HomeMy WebLinkAbout2011 08 22 Regular 600 City Manager EvaluationCOMMISSION AGENDA
ITEM 600
Consent
Informational
Public Hearing
Regular X
August 22, 2011 MGR. /DEPT.
Regular Meeting Authorization
REQUEST: City Manager requesting the Commission to review information regarding the City
Manager's annual performance evaluation for the evaluation period ending May 25, 2011.
SYNOPSIS: Consistent with terms of the City Manager's employment agreement and related best
practices, his performance is to be evaluated annually, for the evaluation period ending May 25 of that
year. Information relative to that evaluation is provided herein for the Commission's consideration.
CONSIDERATIONS:
It is my humble belief that we have continued to make positive strides as a City and a team over the past
year. We have again balanced an incredibly challenging budget in difficult economic times, maintained
adherence to our Strategic Plan, practiced teamwork amongst our staff, further improved operational
efficiencies, further enhanced customer service, further improved transparency in the operations of City
government, and implemented further improvements in communication with our citizens. I remain
proud to have been afforded and trusted with the opportunity to work with the Mayor & Commission
and to lead our talented staff in facilitating these improvements and implementing the policy directives
of the Commission.
Below please find a summary of some of our activities and accomplishments over the past year for your
consideration:
Summary of Accomplishments
• Balanced a challenging Fiscal Year 2011 Budget with no increase in millage rate, no reduction in
services provided to our citizens, and no utilization of reserves for operating purposes.
• Through fiscal conservatism and pro- active management efforts, FY 2010 General Fund
operations (audited) ended with "Net Income" of $14,391, which is noteworthy in that we
budgeted a $1.2 million "Net Loss" due to planned utilization of reserves for capital projects and
payoff of Senior Center Loan.
• Facilitated changes to Winter Springs' Employee Pension Plan aimed at reducing costs
($600,000 annual savings; $28,400,000 (nominal dollars) savings over the forecast period of the
plan) and providing sustainability to the Plan, while maintaining sound benefits for our
employees.
• Created an implemented a new City Manager Evaluation process to include:
■ 360 Evaluation Process for employees.
■ New Metric - Driven Evaluation Form for Commissioners.
• Prepared and presented, in concert with Mayor & Commissioners and City Clerk, Public
Integrity and Transparency in Government Seminar at Florida League of Cities 84 Annual
Conference. Seminar was very well attended (approx. 200 participants) and well received by
participants.
• Published Transparency and Communication in Government: The Key to Earning Constituents'
Trust article in the Nov/Dec 2010 issue of Quality Cities Magazine.
• Facilitated renewal of Solid Waste agreement with Waste Pro for four years at no rate increase to
citizens.
• Refinanced four (4) outstanding City Bond Issues (utilizing Commercial Bank Notes) resulting
in over $1.4 million in Debt Service savings (nominal dollars) and an additional $200,000+ in
Issuance Cost savings. Further, provides flexibility for future payoff(s) and saves staff time and
costs via reduction in related administrative burden.
• Additionally, Refinanced Oak Forest Debt resulting in a savings of approx. $34,000 in interest
costs, payoff of loan 13 years ahead of schedule, and generating approx. $24,000 in interest
revenue to the City.
• Received affirmation of Fitch AA Bond Rating with stable outlook.
• Received affirmation of S &P AA Bond Rating with stable outlook.
• (City) Received GFOA Distinguished Budget Award and Certificate of Achievement for
Excellence in Financial Reporting.
• City experienced an overall 23% Reduction in Crime Rate for 2010 (per Uniform Crime
Reporting (UCR) stats).
• Instituted new mandatory Customer Service Training Initiative for City employees.
• Created new "Dashboard" reporting system to improve internal (management) and external
(customer) reporting.
• Instituted new Paperless Agenda Process (created in- house) resulting in significant recurring cost
savings and process improvements.
• Facilitated new "Go Local" (free) program at www.wintersprin sg fl.org to help local Winter
Springs businesses connect with their customers.
• Rolled out new Winter Springs Economic Development website and brochure.
• Settled long outstanding "Grubbs v. Winter Springs Lawsuit."
• Settled long outstanding "Esterson v. Winter Springs Lawsuit."
• Presented Celebration of Freedom Event at significant cost savings. Less than $11,000 in
general fund dollars expended with no reduction in quality of the event.
• Instituted new banner program at Winter Springs Hound Ground aimed at generating revenue
sufficient to cover park operating costs.
• Implemented new Christmas Banner program to replace Christmas Decorations, saving $87,000
in tax dollars over five -year amortization period.
• Implemented New Pole Banner sponsorship program.
• Expanded flexibility /use of credit cards for customer payments.
• Facilitated changes to Utility Billing related codes to improve customer service.
AUGUST 22, 2011 • REGULAR AGENDA ITEM 600 PAGE 2
• Facilitated amendments to City's Comp Plan relative to the GreeneWay Interchange District
(GID) to encourage and incentivize development.
• Completed Ranchlands Paving Project PH II.
• Facilitated Winter Springs Village Project and associated resident "charrett."
• Implemented New City Volunteer Policy.
• Facilitated and completed City Charter Review Process per Commission directive.
• Created (and hired) new Water Conservation Coordinator position. Position funded via deletion
of another position deemed no longer necessary.
• Facilitated $550K Shepard Road Project from CRA funds.
• Facilitated increase in Maximum Tenant Area in Commerce Center Zoning District.
• Initiated process of developing an interlocal agreement with County re: annexation of enclaves.
Strategic Plan Update
In addition to the aforementioned accomplishments, I also believe we have been successful in
implementing and adhering to a new paradigm in the operations of City government and the delivery of
City services, as memorialized in our Strategic Plan.
We have worked diligently to adhere to these values and continue to receive many positive comments
from our citizens regarding our approach. Additionally, staff continues to pursue the Commission -
adopted goals incorporated in our Strategic Plan and to implement the strategies associated with
achieving those goals. An interim status report on our progress is attached herein (Attachment A) to aid
the Commission in its current review of the Manager's performance.
Performance Evaluation Form
The Commission previously approved the utilization of the attached City Manager Evaluation and
Scoring Form for evaluation of the annual performance of the City Manager. This form is again
attached (Attachment B) for this review period for those Commissioners that desire to utilize this
specific evaluation approach.
360 Evaluation Survey
As was the case during the prior evaluation period, we have again utilized a 360 evaluation survey to
aid in evaluation of the Manager's performance. This important and valuable tool was presented to and
completed by each Department Director and several of their key management staff In total 14
employees completed this evaluation. The results are included in Attachment C herein.
FISCAL IMPACT:
Due to budget constraints, City employees were not given merit increases and no funds are allocated for
this purpose in FY 2011.
AUGUST 22, 2011 • REGULAR AGENDA ITEM 600 PAGE 3
COMMUNICATION EFFORTS:
This Agenda Item Has Been Electronically Forwarded To The Mayor And City Commission, City
Attorney /Staff, And Is Available On The City's Website, LaserFiche, And The City's Server.
Additionally, Portions Of This Agenda Item Are Typed Verbatim On The Respective Meeting Agenda
Which Has Also Been Electronically Forwarded To The Individuals Noted Above, And Which Is Also
Available On The City's Website, LaserFiche, And The City's Server; Has Been Sent To Applicable
City Staff, eAlert /eCitizen Recipients, Media/Press Representatives Who Have Requested
Agendas /Agenda Item Information, Homeowner's Associations/Representatives On File With The City,
And All Individuals Who Have Requested Such Information.
This Information Has Also Been Posted Outside City Hall, Posted Inside City Hall With Additional
Copies Available For The General Public, And Posted At Five (5) Different Locations Around The
City. Furthermore, This Information Is Also Available To Any Individual Requestors. City Staff Is
Always Willing To Discuss This Agenda Item Or Any Agenda Item With Any Interested Individuals.
RECOMMENDATION:
The City Manager recommends that the City Commission review and utilize the information provided in
this agenda item (as well as any other data /information deemed appropriate) for purposes of evaluating
and rating the City Manager's performance for the annual review period ended May 25, 2011, via the
attached City Manager Evaluation Form or other method the individual Mayor /Commissioner deems
appropriate.
ATTACHMENTS:
• A: Strategic Plan Interim Update - as of 8/1/11
• B: City Manager Performance Evaluation Form - Evaluation Period Ending 5/25/11
• C: City Manager 360 Evaluation Survey - Evaluation Period Ending 5/25/11
AUGUST 22, 2011 • REGULAR AGENDA ITEM 600 PAGE 4
Attachment A:
Strategic Plan Interim Update - 2011
Goal 1: Identify tools, timelines, and resources to improve
internal and external communication
Strategy 1: Create and Implement a new and improved City website.
Due Date: Completed Date:
2009 -12 -31 12/15/2009
Fiscal Impact:
$0
Outcome:
Improves ease of use and access to information by customers via a more intuitive and easier to navigate website.
Status /Updates
Owner Date
Comment
Joanne Dalka 5/27/2010
This strategy has been completed and an Informational
Agenda Item was approved on December 14, 2009,
informing the Commission of the site's new launch on
December 15, 2009.
Randy Stevenson 8/9/2011
Staff continues to incorporate new options for the website
in terms of getting information at the website and
permitting via the site. The goal is to make information no
more than three "clicks" away for the customer using the
site.
Joanne Dalka 8/10/2011
Additional enhancements were made to home page of City
website to improve functionality and provide access
to more information in a more concise format.
Strategy 2: Offer Commission and staff external access to City intranet.
Due Date: Completed Date:
2011 -09 -30
Fiscal Impact:
$10,500
Outcome:
Improves efficiency by providing Commission and staff an additional means of access to resources, documents, and
City archives.
Status /Updates:
Owner Date
Joanne Dalka 5/27/2010
Comment
This item is to be budgeted for in FY11.
Joanne Dalka 7/21/2011
This item is currently in progress and is scheduled to be
completed by 12/31/11.
Strategy 3: Implement a Voice Over IP phone system.
Due Date:
2011 -09 -30
Completed Date:
Fiscal Impact:
$220,000
Outcome:
Reduces costs, provides greater flexibility and reliability, provides faster response to customer requests, and improves
access to users by offering enhanced modes of communication (voice mail notification, unified messaging, etc.).
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 This item is to be budgeted for in FY11.
Joanne Dalka 7/21/2011 This item was bid in an RFP and a recommendation is
scheduled to go to Commission in September 2011. A
decision for project approval and funding will be made at
that time.
Strategy 4: Develop and implement Twitter and /or Faceeook sites for the City.
Due Date: Completed Date:
2009 -10 -31 1/1/2010
Fiscal Impact:
$0
Outcome:
Provides progressive, additional means of communication to advise citizens of ongoing City activities, information,
and events (subject to Sunshine Law /Public Records limitations).
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 Due to legal issues surrounding Public Records disclosure on
online content this item has been postponed.
Joanne Dalka 7/21/2011 This item was discussed again in agenda item Regular 602
on 05/09/11 where it was decided not to proceed with any
social media sites at this time.
Strategy 5: Install a permanent electronic message sign at City Hall.
Due Date: Completed Date:
2010 -04 -01 4/1/2010
Fiscal Impact:
$27,000
Outcome:
Provides an additional communication tool to disseminate information to the public.
Status /Updates:
Owner Date
Randy Stevenson 5/21/2010
Comment
Electronic Message sign has been installed in front of City
Hall.
Joanne Dalka 5/27/2010
The sign has been installed and is being maintained and
updated on a daily basis.
Strategy 6: Automate processing and routing of internal forms within various City
departments via utilization of SharePoint.
Due Date: Completed Date:
2010 -09 -30
Fiscal Impact:
$0
Outcome:
Improves efficiency by promoting the use of intelligent automated forms -based routing and providing a centralized
location for internal users to locate routinely requested information. Reduces staff time. Reduces paper usage,
lessening impacts on the environment.
Status /Updates:
Owner Date Comment
Randy Arcebido 2/2/2010 Conducted training on Surplus Assets and Strategic Goals.
Randy Arcebido 2/26/2010 Implemented Sharepoint Form: Surplus Assets
Randy Arcebido 2/26/2010 Created Sharepoint form: HR Employment Application but
later migrated that form to a PDF form for use on the City's
website.
Randy Arcebido 3/1/2010 Implemented Sharepoint Form: Strategic Goals
Randy Arcebido
3/5/2010
Implemented Sharepoint Form: Departing User
Randy Arcebido
3/5/2010
Implemented Sharepoint Form: New User
Joanne Dalka
6/2/2010
This will be an ongoing process. We will be automating
forms on a continual basis as needed.
Randy Arcebido
8/4/2011
Conducted the City Manager 360 Survey for 2010.
Randy Arcebido
3/21/2011
Implemented Sharepoint Form: Change User
Randy Arcebido 4/5/2011 Created section in Projects Center geared toward ERP
replacement research for collaboration with all
departments.
Joe Alcala 6/2/2011 Conducted the City Manager 360 Survey for 2011.
Joanne Dalka 8/3/2011 SharePoint will be utilized to further automate and enhance
our Commission agenda paperless process. Anticipated
rollout September 2011.
Strategy 7: Facilitate periodic Community and Business Visioning Workshops.
Due Date:
2010 -04 -01
Fiscal Impact:
$0- $2,000
Completed Date:
6/9/2009
Outcome:
Provides an opportunity for customer input and involvement in on -going City visioning and strategic planning.
Status /Updates
Owner
Date
Comment
Randy Stevenson
2/26/2009
A Visioning workshop was held with our citizens.
Information received at these workshops has been
incorporated into strategic goals and processes.
Randy Stevenson
6/9/2009
A Visioning workshop was held with the business
community. Information received at these workshops has
been incorporated into strategic goals and processes.
Randy Stevenson
2/25/2010
A Development Review panel discussion was held with
individuals who have been through the site plan review,
permitting, and inspection or application process at the
City. Recommendations from this discussion are currently
being reviewed by staff for use in possible process
changes. Some recommendations have already been
implemented or are in the works.
Kevin Smith
3/21/2009
Goal Setting Workshop for Strategic Plan facilitated with
Commission.
Randy Stevenson
8/2/2011
A workshop was held on August 1, 2011 for the purpose of
considering changes to the Town Center Code and
Comprehensive Plan in relations to the overall development
of the Town Center Area. A consensus of the Commission
was to move forward with the implementation of a transect-
based code within the framework of the current Town
Center boundary. Efforts are underway to re -write the
Town Center Code and certain applicable sections of the
Comprehensive Plan.
Goal 2: Identify opportunities and develop strategies to create a
customer/business-friendly experience
Strategy 1: Perform comprehensive review of current Utility Billing policies and
procedures.
Due Date: Completed Date:
2010 -08 -30
Fiscal Impact:
$0- $5,000 (Enterprise Fund)
Outcome:
Revises policies and procedures as warranted to achieve a reasonable balance between customer relations and the
City's fiduciary responsibilities.
Status /Updates:
Owner Date Comment
Shawn Boyle 5/21/2010 Comprehensive review of current policies and procedures
completed.
Shawn Boyle 6/2/2010 Evaluating warranted revisions /improvements to policies
and procedures for recommendation to City Commission.
Shawn Boyle 8/3/2011 Ordinance 2011 -11 revising UB policies and procedures
scheduled on the August 8, 2011 Commission agenda.
Shawn Boyle 8/3/2011 Remaining ordinance changes relative to UB policies and
procedures scheduled for consideration by Commission in
September 2011.
Shawn Boyle 8/8/2011 Ordinance 2011 -11 went before Commission and past first
reading. Second reading scheduled for August 22, 2011
Shawn Boyle 9/12/2011 Policies on Bank Draft and Special Payment arrangements
are to be reviewed and taken before Commission on
September 12, 2011.
Strategy 2: Implement additional customer service training for City staff.
Due Date: Completed Date:
2010 -09 -30 9/2/2010
Fiscal Impact:
$0- $5,000 (Enterprise Fund)
Outcome:
Provides employees with additional tools and enhanced skill set /knowledge base to assist in delivery of outstanding
customer service.
Status /Updates:
Owner Date
Shawn Boyle 6/2/2010
Comment
Customer Service training is being scheduled for the
second week in Sept. to include all UB billing staff and
community development staff
Shawn Boyle 9/2/2010
Shawn Boyle 7/13/2011
Shawn Boyle 8/11/2011
Customer service class was held, attendance was very high.
Additional classes will be scheduled in the future.
Manager of UB continued in -house customer service
training
Customer Service training has been slated and budgeted for
F12.
Strategy 3: Implement e- Billing option for Utility customers.
Due Date: Completed Date:
2010 -09 -30
Fiscal Impact:
$15,000 (Enterprise Fund)
Outcome:
Provides utility customers an option to receive bills electronically and saves money by reducing printing and postage
expenses.
Status /Updates:
Owner Date Comment
Shawn Boyle 5/4/2010 Evaluation has been completed. This process will be
implemented with the new Munis upgrade. April 2011
Shawn Boyle 8/11/2011 Met with Axis (current billing printer) to discuss alternative
e- billing options, predicated upon cost and vendor
transition concerns
Shawn Boyle 8/11/2011 Cost of e- billing has been put on hold until a decision has
been reached on future software implementation
Strategy 4: Implement an e- Application for permits, business tax receipts, and Utility
Billing forms.
Due Date: Completed Date:
2010 -12 -31
Fiscal Impact:
$5,000 - $10,000 (Enterprise Fund)
Outcome:
Creates a more convenient and expeditious process for customers to submit and receive licenses, permits, and forms.
Status /Updates:
Owner Date Comment
Shawn Boyle 5/19/2010 Met with vendor, waiting on pricing
Randy Stevenson 5/28/2010 Many permit applications are already available on line.
Garage Sale permits can be issued on line with no customer
presence at City Hall required. Other permits will be
processed on line when electronic payments can be
accepted
Randy Stevenson 8/9/2011 Credit card payments can now be processed over the phone
for re- inspection fees and BTRs. Once the KIVA software is
replaced, additional permits will be available online. The
current software does not support this
application. "Orphan" permits can be submitted via e-mail
or FAX.
Shawn Boyle 8/11/2011 Pending new software review- ETA for review completion
9/30/2011. RFP was complete in July.
Strategy 5: Implement an e- Application for processing development and building
plans.
Due Date: Completed Date:
2011 -09 -30
Fiscal Impact:
$0- $140,000 (Enterprise Fund)
Outcome:
Creates a more expeditious and convenient process for customers to submit, and the City to review, development and
building plans.
Status /Updates:
Owner
Randy Stevenson
Joanne Dalka
Date Comment
2/25/2010 Development and aesthetic review plans now being
submitted electronically
5/27/2010 In progress. Currently evaluating software alternatives.
Randy Stevenson 8/9/2011 The current software does not support this application.
Staff is evaluating RFPs for a new software product that will
facilitate the e- application process. One aspect of this
review is the possible implementation of an electronic plans
review capability.
Strategy 6: Enter Business Tax Receipts and Building Permit payments in KIVA rather
than MUNIS.
Due Date: Completed Date:
2009 -07 -08 7/8/2009
Fiscal Impact:
$0
Outcome:
Eliminates redundant entry into two systems. Provides more expeditious business tax receipt distribution to
customers and ensures timely payment remittance information to the Seminole County Tax Collector's Office.
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 Business Tax Receipts are now being entered and
maintained in the KIVA application.
Randy Stevenson 8/2/2011 Development Services personnel are now accepting and
processing payments for permits, BTRs, and development
applications when submitted by check and credit card.
Strategy 7: Evaluate the feasibility of both an over - the - counter and on -line
credit /debit card payment acceptance system.
Due Date: Completed Date:
2010 -09 -30 5/19/2010
Fiscal Impact:
$25,000 - $35,000 (Enterprise /General Fund)
Outcome:
Expands customers' ability to utilize credit /debit cards in more service areas. Reduces processing fees.
Status /Updates
Owner Date Comment
Shawn Boyle 5/19/2010 • Scheduled for presentation to Commission at June
28th meeting.
• Credit card applications completed
• Go live date July 30, 2010
Shawn Boyle 8/11/2011 Acceptance of credit cards have been expanded to
Development Services and Police department
Strategy 8: Institute an Escrow Account System process whereby
developers /contractors may deposit funds with the City to offset future building plan
and permit fee charges.
Due Date:
2010 -09 -30
Completed Date:
8/1/2011
Fiscal Impact:
$5,000 - $15,000 (Enterprise Fund)
Outcome:
Improves efficiency in the delivery of services by allowing developers /contractors the option to secure
permits /approvals remotely. Provides an alternate method of payment for developers /contractors to pay for City
services.
Status /Updates:
Owner Date Comment
Randy Stevenson 5/28/2010 CDD working with Finance and IS Departments to evaluate
best business - friendly option.
Randy Stevenson 8/3/2011 Working with the Finance Director, staff has opined that an
auto -draft mechanism is preferable to a standard escrow
account in that the developer /contractor does not have to
deposit funds which must be administered by the City and
they get the benefit of being able to have funds drawn via
the auto -draft process without having to come to City Hall.
Until the funds are drafted to pay for a permit, they remain
in the control of the developer /contractor.
Strategy 9: Complete upgrade to MUNIS version 7.3 and implement new MUNIS on-
line system and time /attendance modules.
Due Date: Completed Date:
2010 -08 -01 12/6/2010
Fiscal Impact:
$12,500 (Enterprise /General Fund)
Outcome:
Provides external customers with an upgraded user interface for greater functionality to view and pay their utility
bills. Increases functionality and efficiency in payroll processing and provides online employee access to appropriate
Human Resource information.
Status /Updates:
Owner Date
Joanne Dalka 5/27/2010
Joanne Dalka 12/27/2010
Comment
The external customers interface has been upgraded and
launched on the City's website. Payroll processing is
currently in the test phase and is on schedule.
Munis was upgraded to version 7.3 earlier this year. Munis
ESS Time and Attendance went live on 12/6/2010.
Strategy 10: Modify current Community Development Department customer phone
call routing to ensure prompt and proper customer response.
Due Date: Completed Date:
2009 -10 -01 3/1/2010
Fiscal Impact:
$1,200 (Enterprise Fund)
Outcome:
Improves customer accessibility to staff. Ensures proper direction of calls to appropriate staff and timeliness of
response to customer.
Status /Updates
Owner Date Comment
Randy Stevenson 5/28/2010 Modifications to the extent possible with current
equipment and staffing level have been made to provide
secondary and tertiary phone call back up. Secondary
backup was formally initiated in September 2009 and
tertiary back up in March 2010.
Randy Stevenson 8/3/2011 All permitting staff and the administrative secretary have
been provided mobile ear pieces for remote answering of
phones. The calls continue to rotate to secondary and, if
necessary, tertiary backup staff to answer and provide
assistance to our citizens /customers.
Strategy 11: Install an electronic information kiosk in City Hall lobby.
Due Date: Completed Date:
2009 -10 -31 9/30/2009
Fiscal Impact:
$500-$1,000
Outcome:
Provides alternative to standing in line; reduces customer wait time; empowers customer by providing electronic
access to a range of City information; and maximizes utilization of current staff.
Status /Updates:
Owner Date Comment
Joanne Dalka 5/27/2010 This item has been competed. Kiosk is online.
Strategy 12: Develop an Economic Development Incentive Program.
Due Date: Completed Date:
2010 -09 -30
Fiscal Impact:
TBD
Outcome:
Incentivizes smart development and diversifies tax base to reduce the residential tax burden.
Status /Updates
Owner
Date
Comment
Randy stevenson
10/12/2009
Phase I: City Commission adopted Resolution 2009 -54,
lowering permit fees by 30 %.
Randy Stevenson
5/28/2010
Phase II: Staff working with LDI (consultant). Scheduled for
presentation to Commission on June 14, 2010.
Randy Stevenson
8/3/2011
The City Commission has approved a BTR incentive program
for UCF Incubator clients and staff is working on guidelines
to make the program available to more businesses in the
City.
Randy Stevenson
8/3/2011
The City is working on details for an ad- valorem tax
abatement program as well as a Job Growth Incentive
program. Associated ordinance and resolution to
implement this program to be presented to Commission in
September 2011.
Kip Lockcuff
8/4/2011
By consensus at the July 21 budget workshop, the City
Commision agreed to pursue elimination of the Public
Building Impact Fee. The City Attorney was sent the
necessary supporting documentation on July 29th to
prepare the ordinance needed to abolish the fee.
Goal 3: Aggressively complete the vision for Town Center
Strategy 1: Conduct a Commission workshop on the history and vision of the Town
Center.
Due Date: Completed Date:
8/1/2009 5/18/2009
Fiscal Impact:
$0
Outcome:
Provides the Commission with an outline of the history and original vision of the Town Center, to confirm that vision
and modify if the Commission deems warranted.
Status /Updates
Owner Date
Comment
Randy Stevenson 5/18/2009
Staff conducted a workshop with the City Commission on
the Town Center Vision and the application of form -based
codes on May 18, 2009.
Randy Stevenson 6/21/2010
A workshop is scheduled with the City commission to
discuss small, irregularly shaped lots in the Town Center.
Randy Stevenson 8/9/2011
A workshop was held with the City Commission on August
1, 2011 to discuss the history of the Town Center, certain
design proposals for public areas of the Town Center, and a
proposed update to the Town Center Code to implement a
transect -based methodology, allowing for different
intensites of development under the umbrella of the Town
Center Code and Land Use. The Commission directed staff
to proceed with the proposed code modifications. Staff will
update Commission regularly on progress.
Strategy 2: Finalize the EAR -based amendments to the Comprehensive Plan
associated with the Town Center.
Due Date: Completed Date:
12/31/2009 9/28/2009
Fiscal Impact:
$0
Outcome:
Ensures compliance with state mandated deadlines for the Evaluation and Appraisal Report (EAR) which includes
goals, objectives, and policies aimed at the urbanization of this section of the City.
Status /Updates
Owner Date Comment
Randy Stevenson 8/21/2009 The ORC Report was received on Aug. 21, 2009 from the
Florida Dept of Community Affairs (DCA). NO objections to
the EAR Based Amendments were raised by DCA, based on
their review of the transmittal sent on June 18, 2009.
Randy Stevenson 9/28/2009 The EAR Based Amendments to the city's Comprehensive
Plan were Adopted by the City Commmission on September
28, 2009 by Ordinance 2009 -08 and transmitted to the
State on October 1, 2009.
Randy Stevenson 11/13/2009 Notice to find the admendments "In Compliance"
published by the DCA on Nov. 13, 2009, indicating that
the Winter Springs EAR Based Amendments are compliant
with statutory requirements.
Randy Stevenson 8/9/2011 Staff continues to monitor the actions of the staff relative
to the DCA and how those actions will affect the City's
position as related to updates to the Comprehensive Plan.
To date, the changes seem to place much more authority
and autonomy with the City rather than the State.
Strategy 3: Revise the Land Development Regulations to comply with the adopted
EAR -based amendments, including the Town Center.
Due Date: Completed Date:
8/31/2012
Fiscal Impact:
$10,000
Outcome:
Ensures the City's Land Development regulations are consistent with the goals, objectives, and policies of the
Comprehensive Plan and facilitate projects that have sustainable densities, promote multi -modal forms of
transportation, and encourage mixed -use developments.
Status /Updates
Owner Date Comment
Randy Stevenson 4/12/2010 Code language establishing a Park and Recreation Advisory
Committee and a Bicycle and Pedestrain Advisory
Committee as directed by the Comprehensive Plan has
been prepared and a First Reading of each ordinance held.
Randy Stevenson 5/28/2010 This task is currently underway with a rewrite of the PUD
and signage sections to be completed first.
Randy Stevenson 8/9/2011 The PUD section of the Code has been revised and
approved. Efforts are on -going relative to Chapters 20, 6,
and 9. These items will be presented to the Commission in
the near future.
Strategy 4: Preserve and complete the street grid pattern established in the Town
Center master plan.
Due Date: Completed Date:
12/31/2011
Fiscal Impact:
$1,000,000 - Michael Blake Blvd (One Cent Sales Tax)
Outcome:
Provides the framework for projects that have sustainable densities, promote multi -modal forms of transportation,
and encourage mixed -use developments.
Status /Updates:
Owner Date
Randy Stevenson 5/28/2010
Comment
City Commission approved an Agreement on April 26, 2010
terminating the Town Center Phase 11 Implementation
Agreement. The new agreement provides for dedication of
the Right of Way for Spine Road (MBB) from SR 434 to the
Cross Seminole Trail. Road construction is included in the
Capital Improvements Program for 2010/11 through
2011/12.
Randy Stevenson 6/3/2010 Extension of Orange Avenue westward to SR 434 is
identified in the Capital Improvements Program for
2015/16.
Brian Fields 7/21/2011 The design for Michael Blake Blvd (MBB) is complete and
ready for bidding /construction. Based on progress to date
on Winter Springs Village, MBB is expected to start
construction in October 2011, with completion in early
2012.
Strategy 5: Develop multiple Town Center transportation options.
Due Date: Completed Date:
4/1/2010
Fiscal Impact:
TBD
Outcome:
Provides public transportation, multi - purpose sidewalks, bike lanes, trails, specialty -use parking and vehicular parking
consistent with Town Center development standards.
Status /Updates
Owner Date
Comment
Randy Stevenson 11/9/2009
Aesthetic Review for Bus Shelters approved by City
Commission on November 9, 2009.
LYNX initially approached the City to locate six (6) bus
shelters; However, LYNX has now approved the funding of
nine (9) shelters which were submitted for permitting on
May 7, 2009 and were ready for pick up on May 17, 2009.
Construction is imminent.
Randy Stevenson 4/12/2010
1st Reading of Ordinance 2010 -06 establishing a Bicyucle
and Pedestrain Advisory committee (BPAC) was approved
on April 12, 2010. Financial considerations have delayed
second reading. Staff looks at the multi -modal options with
each development proposal within the Town Center.
Randy Stevenson 4/26/2009
LYNX S.R. 434 Crosstown Route became operational on
April 26, 2009. Funding during the two -year trial period for
the route is provided through a Service Development Grant
from the Florida Department of Transportation (FDOT) with
local matching funds provided by Seminole County. The
route was expanded on December 6, 2009 to include UCF.
Brian Fields 7/29/2011
The City's Town Center / WS High School Sidewalk
Improvement Project is a $300,000 project that has been
ranked #1 for funding on the Metroplan Bike /Ped new
project list. The project is expected to be funded for
construction within the next 2 -3 years. The project will
provide sidewalk connectivity and fill gaps on Doran Drive
and between City Hall, S.R. 434, and Winter Springs High
School.
Brian Fields 7/29/2011 City Staff and consultant have developed a master plan for
the improvement of Market Square at the intersection of
S.R. 434 and Tuskawilla Road, including pedestrian and
traffic operational improvements that will enhance
transportation options in this area. The project is
scheduled to be funded by Metroplan for design in FY
2012/13.
Strategy 6: Pursue further reductions of the speed limit along SR 434 in the Town
Center District.
Due Date: Completed Date:
4/1/2010 1/12/2009
Fiscal Impact:
$0
Outcome:
Reduces speeds and establishes a constrained roadway section that will promote the traditional neighborhood
development standards of the Town Center.
Status /Updates:
Owner Date Comment
Brian Fields 6/7/2010 FDOT approved City's request to reduce speed limit to 45
MPH and implemented in January 2009.
Brian Fields 7/21/2011 The program for achieving speed reductions on SR 434
through the Town Center is long -term and consists of: 1)
development of the SR 434 frontage properties within the
Town Center to create "friction" to reduce speeds; and 2)
working with FDOT on a number of planned City and FDOT
projects to ensure that speed reduction is given a high
priority in the design.
Strategy 7: Annex enclaves within the Town Center District.
Due Date: Completed Date:
4/1/2010
Fiscal Impact:
Varies by enclave. Staff will provide site - specific fiscal analysis.
Outcome:
Ensures consistency of development standards and continuity of service delivery within the Town Center District.
Status /Updates
Owner Date Comment
Kevin Smith 3/11/2010 City Manager and City Attorney met with County Manager
and County Attorney to discuss proposed annexation
agreement.
Randy Stevenson 5/28/2010 The Attorney is working on a draft annexation agreement
that will be conveyed to Seminole County for their review.
Randy Stevenson 5/28/2010 Staff is currently working with property owners who are
interested in voluntary annexation.
Randy Stevenson 8/9/2011 Adopted initiating and responding resolutions have been
exchanged with Seminole County relative to the annexation
of enclaves and the City Manager and City Attorney will be
meeting in negotiations with the County on this item to
develop an interlocal agreement for annexations for
consideration by the respective governing bodies.
Community Development staff at both the City and County
are ready to provide technical and support assistance to
this effort. A mutually accepted map identifying the
enclaves has been exchanged with the County.
Strategy 8: Construct Magnolia Park Amphitheater Complex.
Due Date: Completed Date:
9/30/2010
Fiscal Impact:
$1,200,000 (1999 Bond Construction Fund)
Outcome:
Provides a cultural component in the Town Center. Promotes a sense of community and serves as an economic
generator. Provides an additional trailhead on the Cross Seminole Trail.
Status /Updates:
Owner Date Comment
Kip Lockcuff 4/1/2010 Final Engineering and Aesthetic Review approved by City
Commission on March 22, 2010
Kip Lockcuff 5/1/2010 Property owner issues resolved to facilitate land swap -
property working to obtain rail crossing for trail which is
required for final State approval
Kip Lockcuff 5/11/2010 Provided County with Magnolia Park construction plans for
review to determine if they would allow construction prior
to land swap
Kip Lockcuff 6/1/2010 Received plan review comments from County
Kip Lockcuff 7/20/2011 Plans ready to bid. Land swap with State contingent upon
CSX trail crossing permit which is pending. Progress on
procuring permit moving forward.
Strategy 9: Implement a revised signage code for the Town Center to include
pedestrian and vehicular way- finding signage.
Due Date: Completed Date:
9/30/2010
Fiscal Impact:
$1,500
Outcome:
Enables provision of directional information signage for Town Center venues and businesses.
Status /Updates:
Owner Date Comment
Randy Stevenson 5/28/2010 Staff is working with LDI to finalize a number of pedestrian
and vehicular signage options in the Town Center.
Randy Stevenson 8/9/2011 Staff has contacted some of the merchants as well as the
new property management companies to solicit input on a
wayfinding signage program and will sheperd this item to
move it along in concert with other proposed code revisions
and site improvements. Certain changes have been made
or are currently being re- wrtiten to provide more flexibility
for wayfinding and other signage options in the Town
Center.
Goal 4: Partner with other entities to pursue the development of
SeminoleWay
Strategy 1: Continue ongoing efforts, in conjunction with SeminoleWay partners, to
market the concept of SeminoleWay.
Due Date:
Completed Date:
4/1/2010
Fiscal Impact:
TBD
Outcome:
Creates outside interest from
international, national, and statewide entities in relocating to Winter
Springs /SeminoleWay. Utilize the marketing resources of the Chambers of Commerce, Metro Orlando Economic
Development Commission,
and East Central Florida Regional Planning Council.
Status /Updates:
Owner
Date Comment
Randy Stevenson
5/10/2010 Resolution 2010 -17 was Adopted by the City Commission
on April 26, 2010 which supported the renaming of SR 417
to the SeminoleWay.
Randy Stevenson
5/28/2010 Staff continues to work with SeminoleWay partners and
others to market the GID property.
Randy Stevenson 6/1/2009 Addition of SeminoleWAY to the MetroPlan ORLANDO 2030
Long Range Transportation Plan (LRTP).
Randy Stevenson 8/10/2011 A conceptual master plan for the GID, located along the
SeminoleWay corridor has been completed. Staff is
currently working on a "Plan B" to move the development
of the GID forward after the recent decision on Sematech.
This effort involves multiple agencies.
Strategy 2: Conduct public hearings for all property owners within the SeminoleWay
corridor to begin a dialogue on proposed development codes for the eight affected
interchange areas.
Due Date:
4/1/2010
Fiscal Impact:
$0
Completed Date:
6/18/2009
Outcome:
Provides participation opportunities for stakeholders /property owners on development goals for SeminoleWay
properties.
Status /Updates
Owner Date Comment
Randy Stevenson 6/18/2009 Informational meetings for property owners with detailed
overview of the study and targeted industry were held in
June 2009.
Strategy 3: Collaborate with Seminole County, Sanford, and Oviedo to discuss a
unified development code for SeminoleWay.
Due Date:
10/1/2010
Fiscal Impact:
$0-$15,000
Outcome:
Completed Date:
9/28/2009
Provides current and potential property owners /developers within the SeminoleWay corridor assurances of
standardized /consistent development standards regardless of the governmental entity within which the property is
located.
Status /Updates:
Owner
Randy Stevenson
Randy Stevenson
Date Comment
9/28/2009 The SeminoleWay Study did not support the need for
a unified development code. However, Winter Springs has
amended its Comp Plan to include target industries as
identified for the SeminoleWAY (including Financial
Services, Digital Media, Life Sciences, and Technical and
Research Services) and to support the SeminoleWAY
initiative. Efforts are also underway to revise the City's
Code language for compliance with the Comp Plan.
8/10/2011 Efforts to move the implementation of this strategy forward
have recently been undertaken with the most support for
using the County's HIPPA approval process but allowing
certain differences in the land development codes while
standardizing the approval "process and procedures" for
any project along the corridor. Discussions with both
Seminole County and Oviedo have taken place with efforts
to reach out to Sanford coming in the near future. The
County and Winter Springs are very close to being
compatible realtive to the Comprehensive Plan allowances
for FARs and land uses. Our GID zoning and land use for the
area along the Corridor has provided an excellent basis for
moving forward. Oviedo has some work to do because of
the numerous zoning districts in their SeminoleWay area.
Strategy 4: Produce a conceptual master /roadway plan for the Greeneway
Interchange District (GID) /SeminoleWay.
Due Date:
4/1/2010
Fiscal Impact:
$5,000
Outcome:
Completed Date:
3/4/2010
Provides a working document and marketing tool to be used as a guideline in meetings with property owners and
developers when discussing proposed projects in the area. Enables the City staff to determine estimates of
infrastructure costs for the GID.
Status /Updates:
Owner Date Comment
Randy Stevenson 2/25/2010 Concept plan completed
Brian Fields 3/4/2010 Infrastructure estimates completed
Randy Stevenson 8/10/2011 The master plan has changes several times and discussions
are on -going as to when to bring a conceptual master plan
forward for approval by the City Commission. While not a
final plan for development, this master plan will provide a
road map for development activity as staff, property
owners, and other team members contemplate a "Plan B"
for development along Winter Spring's portion of
SeminoleWay.
Strategy 5: Pursue quality economic development opportunities in the Greeneway
Interchange District (GID) /SeminoleWay.
Due Date:
4/1/2010
Fiscal Impact:
TBD
Outcome:
Completed Date:
Provides a diversified tax base by guiding the smart development of one of the City's premier corporate park
properties.
Status /Updates
Owner Date Comment
Randy Stevenson 9/1/2009 SeminoleWay Website launched www.seminoleway.com
and highlighted at
www.businessinsemiole.com /gm /ecodev /seminoleway.asp
Randy Stevenson 3/1/2010 Ongoing. Seminole County Economic Development
Commission Participation with ECFRPC.
Randy Stevenson 8/10/2011 Activity is on -going to identify the next viable opportunity
for the GID. Available opportunities for the GID have been
outlined in the City's Economic Development Brochure.
Goal 5: Develop strategies to ensure financial accountability and
transparency
Strategy 1: Implement a new budgeting paradigm aimed at providing greater fiscal
stewardship.
Due Date: Completed Date:
4/1/2010 7/1/2009
Fiscal Impact:
$0 (FY 2010 savings approx. $1.OM)
Outcome:
Ensures Commission established goals are properly aligned with the appropriation of financial resources; that
appropriations are consistent with identified needs through implementation of zero -based budgeting; and that
Budget Document provides useful and relevant information to end users.
Status /Updates:
Owner Date
Kevin Smith 7/1/2009
Comment
New budgeting paradigm implemented effective with FY
2010 budget.
Shawn Boyle 8/11/2011
F11 and F12 Zero -based budgeting. Millage
reduction proposed for FY 2012.
Strategy 2: Expand City website to include a section /webpage that presents
information regarding City purchases, vendors and other useful financial information
( "Winter Springs Checkbook ").
Due Date:
12/31/2010
Fiscal Impact:
$0-$5,000
Outcome:
Completed Date:
1/1/2010
Provides enhanced transparency on the City's expenditure of taxpayer dollars.
Status /Updates:
Owner Date Comment
Joanne Dalka 1/1/2010 Winter Springs Checkbook site launched in January 2010.
Evaluating enhancements for future implementation.
Strategy 3: Prepare and present a Quarterly Financial Report to City Commission.
Due Date:
4/1/2010
Fiscal Impact:
$0
Completed Date:
2/9/2009
Outcome:
Provides Commission and citizens with timely information on City's budgetary and financial position.
Status /Updates
Owner Date Comment
Kelly Balagia 2/9/2009 First quarterly report submitted to City Commission
effective 2/9/09. Subsequent reports submitted in a timely
manner.
Shawn Boyle 8/22/2011 Implementing new executive dashboard concept to
disseminate financial information to all levels of users.
Strategy 4: Implement companion financial analysis to all potential development and
redevelopment projects presented to City Commission for consideration.
Due Date: Completed Date:
4/1/2010
Fiscal Impact:
$0
Outcome:
Provides Commission with additional tools for informed decision - making regarding potential development and
redevelopment projects.
Status /Updates
Owner Date Comment
Randy Stevenson 5/28/2010 Initial analysis is currently being performed on all
development and redevelopment projects. Staff will be
coming to the City Commission in June /July 2010 to
establish a common standard for these analyses.
Randy Stevenson 6/1/2010 Fiscal analysis on all development projects is now
incorporated into every agenda item requesting action
from the Commission.
Strategy 5: Create an employee advisory board to review and provide
recommendations on employee benefit matters to include pension, safety, health,
etc.
Due Date: Completed Date:
12/31/2009
Fiscal Impact:
$0
Outcome:
Engages employees and affords them an additional opportunity to provide input on relevant personnel matters.
Status /Updates:
Owner Date Comment
Shawn Boyle 4/23/2010 Safety Committee formed. Initial meeting scheduled for
6/4/10.
Kevin Smith 6/2/2010 Creation of Employee Benefit Advisory Team delayed due
to significant delays in receiving pension data from prior
actuary.
Kevin Smith 10/1/2010 Employee focus groups being utilized for benefit analysis to
include pension, healthcare, etc.
Shawn Boyle 8/2/2011 FY 2012 work comp renewal resulted in a 12.4% reduction
in the related experience mod.
Goal 6: Continue to support and enhance Police /Citizens
programs and services
Strategy 1: Create a Citizens Police Academy.
Due Date: Completed Date:
9/1/2009 9/18/2009
Fiscal Impact:
$500.00
Outcome:
Enhances communication between the community and the various bureaus within the Police Department to provide
citizens with a better understanding of the functions and responsibilities of the Operations, Tech Services, Criminal
Investigations, Code Enforcement, Administration, and Information Services bureaus.
Status /Updates:
Owner Date Comment
Kevin P. Brunelle 9/1/2009 Held first Citizens Police Academy in September 2009 and
was very well received by the 28 citizens who attended our
first annual academy.
Kevin P. Brunelle
11/9/2009
Graduation ceremony for inaugural academy class held at
11/09/2009 Commission Meeting
Kevin P. Brunelle
5/26/2010
Second annual Citizens Police Academy is scheduled for
September 2010 and has already seen several citizens sign
up for this future class.
Kevin Brunelle
11/9/2010
Second annual Citizen Police Academy graduation held and
several of the participants have already shown interest in
continueing their training to become Citizens on Patrol.
Kevin Brunelle
7/15/2011
Ten members of the second annual Citizens Police academy
have begun Training to become Citizens on Patrol
Kevin Brunelle
10/10/2011
All ten members have completed their training and have
begun their patrols as Citizens on Patrol. We now have
sixteen active volunteers.
Kevin Brunelle
9/5/2011
Third annual Citizens Police Academy to begin with 5
citizens currently registered.
Strategy 2: Expand Citizens Police Academy to include other City departments
( "Winter Springs Citizens Academy ").
Due Date:
9/1/2010
Fiscal Impact:
$0-$500
Outcome:
Completed Date:
Enhances communication between the community and the various departments within the City to provide citizens
with a better understanding of the functions and responsibilities of those departments and the City as a whole.
Status /Updates:
Owner Date Comment
Kevin Smith 5/26/2010 Staff currently evaluating options for facilitation of Winter
Springs Citizens Academy.
Kevin P. Brunelle 3/25/2011 We continue to poll attendees of the Citizens Police
Academy and members of the Citizens Advisory Committee
to gauge interest of expanding training to include other city
functions. There has been little to no interest by those
polled.
Strategy 3: Implement Citizens on Patrol (COP) and Volunteers in Police Service (VIPS)
Programs.
Due Date: Completed Date:
10/1/2010 6/1/2010
Fiscal Impact:
$5,549 Grant funding through Edward Byrne Grant
Outcome:
Enhances visibility and presence of qualified /trained persons to report criminal activity thereby reducing the need for
addtional sworn officers and civilian personnel.
Status /Updates
Owner Date Comment
Kevin P. Brunelle 1/15/2010 Vehicles designed and put into service, two 2003 higher
mileage vehicles were used to start program. Graphic
designs have been placed into service.
Kevin P. Brunelle 4/7/2010 First four Citizens on Patrol have assisted in implementing
policy and procedure and have finished initial training and
will be assisting in training of additional COP's.
Edward Byrne Grant received for total cost to implement
program. No general fund monies used.
Uniforms designed and ordered
Vehicles designed and put into service, two 2003 higher
mileage vehicles were used to start program. Graphic
designs have been placed into service.
There are at least ten other citizens waiting to begin
program
Kevin P. Brunelle 5/1/2010 Edward Byrne Grant received for total cost to implement
program. No general fund monies used.
Kevin P. Brunelle 6/1/2010 Uniforms designed and ordered
Kevin P. Brunelle 6/28/2010 Inauguration and introduction of the first four Citizens On
Patrol volunteers.
Kevin P. Brunelle 7/15/2010 Training will begin for the next 10 volunteers.
Kevin P. Brunelle 10/10/2010 Training completed for the 10 members of the second
annual Citizens Police Academy and all will begin solo patrol
of city jurisdiction.
Kevin P. Brunelle 5/1/2011 Have been informed by Federal Byrne grant that we did not
receive funding for 2012 as a result of our crime rate being
lowered.
Kevin P. Brunelle 7/10/2011 Three additional COP vehicles placed into service using
older and higher mileage 2003 patrol vehicles.
Kevin P. Brunelle 8/11/2011 Utilization of VIPS has contributed to several hundred
additional hours of manpower allocation that would
normally have resulted in higher costs to the City.
Strategy 4: Expand Community Outreach Programs.
Due Date: Completed Date:
4/1/2010 6/10/2010
Fiscal Impact:
$2,500 - $5,000 (LETF funded)
Outcome:
Provides enhanced response to the community, e.g. Lock Box and RUCK for the special needs population. Provides
interaction between police and the youth of our community, e.g. CYO program, movie nights, and Shop - With -A -Cop,
resulting in lower crime rates.
Status /Updates:
Owner Date Comment
Kevin P. Brunelle 4/10/2010 Continued movie nights in the communities and have held 5
movie nights attended by well over a hundred citizens
Kevin P. Brunelle 5/10/2010 Relay for life resulted in raising over $55,000. This event
was held at the Winter Springs High School.
Kevin P. Brunelle 5/15/2010 The Lock Box program is ongoing and will be added to as
needed. This program has been very succesful, well
received and over 100 locks have been distributed free of
charge to the elderly and special needs persons.
The police department continues to expand on this
program and will be starting community youth organization
in June, this program will allow our youth to play flag
football, dodgeball , and ultimate frisbee with police
officers.
Kevin P. Brunelle 6/1/2010 The police department continues to expand on its
successful community outreach program and will be
starting community youth organization in June. This
program will allow our youth to play flag football,
dodgeball , and ultimate frisbee with police officers.
Kevin P. Brunelle 12/5/2010 Experienced another succesful shop with a cop this with
over 50 children represented. This event continues to be a
very popular event and the Police Department will continue
all fund raising events to be able to give our children a great
Christmas.
Kevin P. Brunelle 5/15/2011 Third annual Winter Springs v Oviedo flag football game
completed. Series results: Winter Springs 2, Oviedo 1.
Planning has begun for our fourth year for this event. We
successfully raised over $10,000 for Kids House of Seminole.
Kevin P. Brunelle 1/1/2011 Experienced a 23% reduction in over all crime rate and a
27% reduction in vehicle burglaries and home burglaries as
a result of our Lock it or Loose it community education
program. This program was funded by a $30,000 Federal
overtime grant.
Goal 7: Develop and implement a policy for addressing water
supply and conservation
Strategy 1: Create a Water Conservation Coordinator staff position.
Due Date: Completed Date:
4/1/2010 2/4/2010
Fiscal Impact:
$0 (Reallocate existing staff)
Outcome:
Reduces per capita water consumption by having a full time staff member dedicated to proactively working with
utility customers to educate users and enforce, if necessary, the rules and regulations related to water use.
Status /Updates:
Owner Date
Kip Lockcuff 3/4/2010
Comment
Position filled with Stephanie Wolfe
Kip Lockcuff 7/20/2011
Commission provided Informational Agenda item 102 on
July 11, 2011 outlining program achievements and goals.
Strategy 2: Develop an Irrigation Audit Program to be available to customers at no
charge.
Due Date:
9/30/2010
Fiscal Impact:
$0
Outcome:
Completed Date:
5/1/2010
Provides a customer friendly process to assist customers in reducing their utility bills by minimizing water usage,
which will ultimately lower per capita water consumption.
Status /Updates:
Owner Date
Kip Lockcuff 5/20/2010
Comment
Audits started in February. 15 audits performed through
5/20/2010.
Kip Lockcuff 7/20/2011
202 audits performed since inception realizing an average
reduction of 18K gals per month.
Strategy 3: Adopt the water, sewer and reclaimed water rates necessary to support
the state mandated replacement of potable water irrigation with an alternative
water source.
Due Date: Completed Date:
10/1/2009 9/21/2009
Fiscal Impact:
Increases utility revenue by approximately $800,000 annually
Outcome:
Generates sufficient revenues to cover the new debt required to fund the reclaimed water augmentation treatment
and distribution system capital improvements, which will reduce potable water usage.
Status /Updates
Owner
Date
Comment
Kip Lockcuff
9/21/2009
Rate Study recommendations adopted by Ordinance with
the exception of the 2nd and 3rd year reclaimed water
rates.
Kip Lockcuff
10/1/2010
2nd Year of Adopted Water and Sewer Rate Increases
implemented. Bond coverage met. Reclaimed Rates
unchanged.
Kip Lockcuff
5/14/2011
PRMG completes Rate Study update comfirming rates
adopted are sufficient to fund debt for Reclaimed
Augmentation plant. However, additional cost reductions
will be needed to support any debt for the expansion of the
reclaimed water distribution system at this time.
Strategy 4: Propose Florida Friendly /Waterwise modifications to the Land
Development Code.
Due Date: Completed Date:
10/1/2011 4/26/2010
Fiscal Impact:
$5,000 (Enterprise Fund)
Outcome:
Reduces the demand for water through the adoption of charges to the City's landscape codes which address native
plant usage, water - saving technologies, etc.
Status /Updates
Owner Date Comment
Kip Lockcuff 5/20/2010 Adopted the SJRWMD model irrigation code on April 26,
2010. Consumptive Use Permit received Jan 2010 does not
require landscape code change. Landscape demonstration
projects established at City Hall. Additional landscape
changes being considered.
Kip Lockcuff 7/20/2011 Additional water friendly landscape demonstration
completed at City Hall (behind Chambers)
Strategy 5: Evaluate alternatives for the City's long -term water supply needs.
Due Date: Completed Date:
4/30/2012 7/11/2011
Fiscal Impact:
$250,000 (Enterprise Fund) - Final cost $0
Outcome:
Provides the Commission with options for sustaining the long -term viability of the City's water supply, e.g. execute the
Interlocal Agreement for the SR 46 Alternative Water Supply Project and have staff participate in the preliminary
design and Consumptive Use Permitting process.
Status /Updates:
Owner Date Comment
Kip Lockcuff
Kip Lockcuff
5/20/2010
7/11/2011
Partnership continues on the SR 46 Alternative Water
Supply Project. District adoption of the interlocal
agreement anticipated in August 2010
SJRWMD withdraws funding support for the SR 46 project.
Commission approves City withdrawal from partnership
given the City's fully permitted ability of use Lake Jesup for
reclaimed water augmentation.
Goal 8: Explore potential use of volunteers to enhance provision
of services
Strategy 1: Develop a volunteer application process and associated volunteer policies
and procedures.
Due Date: Completed Date:
12/31/2009
Fiscal Impact:
$0
Outcome:
Ensures compliance with applicable laws and consistency of implementation in the use of volunteers.
Status /Updates:
Owner Date Comment
Shawn Boyle 3/15/2010 Draft policy received from City Attorney and circulated to
staff for review.
Chuck Pula 2/1/2010 Initial discussions with City Attorney to develop framework
for policy.
Shawn Boyle 6/2/2010 Staff comments submitted to City Attorney for finalization
of policy.
Shawn Boyle 8/23/2010 Volunteer Policy adopted by City Commission at 8/23/2010
Regular Meeting.
Chris Caldwell 10/15/2010 Therapy Pool Volunteers all signed contract for volunteer
services as Instructors
Chris Caldwell 7/25/2011 Updated Youth Sports Partnership Agreements to comply
with City Volunteer Policy.
Strategy 2: Enhance and promote the use of volunteers for the provision of applicable
City services.
Due Date: Completed Date:
4/1/2010 4/1/2010
Fiscal Impact:
$0
Outcome:
Reduces need of additional City staff, resulting in cost savings, and enhances supervision of programs and activities.
Provides additional fund raising resources.
Status /Updates:
Owner Date Comment
Chuck Pula 5/27/2010 Parks and Recreation actively recruits interested youth and
adults as volunteers through personal contact. Parks and
Recreation requires background checks and fingerprinting
on all Summer Day Camp volunteers and Senior Therapy
Pool volunteers.
Chris Caldwell 12/10/2010 Set Bi- weekly volunteer meetings at Therapy Pool.
Chris Caldwell 3/28/2011 Administed a Therapy Pool Survey of volunteer services to
membership.
Chris Caldwell 7/28/2011 Incorporated open swim volunteer to monitor safety and
provide customer service to participants.
Kevin P. Brunelle 11/15/2010 Volunteers In Policing (VIPs) began providing volunteer
services to the community. To date, VIPs have provided
hundreds of hours of manpower resulting in substantial
cost savings to the City.
Strategy 3: Develop, in conjunction with Youth Sports Leagues, procedures for
tracking of volunteer hours.
Due Date:
12/31/2009
Fiscal Impact:
$0
Outcome:
Completed Date:
12/4/2009
Provides information on volunteer usage and programs by the City's recreational partners to evaluate their
effectiveness.
Status /Updates
Owner
Date
Comment
Chuck Pula
5/27/2010
The Senior Center is now tracking volunteer hours of the
Therapy Pool, Computer Classes, Senior Center functions,
and Community Service janitorial maintenance service.
The 2010 Summer Day Camp will also track Seminole
County High School Community Service volunteer hours.
Chuck Pula
5/27/2010
Parks and Recreation Partnerships track hours monthly for
leagues, camps, tournaments and special events.
Partnerships record volunteer coaches, umpires, board
positions and student volunteers. An annual report is given
to the Parks and Recreation Department.
Chris Caldwell
6/15/2011
Continue to record volunteer hours for youth sports
partnerships. Begin the process of tracking volunteer hours
for weekend tournaments.
Chris Caldwell
7/11/2011
Track volunteer hours for City Special events by Civic
organizations and clubs.
Attachment B:
City Manager Performance Evaluation Form — Evaluation Period Ending
5/25/11
City of Winter Springs
City Manager Performance Evaluation Form
(Rev. 8/1/11)
This evaluation form provides eight (I - VIII) rating categories for assessment of the Manager's
performance for the applicable review period with an associated rating scale to be tabulated
utilizing a straight -line weighting approach.
Kevin L. Smith
City Manager
May 26, 2010 - May 25, 2011
Evaluation Period
Mayor /Commissioner
Date
Evaluation Scale
4
Outstanding
Exemplary performance far exceeding performance criteria.
3
Exceeds Expectations
Performance which exceeds the level normally expected.
2
Meets Expectations
Generally meets expectations on performance criteria.
1
Below Expectations
Performance falling short of that normally expected.
LLLN satisfactory
Unacceptable performance that must receive immediate attention.
Provides timely agendas pursuant with Commission Policy
Opinion
Not enough personal /relative information to opine.
Rating Categories
I. Relationship with Mayor & City Commission
Rating
A.
Effectively communicates with Mayor & Commissioners
B.
Promptly and effectively responds to Mayor /Commission requests
C.
Effectively carries out Commission decisions /directives
D.
Keeps Mayor /Commissioners informed of current issues and remains
accessible
E.
Provides timely agendas pursuant with Commission Policy
F.
Provides organized and clear agendas
Overall Category Rating (sum ofA -F/ Total Responses)
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 1
II. Strategic Planning and Organizational Management
Rating
A.
Works with the Commission in developing the City's long and short term
A.
goals and objectives (e.g., Strategic Plan)
C.
Effectively implements, monitors, and carries out the Commission's
B.
Strategic Plan
E.
Effectively implements, monitors, and carries out other Policies and
C.
programs of the Commission
G.
Demonstrates the ability to anticipate the needs of the City and recommends
D.
effective options to appropriately respond to those needs
Overall Category Rating (sum of A -D /Total Responses)
Comments:
III. Budgeting and Fiscal Management
Rating
A.
Presents a well- documented, organized and timely annual Budget which
represents /meets the goals of the Commission
B.
Effectively manages the City's operations within Budget
C.
Demonstrates fiscal responsibility
D.
Maintains transparency in fiscal operations of the City
E.
Makes sound recommendations related to the fiscal needs of the City
F.
Provides timely and clear financial reporting
G.
Effectively utilizes Financial Consultants as /when warranted
Overall Category Rating (sum of A -G /Total Responses)
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 2
IV. Communication
Rating
A.
Demonstrates effective oral and written communication skills
B.
Demonstrates effective listening skills
C.
Communicates clearly with other City Charter Officers
D.
Communicates clearly with Department Heads
E.
Communicates clearly with Employees
F.
Overall Category Rating (sum of A -E /Total Repponses)
Comments:
V. Community Relations
Rating
A.
Elicits an overall positive attitude and perception of his /her performance
from the community
B.
Maintains positive relations with community groups and organizations
C.
Attends community and other related functions
D.
Promotes City through attendance and speaking engagements at civic
I meetings, etc.
E.
Properly and effectively handles complaints from citizens
F.
Communicates clearly and cooperatively with the general public
G.
Provides open and effective opportunities for communications from citizens
H.
Maintains constructive relations with the Press
Overall Category Rating (sum ofA -H/ Total Responses)
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 3
VI. Decision Making and Program Development
Rating
A.
Makes decisions in a timely manner that are well thought out and in the best
interest of the City
B.
Handles difficult situations in a professional and proactive manner
C.
Understands City ordinances and state laws pertaining to municipal
operations
D.
I Effectively implements and enforces City Policies and Procedures
E.
Takes initiative to develop new programs to meet the problems and
challenges facing city government
F.
Reviews procedures and programs from time to time to improve
effectiveness and efficiency
G.
Recommends /makes improvements /changes in procedures or programs when
changes would enhance City operations and /or public service
H.
Accepts responsibility for outcomes
Overall Category Rating (sum ofA -H/ Total Responses)
Comments:
VII. Management of Employees
Rating
A.
Fosters a commitment to provide a high level of service to our citizens
B.
Fosters a positive work environment amongst Dept. Heads and employees
C.
Effectively supervises subordinates
D.
Demonstrates awareness of the operations within all Departments
E.
Recruits and retains quality personnel
F.
Sets an atmosphere of fairness and equal treatment to employees
G.
Is accessible and remains visible to employees
H.
Encourages the development of employees
Overall Category Rating (sum ofA -H/ Total Responses)
Comments:
City of Winter Springs • City Manager Performance Evaluation Form Page 4
VIII. Professional and Leadership Skills
Rating
A.
Represents the City and its Elected Officials in a positive and professional
manner
What areas would you like to see the City Manager improve upon?
B.
Exhibits a management style that compliments the effective operations of the
City
C.
Demonstrates a high degree of integrity
D.
Demonstrates courtesy, tact and skill in dealing with sensitive matters and
dealing with others
E.
Takes a hands -on approach when warranted
F.
Communicates clearly with Intergovernmental Agencies
G.
Displays ability to effectively handle crises
H.
Accepts constructive criticism
I.
Maintains an overall personable and warm attitude
Overall Category Rating (sum of A -I / Total Responses)
Comments:
Other
A.
What do you consider to be the City Manager's strengths and greatest accomplishments
over the past year?
B.
What areas would you like to see the City Manager improve upon?
City of Winter Springs • City Manager Performance Evaluation Form Page 5
Evaluation Summary
Rating
I.
Relationship with Mayor & City Commission
II.
Strategic Planning and Organizational Management
III.
Budgeting and Fiscal Management
IV.
Communication
V.
Community Relations
VI.
Decision Making and Program Development
VII.
Management of Employees
VIII.
Professional and Leadership Skills
Overall Rating (sum of I- VIII / 8)
Signature of Mayor /Commissioner Date
City of Winter Springs • City Manager Performance Evaluation Form Page 6
Attachment C:
City Manager 360 Evaluation Survey — Evaluation Period Ending 5125111
City Manager 360 Evaluation Survey
b vzl
r
2011
These are the results of an internal survey that was run from June 2, 2011 to June 17, 2011. There were a
total of fourteen respondents including all department directors and (selected by department heads)
supervisors from their departments. All respondents were only allowed to respond once to the survey and
their responses were made anonymously. Responses were required for the scale based questions while
the comments sections were optional. This internal survey was performed utilizing the City's Employee
Network which is run on the Microsoft Office Sharepoint platform.
A copy of the survey is provided below:
Evaluation Scale
0 Unsatisfactory
1 Below Expectations
2 Meets Expectations
3 Exceeds Expectations
4 Outstanding
Unacceptable performance that must receive immediate attention.
Performance falling short of that normally expected.
Generally meets expectations on performance criteria.
Performance which exceeds the level normally expected.
Exemplary performance far exceeding performance criteria.
* indicates a required field
Communication
1. Effectively communicates with department directors.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
2. Keeps staff informed of and involved in current issues affecting the City.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
LI 3 (Exceeds Expectations)
4 (Outstanding)
Comments on Communication
Decision Making
1. Demonstrates the ability to anticipate the needs of the City and recommends effective options
to appropriately respond to those needs.
� 0 (Unsatisfactory)
1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
2. Makes decisions in a timely manner that are well thought out and in the best interest of the
City.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
4 (Outstanding)
3. Demonstrates courtesy, tact and skill in dealing with sensitive matters and dealing with others.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
Comments on Decision Making
Budgeting and Fiscal Management
1. Effectively manages the City's operations within budget and demonstrates fiscal
responsibility.
L 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
2. Demonstrates a willingness to work with department directors on individual budget requests. *
L 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
Comments on Budgeting and Fiscal Management
Community Relations
1. Elicits an overall positive attitude and perception of his/her performance from the community.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
2. Fosters a commitment to provide a high level of service to our citizens.
U 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
Comments on Community Relations
Employee Management and Relations
1. Fosters teamwork in a positive work environment amongst department directors and
employees.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
2. Extends praise and recognition to department directors and staff when warranted.
El 0 (Unsatisfactory)
L] 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
3. Is accessible and responsive to department directors.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
Ll 3 (Exceeds Expectations)
E 4 (Outstanding)
4. Remains visible to employees.
L 0 (Unsatisfactory)
L] 1 (Below Expectations)
L] 2 (Meets Expectations)
El 3 (Exceeds Expectations)
L: 4 (Outstanding)
5. Accepts constructive criticism.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
3 (Exceeds Expectations)
E 4 (Outstanding)
6. Accepts responsibility for outcomes.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
7. Sets an atmosphere of fairness and equal treatment to employees
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
Comments on Employee Management and Relations
i
J 2
Professional and Leadership Skills
1. Emphasizes teamwork to effectively implement, monitor, and carry out the Commission's
Strategic Plan.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
U 3 (Exceeds Expectations)
El 4 (Outstanding)
2. Emphasizes teamwork to effectively implement, monitor, and carry out other policies and
programs of the Commission.
E 0 (Unsatisfactory)
1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
3. Handles difficult situations in a professional and proactive manner.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
4. Reviews procedures and programs from time to time to improve effectiveness and efficiency.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
5. Demonstrates awareness of the operations within all departments.
0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
6. Demonstrates a high degree of integrity.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
7. Takes ahands -on approach when warranted.
0 (Unsatisfactory)
� I (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
8. Represents the City in a professional manner and sets a positive example for department
directors.
� 0 (Unsatisfactory)
� 1 (Below Expectations)
� 2 (Meets Expectations)
� 3 (Exceeds Expectations)
� 4 (Outstanding)
Comments on Professional and Leadership Skills
r
Other
1. What do you consider to be the City Manager's strengths and greatest accomplishments over
the past year?
2. What areas would you like to see the City Manager improve upon?
F d
r
City Manager 360 Evaluation Survey
Summary of Responses for Communication
Overall Average Score for Communication
0.00 1.00 2.00
i
3.00 4.00
Averages for:
Keeps staff informed of and involved in current
issues affecting the City.
Effectively communicates with department
directors.
Communication
Keeps staff informed of and involved
in current issues affecting the City.
Effectively communicates with
department directors.
Average Score for
Communication
2.93
3.00 ,
4.00
4 (Outstanding)
3 (Exceeds Expectations)
2 (Meets Expectations)
1 (Below Expectations)
0 (Unsatisfactory)
0.00 1.00 2.00 3.00
0 1 2 3 4 5 6 7
Comments
1. Kevin is very good about telling a good story to help all understand the history and bring
everyone up to speed on current issues.
2. Kevin communicates well with Staff in all aspects.
3. Goes out of way to include all in decision making
4. Kevin has strived very hard to accomplish a team atmosphere and to insure open
communication through the organization. He has been very successful at creating an
open line of communication up and down the chain of command.
5. There is more effort on communicating and being transparent with the public than in
communicating with staff. Consider some sort of regular update to all, perhaps on a
monthly basis.
City Manager 360 Evaluation Survey
Summary of Responses for Decision Making
2.95
0.00
Overall Average Score for Decision Making
Averages for:
Demonstrates courtesy, tact and skill in dealing with
sensitive matters and dealing with others.
Makes decisions in a timely manner that are well
thought out and in the best interest of the City.
Demonstrates the ability to anticipate the needs of
the City and recommends effective options to
appropriately respond to those needs.
Decision Making
Demonstrates courtesy, tact and skill
in dealing with sensitive matters and
dealing with others.
Makes decisions in a timely manner
that are well thought out and in the
best interest of the City.
Demonstrates the ability to anticipate
the needs of the City and recommends
effective options to appropriately
respond to those needs.
10
Average Score for
Decision Making
3.14
3.14
4.00
4 (Outstanding)
3 (Exceeds Expectations)
2 (Meets Expectations)
1 (Below Expectations)
0 (Unsatisfactory)
0 2 4 6 8 10 12
1.00 2.00 3.00 4.00
0.00 1.00 2.00 3.00
Comments
1. Kevin is very thoughtful and has a plan that each decision he makes builds the dream &
the success of the City.
2. Kevin critically thinks through issues, seeks input from others, and consistently makes
good decisions.
3. Prompt and responsive
4. Kevin most always thinks in the gray until all the facts are known and then is very
decisive in is decision making.
5. In my observation, I judge that Kevin has an exceptional ability to see situations from
many angles, and ability and confidence to make his best decision towards the best
possible outcome. He presents himself both professionally, and with sincerity.
City Manager 360 Evaluation Survey
Summary of Responses for Budgeting and Fiscal Management
Overall Average Score for Budgeting and Fiscal
3.57
Averages for:
Demonstrates a willingness to work with
department directors on individual budget
requests.
Effectively manages the City's operations within
budget and demonstrates fiscal responsibility.
Budgeting and Fiscal Management
Demonstrates a willingness to work
with department directors on
individual budget requests.
Effectively manages the City's
operations within budget and
demonstrates fiscal responsibility.
1 6 Average Score for Budgeting
and Fiscal Management
4.00
3.43
ffil 3.71
4.00
J
4 (Outstanding)
3 (Exceeds Expectations)
2 (Meets Expectations)
1 (Below Expectations)
0 (Unsatisfactory)
0.00 1.00 2.00 3.00
0.00 1.00 2.00 3.00
0 2 4 6 8 10 12
Comments
1. A genius! The guys is crazy brilliant when it come to fianance, I have learned so much
from him!
2. Budget and Fiscal Management is perhaps Kevin's greatest strength, and he has
demonstrated this under some difficult circumstances over the past year.
3. Inclusive process
4. Kevin, has always made himself and resources available to insure the best outcome as it
relates to fiscal responsibility. I have learned a great deal from Kevin not only in general
but, especially as it relates to fiscal management.
5. It appears that more scrutiny is given to spending from the general fund then spending
from other funds.
6. Kevin demonstrates a level of fiscal conservatism that has benefited the citizens and
employees. In difficult financial times, he has worked diligently towards keeping City
service levels high with as little impact to staff as economically possible.
City Manager 360 Evaluation Survey
Summary of Responses for Community Relations
Overall Average Score for Community Relations
3.54
0.00 1.00 2.00 3.00
Averages for:
Fosters a commitment to provide a high level of
service to our citizens.
Elicits an overall positive attitude and perception of
his /her performance from the community.
Community Relations
Fosters a commitment to provide a
high level of service to our citizens.
Elicits an overall positive attitude and
perception of his /her performance
from the community.
4.00
Average Score for
Community Relations
3.5
3.50
4.00
4 (Outstanding)
3 (Exceeds Expectations)
2 (Meets Expectations)
1 (Below Expectations)
0 (Unsatisfactory)
0.00 1.00 2.00 3.00
0 2 4 6 8 10
Comments
1. I like the fact Kevin cares deeply about people, that reflects on all of us ... the community
knows he cares!
2. Kevin provides outstanding community relations and always seeks "win -win" solutions
where feasible.
3. Commitment to Excellence
4. Kevin's partocipation in community events and his willingness to put in countless hours
attending meetings can only be described as "Outstanding ". His commitment to this
community is very obvious and is commendable.
5. In my observation, Kevin shows a great deal of concern for the community. He
expresses his commitment to and expectations for providing exceptional customer service
to the citizens of Winter Springs.
City Manager 360 Evaluation Survey
Summary of Responses for Employee Management and Relations
Overall Average Score for Employee Management
!IatiQns
2.89
Average Score for Employee
Management and Relations
0.00 1.00 2.00 3.00 4.00
Averages for:
Sets an atmosphere of fairness and equal treatment
to employees.
Accepts responsibility for outcomes.
Accepts constructive criticism.
Remains visible to employees.
Is accessible and responsive to department
directors.
Extends praise and recognition to department
directors and staff when warranted.
Fosters teamwork in a positive work environment
amongst department directors and employees.
3.29
0
0
)7
4.00
0.00 1.00 2.00 3.00
Employee Management and Relations
Sets an atmosphere of fairness and
equal treatment to employees.
Accepts responsibility for outcomes.
Accepts constructive criticism.
Remains visible to employees.
Is accessible and responsive to
department directors.
Extends praise and recognition to
department directors and staff when
warranted.
Fosters teamwork in a positive work
environment amongst department
directors and employees.
4 (Outstanding)
3 (Exceeds Expectations)
2 (Meets Expectations)
1 (Below Expectations)
0 (Unsatisfactory)
0 1 2 3 4 5 6 7
Comments
1. Kevin a a great leader, good listener and responds to the needs that are relevant in a very
professional way. He has a tremendous responsibility and carefully considers the
outcomes and effects on others.
2. Kevin relates well to all employees and he is always friendly and courteous. The City
could benefit from a stronger emphasis by the Department Heads and City Manager on
all employees working a full day and making the best use of time during working hours.
3. No changes needed.
4. Kevin is a true believer in the Human Capital concept of management but, also relaizes
the need to remain fiscally responsible to our residents. His continued praise of
employees as they ar4e recognized by our citizens for jobs well done is a prime example
of his management relations. Kevin, truly cares about having the best possible relations
with his employees as he very obviously knows that translates into excellent customer
service.
5. I perceive Kevin has high expectations of his Directors and pushes them to excellence
both individually and as his support team. There should be a choice for "Expresses no
Opinion" or "Unable to Express Opinion ". I do not have any experience to fairly assess
survey question #5 in this category (and some other questions in other categories).
However, there is some level of presumption that to be successful, one must be open to
criticism, constructive or otherwise.
City Manager 360 Evaluation Survey
Summary of Responses for Professional and Leadership Skills
3.08
Overall Average Score for Professional and
Skills
Average Score for Professional
and Leadership Skills
1.00 2.00 3.00 4.00
Averages for:
Represents the City in a professional manner and sets
a positive example for department directors.
Takes a hands -on approach when warranted.
Demonstrates a high degree of integrity.
Demonstrates awareness of the operations within all
departments.
Reviews procedures and programs from time to time
to improve effectiveness and efficiency.
Handles difficult situations in a professional and
proactive manner.
Emphasizes teamwork to effectively implement,
monitor, and carry out other policies and programs of
the Commission.
Emphasizes teamwork to effectively implement,
monitor, and carry out the Commission's Strategic
Plan.
3.29
3.21
I
3.43
3.29
4.00
0.00 1.00 2.00 3.00
Professional and leadership Skills
Represents the City in a professional
manner and sets a positive example for
department directors.
Takes a hands -on approach when
warranted.
Demonstrates a high degree of
integrity.
Demonstrates awareness of the
operations within all departments.
Reviews procedures and programs from
time to time to improve effectiveness
and efficiency.
Handles difficult situations in a
professional and proactive manner.
Emphasizes teamwork to effectively
implement, monitor, and carry out
other policies and programs of the
Commission.
Emphasizes teamwork to effectively
implement, monitor, and carry out the
Commission's Strategic Plan.
4 (Outstanding)
3 (Exceeds Expectations)
2 (Meets Expectations)
1 (Below Expectations)
0 (Unsatisfactory)
0 2 4 6 8 10
Comments
1. Kevin has built a good leadership team that demonstrates the values and works together
towards a common purpose and plan. Kevin is honest, dependable and fun to hang out
with.
2. Kevin is an excellent leader who is both professional and friendly.
3. Top notch
4. Kevin, clearly leads by example and he lives the example.
5. I would say, Kevin presents himself as confident and professional. I believe he has the
respect of his Directors, Commission and community members and other business
associates.
What do you consider to be the City Manager's strengths and greatest
accomplishments over the past year?
1. Making difficult organizational adjustments to keep the city on solid financial ground even when
the decisions were painful. Kevin is a good manager and I am proud to serve the citizens along
side of him. Keep up the good work.
2. Interest in human capital and recognizing the importance of taking care of your people;
diplomacy; fairness; professional demeanor; knows your name.
3. Financial Rescue! Keep the City from major problems with good foresight.
4. Strengths: Management skills, budget /finance, dedication to the City, work ethic, anticipating
potential problems and proactively addressing them Accomplishments: Implementing fair and
reasonable changes to the City's pension, continued improvement in City communications, good
hiring and personnel decisions.
5. Strengths — Participatory leadership and budget formulation Greatest Accomplishment —
Balancing budget
6. Kevin has many strengths, but his strongest is the customer service approach he has taken
towards the community. Kevin has accomplished many task over the past year the most prevelant
is his ability fiscally manage this city.
7. Meeting budgetary constraints.
8. Kevin has gotten the City through another difficult budgetary year (with his biggest budget
challenge yet to come). He, through the team work of staff has made improvements to the agenda
item process, accepting credit card pavements at the counter for utility and permitting customers,
successfully changed the pay cycle to allow for more processing time and better controls over the
payroll process, negotiated to keep healthcare costs down for employees.
What areas would you like to see the City Manager improve upon?
1. No suggestions at this time.
2. Push down info about pertinent city issues to the masses quickly to eliminate people from letting
"rumors" run wild. If people don't hear directly from the CM's office for fact they tend to make
stuff up.
3. Occasionally, Kevin could make firmer recommendations to the City Commission to help move
issues along. I am concerned about his stress level and would suggest he look for ways to
distribute the burden of stressful issues to other key employees.
4. Some decisions weigh heavily on Kevin and the associated stress is a long term concern.
5. Take more time for yourself and relieve more stress
6. To gain expertise in other areas of city management.
7. Visibility to staff