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01-04-1996 Workshop Backup C... tat' a S. Seen Vl/MAYOR 150 N.LAKESHORE DRIVE OCOEE,FLORIDA 34761 (407)658-2322 FAX(407)656-5725 MEMORANDUM TO: Jean Grafton, City Clerk FROM: Mayor S. Scott Vandergri ft 5 s DATE: January 3, 1996 RE: Special Commission Meeting In accordance with the Ocoee City Charter, Article III, Section C-13, I am calling a special commission meeting for Thursday, January 4, 1996, at 8:00 P.M., or as soon after the conclusion of the scheduled work session as possible. The reason for this special meeting is to act on discussions from the work session, if the commission deems it necessary. Please properly notify the commissioners and the public. Thank you. THE PRIDE OF WEST ORANGE "CENTER OF GOOD LIVING - PRIDE OF WEST ORANGE" MAYOR• COMMISSIONER Ocoee S.SCOTT VANDERGRIFT O COMMISSIONERS a CITY OF OCOEE SCOTT ANDERSON v D 150 N.LAKESHORE DRIVE SCOTT A.GLASS 4., OCOEE,FLORIDA 34761-2258 JIM GLEASON .4 (407)656-2322 RUSTY JOHNSON CITY MANAGER �� Op 000D�` ELLIS SHAPIRO TO: The Honorable Mayor & Board of City Commissioners FROM: Ellis Shapiro, City Manager DATE: January 3 , 1996 RE: CITY MANAGER EVALUATIONS First of all, I would like to thank Commissioners Foster and Glass for the positive comments in their evaluations. On the same token, I would like to note the constructive criticism by both Commissioners . In particular, the public perception of me as arrogant and uncaring and my unwillingness to communicate as much as I should. Furthermore, I share your concerns regarding the employee morale and their perception of my management, particularly as a result of the employee surveys earlier last month. It is my intent to continue to work on these shortcomings as much as possible. I will not comment on Mayor Vandergrift' s evaluation since it is common knowledge that he has been opposed to the City Manager form of government in general and my administration in particular even prior to his election as Mayor. Finally, I would like to comment in some detail to Commissioner Gleason' s evaluation in particular areas needing improvement . In regard to my communication effort with the employees it becomes apparent that your analysis may have been correct . I did . not agree with your opinion at the time but feel that the results of the survey points out a low employee morale that needs better communication from my office. I appreciate the idea of the survey, which targets areas that need improvement . I must refute your comments regarding my true commitment to my job. You have no idea of the time I put into my work and the in/out logs given to each of you is not an attendance record nor takes into account either business meetings out of the office or complaint solving in the field. Furthermore, as Acting Public Works Director, there is a lot more outside touring of the City to make sure Public Works functions are being performed in an ', appropriate and timely manner. Finally, you are well aware of the fact that I come to work ', before City Hall opens to get paper work done without interruptions. Finally, I am called upon as City Manager by residents all the time since my home phone number is publicly listed in the phone book. Furthermore, I am subject to many calls on weekends and nights due to police, fire, and utility emergencies . Lastly, the ability for the receptionist to document , the log is up to how busy he/she is and all these logs are not at all accurate and is not intended to be so. This year has been a very busy year particularly with the Mall DRI process . There have been several years when due to our fast pace I have not even taken vacation. As our staff has become more professional, I have been able to take more time but I have failed to do so and have been remiss in not planning more time off . I, ', like every other employee, loose the vacation time if not taken during the year. To this end, I have found that my schedule is best served by taking time off when meetings have not been scheduled and when major issues do not require my attention. The , City is best served in this manner by taking time off in small ', increments. Of the seven bills on the American Express card in question, 1, six bills included lunch or dinner occurrence with Commissioner Johnson. Of those six times, 3 times were as a result of functions , in which he and I represented the City. These included one school board meeting, Mayor Dabbs retirement ceremony when we presented a plaque, and the Florida League of Cities Legislative Convention. One other time Commissioner Johnson had asked to ride with me during a storm event which resulted in neither one of us having anything to eat since the a.m. and prior to a City Commission ', meeting. Two other times, Commissioner Johnson asked me to meet him for dinner for the purposes of discussing City business . The time that I asked Commissioner Johnson and Commissioner Foster to dinner was a result of an earlier City Commission meeting where the personal attacks on each other created relationship chasms that I ', was concerned would not go away. To this end I ask the Commissioners to meet with me and discuss harmony for the good of ', the City. At no time was any particular issue discussed that would violate the Sunshine Law. Major votes on the over 65 Program, the '', Mall and the budget may have been in jeopardy in my mind if these problems between you all were not calmed down. In the seven years as City Manager, this is the only first class ticket I have ever purchased. Those who know me know that I am obese and cannot safely fit in a regular airline seat . Under the Americans with Disability Act, I believe that I am entitled to travel in a larger seat if necessary. For all but this time, I have taken flights where the coach section was not full and I would use two coach seats. In this case, we had a strict schedule we were trying to keep, the plane was booked solid and I had no choice. When I was hired, the then Acting City Manager, Former ', Commissioner John Bateman advised me of the City' s automobile policy and car phone policy. He stated that the City car would be '', for my personal use as long as it was for local use only. Also, the phone could also be used locally but not for personal long ''. distance calls . In my seven years, I have followed these , directions . I have taken more time to answer Commissioner Gleason' s comments because he has attacked my personal ethics and my ', professional reputation. I believe that the three Commissioners' opinions on my evaluation should be taken to heart and deserve ', equal attention by me. Respectfully S bmitted, AGENDA 10-17 95 ' ..'`' Item VI b "CENTER OF GOOD LIVING - PRIDE OF WEST ORANGE" Ocoee J. Jl-V l 1 v.. -, COMMISSIONERS C•• CITY OF OCOEE RUSTY JOHNSON _I �� Ia PAUL W. FOSTER '� O ISO N. LAKESHORE DRIVE SCOTT A.CLASS 4 ?C7 OCOEE,FLORIDA 34761-2258 JIM GLE 4SON \ ��� (#Oi)656-2322 Crr MANGER 4, Op GpOD N. ELLIS SHAPIRO MEMORANDUM • TO: The Honorable Mayor and Board of City Commissioners FROM: Ellis Shapiro, City Manager DATE: October 13, 1995 RE: CITY MANAGER EVALUATION Attached hereto are the Evaluations of the City Manager that I have received from the City Commission to date. Any further Evaluations that I receive shall be distributed to you as they come to me, up to the City Commission meeting of October 17, 1995. Respectfully Submitted, e,Com. �! `— ES 1:fdg:41 / Attachments (2) Ocoee o - o r.•:' *- 7i) +,,# `)���� SCOTT A. GLASS OF GOOD COMMISSIONER•DISTRICT 3 150 N.LAKESHORE DRIVE OCOEE,FL 34761 OFFICE(407)656-2322 EXT. 172 HOME(407)877-0661 To: Ellis Shapiro, City Manager From: Scott A. Glass Date: October 8, 1995 Re: Evaluation Attached is my evaluation of your performance as City Manager since my election to the City Commission in late November, 1994. Overall, I find that you are doing a good job administering the City's operations. You have assembled a strong management team and I am convinced that you, and they, have the long term welfare of the City very much at the forefront in everything which is done. This was evidenced recently by the conservative and responsible budget initially presented to the Commission this year. While I was disappointed to see the budget drastically changed by the Commission, I believe you and your staff did an admirable job in responding to the challenges presented. I also believe you , and again your staff, have done an excellent job in keeping me informed of important matters throughout the past eleven months. For this I am truly grateful. On another note, while I believe you have made a concerted effort to improve your communication with the Mayor, other commissioners, employees, and citizens at large, I believe you must continue these efforts, particularly with regard to employees and citizens at large. I am afraid the Mayor is a lost cause from what I have seen. Moreover, while few employees have spoken with me directly, I have the sense that morale continues to be low and many perceive you as dictatorial in management style. Additionally, several citizens whose judgment I generally respect continue to complain to me that you are perceived as arrogant and uncaring. I specifically direct you to my comments on page 7 of my review for your consideration. Finally, as always, I will be happy to make myself available to you to discuss this evaluation at any mutually convenient time. THE PRIDE OF WEST ORANGE 7932 COUNCIL EVALUATION OF THE CITY MANAGER' I . Introduction and Definitions Listed below are ten broad areas of managerial responsibility and performance , along with a brief description of each: Administration and Organizational Management - -The ability to structure the organization, and plan and organize its work such a way as to effectively and efficiently meet the municipal service needs of the citizens , and carry out the goals and poli - cies adopted by the City Council . Employee Relations and Staff Development--The ability to recruit ana retain high quality personnel for City employment , to seta high standard of performance for City employees , and to foster a sense of committment to providing a high level of public service to the citizens . Budgeting and Financial Management- -The ability to put together a financial plan ( i . e . the Annual Operating Budget , the Capital Improvements Plan, and so forth) which realistically meets the City' s needs within its ability to pay. Also , the ability to take a future oriented perspective of the City ' s financial abil- ity, proposing policies and management procedures which will pro- tect long term fiscal integrity . Policy. and Program Development- -The ability to assist the City Council in developing specific policies and programs which will implement the broad goals and objectives that it sets for the City. Policy Implementation--The ability to take the policies and programs which• nave peen initiated and/or approved by the City! Council , and effectively implement them so that desired outcomes are achieved. Long Range Planning- -The ability to anticipate the future environment , needs , and problems of the City, recommending policy options and adopting management procedures which will enable the City to respond appropriately to that future scenario . Public Communications- -The ability to effectively represent the City and its policies to citizens , both collectively, and indivi- dually, including the ability to maintain constructive relations with the press 'and media . Relations with Mayor and Council --The ability to maintain an open and honest relationship with Councilmembers , both collectively and individually, and to respond in an effective and timely manner to their concerns . Playing a supportive role to the Mayor and Council in their responsibilities as elected officials , without getting involved in partisan politics . 1982 Council Evaluation of the City Manager ?age In¢over-imental , Neizhborina Community, and Professional Responsibilities —Working effectively with policy makers at the federal , state , metropolitan , and county levels to amicably salve community problems , while forcefully representing the interests of Coon Rapids . Fostering a high level of respect for the City of Coon Rapids at these levels , as well as in municipal organizations such as the League of Minnesota Cities . Enjoying the high personal reputation among fellow municipal management professionals , and taking an active leadership role in pro- fessional organizations . Personal Characteristics - -The ability to maintain a high level of motivation for self , manage stress effectively, maintain a healthy tolerance for the uncertainties which are a part of milni- cipal management , maintaining a personable and warm attitude ' toward others , which encourages them to seek guidance in resolving problems related to the City organization. 1982 Council Evaluation cf the City Manager Page 3 II . RANKING OF PRIORITY Each of the previously outlined areas of managerial respon- sibility is important . However , the City Manager frequently. has - to prioritize his time and effort in selected areas , at some expense to the others . Please give your ranking of importance (we have excluded personal characteristics ) as to where he should focus his time and effort . Number "1" should be the area of the highest priority, with "9" the least important . Administration and Organizational Management 3 Employee Relations and Staff Development 4 Budgeting and Financial Management 6 Policy and Program Development 5 Policy Implementation 7 Long Range Planning 2 Public Communications Relations with Mayor and Council 8 Intergovernmental , Neighboring Community, and Professional Responsibilities Comments : Please provide any comments- which would elaborate on the above prioritization including being more specific about areas that are of special concern to you. . 932 Council Evaluation of the City Manager ?age 4 III . EVALUATION OF THE MANAGER BY AREA Rate the City Manager on his performance in each of the ten areas , by placing an "X" next to the term whichyou feels describes the manager ' s performance in that area . ls best I . Administration and Organizational Management Does the Manager plan and organize the work of the City organization in a way that effectively and efficiently carries out the goals and policies adopted by the City Council? Most Often _ Usually _____ Sometimes Seldom ? . Employee Relations and Staff Development Does the Manager recruit and retain high and motivate them to rut forth their best efforts?mploDoesethe Manager create among the City employees an attitude of com- mittment to the organization and its purposes ? Most Often )( Usually Sometimes Seldom __ 3 . Budgeting and Financial Management Does the Manager present a realistic budget that meets the City' s needs within its ability toy? suf- ficient attention to maintaining thea long-term Doeshfiscalte health of the City? _ ___ Most Often )( Usually Sometimes __Seldom 4 . Policy and Program Devel orment Does the Manager effectively assist the Council in for- mulating City policies and programs which will meet the broad goals and objectives the Council has set for the City? _____ Most Often )( Usually Sometimes Seldom 5 . Policy Implementation Once a policy or program has been n developed and/or approved by the Council , does the Manager effectively implement the g- n such a way that the desired outcomes are achieved? Also , are programs organized and implemented efficiently? __,_ Most Often X Usually Sometimes -- Seldom 198 ? Council Evaluation of the City Manager page S • 6 . Long Range Planning In carrying out his responsibilities , does the Manager devote sufficient attention to taking a future oriented perspective , - so that the policies and management procedures used enable the City to effectively respond to its future? Most Often X Usually _ Sometimes Seldom 7 . Public Communications Is the Manager effective in speaking for the City, and inspiring a sense of respect in citizens for the City government? Is the Manager sensitive and effective in dealing with the requests and complaints of the individual citizens? noes he maintain an open and positive relationship with the press ? Most Often Usually }( Sometimes Seldom 8 . Relations with Mayor and Council Does the Manager maintain an open and honest channel of com- munication with Councilmembers , both collectively, and individually? Is the Manager , in the way he carries out his duties and responsibilities , supportive of the Mayor and Council in their efforts to carry out their responsibilities as elected officials? • Mast Often X Usually Sometimes Seldom 9 . Ingovernmentai , Neighboring Community , and Professional Resuonsioilities Is the Manager effective in dealing with other levels of • government and neighboring communities , to achieve amicable solutions to mutual problems , while vigorously defending the interests of the City of Coon Rapids? Does the Manager ac- tively participate in metropolitan and state policy making, groups , as well as professional organizations , and does he provide leadership to other managers in the area? Most Often X Usually Sometimes _Seldom 10 . Personal Characteristics Does the Manager display personal characteristics which enhance his ability to carry out the responsibilities of the Chief Administrative Officer of the City of Coon Rapids? Most Often j Usually _ Sometimes _Seldom ZGw NOTL {Waail A- re_:.]n All.l.. /:i;'., _4'r1 /' n_ i i+w _ • 1982 Council Evaluation of the City Manager Page 6 • IV. ADDITIONAL WRITTEN COMMENTS- -Attach additional page if. needed . What do you Feel are some of the Manager ' s strongest points and finest accomplishments this year? • See ataC eC.1Pekr '7. What areas of the Manager ' s performance do you feel most need improvement ? Why? Do you have suggestions as to how the Manager can improvell, in these areas? Site aa1°4;e 7. • Signature Date October 8, 1995 Evaluation of City Manager Page 7 - Additional written comments N. What do you feel are some of the Managers strongest points and finest accomplishments this year'? The City Manager's strongest point is his overall knowledge with respect to municipal government. His years of experience have provided him, and us, with a very valuable resource which allows us to draw on other municipalities successes without falling into the pitfalls of their failures. A related point has been his ability to draw upon other experienced professionals to fill key positions for the City. This team of experience has allowed us to accomplish many goals without reinventing the wheel. This overall experience has also proved helpful in the City Manager's ability to prioritize matters. Experience provides a long term perspective that is often missed by elected officials who are temporarily blinded by the bright lights of political expedience. What areas of the Manager's performance do you feel most need improvement? Why? Do you have suggestions as to how the Manager can improve in these areas? Unfortunately, a particular strength often has an obverse side which can only be characterized as a weakness. In the City Manager's case, the ability to draw on his knowledge and experience allows him to reach decisions quicker than those of us with less experience or knowledge. Unfortunately, in an effort to "get the job done," the Manager does not always explain his reasoning or even recognize that others do not have the experience or education to quickly grasp how or why a decision or recommendation was made. This is often perceived as brusqueness and arrogance. While the ability to recognize when an explanation is necessary, and then how much explanation, may be instinctual, when in doubt, the Manager should err on the side of providing more information than he believes necessary. While this may slow the management process somewhat, in the long run it will help not only elected officials and interested citizens, but also the rank and file employees, come to trust the Manager's judgment more and ultimately the process will speed up again. That said, I believe the Manager has made a concerted effort to improve his communication with the general citizenry and I strongly encourage him to continue his efforts to be more accessible to and understanding of both citizens and City employees. Communication is a skill upon which all of us need to work. a S. Sear V dadarreilteF©���" Ml1YOR) OF coon 150 N.LAKESHORE DRIVE OCOEE,FLORIDA 34761 (407)658-2322 FAX(407)656-5725 MEMORANDUM TO: . Ellis Shapiro 51) FROM: S. Scott Vandergrif DATE: October 11, 1995 RE: Performance Evaluation Attached you will find my evaluation of your performance for the past year. Three years ago while running for Mayor, I told people that I was running for the office and not against Lester. I had no ax to grind with anyone at that time, nor do I have today. You "fired the first shot" when you told several people that you would resign if I were elected. Upon hearing this I was flabbergasted that politics in Ocoee had not improved in 20 years. You confirmed to me that you said this and then, after the election, you told me you weren't stupid and would not resign because City Manager jobs are hard to find. From that point until today, your whole demeanor has been to be less than communicative and cooperative with me and with other commissioners who hold a minority view or a view that is different from your own. In addition, you have passed up no opportunity to bring politics into any discussion or issue in which you and I are involved. I can only assume that the reason for such demeanor was to keep your job and not a personal vendetta against me. On the other hand, I have striven to shoulder all of the abuse either from you directly or your subordinates who have allegiance to you. You said you wouldn't or couldn't work with me because I wanted to be a "strong mayor." To the contrary, I expected to be an active mayor and had high hopes that Performance Memo to Ellis Shapiro 10/11/95 1 THE PRIDE OF WEST ORANGE the form of government (the City Manager form of government) that I helped to set up in the 1960s was truly the best form of government for our city. The basic difference between my predecessors and me is that they were legislators and I want to more hands-on in decision making and policy setting. Regardless of whether you believe my motivation, I can unequivocally state that I have only the interests of the city at heart. The citizens of this city share their concerns, problems, and suggestions with me. I offered to you on several occasions to funnel back information from the public and you took the position that I should keep my nose out of your business. The basic communication from you to me has been condescending—one of a parent to an unruly child, a teacher to a naughty student—and I have noticed you use the same condescending attitude to those who work for you and people who just happen to get in your way. Your management style, reflected in your arrogance is of the very nature and type that causes employees to seek protection within unions. When during one conversation early on in my mayorship you said you were going to tell me how to be mayor. Apparently you assumed that I had not been mayor before, but I countered with the fact that I had. This just tells me how a newly elected commissioner can be bought so easily by favors granted. You have made few, if any, of the improvements suggested last year by myself or the other commissioners. I believe that you are so wrapped up in politics that you can no longer be objective and professional in your dealings with all of the commissioners equally and especially the citizens. You espouse and demonstrate a can't-do attitude rather that a positive, can-do attitude. I will end this note by calling your attention to areas of disagreement we have in directing this city to be all it can be, the biggest of which is the trust of the people and your peers. You seem unable to reflect truth and professionalism without politics and you lack the enthusiasm to seek the optimum in government services with the least amount of cost. For all of these you have a closed mind and you should move on to where you can rebuild that kind of thought process. Performance Memo to Ellis Shapiro 10/11/95 2 C -loqr1UNC:L CZ .rt AT:O r OF HE CITY I11 M ANAGER• 1995 I . Introduction and Definitions Listed below are ten broad areas of managerial responsibility and performance , along with a brief description of each: Administration and Organizational Management--The ability to structure the organization, and plan and organize its work in such a way as to effectively and efficiently meet the municipal service needs of the and carry out the goals and poli - cies adopted by th City Council . Employee Relations and Staff Development- -The ability to recruit ana retain high quality personnel Eor City employment , to set a high standard of performance for City employees , and to foster a sense of committment to providing a high level of public service to the citizens . Budgeting and Financial Management--The ability to put together a financial plan ( i . e. the Annual Operating Budget , the Capital Improvements Plan, and so forth) which realistically meets the City' s needs within its ability to pay. Also , the ability to take a future oriented perspective of the City' s financial abil- ity, proposing policies and management procedures which willpro- tec: long term fiscal integrity. Policy and Program Development- -The ability to assist the City ci1.4. aeveloping speci`iic Policies and programs which will `'fmolem n the broad goals and objectives that it sets for the City. Policy Implementation- -The ability to take the policies and programs wnicn• have been initiated and/or approved by the City ounce_ , ,nd effectively implement them so that desired outcomes Long Range ?lann - -The ability to anticipate the future environment , neeas , and problems of the City, recommending policy options and adopting management procedures which will enable the City to respond appropriately to that future scenario . Public Communications- -The ability to effectively represent the City and its policies to citizens , both collectively, and indivi- dually, including the ability to maintain constructive relations with the press and media. Relations with Mayor a d Council- The ability to maintain an open ana Honest relationship - ouncilmembers 'oth collectively and individually, and to respond-- in an effective and timely manner to their concerns . Playing a supportive role to the Mayor and Council in their responsibilities as elected officials , without getting involved in partisan politics . 1332 Council Evaluation • of the City Manager ?age 2 Ingovernmental , Neighboring Community, and Professional Resnonsibiiities - -;VorKing eEcectively with Policy makers at the federal , state , metropolitan, and county levels to amicably solve Comm,. • . blems , while forcefully representing the interests of oon Rapid Tostering a high level of respect for the City of oon Rapids at these vels as well as in municipal organi:a zo • n as th League of Minnesota Cities Enjoying the high personal reputation among uw municipal management professionals , and taking an active leadership role in pro- fessional organizations . Personal Characteristics- -The ability to maintain a high level of motivation for self , manage stress effectively, maintain a healthy tolerance for the uncertainties which are a of muni - cipal management , maintaining a personable and warm attitude toward others , which encourages them to seek guidance in resolving problems related to the City organization. 198 ' Council Evaluation of the City Manager Page 3 • II . RANKING OF PRIORITY Each of the previously outlined areas of managerial respon- sibility is important . However , the City Manager frequently has . to prioritize his time and effort in selected areas , at some expense to the others . Please give your ranking of importance (we have excluded personal characteristics ) as to where he should focus his time and effort . Number "1" should be the area of ' the highest priority, with "9" the least important . Administration and Organizational Management Employee Relations and Staff Development fBudgeting and Financial Management Policy and Program Development Policy Implementation Long Range Planning Public Communications Relations with Mayor and Council Intergovernmental , Neighboring Community, and Professional Responsibilities Comments : Please provide any comments- which would elaborate on the above prioritization, including being more specific about areas that are of special concern to you . • • 1982 Council Evaluation of the City Manager ?age 4 III . EVALUATION OF THE MANAGER BY AREA Rate the City Manager on his performance in each of the ten areas , by placing an "X" next to the term which describes the manager ' s performance in that areayou feels best 1 . Administration and Organizational Management Does the Manager plan and organize the work of the City organization in a way that effectively and efficiently carries out the goals and policies adopted by the City Council? Most Often Usually _ Sometimes l' Seldom Z . Employee Relations and Staff Development Does the Manager recruit and retain high quality employees , and motivate them to put forth their best efforts ? Does the Manager create among the City employees an attitude of corn, mittment to the organization and its purposes ? Most Often Usually _ Sometimes X Seldom 3 . Budgeting and Financial Management Does the Manager present a realistic budget that meets the City' s needs within its ability to pay? Does he devote suf- ficient attention to maintaining the long-term fiscal health of the City? Most Often Usually Sometimes Seldom 4 . Policy and Program Development Does the Manager effectively assist the Council in for- mulating City policies and programs which will meet the broad goals and objectives the Council has set for the City? Most Often Usually Sometimes )( Seldom 5 . Policy Implementation Once a policydeveloped or program has been developed and/or approved by the Council , does the Manager effectively implement the program in such a way that the desired outcomes are achieved? Also , are programs organized and implemented efficiently? Most Often Usually Sometimes X Seldom 198Z Council Evaluation of the City Manager Page S • 6 . Long Range Planning In carrying out his responsibilities , does the Manager devote sufficient attention to taking a future oriented perspective , - so that the policies and management procedures used enable the City to effectively respond to its future? Most Often Usually Sometimes Seldom 7 . Public Communications • Is the Manager effective in speaking for the City, and inspiring a sense of respect in citizens for the City government? Is the Manager sensitive and effective in dealing with the requests and complaints of the individual citizens? noes he maintain an open and positive relationship with the press? Most Often Usually Sometimes Seldom 8 . Relations with Mayor and Council Does the Manager maintain an open and honest channel of com- munication with Councilmembers , both collectively, and individually? Is the Manager , in the way he carries out his duties and responsibilities , supportive of the Mayor and Council in their efforts to carry out their responsibilities as elected officials ? • Most Often Usually Sometimes X# Seldom 9 . Ingovernmental , Neighboring Community , and Professional Resuonsioilities is the Manager effective in dealing with other levels of government and neighboring communities , to achieve amicable solutions to mutual problems , while vigorously defending the interests of the City of Coon Rapids ? Does the Manager ac- tively participate in metropolitan and state policy making groups , as well as professional organizations , and does he provide leadership to other managers in the area? Most Often Usually Sometimes Seldom 10 . Personal Characteristics Does the Manager display personal characteristics which enhance his ability to carry out the respr,nsibilities of the Chief Administrative Officer of the City of Coon Rapids? Most Often Usually Sometimes X Seldom 1995 Council Evaluation of the City Manager Page 6 IV. ADDITIONAL WRITTEN COMMENTS: What do you feel are some of the Manager' s strongest points and finest accomplishments this year? As noted last year, the City Manager is well educated and informed about municipal management and city functions. However, he has not availed himself of continuing education opportunities and his arrogance and negative attitude cancel the good he could do for the city and the citizens in his position. What areas of the Manager's performance do you feel most need improvement? Why? Do you have suggestions as to how the Manager can improve in these areas? 1. Administration and Organizational Management: The problems enumerated in last year's evaluation not only have not improved and but have intensified, evidenced by unionization in the police department. Management by threat and intimidation continues. Staff members are not encouraged to make reports at Commission meetings, and if they do they are constantly interrupted by you. The "staff reports" portion of our agenda is a mockery. Your constant interruption of commissioners and your not listening to others' questions or opinions are unacceptable. 2. Employee Relations and Staff Development: There has been no improvement in this area since last year. Key employees have resigned and there is still evidence of intimidation. Morale is even lower now than it was at the last evaluation. There has been little initiative on your part to overcome these conditions without force from the commission. You are opposed to any input from anyone in the government who might have legitimate criticism and you respond with intimidation and ridicule. It is common knowledge that you bully and intimidate lower staff members into quiet submission. 3. Budgeting and Financial Management: The loss of more than thirty thousand dollars in revenue from the county in occupational licenses earlier this year is an example of fiscal irresponsibility and poor management from your office. In addition, there seems to be a cavalier attitude about particular expenses and services involving expenditures for certain constituencies that meet your standard. At the same time anyone who might suggest an expenditure that doesn't meet the standard 1995 Council Evaluation of City Manager 6 is met with a litany of excuses from "it's not in the budget" to "there's too much liability" or "it's against the law." An example of this is the design of the budget to pit employees' salaries against the senior program. There is a prevailing negative attitude of"it can't be done," rather than a positive approach of"let's look at ways we can get it done." The philosophy that you choose to follow that presupposes you can spend any monies as long as they are in the budget is a questionable and dangerous practice. 4. Policy and Program Development: Initiative is not evident in this area. Policies are not initiated unless forced by the Commission. We are still operating on the implied policy of"who you know" to get things done. The "pocket veto" is alive and well by virtue of the policy implementation described below. The pressure to change the emergency notification policy had to be exerted by the Commission. To date the answer to whether we have any innovative programs or ideas is still "no." The closest we came to being innovative was my suggestion to get help with the grass cutting on public property during the summer, and the recommendation was to contract the cutting of retention ponds to free up city personnel for other maintenance jobs. The idea took a quantum leap from retention ponds to the City Hall, lake front, and Maguire House areas. This contract was awarded without discussion from the Commission. 5. Policy Implementation: We had the fiasco about the fast-food restaurant in the Winn-Dixie Plaza, then suddenly construction began on McDonalds across the street, to the surprise of and without any consultation with the commission. At the time of the controversial discussion, one commissioner actually accused you of not telling the truth in regard to this issue, and it took commission action to reverse an absolutely clear direction given to staff at a commission meeting earlier in the year. This was an example of flagrant disregard of the directive of the commission. You have led the way in trying to trash the senior's program even though the majority of the commission voted for it. The staff time and legal fees spent in trying to override and interfere with the direction of the majority of the commission is tantamount to playing politics—which is out of the realm of your responsibilities as defined by the ICMA Code of Ethics (Exhibit A). 6. Long Range Planning: An emergency preparedness plan is a program that needs to be developed and implemented. I have requested same for more than two years. To date the commission has not received even a draft of this plan. There is an urgent 1995 Council Evaluation of City Manager 7 need to solve the drainage problems either in-house or by contract. Currently no such plan has been presented, in spite of obvious severe problems that have existed for two years or longer. 7. Public Communications: There seems to be a lack of openness with the public regarding city matters. There is little if any "PR" with the media to inform our public of the good things happening in our city. We had and still have the opportunity to enhance our city with TV and other media coverage yet there isn't any interest from your office in doing so. 8. Relations with Mayor and the Council: There is selective communication with the Mayor and Commissioners. Refer to the "pocket veto" referenced earlier. You have been overheard to state that you have "three votes," therefore you perceive that you have no need to communicate with all members of the commission. In addition, on the rare occasion that communication is initiated by you, it is only because the issue is forced. A case in point is the memo sent by Commissioner Gleason in February (Exhibit B), which spurred you to initiate meetings with me and the other commissioners. You invited me to respond as to whether I had problems with the way you conduct yourself in your position, and I felt I had a responsibility to do so. However, when I responded to your query regarding your performance (Exhibit C), I received a snide memo from you (Exhibit D) that was clearly political in nature. Your response (Exhibit E) to Commissioner Gleason's scathing memo was conciliatory—one of explanation and promises to improve your performance. I believe I deserve at least the same courtesy afforded to the commissioner. Instead you chose to make your response political and personal, addressing issues not even mentioned in my memo and not responding to any of the issues in question as you did in your response to Commissioner Gleason. Specifically, your memo went as far back as my 1992 campaign, and you stated that I ran my campaign on a strong Mayor form of government. First of all, you are wrong on that point. I never said I wanted to function as a "strong Mayor" (your words), but as an "active Mayor." Secondly, this type of response by you is yet another strong indication of your unwillingness to communicate with me on a nonpolitical and nonpersonal level for the good of the city. I asked for a report to the commission on the operation of our emergency services during Hurricane Erin and you said you didn't see any use in doing it. (Note Exhibit F, which is a report to the Commission of the City of Maitland, provided within two weeks of the storm.) Following Hurricane Erin's damage within our city, 1995 Council Evaluation of City Manager 8 you denied that the sanitation department needed help in picking up debris and refused to transfer other city workers to help out. It was only after my calling an emergency City Commission meeting that you took action. 9. Intergovernmental, Neighboring Community, and Professional Responsibilities: As stated last year, there is little apparent effort to interrelate to the community or neighboring communities. You do little to keep up with innovative developments in government, such as volunteer involvement. Your previous statement (backed up by lack of action) is that they just get in the way. On many occasions I have been told by people who are unrelated to any politics and from outside of our city that they were treated rudely, if not downright insulted, by you upon encountering you as a representative of our city. I have recently heard of a developer moving a project to another city because of the shabby treatment received from you. 10. Personal Characteristics: I have had to listen to complaints from citizens and outside developers of your rudeness and use of profanity during encounters with those who might be seeking only information. There is no place for rudeness and arrogance when one is charged with representing our city to others or in dealing with our own citizens. The evaluation form that we have chosen to use defines personal characteristics, in part, as " . . . maintaining a personable and warm attitude toward others . . ." In my experience and from what numerous citizens have told me, you have conducted yourself in a way that is the exact opposite of this statement. In conclusion, I reiterate my thoughts written in my memo of March 19, 1995. At that time I said ". . . you have not exhibited the qualities, skills, openness to new ideas, or willingness to change necessary for your position. You have shown no apparent effort to improve in the areas recommended by any commissioner last summer and you exhibit no interest or intent in doing so in the future." To quote again the evaluation form under personal characteristics, the City Manager should exhibit ". . . the ability to maintain a high level of motivation for self, manage stress effectively, [and] maintain a healthy tolerance for the uncertainties which are part of municipal management . . ." Is this a description of your performance? I don't think so. 1995 Council Evaluation of City Manager 9 The citizens of this fine city have been subjected to negativity and verbal abuse for many years, as have many of our employees and elected officials. I believe it is time for you to move on and with that said, I ask publicly for your resignation based on the continued misuse of your power to the benefit of a few and the detriment of many. 1995 Council Evaluation of City Manager 10 ICMA Code of Ethics <<' '/ 4o /• with Guidelines As Adopted by the ICMA Executive Board in 1924 and most recently revised in January 1994 The purpose of ICMA is to increase the proficiency of city managers, county managers, and other municipal administrators and to strengthen the quality of urban government through professional management. To- further these objectives, certain principles shall govern the conduct of every member of/CMA, who shall: 1. Be dedicated to the concepts of ef- less the employer makes fundamental fective and democratic local government changes in terms of employment. 5Submit policy proposals to',elected by responsible elected officials and be- Credentials.An application for employ- officials; provide them with facts and ad- vice on matters of policy as a basis for ad- lieve that professional general manage- ment should be complete and accurate as ment is essential to the achievement of to all pertinent details of education,experi- making decisions and setting cortrlmunity and implement munici- pal policies adopted by elected officials. this objective. ence,and personal history.Members should goals;. and uphold recognize that both omissions and inaccu- racies must be avoided. 2. Affirm the dignity and worth of the Professional Respect.Members seal:- Guideline services rendered by government and ing. a management position should show maintain a constructive,creative,and prac- ticalwho attitude toward urban affairs and a holding the position or for others who might multiple roles—working as both city attor- deep sense of social responsibility a be applying for the same position. Profes- ney and city manager for the same com- trusted public servant. stomal respect does not preclude honest munit , differences of opinion; it does preclude y for example—should', avoid a person's motives or integrity in participating in matters that create the ap- attackingGuideline order to be appointed to a position. pearance of a conflict of interest.They should disclose the potential conflict to the goy- 'to Officials of Other Municipali- ties.When members advise and respond to discuss or divulge information with anyone solicited. inquires from elected or appointed officials of about pending or completed ethics cases, other municipalities, they should inform the except as specifically authorized by the Rules administrators of those communities. of Procedure for Enforcement of the Code of Ethics. 6. Recognize that elected representa- tives Employment.Members should tives of the people are entitled'to the not seek employment for a position having credit for the establishment of rrlunici- 3. Be dedicated to the highest Ideals of an incumbent administrator who has not Pal policies; responsibility for 'policy honor and integrity in all public and per- sonal relationships in order that the member or her services are to be terminated may merit the respect and confidence of the elected officials,of other officials and employees, and of the public. 7.Refrain from participation in thej elec- P 4. Recognize that the chief function of tion of the members of the employing local government at all times is to serve legislative body, and from all partisan Guidelines the best interests of all the people. political activities which would impair Public Confidence. Members should performance as a professional admin- Guideline istrator. conduct themselves Sc as to maintain public confidence in their profession, their local Length of Service. A minimum of two Guidelines government, and in their performance of years generally is considered necessary in the public trust. order to render a professional service to Elections of the Governing Body.Mem- . Impression of Influence. Members the municipality. A short tenure should be bers should maintain a reputation for serv- should conduct their official and personal the exception rather than a recurring expe- ing equally and impartially all members of affairs in such a manner as to give the clear rience. However, under special circum- the governing body of the municipality they • impression that they cannot be improperly stances, it may be in the best interests of serve,regardless of party.To this en they _ influenced in the performance of their offi- the municipality and the member to sepa- should not engage in active participation in cial duties. rate in a shorter time. Examples of such the election campaign on behalf of or in Appointment Commitment. Members circum-stances would include refusal of the opposition to candidates for the governing who accept an appointment to a position appointing authority to honor commitments body. should not fail to report for that position. concerning conditions of employment, a Elections of Elected Executives.Mem- This does not preclude the possibility of a vote of no confidence in the member, or bers should not engage in the election member considering several offers or seek- severe personal problems.It is the respon- campaign of any candidate for mayt,r or ing several positions at the same time, but sibility of an applicant for a position to as- elected county executive. • once a bona fide offer of a position has certain conditions' of employment. Other Elections. Members share with been accepted, that commitment should Inadequately determining terms of employ- their fellow citizens the right and respQnsi- be honored. Oral acceptance of an em- ment prior to arrival does not justify pre- bility to exercise their franchise and voice ployment offer is considered binding un- mature termination. their opinion on public issues.However, in The Association 5 I not to impair their effectiveness on tialitygovern a member's decisions per- there is a conflict with personal nvestments. p behalf of the municipalities they serve,they taining to appointments,pay adjustments, Purchases and sales which mi ht be Inter- should not participate in election campaigns promotions, and discipline. prated as speculation for quicl profit ought for representatives from their areas to county, to be avoided(see guideline o "Confiden- school, state, and federal offices. Guideline tial Information"). Elections on the Council-Manager Because personal investments may Plan.Members may assist in preparing and Equal Opportunity. Members should prejudice or may appear to 1 uence offi- presenting materials that explain the coun- develop a positive program that will ensure cial actions and decisions. m mbers may, cil-manager form of government to the public meaningful employment opportunities for in concert with their govemin body, pro- prior to an election on the use of the plan.If all segments of the community. All pro- vide for disclosure of such inve tments prior assistance is required by another commu- grams, practices, and operations should: to accepting their position asunicipal ad- nity, members may respond. All activities (1) provide equality of opportunity in em- ministrator or prior to any offic al action by regarding ballot issues should be conducted ployment for all persons; (2) prohibit dis- the governing body that may I affect such within local regulations and in a profes- crimination because of race,color,religion, investments. sional manner. sex,national origin,political affiliation,physi- Personal Relationships.) Members Presentation of Issues. Members may cal handicaps, age, or marital status; and should disclose any personal relationship assist the governing body in presenting is- (3) promote continuing programs of affir- to the governing body In any in tance where sues involved in referenda such as bond mative action at every level within the orga- there could be the appearancej of a conflict issues, annexations, and similar matters. nization. of interest. For example, if the manager's It should be the members' personal spouse works for a developer),doing busi- and professional responsibility to actively ness with the local governmejnt, that fact recruit and hire minorities and women to should be disclosed. 8. Make it a duty continually to improve serve on professional staffs throughout their Confidential Information. Members the member's professional ability and to organizations. should not disclose to other$. or use to develop the competence of associates in further their personal interest, confidential the use of management techniques. information acquired by them In the course 12. Seek no favor; believe that personal of their official duties. Private Employment.Mertbers should Guidelines aggrandizement or profit secured by con- not engage in,solicit,negotiate fir,or promise Self-Assessment.Each member should fidential information or by misuse of pub- to accept private employment nor should assess his or her professional skills and abili- lic time is dishonest. they render services for privat interests or ties on a periodic basis. conduct a private business wh n such em- Professional Development.Each mem- Guidelines ployment, service, or busine s creates a ber should commit at least 40 hours per conflict with or impairs the proOer discharge year to professional development activities Gifts. Members should not directly or of their official duties. that are based on the practices identified indirectly solicit any gift or accept or re- Teaching,lecturing,writing,' r consulting by the members of ICMA. ceive any gift—whether it be money, ser- are typical activities that ma not involve vices,loan,travel,entertainment,hospitality, conflict of interest or impair th proper dis- promise, or any other form—under the fol- charge of their official duties. rior notifica- lowing circumstances: (1) it could be rea- tion of the appointing authority i appropriate 9. Keep the community informed on mu- sonably inferred or expected that the gift in all cases of outside employ ent. nicipal affairs; encourage communication was intended to influence them in the per- Representation. Member should no' between the citizens and all municipal of- formance of their official duties; or (2) the represent any outside interest before ani ficers; emphasize friendly and courteous gift was intended to serve as a reward for agency, whether public or p ate, excep• service to the public;and seek to improve any official action on their part. with the authorization of or at he directior the quality and image of public service. It is important that the prohibition of of the appointing authority th serve. unsolicited gifts be limited to circumstances Endorsements. Member should no related to improper influence.In de minimis endorse commercial product or service: situations such as tobacco and meal checks, by agreeing to use their pho ograph, en 10. Resist any encroachment on profes- for example, some modest maximum dol- dorsement, or quotation in p id or othe sionai responsiUities,believing the mem- lar vara should be determined by the mem- commercial advertisements.w ether or no ber should be free to carry out official ber as a guideline. The guideline is not for compensation.Members ay,however policies without interference, and handle intended to isolate members from normal agree to endorse the foliowi g, providec each problem without discrimination on social practices where gifts among friends, they do not receive any comp, nsation: (1 the basis of principle and justice. associates, and relatives are appropriate books or other publications;(2)professions for certain occasions. development or educational services pro Guideline Investments in Conflict with Official vided by nonprofit members ip organize Duties. Members should not invest or hold tions or recognized education institutions Information Sharing. The member any investment,directly or indirectly,in any (3) products and/or services n which th( should openly share information with the financial business,commercial,or other pri- local government has a direct economi( governing body while diligently carrying out vete transaction that creates a conflict with interest. the member's responsibilities as set forth their official duties. Members'observations,Opinions,an( in the charter or enabling legislation. In the case of real estate, the potential analyses of commercial products used c use of confidential information and know)- tested by their municipalities are appropri edge to further a member's personal inter- ate and useful to the profession when in est requires special consideration. This cluded as part of professional articles an( 11. Handle all matters of personnel on the guideline recognizes that members'official reports. basis of merit so that fairness and impar- actions and decisions can be influenced if • •ee EAd 1 WI / .0 • '' C: n ., c ^�'�f,©`.+��� JIM GLEASON' O, 6000 COMMISSIONER 150 N.LAKESHORE DRIVE OCOEE,FLORIDA 34761 (407)656.2322 TO: Ellis Shapiro 856 HAMMOCKS DRIVE OCOEE FLORIDA 34761 (407)299-9130 FROM: Jim Gleason, City Commissioner District Four DATE: February 25, 1995 SUBJECT: Performance Concerns Ellis, I feel it is important that I advise you of several concern I have regarding your performance as City Manager. I was one of the commissioners that led the effort on August 2, 1994 tlo extend your contract. I believed at the time, by renewing your contract, the Commission was creating an opportunity for you to be an "effective" City Manager. I also thought it was important not to jeopardize any negotiations with Homart concerning the Lake Lotta Mall. I had hoped there would be a renewed enthusiasm and commitment on your part towards your role as City Manager'. Needless to say, I am very saddened and disappointed with your attitude, commitment, and job performance since you received your new contract. In reference to your review dated June 29, 1994, I requested that you continue to improve all aspects of communication. To date I have seen no improvement or effort. I also stated my concern for the overall morale of the City Staff. I have seen a. deterioration, not an improvement. This indicates to me a total lack of concern for improving the working environment of all City employees. While I have heard your frustrations concerning the Mayor, you have made no effort to improve communication or cooperation. While it takes two to communicate, I feel you could have made a more determined effort. I am also concerned that you have allowed the Ocoee Policef Department to be the only department in Orange County to remain on an outdated 600 radio system. I am also disturbed concerning our delay in improving and upgrading our over-all computer system. The last two financial', audits have stressed our need for improvement. As City Manager, I hold you fully responsible for the loss of over $30,000 in Occupational License fees. It is your duty to keep the Commission informed about State and County actions that can effect our city' s financial future. I am also insulted by your need to continually "play" word games during Commission meetings and conferences in your office. This shows a lack of respect and interest to those who must deal with you. THE PRIDE OF WEST ORANGE r In order for the City Manager form of government to be successful it must rely on complete trust and communication between the elected officials and the appointed manager. While I expect you to give your opinion and thoughts on issues facing our city, your role is to carry out the policies of the Commission, not to make policy. Concerning the Winn Dixie Plaza and the issue Of McDonald's, I am deeply disappointed in your lack of honesty when I approached you concerning this matter. You were less than truthful and it appears to me you were undermining the policy and the intent of the City Commission. I am also concerned with the fact that you seldom put in la full day's commitment in running our City. As the leader of staff an employees, they look to you to set the proper example. If you continually leave early and demonstrate a lack of commitment too your job, how can you demand or expect others to make that commitment? it appears to me you have no enthusiasm or enjoyment for your role as City Manager. The effort you have put forth since August 2, 1994 is unacceptable to me. Your performance is an insult to your Department Heads and all City Employees. I feel it has been an abuse of the trust and support the Commission should have in you. Finally, it is an insult to the over 17,500 residents of Ocoee that pay your salary. I 'm disappointed to have to write this memo involving your performance during the past few months. I hope this will serve as a tool in improving your job performance. i am available tO discuss this with you at your request. // j/ • . oe" C 0 S. Sou ! -� ,,?� MAYOR or 000a 150 N.LAKESHORE DRIVE OCOEE.FLORIDA 34781 (407)858-2322 MEMORANDUM FAX(407)858-5725 TO: City Manager Ellis Shapiro and Board of City Commissioners FROM: Mayor Scott Vandergrift DATE: March 19, 1995 .�7 '' RE: Performance Concerns In our recent meeting,you asked if I had problems or thoughts on the way you conduct yourself as City Manager. I judged this to be a pro forma question resulting from the memo of February 25, 1995, from Commissioner Gleason regarding your performance and your memo of response on February 28, 1995. As I told you, I prefer not to respond with a "knee-jerk" reaction; therefore, I have given much consideration to my response. It should come as no surprise to you that,yes, I do have problems with the way you conduct yourself in your position. You should also recall that I recounted many aspects of what I believe to be inadequate performance on your formal evaluation last August I have recently reexamined this evaluation and I suggest you do the same. In the areas needing most improvement, I enumerated a number of concerns and requirements. In my estimation there has been no improvement in any of the areas listed by me or those of the other Commissioners. In other words, my evaluation is as valid today as it was when it was written in August 1994. (See attached copies of evaluation summaries.) Budgeting and Financial Management Regarding the loss of$39,000 in revenue from occupational licenses, I am greatly disturbed that such a mistake was made. It was irresponsible and totally avoidable. I am even more upset over the fact that this issue was brought to light only through my question in the quarterly budget review on February 21, 1995. If that question had not been asked, had you any plans for pointing it out to the Commission? 1 THE PRIDE OF WEST ORANGE Policy Implementation Regarding the establishment of a McDonald's at the Winn Dixie Plaza, your actions were in direct opposition to the wishes of the Commission at the time. Further, it puzzles me that you deemed it necessary to call a former Commissioner who was on the council at the time of the discussion, when there are currently three other Commissioners and myself still on the Commission who were present for that discussion. Nonetheless, your actions are yet another example of your disregard of the wishes of others in favor of action that you think should be taken. This seems to be a pervading attitude in many of your actions. Communication In reexamining my evaluation from August, 1994, I reviewed the evaluations of the four other Commissioners. Four out of five Commissioners stated that you need improvement in the areas of communication and openness to the ideas of others. There certainly has been no improvement in this area since your evaluation. I have seen little, if any, improvement in this area in the past two years, and no effort on your part to improve in spite of your pledge to do so. For more than two years I have quietly withstood your"surly" or "burly" disposition and, more importantly, listened to others complain to me about it. I have had to field numerous complaints about your attitude and disposition from citizens, city workers, and people outside of our community. No one appreciates this kind of personality or performance. You may recall that soon after I was elected in 1992, I arranged for a luncheon with you and former Mayor Lester Dabbs to try to establish some form of communication with you. In my opinion, one of the most revealing aspects of your management style came out of that meeting: you said you didn't care what I thought, you didn't care what the citizens thought, and you didn't care what the people who worked for you thought about how you performed your job. I was shocked by this statement, but asked you if you meant to say that you didn't mind what they think of you. You, in turn, responded unequivocally that you didn't care. I think this is the most irresponsible statement I have ever heard from a civil servant. I have seen no evidence that this attitude has changed since that discussion. If anything has changed it is that the frequency of complaints to me has increased. Morale In your evaluations last summer, three out of five Commissioners stated that there is a morale problem among the staff in the city. Regarding this issue, city Memo to Ellis Shapiro 3/19/95 2 r employees have mentioned such things as management by intimidation and dictator-like mandates that keep almost everyone on edge. There is no feeling of positive reinforcement such as recognition, reassurance, and encouragement, as I have suggested repeatedly. This situation has not changed and, in my opinion, is one of the factors that has led to the loss of quality employees and to the union movement within the police department. Policy and Program Development I believe the failure to react to the changing of the election schedule in a timely and efficient manner falls into this category. The changing of election days by the County Supervisor of Elections was brought to your attention well before the rest of us got clobbered with the change. Your attitude was one of disinterest. We should have been leading a full-fledged effort to block the county registrar from proceeding without a full study being made of the situation. Disregard and stalling resulted in the situation we were faced with this past November. Volunteerism I have repeatedly encouraged the participation of volunteers in every aspect of our government. Our country was founded on and still largely functions due to the participation of volunteers. In fact, the current movement across the state of Florida is to increase volunteer involvement. Yet, when I approached you about volunteer forces for various needs within the city you responded that you don't want volunteers because "they just get in the way." In just this one statement a pervading attitude is evident. You do not want any interference with your power, and anyone who gets in your way is treated with disdain The mere fact that Commissioners are paid such a pittance actually makes them the ultimate volunteers within the city, and this may account for your overall disdain toward them also. Conclusion Overall, ou have not exhibited the Y qualities, skills, openness to new ideas, or willingness to change necessary for your position. You have shown no apparent effort to improve in the areas recommended by any Commissioner last summer and you exhibit no interest or intent in doing so in the future. Your arrogance and attitude have brought criticism to our city and held us back from advances that could make our city better. Your policy implementation has brought criticism from our citizens and has resulted in the loss of quality city employees Memo to Ellis Shapiro 3/19/95 3 and outstanding citizen volunteers from key boards within the city. Your attitude and demeanor have trickled down to some department heads within the city, resulting in poor relations with the public and elected officials and low morale within the staff. In short, it is apparent to me that your behavior, attitude, and goals are not compatible with the long range plans of our city and the best interests of our citizens. Attachments Memo to Ellis Shapiro 3/19/95 4 • �. 1994 Council Evaluation of the City Manager Page 6 VI. ADDITIONAL WRITTEN COMMENTS -- Attach ad What do you feel are some of the Manager'' slstrongeSteeded points and finest accomplishments this year? The City Manager is well educated and knowledgeable in administrative issues, requirements, and policy and program development as required by his job. budgetary What areas of the Manager' s performance do you feel most need improvement? Why? Do you have suggestions as to how the Manager can improve in these areas? The Manager's professional knowledge of administration and policy advantage of all citizens within the City or hampered by the manner in which d informa the is disseminated. The following comments of elaboration correspond to areas rankedon in priority under part II on page 3 and evaluated under part III on pages 4 and 5 above. 1• Administration and Organizational Maria ement within — There ra theec'ty. I would like to see an atmosphere that ouid make theeoor o est level employee look forward to coming to work. We have discussed some programs in the past and they have failed to be implemented because as you say it's none of my business and you don't care what people think. It�s with you caring, ?• Budaetin and Financial Maria emen -- This area should be used, personal agenda, but as a means to inform the public and ommissi not as a options available to them for present and future needs. There has been so of improvement in this area but there still seems to be a failure to fully communicate with the citizens in respect to budgetary matters such as the millage rate and supposed lack of tax increases. 3. PoIicv and Pro am Devefooment — A eneraloli cy and directive manual should be written that helps give direction to staff and employees about how things should be handled. Instead we currently have a philosophy that things get done depending on "who you know" which is discouraging to all but those who are members of the "buddy system." We are all here to deliver first rate service to everyone equally, no matter who they know. The "pocket veto" (your term) should not play a role in the determination of who gets information or of what policies are made and implemented. Besides, the Charter does no eve the City Mager a ,nockr t .--.���Q Programs should be implemented that encourage innovative ideas and creative achievement. I was genuinely disappointed and found it odd when I questioned you about the City Innovations Showcase from the Florida League of Cities regarding whether we had any innovative ideas and you answered with a succinct "No." 1 I 1994 Council Evaluation of the City Manager Page 7 4. Employee Relations and Staff Development — The constant reorganization of the staffs duties and positions have far reaching ramifications that have staff perplexed to the point of possible resignation. In some cases this has happened. This is not an indication of good managerial skills. Instead, „a, _ • - 'Tett b t, eat and intimidation seems to be the order of the da . 5. Policy Implementation — Everyone, from elected officials to the lowest level of worker affected, should be informed when policies are implemented or changed. The policy should reflect sound judgement and be reviewed by staff and Commissioners before implementation — not dictated. 6. Relations with Mayor and Council — This particular area places you directly in the political arena if you so choose and, at this point, it has become obvious that you have chosen to use your position for that means. (Reference is made here to the "pocket veto" as discussed in #3 above.) Each Commissioner should be ke.t informed e•uall without Navin• to ask what is going on. There is an apparent inequality of treatment in accomplishing the objectives of certain Commissioners including the Mayor (the stub road in Sawmill for example). I ask for a change in attitude a more professional approach to treating all Commissioners equally. 7. Intergovernmental.Neighboring Community,and Professional Responsibilities Little apparent effort is made to interrelate to the community by you or your staff. You speak of a lack of response to requests for grants or help from other government agencies who can have a great impact on our city through their knowledge and authority. Instead we admonish them for not cooperating with us on demand. 8. Long Range Planning -- This area appears to be in good shape although I see it as influenced by some short term situations that are political in nature. One example is the misuse or denial of access to ball fields. The goals and mission of this city is not just growth but adapting a character that will outlive the current "boom" period. 9. Public Communications — his area is one that needs a great deal of work. Citizens have complained of rudeness and arrogance on your part,This is a major complaint to me from citizens both within and outside the community. 6/2 , /2„ " ignarure ) / Date ,.ou,^.C ;. __ 'u t _on ,z • Jae = - ;�,ranage;- • • • 't .-ADD rTrON.aL needed . .YR r T What do COMMENTS- -.actsch additionalpage � do yQu feel are some of the M �" ripest ayou f ana er ' s strongest ishments this , g Handling of the year ' points and _ growth of the new Mall coming into Ocoee has been an awesome task and the excellent staff he has working on it allows the forward. His handling of the budget consideringthe projectetov continue to movhe not raising taxes has been a tremendous resoonsibilt growth we have had well and developers well, in that he will stand uy. He also represents,thedCity we are here. His e=�Pertise in nicking out P tO the Count our rotae City operxtion. qualified De y and let them know Department Heads has enhanced'I • • iYh areas .. a,. a. .�s o_ the Manager ' s improvement ? Why? performance can wh r: X70 you do you Feel . improve _n these e, � ha.ve suggestions aast need ar.. s . s coto how the Manager Sometimes the wav we °resent ourselves in our communication actions and skills need to be looked at. not come across to Ellis has the City at heart but sometimeslistening the citizens or staff in that same light. fs does contrary to what I have g I have found out that best just said he does have the citizens, staff and employees interests at heart. He has always dealt fair with me questions on issues. We, as leader questions and summunicating to electeddthrse cyndrandu has respondedkrto my officials must work hard at work togetherato achieve this ens and emo veer. gcal. OurCity Each one of us musth we will be watched by w• , is now at the forefront of , important. Ellise cany everyone which makes communications and respect for all e y it and I'm sure he will work harder at it. /////7 1 / . , i.T.4. 1 w -•'. � ' V / — , �. �� 'I y. Date ' �I e•�C i ,/ ,Manager 5 • • .aDDrTTGNAL ;YRiTTr.NCOMMS fTS� a - -.= teach 1cici is oral page if needed . iYh3t do you feel are Lines: accomp some , �'Kanajer s Strongest of the r • `�i s rear . points and 1. The hiring of a very knowledgeable, erudite, professional, dedicated staff ?• Your ability to speak openly and candidly with the Commission concerning the issues facing the City. 3. Your ability to lead the City forward, to face the challenges, to make majorl' infrastructure improvements, to put Ocoee on the map, recognized name among the leaders of Florida municipalities. Ocoee a 4. The maintenance of fiscal integrity. What areas o t:�e Manager ' s r t ge s performance do `�Y• Do you have you reel most can improve in :Hese areas ^ suggestions as to how thenMariager 1. Ellis, you and I share a common fault. We are not always open to the vi and cc c-► - . - -. . . I think we both tend be to a little ews �-r dognatic in an approach to dealing with others. We may• probably have already arrived at a conclusion. I blame mysten mother,but Ia mother's son. Who do you blame? If I had to nick a fault itouldbem my your hesitancy to accent the views of others. But I am not wiping to cast the first stone. • • • 7 •• ate the Ci :" Manager .d 5 V. .aDDrTIONAL WRITT'cN COMMENTS- -attach additionala P 8e if needed . . What do you feel, are some off the Manager ' s strongest paints an Finest accomplishments this year? 1. Knowledge 2. Communication with Staff/Commission 3. Financial 4. Candid with me as a commissioner What areas of the Manager ' s t ;:he nDage' s performance do you feel most need can improve in these areayou s? ha.ve suggestions as to how the Manage , 1. Public Communications - Needs to be out and about more. 2. Employee Relations - Staff morale is ver low. Fear to taik to ou about problems. This is causing- unrest to thq point of people leaving the city. Please let people talk to you before cutting them off svith the fear of dismissal. • • • • Signature.gamtore Date • I u,. 4 ✓Ci_7 a:a.p.tr v U r`�, ADD IT.ANAL 'r1R rTT�:;�T COMM I E�1T5-•Attach additional page if needed ,'. '.that re do you Feel a_ What: t acconmp some o f the Manager ' s strongest paints a�;'�d '-'shments this year ? See Attached What • • areas ac c?� Manager ' s _ I' .e performance Lmprovement ? peT'o you Yhy , Do you have suggestionsasto�howot, a Mari can improve ..^_ S a+ e these areas? � a:iager See Attached • • / � ` \ I ' /• : , �•) ' :� C�'�a`�:_ (rte _:T I— / i- Date / . , 1994 Council Evaluation of the City Manager Page 7 IV. Ellis, I feel you have done an overall superior job f City of Ocoee. Your ability to attract highly departmentt the heads, i .e. Administrative Services, Planning,qualified a definite asset. You know what qualifications to look for ' and seek only the best for each position. Your communication with me has been candid, open and honest on all issues . I feel I always walk away knowing all aspects of each matter. • You continue to improve the long range financial stability of the city enhancing our abilitygrowth and towards long range goals , to attract financing Your ability to effectively communicate with our neighboring and the county is a great capability. . cities this same effective communication skils andould like you to use th daily basis with staff and residents, puts to use on a The implementation and support of all the policy decisions commission is a further asset to your role as City Manageof thI value your opinion and guidance on these issues . There is one area of your performance that I feel needs attention.. You need to continu same communication. The morale of the entire City Staff needs v 11 as is of Possibly a more democrat, c management s war • employees and department heads to y e wou • enp.,. _ to allow the department heads to get their jobs done. You need Try not to cut them off or give information when regU,ested, must al interru t when h eakin You so continue to improve your communication with the c; -e idents and others who come before the City Manager and Commission. You need toallow allow otners to spea. tne_r case. minimize confrontation with residents, makingtheir .rye with to local government experience g .tnen� as favorable as possible. Although this is a two way street, ou must try to improve communications with the Mayor. � i also call upon the Mayor to put politics aside and make an effort to work with you for the betterment of the City and the citizens of Ocoee. • Goals 1 . Continue to improve cash reserves and long term fizanciai stability of the city. 2 . Continue to look for and plan long term economic viability and diversity. 3 . Major emphasis on parks, recreation ex ansi i . e. recreation complex, pool, gym, etcP on, improvement, . . 4 . Continue to improve road maintenance and expansion. 5 . Continue to enhance city status with other entities as a progressive, growing and viable city. E" / , gir/LD • "CENTER OF GOOD LIVING -PRIDE OF WEST ORANGE" MAYOR• COMISSIONER Ocoee S.SCOTT VANIDERGRIFT Q �yy, • � COMMISSI INERS _ CITY OF OCOEE RUSTY JO NSON "• �� PAUL W.F Erg v 0 150 N.LAKESHORE DRIVE SCOTT A. LASS �' ?v OCOEE,FLORIDA 34761-2258 JIM GLEA SON �'j•JE : ' `�� (407)656-2322 CITY MAN GER OF 0000 ELLIS SHAPIRO • TO: MAYOR SCOTT VANDERGRIFT FROM: ELLIS SHAPIRO, CITY MANAGE:400 DATE: MARCH 27, 1995die SUBJECT: PERFORMANCE MEMORANDUM 3/19/95 I am in receipt of your memorandum dated above and after our discussion in your office, I read your comments carefully. During your first campaign and ever since you have run on the concept of a strong Mayor form of government for Ocoee. The present charter recognizes the elected officials as the policy makers of the City and leaves the administration of the City to the City Manager. This concept is in complete opposition to how you wish your Mayorship to be and therefore creates some conflict . I continue to make every effort to work with you and all of our elected officials in a professional manner, however, this inherent conflict continues to surface in every turn of our relationship. It is hard to please all people or staff all of the time . In the event you have not forwarded a copy of your memorandum to the other Commissioners, I shall do so along with a copy of this memorandum. cc : City Commission Attachment "CENTER OF GOOD LIVING - PRIDE OF WEST ORANGE" MAYOR• COMMISSIONER Ocoee S.SCOTT VAIDERGRIFT fir •�Q COMMISSf�NERS _� ►' - CITY OF OCOEE RUSTY tNSON PAUL W.FOSTER v ` 150 N. LAKESHORE DRIVE SCOTT A.CLASS l* 4/ OCOEE,FLORIDA 34761-2258 JIM GLEASON (407)656-2322 F4 ` nLIS PIR Of 0000ELSHAPIRO TO: JIM GLEASON, CITY COMMISSIONER / FROM: ELLIS SHAPIRO, CITY MANAGER DATE: FEBRUARY 28, 1995 SUBJECT: PERFORMANCE CONCERNS I appreciated the opportunity to meet with you yesterday morning in an effort to resolve some of the performance concerns you mentioned in your memo to me dated 2/25/95 . • First of all, I consider any performance evaluation from my bosses to be important and I do not take the concerns that you have expressed in your memo of 2/25/95 lightly. I am hopeful that as a result of our meeting, you will feel comfortable to approach me immediately with any concerns you may have over my performance so that no frustration be built up between us . In the second paragraph you discussed the deterioration of the morale of my staff. I am surprised by this, but I was concerned to the degree that I called a special staff meeting yesterday at 4 :00 p.m. to ask staff what problems they are having with me and what can be done to improve the morale. Interestingly, it appeared that the relationship between them and to some degree their relationship with the politics of the City has contributed to their concerns . Some pointers were received by me and I will meet with staff at least once a month to continue the dialogue . Incidently, the results of the meeting even more clearly ' suggests that some kind of retreat is needed by all . As we discussed, you and I have a difference of opinion regarding the Police Department radio system. First of all, I have had Motorola engineers check to find the dead spots and to recommend any improvements to aide the problem. While we all know they are there, the Engineers could not find them and felt that they may be atmospheric rather than systemic . The 800 radio system was in last years Capital requests, but could not be funded. Remember, we were barely able to balance a budget last year due to the additional insurance costs to the City. Finally, I hope that the Mall Police Impact fees can offset some of the costs estimated at between $250 , 000 and $400, 000 . 00 . Page Two In regard to the data processing system, we are close to presenting a multi year program to the Commission for review. It took close to a year, to put together the department heads needs, ' go to RFP' s and select a company that can provide a full integrated system for the Commission to see. The first years funds were budgeted for FY 95-96 and our target has always been near mid-year ' of this fiscal year. The City Manager is responsible for any mistake made by his/her staff. In this case, representatives of the Cit were at the seminar regarding the change die occupats.ona law and failed to report t e gni icance o t is egis ation. No excuse, bus 'the facts . I believe the major chasm developed between you and I is over the Winn Dixie shopping center, and your feeling that I disregarded the wishes of the City Commission on how this project should develop. As the City Manager, the interpretation of the City Commissioners. legislative policy represents one of the ' most important functions of my office. In this case, it is clear that after listening to the tapes of the meeting and contacting a former City Commissioner that was seated during this issue, I had mis- interpreted your desires . This will happen, hopefully rarely, but it did in this case. Immediate y, stopped any further erroneous direction given to the developer prior to any economic harm to anyone. At no time, have I ever or will I ever attempt to undermine , your wishes as a collective body. I have told every staff member t a wi h, that the true professional is the person who does a superior 'ob in carrying out the policy wishes of a City Commission, when e s.e •oes no agree wi t e po icy set. Finally, I will endeavor to adjust my schedule to be at City Hall during all work nours; to make sue that I am more readily available to the staff and citizenry. Since I was totally surprised by your review of my recent performance, I feel it is important to meet with each City Commissioner to determine whether they too have problems with me that I am unawa e of. I wi _ a so s are your e er wit t em in an extort to communicate those concerns you have. I am hopeful that through these anxious times, a better a ministration for our resi.en s can be ac ieve. . cc : Mayor & City Commission MEETING DATE AGENDA REPORT AGENDA i 1 // August 14,, 1995 ;EA/r /44/ /f Section: Council Discussion Subject: Hurricane Erin Incident Item#:,./. Report Dept./Office: Fire and Emergency Medical Services . Requested Action or Motion: Receive Hurricane Erin Incident Report i Summary Explanation & Background: Erin is fifth named storm of the 95 Season. Peak just beginning. City's Disaster Preparedness Plan proves dependabl . Sunday, 7/30/95 at 11:30 pm Tropical Storm Erin. Probable landfall in Miami area. Monday, 7/31/95 at 11:30 am Emergency Condition (EMCON) 1. Readiness reviewed by staff. Tuesday, 8/1/95 at 10:45 am -EMCON 2. EOC opens. Contact Seminole/Orange EOCs. Tuesday, 8/1/95 at 3 pm Category 1 Hurricane Erin. Landfall projected north to New Smyrna. Watch issued for hurricane force winds in Orange/Seminole Counties. Normal business activities suspended for 8/2/95. Tuesday, 8/1/95, 7 pm EMCON 3. EOC fully operational. Wednesday, 8/2/95, 5 am EMCON 4. Lift station/water plant alarms, signal failures and roadway blockages. 10:45 am - EOC discontinued. Parks and Recreation 2 Parks Maintenance personnel posted at E.O.C. 2 at Fire Station at 10:00 p.m. 8/1/95. 10 Parks Maintenance and 3 Recreation Maintenance personnel working at 50 locations,8/2/95 and 8/3/95. 13 trees down. 12 damaged and removed. 10 street trees replanted. Dozens of broken limbs hanging in trees. Sanitation Division 5 trucks for bulk yard waste on 8/3/95. Regulations suspended. Adequate services by 8/4/95. City contractor used Ke4iannee as staging. Normal regulations 8/10/95. Public Works Water plants on line except#2 on 8/2/95. 6 am, 8/2/95, 15 lift stations without Florida Power. 9:30 a.m.,(8/3), 7 stations on generator power. No surface discharge and no wastewater back up into homes. Teams clearing storm drains and City roof drains. 5 p.m.,8/3/95, 5 USA Services sweepers had worked 29 hours. Water treatment plant #4 back on Florida Power at 1 a.m.,8/5/95. 3 a.m.,(8/5), all lift stations up. � l Police Department 0 7:00 pm, 8/1/95, emergency condition operation for 24 hours. Double shift coverage -enhanced business and residential patrols. D Responded to 128 calls for service. 15 non-exempt employees worked 117 overtime hours ($2,325.10). Exempt personnel contributed 72 hours. Four major intersections required manual control. 15 officers supplemented normal schedule. Fire Department c°/ --; 1 6 members supplemented duty crews. Overtime of 51,404. ./ Exempt members contributed 61 hours. 2nd Engine Company and Suburban in service at EOC. Communications by 800 MHz and VHF. 29 emergency responses in 24 hour period. Damage Assessment : 339,500.00 residential / house to house survey / Fiscal Impact: N/A I I Exhibits Attached: ontact Pers.n: D• Hardester Hurricane Erin Report I$to #: 3• Department Head 7„ �( I CityMana_ s Off• di Reviewed by City Attorney 182 Con it Evaluation of th ity Manager Page 3 • II . RANKING OF PRIORITY Each of the previously outlined areas of managerial respon- sibility is important . However , the City Manager frequently has to prioritize his time and effort in selected areas , at some expense to the others . Please give your ranking of importance (we have excluded personal characteristics ) as to where he should focus his time and effort . Number "1" should be the area of the highest priority, with "9" the least important . 1 Administration and Organizational Management Employee Relations and Staff Development oq-- Budgeting and Financial Management Policy and Program Development Policy Implementation Long Range Planning Public Communications Relations with Mayor and Council 7 Intergovernmental , Neighboring Community, and • Professional Responsibilities • Comments : Please provide any comments which would elaborate on the above prioritization, including being more specific about areas tha'it are of special concern to you . 1982 Council Evaluation of the City Manager • Page 4 III . EVALUATION OF THE MANAGER BY AREA Rate the City Manager on his performance in each of the ten areas , by placing an "X" next to the term which you feels best describes the manager ' s performance in that area. 1 . Administration and Organizational Management Does the Manager plan and organize the work of the City organization in a way that effectively and efficiently carries out the goals and policies adopted by the City Council ? 17/ Most Often Usually Sometimes Seldom 2 . Employee Relations and Staff Development Does the Manager recruit and retain high quality employees „ and motivate them to put forth their best efforts ? Does the Manager create among the City employees an attitude of com-- mittment to the organization and its purposes ? Most Often ✓ Usually Sometimes Sel4om 3 . Budgeting and Financial Management Does the Manager present a realistic budget that meets the ; City' s needs within its ability to pay? Does he devote suf- ficient attention to maintaining the long-term fiscal health of the City? �ost Often UsuallySometimes s Seldom 4 . Policy and Program Development Does the Manager effectively assist the Council in for- mulating City policies and programs which will meet the broad goals and objectives the Council has set for the City? Most Often Usually Sometimes Seldom 5 . Policy Implementation Once a policy or program has been developed and/or approved by the Council , does the Manager effectively implement the program in such a way that the desired outcomes are achieved? Also , are/programs organized and implemented efficiently? Most Often Usually Sometimes Seldom 1`982 Council Evaluation of the City Manager Page 5 6 . Long Range Planning In carrying out his responsibilities , does the Manager devote sufficient attention to taking a future oriented perspective , so that the policies and management procedures used enable the City to effectively spond to its future? Most Often Usually Sometimes Seldom 7 . Public Communications Is the Manager effective in speaking for the City, and inspiring a sense of respect in citizens for the City government? Is the Manager sensitive and effective in dealing with the requests and complaints of the individual citizens? noes he maintain an open and positive relationship with the press ? Most Often Usually Sometimes Seldom 8 . Relations with Mayor and Council Does the Manager maintain an open and honest channel of cojm- munication with Councilmembers , both collectively, and individually? Is the Manager , in the way he carries out his duties and responsibilities , supportive of the Mayor and Council in their efforts to carry out their responsibiliti,es as elect officials ? • Most Often Usually Sometimes Seldom 9 . Ingovernmental , Neighboring Community, and Professional Responsibilities Is the Manager effective in dealing with other levels of government and neighboring communities , to achieve amicable solutions to mutual problems , while vigorously defending the interests of the City of Coon Rapids? Does the Manager ac- tively participate in metropolitan and state policy making' groups , as well as professional organizations , and does he', pro�vidleadership to other managers in the area? V Most ua Often Usually s Ily Sometimes Seldom 10 . Personal Characteristics Does the Manager display personal characteristics which enhance his ability to c ry out the responsibilities of the Chief Administrative 0 icer of the City of Coon Rapids? Most Often Usually Sometimes Seldom IV. ADDITIONAL WRITTEN COMMENTS. MANAGERS STRONG POINTS AND ACCOMPLISHMENTS THIS YEAR, 1. I WOULD NOT EXPECT NOR WANT A CITY MANAGER THAT ALWAYS AGREES WITH ME. IN EFFECT I DO NOT WANT A YES MAN. WE DO NOT ALWAYS AGREE AND! RESPECT THAT FACT. EACH OF US SPEAKS OUR PIECE AND YE i WE CAN UEHAk i AS FRIENDS. I CONSIDER THAT A VERY ADMIRABLE TRAIT IN A CITY MANNAGEP vn! iA nnnq IS ALWAYS OPEN TO ME, YOU ALWAYS LIS i EN TO MY GONCERNS.'i OU HAVE LEAL OCOEE INTO A NEW ERA OF GROWTH AND PROSPERITY YOUR STAFF !S W!Tun!IT DOUBT THE FINEST OF ANY CITY. HAVING LIVED IN OCOEE rOk MA.64 Y YEARS I HAVE SEEN CITY MANAGERS COME AND GO NEVER HAVE I SEEN ONE AS OUAI !Fico INFORMED, AND AS ADMINISTRATIVELY STRONG AS r OU ARE. YOU HAVE MY UNQUALIFIED SUPPORT AND ENDORSEMVMEN i. AREAS NEEDING IMPROVEMENT WE ALL HAVE ROUGH EDGES THAT NEED HONING. I SUPPOSE YOURS MIGHT BE IN THE FIELD OF PUBLIC RELATIONS. HOW THE PUBLIC PERCEIVES YOU AND HOW YOU REALLY ARE MAY NOT BE THE SAME. I BELIEVE THAT YOU HAVE MADE GREAT STRIDES IN THIS AREA, THAT YOU HAVE MADE A SINCERE EFFORT TO IMPROVE YOUR PUBLIC IMAGE AND I WOULD ENCOURAGE YOU TO CONTINUE IN THIS FIELD. ONCE AGAIN, MY THANKS FOR MAKING OCOEE A LEADER !N FLORIDA CITIES. ---- 1� 191 • • 'Co nail Evaluation cfi th itv Manager Page 3 • R I II . RANKING OF PRIORITY Each of the previously outlined areas of managerial respon- sibility is important . . However , the City Manager frequently has to prioritize his time and effort in selected areas , at some expense to the others . Please give your ranking of importanc ( we have excluded personal characteristics ) as to where he sh uld focus his time and effort . Number "1" should be the area of he highest priority, with "9" the least important . Administration and Organizational Management . Employee Relations and Staff. Development r). Budgeting and Financial Management 3 Policy and Program Development aPolicy Implementation . Long Range .Planning Public Communications IRelations with Mayor and Council 3 Intergovernmental , Neighboring Community , and Professional .Responsibilities Comments : Please provide any comments. which would elaborate on the above prioritization , including being more specific about areas that are of specialconcern to you . • _ouncil Evaluation of the City Manager Page 4 III . EVALUATION OF THE MANAGER BY AREA Rate the City Manager on his performance in each of the ten areas , by placing an "X" next to the term which you feels best' describes the manager ' s performance in' that area . 1 . Administration and Organizational Management Does the Manager plan and organize the work of the City organization in a way that effectively and efficiently carries out the goals and policies adopted by the City Council ? Most Often Usually Sometimes Seldom 2 . Employee Relations and Staff Development &Does the Manager recruit and retain high quality em• lo ees and motivate them to. put forth their best • efforts ?Shoes the Manager create among the City employees an attitude of com* mittment to the organization and it's purposes ? • Most Often 4 Usually Sometimes 9,L Seldom 3 . Budgeting and Financial Management 6oes the Manager present a realistic bu• _ et that meets the City' s needs within its ability to pay .figIoes he devote suf- ficient attention to maintaining the long- term fiscal healh of the City? Most Often (_;_) Usually Sometimes Seldom 4 . Policy and Program Development Does the Manager effectively assist the Council in for- mulating City policies and programs which will meet the bro,ad goals and objectives the Council has set for the City? Most Often Usually I/ Sometimes Seldom 5 . Policy Implementation Once a policy or program has been developed and/or approved '• by the Council , does the Manager effectively implement the program in such a way that the desired outcomes are achieve? Also , are programs orga ' zed and implemented efficiently? Most Often Usually Sometimes Seldom Council Evaluation of the City Manager Page S • 6 . Long Range e Plannin In carrying out his responsibilities , does the Manager devote sufficient attention to taking a future oriented perspective , so that the policies and management procedures used enable the City to effectively respond to its future? Most Often Usually !/ Sometimes Seldom 7 . Public Communications (/) s the Manager effective in speaking for the City, and inspiring a ense of respect in citizens for the City government? aj s the Manager sensitive and effective in dealing w' the requests and complaints of the individual's citizens?Coes he maintain an open and positive relationship with the press ? Most Often Usually Sometimes OF eldom 8 . Relations with Mayor and Council Ioes the Manager maintain an open and honest channel of com- munication wit Councilmembers , both collectively, and individually? .2- s the Manager , in the way he carries out his duties and responsibilities , supportive of the Mayor and Council in their efforts to carry out their responsibilities as elected officials? —(::) . Most Often Usually Sometimes (1) Selildom 9 . Ingovernmental , Neighboring Community, and Professional Responsibilities GIs the Manager effective in dealing with other levels of government and neighboring communities , to achieve amicable solutions to mutual problems , while v ' rously defending t -le interests of the City of Ocoee _ oes the Manager ac- tively participate in metropolitanan state policy making', groups , as well as professional organizations , and does he !, provide leadership to other managers in the area? Most Often Usually Sometimes Seldom 10 . Personal Characteristics Does the Manager display personal characteristics which enhance his ability to carry out the responsibilities of the Chief Administrative Officer of the City of Ocoee . . Most Often Usually Sometimes v Selcom Council Evaluation . of the City Manager Page 6 IV. ADDITIONAL WR COMMENTS- - Attach COMMENTS Attach additional page if needed .• ', What do you feel are some of the Manager ' s strongest points and finest accomplishments this year ? 4-41-dkd • • • • What areas of ers the Mana er ' g performance do you feel most need improvement ? Why? Do you have suggestions as to how the Manager can improve in these areas ? i -t Sig atu e Date STRONG POINTS S The City Manager' s strongest point, in my opinion, is yo r knowledge and understanding of municipal government. This is t e area where your years of experience are beneficial. I also belie e you have the ability to select very professional and capab e departments heads. I think their collective efforts have offs t your deficiencies. It is unfortunate, but I am unable to give an example of yo r finest accomplishment this past year. NEEDS IMPROVEMENTS Ellis, in my evaluation on June 29, 1994 and my memo to y.0 dated February 25, 1995, I stated my concern regarding yo r communication effort. I still believe you have made little attem.t to open a positive two way dialogue with the employees. It appea s to me that employee morale is very low. I am advised th.t employees are afraid to speak up for fear of reprisals. I do n.t think this leads to the most productive or beneficial service o our employees and can only have a detrimental effect on service o our residents. I continue to hear from both residents and t e business community of your intimidating, domineering manner. This can only lead to frustration and lack of faith in our municip. l government. As the Chief Executive Officer of the City of Ocoee, it is your responsibility to create an open, friendly, and truthf 1 dialogue with all. In my February memo, I also expressed my concern regarding t e issue of your time commitment to your job. In reviewing the In/O t Logs from February 1, 1995 through September 26, 1995, it appea s to me there is abuse in your time. First, on many occasions, your lunch hour may be one and a half to two hours long. Secondly, it appears you still lea e before 5:00 p.m. on many occasions. Thirdly, there appears to be some time out that is not accounted for on the Absence Log date. September 17, 1995 (also 8/18, 8/17, 8/15) . I am also concerne. with your frequent, unplanned use of 4.0 hours of vacation tio- (nineteen days) . All other employees are required to request vacation at least two weeks in advance. While there should alwa s be room for emergencies, it appears to be excessive on your part. As the Chief Executive it is your responsibility to set t - example, not the exception. If the staff does not see you makin• a commitment, it makes it difficult for you to expect the same fro them. I also stated my annoyance with your need to play word games, crosswords puzzles, or doodling at Commission meetings and whe addressing you in your office. I find this very insulting an demeaning. The message you send is that of a lack of interest o concern for the matter at hand. In reviewing the American Express Card bill, I am concern:d about the perceptions raised by your entertainment of a commissioner, seven times in the period June 29, 1994 to July 2 , 1995. I feel it is your duty to state the purpose and subject matter in order to properly justify using taxpayers funds. I . also concerned with the charge of $151 .67 on July 3, 1995. T e record indicates the dinner was for Commissioners Foster a d Johnson. While I would never assume there was any violation of t e Sunshine Law, I do not think it showed proper judgement: firs ', entertaining two commissioners without witness and, second, t o days prior to a City Commission meeting. I am also concerned abo t a charge for $126.23 on November 17, 1994, for dinner at LaCantin- . The records indicate this was dinner with the Mayor a d Commissioners. I was not at this dinner and I have my doubts th-t the Mayor was in attendance. It also disturbs me that you would use taxpayers funds to f y first class (trip to Boston) . I believe this is an abuse of privilege and a misuse of funds. While the dollar amounts may nit be large, it appears to be a lack of judgement concerning the abo e issues. I also think it is necessary for a complete review of o r cellular phone policy-- who should have phones, justificatio , auditing, and accountability. The taxpayers should ONLY pay f.r necessities, not luxuries, and should never pay for personal call- . Ellis, as a member of the I .C.M.A. you agree to abide by a Code of Ethics. While there are no legal or enforcement mechanis s of these ethics, they stand in the hopes of maintaining confidence and belief in the professional basis for City Management. In reviewing the twelve stated objectives, it appears to e that not all are implemented on a consistent and equal basis. In particular are numbers 3, 6, 7, 8, 9, 10, and 12 . I am deeply concerned in your belief that it is your job so do what any elected official asks. Even if that means getti g involved in political differences between the elected official-. You stated that you thought I was naive in my understanding of h.w the system works. Well, I may be, but I believed the contract th's Commission gave you allowed you to concentrate on being the Cisy Manager. I believed the opportunity was there for you to remo e yourself from the politics. I am deeply disappointed in your attitude and performane since my memo in February. It appears to me you did little o address or correct my concerns. While you may have the support f the Commission, I have lost faith and trust in your ability to e an effective City Manager for the City of Ocoee. ICMA Code of Ethics with Guidelines • AS Adopted by the ICMA Executive Board in 1924 and most recently revised in January 1994 of ICMA is to increase the.proficiency of city managers, county manager irs and to strengthen the quality of urban government through g s, and other ase objectives, certain principles shall govern the conduct of g professional management.unicipal every member of ICMA, wOsha!l� a dedicated to the concepts of ef- less the employer makes fundamental ie and democratic local government changes in terms of employment. • 5. Submit responsible elected officials and be- Credentials.An application for employ- officials; provide them ad- pre that professional general manage- policy proposals t elected ,hent is essential to the man Sof to allt should bdetails complete ext experi- makis with fact and o vice on matterssion of and setting this objective. y as a basis for ence,and personal history.Members should goals;and uphold and mpleme municiy recognize that both omissions and inaccu- pal policies adopted by elected fficials. 2. Affirm the dignity and worth of the racies must be avoided. Professional Respect. Members too:: services rendered by government and ing a Guideline management position should show maintain a constructive,creative,and prat- respect for tical attitude toward urban affairs and a professional persons formerly Coroles-ng Roles.rMembers oth Iho serve deep sense of social responsibility as a • o1ding the position or for others who might multiple roles—working as both ity atter be applying for the same position. Proles orn- trusted public servant. sional respect does not ney and city manager for the sae preclude honest munity, for example—should avoid differences of opinion; it does preclude participating in matters that creat the ap- Guideline attacking a person's motives or integrity in order to be appointed to a disclose pearance of a conflict of interest.Theyshould Advice to Officials of Other Municipals Positign. disclose the ties. When members advise and respond to Confidentiality. Members should not potential conflict to te gov- discuss or divulge information with anyone elicit body so that other opinions may be inquires from elected or appointed officials of about pending or completed ethics cases, solicited. les other municipalities, they should inform the exceptf Procedureas specificallyrEnforcement authorized of the Code administrators of those communities. of for the Code of Ethics. 6. Recognize that elected representa- Seeking Employment.Members should fives of the people are entitled to the not seek employment for a position having credit for the establishment of rr unicl- Be dedicated to the highest ideals of an incumbent administrator who has not pal 3. resigned or been officially informed that his execpuotio ierests with theility memfor be s. honor and integrity in all public and per- sonal relationships in order.that the member or her services are to be terminated. �Pollcy may merit the respect and confidence of the elected officials,of other officials and employees, and of the public. 7. Refrain from participation In the'Ielec- 4. Recognize that the chief function of tion of the members of the em I local government at all times is to serve legislative body, and from all P tjsan Guidelines the best interests of all the people. political activities which would i pair Public Confidence. Members should performance as a professional admin- Public conduct themselves sc.as to maintain public Guideline confidence in their profession, their local istrator. government, and inttheir Length of Service. A minimum of two the public trust. performance of years generally is considered necessary in Guidelines Impression of Influence. Members the municorder to ipality. A shorprofessional on a should be shouId ponduot their nflu sal and personal the exmunicionpa Athan a nurersh expe-be Elections ofithe Governing reputationBody.for 4erv- shaffous in c conduct ca manner as to nd the clear rience. However,ratheruderthan special circum- bers should maintain at bis of Impression that then cannot give improperly stances, may be in the besteinterestsl of the governing and impartially all ipmbe heyof influenced in the performance b rla itpay ed h member to se a_ sthe governing body of the municipality inflciaduties. serve,houtd not engageg inf party.csTo its end, they rate in a shorter time. Examples of such the election campaign on behalf of qr in Appointment Commitment. Members circum-stances would include refusal of the active participate n in who accept oin an appointment to a position appointing should not fail to report for that position. cocern concerning conuthority to ditions employment,nta body.sition to candidates for the governing This does not preclude the possibility of a vote of no confidence in the member, or bers should not member considering several offers or seek- severe personal problems.It Is the res on- Elections of Elected Executives.M$m- ing several positions at the same time, but sibility of an applicant for a position to as- cugvge in the election once a bona fide offer of aas P campaign of any candidate for mayor,or been accepted, that commitment i should certain Inadequatelyclition determining terms of employ- elected county executive. of es o emplo - Other Elections.theMembersnshare nSi- be honored. Oral acceptance of an em- meet prior to arrival does not justify cloyment offer is considered ptanc binding - mature termination. rev p y their fellow citizens right and rndpon e- pre- their to exercise their franchise and voice their opinion on public issues. However, in . , order not to impair their effectiveness on tiality govern a member's decisions per- there is a conflict with personal inv stments. behalf of the municipalities they serve,they taining to appointments,pay adjustments, Purchases and sales which migh be inter- should not participate in election campaigns promotions, and discipline. preted as speculation for quick pr fit ought for representatives from their areas to county, to be avoided (see guideline on" onfiden- school, state, and federal offices. Guideline tial Information"). Elections on the Council-Manager Because personal investm a nts may Plan.Members may assist in preparing and Equal Opportunity. Members should prejudice or may appear to influ nce offi- presenting materials that explain the coun- develop a positive program that will ensure cial actions and decisions, mem ers may, cil-manager form of government to the public meaningful employment opportunities for in concert with their governing ody, pro- prior to an election on the use of the plan.If all segments of the community. All pro- vide for disclosure of such investm nts prior assistance is required by another commu- grams, practices. and operations should: to accepting their position as mu icipal ad- nity, members may respond. All activities (1) provide equality of opportunity in em- ministrator or prior to any official action by regarding ballot issues should be conducted ployment for all persons; (2) prohibit dis- the governing body that may of ect such within local regulations and in a profes- crimination because of race,color,religion, investments. sional manner. sex,national origin,political affiliation,physi- Personal Relationships. embers Presentation of Issues. Members may cal handicaps, age, or marital status; and should disclose any personal re ationship assist the governing body in presenting is- (3) promote continuing programs of affir- to the governing body in any insta ce where sues involved in referenda such as bond mative action at every level within the orga- there could be the appearance of a conflict issues, annexations, and similar matters. nization. of interest. For example, if the anager's • It should be the members' personal spouse works for a developer d ing busi- and professional responsibility,to actively ness with the local government,) that fact recruit and hire minorities and women to should be disclosed. 8. Make it c duty continually to improve serve on professional staffs throughout their Confidential Information. embers the member's professional ability and to organizations. s:-.ould not disclose to others. r use to develop the competence of associates in further their personal Interest, c nfidential the use of management techniques. information acquired by them in 11 a course of their official duties. 12. Seek no favor; believe that personal • Private Employment.Membrs should Guidelines aggrandizement or profit secured by con- not engage in,solicit,negotiate for, r promise Self-Assessment.Each member should fidential information or by misuse of pub- to accept private employment, or should assess his or her professional skills and abili- lic time is dishonest. they render services for private i terests or ties on a periodic basis. conduct a private business when such em- Professional Development.Each mem- Guidelines ployment, service, or business creates a ber should commit at least 40 hours per conflict with or impairs the proper discharge year to professional development activities Gifts. Members should not directly or of their official duties. that are based on the practices identified indirectly solicit any gift or accept or re- Teaching,lecturing,writing,or(consulting by the members of ICMA. ceive any gift—whether it be money, ser- are typical activities that may rot Involve vices,loan,travel,entertainment,hospitality, conflict of interest or impair the proper dis- promise, or any other form—under the fol- charge of their official duties.Pri r notifica- lowing circumstances: (1) it could be rea- tion of the appointing authority Is ppropriate 9. Keep the community informed on mu- sonably inferred or expected that the gift in all cases of outside employm nt. nicipal affairs; encourage communication was intended to influence them in the per- 'Representation. Members hould not between the citizens and all municipal of- formance of their official duties; or (2) the represent any outside interest efore any ficers; emphasize friendly and courteous gift was intended to serve as a reward for agency, whether public or priv te, except service to the public;and seek to improve any official action on their part. with the authorization of or at th direction the quality and image of public service. It is important that the prohibition of of the appointing authority they Serve. unsolicited gifts be limited to circumstances Endorsements. Members Should not related to improper influence.In de minimis endorse commercial products r services situations such as tobacco and meal checks, by agreeing to use their photo raph, en- 10. Resist any encroachment on profes- for example, some modest maximum dol- ' dorsement, or quotation in pai or other sional responsiLilities,believing the mem- lar value should be determined by the mem- commercial advertisements,wh ther or not ber should be free to carry out official ber as a guideline. The guideline is not for compensation. Memoers ma ,however, policies without interference, and handle intended to isolate members from normal agree to endorse the followin , provided each problem without discrimination on social practices where gifts among friends, they do not receive any compe sation: (1) the basis of principle and justice. associates, and relatives are appropriate books or other publications;(2) rofessional for certain occasions. development or educational se vices pro- Guideline Investments in Conflict with Official vided by nonprofit membershi organiza- Duties. Members should not invest or hold tions or recognized educational I stitutions; Information Sharing. The member any investment,directly or indirectly, in any (3) products and/or services i which the should openly share information with the financial business,commercial,or other pri- local government has a direct,) economic governing body while diligently carrying out vate transaction that creates a conflict with interest. the member's responsibilities as set forth their official duties. Members'observations,opinions,and . in the charter or enabling legislation. . In the case of real estate,the potential analyses of commercial products used or use of confidential information and knowl- tested by their municipalities are appropri- edge to further a member's personal inter- ate and useful to the profession when in- est requires special consideration. This cluded as part of professional articles and 11. Handle all matters of personnel on the guideline recognizes that members'official reports. basis of merit so that fairness and impar- actions and decisions can be influenced if "CENTER OF GOOD LIVING - PRIDE OF WEST ORANGE" MAYOR• COMMISSIONER ,c/OCOee S.SCOTT VANDERGRIFT O. ,, O COMMISSIONERS / • CITY OF OCOEERUSTY JOHNSON ••-• �0 a. SCOTT A.GLASS SCOTT ANDERSON O 150 N.LAKESHORE DRIVE JIM GLEA8ON '�. ( ?Ct OCOEE,FLORIDA 34761-2258 'yJ, • (407)656-2322 F • CITY MANAjGER Op GOOD ELLIS SHAPIRO TO: The Honorable Mayor & Board of City Commissioners FROM: Ellis Shapiro, City Manager DATE: January 3, 1996 RE: GENERAL COMMENTS - RE: MY EMPLOYMENT Seven years ago this week I began my employment with the City of Ocoee. When I was hired, the City had a good plan but did not have any idea how to implement the plan correctly. The City had extremely limited resources and many times had to rely on developers to help them with utility lines and park improvements . There were no impact fees and no knowledge on how to legally implement them. The City had an old steel ring sewer plant that was leaking, two water plants with well problems, and a desire to build Clarke Road with no way to implement the construction or even get the right-of-way. The City had a general fund budget that was $250, 000 in the hole only three months into the fiscal year, a utility fund that could not support any kind of bond issue and was not billing over 20% of its water usage, and a sanitation fund that was continually loosing money with equipment that was at best suspect . The average City employee was being paid in the bottom third of the Central Florida pay scales and there was a mass exodus of trained employees each year. There was no personnel system, the workers' compensation rates were at 1 . 5 and we were even insuring items that the City didn' t have anymore . The fire trucks were out of date and second hand, the police cruisers were limited in number with high mileage and unsafe and the Public Works and Public Utility department had rolling stock that was old and always needing repair. The development review process did not work and it took the average project six months to a year to be approved. The building inspection was limited, and there was no utility inspection or drainage inspections at all . The City' s limited staff worked hard to get ready for growth but had limited experience and limited resources with which to operate. In the last seven years, all our funds have become financially stronger. The general fund has had cash carry-overs five out of ', the seven years. The utility fund has been able to support a major ', bond issue and the sanitation fund has had a profit each year. Between impact fees and proper financial management, we have, been able to build Clarke Road, prepare to do several other road segments, build a world class sewer plant, drill several water wells, build a new City Hall and Police Facility, re-equip the Fire ', Department with new equipment, build two parks, have a public golf ! course at no cost to the City, equip the Police Department with new cars, new weapons and better radio equipment . The average City employee is now paid in the top quartile of , most job classifications in Central Florida and we have little or no job turnover. Our workers' compensation claims have been negligible and our rating at . 69 is probably the lowest of any governmental unit in the state. The development review process has worked more efficiently resulting in phenomenal growth including a major hospital and one ', million square foot mall . Our concurrency system has substantially ', been successful . Our inspection capabilities have increased ', dramatically and we have assembled a staff that includes expertise not found in Cities much larger than ours. This City has come a long ways in the past seven years and I , stand ready and capable of following your policies in order to continue our phenomenal progress in this coming exciting year. Respectful Submitted, MEMORANDUM OF AGREEMENT tir, THIS MEMORANDUM OF AGREEMENT ("this Memorandum") is made ', this 17 day of November, 1995 by and between the City of Ocoee, Florida (the "City") and Ellis Shapiro (the "Employee") . The City and the Employee hereby agree as follows: 1. The City and the Employee have heretofore entered into an Employment Agreement dated August 2, 1994 ("the Employment ', Agreement") whereby the Employee has been employed as City Manager for a term commencing on August 1, 1994 and expiring on January 31, 1997. The Employment Agreement addresses certain circumstances under which the Employee may be terminated by the City with or without cause, but does not address the potential that the Employee would seek and accept alternate employment prior to the expiration of the term of the Employment Agreement. 2. The Employee has advised the City Commission that he desires to have the opportunity to seek and accept alternate employment without being in breach of the Employment Agreement and without compromising any of his rights thereunder, including, but not limited to the right to continue to be employed by the City until January 31, 1997. 3 . The City agrees that the Employee may seek alternate employment prior to the expiration of the term of the Employment Agreement and that such action will not be a breach of the Employment Agreement or constitute a basis for termination with cause. The City and the Employee agree that (i) time spent by the Employee in such job search activities will be on off hours such as normal days off or vacation time, and (ii) typing, printing and postage costs associated with any such job search will be a personal expense of the Employee and not charged to the City. Notwithstanding the foregoing, it is agreed that the Employee may undertake the following activities during normal business hours without being required to utilize personal leave or vacation: communicating with prospective employers, updating resume, drafting correspondence and other similar job search activities. 4 . The City agrees that the Employee may, without being in breach of the Employment Agreement, resign prior to the expiration of the term of the Employment Agreement so long as the City is given written notice at least 30 days prior to the effective date of such resignation. Acceptance by the City Commission shall not be a condition to such resignation becoming effective on the date specified by the Employee. In such event all of the Employee's rights and privileges under the terms of the Employment Agreement and as a City employee shall terminate on the effective date of the resignation, except that (i) the Employee', shall be entitled to receive (on the effective date of the resignation) the cash value of all accrued and unused personal' leave, and (ii) the City will remain obligated to make the annual contribution to the ICMA Retirement Plan in accordance with the Employment Agreement except that the percentage contribution will'. be based upon the actual salary paid to the Employee through the effective date of the resignation rather than the base annual salary of the Employee. 5. This Memorandum shall be interpreted, construed and, governed according to the laws of the State of Florida. In the event of any conflict between the provisions of this Memorandum and . the Employment Agreement, it is agreed that the provisions of this Memorandum shall control. IN WITNESS WHEREOF, the City and the Employee have . executed this Memorandum of Agreement as of the day and year first above written. APPROVED: CITY OF OCOEE, FLORIDA EMPLOYEE: o� fl S. Scott Vandergrift,1M or E1 �:'�'`��iro ATTESTrader J n. Grafton City Clerk FOR USE AND RELIANCE ONLY BY APPROVED BY THE OCOEE CITY THE CITY OF OCOEE, FLORIDA. COMMISSION AT A MEETING HELD APPROVED AS TO FORM AND ON No d „ipi - 9, ]/9.1- LEGALITY THIS 'ThDAY OF UNDER AGENDA ITEM NO. aL E NOVEMBER, 1995. FOLEY iWDNFA City Attorney C:IWPSI\DOCS1OCOE ERDDH11.01BI PER:dh Iavili l - iO3jij EMPLOYMENT AGREEMENT THIS EMPLOYMENT AGREEMENT ("this Agreement") is made between the CITY OF OCOEE, a municipal corporation organized and existing under the laws of the State of Florida, with its office located at City Hall, Ocoee, Florida (hereinafter referred to as the'. "City"), and ELLIS SHAPIRO, whose residence address is 23 7th Street, Ocoee, Florida 34761 (hereinafter referred to as the "Employee"). In consideration of the mutual promises and covenants herein contained, the parties agree as follows: SECTION ONE CITY MANAGER'S EMPLOYMENT AND DUTIES The City hereby agrees to employ the Employee as City Manager and the Employee hereby agrees to accept such employment, all subject to the terms and conditions set forth in this Agreement. The Employee shall devote his full time to act as City Manager for the City of Ocoee and to carry out to the best of his ability all the duties imposed upon him by the Charter and the Ordinances of the City of Ocoee and such other duties as the City Commission from '. time to time may require of him. SECTION TWO COMPENSATION - DATE OF SERVICES 1. BASE SALARY. In consideration for the services rendered under this Agreement, the Employee shall receive a base salary of $67,267.00 per year commencing on August 1, 1994. The base salary per year shall be payable bi-weekly in twenty-six (26) installments. Notwithstanding the foregoing, the base annual salary of the Employee shall always be at least ten percent (10%) greater than the base annual salary of all other regular employees of the City. In the event the base annual salary of the Employee is at any time less than ten percent (10%) greater than the most highly paid regular employee of the City, then the base annual salary shall be automatically increased to an amount ten percent (10%) greater than that of the most highly paid regular employee of the City (other than the Employee). In the event of any such adjustment, the Finance Manager shall so advise the City Commission. 2. FRINGE BENEFITS. The Employee shall be entitled to the following fringe benefits at the expense of the City: a. Personal Leave: Personal leave shall be the same as other full-time employees. 1 b. Holidays: Holidays shall be the same number and accrue in the same manner as all other employees of the City. c. Health. Dental and Vision Insurance: The City shall provide', comprehensive health, dental and vision insurance coverage in the City health insurance program to the Employee and all members of the Employee's family on the same terms and conditions as provided to other City employees and their family members. d. Automobile: The City shall provide an automobile for the Employee during the term of this Agreement. The City shall pay all maintenance, insurance, operating and car telephone costs associated with such automobile. e. Dues and Subscriptions: The City shall pay all appropriate professional dues and subscriptions on behalf of the Employee for purposes of allowing his continued and full participation in direct job related national, regional, state and local associations and organizations necessary and desirable and as will permit his professional participation, growth and advancement for the good of Ocoee, Florida. f. Disability and Life Insurance: The City shall pay the annual premiums necessary to provide disability insurance and provide term life insurance on the Employee's life in an amount double the Employee's annual base salary. g. Deferred Compensation: The City acknowledges that the Employee has requested that he be enrolled in the International City Management Association (ICMA) retirement plan in lieu of the City Retirement Plan and that the City make an annual contribution to said ICMA retirement plan equal to eleven percent (11%) of the base annual salary of the '. Employee. The City agrees to make such annual contribution to said ICMA retirement plan. SECTION THREE TERMINATION: SEVERANCE 1. TERMINATION WITHOUT CAUSE. This Agreement may be terminated by the City, without cause, by a majority vote of the City Commission preceded by at least five (5) days notice by the City Commission to the City Manager of the proposed termination. Upon such termination of this Agreement, the Employee: (i) shall cease to be City Manager of the City and shall have no further powers, duties or responsibilities as a City employee; (ii) shall be paid 2 the cash value of accrued and unused personal leave; (iii) shall continue to be paid his base salary per year as of the date of termination of this Agreement, such salary to be paid on a bi- weekly basis in the same manner (including FICA contributions) as paid prior to the termination'. of this Agreement, until the earlier of (a) January 31, 1997, or (b) the date that the Employee obtains full-time employment with another employer; (iv) shall continue to receive, at the City's expense, the fringe benefits specified in Sections 2(c), (f) and (g) hereof with respect to health, dental and vision insurance, disability and life insurance and deferred compensation, respectively, in the same manner as received prior to the termination of this Agreement such', fringe benefits to continue from the date of termination of this Agreement until the earlier of(a) January 31, 1997, or (b) the date that the Employee obtains full-time employment with another employer; and (v) shall no longer be entitled to receive the fringe benefits specified in Sections 2(a), (b), (d) and (e), with respect to personal leave, holidays, automobile and dues and subscriptions, respectively, or, except to the extent expressly set forth herein, any other benefits provided to employees of the City. It is the intention of the parties that the Employee continue to be considered as an employee of the City following termination of this Agreement, but that the Employee shall have no further powers, duties or responsibilities to the City and shall not be precluded from accepting full-time employment at a location inside or outside of Orange County, Florida. In the event this Agreement is terminated and the Employee subsequently obtains employment with another employer, such employment shall not affect the obligations of the City to the Employee as set forth above, except as expressly set forth above. The ', aforementioned shall be in full consideration of all other claims of the Employee against the City. The parties hereto acknowledge that the procedures set forth in Section C-22 of Article IV of the City Charter are not applicable to removal of the Employee pursuant to this Paragraph. 2. TERMINATION WITH CAUSE. In the event the Employee is removed as City Manager of the City, with cause and in accordance with the procedures set forth in Section C-22 of Article IV of the City Charter, then this Agreement shall automatically be terminated. 3. NON-RENEWAL OF AGREEMENT. The provisions of this Section Three shall not be applicable to a non-renewal of this Agreement. SECTION FOUR TERM This Agreement shall be for a term commencing on August 1, 1994 and expiring on January 31, 1997. Six (6) months prior to the expiration of this Agreement, the City and the Employee may, but shall not be obligated to, negotiate a renewal agreement on such terms and conditions as may be mutually agreed upon. 3 FOR USE AND RELIANCE ONLY BY THE CITY OF OCOEE, FLORIDA. APPROVED AS TO FORM AND LEGALITY THIS f•f DAY OF AUGUST, 1994. FOLEYn LARDNE Lcoefj BY: 0/ed City Attorney APPROVED BY THE OCOEE CITY COMMISSION AT A MEETING HELD ON Ag6asT - / / 9`� UNDER AGENDA ITEM NO. re L' 5 SECTION FIVE NOTICES Any notices required to be given under this Agreement shall be sufficient if in writing and sent by registered or certified mail, return receipt requested, to the Mayor and City Clerk of the City c/o City Hall, as to the City, and to the Employee at the Employee's last known residence as shown in the records of the City. SECTION SIX MISCELLANEOUS 1. GOVERNING LAW: This Agreement shall be interpreted, construed and governed according to the laws of the State of Florida. 2. AMENDMENTS: No amendment or variation of the terms or conditions of this Agreement shall be valid unless in writing and signed by the parties. 3. ASSIGNABILITY: The Employee's rights and obligations under this Agreement are personal and not assignable. 4. INVALID PROVISION: The invalidity or unenforceability of any particular provision of this Agreement shall not affect the other provisions hereof, and this Agreement shall be construed in all respects as if such invalid or unenforceable provisions were omitted. 5. PRIOR AGREEMENT. This Agreement supersedes and rescinds that certain Employment Agreement between the Employee and the City dated December 17, 1992. IN WITNESS WHEREOF, the parties have executed this Agreement this (2 2 day of August, 1994. APPROVED: CITY OF OCOEE, ORIDA7.. EA/PLO S. Scott Vandergrift, Mayor Ellis . TTEST: 1 i/ P`AAll (SEAL) Je: 1 Grafto 1, Ci , Clerk 4 t ' J "CENTER OF GOOD LIVING - PRIDE OF WEST ORANGE" MAYOR• COMMISSIONER 0c4Z,ee S. SCOTT VANpERGRIFT ' ,c� COMMISSIONERS fri 1 •• CITY OF OCOEE_: 3 j RUSTY JOHNSON .4. D. I C 9 SCOTT ANDERSON O 150 N. LAKESHORE DRIVE SCOTT A.GLASS C144, : ..] V OCOEE,FLORIDA 34761-2258 JIM GLEINSON ih v Ate? (407)656-2322 t�� •. CITY MAN,IAGER OF G000 ELLIS SHAPIRO MEMORANDUM TO: THE HONORABLE MAYOR AND MEMBERS OF THE COMMISSION FR: PEGGY PSALEDAKIS, PERSONNEL DA: JANUARY 3, 1995 SU: CITY MANAGER EMPLOYMENT APPLICATION On this date Commissioner Gleason asked for a copy of the employment application and resume of the City Manager. I have also attached a copy of minutes from the special session of the Commission held on February 11, 1989 . If you require further information, do not hesitate to contact me. cc : City Manager Director Administrative Services City Clerk ('1Tv fFoc���F4 150 5.LAKESHORE DRIVE Occoel o OCCEE.FLORIDA 32761 • °1 i l APPLICATION FOR EMPLOYMENT M` Applicants are considered for all positions, and employees are treated during employment without regard to race, color, religion, sex, national origin, age, marital or veteran status, medical condition or handicap. As employers/government contractors, we comply with government regulationO and affirmative action responsibilities. PLEASE PRINT pG / DATE • I 0 1 NAME 3(�IAPIRJ at_i5 BIRTH DATE j b Last First Middle SOCIAL SECURITY NUf R p(-(s6 ''AGE ` 2_ SEX 1 PRESENT ADDRESS DlDY1 L Street City State Zip PHONE NUMBER Own Home _\\ Rent _ Board _ Height (49Weight c2,4 Color of Hair Bit,-) Color of Eyes ,&LTE. Married ✓ Single Widowed Divorced s= Number of Children s Citizen of U.S.A. 7/� Related to anyone in our employ KO Give Name and Department Re= --=d Bv: EMPLOYMENT DESIRED :^� C2 -21L '42_4-Wric.t-1 Position Date you can start Salary Desired Are you employ- now? May we inquire of yo.- present employer Ever applied to this co .any before When Are you available for: Ful time Par time Temporary Years ' Date Subjectjs EDUCATIO N Name & 'natio of School Attended Grad. Studied Grammar School High School College Trade, Business or Correspondence School Check the types of vehicles you are qualified, through experience to operate: Passenger Car Light Truck V / Heavy Truck or tractor v Other Drivers License # State FLA Will expire Do u own an automobile? y6-,S Give make and year I 8 I .2'Itu 11 ('I MO ( uIoSi Do you have auto insurance?`i 5 Has it ever been cancel_. _ refused Vi MP 1�7 Have you been involved \NY vehicle accidents within t: ast 3 yrs? _ How many traffic tickets for MOVING violations within the past 3 yrs? Has your drivers license EVER been suspended or revoked? IQ 6 Do you have any Safety Awards for "no accident" driving? F ORMER EMPLOYERS (List them startiut with the last one) Date Na - & Address of Salar Position Reason for Month & Year E •lover Leaving Toom j From To From To ( From � To j , REFERENCES (Give •-low the name of three persons not related to yo4, who you have known f. at least one year.) Years Name I Address Business ( Acquainted 1 . I 2. 3. I I PHYSICAL CONDITION Do you have or have you ever had any of the following physical conditions, ailments or diseases? Answer YES or NO. If YES, give details as to time, durations, treatment and names of doctors below. Tuberculosis II\(C, Rhematism or Gout N(} Sit ^^sis NIC Rupture or Hernia Asthma .» Back Trouble or Injury ASO Lead Poisoning .00 Neck Trouble or Injury ;0O Diabetes Nn Hip Trouble or Injury 1t,t7 Epilepsy on Osteomyellitis n)C Veneral Disease t�OS Dermatitis n.0 Arthritis U Allergy U8 High Blood Pressure �6c Hemophilla (Bleeder) Heart Trouble k`n Mental Troubles NO Varicose Veina ,vCi Q Hearing Defects N Arteriosclerosis ,,26 Eye Trouble NO Wear Glasses • \/rte 31Jx4s Condition and/or Illness Name of doctor Address J Have You ever had a job-connected disease or injury? N, If yes, did you received compensation? KJlo Medical Benefits? k(,. How Lona? Have you been i rhe armed forces? \ID Are you receiving disability Benefits? Do you have any physical dis l tv or impairment? N../ 6 Have you ever been convicted of a Felony? N If yes, give details. APPLICANT ' S STATEMENT 1 I certify that answers given herein are true and complete to the best of my knowledge. I authorize investigation of all statements contained in this application for employment as may be necessary in arriving at an employment decision. I understand that this application is not and is not intended to be a contract I of employment. In the event of employment, I understand that false or misleading information given in my application or interview (s) may result in discharce. I under- stand, also, that I am recuired to abide by all les and regulations of the Company. � -- " x.23/" 9 • MINUTES OF THE OCOEE CITY COMMISSION SPECIAL SESSION HELD FEBRUARY 11 , 1989 The special session was called to order by Mayor Ison at 7 : 08 p.m. in the conference room. PRESENT: Mayor Ison, Commissioners Combs , Dabbs , Hager and Johnson, City Manager Bateman ABSENT: None Mayor Ison announced that the special session was called for th',e purpose of determining whether to continue interviewing applicants for the position of city manager or to end the interviewing process and offer Mr. Ellis Shapiro the position. After polling the Commissioners and finding that they had satisfactorily completed their interviews , Mayor Ison asked Mr. Shapiro if he wished to speak to any Commissioner privately before continuing'. Mr. Shapiro requested a few minutes with Mayor Ison as he had not had an opportunity to talk to him at all . The session temporarily adjourned so that Mayor Ison and Mr. Shapiro could talk privately. The meeting reconvened at 7 : 30 p.m. when they returned to the conference room. Commissioner Combs reported that hi$ background check in Cape Coral revealed that Mr . Shapiro is 4 very hard working individual with an excellent reputation as 4 city manager , and he would recommend him for the position on the strength of the information gained from his survey Commissioner Dabbs asked whether the credit check had been done and City Manager Bateman responded that it had been received but was in his other briefcase . Further discussion revealed that Mrs Shapiro is employed by HRS and plans to request a transfer as soon as their daughter graduates from high school . Commissioner Hager asked how soon Mr . Shapiro can begin and emphasized the importance of getting the job done so that we can get on with the business of running the City. Commissioner Johnson stated for the record that he had met Mr . Shapiro once before his applying for the position and they were not friends previously. He emphasized that working hard is a way of life here and that that approach to the challenges here would gain the respect of the citizens as well aS the Commissioners . Mayor Ison listed those items important to thS Commissioners , i . e. , (1 ) that the city manager and his family live within the city limits , ( 2) that the city manager should be involved in community affairs , ( 3 ) that citizens should be treated equally and that Commissioners are citizens also, (4) that'. government exists to serve the citizens , (5) that evaluations , hiring, promotion and supervision all must be totally fair and within the state and federal laws . Mayor Ison pointed out that we'. have no personnel problems at the present time . He then asked Mr .' Shapiro if he was willing (1 ) to work the hours the job requires , ( 2) to have an open door policy, (3 ) to deal with developers', entirely on a professional level , (4 ) to promote a good commission' working atmosphere , and ( 5) to keep media advised. Mr . Shapiro responded that it was his custom to do all those things already. Mayor Ison ad-rised that directions from the Commission would come Page 2 City Commission Special Session February 11 , 1989 from the Commission as a body in workshops or special sessions and sometimes individually and that the city is run by commission/city manager form of government . Mayor Ison further advised that a bi- annual review process will be initiated and Mr. Shapiro welcomed the procedure . When discussing the retirement program, Mr. Shapira indicated that he does not want to be included in the City retirement program and City Manager Bateman advised that he has na choice , that the policy is written that all City employees will be covered by the City. Mayor Ison said that at Mr . Shapiro ' s siX month evaluation conference he will be given the opportunity tq negotiate out of the City ' s retirement program but that there are no guarantees that the negotiation will be successful. Vacation time will be according to established City policies for all employees . Mr. Shapiro stated that he did not ask for any special consideration where hospitalization or life insurance are concerned. It was determined that Mr. Bateman should remain available as long as he felt it was necessary for smooth transition of information. The matter of the use of a City] vehicle was discussed thoroughly and Mayor Ison explained that anything you would normally do on the way to/from work isj acceptable (delivering child to school , stopping at grocery store, picking up laundry) but not a vacation trip or weekend jaunt . The, city manager, just as any other employee , will have the option of using his own car if he wishes . After negotiating, it was agreed that the City will pay Mr . Shapiro ' s dues to ICMA and FCMA and share the cost 50-50 of attending the annual meetings of those twol, organizations . Attendance will be on his own time and not counted as work days . On the matter of attending Florida League of Cities'. meetings , Mayor Ison said that he felt that those meetings should', be attended by elected officials but that if the city manager can', attend without neglecting his duties , then he should do so in order to stay abreast of legislative activities and to meet other government officials . Mayor Iscn pointed out that we no longer' have representation on the Mid-Florida Regional Planning Council and something should be done about that . Mayor Ison proposed a, salary of $47 , 500 with a six month review for a raise to bring him' into the 50 ' s . Mr . Shapiro preferred to start higher and consider, a smaller raise later. Mayor Ison proposed $50 , 000 for the first year with a review at the end of the first year and no increase'', until then. Further discussion adjusted the offer to $50 , 000 for, the first year with a six month review and no increase promised until the end of the first year . It was agreed that Mr . Shapiro' would get 3 estimates for moving his family before spending any: funds and Commission would reimburse a reasonable fee . Mr. ShapirD ' s employment is to begin February 21 , 1989 . Commissioner Combs moved to offer Mr . Shapiro the position as city manager taking into consideration all of. the above decisions and, negotiations . Commissioner Dabbs seconded and vote was unanimous' in favor . Page 3 City Commission Special Session February 11 , 1989 ADJOURNMENT The meeting adjourned informally at 8 : 15 p .m. . Thomas R. Ison, Mayor These minutes were transcribed from the tape recording of the meeting. Attest : Jean afton, Cit Clerk • Ellis Shapiro P. O. Box 150801, Cape Coral, Florida 33915,Telephone (H) (813) 945-1832, (0) (813) 574-1224 Occupational Objective To fully utilize my training, expertise and experience in a public sector management position that holds a challenge and opportunity for myself and for the organization. PUBLIC SECTOR EXPERIENCE 1/6/85 to 3/15/88 City of Cape Coral,Florida City Manager •Population of 60,000 • 40 Million dollar budget • • 140 Million dollar capital improvement budget • 800 Employees •Full Service Community 12177 to 12/84 City of Gulfport,Florida City Manager •Population of 15,000 • 5 Million dollar budget • Full Service City • 200 Employees 6/76 to 6/77 City of Deerfield Beach, Florida Assistant City Manager 1/74 to 6/76 City of Deerfield Beach, Florida Administrative Assistant to • Population of 48,000 the City Manager • Full Service City • 25 Million dollar budget • 600 Employees EDUCATIONAL BACKGROUND Graduate of Florida Atlantic University • Boca Raton,Florida— 1969 B. A. Degree—Political Science Graduate of Broward Community College Davie,Florida— 1967 Associate of Arts • Graduate of Stranahan High School Fort Lauderdale,Florida • Academic Studies PROFESSIONAL AFFILIATIONS International City Management Association Florida City & County Management Association—Ethics Chairman Florida League of Cities —Urban Administration—Chairman International Personnel Association Florida Personnel Association American Public Works Association PUBLIC SECTOR - WORK HIGHLIGHTS 1. Negotiated the first International Bank Letter of Credit for 50 Million Dollar bond issue using direct assess- ments revenue in Florida. Bonding experience in excess of 200 million dollars. 2. Reduced workers compensation rates from 1.4 factor to .75 factor in 3 years. 3. Have negotiated labor contracts with: Fireman &Oilers Union Painters Union Police Benevolent Association Fraternal Order of Police Amalgamated Transit Union International Fire Fighters Union Have defeated 3 union organizational attempts won 1 decertification election 4. Have written and administered Federal State and County Grants in excess of 300 million dollars 5. Have successfully negotiated the placement of major industry within communities in excess of 300 million dollars and 8,000 jobs. 6. Have developed and administered completely automated financial, purchasing,personnel and maintenance data processing systems in each government position 7. Have administered the planning, design and construction of over 100 million dollars of public service projects and structures. PERSONAL Ellis Shapiro P. O.Box 150801 Cape Coral,Florida 33915 Telephone: Residence (813) 945-1832 Business (813) 574-1224 Date of Birth: May 6, 1946 Place of Birth: Union, New Jersey Married: Judy K. Shapiro Children Shannon K. 16 Years old Ehren 12 Years old / A "CENTER AF GOOD LIVING - PRIDE OF WEST ORANGE" MAYOR• COMMISSIONER 00e@ S.SCOTT VANDERGRIFT O/may 5 O , COMMISSIONERS a CITY OF OCOEE RUSTY JOHNSON SCOTT ANDERSON v O t 150 N.LAKESHORE DRIVE SCOTT A.GLASS f+# O �C4 ' OCOEE,FLORIDA 34761-2258 JIM GLEASON yl A% (407)656-2322 CITY MANAGER f4, Of 6001)�` ELLIS SHAPIRO TO: The Honorable Mayor & Board of City Commissioners FROM: Ellis Shapiro, City Manager DATE: January 3, 1996 RE: EMPLOYEE SURVEYS When Commissioner Gleason brought up the idea of an employee survey it made good sense to use it . Many of these surveys are available and are used as management tools to find out where the employee morale problems are and what strategy needs to be used to solve any problems that are found. The survey came from Delta Business Systems and I would like to thank John Resnik for his interest in this matter. Not with standing the main reason for this morale problem which is communication between top management and the employees at all levels there are other outside factors that may have helped create this problem. Chief amongst those is the timing of this survey. Keep in mind that we had just gone through a budget that included the removal of a merit system and the threat of future benefits being reduced including but not limited to: longevity and health insurance coverages . On top of this, the City Commission has been divisive, the City Manager and a City Commissioner has been under investigation by the FDLE and the City Manager has asked to be allowed to look for employment elsewhere. Each of these factors negatively affect all employees of the City. I would like to make one or two general comments about the survey before we discuss the ratings. The written comments, while setting a tone of frustration felt by some employees, did not provide as many answers as the numerical results . The benefit to the written comments on the survey may very well be the venting of employee frustrations . As I understand the survey, each factor has a numerical value from 1 to 5 with not sure and blank counted as zero. A score of 3 or above is considered good with a score of less than 3 showing an area where improvement is needed. The overall average score on the survey was 3 . 14 . The lowest rated question was #30 regarding the freedom to speak up without fear of retribution. Whether real or perceived, the employees are frightened. This is a communication issue and concerns me most deeply. If communication between employees and management in both directions is not good, then team goals can' t be set and people will not give their all to the group. The next lowest score was my management skills which I believe is a direct result from lack of communication as well . If you go down the list of scores in descending order it becomes obvious that communication is the key to turning around the morale problem in the City. To this end and with your support, I have broken down the City employees into talk teams . It is my proposal that for the next several months a system of communication between my office and the employees be the highest level of priority in order to seek further information as to why the morale is low and how the employees think we can return to the high morale of a few years ago. I am committed to this communication program and will put all my efforts to re-open the lines of communication from bottom to top. Respectfull Submitted, TEE CITY OF OCOEE 1995 EMPLOYEE OP "ION SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 ,`A•C. R 6 Survey Questions 1 23 4 5 Not I I Sure • Blank I ) e., 1.... Gve alL,the:City-is'mnnaged..efectively.. 19' 45 1T 1 I6% 380 I50 19% 8% 1:e 1.a : I 1 , 2. I believe that upper management is doing an excellent 27 42 21 I2 10 2 3 d� job or running this City. 23% 36% 18% 10% 8.5% 2% 2.5% SQ 3: r believe my-Dept_..Head:provides adequate:guidance- 14; 20 25 ' 2g 27 2 L. 5.01-1 and support:to my Supervisor and my department.. I2%; 17% 21:%.,1 24 ' 23% 2:%Q I% 4. I understand my department's goals and objectives and I1 15 28 28 32 I 2 ,11' I can see how they tic into the overall objectives of the 9% 13% 24% 24% 27% 1 a 2 a City. I ' 1 1 5. There.is.good.cooperation.between departments irt:: IL I9 ; 25 29. 29 2.. solving problems:: cr 16% 21% ar _% 2% 7a, i o:t� 9�o: • ..5,a:. 25,0 _ :.,a: _,a 3.gd a:. my department:cooperates:weil within my . department.. ;1•s)r b. other depts. cooperate well with ocher:departments. . 20: 26 23. 29 8 4: : 2 17% 711% 24% 25%; 7% 3%1 1% 6. When changes are made in policies or procedures. I I have adequate time to understand and prepare for these 16 22 30 30 I8 - i changes: 14% 19% 25.5% 25.5% 15% 1% •)O a. changes generated within my department. I j ai•qr 5. changes generated by the City _3 24 32 23 10 4 I t 20 a 20.5% 27% 20% 3.5% 3% ! 1 0 r i 7� I 7.. The amounrof change that has:occurred within:the City 19 32: . 23' 25 8 9: 1 during he pastyear is appropriate-for a growth City. 16% 27% 20% 21% . 7% a% .1%. i 3. There is enough consistency in my job so that I mow 16 17 17 ,40 26 1 - I 1 i 3'31 what to expect from one day to the next. 14% 14.5% 14.5% 34% 22% I 1 9_ My joie makes:good use.of my:sIdEs and abilities.. I I:'' 17' 20 42. 25 - 2: %: 15% 2 %. %. 9.a.-: ., I7 0 36% 1 0. o- ,. J9 10. The amount of pressure associated with my job is 10 17 43 27 19 - 1 1 acceptable. 8.5% 14.5% 37% 23% 16% I% v•—�; 11. The amount or work.expected.from.myjobis 10 21 37 23: 20 1: acceptable.. : 8.5% IS% 31.5% 24%1 17% 1% THE CITY OF OCOEE 1995 EMPLOYEE OPINION. SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. I = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments I = Comments Only Total Responses = 117 1 Survey Questions 1 2 3 4 Not .- Sure Blank 2 121. 1'can.be-sure:of my jab as:Iong.as r.do good work:and 1.9 19` IT 26 33 1_ 2.. " remain productive.. ' 16% 16% .15% 22%; 23 1% 2.%,. � • S 13. I know how my job tits into the "Big Picture" at the 3 17 25 38 26 2 1 City. 7% 15% 21% 32% 22% 2% 1% 3.3 14: L leant can-leaa:great:deaf on:my present job:. . I5: IL 32 34: 22. 1, Z: 13.% 9 27% 299&::: 19% I:% . z 2%;;; ; 15. There are good growth opportunities for me at the 27 26 26 24 11 2 1 02.7 City. 23% 22% a /1% 9% 2%0 1% 16_ I:understand:how my performance is.evaluated:and.1: 2.3: 15 1 19: : 34. 24 is 1: kmow what standards are expected of me. 19.5%:. 13% 16% 29 20.5%; I 1% 1% 17. My work performance is evaluated on a regular basis. 13 I 13 36 26 24 3 2 I 3.3?I 11% I 11% 31% 22% 20.5% 2.5 a 2% _ 3.LI I ! 13. I :eel my Supervisor is fair and objective in evaluating: 0: 12 19- 1' 27' 36 1. 2 my-performance.. "I 1.7% 10% ;' 16Q7o 23%_. : 31 31% -1% ':.'2%::. 19. The people who get promotions at the City usually 26 23 25 77 12 2 4-1•S- deserve them. 22% 20% 21% 19% 6% 10% 2% .20. Long-t=ra employment really means something at.the 27 23 1 I3 19- i 19 4 2 '7'1 City. 23% 24% 15.5s 16% 16% -0 3.5m 2 or o. , 2.1. I reel like a part of the City. 13 25 33 2; -,_ 1 3 - 3. 1 11% 21% 23% 20% 19% 1% I have a .rear deal of interest in the City and its future_ 2. 4 3 ( 42: 59 I 1 I..:o(; ?o 3% 7% f 36% 50% I07e Lo 12.3. My physical woridng conditions (heat. noise. light. 3,l{LI I space. ventilation.cleanliness. etc.) are adequate and 8 20 27 33 27 1 1 comfortable. 7% 17% 23% 23%28% 1% - ,o v,0 1% "4Compared to sirnilarjobs at other Cities,.I:reef;my pay - 23 3.09 ; is fair and equitable_. 13%: : L9_Ss. 28% 19 54 16% 3% I`tea 25. Compared to other positions within the City, I feei my 27 2✓S 24 18 16 6 1 4.' J r1 3 pay associated with my gob is :air and equitable. 23% 21% 21% 15% 14% 1 5% 1% 1 1 - 1'Hh CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree.. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 Survey Questions 1 ? 3 4 5 I Not Sure I 1 Blank 26.. I understand the provisions ot.the City's employee 6 II 32 42 20 . 3. 3.s-1 benefits.program. 5% 9a 27% 360. I7% a% 3.%::. 27. Compared to other Cities, our City offers a good 2 4 31 37 • 31 II 1 3. 7/9 employee benefits program. 2% 3% 26.5% 32% 26.5% 9% 1% 23:. Communic on.c arc handledeffectively so that t am. 13 23 23' ' 3I' 21;:. 1: usually:well-informed: - 11 0: . 20% 24•_ 26% 13%. . I%.- a., communic:uions<generate&within department... 3.t az.it _ b... cottmmmcattons generated by:other departments. 14%. 27%.-:-... ;29% . . 16% 6% 6% 2 29 People can speak un freely and candidly in my 23 25 19 20 23 1 1 Z'04.1 department. 20% 21% 16% 17% 24% 1% 1% 30. People. n.speak up.freely and candidly in the City-._ : 43 31. I5 ( 12 I0 5. .I. 37-o 26%. 13% 10% 9%: 4% 1% , 31. There is good spirit of teamwork within my 24 17 27 23 ^4 1 1 34)1" ! department. ' 20..5% 14.5% 23% 19.5% 20.5% 1% 1% '32:. Thepeoplein my department get along wellwith.one: 6. 13:; : 38 I_ ::-35 23 .. 1 T. •417 : another • 5 11% 32% 30%. 20% I% 1: �t 33. I am confident that I will be recoriz-d for doing a 26 77 24 17 2 1 a• ,T i good job at the City. 21% 22% 19% 220.5% 11.5% 2% 1% 1 34. I am proud to wont for thus City. 4 7 27 29 48 1. 1 am ' d.g3% 6% 23% 25% 41%< -I%. - 1":% i , i 1 35. I am proud of our E ec:ed Officials. 2_2 37 30 1' 6 7 3 ' 19% 31.5% 26% 10% 5% 6% 2.5% 1 1.36.. Overail..I.am.satisfied with.the City as.an.Employer. 6 I3 44 29 18 ...301 • 5°'• 150. 38crt - 25°' • 15°r- 2 0 37. Completing a survey is a good way :o let management 5 6 22 30 48 4 2 ii,Cq9 . clow what the employe= rhink. 4% 5% 19% 26% 41% 3% 2% 1 =8-.. I feel tar some:good may comenom completing this 26 20: 19 1519. I6> ,Zri 4 _ server. 22% 17�r 2 a- / o- • 16,0 13 c I6,a% I4,0: % -- :i' i4 - 41 a 6,; 770n7S = 3, ly. A-iaRR66- E,zi$,LL SCORE 4idiiht4r Poss,aL- _ S 1..3we- r : 0 • 3 CITY HALL RECREATION FACILITIES MAINTENANCE PLANNING PERSONNEL BUILDING OFFICE OF THE CLERK OFFICE OF THE CITY MANAGER FINANCE DEPARTMENT ADMINISTRATIVE SERVICES UTILITIES/ENGINEERING GROUP I GROUP II GROUP III FRAN GOSNELL MARK BRACE ISABEL AGUAYO MARIAN GREEN JUDIE LEWIS LAURA HASKELL DONALD CARTER JOYCE MERIDITH DEBBIE BERTLING CATHY SILLS LISA STRICKLAND ABRA HORNE CARMEN MCCLELLAN JANET RESNIK ELLEN KING DENVER MUSIC DEBBIE MCDONALD JULIAN HARPER CAROLYN ALEXANDER EDWARD HORNSBY GARY LARSON JAMES WASHINGTON TERESA BRADDY SHELLY SIMON EDDIE HENDRIX VICTORIA PRETTYMAN JEANNE WASHINGON ATHENA CRONNON TED MOORE SHAWN SORENSON JOY DOYNO JEWEL MATHIAS ERNIE KOVACS JAMES MOBLEY POLICE DEPARTMENT COMMUNICATIONS CLERICAL SCHOOL GUARDS COMMUNICATIONS SCHOOL GUARDS CLERICAL ELLA WISECUP BARBARA BRUMMITT ED WHITE HENRY COX VERNA WHITE MARIA ESPINO MARGARET BRATCHER LAURA LANG LULA COUSINEAU INES POLANCO JAMES MILLER THELMA PYLES JOYCE STAUB FRANCES WATTS BARBARA HOLODY GERALDINE WELDON KELLY YATES POLICE DEPARTMENT OFFICERS TED SILBERSTEIN RANDELL CONYERS PAUL VANCE BILLY ADAMS MICHAEL ALEXANDER GARRETT BELL RICHARD BLAKE MARK BOUSQUET CHARLIE BROWN MICHAEL BRYANT BRUCE COMBS JAMES COMO BRADFORD DREASHER JEFFREY DYER WILLIAM EDWARDS WILLIAM GLASCOCK REGINA JAMES ADDISON JENRETTE KIM KIRKLAND ROBERT LANG STEPHEN MC COSKER MIKE MC MAHON MARK MERCHANT SANDRA MORRIS WILLIAM PARKER RAUL ROQUE RAY SCHAUB WILLIAM SIMON SSEVV%a - Sl �Y ✓by6,4..5 PATROL SCHEDULE NOVEMBER 30 , 1995 — JANUARY 24 , 1996 THU FRI SAT SUN MON TUE WED RIVERA 7-3 OFF OFF 7-3 7-3 7-3 7-3 EDWARDS 7-3 OFF OFF 7-3 7-3 7-3 7-3 MERCHANT 7-3 OFF OFF 7-3 7-3 7-3 7-3 SCHAUB 7-3 OFF OFF 7-3 7-3 7-3 7-3 LANG 7-3 OFF OFF 7-3 7-3 7-3 7-3 THU FRI SAT SUN MON TUE WED GAILIT OFF 3-11 3-11 3-11 3-11 3-11 OFF DYER OFF 3-11 3-11 3-11 3-11 3-11 OFF MCCOSKER OFF 3-11 3-11 3-11 3-11 3-11 OFF MCMAHON OFF 3-11 3-11 3-11 3-11 3-11 OFF COMO OFF 3-11 3-11 3-11 3-11 3-11 OFF THU FRI SAT SUN MON TUE WED FISHER 11-7 11-7 11-7 11-7 OFF OFF 11-7 ADAMS 11-7 11-7 11-7 11-7 OFF OFF 11-7 t GLASCOCK 11-7 11-7 11-7 11-7 OFF OFF 11-7 KIRKLAND 11-7 11-7 11-7 11-7 OFF OFF 11-7 BLAKE 11-7 11-7 11-7 11-7 OFF OFF 11-7 THU FRI SAT SUN MON TUE WED SEAVER 3-11 7-3 OFF OFF 11-7 11-7 3-11 BRYANT 3-11 7-3 OFF OFF 11-7 11-7 3-11 DREASHER 3-11 7-3 OFF OFF 11-7 11-7 3-11 JENRETTE 3-11 7-3 OFF OFF 11-7 11-7 3-11 PARKER 3-11 7-3 OFF OFF 11-7 11-7 3-11 THU FRI SAT SUN MON TUE WED VANCE 2-10 2-10 7-3 OFF OFF 2-10 2-10 SIMON 4-12 2-10 7-3 OFF OFF 4-12 4-12 BOUSQUET 8-4 8-4 7-3 OFF OFF 8-4 8-4 BROWN 6-2 6-2 7-3 OFF OFF 6-2 6-2 OFFICERS COMPLETING FIELD TRAINING WILL BE ASSIGNED TO SQUADS THROUGHOUT THE SCHEDULE DURATION. TRAFFIC DAYS AND HOURS ARE SUBJECT TO CHANGE FIRE DEPARTMENT INSPECTOR ENGINEERS FIREFIGHTERS CLERICAL RAYMIE CLEMENT YANCY CLEVELAND AMY FULMER GORDON LANE CHARLES REED TERRY TITUS GLENN TREANOR BRUCE BENNETT ANTHONY DAUM STEVE ELLIS GEORGE ENGELHARDT TIMOTHY HOOVER CRAIG HULETTE JAMES KELLEY RICHARD MATHIS JONATHAN MIERAS KENNETH MINNICK WAYNE MORRIS JOE MOY BRYAN PETERSON JERRY REEP KEN STRICKLAND DENNIS TRIMBLE DAVID WHITAKER PAUL WHITAKER BARBARA SPAINHOWARD SUE MELA 6 D I- 0 r Z Z tr cwf- 0 < Z O Y 1- � V) _I c) 2z < ww tAWUQJ C'3QF- Z > • J > Z � r 2111 - ZO N IXWZWC7 I < 2 w 0 1 < _J - - Z U > I- 3m2 0 00EEw 0 zZ W J O c N W J N W LL D CL 2 Y E Z E0 W r- p >- W F- N U J - Ir I- I W - O WQ II � 2CC F- LI CO _J E tY E CO COIL - fn IL V a- the J W b W ) ( Y S >- �" v I z CO LU W WNJW < w , 0 - N W Z J J I a W < O 2 I CCQ J W 2 < maoO3 < CDJW Y2 PUBLIC WORKS PARKS, PARKWAYS, TREES & DRAINAGE SANITATION GROUP I GROUP II KEN BRUCE ROGER REINHOLT DON HOUSEHOLDER LARRY MILLER MIKE KELLER STEVE EDMONDSON CARY BERTLING DAVID HARRIS TOMMY BROWN DOUG DUNCAN TONY BROOKS JUDY HENRY BUTCH STOKES DENNIS MCDANIEL KEITH HENDRIX RICHARD ROSS RICHARD JEUNETTE DAVID SPEARS BRIAN PAULINE BILLIE THOMPSON MIKE SNYDER LEONARD DOTY CURTIS LOVE KEITH KELLER FERRON YOUNG SUSAN LA BRECQUE MICHAEL MC CALL PAUL PARKER UTILITIES WATER WASTEWATER GROUP I GROUP II MARK BROWNOLD RICKY WALDROP STEVE BERRY GLENN BRIMER RANDY BLACKBURN CAROLYN BLOOM THERESA WALLICK JIMMY BUTLER DAVID KINLER BOB CLARK RICHARD PARSLOW LEONARD DYAL ROBERT HOWELL JERRY BASS KEITH BROOKS JERRY BOLTON 1 / UTILITIES/PUBLIC WORKS SUPERVISORS/CREW LEADERS ROBERT HOLLAND JOHN COCKRELL DAVID GOSNELL FRED OSTRANDER BUDDY ELMORE • ALICE TATE-BARNETT DENNIS CUREY GARRY SMITH DARREL DEES CITY HALL/RECREATION SUPERVISORS WANDA HORTON SHERRY SEAVER BRUCE NORDQUIST FIRE DEPARTMENT SUPERVISORS JAMES COSCHIGNANO LARRY BRAS BEN BUCKNER FRANK CARLSSON WILLIAM LEDFORD WAYNE VAUGHN KEVIN GREENHILL POLICE DEPARTMENT SUPERVISORS TONY WILSON STEVE GOCLON CHERRI TOMS KEN FISHER WILLIAM GAILIT CHARLES SEAVER ROSE HATCHER ROBERT RIVERA i DEPARTMENT HEADS JEAN GRAFTON MONTYE BEAMER PEGGY PSALEDAKIS RUSS WAGNER DON FLIPPEN JIM BEECH JIM SHIRA RON STROSNIDER ROBERT MARK THE CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY RESULTS 5 = Strongly Agree. Excellent. ‘_ 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 Se_D e i Survey Questions 1 2 3 4 5 Not Sure Blank 1 f I:.. Overall, the.City is:managed..effectively..' 19' 45 17 22 9 4 1 CO 16% 38% 15% 19% 8% 3% 1%: i4 2. I believe that upper management is doing an excellent 27 42 21 12 10 2 3 a� job of running this City. 23% 36% 18% 10% 8.5% 2% 2.5% 3 . I::believe my-Dept.Head:provides adequate.guidance I4 20 25 28' 27 2:: 1 3.d.9 andsupport:to my Supervisor and my department. 12% 17% 21.% 24% : 23% 2:% 1%. 4. I understand my department's goals and objectives and 11 15 28 28 32 1 2 3.1? I can see how they fit into the overall objectives of the 9% 13% 24% 24% 27% 1% 2% City. 5. There is good cooperation between departments in I1. 19 25 29 29 2 2 solving problems 9% 16% 21% 25% 25% 2% 2% 3,q0 a. my department cooperates well within my department. .2•Sl li. other depts.. cooperate well with other departments. 20 26 28 29 8 4 2 17% 22% 24% 25% 7% 3% 2% 6. When changes are made in policies or procedures, I have adequate time to understand and prepare for these 16 22 30 30 18 - 1 changes: 14% 19% 25.5s 25.5% 15% 1% 3.)0 a. changes generated within my department. 4,91— b. changes generated by the City 23 24 32 23 10 4 1 '_0% 20.5% 27% 20% 8.5% 3% 1% a 7� 7.. Thea amount of change that has:occurred:within the City 19 32 23:. 25 8 9: I . during the past year is appropriate for a growth City. 16% 27% 20% 21% 7% 8% 1% 3 3.� 8. There is enough consistency in my job so that I know 16 17 17 40 26 - 1 what CO expect from one day to the next. 14% 14.5% 14.5% 34% 22% 1% 3.iib 9. My job makes good use of my skills and abilities. II. 17 20 42 25 - 2 9% ::15% 17% 36% 21% 2% 3,19 10. The amount of pressure associated with my job is 10 17 43 27 19 - 1 acceptable. 8.5% 14.5% 37% 23% 16% 1% 3•a3 '11 The amount of work expected;from my job is 10- 21 37 28. 20 - 1 acceptable. 8.5% 13% 31.5% 24% 17% 1'% • THE CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 Survey Questions 1 2 3 4 5 Not .. Sure Blank 3,3 0 12.. I`can be.sure:of my job as:long:.as I do good work and: 19 I9 1:7 26 33 1. 2 remain productive: 16% 16% 15% 22% 28% 1% 2% 13. I know how my job fits into the "Big Picture" at the 8 17 25 38 26 2 1 5. s_ City. 7% 15% 21% 32% 22% 2% 1% 3.3a 14 I can[earn a great deal on my present job:. I5 1I 32 34 > 22 I 2 13% 9% 27% 29%: 19% 1% 2% 15. There are good growth opportunities for me at the 27 26 26 24 11 2 1 °2'7 City. 23% 22% 22% 21% 9% 2% 1% 3. )3. 16.. I.understand:how my performance:is:evaluated and I: 23 15 19 34. 24 I 1 know what standards are expected of me. 19:5 . 13% 16% 29% 20.5% 1% 1% 3.3? 17. My work performance is evaluated on a regular basis. 13 13 36 26 24 3 2 11% 11% 31% 22% 20.5% 2.5% 2% 3.di 18. I feel.my Supervisor is fair and objective in evaluating. 20. 12 19 27 36 1 2 my performance-. 4 17% 10% 16% 23, ;: 3I% 1% : 2% 19. The people who get promotions at the City usually 26 23 25 2 7 12 2 4.L deserve them. 22% 20% 21% 19% 6% 10% 2% 20. Long-term employment:really means something at the 27 28 18 19 19 4 2 . .'1'1 City. 23% 24% 15.5% 16% 16% 3.5% 2% 21. I feel like a part of the City. 13 25 33 23 22 1 3. 13 11% 21% 28% 20% 19% 1% 22. I havea great deal of interestin the City and its future. 2. 4_ -8' 42 59 1 1 9'� 2% 3% 7% 36% 50% 1% 1% 23. My physical working conditions (heat, noise, light, 3.y14 space, ventilation,cleanliness, etc.) are adequate and 8 20 27 33 27 1 1 comfortable. 7% 17% 23% 28% 23% 1% 1% 24 Compared to similar jobs at.other Cities,.I feel my pay 15 23 33 23 19 3 1 3.09 is fair and equitable. 13% 19.5%. 28% 19.5% 16% 3% 1% 4. i 3 25. Compared to other positions within the City, I feel my 27 25 24 18 16 6 1 pay associated with my job is fair and equitable. 23% 21% 21% 15% 14% 5% 1% • THE CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 Survey Questions 1 2 3 4 5 Not Sure Blank :26.. 1 understand the provisions of the City's.employee 6 II : 32: 42 20 . 3 3 3.S-1 > benefits program:: 5% 9% , 27% 36% r. 17% 3%. 27. Compared to other Cities, our City offers a good 2 4 31 37 31 11 1 3.tlo employee benefits program. 2% 3% 26.5% 32% 26.5s 9% 1% 28. Communications are handledeffectively so that r ani 13 ' 23 28 31. 21": 1. usually well-informed: 11% 20% 24% 26% I8%- -,..1.%:.:. a . communications_ enerated'wit iam . 3.0,� g y department. <> 16< 32 34 19 . 7 b. communications generated by other departments. . 14% 27% . 29%: . 16%. .r'''6%.:-- _..6%.',... 11.....'1%;:::- 29. People can speak up freely and candidly in my 23 25 19 20 28 1 1 3.01.1 department. 20% 21% 16% 17% 24% 1% 1% .30.. Peoplecan speak up freely and candidly in the City. : 43 " 31 I5 •.:.12; 10 5: .1 02.x3 37% 26% 13%. 10% 9% 4% 1% _ 31. There is good spirit of teamwork within my 24 17 27 23 24 1 1 3.o1 department. ' 20.5% 14.5s 23% 19.5s 20.5% 1% 1% 32 .The::people in my department get along well with.one 6 13 38 35 23 I :1 3•tig another. 5%: II:%: 32% 30% 20%:-: 1%: 1:% G i 33. I am confident that I will be recognized for doing a 25 26 22 24 17 2 1 4, 11 good job at the City. 21% 22% 19% 20.5% 14.5% 2% 1% 3.9r 34. I am proud to work for this City. 4 7 27 29 48. 1. 1 3% . 6% 23% 25% 41%' . 1%: I% a J L 35. I am proud of our Elected Officials. 22 37 30 12 6 7 3 l 19% 31.5% 26% 10% 5% 6% 2.5% .36.. OveralI,.I am satisfied with the City as an:Employer. 6 I844 29 18 2 3.30 5% 15% .. 37. Completing a survey is a good way to let management 5 6 22 30 48 4 2 3,99 know what the employees think. 4% 5% 19% 26% 41% 3% 2% „ 38.. I feelthat some good may comefrom completing this 26 20> ., '19: 15 19, 16 2 ,, ,1-14 survey. 22% I7% 16% E 13% 16% 14%: 2%:. /zt, Qy 4 41 au4S7ion9S = 3, 14-i A•vERA66- OV 6kALL SCORE µ141h it PaSSs$LF : 5 ,l.awd-s r : o • 3 rte.,'► ° 4 a O '°Sir 0 • •O' } ••A cut 444 • • t- • O • a 44:44 e4„ ,,s> - 4 OOH { City of Ocoee v 1995 Employee Opinion Survey Results Ocoee City of Ocoee J' `�+ a 150 N. Lakeshore Drive Jean Grafton Ocoee. Florida 34761-2258 City Clerk vs coon (407) 656-2322 FAX (407) 656-5725 MEMORANDUM To: The Honorable Mayor and Board of City Commissioners From: Jean Grafton, City Clerk Peggy Psaledakis, Persona Employee Relations Director 4 Date: December 6, 1995 Re: 1995 Employee Opinion Survey It has been a long tedious process; however, we have accomplished the task to the best of our abilities. We are submitting those results which are attached. It must be noted as follows: 189 employees had the opportunity to participate in this survey 117 employees did in fact participate in this survey 53 employees did not submit comments with their surveys 63 employees did submit comments with their surveys 1 submitted only comments. The percentages shown in the tally reflect the percentage of total votes cast (117), not the percentage of total employees (189). Complete sets of the entire survey, along with the tally sheet, are being provided to The Honorable Mayor and Board of City Commissioners, Office of the City Manager, the Personnel Department, Office of the City Clerk (2 sets), and former Mayor Dabbs. As promised in Mr. Shapiro's memo dated November 8, 1995, the tally sheet and copies of all the comments are being provided for each employee. cc: City Manager Shapiro Former Mayor Dabbs All Employees "PRIDE OF WEST ORANGE" 3 THE CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 Survey Questions 1 2 3 4 5 Not Sure Blank 1. Overall, the City is managed effectively. '' 19 45 17 22 9 4 1 16% 38% 15% 19% 8% 3% 1% 2. I believe that upper management is doing an excellent 27 42 21 12 10 2 3 job of running this City. 23% 36% 18% 10% 8.5% 2% 2.5% 3. I believe my Dept.Head provides adequate guidance 14 20 25 28 27 2 1 and support to my Supervisor and:my department. 12% 17% 21% 24% 23% 2% 1i% 4. I understand my department's goals and objectives and 11 15 28 28 32 1 2 I can see how they fit into the overall objectives of the 9% 13% 24% 24% 27% 1% 2% City. 5. There is good cooperation between departments in 11 19 25 29 29 2 2 solving problems: '. 9% 16% 21% >25% 25% 2% 2% a. my department cooperates well within my department. b. other depts. cooperate well with other departments. 20<' 26 28 29 8 4 17% 22% 24% 25% 7% 3% 2% 6. When changes are made in policies or procedures, I have adequate time to understand and prepare for these 16 22 30 30 18 - 1 changes: 14% 19% 25.5% 25.5% 15% 1% a. changes generated within my department. b. changes generated by the City 23 24 32 23 10 4 1 20% 20.5% 27% 20% 8.5% 3% 1% 7. The amount of change that has occurred within the City 19 32 23 25 8 9 1 during the past year is appropriate for a growth City. 16% 27% 20% 21% 7% < 8% 1% 8. There is enough consistency in my job so that I know 16 17 17 40 26 - 1 what to expect from one day to the next. 14% 14.5s 14.5s 34% 22% 1% 9. My job makes good use of my skills and abilities. 11 17 20 42 25 - 2 9% 15% 17% 36% 21% 2% 10. The amount of pressure associated with my job is 10 17 43 27 19 - 1 acceptable. 8.5% 14.5s 37% 23% 16% 1% 11. The amountof work expected from my job is 10 21 37 28 20 - 1 acceptable. 8.5% 18% 31.5% 24% 17% 1% , THE CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 Survey Questions 1 2 3 4 5 Not .. Sure Blank 12. I can be sure of my job as long as I do good work and 19 19 17 26 33 1 2 remain productive. 16% 16% 15% 22% 28% 1% 2% :! 13. I know how my job fits into the "Big Picture" at the 8 17 25 38 26 2 1 City. 7% 15% 21% 32% 22% 2% 1% I4. I can learn a great deal on my present job. 15 11 32 34 22 1 2 13% 9% 27% 29% 19% 1% 2% 15. There are good growth opportunities for me at the 27 26 26 24 11 2 1 City. 23% 22% 22% 21% 9% 2% 1% 16. I understandhow my performance is evaluated.and I 23 15 19 34 24 1` 1 know whatstandards are expected of me. 14.5% 13% 16% 29% 20.5% 1% I:% 17. My work performance is evaluated on a regular basis. 13 13 36 26 24 3 2 11% 11% 31% 22% 20.5% 2.5% 2% 18. I feel my Supervisor is fair and objective in evaluating 20 12 19 27 36 1 2 my performance. 17% 10% 16% 23% 31% 1:% 2% 19. The people who get promotions at the City usually 26 23 25 22 7 12 2 deserve them. 22% 20% 21% 19% 6% 10% 2% 20. Long-term employment really means something at the 27 28 18 19 19 4 2 City. 23% 24% 15.5% 16% 16% 3.5% 2% 21. I feel like a part of the City. 13 25 33 23 22 - 1 11% 21% 28% 20% 19% 1% 22. I"have a great,deal of interest in the City and its future. 2 4 8 42 59 1 1 2% 3% 7% 36% 50% 1% 1% 23. My physical working conditions(heat, noise, light, space, ventilation,cleanliness, etc.) are adequate and 8 20 27 33 27 1 1 comfortable. 7% 17% 23% 28% 23% 1% 1% 24. Compared to similar jobs at other Cities,I feel my pay 15 23 33 23 19 ? 3 1 is fair and equitable. 13% 19.5% 28% 19.5% 16% 3% I% 25. Compared to other positions within the City, I feel my 27 25 24 18 16 6 1 pay associated with my job is fair and equitable. 23% 21% 21% 15% 14% 5% 1% - 2 • THE CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY RESULTS 5 = Strongly Agree. Excellent. 2 = Disagree. Some improvement needed. 4 = Agree. Good efforts or results. 1 = Strongly disagree. Need major improvement. 3 = OK in this area. Adequate Blank = Question unanswered. 53 = No Comments 63 = With Comments 1 = Comments Only Total Responses = 117 Survey Questions 1 2 3 4 5 Not Sure Blank 26. I understand the provisions of the City's employee 6 11 32 42 20 3 3 benefits.program. 5% 9% 27% 36% 17% 3% 3% 27. Compared to other Cities, our City offers a good 2 4 31 37 31 11 1 employee benefits program. 2% 3% 26.5% 32% 26.5% 9% 1% 28. Communications are handled effectively so that I'am 13 23 28 31 21 - 1 usually well-informed: 11% 20% 24% 26% 18% 1% a. communications generated within my department. 16 32 34 19 7 7 2 b. communications generated by other departments. 14% 27% 29% 16% 6% 6% 2% 29. People can speak up freely and candidly in my 23 25 19 20 28 1 1 department. 20% 21% 16% 17% 24% 1% 1% 30. Peoplecan speak,up freely and candidly in the City. 43 31 15 12 10 5 1 37% 26% 13% 10% 9% 4% 1% 31. There is good spirit of teamwork within my 24 17 27 23 24 1 1 department. 20.5% 14.5% 23% 19.5% 20.5% 1% 1% 32. The people in my department get along well with one 6 13 38 35 23 < 1 1 another. 5% 11% 32% 30% 20% 1% I% 33. I am confident that I will be recognized for doing a 25 26 22 24 17 2 1 good job at the City. 21% 22% 19% 20.5% 14.5% 2% 1% 34. I am proud to work for this,City. 4 7 27 29 48 1 1 3% 6% 23% 25% ' 41% 1% 1% 35. I am proud of our Elected Officials. 22 37 30 12 6 7 3 19% 31.5% 26% 10% 5% 6% 2.5% 36. Overall, I:am>satisfied with the City as an Employer. 6 18 44 29 18 - 2 5% 15% 38% 25% 15% 2% 37. Completing a survey is a good way to let management 5 6 22 30 48 4 2 know what the employees think. 4% 5% 19% 26% 41% 3% 2% 38. I feel that some good may come from completing this 26; 20 19 15 19 16 2 survey. 22% 17% 16% 13% 16% 14% 2% 3 ADDmCNAL COh M.aNTS: PACE FOUR OF FIVE I am hopeful that you will receive a wide sele.don of responses from the employes. but I believe you will not because of the overwhelming fear of remiiation and intimidation that we all deal with day-to-day-more parculaiiv within City Hall. Our environment should promote creativity and thinking. Our work should be satisfying, productive. and challenging and we should be able to work in an atmosphere which encourages intelligent risk-taking without fear of failure. Our etplovees need and deserve a commitment to excellence - a commitment to team effort and above all, integrity in their accomplishments. We should believe in the dignity of the individual and be totally committed to the fair,honest,kind and professional treatment of all employees.. We do not have any of these things. Management has created a hostile working environment The City Manage-is living in the dark ages as far as his management techniques. He appears to be unwilling to participate in any training to help him become a better CEO. In return. we have no role model or mentor. We are drowning in mediocrity because he allows it and supports it He sets the standard for absenteeism, la.ness and rudeness,and appears to lack self-worth.pride or motivation;those department heads that are like him revel in it and are rewarded;those that dare to be different are usually defeated. The City Manager has allowed the Personnel Director/Employee Relations/Risk Manager to create an atmosphere of intimidation. Her reign of terror has touched all of us. Meetings with he:usually end up in quarrels marked by veru noisy, disorderly and often violent behavior. Her mission in life is to find fault and pick at everything. She is condescending, manipulative, verbally abusive, extremely controlling,short-tempered and vindictive. Working with an intimidating person can make you hate your job,even if you're in the right positon and the work would be enjoyable if not for this abusive person. When the rales of the workplace tolerate this abusive person and the people who work with this person remain silent the abusive person can't help but conclude that the outbursts are pe.-fecdv acceptable. The Personnel Director/Employee Relations/Risk Manage: is actually being encouraged to keep treating others in a hux ill way because the City Manager allows it to happen over and over again and continues to do nothing to stop it Truth is a powerful tool, we all need to remember what it truly is worth. "The Truth Shall Set You Free." Truth simplifies communication, builds respect resolves issues, builds long-term credibility, faciitares getting what you want builds relationships,and givw you peace of mind! We do not have much truth at City FaIL We continue to be helpless pawns in a powerful game whose rules we don't know. The rules according to the Cry Manager or the Personnel Director change either daily or by situation. More pa. cularly, they change according to whom the rule applies. The Policies and Procedures are used for or against you, according,again, to whom the rule applies. I is not fair for us to be passive or angry or scared! The situation has been going on long enough that our sense of self has been undermined to the point - that it is hard to conceptualize anything better or that we deserve berme.-. With regard to the-Personnel Committee",I believe that it should be disbanded and renamed the -Employee Committee." The Chairman. Lester Dabbs. Jr. should be removed and the employees should be allowed to vote on who they wish to chair the committees Additional comments on low rating throughout the opinion survey: 1. I believe that Mr.Shapiro's particular type of management style would be appropriate during some situations,however,I don't think it is needed to the eiaent it is used now. Z In general I think we have very coam'dent departmental heads if they were allowed to do their jobs without the imerfer=cc from above. 4. I understand what my department's goals are but.I am a little confused on what the City's goals are for our department. It sometimes appears that the City makes certain decisions without having any consideration of the consequences or impact on different departments, such as the new mall and what type of personnel hours/power will be needed in order for • • each department within the City to be able to service the Mall's needs. 6.(b) No time is given by the City to adapt to new policies or procedures issued you generally receive a memorandum stating that the changes have been made and you will adhere to them no questions asked. 7. As fares I can tell the City's growth has increased but the departments have remained Constant. 8. As far as I am concerned the City bas no consistency from day to day,it's always a challenge to work here. 11. In my job capacity I am etpecred to do the work of several people 13. What is the'big picture"at the City? 31/32. When I first started here several years ago,members of my department basically treated everyone like one of the family but now it's every person for theirself and I think this is an image fostered by City Personnel and the City Manager. (A house divided cannot stand) 33. The only time anyone receives any recognition is when they screw up,I think this needs to be turned around the other way. The more you praise someone the more productive they are. 35. Several of the elected officials at times act worse than children, some allow the power of - . their elected position go to their heads,they have to remember they are elected to save the ay and its cozens to the best of their abj just because they area City Commissioner does not mean that they know everything or that they can walk on water which at least half of them think they do. 37. In reference to this question I really don't think management gives a damn what employees think or how the fed. 38. NOT! Fust of all I would Trice to say that I enjoy working at the City of Oraee I enjoy working for the citizens of Ocoee and I enjoy my job within my department and I have no intentions of working for any other place. I live in the City and I plan to retire from the City some day. I think that Mr. Shapiro has done an excellent job of selecting deaarmreat heads within the city,they have the knowledge and skills to handle the jobs they were hired for, the only problem is that Mr.Shapiro will not allow a department head to rum their own department without his interference. I think that the Mayor needs to realize that bis elected position is not to interfere with the daily operanons of any department. Complaints he has or receives from citizens of the city need to be given to or taken up with the City Manage: It is difcslt for me to understand how the Director of Personnel can also be the Director of Employee Relations since these two positions con$ict with each other. How can the same person look out for the best interest of the City and then turn around on the same matter and look out for the best interest of the employee? This problem creates a lot of grief and havoc when it comes to dealing with performance evaluations and disciplinary matters. All actions such as these have to be coordinated through the Personnel Director,who later assists employees in grieving such mattes. This is not a shot at Peggy Psaledakis but rather the positions. 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Off C1..V4".. _ v _ PT c..-w•T T: C t[ C�`'t���- Pr t�'�`O L: `.5 �• t�'�. •TTc O N P}Nrer"KSAL Sv5 C7- Fdfftvr- At.lb f Ei�t/t 41,uG, �.:..5 {� to _ - Pti6 Si:.t y. �i c'� FQ'urJZER'S 1 = lC\V,:5 �.�:Y\1'1 t---7--;_;_c•5 � ,1.r *".;:=Q- / KaJ� • City of Ocoee 1995 Employee Opinion Survey I would like to take this opportunity to thank the people responsible for this Survey. Not too many times, at least in my department, the employees have the opportunity to express their opinions freely. I hope the results are examined carefully and that measures be taken to improve upon it. I can truly say my department needs help.The Department Head has created an uncomfortable environment where people are afraid to even speak to each other. On the other hand,the supervisor of my department does not do much to help the situation,maybe because this individual is also afraicL Tinfortimaixly,the training _ consist of one employee just showing another how to perform the job. Opportunity for professional training,classes and or seminars are rarely offered. As long as the job is done,that's all the employee needs to know. I have heard from others employees that the Department Head believes that the management team should not mix with clerical or lower position employees.Maybe that explains the disiaruie between the Department Head and their employees.There is only - one way communication and no feedback.This Manager does not realize that if we work together toward the same goal we have to interact . My department does not meet as a group. It is important to know what is going on with the city internally as well as externally. It seams that our only link to the City is the Commissioner's meeting on TV.At least it gives an idea of what's happening I would like my department to please consider a meeting at least once every to weeks giving the employees the opportunity to ask question and have better understanding of the issues affecting the City.After all we are a customer service oriented community.Being informed helps the employees provides a better service tithe community and it suggest • that the employees are involved in the growth and changes the City is going through. In order to have a fair performance evaluation system the employees should be allowed to evaluate their supervisor at least once a year. It seems only fair to help this individual's growth as a person and as a manager if she or he is being evaluated by two different perspectives;upper management and their employees.The Commissioners and the City Manager will have a better picture of how their managers are performing their duties. Managers should have the same kind of method when conducting a performance evaluation.Maybe the City could consider the Management by Objectives appraisal system in which the main idea consist if an employee is involved in planning and setting the objectives and determining the measure,a higher level of commitment and performance may result If what an employee is to accomplish is defined clearly and precisely,the employee will do a better job of achieving the desired results. • S'upJr vi So e6 4-lick-I- Lyre- f+.;- iC:oo A3nn /Cer. C U L.e. c. T ;,.copal SNcoic Q^U.{ a Paacd P.th, -=- +cJ � dmf J F i^zlurS• ---4^ i'lc t re+ CA-Lt..; rJ Cct1_C mores C- 3 �., C-- e(.4 Cion'-1 1,,;c�� 4.2r.^ 5 SQ 5 Foe rnu ch cavori i n ;1\ -i-h2 Ctgp4r4m. . t s Q lc Of rncTnw._Ai rj,/ no-r � . !fid .� •5q u300 ta 'ELL proc-, -Irc,_tcz Jt-TD ; be-0 .ct(-6..Q' \141 7 5 140-LH- The 'ffrn'plaRe -cn Sc.4".5 Pct.( d r ujhcc\ hopes !-hey L C{ U f1 For-h.:nc�11 ,� aine CtS -T� pauir,3 Ems,pltripe' h Ours r' -Q. (1 cam- vJ �,n cS ce -\ - Ct l l 4-h . ,rr,a.3tn8 11a,nd -op 11.rup of s„,, I r'(1 catch Qc-e SSc3-►-2. G'n Q Sc-r-L tV i so 2s , he 1 }' �m I bZ{1z 2 t5J'�ir1G�.'-, �GQ S !-h i 5 �°F\NI 0 1 P -;� Pn'�5�-e ta� d ac mc.,3;�5 S'nto\d be Lam.'Gam. - 1 ? cn cQ r !��'� ILi �n 4 1 the City Manager, I feel we definitely can use some improvement ! Also , any time a city growing as rapidly as Ocoee is , threatens layoffs or benefit reductions something is not being run properly . 2 . This reflects back on the. same problems with question #1 . 3 . My dept . head does not directly deal with me . However, I am positive that we can function .more efficiently with new ideas techniques. 4 . I am not sure which direction we are going. And 1 reel as though our dept . does not interact with . any other city depts . unless it is absolutely necessary . 6 . Policies are implemented and inforced differently with each in— dividual . - What - happens to : me: for. something may be different for you. 9 . Babysitting little—league football games does not use me to my fullest ability. My job changes depending on what petty chore needs to be accomplished, which most are not even related to my dept . 12 . There can be no security in a job - if the public and ' city management does -not understand that we are professionals who take pride in our jo We are treated as lazy people who rarely do anything . 16 . Evaluations have never been a well understood process . 22 . I am also a resident of Ocoee . And I am proud to live and serve here ! 23 . Our stations, and_ furniture,_ especially= need to be improved to a point in which it is not embarrassing to allow the public to enter ! 24 . Our starting pay is fair , but that is where the fairness stops . We are nowhere close to the salaries of other depts . once you have been here a few years . 23 . Our profession is the 2nd most dangerous job out there . And I feel as though I should not have to work a - second and third job in order to lead a very modest life . 31 . Morale is still very low here . Each shift works completely different . 33 . I always strive to do a good job . And usually the only recognition I receive is from the public , or a patient . xx Don ' t look a: this as a big negative , unhappy employee . That is not true . I candidly responded in hopes that this may help to improve my workplace . I am proud to work here . And would like to retire from here . But , _ also have to be able to support my family . Thank You ! ! _ _ eel : wants it nes a "sock Cu: =_ 'r �__ . �.'de - .. ita - v is ' ` C. r•J�c:all gets is eve.^. while calling everyone bite - else that :e.� have to `:.e bullet a: every turn of the corner . _ Even thcugh the City has "no money" it seems like City Hall can re- structu:re themselves to accommodate that situation by merely changing their titles . This is not right at all . = see no improvements in the future for this area . As far as stability and Long term employment with the City, I feel this is a thing of the cast . The City is a very temperamental em- pla_yer in this day and age . I feel that there is no one on the side of the average worker at upper management level . Every yea: the "workers" .of the City are having to carry more financial setbacks but "who" cares as long as certain areas are not affected . : We are told that everyone has to carry the burden but I have yet to see this being done . As far. as cooperation within and with other departments I- feel most`w employees tend to worry about what everyone else is doing instead of worrying about what they are doing. This also can be said about wages and salaries . But I do agree that some people are never going to be satisfied no matter what is done for them. The Personnel Director seems to be looking out for budget money a lot more than for employee needs . I feel that we need someone in that position who is more open minded , neutral in opinion if you will. I don ' t necessarily mean someone who is overly for the worker but at least someone who can have an open minded attitude. As of vet I seriously do not see this ! Seniority seems to be a thing of the past . The cnly thing this counts for anymore is vacation schedules . I can ' t see that time on the Job or experience counts for much of anvtainc anymore . If management wants someone in a; pa_ticular position- then that 's what will be. The Rules and Regulations booklet is getting real close to being a Jake . The cld saving used to be "get it in writing" but new I feel that you have to co one step beyond that and ";e- it-- 1 _ � insomeone else ' s _ _ _ __ depends on who definesV_t and hcw they want to define i t . There are very few things there that are definite . This area seems to fail within this catecory; that is , chances within my department and the Ci-_ . _ feel sometimes that these os are so_ s -- a a . chanceung .loge u ' : +si_.cle :mcraing Whether this _s due to a lack cf communication by Ci--r =all Crcur Department a, I real ' ', � tment e d, _v am not sure but both seemtoneed some improvement. I am not going to address every overall view _issue in this survey specifically but aneo a of mine is that the City needs to co' n^'- it- selfpavlittle tend me e t r at., cn to same cf the news,cthers view- paints, and attitudes cf e_ this. aif throughout the City. I kacw that m v sound as the workers want everything forL but the _ e- th-nc themselves bttom line is that we just want to be treated fairly decent andas ecu - departments . - -- _ ahs amcng a__ 1e know that everyone cannot be "professionals" but _t would nice sometimes if we were humored and treated as such. be ., 46,44. .l.• .4-.4,,t "„^i Com' .f / . 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As r; r-lli P L 6 y E1C- / s Gz LT c41-, -!--" 74-1i. ,., k -7`-17eo." est`- P,eJh en /74li / 74-A z ,pub 4, •• cid ,! . . /oa fi1vcCj =t' PeOp ejcT"ri kL ' or0 f't'n.f-e— rri Coro h> Nc o � N � ) 0 kE % 7y �? ki7 t �i“Le- -p7rtegY ane- OUI- GJo2k- • = 71'1 .it 11C A / � o� �S TG Gjo2�t f- c).c cc1 ! rJ ��e.. C.1-1 Aa L€__ EJB' S/',OvA Cl ' �. �. . O . , Aege is so/YT � /'/1�Ja tC- ,a bLer) : irJ -""�/.S ifrt ems- T 4.1 ,ee� .1.. �' #7 nu / rQN _ —y • • , ��' c .ham, t t._ :.\C: ___-(1.'4C,� 2 ./ .Z �'ti_C G '`.t....�2-r. ,c..•-•,,,..--- C!�_� £�-.ct, �. c C.3f«-L�. �. ��.�. J CIC.Z.� �:.L. J�.. .� �L u^..9.+ l.°j�.ttc`' .t� ?CSV .,C�.�KA-4,A. 0-6\cL .Q.. '�'-�.2, ..••-•�t:. A j�� -U: :\:•.\, L'L�J4,:--k:c.Lr C-A.. k...•-• i•••••Wim. A LA c-.- 41. at�C 2 t� s. C2_, .24(4%..Z tg.-rt"\—k ;LN C``= Cit.,,. au.2% .,v,lea . : FEEL TOU HAVE TO 3.? FRIENDS WITH THZ ?MSCNNEL DEPARTMENT ENT NAMELY ,(?EGGY J TO RAVE ANY CHANCE CF.THE..SALARY SURVEY TO HE SWAYED • :N TOUR OWN"F AVOR:""ie SURVEY RAS ALWAYS 3"Y 3IAS AND WILL CONTINUE TO a AS LONG AS PEGGY CONDUCTS THE SURVEY. THE PERSONNEL DIRECTOR RAS TO ::UCH AUTHORITY LE TEE CZTYN SHE TELLS THE C=T MANAGER WHEN AND HOW HIGH 70 .:UMP. RZ MAKES DECISICNS TO PLEASE HER AND NOT FOR THE GOOD CF THE C:TY OR EMPLOYEES. 031 GR1 VANCI PROCESS IS NOT A-' TO EMPLOYEES, DECISICNS ARE :BADE :N PE'.RSONNEL 3EFORE REACHING THE C :CE OF HE C:'TN. MANAGER. SURE ~ R_E772ars T HUT 3Y THIS ...-:3 .s_ DECIS+ONS Aa: ALREADY MADE. If HE EMPLOYEES FEEL A. SENSE CF 3EIYG 3ULLIZO AND INT:M:0A 3Y PEG.'Z, IN OTHER WORDS THEY ARE AFRAID OF LOSING THEIR JOBS IF THEY SPS WHAT THEY FES,. T • EMPLOYEES RULES AND REGULA:ONS MANUAL WHICH GOVERNS THE EMPLOYEES I3 WRITTEN :N A MALIN12 'TSiAT IN'_'ERPRIT'?,T:CN CAN 3E SWAYED TO SZEM UPPER MANAGEMENT AS :T IS NEEDED TO DO SO. i FEEL THE EMPLOYEES NOT UPPER MANAGEMENT, SHOULD CHOOSE WHO THEY WANT TO REPRESENT 'TEM ON THE RULES AND REGULATIONS COMMITTEE. THEY SHOULD NOT RAVE PRESSURE AFFORDED TO THEM WHEN MAK:NG DECISIONS THAT INFLUENCE THE A GH S OF EACH EYXLCYEZ. THESE PERSONS SHOULD NOT COME FROM UPPER MANAGEMENT OR FROM ANY PAST OR PRESENT ELECTED OFFICIAL. 031 EMPLOY= ANNUAL CHRISTMAS PARTY USE TO 31 THE HIGHLIGHT CF THE TSAR WHERE EMPLO 115 AND T 113 FAMILIES COULD GET TOGETHER AND RATE A. GCCD 7IME. THIS r2=D TO 3RING A UNITY OF (ALL) THE DEPARTMENTS TOGETHER, (WHICH IS A RARE OCCASZCN ANY ?DRE) I FOR CNE IN.:0'E'D, TO ME 03:as WAS A TRUE MORAL 3UI JER. HOWEVER MOST EMPLOYEES PREFER NOT TO RAVE A PARTY ANY MORE DUE TO RAVING TO 3E WITH TEE C PPE MANAGEMENT CF TIE C:?!, SENIOR C:TT_'1NS, WHICH IN THE HOST PART ARE PAST C:'T`: OF='IC:AL3. IT IS 01R=31. HOW THINGS THAT AT ONE T E WERE GOOD :AVE NOW DECAY1O AWAY WITH TH MANAGEMENT ! !LE. ..'z.. PRESENT 3.E.-17I THAT SOME OF OUR DEPT EE.DS NEED TO TAXI SOME MANAGERIAL COURSES TO SETTER CO? 4UNICA E WITH THEIR EMPLOYEES. 13ELiZr' L7 THE MERIT SYSTEM BECAUSE IT GIVES US AN INCENTIVE TO DO A 3ETT_3 JOB AND WITHOUT IT I THINK TEE QUALITY OF WORK WILL DECLINE. MOST OF US ARE NOT GOING TO BOTHER TO TRY TO GO ABOVE AND BEYOND THE CALL OF DUTY I_ WE ARE GOING TO GET THE SAME RAISE AS PEOPLE NOT DOING A GOOD JOB AT ALL. EVEN PEOPLE OP.,GOOD - RAISE THIS PAST TEAR STILL GOT THE SAME WHO DID NOT GET-A SOODhMDID RAISE AS THOSE OF..:US ,WHO'- DID WORK HARD THIS PAST YEAR. HOPEFULLY THIS CHANGE WILL NOT TURN US IN TO SOME OF THE OTB'! GOVERNMENTAL AGENCIES THAT DO NOT SEEM TO CARE ABOUT • THEIR JOB AT ALL. WE NEED TO KEEP THE SALARIES COMPETITIVE WITH THE PRIVATE INDUSTRIES ALSO, BECAUSE AT SUCH A SMALL RAISE EACH YEAR YOU • • MAT LOSE SOME OF US BECAUSE WE CAN NOT LIVE ON WHAT WERE MAKING HERE. A SUGGESTION TO MAKE ALL OF _THE DEPT HEADS CONTRACT= SO THAT THEY DO NOT GET A COST OF LIVING OR MERIT RAISE ALONG WITH THE REGULAR EPLPLOYEES WrL PROBABLY SAVE US A LOT ALSO, BECAUSE THEIR SALARIES ARE ALREADY SO HIGH. I DO LIRE MY X08 IN THE CITY BUT FEEL WE NEED TO MAKE SOME CHANGES IN OUR POLICIES. A SUGGESTION THAT IF THE COMMISSIONERS AND THE MAYOR DO NOT UNDERSTAND WHAT IS GOING ON WITH TME EVERYDAY BUSINESS OF THE CITY THIN WHY NOT TAKE SOME TrxE TO SPEND WITH EACH DEPT ONE DAY SO THE WOULD HAVE A BETTER UNDERSTANDING OF THE AMOUNT OF WORK AND THE PROCESS IN WHICH IT TAKES TO GET THE JOB DONE. BELIEVE TEE EMPLOYIES SHOULD NOT BE INVOLVED WITH SOME OF TEE POLITICS TEAT SURROUNDS US EVERYDAY, TOO MUCH FAVORTISM. iLhzx NEED TO MEP THEIR JOHS SEPAR TE .FROM THEIR PERSONAL FEELINGS. 1. r • '�� �vc 5 } 'M Ali,r..:. L. J �.10�ct� ?INS• rc\ C \ • c—Y_ The sooner Ellis and Peggy leave the better off the city will be.. Ellis has the attitude that the staff is slaves and he is god_ Peggy is suppose to be for the staff while keeping the best interest of the city in mind, but it has not worked out this way_ The rules and regulation manual she designed, on one- page it says one thing turn the page and it contradicts itself, always in the favor . . of .the city_ Start listening to the Mayor, and quit - . : treating him like trash_ Mr_ Gleason. needs to stand behind _, what he says_ .Rusty needs to leave with Peggy and Ellis Also the clothing issue -should not be a big deal, either consider the price increase is due to the increase in cost • of living, or do not tell us to, get rid of our old uniforms. - I think unexpected drug tests would be more accurate, do not tell the staff one month ahead=of time,- what good will this dot Why is itwe overspend our budget, and the staff gives up our ,raise,_ but you. f in_ d a money,to'spend`on-everything - -� else-`.. + ; + _.._ _ a_ ►, - � -7-, .-: .:3g-r; ... 4.:-....•:'," a0 _.:._ : __. ? j•A e...: ' - ' ': - . / , ��� -d ' / � Lv'e/ ./,',...,---/-am -%; € _ �7 ;;i;r ° :- _ r e;g-ZV-// /77 ----:""frt - -'fie. -----f-i- ��' - _ v. .... i.,ze..... _ de„....,"" :„e.g.. , -/--.....- 2-y, r.,,,,,z, ,,,-,(fe.,./ . f )''f-' . /.e.;6 *i-e- -' �� 17. / 1 S v s� =SSS - O h A ci f A ?a- I-1-.4Y �,PoDf .4�- MD way -c , i'4 c h —1 Ocie . — v F f14.4 / cr ,c. Agar:: h* 547^ c r4(4+C 444-J.. Its)— 11_5� -ti chi. p-AT F5 I r. ►D ata^.L a S ��'�c. A...1MC: o ff- 7:"6- = a2 — Sg,.� As 4-31_ . ; . • Most of the time,other Departments other than City Hall,is made to fed like red • haired step children. If one of the Departments in City Hall needs more employees somehow they get them.. If the work falls behind because of the demand of the job, they get the extra help. The funds are always available for City hail employees, and equipment they .. run their departments. . the ui meat need to _ I'm not saying they don't need the help,I'm just saying their the only Department that I see that ever get new employees (there may be a few exceptions). The Police Department got alot of new officers,but all those hires were just replacements,no new officers or positions.. I watched the Commission meeting when they were talking about needing another position in personnel,they got it. Look at the furnishing in the new building. Very nice,commission chambers,over-heads,built in voting machines;big comfortable chairs:'Look at the new Police station.Plastic lawn furniture in the lobby,chairs for the training room so cheap their falling apart, most of the equipment brought over from the old station,where City Hall got mostly new and better quality furnishings. There's a sign at City hall parking for employees only. "City of Ocoee Employees only" Police department are not allowed to park there, they have to park on the brass and mud,and on the other side of the Youth Center for over flow(like voting days) or special occassions. Premium spaces left for city hall employees,and police - department employees made to feel like not a city employee as the sign states. When the building was designed,it was put together with top management and employees that have to work in that area are not consulted as to layout, etc They don't work in that area, but they decide whats best for the employees without any idea at times what is needed on a day to day basis. Everyone can't say what they feel as there will be reprecussions from the top of City sill, maybe not to the individual employees, but to the Department heads. i think that Personnel changes their rules according to who it concerns and sticks its nose where it don' t belong. When . it comes to evaluation time there 's too much favoritism in my department_ You could probably go back through everyone's past evaluations in my department and see who has been favored all alonc. l feel _like we do not need a Public Works Director, that the depart- ment is being run good enough without one. Even if they did'-hire one he would still buddy up with all the other department heads and wouldn' t care about the workers. They need to save that money and buy a sweeper with it. n • • 4.9, =L c.Akc 4L-L— A - - 1-ze•iy 4-'-'-- lam c-4 -Y".DS .1.0.44,1 " •(� c. Iv cas� c�. 0\ oFR doth P°Q`c� — V -�"'^`�'".." is Sp 412 CoS� %tr", Ua1-1` as 10,, 3.CS V�.� CIS(Qe' 0� C Clt,��onS ^ GS G a), � . Nek ao ".•\Jakki-t4 \ezt � ,nNX tt � � v.Cs..-m-s.‘r4 <) ar\.I C../•,•• `!"J Ama Ca, 4A-,..c t - a .. lS - ' Questions such as #24 and #27 are meaningless unless we have knowledge as to what other cities provide their employees. To me, a sign of a good manager is the ability to manage in an even handed professional manner while not showing their personal mood swings in the way they handle employees. During the past year I can not remember one positive memo to originate from the Personnel Department All I remember are memos that deal with what has a negative impact on the employees. • While there are regularly scheduled staff meetings for the department heads, this does not filter down to the rest of the employees. The only way I have of knowing- what is going on is by gossip and/or rumors. • 61/i..r ? , rL _ /S h 1477>J2L+1-6 .1.4..ci2C—=t2;,. "7 42:& i.21./ el /�.G�.U2i`�:y: ,(��' 4KZekir dj4.4441 /9 . ;41,13 I 471 je<.4,(41re I feel that the ,work ethics and the work standards are embarrassingly low-in my department and that they have been set this low by my super- visor. • I feel there is far too much favoritism in my department and that people are still being promoted on, the basis of seniority regardless of their abilities. I feel that, for some reason, Peggy Psaledakis lost sight of her job description and her function here at the city. This is truly unfor- tunate because the employees no Longer have representation. I feel • she should be the most easily approachable person in the city and instead she has managed to alienate many of the employees. She, in her position, should sever enter the chain of command . Now that she has where do the employees that report to her co for fair representa- tion. AS I WRITE THIS, TWO CITY OFFICIALS ARE BE=ING INVESTIGATED BY THF. . .D.L.E. WITH THE CITY MANAGER AND A COMMISSIONER BEING INVESTIGATED, I AM AT THIS TIME. GOING TO WITH HOLD MY COMMENTS ABOUT THE CITY. 1u7VERY PROUDTO EErA FIRE FIGHTER FOR THE CITY. I ENJOY MY JOB VERY MUCH AND HAVE NO PROBLEM TELLING PEOPLE THAT I WORK FOR THE CITY OF OCOEE . HOW EVER, I WISH THE FIRE CHIEF WOULD NOT GIVE HALF OF THE CITY AWAY TO O .C.F.R.D. AND WINTER GARDEN. THESE WONDEFUL CITIZENS ARE PAYING US FOR PROTECTION_ AND THEY NEED US. NOT ANY OTHER AGENCY. IF I WERE A RESIDENT OF THIS CITY, I WOULD BE ASKING ALOT OF QUESTIONS. MY BASIC OPINION ABOUT THIS SURVEYIS, I FEEL THAT THE FIRE DEPT. IS BEZING USED TO DO JUST ABOUT ANY JOB- ANYTHING FROM HOSING •STREETS OFF TO PICKING UP GARBAGE OFF THE STREET. FOR THE ENTIRE • SIX YEARS I HAVE BEEN HERE, NOT A SINGLE COMM. OR MAYOR OR CITY MANAGER HAS COME BY TO SEE HOW WE ARE DOING. THE ONLY REASON THE MAYOR HAS COME BY IS TO TRY•-AND COLLECT VOTES. I FEEL WE ARE LOOKED DOWN UPON CAUSE WE ARE ONLY NEEDED WHEN CALLED. WE CAN'T GO OUT AND MAKE CALLS, BUT, EVERY N0 ND THEN TO HAVE A CITY OFFICIAL COME BY AND SEE US WOULD BE 4--�-s. OR JUST SIT AND TALK TO US. THIS WAY YOU WOULD REALLY KNOW WHAT IS GOING ON AND HOW WE FEEL. THIS IS THE ONLY JOB IN WHICH -THE UPPER MANAGEMENT( (CITY MANAGER, COMM.) HAS NOT rnm7 RT TRS' cTaTrnrrc /46- 7740./7--- /77L�✓t / s ~ . joy/ ri� /a e'er-4-7;i %1/S - edam/ifio/ac / /it; � 7/47 #,,e‘x a_ Tri /,a-- .Al ,St/cs-1rc,e-i �.�c <j .47 LUVW.J.NU= ;�,� p�/Er� Ao, s /ra ",(1./. �e 1 73 `f 3S � �a .lo T orC Id s 1/ ,EcT T 4, e_ F Yf T rE2� 4to.:a , Db00 / /fire I A-) 7 4.,-4;kip rnt z, ji.%_ ��tf &71/1/74 44,77 /5/10:1S //rR c � ' 1N1/hi(At-lib,v seroi£ %%? - ;iz ,<sew.r. .L Dig zed oI e1f a .tire 1 uT 6 �-S ��r/r� -,& a �?5 / /5" -ZoYe,� /44-7;aves i7,Aft cr e -r --I• 7/ -7;1 . bie 4-1(A7-7 ti G / /xi Area (co -Pli c!; ,-Iuc� Thr` Fz f` dim /S ,, Tie need to step back and look how much the City has progressed. I just wish everyone could get along. ' _ Overall the City is not a bad place to live or work . but we all need to put forth the effort to get along. in a professional manner. / fCG/ i A.� : c_e.,-1 ..`. h QIJGS .Ort r Li 1L... ,Cll. , iI S uf-vc� cc mai cc— �'u C ...,.-L....., _ . • -7- L f - 1 - _ 11►'1.�n �. `rK�,� r� C S CU ' L t i',...1 '"r jv.e., ,rjr- --.1.143‘...1 ICU 640.1...e_. ( 41 " •••••• jt-Lc."1.s ej vms _ r • 7-- rev teS 1:L L CeeE kihxj T ` �r mac!i r+-�1 C` r- I 1 e- cl: ��Gal c.c. . 1=�.rr ; 7,.,_[ 1.-U• -1 1 . Cc...( g. ��- �- k Y r j` 1 \ 4x, °`s no ��.�4 t ° a.cr%-► ,--� ion CC"' �.5 � • � 41.5 ‘ *rt.a.So.�.S -l1 ` � an �� l �t"e�ct-t : S `�D 01..1 c: . ! 4..11 ' La.:-c. �rL �L( ' C�L G lt' 1L l - /res 4 cL ! ��� i i 1 ' s� C- riz ,,. S a,� --:- 1-. 1.. TtiZ v° 5. I) Ce•wCALM11 CALM we t Dieflul 111144o cw'r S icor t: bO . 2) 3r sagAlf is so tiMforkzun'}' -w ao v� o a�e, u.n sale., bs,es> L �i+ere, is ' +x 1.fie.M? 'Imre 3) cas` lzf � c � aas be. - a.d�G (A. w ho-QS how an t < ; wa WM %S� , u► oRe. tar_3oa� t — a gooks = ,aa than ai er gt e s. — �#a. R012 ct+.L �{+.as' Z aLo 1 3 ttovacn lest scsma -1 bo cairn b6' da 1.41/A4 ta•D �s UAL+ Nisi. w k WG Rao-4A - i 4 - C�/ ¢ Q�� /V) e ea( 2 o Gil¢ % eizo� 5 2.q riy r�a y /5 5 .002 - 7.0 . ,,,i.,,— ,,-v 5e7 /ayel-a` ��r oh 7� rrd - 0�e �y�,,,l Aye/ (Zger ; 7-2:15 (4 e re'r „ -h w Ar, yer /oma � Gt, � y 0id� y� � � d B/ • 1 te )11/1 ) 4 ,V 7X e aide- 7,‘, / 17) 2.• c-ef- 177 // / / /11/ WQv 761C 12/ 'fill ADD_T:2CX r• C:.iV11.VTS (5). � ` �� �� -3e.5 7 -"%-v= y Qs.yz NAL ArZ t-4 c c C F rr�c�Z� h 7-5 i�� p,t-T c=t ms -moo c. Acro 9r.CC...a.vMc.... . Nat possible to comment_ Ancn_rni tv is in question, and fear o= retribution is great. , --\\La__ Q.,_\\rt.6 ti.... 0 c...0-Q.12— 1 juk....i\ \\tsz_ 0,, 4 ,.‘c...... ..177,-1_s,1,, \ •) '. -7\....z„,,z__ -0\...Q.- " VI\ U-D cl. .. Q\f\ C.LN4.°6 I'''‘\. &' C..A4' 1 } 6...St. 1 CiAA" 11.••• •A'S .. ....27 .i.... . ( r, b , `o �� a-n Cs-;N 3 % e.s't S CC) 0.4. r ear- o - - l..sZ ' -c -�s.sZ a..c.,. n.► A. ‘A cU c\SIg( 6-- l 0Q\ St.. 1%.311\_\Cv'Z . ca c...,,,. ., „ \S C1— ��, T a� S.c�.\CY Ir.- rt. 0-- --"E"-I ....L-44-if-QA..%...4.., ..C.C.— . _1_,--hr- ‘ ‘Csa- .v..cz. 3 -.J w-Z�Q .b CIO — sax.-,_=2_4.4.......0_,, r - cg...-. '� -.,\ t - \a ..z ` ri. 0...'R._ \, to oCYCJ •SCI--) _ d CQ.S� . 4 4,,,_ Q. , c..) .k r\ _ c_t_z_ _ci..,_„..A,.1.. t ...$)._ w ..-e-i% er...N \.\\AAs ---v-- c.,-) L AL- -..-Q--c\ c ' cj -17-1/4.L.-r. ,.-r-e1.7\ 4 ex.r.c.2_ ce-e—d- _ \JOI . \-)kk r. %- .k-4-)2411.1) 1S --t-kl_g_r..._A- )--e_ cY _ No_2_,,.....7.... ‘c_. 3. .)..1 . . _ .0., . \ii._2____LJI.t..12.L.2_ . c;2_,.3. _ \ca_c_ic. -, %,L_Q_ 4t4,40esz_s \(\k 6) S \ N. SeN.S..._ C (..) ` . .x---km ........sz_ c_z.,\ I -, 4_, S c„. 0- �. "tet - . e PrQiCitr 127-cic17 c Ic ("" cc 77i/77 e / zr C7 1 r Oil S / ' ' LL :. v A Lk) ,S E o fr //.//76/7y � ��-� �' L 1 ` s S t.' f 'e`- ' c C (A/ ✓I jam' I. Don't understand that after layoffs and taking back employee raises approximately - 2 years ago,'why City employees were almost hit again this year. Sb. When I first started with the Ci . . ' .. ty,departments cooperated well with esch officer,now it is less than desireable, i.e.,you wash my back,I'II wash yours_ Nothing in the line of equipment or favors is done without some sort of payback expected. 7. It seems the change is coming at the a pense of employee benefits..,Dependant coverage is gone unless you pay for it'Though cheaper tail mostother places,it is still a lost benefit. The general employees are the ones that make the City run_ 12 & 13. These two are directly related in my opinion. I don't think anyone here is sure of employment regardless of quality or productivity even though very few have been terminated that I know of As far as the"BIG PIC-IT/RE;I think changes cloud the "BIG PICTURE" more often than not due to indecisiveness. 19. Simple reply,having been directly involved in one ofthese promotions to choose an - this is ins* on as g employee to fill a s�� my opiai untrue 'I think a Iot of promotions are pre-determined. 20. Statements such.as "You're lucky to have a job" makes an emplyee feel very dispensable. • 27. The benefit package here is probably better than most of the other municipalities in the area_ But again,we are losing ground on a steady basis. It seems that were told that we are the only or one of a few that get these benefits compared to other City's. Just because Ocoee is different by orTering an outstanding benefit package, I say, "what's wrong with different" Don't fail in the rut of making ng employees pay more just because some other City or government does. 3 I. Not as good as it used to be Morale is low City-wide. - 33. I may or may not get recognized for the job I do. Not an easy statement to answer, but by no means am I confident. 35. Most of them, even though I am not an Ocoee resident 37&38. It's a good way ofietting then know what I think, though I think very little will Change due to survey being filled out Forever pevmistic. RE:. 4 12 NO ONE IN THE CITY CAN BE SURE OF THEE JOBS. AN EXAMPLE OF THIS IS TrlE M [jNG WE JUST HAD REGARDING WHAT Bala-ITS WE WOULD BE WTNG TO GIVE UP TO E PEOPLE EMPLOYED OR MAKE THE BUDGET WORK RE:• 4 27 HOW CAN I COMPARE BENE-ITS IF I DO NOT KNOW WHAT THEY WILL BE. RE:. 4 24 THE STARTING PAY IS GOOD IT IS THE SAME AS MOST OTHER CITES BUT THAT IS WHERE IT STOPS. THERE IS NO MORE AD VANCT PAST THAT POINT. I rr_:1. VERY LUCKY TO HAVE RECEIVED THE 1.3%RAISE rrUS YEAR BUT WHAT ABOUT NEXT YEAR. AND HOW LONG DOSE THE CITY THINK IT SHOULD TAKE TO REACT TOP OUT PAY -. (ITSCIS TO ME I MAY HAVE TO WORK OVER 20 YRS.). 4 20 WITH THE ABOVE LISTED THINGS GOING ON WHY SHOULD ANYONE STAY WITH THE CITY. THE CITY IS SETTING IT SELF UP TO BE A TRAINING PLACE FOR OTHER CITES BY THAT I MEAN PEOPLE COME GET SOME ECPERIENCE THAN MOVE ON TO Bt t i r.R EMPLOYMENT.THE CITY DOSE NOT Oh e r.R ANY GOOD REASON TO STAY LIKE'~ JOB SECURITY,BENEFITS,PAY THEY ARE THE BIG ONES IT IS VERY E ISIVE TO KEEP TRAINING AND THEN LOOSING PEOPLE TO OTTER PLACES. RE".4 33 IN THE 4 YRS I HAVE BEENHERE,I HAVE NEVER BEEN'RECOGNIZED FOR DWG A GOOD HOB. I WAS TOLD THAT'S YOUR IOB. RF"r.4 35 I DO NOT THINK THE ELECTED OFFICIALS ARE LOOKING OUT FOR ITS EMPLOYEES.THEY MAY THINK THAT THEY ARE LOOKING AT THE BIG PICTURE,BUT YOU HAVE TO REMEMBER TO BUILD SOMETHING YOU MUST HAVE A STRONG FOUNDATION. THE MAYOR SAID WE SHOULD WORK FOR PRIDE AND LOYALTY. THE CITY MUST FIRST SHOW rrs EMPLOYEE THAT THE CITY IS GOING TO BE LOYAL TO THEM AND TAKE PRIDE N ITS EMPLOYEES. MOST EMPLOYEES FM..THAT THEY ARE Tri LAST TO RECEIVE ANYTHING(IF THERE IS ANY MONEY LEFT YOU WILL..)AND .- THE FIRST TO RECEIVE CUT BACKS(IT CMG TO BE TIGHT THIS YEAR.NO RALS ). PLEAS DO NOT TAKE THIS AS AN ANGRY OR DISGRUNTLE EMPLOY' I FEEL THAT TC E I EMR WE CAN MAI .TITS A GREAT PLACE TO WORK. BUT YOU HAVE TO KNOW WHAT IS WRONG BEFORE YOU CAN FLY IT RIGHT?? I HOPE THAT YOU WILL WORK TO SOLVE THE PROBLEMS SO WE CAN DO ARE JOBS AND NOT BE PREOCCUPIED WITH THE _ =GS WE rte.:..ARE WRONG WITH ARE IOBS �� _�.r 7:77C-I'd. a. t,�: �?mss �G�6a.c /44.4"/F:Ate .>>v 7. j� 777,r /4 ��s", , is gra v,.1•.70 �C r i D c=use 'v ,��.��•" " Ttir S� ,,� = 1 , - 4it /4 �<:-n2'-7Z �.ri7` .., --"ter)."-4 Ods. I THINK THE SURVEY IS GREAT IF SOMEONE WILL LISTEN . THIS IS MY CHANCE TO SPEAK HONESTLY WITHOUT POSSIBLE REPERCUSSIONS. ELLIS SHAPIRO AND PEGGY PSALEDAKIS PRETTY MUCH RUN THE CITY AND IF YOU DON' T LIKE IT OR DISAGREE WITH THEM THEN THEY DO NOT HESITATE TO INFORM YOU , "YOU ARE LUCKY- TO HAVE A JOB" . PERSONALLY, I THINK THE CITY IS PRETTY LUCKY TO HAVE ME . I HAVE BEEN HERE OVER NINE YEARS. I HAVE MADE EVERY ATTEMPT TO GIVE THE CITY 110 PERCENT. I WAS PROUD OF THE CITY AND TO BE A PART OF LT. HOWEVER, - DICTATORSHIP HAS GOT TO STOP AT SOME POINT OR THE END RESULT IS ELLIS SHAPIRO AND PEGGY PSALEDAKIS WILL BE PICKING UP THE TRASH; CRIMINALS AND PUTTING OUT FIRES BY THEMSELVES. RIGHT NOW I FIRMLY BELIEVE EVERYONE STAYS HERE BECAUSE ITS A JOB AND THEY ARE HARD TO COME BY. I ALSO BELIEVE THAT THIS -IS THE WRONG ATTITUDE. IF YOU _ ENJOY YOUR JOB THEN_ YOU WILL GO THAT EXTRA LENGTH . THEN . EVERYONE BENEFITS .,4 _; WHEN I FIRST STARTED HERE I WAS SO PROUD TO SAY I WORKED FOR . THE CITY OF OCOEE. NOW IT IS COME TO WORK; DO NOT TALK TO ANYONE; BE CAREFUL WHAT YOU SAY; DO NOT TALK TO COMMISSIONERS ABOUT YOUR DEPARTMENT OR THINGS YOU NEED BECAUSE ELLIS SHAPIRO WILL CHEW OUT YOUR SUPERVISOR . • ONE OF MY QUESTIONS IS THE GRIEVANCE PROCEDURE; HOW CAN PEGGY TELL AN EMPLOYEE HOW TO GRIEVE THEIR EVALUATION OR ANY DECISION MADE BY THE SUPERVISOR THEN TELL THE SUPERVISOR HOW TO FIGHT THE EMPLOYEES GRIEVANCE . THIS IS PLAYING BOTH SIDES OF THE FENCE SOLVING NOTHING ACCEPT TO STRENGTHEN HER JOB SECURITY . I THINK THERE IS MUCH TO BE SAID ABOUT EVERYONE WITHIN THE CITY. SOME EMPLOYEES WITHIN EACH DEPARTMENT CAN BE PRETTY PETTY . THE MAYOR CONDUCTS HIMSELF WITH VERY LITTLE DIGNITY AND THE CITY COMMISSION MEETINGS REMIND ME OF A FIRST GRADE CLASS ROOM. ALSO, I THINK- SOMETHING IS WRONG'WITf- THE SYSTEM 'WHEN YOU HAVE TO TAKE A PAY CUT IN ORDER TO ADVANCE-WITH"'THE CITY 'AS WAS SAID IN THE COMMISSION MEETING REGARDING THE ASSISTANT FIRE CHIEF'S POSITION . IN THE PAST IF A 24 ON-48 OFF EMPLOYEE WAS HIRED HE WAS PLACED IN A 40 HOUR WORK WEEK FOR THE FIRST WEEK OR TWO . THEIR PAY WAS CONDENSED FROM 120 HOURS TO 80 HOURS . THE HOURLY RATE OF PAY WAS NOT THE -SAME BUT THE GROSS AMOUNT=WAS .- WHY COULDN'T THIS BE DONE THE SAME WAY . FOR EXAMPLE: IF THE INDIVIDUAL WORKED 24 ON — 48 OFF THEN THEIR HOURLY RATE OF PAY MAY BE $6 .00 ; GROSS AMOUNT PER TWO WEEK CYCLE $720 .00 . IF THAT SAME INDIVIDUAL WORKED 80 HOURS PER PAY PERIOD THE RATE OF PAY PER HOUR WOULD BE $9 .00; GROSS AMOUNT PER TWO WEEK CYCLE $720 .00 . WHAT IS THE DIFFERENCE? /00. co it -' -a i �-eK- c.� (n01 �vc.� Po-%� y,;`w. '�J'G^ W d t.7 ILL'j' J C2 Ji/tC / izrh: `r41• D l 74; 444 J-47 Tito �/•��^J, `+^Q i I.G L �.�:i•t L� 7.0.4e t* ', •P•t ' ./ C�-1 a.;n •i0/ 2-.,, (CCv`•`s;...ci S. ,14; 7'_C9t z %��-;t pra c 's (.!co we. £e.ce .L--.!) 'TL,z. tz G�CL�SL. Wt Lv L tlo rf`cnti`. \ems. ..;o,r%' \,S To y t d p 'lint �� �„p 0,,.4,1 rynti.% T nca � Cr•� we_ 4•' � ,.. ac .\c k- c u z „,s rsikav-k. / — a%` l ?L) `J- ��Q,c, .;�a-e_/e_z.e7 J z &z� v -- -/4-4E-4- :4-'4 44-c- -Z17-4-e----r-f yi-,-,/ .J /t.e.. 7:27; ,.. - -' i 2 92.4.4.E .cz t�c - .. .. 'rJo,,„_. Wiz` 7;44 74,e D47iLe-/-tom � � 5 - . • COMMENTS: . - .._ • - There is a serious lack of communication between upper management and hourly staff. Hourly staff takes the heat for actions_ that are made or not made due to this lack of communication. Information -that is'needed-for daily.activity is not .conveyed 'in . a-timely manner or at' all. . Information regarding decisions about the budget: and proposals being made to the Commission has to be obtained through the grapevine. Communication within the department is not much better. Sometimes it is lunch time before it is known that someone (including direct supervision) is out sick or out on leave_ This is not a new problem, but one that has plagued hourly staff for years. This not only affects hourly staff, but the citizens as well. When comments are made or disagreement is stressed regarding _ decisions on policies that' are being--made by 'management,. . ._ supervision -interprets this to be disrespectful or insubordinate. This does not allow for any input from the hourly staff level and only adds to the lack of communication. This also effects the employee's attitude rating on their evaluation. Alot of this frustration could be avoided if hourly staff was included in making the decision or allowed to make input during--the process. Again, this falls back on the problem with lack of communication and management's idea that everyone is on a "need to know" basis.? . ---T- f' ...._ , �E 1 C(- C E r t LI I n Ma eta (..mete. l Q__ LL_t.d. be, CliaRc - 'i-o - . r.--) CJ\ T /(Y1� c - ! t. � i � / . . -. , \ , . ---1-1,x0-8,... bo rdi k� 5 6'E G1 �le i r Oy� G.+�,cQ. . . `� C- TS 1 -' ,T :kc-.1) cce2 Ev i E'F i ( i?i� cc- StIAR0-G . _ I) There seems to be a strong attitude of "my way or no way" withi n the City Manager's Office and the Personnel Department_ Employees have minds and intelligence also, their ideas are not always wrong.. 5) The "hands-on" employees of most every department get along well and cooperate with each other's needs- The goals get clouded when managers and mayors show up.. You have competent staff, let them do their jobs. p;7). . Management. seems -to be 'blind to the needed service that is imminent with the completion. of the mall. Fire and police services are presently inadequate in the area of manpower and equipment to handle the obvious influx of calls for service. • Yom cannot safely, hire personnel in. October of 1997 (hopefully) and expect them to be trained and ready to be on their own by November_ 26) Short team disph7 T;ty for sworn employees in non-existent any... longer.. No one has ever explained that .or even announced it ' officially_ If a female, civilian employee has a. baby, she receives disability pay.. If a sworn female has a baby, she better have six weeks of vacation time accrued_ \ VV C- `S - A-\/\;...s.s w c � �c< M \--3L. �l S `� cLv$. tea. • L4.47, 4_0l� o�-L'pv,�E�.! - ne-\- w• cS s- s-kksv`� ��S ,tea.-�.� -�.c�� S L:.: 5L�"-`3 v ,��-�.:5i.` 34M.,.c S J- ClCc-�w� �.T -��nc v kip S \ Q. c) E�i-ii. c e. L-..S L C�S - r` L���-� .mss. -2-Z -\ -1-t��:�y sc�:�� � ``� C_ Si c 5`cT v\ - L v%0 v�cJ c,r c`-�-�- LA.) o � � � CA_ �`:� �� S �,�. 2.-Lk_ �.r cr-.a C5 d�� \ 1 w-n pit c;`Y s ue//AJC ro 64,„.i fornseiveZzi %O i':.e° (P, /Cf f Se/C.S ,Q N � Pic:k.-Towv ” IS jNvw,^/c, 1r'S Ga .,.•'.CE AJ •'CLAr rr A.10 0%4,0"1/7.4 lc,/ 'Jo 4.#-.-C4!_l EF;. rifGi-ri a(� O/c - LO,J% %%C� 66A14 Appiweivr- Empcs ycrS To t orlk ".GC' ,Le44zN4er4 AA/10 K/t!/42/24-414-.0 hod 44_ F,Cot G I1 /n/c;, Fo�tc.a ra , lr:de"SG d h� /j.C . ✓G �t c' S.4:93. Ri4'cr ,i✓1"-fi/VG , 'O �CT'i r I..! j 1C!'J Ad.✓r'Y. Fas:�t rtic., :''b a Ci-t9 43-CA.rne A use ManctSemen� riCl y 4\ n rad tit 04- a- , w. �„&r�RStl Alb N c.ursrmAi =%, /�feF1 t./Ns ,Mq b �>> C.L.`, k.'Smar&:~ .22t ina z m � 0.1.4Jct.r A111,7-r.4 ccs CLhLa.� Ct.*. 7c' a 2f24 ZaL 611-444-4) L-,bc t:.c..o ! P�.c z Cc�.ea t> cGc rJcz .&- J3 c yc•iccd 6/co & 9 ±&€Lo ,�{�fit, teezig-zr-o-z_.; a. 2 �'ypv14.7Cc,'o�ler.tc.a.c,e.�?. �lorr�t CULU- 0.22. petixag, Cia�rx CL42, ?ocL e�:e-,ems .co a.aa�;z.� /rt�n�rne��'_ ,tst�rn iyr oic2_ L1�r art c-,.e�., .� cr. �. .�O • 3$. Z.� �'» .cert i e�%e..2/ C t;r.+Z C�CC� �-c-LY C-c71�'z e Q" ' _,Z,,fzeA.kLX c2; J � lcrta-,v.v axe.a.: /74 , cd .Lo iCee-32.t.�„ pro, rn.ct -/C (A---j) o caw . LT-L1 c-L1 evrze... - 4ze, (-41 . _zar,afc2._ zi,yu 917:f • cvx_sizA_ j/yzteactez, f :Xi, 56 /ZIA V4•Z-g) Jit6d Ar„164 - Aceimute_ As long as Peggy has something to do with this survey I dont think any good may come_ from this.Tlnul Pegs position as Personnel Director is removed by the Mayor and -. Conmissioner,she will always cruse moony is the city. She always plays both sides,which causes low morale.If you go to her about problems,cveryone else know what you have:said to her.Ifyou go to EIhs about hcr,he just laughs about it.Sometimes I wander who really runs this city,Pegay orEre Peggy is overthe Maintenance Department The Maintenance Department ben is Buddy department P.P T.D.}.I dontthink you need a supervisor and one worker is ffBuddy is aver mai :mance you could have two workers instead of a supervisor and a worker.You can eliminate a supervisors job.There are other positions that can be eliminated. For example, Pub&Woks Director could be handled by Jim Shirer. This wouldfrer no about 560,000.00 counting benefits. We are not that big of a city,plus we get a lot of help from P.E.C.- There are other positions that can be eliminated • from the Finance Department Does it really take five employees to rum the Finance D a . w I hope them is a change in the near future for the good of the city. The peiraone.L di.Rectoz AhouLd 6e moze hela4C and lailendly and rvm the empLoyeea mvme_ She L4 mvme on the 4u0emvL4o44 and the city manay.ema 4Lde and 4hould 6e mome lox the elnoLoyeea: Sometiatea l uaua L J 4he i..t veast uncai.endLy to the elrzployeea and auzAea . i.t 40 we on't want to come girt to lea o f&ce mix ?am anythuzg.. Alo4t peopLe t.zy to avoi.d hex a..! the time. .Uhen 4he '(.44t came rzeme the. .zelped a Lot vie u4, but that ..'it't 40 ancpmoae. On the committee, I throve the emolo4tee4 4hould 6e a6Le to pLc2 whoe.vem they want and that pe.zaonne.L 44ould Let Debby be on t he cvmmi.ttee 6ecau'e 4he ii an earpLoyae and could pmeaent thein viea4 ort thin.• I aL.io don't «Mini Rm. Da664 4hvuld 6e theme. 6ecauie he and r�e�.g.i._ 4eea to oe e.xvend4. 1 thEnA the cit f 4,ivuld have mome. activitie4 Iva all the peop a who woa.a rie.ze 'ince it would mace. it 4e.erat Li.e. mom. al a t°ami4. z ze. a Lunch tvg.ethe.a om a vvLL.e6al team om Bolling. om ,fvnte.thLay. LLAe that. Thank you ?om having thio 4umvey. I hope 4omethin a good wLLL cow e. o? Lt. 1 .Le,...„,„,,,,,......7 j -P-A-4.1 JA1l,f t j .,`.A 1^ �12-L' `_ "�• -�C�>...• E.` 1-;. `I✓iY/ - " y` •,,..%.z... LIC4f A 4 • -mac -c1 .4 ` cL- f.:.� ^ 1—,4' . • ' ...::,(...jr.c.,-7.4) ..I(. l.�►'JJ \ 4`: cavi` ; Each employee -needs -someone to go to with any problem that they may 'i have, but we do not. From the time you walk into the room or personnel office .you ,feel like-you are- on tria/ 'for -something 'you did 'not do. The personnel department isone;of .the- most important 'depatments in the city. The personnel director_ and:its _office should- and needs to be on neutral ground, but it isnot that way. If- anyone _talks with the personnel director about any problem it is her .opinion_,or, a new rule for that moment... :> a ,r. {. .. .. ,. The City Manager can and could run this city if the city did not have the personnel director that we have now. The City Manager could be here a long time if he would not listen to her Most all of the employees have lost confidence in the personnel director for the city. The city rules book tells you..:.one thing=on: one page 'and •something dif- ferent for the city's benefit on the next page. The personnel director should not have anyone working under her at any time. The employees that work for her do not have anyone they can co to and talk to . When the personnel director came here she did her job. Now she can't do her job for trying to do everyone else's job. __ you give your opinion or disagree with staff times at you. are - - put on the "hit" list and things_w�ll�be made hard on you— _ Ic :il -ILtiLa 41"1 6,"614.1 -j-L(A -Atrille.--111. ? P-el 91" . P - A t.A....4.., JAvnic-Lue.-- , , . / --,,., ..i.e._. `G - ..i.e._ w,r)` 7.v exte,,•r. o-r ''! 07- --71 7- -i1 e 1P60.-0 a CA c,7-;1,0,. y,,,. le,-.5 . Additional comments on low rating throughout the opinion survey. I. I believe that Mr. Shapiro'sparticularstyleappropriate . �� type ofmanaszement would be during some situations, however,.I don't think it is needed to the=tent it is used now. 2. . In general I think we have very confident departmental heads if they were allowed to do their jobi without the interference from above. 4. I understand what my department's goals are but,I am a little confused on what the City's goals are for our department, It sometimes appears that the City makes certain decisions without having any consideration of the consequences or impact their decision wiI have on different'departments, such as the new mall and what type of personnel hours/power will be needed in orderfor each department within the City to be able to service the Mall's needs. . _.. 6.(b) No time is � given by the City to adapt to new policies or procedures issued; you generally receive a memorandum stating that the changes have been made and you will adhere to them no questions asked. 7. As fat'as I can tell the City's growth has Increased but some departments within the City have not increased with the growth. The number of employees who work at City Hall has increased tremendously over the years, however, other departments still have the same number of employees or less as they did five to ten years ago. I I. In my job capacity I am expected to do the work of several people. 13. rm not really sure what the City's big picture is. 31/32. When I first started here several years ago,members of my department basically seated everyone Ince one of the family but now it's every person for his/herself and I think this is an image fostered by City Personnel and the City Manager. 33. The only time anyone receives any recognition is when they screw up,I think this needs to be turned around the other way. The more you praise someone the more productive they • become.. 35. Several of the elected officials at times act worse than children, some allow the power of their elected position go to their heads. They need to remember they are elected to serve the City and its citizens to the best of their ability and just because they are a City Official does not mean that they know everything nor do they walk on water. 37. In reference to this question I really don't think management gives a damn what employees think or how the feel. 38. Ido not feel that any good will come from this survey. I believe that Mr. Shapiro has done an excellent job of selecting department heads within the city. They have the knowledge and skills needed to handle the jobs they were hired to do; the only problem is that Mr. Shapiro will not allow any department head to run their own department without his interference. • I think that the Mayor needs to realize that his elected position does not give him the authority to interfere with the daily operations of any department: Any complaints he has or receives from citizens of the city need to be given to or taken up with the City Manager ' I think that the issue of district voting needs to be addressed when the Charter comes up for review. I do not hie the fact that there are 3 other Commissioners sitting on the Board of City:, Commissioners making major decisions that I did not elect into office nor did I have a vote at all. I think City Commissioners should be elected by City wide vote:- I understand that next year's budget(96/97)will be worse than this years and we may be facing lay-offs.. It seems to me that there are several different ways to balance the budget without having. to take the majority of the employee's benefits away from them. I realize that Commissioners do not want to raise taxes,however, this is something that needs to be done in order to generate more money for the City. Taxes can be increased minimumly so that the increase wouldn't place a big burden on anyone. There are other areas that can also be addressed in order to save the City money. I believe that when it comes to the budget, everyone looks for one thing to use as a quick fix in order to balance the budget. Instead of cutting out one particular item or program, other avenues need to be looked into. I also feel the Senior Citizen Program needs to be revamped. Why does the City limit this benefit to Senior Citizens only? Why isn't this benefit offered to single parents? I don't have a problem helping anyone who needs help, however, I do have a major problem giving this benefit to someone who is well off and has more than most people will ever hope to have. I have watched this city operate over the last ten years and, while things appear to be running smoothly, there, is as undercurrent running through that is disheartening. " _ I . feel as if things are accomplished around • here on a whim, and it- doesn't matterr -whose whim it is, as long as it . isn' t mine or. my. co-workers' . Even though we are not Staff, .with a big s, we are staff nonetheless, but we are never let'in on changes that are made,. either within our department or within the .city., as . a whole. ,It , almost-_seems. as if there are several little,_cities being run, .and--someone is,.trying--to run =them all ` so • that' it appears-..as one .;big;;onee - ,Management - decisions are made constantl Y.,_ from..one, day to. the -next,,., and .are changed almost as "constantly."",This:Leaves most of .us confused and angry,' the anger stemmingfrom- the -confusion of never knowing .the whole picture. Little s staff are required to be polite:and.-respectful Lof each other, :and- those,who 'supervise them and are -'department heads, but big., S staff-are -not- required' to.. be; respectful and. polite-,,:to us, and, . in 'fact, I 'have heard 'that' 'the 'City Manager himself told an employee that department heads can talk to employees any way they want to, because they are department heads. Where is the rightness in that? The City Manager is just as apt to ridicule someone for an idea or an opinion as in other department head, and moreso than some department heads or supervisors. Each one- of us has a part to play in this game, yet 'some parts are deemed more important than others, simply because of a title, when the truth of the matter is that without all the supporting,cast, the main players would..have no support and their.jobs jobs -;would:be f,that.much-harder All weTcwould like' is a--little -simple common curtest'_ ': Supervision and evaluations are also a big deal. If the city goes • to the trouble of working out an evaluation system that is based on a seven point range, why are department heads allowed to vary from that range and evaluate their. staff on, say, .a five point range? Why should one employee be'.evaluated .easier than.:any other one? The message this sends is that, even though my.job may be no harder or easier than someone else's job, because my department head wants to, I am going to be evaluated to his/her standards and the city standards can take a flying leap. What this means is that any raise I might qualify for will be smaller, because my department head doesn't think anyone is perfect and it doesn't matter what standards the city has set. This is another thing that I find to be grossly unfair. Communication between the big S staff and the little s staff is a joke. There is no such thing. Every year, during budget time, Staff runs around whispering in corners about what they will have to do to get this and that into or out of the budget, and it generally means trying to take something away from employees. This year it was longevity increases - next year it will be something else. If Staff wants to cut corners, why don't they start with their. own pay and their own increases and with their travel expenses and items like that? All general employees see is money that we work hard for coming out of our paychecks, and Staff flying off to who knows where for conferences and meetings that could be handled by conference calling and meetings closer to home. As I said before, I have already put in ten years working .here, and it looks now that ` I'll be putting in about ten- more, but when you start talking about taking away things that I put in that much time to get to, I start to see red.-_ I firmly believe that,- had not _a few employees cared enough to 'attend a ,.few meetings ' during ,the budget workshop - time, longevity pay_, would have bees` cut and it would have been retroactive, too. How 'dare your Thiscity:prides itself on being a great•place to 'work, _as. well,as a .great place oto live,`s and Pthis -is the 'way ou treat those l ,who have put is .their time land dedication? 7Is it-any wonder ..there is low employee morale? - Why should we care,. when it is so obvious to .us that .YOU don't. Instead of making a career out of a job, some feel that you would rather we quit after a few years so that you can hire someone • else to do our jobs for less pay. At one ;time,j ,was very proud .to work`for this. city, I -`felt that I,.accomplished:something everyday _ I came to work, and it"wasn'.t ' just" a job.�` Now,'-that" is exactly what it is just a job, something I will keep until I find something else better to do, or something that maybe pays the same in a different area. There is no more pride and there is no more sense of accomplishment, and I never leave here feeling like I did a good days work, and that's extremely sad. It has become my worst nightmare - just a job. And why are we forced .tohave to get information via the grapevine and from newspapers and such? .Why can't the employees just be told when changes are made? It would be so much easier to effect changes when :everyone is. informed,that changes are being'=made '-instead of'waiting';for;:someone to screw up to find out that a procedure has been changed: I expect that I will see parts of this later in an evaluation, even though it is supposed to be anonymous, but it really doesn't matter. These are things that I needed to have said, and I 'm glad that' I have had this chance to say them. And,. I 'm not deluding myself either by thinking that having said these' things,- ,changes will be made, either in management, or anywhere else. "I've about given up that any changes at all will be made unless new management is brought in, and I 'm not even sure that would change things, given the type of people we have on the commission. I wish some of them would come and see what I do for a day or two. . .they may get some idea about what's really going on around here. To the Honorable Mayor and Board of City Commissioners: I can only assume that all of our comments will reach the Commission unedited and without _comment front staff. Let me start by stating outright that we all very much mistrust this administration to the point that we feel we have- to use laser printers (non-traceable) or typewriters front home for fear that we will be "targeted" for harassment by certain individuals who shall be named in this comment section. . That_ fact alone' should be a flashing light that something is very wrong with ouracim;ni,stration and procedures in general_. :. rr UnIIess one'of you-:neve= studied history, then.-I- assume. that,mostt -will�.be-' familiar with. as :sera from. history, ,that -:resulted :,in '-the Holocaust and- destruction-of German` y. Fascism best describes the style -and`current form of government that- we-Y workers are existing under. The mere fact that we can attempt to have our-.voices heard, hopefully, surprises all of us 'and. also mour-.voicesakes us very wary.. Look at what happened to those that opposed the Third Reich, or who were labeled "different" from. _the rest_:=.-k# Certainly,=-death:will not occur;:in our`"situation,. but-.the processes 'that-,existed-back then that . resulted -to' that .end - are . very much present in. our current situation. My analogy may seem dramatic, however, it is used to illustrate accurately our demise. Our City was once a community of workers who worked as a team; in short, we cooperated and worked together the problems, etc. , that arose from day to day. We willingly helped each other out and were strongly supported by each other. That no longer exists due to two main reasons: the presence of Peggy. Psaledakis..whose title implies that _she :should be_on. :the. side, .of r.-the ,,worker T.and.who (clearly -is not:-2 and Ellis`: Shapiro,, the ,,City :Manager -:who allows =this destructive and hateful woman to gain power and get away with whatever method it takes to make all of our lives miserable. There are daily occurences when this woman' s venom strikes at least someone within the City. Together, Ellis and Peggy have divided and conquered our once "user-friendly" atmosphere. Departments get pitted against each other, co-workers are asked to spy on. each • other, rules are interpreted at the whim and hidden agendas of the City Manager and Personnel Director. I often wonder who the actual City Manager is, Ellis or Peggy, or perhaps it is both. I see these two constantly lie and cover up their mistakes; they easily blame and find fault in 'everyone but themselves. The ultimate blame rests on the City Manager, whose style is not that different from the way Hitler or Goebbels operated during the Third Reich. Does this sound like the kind of place you would want to work in? The reason that many_ of us are still around is that we live with the' hope that either the job market opens wide up (like that will actually happen! ) or that these two people, Ellis and Peggy, will be forced cut or just plain leave! Then the City, that we are very proud of and is growing tremendously, and we definitely want to be part of that growth, will return to its former administration. One that is ruled with a fair and gentle hand. One that listens to our thoughts and considers and acknowledges those thoughts in a positive manner. One that pays equally and fairly to those employees that have worked long and hard on their chosen. -tasks within the City. One that is left alone by this current Fascist regime. An aside regarding the alledged setting up of the Employee Committee to review benefits, etc. ; we do not want Ms. Psaledakis on that committee due to her manipulative 'and hateful manner which she runs these meetings, nor do we-want Mr. Dabbs-since he 'is merely her and Ellis' puppet. We don't care if they_have alledged ."expertise", regarding laws,= etc. ; Their-presence merely defeats the purpose. of -the committee: If=Ms . Psaledakis _(grossly overpaid - and has . her staff do all the work'-for her, unless she is busy manipulating'her "surveys" for'your review) and Mr. Shapiro had been doing their -jobs- effectively, you would not be sitting down and reading all of our responses. We respectfully hope that you will listen to us -you are our last hope that a change'will"occur.= We know that you cannot remove at least one of the Fourth Reich's two leaders, but removal of Herr Shapiro should result in the subsequent removal of Fraulein Psaledakis . Did anyone notice that there was a definite absence of Christmas Wreath decorations last year for Christmas? The reason was that Fraulein. Psaledakis, ,and apparently Herr Shapiro, believed that.the wreath was a:symbol"of death=rather thancelebration or decoration. This stupidity is an every day occurence -of :'logic that we workers _ • have to deal with. It is time this stopped! • CITY OF OCOEE 1995 EMPLOYEE OPINION SURVEY COMMENT 1 As a Citizen, I rate general . management of the city as excellent. _ As an employee, I rate the general management as good efforts. pper management as .the . . director. level and city manager. -'' I must - rate their; ,performance as Texcellent with the following observations: a. The city manager appears to openly treat some directors and their departments more favorably than others. b. The directors . appear-_ : to lack interdepartmental communication. This is partly due to failing to .use the "chain of command" . It(is my. opinion that inter-departmental communications should be through the department head. c. Some directors put in unreported "over-time" on a weekly basis to keep up with the work load. In my opinion this practice gives a false report on the work load of a department as well as sacrificing the well deserved personal time which is needed for the well -being of the directors. d. It has been my experience that. some directors tend to demonstrate their "clout " . and. control - over a given area by whimsical direction and "mandates". In my opinion management is a marriage. Each department has its own wants and needs, but all must work together toward the common goals of city and the City Manager. Common courtesy between departments should be mandatory. 3 My Department head is supportive to a fault. In my opinion, he has too much faith in the fairness of the "system" . While other departments are improving in equipment and staff, my department gets "promised for next year' s budget". 4 My department's goal is to survive the building of a mall while dealing with the general population (which has doubled in five years) , commissioners who want things handled as "anonymous complaints" (because ?) , builders whose projects are just as important as the mall and code enforcement (which is on going) . This is being done with the same staff as five years ago plus the addition of a code enforcement officer, a plans examiner and a contractual municipal inspector. 5 see above 6 On item "b", if a part of a policy or procedure is questioned by the employee it should be responded to in writing. As an example I have heard several employees question the " city drivers" section of the drug free work place resolution and have yet to see anything in writing. I know for a fact that the City Manager's word on any. itee- is as good as a written contract and that would be good" eno gh if he had not been placed in a position that forces - him'tz : actively seek employment 'elsewhere. With." 'the situation as : it is, I would prefer policy. questions"handled in a ;written format. 7 see item 4. ' There is definitely room for modernizing our department, however I must assume the lack of improvement is due to funds not keeping up with growth. 8 Yes, and 'enough diversity to 'keep it interesting. 9 I spend up to three hours a day doing clerical work and though I do not mind doing it, I feel it is a misuse of my position. 10 The time spent doing things other than my primary duties is my main source of pressure as it causes delays in processing (see item 9) . In as much as my department head has no choice but to take on ' additional, duties, how can I do less and that is a source of pressure. If it would serve a propose of benefiting my department, I would like to file a grievance against people who waste my time and that of the other employees by filing "nuisance" grievances. I feel the time they spend away from their jobs filing the grievance should be made up or deducted from their personal leave. 11 Yes, but is it fair to the citizens to_ pay my rate for:::a secretary. -.- 12 There is never any guess work as to where you stand with the City Manager. The Personnel Department is very professional in its documentation of employee work output by the evaluation reports. 13 Yes. 14 • Yes, but due to my work load, I have not attended any meetings of the professional organizations I belong to since before summer. Those meeting are my main opportunity to learn about new products and . methods used in the field as well as keeping me abreast on the constant changes to the Florida Administrative Code, the Florida State Statues and the Codes enforced by this city. 15 Yes, under the current management. • IS yes. 17 My department head has an open door policy and is very good about advising us on a one-to-one basis on our job performance. 18 He expects . my work - to meet his expectations and challenges me to _reach„ them. _ . In my opinion,,- it is fair -to expect an _employee;.to do_their,. best. 1.3 Yes, if, .we are talking .about -ability.:_to do the :job. we are talking _about ability to work smoothly with others as a result of the promotion. _ 20 Yes, but when it becomes difficult to work with those around you due to the .lack. .of professional courtesy and .. the petty bickering . .similar- to that r of,,, small :..children,': long term employment is not as desirable. 21 I use to think of the city as a career. Now I think of it as a job. There is a difference! 22 Absolutely. This city is my home. My children attend school here and use our parks and recreational programs. 23 All of the physical conditions I felt inadequate were not listened to or addressed before the city hall was built. No one listened then and it's a little late now to do something about them. Some examples are: Drive up window so our senior citizens and parents with children would not have to leave their cars to pay a bill, arrange departments according to use and accessablity, base office size on the job to be done in it (not on "job titles") , arrange halls and department layouts for security, etc. Other items I have brought up but seem to limited to my duties are: I have to make single copies often in order to proceed to the next step of my job as well as sending and receiving faxes which uses considerable time just walking to the equipment areas, there is not enough room in my office to perform my duties and moving from place to place once again wastes time, my office is too hot on the average. I do not blame the management for this as much as I do the commission for being more concerned about how city hall would look instead of how oeoole would use it. 24 Compared to other Florida cities of the same size, the pay structure and benefits are the best. As of recent I have inquired of employment at other cities and counties and in most cases find our benefits unequaled. 25 Compared to the job duties I perform, I have found my pay to be equal or greater at cities of equal size. 36 Not as well as I should, however any time I have a question on my benefits, The Personnel Specialist has always answered them completely and quickly. C7 see item 24. 28 Communications within my department are very effective. Ftqr.. the most - part, communications from other departments ar, clear, though sometimes misdirected -to the wrong person. gigi 29 - Up until •a 'few weeks ago `I 'would=have `said ,yes :without aiiy reservation.' Today I find myself . wording_ what I say carefully so there is no mis-communication. I further find myself conscience of who might over hear a conversation and quote me out of text. I now have to either- turn up my radio or leave my- work area to avoid hearing derogatory comments against my.: department- being madeiby other departments behind closed doors. 30 Not any more. In fact, I will not be surprised if this confidential survey doesn' t cause me problems in the future even though I am deliberately trying to avoid the politically points of my concerns. 31 Up until a few weeks ago, now we make a conscience effort to achieve the teamwork that we use to have naturally. 32 Yes. 33 Yes, I am confident I will be recognised for doing a good job by my department head. 34 Yes. 35 This question has absolutely no business _in this survey. 36 Yes, though sometimes the future is sometimes questionable. 37 Ask me on the next survey. 38 In honesty, I feel very little will come of this survey for my personal position with in this city, however, it may help someone. Ask me on the next survey. think c e city is very poorly managed. There are basically 3 people running the city: Ellis Shapiro, Montye Beamer and Peggy Psaledakis . None of them have any stake in_ Ocoee or really care about the city. It doesn' t matter how many other intellicenc and caring staff people ycu have if they basically have no say in the decision making process . No one who works for the city .is perfect. We all have .our shortfalls and need for improvement but the three people who have 99% of the say in the day to day operations of this city are also 99% responsible:' for the problems we are experiencing. ,The only other .people I would blame are our electedYofficials for_ letting it continue.=: The following -is my opinion of why .the city is `in such turmoil ..and morale..is .so :low; With Ellis Shapiro you can wrap it up by saying he is basically apathetic. He has a lot of experience in the field of city management but he has lost the . desire to -use it.--I think many times especially in a small city with a small staff, the staff and the city residents/businesses take on the attributes of the person in charge. The city needs someone with enthusiasm and motivation. I don' t think Ellis Shapiro wants to expend the time and energy. - Montye 3eamer is very intelligent but has No =eonie skills. She is extremely moody and.because of.:this, r ocher..emnloyees usually.dread :._ dealing with her and will pugrpose]y-avoid_her, if possible. Everyone knows this, includinc the city manager. They joke about it. Scmet_mes she even jokes about it calling herself the #1 bitch. I have not read her evaluations, but I would guess that this is not given much weight in how she is rated as an employee and as a sune=-yiscr "department d- =�-^r. should be because i -%� -_ Lse t has a tremendous impact cn how city hal_ functions . ?ecple in Mcntye 3eamer' s department say her attitude is very negative towards them and she treats them as if they were very inferior to her. Their say she snares at them for no reason and you can never count on what she W__l be like when ycu anercach her for any reason. They also say she _s Very unfair or terformance evaluations . She gives very few merit _=creases and =ect_e are shocked when they find cut how badly she thinks they are doing. It would be interesting to study the valuations she has done and see if there is a problem. Most people who work for Mcnaye. Beamer or just have to work with her will tell ycu they don't feel she respects them at all . She also so h as a hard time cettinc alcnc with other deca:tment d� �-�' ors . I'm not sure if it is because she feels they are net her peers intellectually, cr if it is just that she has trouble forminc positive relationships . She supposedly said in a department head meeting that she doesn' t trust anyone in the city. It is true that she is among the more intelligent employees we have on staff but her unwillingness to try to get along with people or to trust her fellow employees, or to foster a positive environment overshadows her intelligence . Because of this, ` communication is a problem with other departments because she is usually defensive . I'm not sure if she would or could change her personality. Because of the weight she carries with the city manager, if a chance is not made in her attitude, I don' t see how her department or the city can improve or work as . a team. _eery Psaledakis is a long time friend of Ellis He .Shapiro' sbrought her here and she has worked for him before in another city. Their close persona'_ friendship definitely impedes the ability for them to 1 function cn a boss-employee level . I would say that almost everyone who works for this city feels that Peccy Psaledakis is a detriment to the .orcanizacion because of -her negativity'anc' vindictive nature: The city manager may play up thincs that she does and say how she saves the city thousands of dollars in insurance payments and the like, but the _act is that cr:ba b_:i any Professional personnel could come u_'' with similar results usinc the highly raid consultants that we use and at the same time do some ositive thincs for emplovee relations and morale . :egcy Psaledakis sends too much time t Jing to V � r find t __cs that emol ogees have done wrong and too much time stirring up trouble ! Please don' t have her on our "employee committee" . (We really don' t want Mr. Dabbs either. ) eccy Psaledakis' repucaticn among emoioyees is probably the worst in he c= y. She nrobab_:i would say that is because of the nature of her 4-b . The would say that it is because cf the nature of her own _erscna__tyP. =oem_e say there is at least one .^ad apple in every o--:an_zat_on. _t' s too bad curs has to be the cerscn in charce of empiovee relations . She also uses every chance she Gets to implement new rules, policies or procedures . When she first was placed in charge of the receptionists, she decided the people at city hall needed to check in and out with them so that if someone called or stopped by, the receptionists would know if you were in or not . That has progressed now to "clocking in and out" where the receptionists not only put whether city hall employees are in or not, but what time they left and what time they returned. The city manager jokes that even he has to follow her new procedure . Doesn' t he realize that he is in charge? Some of the other procedures or rules she has dictated especially since the new building opened are almost comical . City hall employees can supposedly no longer sign birthday cards for people they work with or sell girl scout cookies, etc . unless they are "on a break" . She says it is because of the police department and the new union. Have we really become that paranoid that we must live in a state of constant suspicion and distrust? I am not as upset with what I earn or what my benefits are as I am with how the business of this city is conducted and how these people are allowed to treat fellow employees . There is no teamwork because teamwork is discouraged. It might be a cliche but it is the old "divide and conquer" at work. And it seems to be working well . People no longer enjoy working for the city. We do what we're told and collect our paychecks. We have little motivation to be innovative and lots of motivation to cover ourselves and watch out for 71 . That is no way to run a successful organization. I am glad that the city is doing this survey. I am hopeful that something positive will come of it so that the city can function better, be more productive and have happy employees . If we are serious about fixing what is wrong with how we are functioning, we must first be able to be honest about how we feel . Honesty can sometimes be painful but it can also lead to better relationships and is critical if we intend to get to the bottom of our problems . We all spend 'a lot of time together and there are bound to be differences of opinions and personality conflicts along the way. But it would be nice i we could enjoy our work and our workplace, feel respected and appreciate: as individuals, really feel like part or a team and want to do our best for the betterment of the city.