Community Archives - Page 2 of 8 - Victoria for Winter Springs

Navigating the Waters of Transparency: Winter Springs Under State Investigation

In the Heart of Accountability

As we stand at a pivotal crossroads in Winter Springs’ journey, I am compelled to share my thoughts on the ongoing state investigation initiated by the Governor’s Chief Inspector General. This inquiry, while significant, is a critical step towards fortifying the pillars of transparency and accountability in our beloved city.

The Essence of Clean Governance

Senator Jason Brodeur’s advocacy for state oversight, particularly concerning our aging wastewater infrastructure, resonates with the core values I hold dear. Ensuring that our water systems are safe and effective is fundamental, and this investigation is a testament to our commitment to addressing these vital issues.

A Reflective Look at Our Audits

The revelations from the initial audit and the subsequent state investigation earlier this year have brought several aspects of our city’s management into the spotlight. These findings are not just numbers and reports; they are a reflection of our city’s operational health. They demand our full attention and swift action.

Embracing Transparency in Leadership

As your City Commissioner, I embrace this investigation wholeheartedly. True leadership shines in times of scrutiny, and this is our moment to demonstrate a steadfast commitment to doing what is right for Winter Springs. It’s about rebuilding trust and ensuring that our actions align with the best interests of our community.

Our Forward Path

This state investigation is an opportunity – an opportunity to scrutinize, rectify, and improve. It’s a chance for us to emerge stronger, with enhanced practices that exemplify excellent governance. We will fully cooperate with the investigators and are committed to implementing any recommended improvements.

A Call to Engage

Now, more than ever, your engagement is crucial. I urge you, the residents of Winter Springs, to stay informed, voice your concerns, and participate actively in our city’s governance. Your involvement is key to ensuring that our city not only addresses current challenges but also thrives in the future.

Let us tread this path of transparency and accountability together, with the aim of nurturing a Winter Springs that we can all be proud of.

Here’s to a brighter, more accountable future for our city.

Warmly,

Victoria Colangelo City Commissioner, Winter Springs

Navigating Florida’s Legislative Landscape: An Update from Commissioner Victoria

As we delve into Florida’s legislative actions impacting local governments, it’s crucial to stay informed. I’m Commissioner Victoria, here to guide you through some key bills and initiatives in the 2024 legislative session.

1. Residential Building Permit (HB 267): Awaiting its first committee hearing, this bill is set to ignite discussions on building permits and local governance.

2. Vacation Rental Bill (SB 280): With its first committee hearing scheduled, this bill is critical, especially as it currently lacks a House companion.

Committee Highlights:

Flood Risk Management: Emphasizing the need for state support in local governments’ flood management.
PFAS Discussion: Highlighting the urgency of addressing environmental and health impacts of PFAS, with a focus on municipal wastewater treatment upgrades.
Environmental Protection Initiatives: The Senate Committee’s discussions on land conservation and water quality improvement mark significant steps towards environmental resilience.

Funding for Environmental Projects:

A substantial budget is allocated for Everglades restoration, water quality improvements, combating harmful algal blooms, and more.

Legislation Overview:

HB 609: Proposes repealing local business tax receipts.
HB 479: Offers revisions to impact fees and mobility funding.
HB 777: Focuses on equitable charges for municipal water and wastewater services.

Understanding these developments is vital for our community. Your involvement and awareness are key as we navigate these changes together.

Revitalizing Winter Springs: The East and West WWTF Upgrade Project

Commissioner Victoria Colangelo shares exciting news about Winter Springs’ commitment to modernizing our city’s infrastructure. The City Commission’s approval on December 11, 2023, for the design and construction services of the East & West Wastewater Treatment Facilities marks a significant step forward. This project, more than just a design scope, includes detailed development, permitting assistance, and community outreach. It’s a proactive approach to ensuring reliable and efficient wastewater treatment, aligning with our city’s growth and regulatory compliance needs. This initiative underscores our dedication to building a resilient and sustainable future for Winter Springs.

A Quest for Clarity: Winter Springs’ City Manager Search

UPDATED 11/21/2023 @ 1:32PM

Doc Drops Out!

Doc drops out of the City Manager Hiring Process, despite being ranked #1 out of 5 candidates. He said he was insulted with the way 2 of the 5 commissioners approached the recruitment process. Therefore, he drops out with an email to the Mayor and Blind Carbon Copies 3 of the 5 commissioners.

Per Wikipedia; “In some cases, the use of blind carbon copy may be viewed as mildly unethical. The original addressee of the mail (To: address) is left under the impression that communication is proceeding between the known parties, and is knowingly kept unaware of others participating in the primary communication.”

Only a FOIA request would uncover this fishy behavior, showing that the email was sent via BCC.

Hello, Winter Springs residents. I’m Commissioner Victoria, and I want to share my perspective on the ongoing city manager search in our beloved community. It’s essential to shed light on my concerns and reservations about this process because, ultimately, our city deserves nothing but the best leadership.

LinkedIn Posting Puzzlement

Let’s start with the LinkedIn posting. I was puzzled by the fact that the city manager position was not listed on our official City of Winter Springs LinkedIn page but on a duplicate. It might seem like a small detail, but it raised questions about the professionalism and accuracy of the recruitment process. Why was such a crucial posting not on the correct platform?

The Top Five Candidates

As the search progressed, my concerns grew. Korn Ferry presented us with what they considered the top five candidates. However, I, along with many others, failed to see what set them apart. Three of these candidates had no prior experience as city managers, while the other two had only five years of experience in that role. This misalignment with our city’s expectations left me deeply concerned about the qualifications of these selected few.

Our Expectations

Winter Springs had specific criteria in mind for our new city manager. We needed a candidate with experience in city management, finance, and utilities—a well-rounded skill set crucial for effective leadership. Unfortunately, the selected candidates did not seem to meet these expectations.

Fears Confirmed

Throughout this city manager search process, I voiced my doubts and concerns. I even expressed reservations about Korn Ferry’s recruitment methods. I feared that the process might have been compromised from the start, especially considering that the decision to hire Korn Ferry was made without consulting the Seminole County recruiter.

As I saw only five applicants make it to the final stage, my apprehensions grew stronger. I began to worry that the former assistant manager, who had initiated the Korn Ferry partnership, might not have the city’s best interests at heart.

The Call for Transparency

In the midst of this controversy, I called for greater transparency. I requested the names and locations of all 200 applicants because I believed that the candidate pool was not up to par. My concerns weren’t just for myself but for the entire community that deserves nothing but the best leadership possible.

I want to assure you, Winter Springs residents, that my perspective comes from a place of dedication to our city. I am committed to upholding high standards for our leadership because our community deserves nothing less. As this controversy unfolds, I hope that we can collectively work towards a transparent and effective city manager selection process that will serve the best interests of Winter Springs and its residents.

Critical Evaluation Needed: Tuskawilla Crossings Pond Failure

As a dedicated public servant deeply committed to the wellbeing of our community and the integrity of our infrastructures, the recent failure at the Tuskawilla Crossings pond has raised significant concerns and numerous questions. A catastrophe of this nature, resulting in a 30-foot hole and the malfunctioning of a relatively new retention pond, necessitates thorough investigation and transparent communication.

First and foremost, it is imperative that we scrutinize and assess the root causes of this failure. This incident could be the consequence of various factors such as potential design shortcomings, construction defects, or maintenance lapses. The decision to allocate approximately $180,000 to Pegasus Engineering for a comprehensive evaluation of the damages and to discern the essential repairs is a necessary step. We anticipate insightful findings that will clarify the intricacies of the berm’s failure and provide guidance on avoiding similar future incidents.

However, the potential cost of the reparations, which could escalate to $1-1.5 million, underscores the gravity of this issue and prompts contemplation on fiscal responsibilities and allocations. Our community deserves clarity on this significant expenditure, ensuring that our resources are judiciously utilized for maximal community benefit. We must prudently consider the renewal of the penny sales tax for infrastructure in 2024, understanding its crucial role in funding essential projects and addressing unforeseen challenges like this one.

A holistic, objective, and transparent evaluation is paramount. It is crucial to ascertain whether this unfortunate incident was a result of an unforeseeable act of nature or if it stemmed from identifiable and preventable flaws in design or maintenance. As we navigate through this challenging situation, my focus is steadfast on safeguarding our community’s interests, ensuring the resilience of our infrastructures, and upholding accountability and excellence in all our public projects.

Let’s remain engaged and vigilant as we unravel the details surrounding this incident, always striving for a robust, resilient, and thriving Winter Springs. Your continued involvement and feedback are invaluable in these community matters. Together, we will work towards effective solutions and the continuous enhancement of our beloved city.

Tuskawilla Crossings Pond Berm Failure from VictoriaColangelo

Understanding the City Audit: What Every Winter Springs Resident Needs to Know

October 3, 2023
Victoria Bruce
Commission, Community, Wastewater, Water
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Hello, Winter Springs residents!

Our city recently underwent another audit, and as part of my commitment to transparency and accountability, I want to help you make sense of the findings and what they mean for us all. Below, I’ve summarized the key issues and recommendations made in the audit.

Finding 1: Wastewater System Operations

Regulatory Violations: The Florida Department of Environmental Protection (FDEP) has identified multiple violations at both of the City’s wastewater reclamation facilities, East WRF and West WRF. These range from unauthorized wastewater discharges to inoperable wastewater treatment systems.

Financial Implications: Violations have led to civil penalties that the City must either pay or invest in pollution prevention projects. As of June 2023, a total of $318,372 has been incurred in costs and penalties, which impacts the City’s financial standing.

Operational Challenges: The City has taken steps to correct some of these violations, but the continued occurrence of problems indicates systemic issues that need to be addressed. There’s also the potential risk of reputational damage and lawsuits.

City Recommendation: To comply with the audit’s recommendations, the City should work on immediate corrective actions to ensure that all FDEP rules are strictly followed. This could involve a detailed review of the contractor’s operational protocols, the condition of equipment, and compliance with federal and state regulations. Urgent training for the personnel may also be essential.

Finding 2: Water Utility Contract Monitoring

Monitoring and Oversight: The City’s delayed actions in contracting an independent engineering firm for auditing the water utility contractor’s performance might have contributed to the issues identified in Finding 1.

Operational Inefficiencies: The findings from the engineering firm’s delayed report highlight issues like ineffective communication protocols and outdated utility facilities that require attention.

Contractual and Regulatory Compliance: Without effective monitoring, the City cannot ensure that the contractor is in full compliance with the terms of the contract or state laws and rules.

City Recommendation:

The City should establish robust policies and procedures for regular oversight of the contractor’s performance. Annual, if not more frequent, evaluations by an independent engineering firm should be made mandatory, as per the contract terms. The City should also facilitate a transparent and prompt communication system with the contractor to resolve any operational issues swiftly.

Finding 3: Infrastructure Sales Surtax

Overview:

The City received sales surtax collections for infrastructure projects but diverted these funds to projects that were not initially approved or discussed publicly. The lack of transparency and public discussion regarding project reallocations could erode public trust.

Key Points:

Reallocated Funds: City Commission approved the reallocation of $12.8 million from originally proposed projects to other ventures without individual discussion in publicly noticed meetings.

Unaccounted Funds: $2 million transferred from the Road Improvements Special Revenue Fund to the Water and Sewer Utility Fund did not have separate accounting, making it unclear if the funds were used for approved projects.

Public Trust: Changes in project lists and expenditure may not align with public expectations set at the time of the sales surtax referendum.

Transparency: Inclusion of significant sales surtax reallocations in the City Commission’s consent agenda reduced transparency and deprived the public of the opportunity for discussion.

City Recommendation:

Include items with significant financial impacts, like the infrastructure sales surtax, as discussion items in the agenda rather than consent agenda items.

Expend sales surtax collections in a manner consistent with public expectations.

Provide separate accounting for transferred sales surtax collections to other City funds.

Finding 4: Public Records Requests

Overview

According to the State’s Sunshine Law and City resolution, the City of Winter Springs is obligated to provide public records upon request, potentially charging a reasonable fee if the request demands extensive resources. However, the City’s practices are inconsistent with these requirements, as evidenced by an audit of 217 public records requests received between October 1, 2021, and December 31, 2022.

Key Points

Response Time: The City took an average of 29 business days to fulfill 38 requests, attributing the delays to factors like staff schedules and official City business. However, no standard time frame for request completion exists, and requestors were not notified of delays.

Cost Estimation: Six requests were priced between $21 and $3,895 based on estimated labor costs, but no record was kept to justify these estimates. As a result, the requesters did not proceed with payment.

Lack of Transparency: City personnel could not provide documentation to support how cost estimates were calculated. Additionally, no policies exist for tracking the actual time spent on fulfilling public records requests.

Risks

Public Trust: The City’s current practices could erode public trust and compromise transparency.

Legal Compliance: The lack of documentation and guidelines may result in non-compliance with State laws concerning public records.

City Recommendation:

Establish a standard time frame for fulfilling public records requests and notify requesters if delays are expected.

Require that documentation be maintained to justify the estimated and actual costs for fulfilling requests requiring extensive resources.

Finding 5: Procurement Policies and Practices

Overview

The City ordinances mandate that all purchases must adhere to uniform purchasing policies established by the City Manager. However, these uniform policies were not available during the audit period, and multiple instances of non-compliance with ordinances and transparency issues were noted.

Key Points

City Ordinance Requirements: City ordinances require uniform purchasing policies and procedures established by the City Manager. Purchases less than $50,000 can be authorized by the City Manager, while those above require City Commission approval.

Absence of Uniform Policies: Despite requests, City personnel failed to provide the auditors with written uniform purchasing policies as required by the City ordinance.

Discrepancies and Exemptions: There were instances where competitive processes were not followed, such as:

$67,339 spent on temporary labor services without competitive selection.
A $67,404 irrigation pump purchase made with three written quotes instead of sealed bids.
Contract negotiations for communication and branding services based on unspecified criteria not in the RFP.
A water system operator was selected without adhering to a competitive selection method involving a pricing component.

High Vendor Payments: From October 1, 2021, to September 30, 2022, the City made payments totaling $15.7 million to 59 vendors. Issues were found in purchases totaling $4.9 million from 14 vendors.

Transparency and Fairness: Due to the absence of defined policies, there were instances of unfair and non-transparent procurement processes.

City Recommendations:

Policy Formation: The City Manager should establish written uniform purchasing policies and procedures as mandated by the City ordinance.

Transparency and Compliance: The City should ensure that all purchases adhere to the new policies and procedures, ensuring that the procurement process is transparent and in accordance with City ordinances.

Competitive Selection: Incorporate a clearly defined process for competitive selection in the policies, which should include a pricing component when applicable.

Monitoring and Audit Trails: The new policies should include a mechanism for monitoring and auditing procurement activities for compliance and effectiveness.

Clarity on Exemptions and Definitions: Clearly define terms such as “professional services” and stipulate the criteria for exemptions from competitive processes.

Finding 6: Purchase Cards

Overview:

The City’s audit report on Purchase Cards (P-cards) reveals that while P-cards can serve as a convenient tool for making business-related purchases, they are vulnerable to fraud and misuse. The audit identifies the lack of comprehensive written policies and procedures that should govern the use of these cards. The report emphasizes the importance of internal controls to ensure accountability, especially given that $347,590 was spent through P-cards by 36 City employees between October 1, 2021, and December 31, 2022.

Key Points:

Lack of Comprehensive Policy: City personnel confirmed that there are no comprehensive P-card policies in place. The existing guidelines are limited to what is outlined in a cardholder agreement that each user must sign.

Basic Guidelines Exist but Are Insufficient: A cardholder agreement outlines fundamental aspects like the responsibility for the card, pre-approval of expenditures, and submission of receipts. However, these are not considered comprehensive policies.

Old City Commission Resolution: City personnel provided a City Commission resolution from 2004 that has elements of a P-card policy, but it is not adequate for current needs.

No Documented Supervisory Pre-Approval: Although the cardholder agreement mandates pre-approval of expenditures through managerial supervision, City records showed no evidence that any of the P-card expenditures were pre-approved. The process is verbal, and there is no written record.

Increased Risk of Fraud or Misuse: In the absence of effective controls and policies, there’s an increased risk that unauthorized or inappropriate expenditures could go undetected. The audit did not find any such expenditures, but the risk remains.

City Recommendations:

Establish Comprehensive Policies: The City should develop a comprehensive written policy that provides guidelines on all significant aspects of P-card usage. This should include, but not be limited to, acceptable uses, vendor types, single purchase limits, daily and monthly limits, and supervisory approval processes.

Document Pre-Approval: In line with the existing cardholder agreement, the City should document the required supervisory pre-approval for each P-card expenditure to reinforce accountability and transparency.

Periodic Reviews: To ensure compliance and detect any unauthorized or inappropriate usage promptly, the Finance Department should conduct periodic reviews of P-card transactions against the established policies.

Finding 7: Management Turnover

Overview:

Finding 7 highlights the challenges arising from significant turnover in key management positions in the City from April 2019 to February 2023. Frequent turnover, especially in critical roles like the City Manager and Finance Director, poses risks to the consistency and effectiveness of internal controls and policy application. The report notes negative workplace environment allegations and Commission interference as some of the factors contributing to the turnover. The issue has had cascading effects, leading to delays in financial audits and substantial unpaid invoices.

Key Points:

High Turnover in Key Positions: Roles such as the City Manager, Finance Director, Chief of Police, and Directors of Public Works and Community Development have seen multiple resignations over a relatively short period.

Negative Workplace Environment: Some personnel who resigned cited issues such as a hostile work environment and questioning of loyalty by Commissioners.

Commission Interference: Instances of Commission interference with City staff were noted. Training to prevent such interference is now part of the City Commissioners’ onboarding process.

Financial and Operational Consequences: The turnover has led to delays, including the incomplete fiscal year 2021-22 financial statement audit, and significant unpaid invoices totaling $1.2 million, affecting the City’s contractual obligations and finances.

Loss of Institutional Knowledge: The frequent changes in leadership have resulted in a loss of critical institutional knowledge, affecting the oversight, application of City policies, and possibly leading to control deficiencies and non-compliance.

City Recommendations:

City Commission Training: Continue and possibly intensify the training sessions for City Commissioners during their onboarding process, focusing on the importance of non-interference with City staff, as mandated by the City Charter.

Positive Work Environment: Develop and implement policies that actively foster a positive work environment. This could include initiatives aimed at employee well-being, transparent communication channels, and mechanisms for anonymous feedback.

Retention Strategies: Consider creating retention strategies for key management positions, such as competitive compensation packages, opportunities for career development, and offering exit interviews to understand the reasons behind resignations.

Audit Completion and Invoice Settlement: Prioritize the completion of pending audits and settlement of unpaid invoices. This may require interim staffing solutions or external assistance.

Policy Review: Conduct a thorough review of current internal controls and procedures to identify any gaps or inefficiencies that may have arisen due to the turnover. Implement changes as needed to ensure consistent policy application and effective operations.

What’s Next?

The City has been given recommendations on how to address these issues, and it’s crucial the city respond to ensure these changes are implemented for the betterment of our community. I’ll keep you updated on developments as they happen.

If you have any questions or want to discuss this further, feel free to reach out. Together, we can build a stronger, more transparent Winter Springs.

Best,

Victoria For Winter Springs

City of Winter Springs Transmittal Letter and P&T from VictoriaColangelo

Addressing Water Supply Concerns in Winter Springs: Recent Update From the Director of Utilities

Residents of Winter Springs,

Here is an update from Bilal Iftikhar, the Director of Utilities regarding the concerns of the Water Distribution System in Winter Springs:

We understand that recent boil water alerts and concerns related to our water distribution system have caused inconvenience and frustration for many of our valued residents. We want to assure you that we are fully committed to addressing these issues to ensure the safety and reliability of our water supply.We empathize with the hardships this has caused for you and your families.

1. What does the City currently have in reserve for the express use of equipment replacement at the end of it’s expected useful life?

The City currently has reserves of approximately $16 million. This was recently presented as part of the proposed budget/rate study for water/wastewater utilities in the coming years with a budget of $166 million. Along with the proposed rate increase, the City anticipates taking SRF (state revolving fund loans) and utilizing much of the existing reserves in order to push forward with necessary projects, with the most significant being development of two new wastewater treatment facilities (as the current wastewater treatment facilities are well beyond there useful life). Note we are also seeking grants where possible, but these are often project specific and limited in nature. The City also currently has $18 million in ARPA funds which are anticipated in this budget.

2. When did the City most recently engage with a third party firm that is capable of performing a full engineering study on the City’s water supply infrastructure?

The most recent engineering contract was established in 2021, which was a reselection of the City’s on-call engineering consultants. Specific to water/wastewater, the initial focus of this contract was the treatment facilities. At that time, the primary needs surrounded potable water quality with improvements at water plant #1. On the wastewater side, urgent repairs and replacement of the two aging/failing wastewater treatment plants were the major focus. Additional items also included lift station rehabilitation, reclaimed system expansion, and reliability projects such as backup generators. The City also engaged engineering consultants to develop a wastewater/reclaimed master plan to identify system need, which helped to create much of the currently established Capital Improvement Program (CIP).

Since I joined the City, which was only about 5 months ago, I have established a plan for our wastewater treatment facilities, the next step will be to focus on the collection and distribution system piping. Primarily, given the continuing failures in the potable system, we plan to focus on the potable distribution system in 2024. Our goal is to begin a City-wide look at the potable water system assets, including a valve assessment program and pipeline prioritization for future repair/replacement. With more than 150 miles of water main, this will take time to accomplish, and improvements will require funding. We have already established needs for some pipeline replacement, but we expect more recommendations will come out of these analyses. For this reason, our proposed budget carries an annual pipeline replacement line item. Even with the increase, funds are limited and repairs and replacements will have to be planned strategically.

3. What are the current approved and funded plans for replacement of aged, defective and inoperable equipment including water treatment plants, potable water supply lines, sewer return lines, lift stations, pumping station, etc.?

The City has recently established an updated Capital Improvement Program (CIP) for utilities. This identified numerous projects including two new wastewater treatment plants, lift station replacements, and other collection system improvements. On the potable side, this includes further optimization of the treatment processes, reliability improvements, water main assessment, valve and water main replacements. A copy of the current CIP is attached for your reference. Please note this CIP list is not final, and we will continue to update information as we determine necessary projects (such as water main replacements). Related to the CIP, please note that we recently conducted and presented a rate study based on our proposed CIP to the commission. The rate study proposes significant rate increases in the coming years in order to fund the proposed CIP. However, the rate increases are not yet approved.

Since joining the City, my goal is to remain very open to our community with our goals and plans to improve upon the City’s water/wastewater infrastructure. However, the expected projects are not a simple undertaking. Completion of these projects to improve the City will take many years and require the funding to pay for them. This will require the support from our City leadership and citizens.

Additional comments on recent main breaks:

I noted some concerns about the recent water main breaks. Remaining open in our communication, I’m providing you with some information below:

First, I’m sorry that our residents have to deal with the breaks and the inconvenience that goes along with these breaks, such as low pressure and boil water alerts. I can assure you we are also concerned with the recent continued water main breaks which have occurred. Please note there are a variety of reasons for the system breaks, and each of the recent breaks have occurred for different reasons, varying from nearby structures inducing a failure to fiber contractors drilling through the pipe. A few of the many factors which can lead to breaks include:

Aging infrastructure – This is a challenge in every municipality. Certain materials/era’s of construction are more vulnerable than others. We are aware of areas of the system which have pipe material which is more prone to breaks and we are focusing on these areas.
Loading – External loading/forces and soil conditions can often lead to failure when the pipe cannot handle loading from the nearby forces (vehicle, structures, etc). In particular when soils “soften” in wet/flooded conditions, the pipe becomes more vulnerable.
Nearby Construction – Often, area construction work such as installation of other utilities by 3rd party contractors can lead to a failure. A few of the recent failures are related to directional drilling of fiber which hit our utilities. We have also recently met with fiber contractors to address recent issues.
Crossings – Special crossings or conflicts with other utilities (mostly underground) are often more vulnerable (these are difficult to find, such as when a pipe was improperly installed against another structure, which ultimately leads to a failure)
Storm Events – Note that Hurricane Ian caused a record amount of flooding and impacts to the City, which washed out structures, uprooted trees, etc (impacting pipelines with it). This accounted for many of the water main breaks last year.

We believe some more recent failures may still be related to flooding impacts from last year, in particular with settlement/movement which could add to pipeline stress/loading.

We as a City are not alone, and unfortunately, every utility will experience main breaks. With that said, the City recognizes that there are areas of the City which were originally developed with pipeline which is more likely to break than other materials. We will remain focused on these items, but again, please understand that this will take time and will require funding to accomplish.

Thank you for your patience, understanding and support as we plan and then work though this crucial endeavor. We are committed to making the necessary improvements, and we are confident that, with your support, our water distribution system will be better than ever.

Sincerely,

Bilal Iftikhar

Community Update: New Residential Projects Moving Forward in Winter Springs

I’m excited to share with you updates on two major residential projects that have recently received approval from the Winter Springs City Commission, demonstrating the city’s commitment to responsible growth and community development.

Hickory Grove Townhomes

First, Mattamy Homes is in the process of constructing a 132-unit townhome community near the intersection of S.R. 434 and Tuskawilla Road, in close proximity to Winter Springs High School and a Publix-anchored shopping center. The community will feature four different two-story townhome floorplans ranging from 1,476 to 1,709 square feet. The project will include 4.3 acres of open space that will consist of amenities such as a pool, cabana, playground, and dog park, enhancing the quality of life for future residents.

Senior Living Facility

Secondly, Amco Development is preparing to begin work on an amenity-rich, 140-unit independent living facility for residents 65 and older. Located at the intersection of S.R. 434 and Fountaintree Drive, this facility will offer modern living spaces and upscale amenities designed to foster social connections and promote well-being for our senior residents. Amenities will include a restaurant, bistro, hair salon/spa, small movie theater, and areas for arts and crafts, enriching the lives of residents and their guests.

Collaborative Decision-Making

I would like to acknowledge the Planning and Zoning Board’s diligent work in reviewing these projects. After extensive deliberation and collaboration with developers to align the projects more closely with city codes, the board has ensured that these new additions will not only meet but exceed our community’s standards.

Commitment to Sustainable Growth

It’s worth noting that the City Commission lifted its growth moratorium in late July, which had been imposed earlier in the year to focus on improvements to our stormwater infrastructure. These two projects symbolize the forward momentum that Winter Springs is taking in its development, always with an eye toward sustainability and the well-being of its residents.

Your Feedback Matters

We understand that new developments can raise questions and concerns. As always, my door is open for discussions regarding these and future projects. Together, we can ensure that Winter Springs remains a community we’re proud to call home.

Thank you for your continued trust and support.

Warm regards,

Victoria Colangelo

City Commissioner, Winter Springs

Winter Springs High School’s Tradition of Painted Parking Spaces: A Legacy of Community, Creativity, and Continuity

By Victoria Colangelo, Winter Springs City Commissioner District 2, Mother, Entrepreneur, and Proud Supporter of WSHS

Nestled in the heart of Winter Springs, the Winter Springs High School (WSHS) stands as a beacon of learning, community, and pride. With its official colors of purple, black, and gold, and the mighty Bear as its mascot, WSHS has been serving over 2,000 Seminole County students since it opened its doors in 1997. From its humble beginnings with 9th and 10th graders, to celebrating its first graduating senior class in 2000, this institution has witnessed two decades of excellence in academics, arts, and athletics.

One of the school’s most cherished traditions is the senior-painted parking spaces. This annual event sees seniors transform the school’s parking lot into a colorful canvas, allowing them to weave a piece of their journey into the very fabric of the school. Beyond its visual appeal and the fundraiser aspect, this tradition embodies the school’s mission, ensuring students graduate with the values, skills, knowledge, and attitudes to be active contributors to society.

As seasons change and the year concludes, another beautiful ritual takes shape: painting over the artwork in anticipation of the next batch of stories to be told. A fresh start for the next generation.

Having been an active member of the Winter Springs community, I’ve seen firsthand the power of such traditions in shaping our students. As a mother, an entrepreneur with a deep-rooted love for the environment, and a City Commissioner, I’ve always believed in creating and supporting initiatives that blend economic growth with cultural and environmental conservation.

The painting tradition at WSHS does just that. It’s an initiative that raises funds, fosters creativity, and instills a sense of belonging. It reminds us of the importance of cherishing memories while also looking forward to what the future holds.

As we celebrate the past and anticipate the future, I am reminded of the values that Winter Springs High School has always stood for. It’s more than just a school; it’s a community that binds us, an institution that reminds us of where we come from, and a beacon that lights up the path to where we’re headed.

To the young artists of WSHS, thank you for sharing your stories, dreams, and creativity with us. Here’s to many more years of painted memories!

Thank you for being a part of the “I Love Oviedo Winter Springs” journey. Let’s continue to grow, cherish our traditions, and work towards an even brighter future.

Senior Parking Space Painting 2023

WSHS History

APPROVAL OF ASSESSMENT ROLLS

Pursuant to Section 197.3632, Florida Statutes, each of the following assessment rolls shall be certified to the Seminole County

Tax Collector prior to September 15, 2023, along with any necessary changes subsequent to the date hereof permitted under Sections 3.12 and 4.12 of the Ordinance and the Uniform Assessment Collection Act.

A. Tuscawilla Improvement Area. The non-ad valorem assessment roll on file with the City Clerk for the Tuscawilla Improvement Area is hereby approved, such roll setting the annual rate of $36.00 per Equivalent Residential Unit (reflecting no change compared to the prior year amount and $7.00 less than the maximum rate of $43.00 previously authorized by the City.

B. Tuscawilla Maintenance Assessment Area. The non-ad valorem assessment roll on file with the City Clerk for the Tuscawilla Maintenance Assessment Area is hereby approved, such roll setting the annual rate of $128.00 per Equivalent Residential Unit (reflecting an increase of $8.00 compared to the prior year amount and being equal to the maximum rate of $128.00 previously authorized by the City).

C. Oak Forest Assessment Area (Maintenance). The non-ad valorem assessment roll on file with the City Clerk for the Oak Forest Assessment Area (Maintenance) is hereby approved, such roll setting the annual rate of $60.00 per Benefit Unit (reflecting no change from the prior year amount and $3.00 less than the maximum rate of $63.00 previously authorized by the City).

D. Tuscawilla Phase III Assessment Area (Capital). The non-ad valorem assessment roll on file with the City Clerk for the Tuscawilla (Phase III) Assessment Area (Capital) is hereby approved, such roll setting the annual rate of $88.00 per Beneficial Unit (reflecting an increase of $3.00 compared to the prior year amount and being equal to the maximum rate of $88.00 previously authorized by the City).

E. Tuscawilla Phase III Assessment Area (Maintenance). The non-ad valorem assessment roll on file with the City Clerk for the Tuscawilla (Phase III) Assessment Area (Maintenance) is hereby approved, such roll setting the annual rate of $87.00 per Benefit Unit (reflecting no change compared to the prior year amount and compared to the maximum rate of $87.00 previously authorized by the City).