimates, functional
organizational units within the Department & designates
personnel to serve such units.
Mission of the Planning
Division
`The Planning Division is dedicated to providing
exceptional sen~ice to the cornrnunity, ensuring
that development of the City occurs in a manner
which is cornpliant with the Comprehensive Plan,
safe, efficient, attractive, and enhances overall
community livability and the yua]ity of life for our
residents and the business community. '
Planning -Long Range &
Development Review
Service Outcomes:
• Guides & facilitates the orderly growth of the City, thereby
safeguarding the health, safety, & welfare of the citizenry.
• Monitors changes to the State's Growth Management
Legislation and implements at the local level.
• Oversees the City's Comprehensive Plan and coordinates
all associated processes with the State Department of
Community Affairs.
• Ensures that proposed developments are held accountable
to the City's Code of Ordinances, Town Center Code, SR
434 Overlay district, GID District, & the Comprehensive
Plan.
• Updates the City's demographic date & maps.
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Planning -Long Range &
Development Review
Service Outcomes:
• Prepares & review development-related ordinances and
development agreements.
• Reviews all development proposals for compliance with
the City's land development regulations, comprehensive
plan, as well as the Town Center Code, aesthetic review
ordinance, S.R. 434 overlay regulations, and G.I.D
regulations where applicable.
• Prepares special area studies and various workshops as
requested by the City Commission.
Planning -Long Range &
Development Review
Service Outcomes
• Reviews all building plans for compliance with
Commission approvals.
• Provides professional & technical assistance to citizen
advisory boards and ad-hoc committees.
• Responds to public requests for information with
consistent & accurate guidance related to processing
development plans.
• Oversees the successful implementation of [he Town
Center code principles during development review and
through project construction.
Planning -Long Range &
Development Review
Service Outcomes
• Coordinates redistricting of the City every three years with
the Redistricting Committee.
• Provides comprehensive review of plats, lot splits, right-
of--way vacations, variances ,special exceptions, &
conditional use requests.
• Prepares a broad range of agenda items (I R 1 in 2006 &
121 thus far in 2007).
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Local Staffing Comparisons
~O h~
~° ^~' ti o°
y~ ~ h~
C ~h
Population 34k 14k 14k 2Sk 33k 44k 43k ~ .~,
~.ow v~Mry a..d~, o.~ s~eb ...mmr
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The Planning Division consistently provides
performance over and above that which is
considered a normal workload and an average
acceptable job,
and is working a combined average of 24 hours per
week beyond the 40-hour work week.
Even this level of commitment does not allow the
current planning staff, along with administrative staff
help, to address all assigned areas of responsibility.
Items not beine addressed:
• Formal concurrency reviews (Ch. 163, F.S.).
• Financial feasibility of implementing the Comprehensive
Plan (Senate Bill 360).
• Financial impact analysis model for [he City.
• Code amendments and revisions.
• Implement GIS soRware into the day-to-day functions of
the Planning Division.
• Annually update [he City's inventory of existing &
proposed interlocal service delivery agreements & identify
deficits or duplication of service delivery.
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Even this level of commitment does not allow the
current planning staff, along with administrative staff
help, to address all assigned areas of responsibility.
Items not beine addressed:
• Create & maintain a zoning matrix establishing zoning
districts that correspond to specific land use categories.
• Develop standards in the City Code for access to public
transit, bicycle, & pedestrian systems. Prepare &
implement a Pedestrian Circulation Master Plan.
• Establish specific level of service (LOS) criteria in the City
Code based upon definitions found in the various elements
of the Comprehensive Plan.
• Establish a monitoring system to measure the achievement
of the City's multi-modal transportation goals (Policiev n(rhe
Local and Siale Comprehensive Plansf.
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Continued performance of these service
outcomes requires a highly skilled, dedicated
and sufficient workforce.
Community Development
Department
Consequences - 10% Reduction:
• Town Center Consulting cut 50
• General Consulting cut 50
• Employee Training cut 25
• Postage cut 25
• Printing Expenses cut 33
• Map Printing cut 50%
• Advertising cut 40
• Tires 8 Filters cut 50
• Reduction in technical skills due to inability to attend specialized training
and software update training and increased unfamiliarity with new Florida
Growth Management Act mandates [approx $4500].
• No resources available for city-initiated actions, which require map printing
and public noticing in the Oilando Sentinel [approx $7800].
• Possible loss of state registrations and certifications, if continuing
education funds are eliminated. Maintain a limited amount of funding in
this category.
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Community Development
Department
Consequences - 10% Reduction:
• Reduction in technical skills due to inability to attend specialized
training and information on responsible planning techniques.
• Possible loss of state certfications if continuing education funds
are eliminated (will potentially result in loss of professional staff).
• Reduced ability to convey critical town center principles to
developers and tenants as funding for attendance at place
making and new urbanism conferences is eliminated.
Community Development
Department
Conseauences - 20% Reduction
• Town Center consulting cut 75
• General consulting cut 75
• Technical consulting eliminated
• Employee Training cut 75
• Postage cut 50
• Equipment repair & maintenance cut 50
• Loss of Department Vehicle
• Printing expense cut 66
• Map printing eliminated
• Advertising cut 50
• Recording tees cut 50
• Office supplies cut 70
• Computer, printer, FAX cut 50
Community Development
Department
Conseauences - 20% Reduction:
• Operating supplies cut 70
• Software cut 65
• Subscriptions eliminated
• Dues and registrations cut 50
• Employee development cut 75
• Loss of departmental secretary.
• Loss of professional staff, as payroll reductions and loss of
support for maintenance of state registrations and certifications
will result in current staff leaving employment with the City.
• Difficulty in complying with state mandates including
implementation of Senate Bill 360, completion of the 2008
Evaluation and Appraisal Report and subsequent
Comprehensive Plan Amendments, resulting in Slate imposed
sanctions impacting loss of revenue, grants, and ability to
amend the Comprehensive Plan and rezone property.
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Community Development
Department
Consequences - 30°/n Reduction:
• Town Center consulting eliminated
• General consulting eliminated
• Technical consulting eliminated
• Employee Training eliminated
• Postage cut 50
• Collection service fees eliminated
• Equipment repair 8 maintenance cut 75
• Map printing eliminated
• Classified 8 legal advertising cut 75
• Office 8 Operating supplies cut 85
• Small tools 8 equipment eliminated
• Subscriptions eliminated
Community Development
Department
Conseauences - 30% Reduction:
• Dues 8 registrations eliminated
• Employee development eliminated
• Printing expenses cut 75
• Recording fees eliminated
• Software maintenance eliminated
• Slate sanctions against the City for failing to comply with State
Mandates.
• Elimination of State grants and revenue for non-compliance
with mandates.
• Inability to respond to Commission directives.
• Elimination of the Planning Division.
• The quality of life in Winter Springs will be substantially
reduced.
Community Development
Department
Conseauences - 30% Reduction:
• The health, safety, and welfare of the City will be compromised.
• No professional staff customer service provided (Information conveyed to
the public through the City's website only).
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The commitment of your planning staff to
tackle their existing workload is commendable
but clearly cannot be sustained.
HELP IS NEEDED.
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Division Mission Statement
`The Urban Beautification Services
Division is committed to adding value
for Winter Springs Residents by
providing the highest quality and best
maintained landscapes, hardscapes,
urban forests and public areas in
Seminole County.'
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Urban Beautification Services Division
Division Resuonsibilities
• Urban Beautification Division
Cih~ Srreerscapes Beaurifimrion Program
Mainrer,ance q~Faciliries, Raadwgvs, Ponce and Medians
Organizational Chart wnversPrn,gcTawncenrerG(rPahficAreav
Developmem Plans Review and /nspecrionv
urban neaat~som~rrn •Strcetlighting Division
M:mager
Uecorutive Sveedighrs and Sign Program
cry nrhodst urnaa worker •Arbor Division
drbor Permitting and F~resrrv Managernem
•Special Assessment Districts
Tuacun~illa Lighting mrd Beuw f wrioa Dise~icr
Oak b'nresr Wull and Beautification Uislricl
Urban Beautification Services Division
/ndividual Resuonsibilities
Urban Beautification Manager
Average Work Week
•Manages AnJ Srh Goals For The Division Staff' S0 Hrs
•Manages Maintenance And Construction Contracts
•Coordinates Bidding Far Maintenance And Beautification Projects
•Manages Operation Of Twn Sprci:d Assessment Districts
•Responds To Public Requests For Service
•Developmrnt Plans Review Of Landscape And Irtigation
•Pertunns Commercial Landscape and Imgation Permit Inspections
•Manages The City's Strcetlighting AnJ Uecorutive Street sign Prof ams
•Hnsures Compliance With City Cnde And The Comprehensive Plan
•Pursues Grant Funding For City Projects
•Pnrcesxes All Invoicing AnJ Division Documents
•Responsible Por Concept And Design Of Ciry Beautification Projects
•Key Rnle The Winter Springs Town Center
•liespnnds To Lmergency Calls (Jm,~ hueiura~s hom~.c) For Beautification And Special
Assessment District Issues
Urban Beautification Services Division
!ndividual Resuonsibilities
City Arborist overage wnrt<week
43 Hrs
•ISSUn City Arbor Permit
•Presents Specimen Arbor Removal liequesn~ To The City Commission
•Presrrihes Maintenance Por Thr City's Urban Forest
•Plans Arbor Proieccs Throughout The City
•Fnsurrs City Panicipation In The Tree Ciry USA Program
•Responds~ To Public Reyuesta For Service
•Development Plans Review And Permit In pections P'or Arbor And Landscape
•Lnsurcs Compliance With City Code Md The Comprehensive Plan
•Moni[nrs Trrr Connacmr Activity Within The City
•Pmvidrs Education Fur The Public Relared To Arboriculture Issues
•StafT Liaison To Thr Beautification Of Winter Springs Advisory Board
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Urban Beautification Services Division
/ndividuai Resnonsibili[ies
Urban Forestry Worker Average wort week
40 Hrs
• Maintains Tree Projects Throughout The City
• Installs Plants For City Conservation Projects
• Aids In Litter Collection Throughout The Ciry's Main Roadways
• Performs Routine Maintenance And Repairs To The Ciry's Hardscape Features
• Performs Monthly Streetlight Inspections For Decorative Streetlight
• Performs Minor Routine Maintenance Md Repairs Fnr The Special Assessment Districts
..5,61~~~f, ~!
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Urban Beautification Services Division
Operations Budgets
Tore nPP.~~,;mrinna xt, isz, ono a. sxo ~~, w;rarer s~,;nxe kes;aenee
m tron~,
~ ~ f39 ^<neemKatw
Uq•, •'1'ree Mainl.
W/ 0 Sal~Nn
• Ulillrler
D f n. (I~cr~
® 8~
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sw
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0
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~m.,w. +!;
s~i
Wip ~o
'Hnrrnrlrv!
,ul ,krlur ~.v /ur Urin.n H.~.r rrilr.r i~lrn~h-J lr..
the Tir~fiuv~illu rnJ ()nk F'nr~ ~r.4err....rnr nr IJi^rr r•rr l,v.,., i~ i ulnenrl.
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Urban Beautification Services Division
Winter Springs Beautification Investment
Total Value $ 4,500,000
Small Trees, Shrubs and Upgraded Turf
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Urban Beautification Services Division
Fact:
~_
'The Flnnd Depm~tment o~ ~ a~, ''~ ~'"~,
Tran.cportatinn ue~e.c Wirrler '~ k ~~~~~~ °~
Springs as the .standard,/ar
which all other Cities should
meet when it enures m roadivuv
heamilication along Stale Road
434 in Seminole CounN', ac
smmnarizcd by FDOT Arca
Manager David Jackson.'
~s~ ~ ~;'7~ ; ~
~i '+,~,,~y~'-t~:
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Urban Beautification Services Division
Beautification Adds lmmediate Value
+ The Stare Of Florida Agrees Tha[ Beautification Adds Value. That's One Reason
They Sponsor Grants For Highway Beamitication Lvery Year.
~+ A U.S. Forestry Service Study Suggests Tha[ Trees Cun Increase Yuur Home's Value
By Up To 7%. The Wall Street Jonmal Agrees.
+ Parks And Street Tree Beautification Has Been Found To Be Secnnd Only To
Bducatiun In Residents Perception Of Municipal Services. Psychologist Rachel
Kaplan, Of Virginia State University, Found That Trees, Well-Landscaped Grounds,
and Places For Taking Walks To Be Among The Moxt Important Factors For
Families Choosing A Place To Live.
J
H A Poorly Landscaped Neighborhood Can Decrease
Property Values By Up To 10""/0, Accm~diog To A /9Y4
Sruah• Published U~r The Journal OfCnvirrntmenral
h
?.~ !/nniculrure.
Urban Beautification Services Division
Beautification Adds Immediate Value
'a 95 % Of The Members Ot The Society O(Real 8state Appraisers Say Landscaping
Adds To Property Value, While 99% Agrex That Landscaping Increases Speed Of
Individual Home Sales, In A 2002 Appraisers Smdy.
+ Mnney Magazine, In An Article PublisheJ In 2003, States That'Landscape
Beautification Will Return 100% To 200% Of lt's Acquisition Costs'.
Think About /t:
What are some of the reasons you chose Winter
Springs as the residenceJor your family?'
Urban Beautification Services Division
Grants For Beautification
v In the past 3 years, City Staff has been
awarded $24Ok in grants from government
agencies that require matchine funds.
~ Grant funding saves Winter Springs money.
v Budget cuts will force Staff [o abandon
grant funding opportunities.
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Urban Beautification Services Division
STREETLIGHTING
City's Streetlieht Investment
Whar will huppen ijrhe lights ga out?
The City Currenllv Has More Than 24(10 Leased
Sn'eetlighls Throughout The Cily
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v Strcctlights Arc Provided On Public Streets ~r~~~~'
~
q
Throughout The City ~' ~
~
'r The City's Standard Streetlight Consists OfA , ,~
Concrete Pole And A Cobra Light Fixture At A
Cost Of $13.13 Pcr Month Each
v Upgradcd'Dccorativc' Streetlight Costs Arc .Reduced runuc sarery
Paid By The Respective Neighborhood Group •votrnuai came increase
~r The City's Streetlight Bill From Progress Energy •incrca,ed Vmergency
Response Times
Is $32k Pcr Month
Urban Beautification Services Division
~! Why Is Streetlighting Important?
i ~I ~~'~"~~~ ~"Z' A Recenr Universi!p O~Cambridge S~udt' Br Kale
cv• Painter and David F. Farrington Above Su~eellighling
And Crime Concluded The Following:
I. Strcctlights improve safety by allowing
pedestrians and vehicles to sec each other.
'~
~ 2. Streetlights rcducc come by improving visibility.
~~ ~ 3. Strcctlights rcducc the fear of crime.
~... ''"~• 4. Strcctlights improve community pride and the
~, ~ quality of neighborhoods.
5. Strcctlights increase usability of roadways and
sidewalks.
J 1~~''.'{4 r~ In
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Urban Beautification Services Division
The Arbor Division At Work For You
~+ The Arbor Division Provides Over 700 Trees To
Residents During The Annual Arbor Day Event
~/ The Arbor Program Replaced LS Times As Many
- - Street Trees As Were Lost During The 2004
Hurricanes
v Enforcement Of The City's Arbor Codc is Vital To
~,~u The Protection Of Your Urban Forest And Trec
~~r V Canopy By Requiring Replacements For Trcc
Removals
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4
`a The Arbor Division Protects Hundreds Of Residents
t,.~ i L
~. ''91i~'~ Each Ycar From Unlicensed Contractors
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Urban Beautification Services Division
The Florida Department of Agriculture and Consumer
Services, Division of Forestry, Sr. Forester for Seminole
and Brevard Counties is quoted as saying:
"Winter Springs has one of the moss exceptional programs
in Seminole County... The fact Thal Winter Springs can
have such an exempdaly urban forest wish a beautification
department staff of Three people speaks volumes to the
department's cost effectiveness. "
Urban Beautification Services Division
Residential Arbor Permits For Tree Removals
2006 thru Present
t. r
~~~~ ~~ i~~~~~~~~~ III4N~~MOO+w
hwaprro:
~ ~ ~
~wln~'C"iil:'„
~Wimer Springs
hac Aeen a Tree
Ciry• U.SA Jor
over lA years in
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Urban Beautification Services Division
Remember The Hurricanes of 2004?
The City's Hurricnnc Response Tcam wns one of
the best in Central Florida as reported by
F. E. M.A. Representatives fitt the Seminole
F s~ County arcs.
'What wil(hnppeu f the rirv duernY hose enough
arhm~a~r Jfrn e/ji•criveh~ n ~pnnd m u di uch ue
un uaespecred hurricane or mrnam,~'
yt~ ~ ~ f t~
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Urban Beautification Services Division
Budget Impact Statements
Resources
I. Urban Beautification- 1525 (General)
Prccnnnel $lR1,Rl5 Emplgrees (F/Tj - 3
Opernling $/,095, 1110 Vehicles-~
Pr-og. Rererure.c $177,750
~ Nel Apprupr-ialiono~ $l 11)0 N65 / - Oar ~• dsa-isrurv Needed
2. Urban Beautification- 1526 (Streetlighting)
Operating $3911,01111
Net Apprupriwiun.v $3911.0110
3. Urban Beautification- I IU (Arbor Fund)
Operating $[3,1/00
Prug. Rercnue.c x26, i0/t
Net Appropriations l3 i110
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Urban Beautification Services Division
Budget Impact Statements
Efficiency 10 % Budget Reduction ($115,300)
r SR 434 and '1'uskawilla Road Landscape Maintenance
7:"i X, Reduced r p nj'mnwings, planner hed mu/c/a bed weeding, Tree
pruning, irrigation repair, rep/ucemem plants).
v City Facilities, Rights-of-Way, Medians and Ponds Reduced
Bti X' (q r f mawingr, p/umer Aed muloh, hed weeding, tree pruning,
irrigation repair, replaremenl plants).
7~~ Z, '+ Canopy Tree Maintenance Reduced.
~r Town Center Maintenance Reduced (Grounds, hardseapes,
Ba'X. Ihunlaine, replucen¢m planes).
r Staff Review Fur Development and Permit Inspections
/ tr y" Reduced pundscupe and irrigation - GMe Cnrepliunee).
1p1,7 r Tree Protection Reduced (removals, unlicensed emnruemn.
permits delved 3-3 ducd,
0'y, r Neighborhood Improvement Program Eliminated.
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Urban Beautification Services Division
Budget Impact Statements
Efficiencv 10% Bud¢et Reduction ($115,3001
SO,X y Holiday Decorations Reduced (SR434, Posl OJJiee Pond, City
Hal/).
0'X r Beautification of Winter Springs Board (S,aJJ'Sappnn
Unavail°b/e).
75~ ~~r Puhlic Response Times Delayed 1-3 Days (phone ca//s,
correspondence regarding quealions and work reyue.~~lc) .
2S'X, 'r Revenue Generating Grants(/imired abi/ig•rn yna/ijly.
'~r Streetlighting Program Eliminated (Funding na ava/!ab/e r°
(1~' provide a~rreer/ighling on revidenlia! slreees).
.1i•~ `r Tree City USA (Growth Awurd Lox/J and Arhor Day
Reduced.
611'X. ,r Small Tree Planting Reduced.
Urban Beautification Services Division
Budget Impact Statements
Efficiencv 20% Bud¢et Reduction ($230,600)
'r SR 434 (Cut) and Tuskawilla Road Landscape Maintenance
•;•~ X' Reduced (N ofmnwings, plainer bed mu/ch, bed weeding, tree
pruning, irriganon repair, replacemen plums).
's City Facilities, Rights-uf-Way, Medians and Ponds Reduced
11'X, (q oJb,owings, p/aver bed mulch, bed weeding, tree pruning,
irrig°lion repair, replacemen plane).
50'X. 'r Canopy Tree Maintenance Reduced.
'r Town Center 'Maintenance Reduced (Grounds, hurdseapev,
B'X, fun/uins, replacemen! plun/n).
r Stag Review For Development and Permit Inspections
Il(1'X. Reduced pandseupe and irr/gu,inn-Codr Compliance).
RO,Y + Tree Protection Reduced /removals, unlicensed enntruernrs,
permis de[aved 7-l y day ).
Q'X, 'r Neighborhood Improvement Program Eliminated.
Urban Beautification Services Division
Budget Impact Statements
Efficiencv 20 % Bud¢et Reduction ($230,600)
0% r Holiday Decorations Eliminated (SR434, Posr OjJice Pond, Ci<r
Halry.
(1,~ 'r Beautification of Winter Springs Board (S,uJJ'Suppon
una~aimnle).
4:5~ v Public Response Times Delayed 3-$ Days (p/mne calk,
aorrespondenee regarding quesions and work requeeec) .
0'X, 'r Revenue Generating Grants (unable m yualji).
'a Streetlighting Program Eliminated (Funding no, availablem
0'X' provide.clreeligMing nn reeiden,iu/streela).
IpX, r Tree City USA (Growl, Awurd LoslJ and Arbor Day
Eliminated.
211'X. 'r Small Tree Planting (Minima/).
1 /
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Urban Beautification Services Division
Budget Impact Statements
Efticiencv 30%Budeet Reduction ($340.9001
'~r SR 434 and Tuskawilla Road Landscape Maintenance
11'X' Eliminated / q jmowings, p/umer bed mu/ch, beJ weeding, tree
pruning, irrigulinn repair, replacement plants).
v City Facilities, Rights-of--Way, Medians and Ponds Reduced
40%, (g f mnwings, planter bed mulch, bed weeding, tree pruning,
irrigulinn repair, replacereenl plants).
j yx, 'r Canopy Tree Maintenance Reduced.
l7 ~ r Town Center Maintenance Reduced /Grounds, hardseupez,
fountains, replacement plants).
O'X v Staff Review Fur Development and Permit Inspections
Eliminated /landscape and irrigation - Cnde Comp/lance).
211% ,'r Tree Protection Reduced (removals, unlicensed c°mruclnre,
permits delayed l0-13 duv.+).
0'~, 's Neighborhood Improvement Program Eliminated.
Urban Beautification Services Division
Budget Impact Statements
Efficiency 30 % Budeet Reduction ($340,900)
(t„~, 'r Holiday Decorations Eliminated (SB434, PosI OJJice Pnnd. Cih•
Hall).
0% r Beautification of Winter Springs Board (Sr JjSupp°n
Unuvui/ab/e).
q(t'ti 'r Public Response Times Delayed 6-10 Days (phone ea!/e~.
enrrecpnndenee regurding yueevinn.v and work reyueste~) .
(1'%. r Revenue Generating Grants (unuble rn quuliJy9.
0'%, •r City Arhorist Position Eliminated.
°.r Streetligh[ing Program Eliminated /Funding nnl avuilab/e m
(tax' prmidr street/ighring nn res~idemiul avreete).
(px r Tree City USA (Growth Awurd Lost) and Arbor Day
Eliminated.
0'x, `I No Small Tree Planting.
Urban Beautification Services Division
Budget Impact Statements
10/20/30 % Alternative Measures
'v Select City Roadways ;Maintained By Home Owner's
Associations or Other Adjoining Private Property Owners.
`r Create Strrrtlighting Assessment Districts Throughout The
City At A 40% Increased End Cos[ To Each Resident.
r Existing Home Owner's Associations Could Pay Fur The
Complete Cost Of Streetlighting Within Their Areas.
'/ Additional Sponsors For Arbor Day Tree Giveaway /10/30%
Budget Beduclianx. Arbor D°v /s /;liminuledj.
IS
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Urban Beautification Services Division
In closing, Urban Beautification is about more
than trees, plants and turf. Beautification is about quality
of life; ry cur quality of life. Winter Springs is a
beautiful and a peaceful place to raise a family or even
to settle down for retirement.
`...Our job is to keep it that way. City Staff
wants to continue having the resoure•es to do the
job effectively.'
Community Development Department
`The Community Development Department
appreciates this opportunity to provide you with
a briefing on the operations of our department. '
19
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WELCOME TO
WINTER SPRINGS
PARKS &
RECREATION
DEPARTMENT
CHUCK PULA PARKS & RECREATION BIOGRAPHY
Education: B.S. Univ. of Florida 1971-Degree In Reveation
Experience: 29 Years as a Parks and Recreation Professional
25 YEARS AS A DIRECTOR (MANAGERI
City of Winter Springs 8 Years
Lake County 9 Years
City of SL Cloud 5 Years
City of Eustis 3 Years
City of Winter Park 2 Vears
DIVISION HEAD
Indian River land YMCA 1 ~/z Years
Boys Club of Gainesville 1 Year
AREA OF EXPERTISE
Grans, Awards, Turf
SEMINOLE COUNTY CITIES
PARKS AND RECREATION
PER CAPITA COST
CITY POPULATION @UDGET /CAPITA COST EMPLOYEES
~'iALTAMONTE 43,399 $5,410,132 $124.66 60 FT / 15 PT
ICASSELBERRY 23,944 $2,046,849 $85.46 18 FT / 9 PT
',LAKE MARY 13,211 $1,657,023 $140.57 18 FT / 9 PT
LONGWOOD 14,368 $1,396,361 $97.19 13 FT
OVIEDO 30,345 $9,281,390 $141.09 42 FT / 29 PT
SAN FORD 43,746 $4,281,320 $97.77 91 FT / 27 PT
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DEPARTMENT SUMMARY
IMPACT STATEMENTS
MISSION
RESOURCES
SERVICE OUTCOMES
Mission Statement
To provide those services that enhance
and enrich the quality of life of it's
citizens. To ensure that the most effective,
economic and innovative approach to this
end, we shall maintain the highest
standard of integrity, ethics and
professionalism both personally and
publicly.
Resources
^ Personnel $1,316,473
. Operating $1,076,894
. Capital Outlay $ 61,550
. Debt Service -0-
^ TOTAL APPROPRIA TIONS $2,454,917
. Program Revenues $ 366,700
^ Net Appropriations $2,088,217
Employees, full time 21
Employees, part time 16 + 15 seasonal PT
concessions/camps
Vehicles 8
2
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^ Facilities 12 public parks - 268 maintained acres; 338
total acres (Ponds & Wetlands)
^ (30) Sports fields
^ (1) P & R office/Concession stand bldg.
. (1) Soccer concession stand
^ (1) Senior Center & Therapy Pool
^ (1) Civic Center
^ (1) Maintenance Shed
^ (1) Splash Pad
^ (1) Temporary Dog Park
^ (16) Playgrounds
^ (14) Picnic Pavilions
^ (16) restrooms
Central Winds Park Expansion
Tota 1104 Acres
~. , i_
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3
Central Winds Park
Award Winning
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STMA -National Award
PGMS -National Award
•
CwY ear., Pv~
SERVICE OUTCOMES
The Parks & Recreation Department direRly affects the lives of about 250,000
daily participants per year through organized sports, programs, and events.
In addition we directly affect the lives of about another 180,000 visitations per
year through the open Parks, Playgrounds, Fields, Courts and Trails.
The Parks & Recreation Department and facilities ope2te Seven (7) days a
week from 6:00 am to 10:00 pm (16 hours a day x 7) = 112 hours per
week.
We provide a high level of Customer Service and Facility Maintenance which our
residents (users) expect and appreciate.
The revenues we receive $ 366,700 come from; AMletia, $ 172,700,
Concession $ 92,000, Summer Day Camp, $ 50,000, Recreational Programs,
$ 20,000, Special Events $ 12,000, Civic Center Rentals $ 11,000 and Pavilion
Rentals, $ 9,000.
Our current fees structure is comparable to other cities and the fees are
reasonable. We do not charge a fee for any Special Events, Splash
Playground, Dog Park, Playground usage, Parking, and Senior Center usage.
4
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CONSEQUENCES of 10% REDUCTION
A 10 % reduction across all budgetr will result in reductions of Part Time
Salary (hours worked) or 2-3 PT positions eliminated.
All budgets will result in reductions of operating line codes. Less supplies [o
maintain facilities & programs.
Eliminate 1 Community Event (Holiday concert).
The Senior Bus Service will need to be eliminated to rover the reduction and
increase in expenses due to the Senior Center Expansion.
The results will be a reduction in Service.
ALTERNATIVE MEASURES
Look seriously at new opportunities to increase revenues an all divisions,
programs, facilities. Fees will need to be increased in all areas.
CONSEQUENCES of 20% REDUCTION
A 20 % reduction across all budgets would result in the following:
Reduce Administrative Secretary to a P.T. Secretary. Department & Division will
struggle to handle the work done by the Secretary. Reduction of 4 to 6 Part
Time Night & Weekend Positions (Parks and Athletics and reduction of Part
Time Hours).
There would be noticeably less supervision, safety and clean up of at all areas.
The reduction in operating expenses would result in minimal supplies to
maintain facilities and programs.
There is the potential reduced revenue due to quality and less supervision
The Senior Bus Service is eliminated.
Two (2) Community Events (Holiday & Spring Concerts) would be eliminated.
ALTERNATIVE MEASURES
Consider and put in place additional fees to assist in covering the direct and
indirect costs.
CONSEQUENCES of 30% REDUCTION
A 30% reduction across all budgets would result in the following:
No Administrative Secretary. The Department cannot function.
Reduction of (2) FT Parks Maintenance Workers. Maintenance is now not reliable.
Reduction of 8-12 PT Staff (Parks & Athletics) & considerable reductions in PT Hrs.
Unable [o properly maintain fields.
No supervision clean-up, or stair presence at activities and programs. Unsafe
conditions at ail activities & programs.
The retluction in operating supplies will result in elimination of the quality of facilities
and programs, and response to concerns.
Signifcant loss of revenue.
Senior bus service eliminated.
Eliminate 3 Community Eventr (Holiday & Spring Concerts & Dancing under the
Stars).
Not Feasible
ALTERNATIVE MEASURES
Consider parking fees, park users fees (Playgrounds, Basketball Courts, Tennis
Courtr, SDlash Playground, Dog Park, etc.)
Consider & put in place additional fees to cover the direct and indirect costs. See
alternative measures under Athletics, Programs, Special events, and Senior Center .
Rather then reduce services signifcantly or increasing signifcantly user fees in all
areas consider eliminating totally. 1. Recreation Programs - $ 209,939 2.
Community Events - $ 190,000
5
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ADMINISTRATION
Norma Pardo
Administrative Secretary
RESOURCES
SERVICE OUTCOMES
Resources
^ Personnel $157,119
^ Operating $ 34,900
^ Capital0utlay $ 1,850
^ Debt Service -0-
^ TOTAL APPROPRIATIONS $ 193,869
^ Program Revenues $ -0-
^ Net Appropriations $ 193,869
Employees, full time 2
Employees, part time - Admin periodically uses Parks PT employee
Vehicles none
facilities: Operates in two offices on the 2ntl floor of bldg located in Central
Winds Park
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SERVICE OUTCOMES
Overall supervision of personnel.
Secures & distributes specialized Information and Coordinates Office Work
Prepare and Monitor Department Budget (9 divisions).
Maintain AC, Copier and Equipment Maintenance Agreementr.
Typing of Agenda Items, Resolutions, Memos, Letters, Monthly Reports,
Booklets, E[c.
Record Management for all Divisions & Submission and closing of Grantr.
Oversee Special Projects, Capital Projects and bidding process.
Enter Purchase Order for all 9 Parks Division budgets and close out when items
are received.
Greet Customers on a daily basis for Pavilion Rentals, Camps, Sports Activities.
Answer telephone -provide information regarding services and operation of
departrnent.
Responsible for all New Hire Paper Work and Maintain Employee's Files.
Prepare Employee Evaluations and PAF forms & research and retrieval of
records
Receive payments for programs and Order Office Supplies for all Divisions
Attend meetings and Special Eventr
The Administration Division in the past 8 years has brought in $ 3 098,132 in
State & Federal Grants to build Parks and Recreation Facilities and Purchase
Equipment. The City has benefited and will continue to benefit from these
grantr.
Park Visitors
~.w;la~U'"~
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1
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Senior Center Expansion Project
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CONSEQUENCES REDUCTION -ADMINISTRATION SUMMARY
10% reduction
Reduction of Consulting Services which are used for concept plans far grants,
surveying, soil, boring, etc..
No employee development, training & education to obtain state and national
recognition of Parks & Recreation facilities and programs
No upgrades for computer systems
20% reduction
Reduction of [he Administrative Secretary position to a part time position.
Big reduction of Consulting Services (over 7,000) No grants
The existing division staff would have to do the service outcomes currently done by the
Administrative Secretary related to their division.
Signifcant rlelays in processing information & poor customer service
30% reduction
All of SO % and 20% ReduQions.
No Administration Secretary
The Department fails [o function
Not Feasible
ALTERNATIVE MEASURES
Charge an administrative processing fee for all transactions related to fee
collection to defer contr.
Temporary
Dog Park
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ATHLETICS GENERAL
Chris Caldwell, Athletic Supervisor
Eli Smith, Athletic Coordinator
RESOURCES
SERVICE OUTCOMES
Resources
^ Personnel $181,509
^ Operating $ 8,350
^ Capital Outlay $ 2,700
^ Debt Service -0-
^ TOTAL APPROPRIATIONS $ 192,559
^ Program Revenues $ -0-
^ Net Appropriations $ 192,559
Employees, full time 2
Employees, part time - 6
Vehicles 2
Facilities: Central Winds Park & Expansion, Trotwood Park, Torcaso Park,
and Moss Park. Also use the School facilities gyms, softball & baseball
fields, auditorium and media center.
9
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SERVICE OUTCOMES
Athletics General Encompasses two (2) full time employees (Athletic
Program Supervisor & Athletics Night & Weekend Coordinator)
Also in this budget are the Six (6) Part Time Park Rangers that
provide direct service to all the Athletic Leagues & Tournaments, Six
youth Sports Partnerships, Summer Sports Camps, & Special Sports
Usage.
A listing of the Part Time Staff duties is 4 pages long (we provide an
on-site presence of Customer Service to provide help, information,
problem solving, dean-up, etc).
The Athletic Department operates from 8:00 a.m. to 10 p.m., 7 days
a week. or a total of 98 hours per week.
The Athletic Department schedules and supervises 30 Sports Fields.
CWP Expansion
Youth practice fields
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CONSEQUENCES REDUCTION -ATHLETICS GENERAL
10 % reduction
l0% ReduNOn in Part Time Salary (hours wvrketl) SupervLU wRh kss trine
lU% Reductlon n all Operating Lme Codes. Mai~in wRh kss supplies
Retluction n service.
20^/o euduction
20% RetluRpn in Part Time Salary (Hours Waked) or (2) PT positrons
20% Reductbn In all Operating Line Lades, very Mmited wpplies
Lower Level of Service provided [o SpoiR P ANk[ic User & Specbf rs. In most casCS NO staff
present.
Inatlequate Supervision
30^/o reduRion
30% ReOixtbn in Part Time Staff hours or eliminate two (3) Part Time Posttbns)
30% R~uctpn in all Operating Line Codes. Many times, No wppYes.
No Aaff presets.
Unsafe
No assistance to Youlh Sports Partnerships
No Supervision or Security.
Not Feasible.
ALTERNATIVE MEASURES
Administrative Fees may t>e added to all tees cdkctetl.
A Parking Lot Fee may be cdleRed.
A Partrcipant Fee may be charged to recoup aN Administrative and Mantenance Costs associated
with the program (See League & Partr~ership Altematrve Measures).
ATHLETICS LEAGU E
RESOURCES
SERVICE OUTCOMES
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u
Resources
^ Personnel $ -0-
^ Operating $ 101,660
^ Capital0utlay $
^ Debt Service -0-
^ TOTAL APPROPRIATIONS $ 101,660
^ Program Revenues $ 122,700
^ Net Appropriations $ (21,040)
Facilities: Central Winds Park & Expansion, Trotwood Park, Winter Springs
High School, Indian Trail M5, Lawton Chiles MS, UCF
SERVICE OUTCOMES
^ The Adult Leagues and Sports Camps generate a greater
revenue than expenses ($ 21, 040).
^ Staff monitors income & expenses to ensure that this
occurs with the league and camps.
^ Cost covered by fees -things owned by the leagues;
balls, trophies, referees, equipment, etc.
^ Cost not covered by fee -things owned by the city
administration overhead Program Management &
Supervision Facilities, Ground Maintenance
^ However the true cost of the League and Sports Camp
for Administration and also Grounds Maintenance is not
accounted for (See attached alternatives).
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Special Rental Groups
Instructional Soccer Leagues
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CONSEQUENCES REDUCTION -ATHLETICS LEAGUE
10^/o reduction
SO % ReduRion in Expenditures will result in a lower revenue.
Less supervision, supplies and program quality.
20^/o reduction
20% Reduction in Expenditures would result in even lower revenue.
Noticeably less supervision -poor programs & leagues
30 % reduction
30 % ReduQion in Expenditures would result in a signifcantly lower revenue or no
revenue
No supervision & supplies.
Non-existent programs & leagues
No[ Feasible
ALTERNATIVE MEASURES
Based on the current number of yearly participants in Youth Sports Camps of 560 an
additional fee of $ 47.00 per program would cover the Program & Maintenance Cost,
Division Administration Cost, and Department Administration Cos[.
Based on the current number of yearly participantr in Adult Athletic Leagues of
1,350 an additional fee of $ 145. 00 per program would cover the Department Costs.
Based on the current number of yearly participantr in Adultr Sports, like tennis or
golf, of 150 an additional fee of $ 360.00 per person would cover the Department
Costr. All of these fees are excess"ve and hardly anyone w'll resister and oarticioate.
13
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ATHLETICS
PARTNERSHIPS
WS Babe Ruth
WS Grizzlies
WS Basketball League
CFU Soccer Club
FSA Soccer Club
Seminole Lacrosse Club
RESOURCES
SERVICE OUTCOMES
Resources
^ Personnel $ 6,374
^ Operating $ 35,500
. Capital0utlay $
. Debt Service -0-
^ TOTAL APPROPRIATIONS $ 41,874
^ Program Revenues $ 50,000
^ Net Appropriations $ (8,126)
^ Employees. PT (1) Youth Basketball
^ Vehicles: none
. Facilities: Central Winds Park & Expansion, Trotwood
Park Sunshine Park, Torcaso Park, Moss Park, WSHS,
ITM~, LCMS, UCF
14
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SERVICE OUTCOMES
^ The Athletic Partnership with the 5 Youth Leagues
generate a greater revenue than expenses ($ 8,126).
^ Staff monitors Income & Expenses to ensure that this
occurs with all Youth Leagues.
^ However the true cost of the Athletic Youth Partnerships
for Administration and also Grounds Maintenance is not
accounted for (See Alternative Measures).
. Paid for by partnership fees; Leagues covers rental of
school facilities, promotional material, background
checks paid by City; Administrative Overhead, Program
Management & Supervision and Field Maintenance
BABE RUTH BASEBALL & SOFTBALL
15
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WS Basketball League
Partnership
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Seminole Lacrosse Club
Partnership
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CFU & FSA Soccer Partnerships
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16
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CONSEQUENCES REDUCRON -ATHLETICS PARTNERSHIPS
SO°h reduQion
10% Redudiat n Expendttures will result in lower revenue.
Less wpervisbn and wpptes fa youth parRiershps.
20% reduction
20% Reduction in ExlxndiNres will eliminate revenue.
No wpervision and wpples.
No quality in Youth slwrts programs.
30^/o reduction
30% Reduction in Expendkures will create a kss in revenue.
Increased vandalism and chaos a[ parks
No Youth Sports Partnerships
Not Feasible
ALTERNATIVE MEASURES
Based on the curter[ number of yearly panicipan6 in 1,400 VouN Baseball/SOflbaN 1,200 Youth
Soccer CFU 400 Yount Soccer FSA 650 YouN FooOaN 1,300 YouN Basketball
An Additional Fee, Per Person Per Season woultl cover the Progam & Field t4ain[enance cos[,
Division Admnistration Cost, and Deparbnenbl Administra0on Cost $ 97.00 Youlh
BasebalUSOflball j 79.00 Youth CFU Soccer $136.00 VaM FSA Saner f 80.00 VaM FoWball
$ 37.00 Youth Basketball
All of these fees are excessive and hardly anyone will register and wrticioate.
CONCESSIONS
Cody Rowinsky
Concessions Manager
RESOURCES
SERVICE OUTCOMES
17
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Resources
Personnel $ 47,751
Operating $ 42,450
Capital0utlay $
Debt Service -0-
TOTAL APPROPRIATIONS $ 90,201
Program Revenues $ 92,000
Net Appropriations $ (1,799)
Employees. Full time (1) Contracted Employee
Employees. PT up to 6 PT employees paid Min wage
Vehicles: none
Facilities: two -concession stand at Central Winds Park by the
baseball fields and another by the Soccer fields
SERVICE OUTCOMES
. The Concession operation generates more
revenue then it expends ($1,799).
. Three (3) years ago the Concession was
restructured to enable it to cover all
expenses and generate a profit to the City
which it has done.
CONSEQUENCES REDUCTION -CONCESSIONS
10^/o reduction
10 % reduction in Part Time Staff Hours and Products purchased.
May impact the revenue or reduce it.
20^/o reduction
20°/ reduction in Part Tme Staff Hours and Products purchased.
Will impaR and lower the revenue because of limited staffing and choice of products.
Poor Service
30% reduction
It will signifcantly impact the concession because of little or no staffng and major
product shortages.
Poor Service and limited products available if open.
No[ Feasible
ALTERNATIVE MEASURES
Leave the Concession alone.
Raise prices of all products
10
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PROGRAMS AND SPECIAL EVENTS
Chris Carson
Recreation Supervisor
RESOURCES
SERVICE OUTCOMES
Resources
Personnel $ 78,204
Operating $ 129,875
Capital0utlay $ 1,850
Debt Service -0-
TOTAL APPROPRIATIONS $ 209,929
Program Revenues $ 90,000
Net Appropriations $ 119,929
Employees. Full time (1)
Employees. PT (2)
Vehicles: Van
Facilities: Civic Center, pavilions at Central Winds Park, Sam Smith
Park, Trotwood Park, Sunshine Park and Moss Park.
19
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SERVICE OUTCOMES
Supervises (2) Part Time Employees whom are located at the Civic Center
(one employee schedules, shows and oversees the Center and one
employees does [he Janitorial, set up and break down after each event)
Coordinates and Manages Evening Recreation Programs held at Civic and
Senior Centers
Manages, Staff, and Books functions at the Civic Center
Coordinates the Summer & Spring Break Youth Recreation Camps
Assists Administrative Staff with Office Coverage at Central Winds Park
Continuation of Partnership with New Covenant Church for Summer Camp
Program
Books Pavilions for all Ciry Parks as well as Bounce House Rentals
Does the Budgeting and Marketing for the Division of Recreation Programs
and Events
Coordinates events including Scottish Highlands Games, Easter Egg Hunt,
Father Daughter Dance, Ground Breakings and other Grand Opening
Events.
Prooggram Revenues from Four (4) Sources. E 50 000/Year Summer Camp
$ 11 000/Year Civic Center Rentals $ 9,00!5/Year Pavilion Rentals
$ 24,000/Year Program/Class Revenues
Community Holiday Parade
Scottish Highland Games
20
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Easter Egg Hunt
CONSEQUENCES REDUCTION -PROGRAMS & SPECIAL EVENTS
SO% reduction
]0% Reduction in Part Tme Salary (hours worketl). Supervise with less time.
]0% Reduction k all Operating Line Codes. Mai~in witti kss supplies
Redudion n Service.
20 % redOCtlOn
20% Reducton in Part Time hours. Supervision & Safely minimal.
20% RetluRion in Operating Line Cotles. Supplies & protlucts minimal.
Inadequate Supervision of Gvic Center. ScheduNng mnflicls will result Low customer service. Paor
Quality programs.
30% reduction
30°k Reduction in PaR Time hours or (1) PT poskbn.
30% Retluction in all Operating Line Codes. Many tlmes NO supplies.
No stiff present 8 building k not clean. It ¢ unsafe with no wpervision or securRy.
Operation is poor & NM Feasible
ALTERNATIVE MEASURES
Increase or AddNOnal Program Registration Fees
Basetl on Me cument number of attendees in Recreation lasses aril evenCS (1,100) a tee of
$159.00 per person, per even[ woultl cover the Rogram & Maimenance cos[, Divisbn
Administration, Dept. Admin.
Based on the cunent number of individuals who rent the Civk Center or Patilions (319) a fee o!
$ 985.00 per 0.ental wouk cover the Deparbnent cam, s.
Based on the current number of children who attend the Summer and Spring Break Camps (850)
a fee of $ 182.00 per person woultl cover the DeparBnent costs.
All f f and hartll a e will re titer and rtlci e.
21
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PARKS AND GROUNDS
Alan Greene
Parks Superintendent
RESOURCES
SERVICE OUTCOMES
Resources
^ Personnel $ 737,378
^ Operating $ 458,934
^ Capital Outlay $ 53,300
^ Debt Service -0-
^ TOTAL APPROPRIATIONS $1,249,612
^ Program Revenues $ -0-
^ Net Appropriations $1,249,612
^ Employees. Full time (14)
^ Employees. PT (5)
^ Vehicles: trucks
^ Facilities: 13 City Parks 268 acres, not including open
space to maintain
22
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SERVICE OUTCOMES
All Gty Parks are opened for public use Seven (7) days a week.
Sunrise to Sundown (10-14 hours per day)
Central Winds Park Moss Park, Torcaso Park are open until 10 pm
due to lighted Bas(<etball Courts.
The Parks Department maintains 30 Sports Fields.
The Parks System has 16 Playgrounds to check and maintain.
The Parks Department has 16 Bathrooms to open, Clean, 3 times a
day and lock Seven (7) days a week.
There are over 430,000 daily participants who use Winter Springs
Park Facilities and enjoy the cleanliness and the quick response
time that comes from the Parks Department. City Residents have
expressed enthusiasm when using the Parks they enjoy all the
recreation programs conducted at the parks. The Parks Dept has
won National Awards that confirm the pride that employees take in
the Parks & Recreation Operation.
See attached Six (6) pages of responsibilities and accomplishments
of parks operations.
New Play Features For Residents
~~~~~
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23
Torcaso Splash Pad
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No Maintenance No Green
CONSEQUENCES REDUCTION -PARKS & GROUNDS
10%I Wuction
Our Qremiwl Application, wpplies & material will su!(er. The amwn[ spent [o keep our grass
green and tfie weetls/insects out wdl be reducetl. It will tlecrease the overall beauty of the
complex. The green will be IigM brown and the weds will show aM the insects will kill grass.
20^/o redutrion
We will reduce our part time staff except for The splash patl attendant and reduce our grounds
butlgeG
This will definRely have a huge effeR on the level of service. The compkz vnll look brown.
There will rwt be enough budget ta repai the fields leaving an award winning complex with no pritle
antl fiekls that may not want to be playetl on.
30 % reduction
This will retluce 2 full tlme maintanance workers and all part time sbff (6) and the budget
signifcantly. It will leave this complex wA}wu[ a budget to maintain any qualRy. This would be
devastating to all park facilities throughout the Cdy of Winter Springs.
Operation k very poor, Not Feavble
ALTERNATNE MEASURES
Charge out Darks Maintenance Costs to Users.
(See ANletk, Grogram, Special Events and Senior Budgets).
24
•
•
•
COMMUNITY EVENTS
Chris Carson
Recreation Supervisor
RESOURCES
SERVICE OUTCOMES
Resources
^ Personnel $ -0-
^ Operating $ 202,000
^ Capital Outlay $ -0-
^ Debt Service -0-
^ TOTAL APPROPRIATIONS $ 202,000
^ Program Revenues $ 12,000
^ Net Appropriations $ 190,000
^ Facilities: Central Winds Park, WS Town Center,
Sunshine Park Civic Center
25
•
•
SERVICE OUTCOMES
^ Plan, Organize, and Coordinate all Special Events for the
City held at Central Winds Park and Town Center & 434
Holiday Parade.
^ Coordinate Annual Events: 4th of July Celebration, (2)
Orlando Philharmonic Concert, Holiday Parade, Tree
Lighting Event Hometown Harvest, Dancing under the
Stars Event, which are Large Impact Community Wide
Events.
^ Marketing and Advertising for all Events
^ Soliciting Sponsors and Partnerships such as Media for
all Events
^ Hold Meetings for Planning and Discussion purposes
prior to and following all Events
26
•
•
•
TOWN CENTER EVENTS
27
•
•
•
CONSEQUENCES REDUCTION -COMMUNITY EVENTS
SO^/o reduction
Eliminate (1) Orlando Philharmonic Event (Fbliday Concert)
20^/a reduRion
Eliminate both (2) Orlando Philharmonic Events (Holiday & Spring Concerts)
30 h reduction
Eliminate All Concerts
Eliminate Dancing under Stars Event at the Town Center
Reduce other Events.
ALTERNATIVE MEASURES
Charge Admission at some or all Events
Charge a Parking fee at some or all events
Offer the Philharmonic as part of the 4th of July
Based on the Current number of attendees at community events (estimate 41,800)
A fee of; 17 00 cer cerson cer event would cover the program and Maintenance
Cost, Division Administrative cast and also Dept. Administrative Cost.
The fee is encessive and no[ practical.
SENIORS
Susie Coffman
Senior Center Manager
RESOURCES
SERVICE OUTCOMES
28
•
•
L~
~r._.J
Resources
. Personnel $ 108,138
^ Operating $ 63,225
^ Capital Outlay $ 1,850
^ Debt Service -0-
^ TOTAL APPROPRIATIONS $ 173,213
^ Program Revenues $ -0-
^ Net Appropriations $ 173,213
^ Employees. Full time (1)
^ Employees. PT (3)
^ Facilities: Senior Center Expansion and Therapy Pool
SERVICE OUTCOMES
Staffing includes 1 Full Time Manager, 1 Part Time Custodian, 1 Part
Time Office Attendant, and 1 New Part Time Therapy Pool
Coordinator.
There are currently 589 registered Seniors.
The Senior Center operates Monday -Friday, 8 am to 5 pm. It
conducts Classes and Programs including Line Dancing, Art Classes,
)auercise, Computer, Canasta, Bndge, Pinochle, Tai Chi, Senior
Lunch, Bingo, Round Dancing and Yoga.
The Center also conducts Monthly Trips and Tours, Special Sunday
Dinners with Programs and other Special Events.
The Center provides a variety of assistance to Seniors including
AARP, Income Tax, Health Checks, and 55 Alive Driving.
The Senior Center attendance in Bingo, Classes, Social and Trips is
1,650 participants per year.
The Senior Center has a lunch program that serves 3,300
participants per year.
The Senior Transportation (Bus) transports 2,005 participants per
year to and from the Senior Center. (avg 10 seniors per activity/trip)
The total Senior Participation is 30,000 per year.
29
•
•
Sunshine Park /Senior Center
Senior Bus Transportation
~~~~
~~
~~~ v
,~ ~*1
r ~1 r
r ~II
Spring Flowers at Senior Center
r
~_
_, ~
.~...
30
•
•
•
CONSEQUENCES REDUCTION -SENIORS
10 k reduction
Because of the New Expansbn and Therapy Pad. A l0% retluction in the current budget
woula severeN Impact the senor centers operationa.
Eliminate the Senior T2nsporbtion Service saving $ 37,400 per year.
20^/a reduction
Eliminate of the Senor Transportation Service saving $ 3],400 per year
20%reduction in PT stiff hours. Inadequate wpervision & cleaning.
20% retluctiwt in operating ms6. Very limned supplies.
Operations are very poor.
30^/o reduction
Eliminate of [he Senior Transporta0on Service 5avirl9 $ 37,400 per year
30% reductbn in PT staff hours or eliminate (1) posdion.
30% reduction in all operating mNS. Many Omer NO wppfes.
No 4aR present, or ass~nce m Seniors.
No wpervision or security.
Not Feasible
ALTERNATIVE MEASURES
Based on lfie Senior Budget $ 172,213, Parks Support of $ l2, 500 plus Dept. Admin. SupPat of
$ 19,387 fora total of $ 209,100 wdh a total participatbn of 30,000, an additional charge of
$ 6.80 oel Senior fa each activ'M n Oie Senior Center would cover Ne cost.
Senor T2nspabtion costs $ 37,400, Senior Siff Time aM Operation $ 11,000, plus Dept.
Administra0on $ 9,699 for a fool of $58,099, with 2,005 users a charge of 4 28.97 cer Senior
cer trio. User woukt rover the mst
31
•
•
•
.+,~,,',
~'~~~~~
~` Winter Springs
Fire Department
Implications of Proposed Property
Tax Reform on the WSFD
,~
~„~) FflaDM1fef Winter Springs
f Fire Department
Deq~ry
Fire CM1iel
FYe MarsM1al EMS irai "
Oiv¢u C6iel DivisronC iel nn CM1lef Batlal on CM1~f Batlalion CM1iel
Fire lnspec Slalion Slalo Slalio
2a 2d n 2a n
Slalio Slatk~ Slab
26 n 26 n 26~
Slalio Slalio Station
28 n 26
~~,~~~j WSFD Organization
Administrative Division
Emergency Medical Services (EMS) Division
Training Division
Fire Prevention Division
Operations Division
1
•
•
•
,r,
Administrative Division
_~...-
Fire Chief
~!~ Administrative Secretary
Pat Schraff, 24 years of service
Data Entry Clerk
Sherry Norman, 1 year of service
Administrative functions include: policy administration,
personnel management, records management, initial
point of customer service, budgeting, payroll and data
entry.
1 EMS Division
~" EMS Division Chief
Marc Baumgart
17 years of service Ch .
~~.
Administers department's emergency medical
program, HIPAA Officer, Infection Control Officer,
Purchases medical supplieslequipment, QA of
medical reports/protocols, Medical billing oversight,
Reviews medical procedures for state compliance,
Monitors controlled medications Per DEA
regulations, Assists with EMS framing, Manages
department's equipment inventory, Annual medical
physical scheduling
'4~ ,,; Training Division
-_~- ~ ~~
Training Division Chief ~
Bob Beck iir
25 years of service
Manages, develops and presents fire and EMS
training programs, Maintains training records,
WSFD's Safety Officer, City's liaison to SC
Emergency Management, Develops and presents
public education programs, Reviews fire reports,
Manages the department educational assistance
program
2
•
•
"t
~ Fire Prevention Division
Fire Marshal
Bob Dallas, 27 years of service
Fire Inspector
Skip Lazlo, 30 years of service
Annual business inspections, New construction
inspections, Fire alarm and fire sprinkler
systems plans review, Fire investigation, Check-
and-balance compliance checks for city
business licensing
Operations Division
r q,i;.
Deputy Fire Chief 4"'
Dave O'Brien
27 years of service
45 Shift Personnel
Operations division administrator, Budgets and
purchases supplies/equipment, Supervises
Other WSFD divisions, Supports Fire Chief
15 personnel, staffing 3 stations/6 units,
on three rotating 24 hour shifts
&aUOO 2~ Slatwn. Ze Station 28
f -.
' Writ Town Gntar Esst
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Emergency Call Volume
4
•
•
•
(1l'"' '
~ TOTAL EMERGENCY CALLS
y
~
. zom
~~`" Hurricanes Est. 3509
Charlie Calls
3500 ---- _. -_ Frances __. ._...
Jeanne
3250 _ _- - __-- ___ - _-___
3000
2750 _. .... _____
2500
2250 _. _ ._ ___.. _...__-_- ____ _ _.
2000
1996 7997 7998 1999 2000 2001 2002 2003 2004 2005 2006
i~~..~ -' WSFD Budget
Fire Department Budget
(Funded by General Fund)
EMS Transport Budget
(Special Revenue Fund -Funded by Transport Fees)
Impact Fee Fund
(Funded by Impact Fees from New Construction)
5
•
•
•
ter,
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epa
me
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ge
$3,743,698 Personnel 84.8%
$309,300 Operating 7.1%
359 200 Equipment 8.1
$4,412,198 100%
`"`'` EMS Transport Budget
i
~
~
.~
~
$79,000 Personnel 28%
$116,650 Operating 41.3%
$25,000 EMS Billing 8.8%
62 000 Equipment 21.9%
$282,650 100%
Estimate for Transport Revenue $380,000
Budget Expenditures 282 650
Fund Balance $97,350
~~;~ Fire Impact Fee Fund
$191,000 Current Year Revenue
$691,226 Previous Balance
$882,226 Fund Balance
6
•
•
•
~~t
WSFD Fiscal Responsibility
~~~~ matrix
~~~ l consulting group
J Firefighters per Capita
Firefighters Population FF/Citizen
Lake Mary 38 14,020 1 per 368
Longwood 32 13,821 1 per 431
Casselberry 45 26,000 1 per 577
Sanford 73 51,227 1 per701
Winter Springs 49 34,621 1 per 706
Oviedo 42 31,946 1 per760
Seminole County 314 250,648 1 per 798
matri x
~ ~ ~
consulting group
Annual Cost per Cost per
Budget Firefighter Citizen
Longwood $4,137,602 $129,300.06 $299.37
Lake Mary $4,053,680 $106,675.79 $289.14
Seminole County $4g,2gg,683 $156,973.51 $196.65
Casselberry $4,552,932 $101,675.79 $175.11
Oviedo $4,345,682 $103,468.62 $136.03
Winter Springs $4,694,3171 $92,045.431 $135.591
Sanford $6,327,038 $86,671.75 $123.51
7
•
•
•
~~ ;
~~, Impact of Property Tax
`~~ Reductions on the WSFD
10% Budget Cut $436,536
20% Budget Cut $872, 507
30% Budget Cut $1,308,760
,~.,r ~ Reduce Service to 2003 Levels i~
~ s x season xa snnoo xc
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Increased response times to Town Center from 3 - 4 minutes to 6 -11 minutes.
~'~ Reduce Service to 1994 Levels
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i~/~ Fwr..n Sial~on 11 Swn~nM
town Cmbr
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60 % increase in emergency responses since 1994
8
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i) Ambulance Service Reduced to 1986 Levels
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80% increase in hospital transports since 1986
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9
•
•
•
Winter Springs Police Department
1{
MISSION STATEMENT
The Winter Springs Police Department provides for police protection,
law enforcement, investigation, crime prevention, and the maintenance
of order in the community. In order to provide these basic public safety
functions, the Police Department maintains an infrastructure of
administrative, operational, and support activities.
The Department's mission is to enhance the quality of life throughout
the City of W inter Springs by working cooperatively with all of our
citizens to preserve the peace, enforce the law, reduce the perception
of fear, and provide for a safe and caring environment.
ORGANIZATION CHART
11
.,.~r, 70 Sworn Members
21 Non Sworn Members
ate. Motors NnroN. ~...~.. r.idenc l'r~inink
Nx,~ (:ynin n.... ..an.i
Winter Springs Police Department
11
Calls For Service
140000
I
I
0
20112 20113 2004 21105 2011fi 211117
Projected
1 z 4,0n0
z0on0
107 074
00000
Allllllll
7fi 958 83,290
6111100 58,125
400011
2111100
•
•
Winter Springs Police
Years of Service
0-5 years 33 47°/
6-10 years 12 17
11-15 years 12 18%
16-20 years 9 13°/
21-25 years 4 5
Winter Springs Police
1I
fficers per 1000 Citizens
CITY NUMBER
OF
OFFICERS
POPULATION
OFFICERS PER 1,000
CITIZENS
ALTAMONTE
SPRINGS
IOh
43.399
2.44
CASSELBF.RRY SR 23.182 2.50
LAKE MARY 39 13,21 I 2.95
LONGWOOD 40 14,3h8 2.78
OVIEDO h4 30,345 2.10
SANFORD IUS 43,748 2.40
WIN"fER SPRINGS* 711 34,fi21 2.112
*The City of Winter Springs is the third largest city by population
and is the third largest jurisdiction by land mass.
° ^°.„,,,
.. Winter Springs Police
1 Crimes per Population
~ Part 1 Offenses *20U5
CITY OPU CATION PART I CRIME PER L000
OFFENSE CITIZENS
ALTAMONTB 43,399 2,007 46.24
SPRINGS
CASSELBERRY 23,182 1,107 47.71
LAKE MARY 13,21 I 294 22.27
LONG WOOD 14,368 687 47.70
OVIEDO 30,345 671 22.14
SANFORD 43,748 3,917 89.h3
W'I N'I'ER SPRINGS 34,fi21 fi97 211.14
*Latcst puhlished statistics from FRI UCR reports.
Part I otrenses include; M17urdeq Forcible Rape, Forcible Sodomy. Forcible
Fondling, Robbery, Agg ravated Assault, Burglary, Larceny, and Motor Vehicle v
'Theft.
•
Winter Springs Police
Cost per Population
CITY
RUDGLT
POPULATION COST PLR
POPULATION
ALTAMONTE
SPRINGS
$10,165,888
43,399
$234.24
CASSELBERRY $6,640,205 23.182 $286.43
LAKEMARY $4,440,961 13,211 $336.15
LONGWOOD $4,094,862 14,368 $284.31
OVIEDO $5.808,213 30,345 $191.40
SANEORD $11,923,585 43,748 $272.SS
WIN"I'ER SPRINGS $6,421357 34,fi21 5185.47
Winter Springs Police Department
BUDGET OVERVIEW
FY 2007 PERSONNEL OPERATING CAPITAL TOTALS
SUMMARY $S,SUS,463 $656,864 $259,030 $6,421,357
.-t.a Winter Springs Police Department
.~ '
BUDGET OVERVIEW
111 ~~ 4%.
xfi i~
^ Personnel ^ OprratinK ^ Capital
•
•
Winter Springs Police
5 Year Total
2002 X03 2004 2005 2006
Aum Accidents 442 495 SOR 505 530
Physical Arrest 640 SRR 627 1128 1633
Criminal lnvestigatiunc 552 437 4Rfi 787 RIS
Toml Calls }br Service SR,125 76,9SR 83,290 91,9M 107,074
io
,,,,.°~, Winter Springs Police
Ii__
Office of Chief of Police
Winter Springs Police Department
Chief of Police
(t)
Administrative Assistant
~~~
4
•
•
•
Operations Bureau
Operations Bureau
43 Officers
13
~x^V-r.., Operations Bureau
r.pmi
ui
i.trm.~.m
1~1
x....... om~«.~
m, uxa
,uxn, cnm x...~~snm en..u<smn in•nan;n r.nm,~unu
u
Operations Bureau
Captain Kevin Brunelle
19 years of service
The Operations Bureau is tasked with the daily road patrol
functions of the Police Department including, but not limited to,
• The enforcement of laws,
• Answering requests for service from residents,
• Neighborhood and business patrols,
• Ci[izrn interaction and incident follow-up,
• Providing a visible presence within the cih' to allow for securih'
and enhancing the quality of life for our residents and guests.
• Currently, the Operations Bureau consists of forty three sworn
ofiicrrs, many of whom perform several different rules within [he
agency.
5
r~
~_J
•
.-•~~^^-~~., Operations Bureau
Calls For Service
14oaoo
I
1
0
2002 2005 2004 2005 2006 2007
Projected
m
Operations Bureau
• Officers work 12 hour shifts which
provides constant coverage of the
City 24/7/365.
~,
r~r•^~«.,, Operations Bureau
-1 1~
• Many oTthese Lieutenants and officers have additional
responsibilities such as:
- Emergency Response Team
- Critical Response Team
- Agency Instructors of High Liahiliq~ and General tiuhjects
- Field Training Otricers
- On Call status
- Department Armorers
- Policy and Procedure review board member
- F;mployee advisory board
- Bike Patrol
- Honor Guard
1 z 4,ooo
zoooo 107074
noaao
A0000
76 95R A5,290
6111100 58,125
40000
20000
6
•
-""°"""'^ Bigycle Patrol Unit
Bike Patrol
•
;::~:,;
,,.
,w .4:.
:„~
o
a
~ '~~ 'O:~ `:*..
Operations Bureau
Operations Bureau, Motor Unit
Motor Unit
4 Officers
•
•
Operations Bureau, Motor Unit
Motors
In response to request from
the public motors enforces
traffic lawsthroughout the
City
Investigate Crashes
- lierou[c traffic
Arrange for lowing
Clear roadway
Restore traRc tiow
Conduct Daily traffic control
at area schools
Conduct specialized traffic
control for major events
Operations Bureau, Motor Unit
Motors
~1I
Investigate Fanl and personal injury
Crashes
Sce
Rcroule traffic
M1leasure, phningraph, and
d~a'umcnt scene
4:vldence eollection
Impound vehicle
cie rnaew.y ana resmre
o-arcennw
Monitor problem frame areas and
take enforcement
Assist In road patrol with calls cur
aa^-•~,, Operations Bureau, Motor Unit
.i
Motor Unit
t
~~~
~~ t
r{
-~ ~;
. ` ,~
Directed speciali'red enforcement
UUI patrols
Red Iight running
Speed enforcement
Aggressive driving
Click it or tieket
rnneral esenrts
Dignitan 4:seorts
Lia' ns to thv following:
1sSafe kids
Community "frame Safetr'feam
'frame 4'atalitr aeduetinn
Suhrommiltea~
Department and Cite representatives
at 4'unerals throughout the area
•
r~
~._~
Operations Bureau, Motor Unit
Motor Summary
zoos zo~fi
Area Patrols 1160 2fi73
'Traffic Crashes 212 2fiR
'1'raflic Stops 1111 213R
Special Details 14 40
'Traffic Citation 3324 2164
Operations Bureau, Canine Unit
•
Canine Unit
2 Officers
W~~•-•«.., Operations Bureau, Canine Unit
-t
Canine Team
• Cpl. Kevin CraRer and partner
Mark
-&imh and firearms drlection
-Recovered valuable evidence
uxeU in a murder
AxsiM nciQhhorinR
jurisdictions fur assistance
~~~ M }'rs, ~.
A r
•
•
•
Operations Bureau, Canine Unit
Canine Team
Cpl. Bob Fugate and partner Rico
nr~a detention
• caars~ana a.rr szo,ooo .a araR
aar~
• s~mre a w~a~ variety ar inrg.i
araga
• nasizt arixnnarmg~ariaeirdaas
rar sai:mare ___ _-
Operations Bureau
Emergency Response Team
Responsibilities
• ERT was established to provide a highly
trained unit to assist in resolving "Special
Threat" or High Risk tactical situations that
may arise in the City of Winter Springs or
other jurisdictions if called upon.
• ERT enhances the capabilities of the Police
Department to safely resolve an incident
while minimizing the risk to citizens, as well
as the members of this agency.
,y
Emergency Response Team
Responsibilities
• ERT has conducted operations on the
following:
- Barricaded Armed Subjects
- Barricaded Subjects
- Suicidal Armed Subjects
- Ex-Parte Order of Armed Subject
- High Risk Search Warrants
- Security Details
- Calls for Assistance via Mutual Aid ~~~
j~
-•-••••^°^-. Emergency Response Team
Responsibilities
• F:N'1' Members makeup tni; ~',.',
approsimately 95% of [hc high
liability instructors that train all
WSPD Pulicc Olllccrs.
• ER'1' Members participate with no ~~~
inccntivrs. 'they all are assigned to
ormal duties within the police
department.
y.
w
.v. fi
Operations Bureau
Critical Response Team
(llastagr Regotiations)
•
•
• The Critical Response Team was established in
1997 to handle delicate negotiations with
subjects that posed problems beyond the
normal capabilities of patrol officer.
• Since its inception the CRT has been called out
and successfully handled negations with
suicidal subjects, barricaded subjects, and
mentally challenged subjects. To date CRT has
brought a successful resolution to all challenges
they have faced.
.=~a.:.••.,,, Operations Bureau
•1 1
Emergency Response Team
Critical Response Team
., r
~.~,
i
i ~~
~~
•
•
.««~~•~, Criminal Investigations Bureau
1
Criminal Investigations Bureau
9 Officers
,a
,~,:••*^°ww, Criminal Investigations Bureau
r
Captain
(~)
Lieutenant Investigators Task Force
(~) (4) Investigators
(3)
ss
.~•••^«a.., Criminal Investigations Bureau
+r I Captain Mike Noland
22 years of service
• Bureau Commander: Responsible for daily assignments
to the Investigators as well as the daily operations of
Criminal 1 nvestigations
• Prepares and Manages Criminal Investigations Annual
Budget
• Prepares Monthly Report for Criminal Investigations
• Public Information Officer. Contact person fur all
Media Outlets. Speaks to media contacts daily. Writes
Press Releases and conducts Interviews with media
• High Liability Police Vehicle Driving Instructor ~~
12
•
•
Criminal Investigations Bureau
Lieutenant Robin Bernosky
• Lt. Robin Bernosky- 13 years with Winter Springs• 14
years experience
• Monitors Investigators Case Progress
• Investigates Elderly and Juvenile Cases
• Coordinates Plain Clothes Operations (under age alcohol
buys, surveillance on criminal cases.)
• Attends Kids House and Homeland Security Meetings
• Hostage Negotiator
• High Liability Police Vehicle Driving Instructor
n
• On Call One Week a Month
Criminal Investigations Bureau
Investigator Rob Cable
• Inv. nun calde- zu years won wintry spring.
• Investigaas Felony Crimrs
• Person and Property Crimes
• Homiridc Investigator
• Attends Meetings with other Law Enforcemrnl Agencies
Investigators, (Intclligenre Mating, Burglary Meeting, nunnery
Meeting)
• High Lianility Pnlirc Vchiclc Driving Instrurtor
• On Call Status Onra• a Month
Criminal Investigations Bureau
Investigator Valerie Mendelson
• Inv. Valerie Mrndelsonp-9 years with Winter Springs
• Investigates Juvenile and t:ldrrly Crimrs
• Crimr Analyst fur the PMitt• Department (nrsponsiMe fur reporting
Pan One Offensives to 'I'allahassae, Maintains Crimr ncpons fur
Statixtical Data)
• Monthly Meetings with other Law Enforcement Agenciax,
(Homeland Security, Winter Springs Senior Center)
• Scll'DCfcnsc Instrurtor
• On Call Status Onrr a Month
13
•
•
•
Criminal Investigations Bureau
Investigator Dave Raney
• Inv. Dave Raney- 6 years with Winter Springs
• Investigates Felony Crimes, Person and Property Crimes
Investigates Fraud Crimes VIA Internet
Attends Monthly Meetings with Other Law Enforcement
Agencies, (State Attorneys Office Operation Cease Fire,
dealing with guns used in crimes, Rnbhery, Burglary and
Intelligence Meetings)
On Call Status Once a Month
au
•~•~..,. Criminal Investigations Bureau
•t I
Investigator Tracey Fugate
• Inv. Tracey Fugate- I 1 years with Winter Springs
• Investigates Felony Crimes, Person and Properh' Crimes
Investigates Crimes against the Elderly
Attends Monthy Meetings (Winter Springs Srnior Center,
Robbery, Burglary and Intelligence Meetings)
Hostage Negotiator
On Call Status Once a Month
Criminal Investigations Bureau
Investigator Mark Padgett
• Inv. Mark Padgett- H years with Winter Springs
• Assigned In [he Cih' County Aum Thef[ Task Force
• Investigates all Stolen Vehicle Crime
• Conducts Operations in order to reduce and solve Stolen
Vehicles and Vehicle Rurglarirs
• Writes and F,vecutes Search Warrants
14
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Criminal Investigations Bureau
Investigator Keith Whitmore
• Inv. Keith Whitmore- 5 years with Winter Springs
• Assigned to City County Investigative Bureau
• investigates Sell and Possession of Narcotics
• Investigates White Collar Crimes
• Emergency Response Team
• Writes and Executes Search Warrants
Criminal Investigations Bureau
Investigator Dale Thrush
• Inv. Dale Thrush- 7 years with Winter Springs
• Assigned to D.E.A.
• Investigates Local Narcotic Crimes [hat go nut of
Florida and U.S.
• Gathers Information and Investigates Cang Related
Crimes
• Writes and Executes Search Warrants
Criminal Investigations Bureau
YEARLY REPORT
Cases Assigned 486
2004
Cases Assigned 787
2005
Cases Assigned R15
2006
Report does not include cases from CCIl3, CCAT,
and DEA investigations. s
15
•
•
Community Service Bureau
Community Service Bureau
6 Officers
Community Service Bureau
Captain
If)
Community Relations Officer School Resource Officers
If) l4)
Community Service Bureau
Captain
• Responsible for overseeing day to day operations in the
Community Services Bureau. This bureau consists of a
Cnmmunih~ Relations Officer and four School Resource
OfTicers.
• Responsible for planning and coordinatlng assignments for
personnel assigned to this bureau and assisting personnel on
certain job functions and checking paperwork when
needed.
• Represents the department on various boards, committees
and events.
• Maintaining a pnsitice relationship betsvren school officials,
the school board and the Winter Springs Pulicr Department.
• Honor Guard '"
16
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If
•
Community Service Bureau
Community Relations Officer
Responsible for providing and coordinating all department
community relations, crime prevention, drug education, safety
programs, and assisting the School Resource Officers.
• Community Relations Officer- Plafntains a positive relationship
behveen the citizens and the City of Winter Springs.
• Maintains an open communication line with the citizens.
Communicates with our residents both orally and in writing.
Responsible for public meetings, public presentations and any
other crime prevention program designated to inform and protect
the citizens of Winter Springs.
.,,.••••••^~.., Community Service Bureau
f
ommunity Relations Officer
• Cpl. Allison Swain- 10 ycan with
Winter Springs, 13 years
experience
• Community Relations Offimr
• Crime Prevention Officer
• Ua•frnsive "Tactics Instructor
• Crime Prevention Practitioner
(Basic Crime Prevention,
Commercial and Residrntiaq
• CEPTEU Prartitioner (Crime
Prevention Through
T:nvimnmrntal Uesign)
• T:mergcncy Rrspnnsr'1'cam
Scrine/Viden'1'ech
• On-Call 24/7
• D.A.R.E Instructor
• U.A.R.E Program Coordinator
• Central Florida Law
Enforcement Explnrcr Acadrmy-
Ezecutivr Officer
• Special Event Coordinator-City
• Special Event Coordinamr-Fund
Raising
• Lead Explnrcr Advizor
• Award Committee Memhcr
• Pnlicv and Proccdurc Rrvirw
Hoard Memhcr
• Employee Advisory Hoard
• Hack-Up 911 Communication
Specialist
• Road Patrol e'unctions
• Relay far Lifr Chairman
5~~
Community Service Bureau
Community Relations & Crime
Prevention Programs
• Personal Safrtv Class
• Residential and Commercial
Security Surveys
• Child Safety Programs
• Adun Safety Programs
• f;ldcrly Safrtv Programs
• Hicvclr Safrtv
• Ricvclr Rodeos
• Stranger Uangrr
• M1lovir Night
• Women's Self Ucfense Class
• 911 Education
• Homeowner Association
M1leetings
• Neighborhood Watch /Meetings
• Citizen Advisory Gtmmittea•
Meetings
• Explorer Program
• Shop With A Cup
• CYO-Community Youth
Organization
• Dcparnnrnt"fours
• Assisting Citizens with rev orals
to spaak with various grnups.
IHoy/Girl Scouts)
1~
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•
.: ,
.~~~'~`
_ Y`~'~ •
• < ,,.~. •,. inf.',',
..._
~_
~,:•
Community Service Bureau
School Resource Officers
Responsible for the safety of students, parents,
administrators and teachers within the public
school system. Conducts in-service training for
teachers and administrators and classroom
presentations for students.
• Responsible for conducting investigations,
maintaining files, monitoring students
activities, identifying drugs and contraband,
and maintaining a safe environment for all.
:.,~•~.,, Community Service Bureau
I I
School Resource Officer
• Cpl. Lori Ancllo-10 yaars with
Wintar Springs, 13 yaars experience
• U.A.R.E. Inctructnr )Urug Abuxc
Resistance Education)
• Mounted Patrol Officer
• Critical Incidant and Strass
Uabrirfing
• Relay for Life Committee Member
• Firct Responder to I'rrroriu
Bombings
• Athlatic Security Coordinator for
Winter Springs~High School
• Rack-up 911 Communication
Specialist
• Rack-Up Data Entry Clerk Records
• Head Diving Coach for Winter
Springs High School
• Assistant Swimming Coach for
Winter Springs High School
i
~ '~#6ir # i ~~ia
'!IN i5 ~~':.^
¢ ~.7~i x•
E
ti
c~ q
IS
•
•
r=r~^-~».n„ Community Service Bureau
-~
School Resource Officer
_ _- _ ~~
• fpl. Chris'I'aylor- 2 rcvrs with
Winter Springs, 11 years experience
• U.A.R.E. Officer (Drug Ahuse '„~
Itesistvnce Education)
• Sucretan'fur Florida U.A. N.E. _.
l)ffirerx Association
• Esplurcr Advisor { f'
• Crime Prevention Practitioner IBasic F ~ i
i
Crime Pre entiun, Commercial and i
Nesidential) ~
• Centrvl Florida I.aw Enforcement
Academy Instructor
• Central 4lorida Crime Prevention
~
Ass«iatiun Officer
~ ~,
• CEP'1'FU Practitioner lAdvanced .
Crime Prevention Thruuah
Environmental Design) ~~y''
55
Community Service Bureau
School Resource Officer
• CpI. Lau Custidero-Y years
with Winter tiprings, 35 years ~~
experience c~ 4
• C.R.E.A.T. Instructor (Gant; _
Resistance Education and
Training) _.,.
• Community Youth ~ ~.:. ~ 's• h
Organization Counselor
one
• Chaperone tiea Camp
Counselor
• Provides police presence at
various school functions
..•ra^--•.., Community Service Bureau
~I
School Resource Officer
• Cpl. John Maxwell- 7 years
with Winter tiprings
f ~~
• U.A.B. E. Instructor (Urug -
Ahuse Awareness Education) ," ';: i
• Firearms Instructor ',r~.,~
• Certified Field Training _ _
Officer
• Varsity Football Coach for ~ ~ ~~'
Winter Springs High Scbool
• Boys and Girls Weightlifting -
Coach for Winter tiprings
High tichool
si
19
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Information Services Bureau
Information Services Bureau
18 Full Time
1 Part Time
...~~~^~*.,, information Services Bureau
t
Captain
(1)
Licutcnanl
(1)
Communication Specialist Records Supervisor
(12) (I)
Records Clerk
t;)
s~
Information Services Bureau
Captain Jim Wilkins
23 years of service
The Communications Section duties include all inrnming emergency 911
calls from the public, non emergency calls for police and fire services,
business calls, general inqu(res and information fur city services, and all
radio communicatlon..
• The Records Section is responsible fur all incoming mail, legal
rnrrespondence, records management and the storage and destruction of
official police records as well as meets and greets the public when visitors
come to the police department.
• The Computer Services Section has the responsihihty to ensure all
computer, data processing, and radio systems are working on a twenty
four hour/seven day a week schedule.
20
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•
,,.-~r•^w«.,, Information Services Bureau
(
ISB Supervisor
aNons and Uversus "Are you Ukav" svrmm
maintenance of files
• aeview Uaily t:yulpment ('httk n(( sheers
Attend FCIC/NCI(' meetings and
anae FCIC/NCIC troininK and nevnw Uisvanunatton IuKs fur criminal hislaries
testinK, Validates itamx entered into
FtiIC/NCIC
()verses and maintains 911 svrtem, aevlcw and update all Quiek aefennee Manual
and compilare monMly slats
• Provide traininK and maintenance
Attend quarterly meetings
• Monitors and pull data from XCAU
Monitor destruction of teletype
printuuh and approve destruction Maintain house and ausiness Check
forms, reviews telaype entries and
nrellatiuna Maintain all computers and computer roftware
Maintain security camera system for
the Pollee Department Complex
(rl
Information Services Bureau
Communication Section
The Communication Section is made up of four squads of three
Communication Specialists. Each squad works a 12 hour work
schedule which mirrors the Patrol Division schedule. The squads all
perform the same duties durin>; their shift. Some of the senior
Communication Specialists also have added responsibilities which will
be addressed in this overview. Thr basic duties of the Communication
Specialist are as (allows:
-ar~y,~.
i
..I\ ~ -,.,.y,,,.
Information Services Bureau
Communication Section
Am ~ ink husi ss lines to the Police Ucpvrtment and transfer zamc
to n net)`tthrce'a xttewinnswlthin the buildinK.
'Transfer calls ra all departmcnh in the Ciry. Answer all after hone Balls for all
other city departmenh.
Provide directions to caller as well as information on services provided by the
Politt• Department, as well as information on special events that are held In the
('ih.
'l'ake information from callers who are in need of service h)' a police umnr and
enter II Into %CAU (computer). 'this information inelndes but not limited to
house checks, eriminal invezti7;ations, frame stops, hnsiness checks and pntlinK
units in and unt of serviee.
aeeeive calls from employees when nnaMe to mpnrt for duty, eontactinK their
snpervisnr m aswre proper staffinK and InKKinK absences In inform all who
review duh'rosler.
21
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•
..~•^`ww^a. Information Services Bureau
Communication Section
• Maintain several toes sueh as
mw/impound, anandan vehicle,
epos n, low rotation, Private
low, ctc~iu
• Monimr Cih' Ilall alarm system
• Monitor Police Department security
and alarms as well as
eeneratur alarm contacting
appropriate responders when
natte, arv
• Neceive and deliver faxes to
Administrative Secretary/rend faxes
for omcers
Monitor Y-1-I enmpuhr system, fill
unt serviee nquesb and nutik tn~h ur
prohlem when alarm sounds
Provide resource infornutiun to
oftitt ceh as nrl dates, event
mn~r eau M~awry,
mate/pruhalion stator and make
phone calls fur patrol uflicers when
Ihev an unable
File printouts from computers when
Constantly monitor unit states and
location
Monitor and eommunieate un all
W'imer Springs radio channels m
include 9-1-1
IW
r•^r+*.., Information Servic
~~
es Bureau
Records Section Supervisor
vmarnrs a„<amrmr hrr mr ormrtn,rnt va wrn a. mr Cnp>' ana elanlnme oat.. aumnry Iraer.
pnnn< n. mr pniprr..m«r.
noes puhllc nnaerPrlntlnK worn cl.illan .alumrer i. oat tieal and n:xpunpr rr<ords upon Judar.s order
a.mlanlr
srnd, nm Trarn< nn<net r-~naa In nnuq~
nmrrrs or oani<coart
rnmrnl <aan now and halan<r <a.h rrgiarr a srrvl<r
mm~ler vnA Jellrer tlepmu to a'ity Hall werkk Yerfnrms all tluur. teal rreorA clrrks do daih~
whrn assinance Is needrtl
Prrrnrms vll poetic rr<nrd tlruructiun vftrr conlptetlne
prnprr paprrwmk
I
Yrrparrs Yertormunee n:rvluvtlm,s on assianed empn,yrrs
Pertnrnn schetlulina• Payn,ll rr.lew, career cnu melinp r
and tlb<Ipllne for assipnrd emplnyee• r
Prq,arr naaadr: au n,mm~y' vamr croon rrnorl.
hlonthh' Srvtnelt klnlatlan Hemet and Quarterly Sevrhell
\'iolauun HYPIrn for Tvllvhassee -
Information Services Bureau
Records Section
The Records Section is made up of three employees who work
in the reception area of the Winter Springs Police Department.
During the business hours of N:OU a.m. to 5:00 p.m. the Records
clerks perform numerous tasks to serve both the public and the
employees of the Department. The Records Clerk's
responsibilities are as follows:
• Customer service at the front counter of the Department. This
ranges from giving directions to getting emergency first aid to
injured people who show up in the lobby
''G, as
22
•
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•
Information Services Bureau
Records Section
creaunK ramera tar Caen arrear ana
eatractinK data fnr statistieal reports
LaKKinK eaen trarre ruauan.
aanmininK raplas ana sanndrcinK
transmittal forms fu appropriate
state/toast aaenctes
Upon oReer reyneat, Pull copies or
each traffic citation far the tra!!ic
docket m ne used in traffic euurt.
AreepdnK subpoenas rur ufficen,
IoKKinK them In and NettinK them to
the appropriate utficer
FlIinK all In cuminK rorrespnnecnce
with the file it pertains to Iny incident
number)
• aespnnd m reynarots for inlurmation
IhrauKh mail reyucsts
• I,uKKinK cheeks received on
transmlrcal rarma rnr pnnhr r«'ara
nyuests
• (IrKanirinK, chcekinK, enterinK and
61inK daily paperwork (reports,
Citations, etc.)
• Munitur the Visimr I.oK, cunlrollinK
entry into the Uepa rtment, which is a
re racillh~, issuinK a isimn
nai¢e ana at inK the amrer n.
meet Kueat priarttn entry
• PerlorminK reeords checks rnr other
aKenaies on
n]
Information Services Bureau
j~ jU~l 111 2~c IZ lu6
Auto Accidents 442 495 SOR 505 5.10
Physical Arrests fi411 SRA fi27 112R Ifi3.3
Criminallm~cstiQatinns 552 437 4Nfi 7N7 N15
*Tolal Calls fnr Scrvicc 5N,125 7M1,95N %3,2911 91,904 107,1174
*Calls for service in 1997 24,IIN7
Technical Services Bureau
Technical Services Bureau
4 Full Time
23
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•
C
Technical Services Bureau
Bureau Commander
It)
Crime Scene Tech.
Property 8 ENdence Offlcar puarter Master Custodian
crime Beene reen.
iii Purchasing (1)
1
••~^w•.,:, Technical Services Bureau
~~
Captain Joe Riddick
20 years of service
• Fleet Maintenance
• Police Complex Maintenance
• Property & Evidencelntake & Security
• Crime Scene Processing & Evidence Collection
• Quartermaster & Supply
• Department Property & Equipment Purchasing
•• ^•~.,, Technical Services Bureau
•~•I
Bureau Commander
• Supervise Bureau Assist Property and
personnel Evidence
• Assist Quartermaster
• Manage daily fleet
perform minor vehicle {iostage Negotiations
repairs Commander
• Maintain Police Emergency Operations
Center Commander
Complex
24
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•
.,-•••^•-r•, Technical Services Bureau
"I
Crime Scene Tech
Cathy Presley
• All crima• scene processing
elements: ~+, _;~~
Photography -
Nnlc taking, sketching, ~'~
measuring ~4'~~
Latent processing, casting,
tool impressions, chcmlcal
processing
Crime scene
pnncclion/scrurity
Safaty issues/bio-hacardous
materials -
Evidcncc marking, evidence
collccting• clc.
Documentation of evidence
processing methods/write
reports _f
• On call
Technical Services Bureau
Quartermaster Duties
• fill requisitions for all
bureaus/all types of supplies
• Muinlaln/mndifv records for
'axued cyuipment far every
member
M1laintain quipmcnt in stock
Maintain equipment records
Perform monthly and yearly
entorics of department owned
ryuipmem
Ohmin numerous quotes far
items needed
Locate vendors with best pricing
on items needed/locale new ilrmr
• Communicate with Tendon
regarding product questions and
pricing/shipping information
• Complete PO requasts to include
line codes
• Copy/disseminate/maintain
nrnrds of PO rcqucsls
Ixsue equipment to new members
and intake departing memher
eyuipmenl
Place orders
r•^a••.,, 'Pechnical Services Bureau
'1 I Property & Evidence Technician
Cpl. Joe Boudreau
• Cnllcclion of all cvidcnca• our ~ '~~
department enllecGc
1',i
• tila[e Attorney Liaison far all _
Acpartment cridcnce
• Uisposilinn of properly/ evidence ~~
after court eoncluainns
• Court order destruction
• of Narcotics & weapons
• Slericvclr medical waste liaison
• fDLL cvidcnae liaison
• On call
25
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•
Technical Services Bureau
Shared Responsibilities
• The Crime Scene Technician and the
Property and Evidence Technician work
hand in hand. Many of the daily
operations are shared between them to
complete the task.
,,.-~~+"•'°~.., Technical Services Bureau
;f I
Custodian
• Maintain cleanliness of police
complex
Empties trash cans. Keeps V1a ~I
grounds clean of trash
Cleans rest roams ~
Swccps, mops, Huffs, and
waxes noon. Vacuums
onittx and ^aors
Performs minor unskilled
intenance work. Changes
uQnt vain.
Mnvcs furnitura• and dusts
• Picks up cleaning supplies
• Orders & mmtagas cleaning
supplies
n
•°^~.,, Code Enforcement Bureau
•~
Code Enforcement Bureau
5 Full Time
26
•
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•
r.aa'*sn, Code Enforcement Bureau
yl
Captain
(I)
Administrative Civilian Patrol Officer&
Assistant Code Inspector Inspector
(I) 11) (Z)
~v
Code Enforcement Bureau
Captain Clenn Tolleson
21 years of service
Bureau Commander: Responsible for daily inspections and re-inspections
for the Inspectors as well as the daily operations, and budget of Code
Enforcement Bureau.
Development Review Committee: Contact person for all new development
and redevelopment within the City'. Including City Comprehensive Plan,
zoning, and building issues.
City representative and prosecutor for the Code Enforcement Board.
Grant Administrator: Writes and coordinates grants awarded to the
Department.
Code Enforcement Bureau
•('.nee enforcement rexponsihilities were assigned to the Police Department in 2UI17
I'he number of cases have increased more than Ifll"/. during this time.
•'fhr ('odd 4:nforrement unread has added 1 additional officer for the incrcaxing demand for
additional services.
foe bureau is me nnh enrnreement rmux the f~nv na, her viniannnx ..r au cin~ orainanrex ane
e~be..
• w'c ux• the Grde F,nfnrcement aoard and citations as a means to arhirve compliance when nu
other option has worked.
•('urrcnth', the human has a 4M1 % enmplianee me rcyairing nn additional aclintrs brine taken
against the violator.
ITe code enlorcement program exisl.s to a•rve al I people within oar jnrisdirlion with respect,
lairnesx and eompassinn. ()nr mission is to provide yaalih Public services which are enieient, enst
effective, ane responsive to rnmmnnity need's in order to prober and enhance the ynalit~ ~l'llifr of
our xammnnih'.
2/
•
t
•
•• ^•+..r. Code Enforcement Bureau
';
Comparison Ratio of Violations
^ Violation ^ Inspections ^ Closed
SUUU
»iz
M1464
7(fUU
FUU~ 1261
1929
51100
l
4000 3111 J30_
fi
3000 zaw zaio
2000
IIIUU ua
izo is~
U
2UU2 2003 2U04 20U5 2006 "~
Code Enforcement Bureau
The members of the Bureau have attended
training classes provided by the Florida
Institute of Government in code
enforcement. There are three levels of
training provided to the inspectors and then
by completing a written and approved legal
research paper they receive the Certification
of Code Enforcement professional.
•~°^~.,, Code Enforcement Bureau
•~
x~
2g
•
•
Professional Standards Bureau
Professional Standards Bureau
3 Full Time
•^~.,, Professional Standards Bureau
Internal Affairs
(1)
Training Coordinator Accreditation Manager
~~) ~~)
x~,
Professional Standards Bureau
Internal Affairs
Lt. Kevin Presley
- 12 years experience
- Agency instructor in General Subjects & High
Liability'1'raining
- Emergency Response "team Member
- Department Armorer
- Field Training Officer
- On call 24/7/365
- Background Investigator
xi
29
•
•
Professional Standards Bureau
Internal Affairs
The Internal Affairs Unit is the component responsible for
administering the internal affairs function of the Department.
The IAU is responsible for the recording, registering, and
controlling the investigation of all complaints against
members; supervise and control the investigation of alleged or
suspected misconduct by members; and maintain the
confidentiality of the investigations and records by storing
them in a secured manner as law permits. The IAU is the
position responsible for the internal affairs function and has
the authority to report directly to the Chief of Police.
Professional Standards Bureau
Training Coordinator
• Cpl. Clark Sehneider
III year. eapericnre
Training has often been cited as one of the most important responsibilities
in any law enforcement agency. Training serves three broad purposes.
First, well trained members are generally better prepared to act decisively
and correctly in a broad spectrum of situations. Second, training results in
greater productivity and success.'1'hird, training fosters cooperation and
unity of purpose. The Winter Springs Police Department provides many
different ty, pes of training for our members so that they can give the
community the best service pnssiMe.
The goals and responsibilities of the training program are to improve and
update job skills, firearms training or recertification, and to train
members in new skills and programs that make the Department more
efSective.
~* ^••«.,, Professional Standards Bureau
+~
ccreditation Manager
• Cpl. Uanicl Accnmandn
7 rears expenenca
The Accreditation Manager is responsible for ensuring that periodic
reports, reviews, and other activities mandated by applicable accreditation
standards are accomplished.
The Winter Springs Police Department is now recognized as a
national and state accredited agency. The Commission on
Accreditation for Law Enforcement Agencies Inc (C.A.L.E.A.) and
the Commission for Florida Law Enforcement Accreditation (C.F.A.)
have granted the Winter Springs Police Department accreditation
after completing a thorough evaluation of the UepartmenPs policy
and procedures as well as an inspection of our equipment and overall
operational readiness.
30
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Winter Springs Police Department
In Summary
• Lowest number otb~eets per population o(any city in Seminole Couny
• Lowest operating budget per population of any city in Seminole County
• Lowest crime talc per population in Seminole County
• Third largest population in Scminolc County
• Third largcstjurisdiction by land mass in Scminolc County
• Only City Police Department in Scminolc County with both Smtc and
Imcmational Accreditation stains and one o(only 22 police agencies state
wide to hold this status
Winter Springs Police Department
10% Reduction
Budget reduction would be $642,135
•Loss of 9 positions 5 sworn and 4 civilian
• Present response times and other services to the community
would be impacted
•Loss of all capital with the exception of vehicle lease
purchase
Winter Springs Police Department
0% Alternative
•Cancel all City events that require overtime to staff
•Gliminate the Communications section from
Informational Services Bureau, which will result in
of services to the community.
•Loss of 12 civilian Communication Specialist
31
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•
•
Winter Springs Police Department
20% Reduction
Budget reduction would be $1,284,270
•Loss of 18 positions 10 sworn and 8 civilian. This would
further impact our response tithes and other services to
the community.
•Loss of all capital with the exception of vehicle lease
purchase
•Reduction of operating budget proportionate to
employee loss
va
Winter Springs Police Department
20% Alternative
No alternative other than loss of personnel as a result of an already
cost efficient budget.
• Loss of Communication section
• Loss of 8 sworn personnel
• Loss of CCB, DEA, CCAT, task force agents, I sworn officer
from each of the 4 shifts and the Accreditation Manager.
Winter Springs Police Department
30% Reduction
Budget reduction would be $ 192(,405
•Loss of 27 positions IS sworn and 12 Communication Section personnel
• Drastically effect response times and other services to the community.
•Loss ofall capiml with the exception of vehicle Iense purchase
•Reduction ofoperating budget proportionate to employee loss
•Loss of 3 Investigators, Accreditation Manager. I Code Enforcement, I
School Resource Ofticer, I Technical services member and the loss of 2
swum members Born cash of the 4 shitty.
32
•
•
Winter Springs Police Department
30% Alternative
No alternative other than loss of personnel as a result of
an already cost efficient budget.
33