HomeMy WebLinkAbout2004 03 22 Regular 507
032204_ COMM _Regular _507_ Manager_Evaluation
COMMISSION AGENDA
ITEM 507
Consent
Information
Public Hearin
Re ular
x
March 22, 2004
Meeting
MGR. /ltvM /Dept.
REQUEST: City Manager requesting the Commission to review information regarding the City
Manager annual evaluation in Performance Year "8" November 1, 2002 through October 31,
2003 and to take action it deems appropriate.
PURPOSE: This agenda item is needed to complete the City manager's annual evaluation
consistent with the City Manager's agreement with the City Commission.
CONSIDERA TIONS - Performance Year "8" Activity:
In January of this year I began my 9th year as your City Manager. The past 8 years has been a
state of constant motion putting in place bold and far reaching initiatives that have formed the
foundation of a city recognized for excellence and vision. The team work between my office, the
Commission, the staff, and the community has been uncommonly good, particularly in
comparison to the experience of local governments on the whole.
As detailed in Attachment "A", my eighth year with the City is a reflection of that constant state
of motion forward and continuous improvement, most notably, progress in the development of
the Town Center, continuing improvements in excellence in the delivery of services, and
improvements in the City financial soundness while maintaining low taxes.
More specifically these positive accomplishments include the following:
OVERVIEW
Law Enforcement
~ State Accreditation - Accomplished
~ National Accreditation - Underway
~ Part 1 (Serious Crimes) down 6th year
Fire/EMS
~ Union dispute resolved
~ 3rd Station at City Hall- Construction initiated, operational April 1,2004.
~ Fire Consolidation - Completed January 2004.
Transportation
~ Highway Beautification Grant - Tuskawilla to Greenway - installation initiated.
~ Traffic Calming Fisher Road - 4th Project - Substantial completion Year 2003,
Completed March 2004.
~ Completed 3 Intersection Improvement Projects at Tuskawilla/SR434, Central
Winds Drive/SR 434 and EdgemonlSR 419.
~ Deceleration Lane Program Initiated.
~ Village Walk Project SR 434 plans completed - Construction to begin May 2004.
~ Coordinated upgrades to Trail Overpass.
Recreation
~ Central Winds Park Expansion - Phase I initiated - Complete Fall 2004.
~ Completed Torcaso Park Expansion - Splash Pad and Multi Purpose Field
~ Initiated Park Impact Fee - Central Winds Park Expansion
>- Senior Bus Transportation System for Seniors initiated.
~ Temporary Paw Park plans completed - opening March 2004.
~ Central Winds Park Selected Best Park & Recreation Complex in Nation
~ Sports Programs
1,400 Adults
13,000 Yearly
Scottish American Highlands Games
Best July 4th Event
Finance
~ Award for Financial Excellence - CAFR Award
~ A + Bond Rating
~ 35% Reserve in General Fund
~ Second Lowest Tax Millage
~ Spend Least Per Capita of Seven cities
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General Government
)> Initiated Public Facilities Impact Fee.
)> Initiated 5,000 square foot expansion of City Hall.
)> Initiated Planning Design for new Public Works Facility.
Buildin2; Code Studv
)> Initiated a Comprehensive Study of Building Plan Review System with the
Building Industry - Complete April 2004.
Information Services
)> Completed Year "1" task of the revised Master Plan on schedule laying the
foundation for improved security and e-commerce services.
)> Upgraded e-mail system capabilities increasing security and functionality.
)> Replace T-l phone lines with fiber saving $17,000 in annual line charges.
COMMUNITY ECONOMIC DEVELOPMENT
TOWN CENTER
To Date
)> 18 Businesses in Operation. 72,000 sq. feet Retail Office
)> Reconstruction of Main Street Initiated - Complete March 2004.
U nderwav
~ Building 1 - 38,000 sq. feet
)> Market Square Park
)> Phase 1 Magnolia Park/Trail Head! Amphitheatre
)> 27 Acre Expansion Central winds Park
)> Temporary Paw Park
)> Blumberg Boulevard
)> Centex Town Home Project - 158 Units
)> Engle Town Homes Project - 375 Units
)> Medical Office Building - 6,000 sq. feet
~ Auto Service Center - 3,624 sq. feet
)> Trail Bridge
)> Phase 1 Fire Station
)> Tuskawilla Office Park - 19,407 Sq. feet - 4 Buildings Under Construction _ 5th
under review.
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CONSIDERATIONS - Performance Year "9" and Beyond
Commitment to "Quality"
The pace of our continuous improvement in future years will be directly related to the
degree of our continuing commitment to "Quality" in everything we undertake. A real
commitment to quality is driven by a fundamental belief that quality is the only strategy
that can add lasting value and wealth to our community. We only have to look to our
neighbor Winter Park to see this truth in action over a long period of time. Closer to
home, we can see how our commitment to quality over the past few years has enabled us
to be rated by MSN Advisor Service "best city in the nation in which to buy a home",
Central Winds Park being named the best sports complex in the nation, our city having
the 6th lowest crime rate in the state, and despite a bumpy start, our Town Center
becoming recognized as one of the best Town Centers in the Country,
Leadership
When we talk about quality it's easy to point to projects and programs. However, we
need to expand that discussion to quality of leadership. Without leadership that believes
in quality and is willing to embrace and defend value added strategies that result in
wealth building, we will become just another mediocre city that witnesses its hey day
pass into decline. Quality takes courage to do things differently. For example, let's look
at Daytona Beach and Fort Lauderdale. Several years ago the leadership of Fort
Lauderdale came to the divide in the road and proclaimed that the short term economic
gains from catering to college kids on the beach and dives that catered to them was
destroying the long term wealth of the city. They stopped it, reinvested substantial
political and economic capital into upgrading the beach front. The returns on that
investment in quality have paid tremendous dividends. Daytona Beach keeps toying with
the idea; they just don't have the leadership and courage to make the commitment. Their
financial and social problems continue to plague their city. In Winter Springs, we have
enjoyed dedication to quality from the Mayor and Commission. Your courage to
embrace quality has laid the foundation of excellence for years to come. It is imperative
that we maintain that focus.
Respect for People
On another front, quality leadership has a lot to do with the manner in which our elected
and appointed leadership interfaces with the public. Quality Management is built upon
respect for people. It demands people in leadership positions to demonstrate respect for
people even when it may not be deserved. Fundamentally, that requires reaching out to
people with honest differences and acknowledging their position even though we may not
agree. It does not mean giving in. It means establishing a dialogue, and a conscious
effort to reach consensus. In the past I believe we have done some very good work in
this arena as evidenced by our ability to find a way to create the T.L.B.D., finding a way
to resolve the Respite Center issue, finding a way to expand and fund Central Winds
Park, finding a way to build a Town Center, finding a way to pass the One-Cent Local
Option Sales Tax for transportation and schools, finding a way to resolve concerns with
our City Charter. I am confident we will find a way to build a parking garage and library
for the Town Center.
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Intelligent Decision Making
The final component of quality leadership involves an absolute compulsion for making
intelligent decisions based upon facts rather than impulse and impatience. In Quality
Management there is a concept known as closing down the hatchery. That concept is
based upon the concept of delaying decision making until everything is known that can
be known about the decision, thus eliminating decisions that hatch flawed results during
implementation. Governments are not especially good about closing down the hatchery
due to the impulse to get out of the box as quickly as possible in order to demonstrate
responsiveness, as well as the impulse to upstage adversaries and competitors. Overall, I
believe we have done a good job. The greatest example of this was our planning for the
T.L.B.D. We hired the best consultants. We involved the people in developing a plan.
We were respectful to the opposition. We anticipated the fight, and in the end we took
home the bacon. I am convinced that we will have a similar positive result from the
study process currently underway with our building code permitting system. The amount
of faulty perception that is being debunked by the slow and arduous process of fact
finding flashes signals of great success.
Customer Service
The final leg in the stool of a commitment to quality is customer service. Although we
are making improvement, we have a long way to go. Quality customer services requires
the shaping of customer service attitudes among employees, and continuous streamlining
of processes. Shaping attitudes requires continuous customer service training, and
replacement of people that can't adapt. Process improvement requires massive amounts
of process analysis and enhancements in communication technology. Weare in our
customer services infancy. We can expect to get to adolescence in about 3-years,
adulthood in 5-years and maturity in 8-years.
In past years we have made large investments in building a communication technology
infrastructure. This past year we began the process of interfacing our technology
infrastructure with customers through such services as on-line bill paying. We have also
created two customer service centers in Community Development and Finance, and
upgraded the staff with particular emphasis on permit processing, and utility billing
servIces.
In the upcoming year we need to begin formal training in Total Quality concepts with
elected officials and senior management staff. We also need to begin customer service
training with staff that interfaces routinely with the public,
A customer service focus also requires designing service and projects to satisfy customer
expectations. The city has done some good work in this area. A great example is the
Central Winds Park Expansion committee that resulted in a Master Plan that many didn't
think was possible, but which today is well under way, supported by a ~ mil referendum
approved by an overwhelming vote of our customers. The Library Project, which we are
currently embarking upon, will require this type of customer involvement.
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Year nine of my tenure with the city will continue to demonstrate improvements in services with
the implementation of the City Hall Fire and EMS unit, opening of the new park facilities located
on the Parker property, and completion of the Police Station Expansion Project. Completion of
the Year "2" task of the revised infornlation technology plan, including bank draft and credit
card services, centralized security, and substantial completion of the records management
reduction and conversion project will lay the foundation for expanded e-commerce services, and
implementation of our disaster recovery plan. The initiation of expansion of City Hall will
provide the needed space to accommodate our Information Services Development Program and
provide other City Hall space needs through build out. The initiation of construction of the new
Public Works Facility will facilitate removal of the current public works facility from Torcaso
Park in FY 2005. This project in conjunction with the close of Phase 1, and initiation of
planning for phase two of our home ownership program in the redevelopment area, and
substantial completion of S.R. 434 improvements between S.R. 419 and U.S. Highway 17-92
(Village Walk Project) will begin a dramatic change in the look and appearance of the western
S.R. 434 corridor and continuation of the west side redevelopment plan. This change of
appearance will be aided by the construction of the signage and dumpster enclosure
improvement programs. The initiation of construction of the Moss/SR 419 turn lanes, the SR
434 corridor deceleration lane program, and continuing efforts to signalize the Wade Street/SR
419 intersection will make our streets safer. The initiation of design for the reconstruction of
Winter Springs Boulevard will allow us to start construction in FY 2005. The initiation of the
planning and design phase of the corridor gateway project will pave the way for improvements in
FY 2005. Completion of Well # 4 will complete our well development program and provide the
potable water needs of our City through build out. The continued planning for making Lake
Jesup a source of irrigation water could reduce the demand on our aquifer by 25%. Initiation of
Total Quality Management training with the Mayor and Commission, and Senior Management
Team, and the initiation of Customer Service Training at all customer interface points will add
greatly to our commitment to quality.
Following are programs and projects that will be initiated and completed in the Town Center.
1. Tuskawilla Business Park - 5 units completed.
2. Heritage Park - initiation and substantial completion of 158 Town homes.
3. Engle Town Homes Project - 375 Town Homes - initiation and completion of site
improvements.
4. East Main Street - 375 apartment units, over 63,000 feet of retail space, plan approval
and significant site improvements.
5. Completion of parking garage design.
6. Initiation of construction of Phase Two of Magnolia Park and Amphitheatre Trail Head.
7. Initiation of construction of Blumberg Boulevard improvements.
8. Initiation of improvements to the City Hall Reflection Pond.
9. Substantial completion of the trail bridge.
10. Substantial completion of the Cross Seminole County Trail.
11. Initiation of construction on the Central Winds Parkway connector.
12. Completion of plans for county wide referendum on library improvements that would
fund a library in Winter Springs.
13. Initiation of program to attract a satellite college or university for the Town Center.
14. Completion of the SR 434 Town Center Study.
15. Initiation of Spine Road construction.
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The most important employee relation issues this year will be maintaining quality health
care and the retro-active 3% pension benefit. We are currently in the process of
analyzing our experience with United Health Care. The employees really like the plan,
and we want to do everything we can to keep the plan. We are also looking at employee
health saving plans and intend to bring recommendations on establishing a program for
our employees. Finally, I have made a commitment to our employees to follow through
on our commitment to implement the 3% retro-active pension benefit, if possible, this
year. Those studies are being performed now and I will be bringing this matter to you in
the budget process with appropriate recommendations.
Winter Springs High School is a major focal point of our community which already established
itself for outstanding accomplishments in scholastic and extra curricular activity. The perceived
need for a multi-purpose recreational facility to serve the needs of the high school are consistent
with the needs considered by the Central Winds Park Expansion Committee which included a
multi-purpose facility in the Master Plan. A joint city-high school facility makes sense. Further
exploration of this concept should begin in the FY 2005 horizon,
The combination of all these efforts represent great challenges to the City Manager's office, the
staff, and the Commission; a challenge to which I am energetically looking forward.
COMPENSATION CONSIDERATION - Performance Year "8"
The compensation analysis to which we have agreed upon for comparative purposes is attached.
As demonstrated below there is a 5.57% difference between the average of these cities and my
current compensation, and a 7.63% average between our benchmark Winter Park and my current
compensation.
Winter Park
Winter Springs
Difference
$157,137
$146,000
$ 11,137
7.63%
Tri-County Average
Winter Springs
Difference
$154,135
$146,000
$ 8,135
5.57%
FUNDING:
Funding for the City Manager office is split between the General Fund, Utility Fund, and the
Development Services Fund according to the City's Allocation Plan.
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RECOMMENDA TIONS:
It is recommended that the Commission maintain the City Manager's compensation at not less
than the average of the metro cities or $154,000 for Performance Year "8", November 1,2002
through October 31, 2003 as follows:
Base Salary
City Pension
ICMA Pension
Car Allowance
Total Compensation
$105,000
$ 15,000
$ 29,200
$ 4,800
$154,000
ATTACHMENTS:
1. City Manager/CEO Compensation Package Survey - Tri County Area
COMMISSION ACTION:
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City Manager/CEO Compensation Package Survey - Tri-County Area
As of November 2003
City Paid Auto City Paid Life
City Population* Base Salarv Retirement Allowance Deferred Compo Total Insurance
Casselberry 24,439 $110,000 $16,500. $4,200 $130,700 $50,000
15% of salary Will match up to 4%
after 2 years employ.
Kissimmee 52,749 $120,690 $0 $5,734 $24,138 $150,562 $120,690
city car ** 20% of salary 1 x salary
Oviedo 29,018 $137,246 $13,725 $5,734 $13,725 $170,429 $274,492
1 0%-401 (a) city car ** 10%-457 (up to IRS 2x salary
maximum)
Apopka+ 31,374 $147,670 $20,526 $5,734 $0 $173,930 $30,000
++ city car **
Sanford 43,250 $125,000 $8,250 $8,800 $0 $142,050 $100,000
Winter Park 26,40 I $134,865 $9,441 $4,200 $8,631 $157,137 $434,865
7%-401 (a) 3% - 457 $300k Univ. Life + 1x
3.4% exec. pension salary
6 City Average 34,539 $129,245 $11,407 $5,734 $7,749 $154,135 $168,341
Winter Springs 32,572 $105,000 $28,200 $4,800 $8,000 $146,000 $350,000
Differential (1,967) -$24,245 $16,793 -$934 $251 -$8,135 $181,659
* From the Bureau of Economic and Business Statistics at the University of Florida (April 2003 estimates)
** Assumed value - based on average of the three known values
+ Strong Mayor with Chief Administrator form of government
++ Eligible for this 13,9% retirement contribution but has elected to enter the DROP plan