- May 2, 2024
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Three candidates — Danny “DJ” Culberson, Iliana Ramos Jones and Ron Mueller — are vying for the Winter Garden City Commission District 2 seat. The election will be held Tuesday, March 19, with early voting taking place through March 17. Meet the candidates in our exclusive Q&A. In the print version, some responses have been edited because of space constraints. The entire, unedited responses are below.
DANNY ‘DJ’ CULBERSON
Age: 39
Family: I am a member of a family of five. My husband, Bradley, and I have been together since our first days in Central Florida in 2006, and we were married in 2017. We became a family with the addition of our boys in 2018, who are now 8, 15 and 16. We also have two Boston terriers named Grace and Frankie and three cats named Trixie, Vangie and Ellie. Bradley is my best friend and rock, and our boys will forever be the most significant accomplishments of our lives.
Education: I returned to school part-time in 2020 at Capella University to complete my BS Business Administration, which should be finished before the end of this year. A degree is not necessarily needed to excel in my career at this point, but it is something I want to do for myself. I plan to enroll in an MBA program once it is completed. Again, this is not a career requirement, but when I returned, I really enjoyed the learning experience, especially the self-directed learning model at Capella. I recommend it to anyone considering returning to school as a mid-career learner.
Employment: I currently serve as the director, Global Corporate Accounts, at EcoSure, a Division of Ecolab. I support a global team of corporate account managers who manage food safety, brand standards and public health contracts in the medical, hospitality, retail and restaurant sectors. Our primary function is to partner with brands from single units to large multinational chains to develop and execute plans that ensure guest safety and total brand protection through unit-level coaching, large-scale training and routine audits that ensure standards are contentiously met. This role is advantageous as it brings my previous experience in the hospitality world with my passion for large-scale project management, continuous improvement, and, most importantly, people development. My favorite part of the role is helping my team grow their careers and the partnership aspect of strategizing with all parties to improve success metrics. Yes, I am a bit of a nerd, but it is so much fun!
Experience: I began my career in the restaurant business, starting as a weekend prep cook, host and busser at 15. I worked through the ranks, becoming a general manager and multi-unit leader. As a general manager in Central Florida, I was fortunate to partner with local chambers of commerce and learn the value of local business partnerships. This was the key to my ability to drive top-line sales growth and a local following at each restaurant I lead. In my time in that business, my legacy includes more than 20 internal management promotions, 11 of which went on to become general managers themselves.
After leaving the restaurant business, I joined Ecolab as a district manager (two-and-one-half years) here in Central Florida, then became a regional manager (three years) and finally moved into corporate partnerships as a corporate account manager (two years) before being promoted to my current role this past January.
Also, through the years, I have owned or co-owned several small businesses, including a small pressure-washing company, a travel agency with my husband and a local adult sports league with some lifelong friends. In addition to this, I also manage two family businesses located in South Florida.
For community leadership experience, I work closely with the West Orange FFA, the West Orange PTSO and SAC, while my husband is on the leadership team at the Dillard Street Elementary PTA. Previously, I was also very active in several of our local chambers, including the Seminole County Chamber, the West Orange Chamber and the International Drive Chamber.
Since moving back, I have also applied for a few board positions with the city of Winter Garden but have never received any communication regarding those applications. I followed up routinely when I saw open board positions but was never interviewed or contacted except with the standard, "Your application has been received and will be submitted to the City Commission for review.” (I am paraphrasing.)
I want to add here that while I don't have formal community leadership experience, I do have family, parent, small business, large business, global business and community experience, and I think that is actually far more valuable than my ability to see all sides of the issues facing Winter Garden today.
Residency: Bradley and I lived in Winter Garden from 2012 to 2016, where I led the Chili's here in town for a good bit of that time. We moved back in 2020, knowing that this is where we wanted to raise our children. There is no place like this city! We would have moved home sooner, but we were coming into the prime of our careers at the same time the residential boom started to happen, and we could not afford to live here until we had a few promotions under our belt.
Why are you running for District 2?
I am motivated to run for District 2 because I see gaps in the city's focus on families, children, small businesses and strategic growth planning. My platform addresses these areas to ensure our community's balanced and inclusive development.
The city has done a great job revitalizing downtown and enabling growth here. However, we have had a blind spot for families, children, small businesses and forecasting smart growth.
Case in point, just over 28% of our population is under 18, yet we have only one summer youth program and no formalized youth development programs. To prove my point, we have over 100 annual events between farmers' markets and city (celebrations) but just one youth program. Further, if you compare the youth-directed Parks and Rec programming year over year, they are decreasing (2023 vs. 2024) while the city's youth population continues to grow. This is all occurring while we have also grown to become one of the most expensive costs-of-living in cities in the state. (Some studies put it second, only trailing to Naples.)
When you do the math, the average family in Winter Garden makes about $90k a year, while the average home costs around $570k. That number certainly goes up when you look at just District 2, as the average age of homes is much newer than most of the rest of this city. Simple math puts the average family in Winter Garden spending between 35% and 45% of their earnings on their homes alone. To add to the pressure on our working families, we also see considerable inflation in nearly every household category; most families in our city spend 50% to 60% of their monthly earnings on their homes and the cost of goods related to their families. On top of that, if you have multiple young children, your childcare costs when school is out can be as much as your mortgage. (Trust me, I have lived it!)
Looking at the city's available parks and recreation space, we have the room to offer multiple affordable and enriching childcare options when school is out that will both provide some relief for working families and pay for themselves in the process. The Parks and Rec team does a phenomenal job with the one camp they currently operate. I aim to give them the chance to do more!
While I am on the subject of families and youth, our youth is our second largest population sector, and we have no city-sponsored youth development programs. Our schools can only do so much, and most parents work like crazy to keep up. We can fill the gap here, assist with developing our youth, and ensure that our soon-to-be adults are ready and well-equipped to lead this city when it is their turn. I am proposing the development of a Winter Garden Youth Leaders Academy where we utilize the talents of our local community leaders to teach these future leaders valuable and necessary life skills that include credit health, financial acumen, public speaking, resume and interview skills and what it takes to start a small business. I am a product of these programs and know their value firsthand.
Further, if you spend some time chatting with small-business owners here in town, they will tell you that operating here is getting increasingly more challenging due to inflation in rent, labor and cost of goods. While some of this is not within the city's ability to control, some certainly are. We can ensure that traffic congestion is better managed, more local shopping holidays are enacted — outside of just downtown — and we are focusing more on assisting property landlords to market to local folks with a dream of entrepreneurship. Further, because the city's leadership has done a great job of being frugal, we also have a healthy reserve balance that I aim to use to offer small-business startup loans that will enable the city to grow and protect its small-business sector for generations to come. Small business is the heart of this city and is the reason for its local charm that made us all want to live here. We must protect it!
Last, while the city has done a phenomenal job revitalizing downtown and ensuring that we are growing, we could have done a better job forecasting the impact of that growth or how that growth will continue to impact the quality of life of our residents. One trip around town anywhere near rush hour will tell you all you need to know about that. My plan would ensure that as we are considering growth, we are doing so while also considering the impact of that growth and future growth in our commercial property sectors to ensure that we are planning for the roadway and environmental improvements that will come with that growth. In some cases, that may mean we add some additional cost to commercial development to ensure we can afford to sustain those improvements, and, in some cases, that may mean reserving portions of our reserve balance year over year to improve conditions as the city grows. It is not a size-all approach. It's what makes the most sense for the scenario approach.
How do you differ from your opponents?
First and foremost, I am walking into this with my eyes wide open and a firm starting point. If you ask either of my opponents, you will see that they are more of the “wait-and-see,” or “we will take it as it comes” kind of folks. Additionally, I am a hard-working parent like many of our residents (46% of the population here). I know the struggles of working families and small-business owners and have significant business experience managing multi-million-dollar projects effectively to ensure that we, as a city, are growing responsibly and addressing the actual needs of our residents. Also, I worked for a decade for the ability to raise my family here, and I am determined to protect the fabric of this city that I worked so extremely hard to get to enjoy.
During the last few months, it has become clear that tension exists between the incumbent and the rest of the City Commission. If you are elected, how do you envision your working relationship with your fellow commissioners? What will you do to foster an environment that is beneficial to Winter Garden?
There is a difference between political rhetoric and respectful conversations between opposing views. This is an area where I thrive! The reality is that we won't always agree, but my skill for asking questions that challenge someone's viewpoint to respectfully consider all sides of an argument has made me a successful business leader and parent. I don't aim to win every argument, but I do aim to ensure that all sides of a situation are considered, even if they are ones that others may not agree with before we move forward.
Further, the relationship, respect and positive intent assumption must be maintained regardless of opposing arguments. I have a great relationship with a good bit of the current, and hopefully future, City Commission, and I won't jeopardize that by crossing inappropriate boundaries. But, just as I have done my entire career, I will challenge the status quo and hold those who fail to uphold the ethical best interest of the conversation accountable.
Recently, the incumbent was accused of engaging in communication with city employees that violated the City Charter. What are your thoughts on this matter, and how do you envision you will work with city staff?
The role of the City Commission is to set the direction of the city, not to manage the city staff. I believe in praising in public and leading through the appropriate delegation channels. On my watch, the City Commission will hold the city manager accountable for the city's staff and will not interfere with the city manager's duty or attempt to circumvent his responsibilities. Additionally, it is essential to note that Jon Williams does an incredible job leading the city of Winter Garden with heart, passion and sincerity. I firmly believe in his abilities, motives and love for this city, and he is in no way given any indication he needs to be micromanaged.
What are the three most critical issues Winter Garden District 2 faces, and what are your solutions to those problems?
We must focus on structuring the city so that it is more than just a Hallmark moment. We have a growing population of working families, a shrinking local business sector, and much room for additional commercial and residential development. We have to have the foresight to make decisions today to protect the charm of this city as it continues to grow; otherwise we will become another one of those towns that people remember about years from now as "Winter Garden was once an amazing place to live.”
Simply put, we must ensure the town supports the safety and development of our children by supporting working families, the health and prosperity of our small-business sector and the responsible, inevitable growth of our commercial and residential sectors by having the foresight to make decisions now that will ensure that as we grow, the traffic, environment and quality of life do not continue to diminish.
Fast-forward to the end of your first term. Looking back, what would you need to accomplish to consider it a success?
1. I want to offer affordable, safe and enriching childcare options for working families evenly spread across this city so that no family has to stress about where to send their children when school is out.
2. I will launch the Winter Garden Youth Leadership Academy to ensure that we are equipping our youth with the necessary life skills to be successful community leaders when it is their turn. This includes credit health, essential financial acumen, interview skills, public speaking, an understanding of entrepreneurial success, and effective government and goal planning, amongst other topics.
3. I will launch a small-business startup and city-brokered loan programs to ensure that our local business sector thrives for years to come.
4. We will fundamentally change how we prepare for growth to ensure that we are looking at the big picture and forecasting the future impact of our growth while contentiously implementing strategies to protect the quality of life of our residents while enabling that growth. All growth will come with traffic and environmental impact forecasts, and we will structure growth and the city's infrastructure simultaneously so that traffic impact, public safety and the environment are held as equal priority to commercial and residential growth.
As Americans, we live in an increasingly polarized society. What is the solution to finding common ground — and is that something that can be fostered from a position on the City Commission?
We are responsible for being good neighbors and people who give grace to those we disagree with above all else. Disagreements and the conversation around those disagreements are what has made America the most successful institution in human history, and we have a responsibility to those who have given everything to protect this country's ideals as well to those who will inherit this country in the next generation to contentiously keep that in our mind above all else. This means that as citizens, parents, business leaders, community leaders and public officials, it is our sole responsibility, only second to our respective faiths, to ensure that we are a community that models and protects these ideals regardless of circumstances or pride-filled ideology. We do not have to agree, but we cannot hate those we disagree with!
I know that this is deep, but we have a great responsibility that millions of people have died and sacrificed to afford us. If we continue to allow lifestyle or generational ideology disagreements to tarnish that gift, every single drop of blood or tear that has been shed to afford us this right will have been for nothing. We are a people born of war for the purpose of fairness, peace and prosperity. I intend to live every single day, just as I always have, with that notion at the forefront of the way I live my life, and I will viciously guard those ideals with every beat of my heart, (come) hell or high water!
Visit Culberson's campaign website here.
ILIANA RAMOS JONES
Age: 57
Family: Husband, Charlie; stepson, Cody; daughter-in-law, Kelsea; granddaughter, Kayleigh; grandson, Kendall
Education: Bachelor in business administration, Certified General Contractor license, Real Estate license
Employment: Chief financial officer of Empire Finish Systems, LLC
Experience: As the CFO for almost 30 years, I bring managerial, budgeting, people skills and organizational skills.
Residency: Over 20 years in Winter Garden
Why are you running for District 2?
Winter Garden is my home. My husband and I built our dream home here, and our business is also located here. I would like to make sure Winter Garden’s family-focused, community-oriented, small-town charm remains a priority. With over 45,000 residents, we are no longer a small town. Therefore, we must fight harder than ever to protect what we all love about Winter Garden. I am also running because District 2 needs new leadership who will respect the law and will treat city staff and others with respect.
How do you differ from your opponents?
Leadership style. My opponent is under the misconception that in order to do a good job, he needs to be at odds with and even antagonistic toward the city staff and fellow commissioners. I believe one can be effective, serve the residents and still work collaboratively with the city and other elected officials. As the CFO of a multi-million-dollar company, my company’s success was not accomplished on my own but as a team. I have an amazing team behind me, and I take great joy in giving credit where credit is due. My opponent, however, creates discord and constantly takes credit for others’ work, including city projects that were in the works before he even lived in Winter Garden. His own behavior has caused him to be ineffective because he often cannot get a second for his motions. He has lost the trust of his fellow commissioners. This is why Mayor John Rees and all the other commissioners have refused to support his re-election, and because of the relationship and trust I have fostered with them, they each have endorsed my campaign.
During the last few months, it has become clear that tension exists between the incumbent and the rest of the City Commission. If you are elected, how do you envision your working relationship with your fellow commissioners? What will you do to foster an environment that is beneficial to Winter Garden?
Respect, professionalism and humility are traits that have made me successful in business. Those are the same values I will take with me to City Hall and will employ when engaging with the citizens of Winter Garden.
Recently, the incumbent was accused of engaging in communication with city employees that violated the City Charter. What are your thoughts on this matter, and how do you envision you will work with city staff?
The incumbent’s re-election slogan is “JUDGE ME ON MY RECORD.” Well, the record shows he has violated multiple rules. He disrespected staff so much that the City Commission banned him from future interaction with all staff except the city manager. As a CFO, I work with more than 200 people, from employees to vendors and customers. I respect rules, procedures and professionalism. But, I also am willing to be “the squeaky wheel” when something needs to change if problems are not being resolved. Respectful, earnest communication is essential to be an effective commissioner for the residents.
What are the three most critical issues Winter Garden District 2 faces, and what are your solutions to those problems?
Solving parking downtown; collaborating with regional governments to decrease traffic congestion; and working against dense, unwanted development.
Fast-forward to the end of your first term. Looking back, what would you need to accomplish to consider it a success?
A successful (first) term would include improved parking in the downtown, continued community building that brings neighbors together, completion of the Dillard Street improvements, moving Tucker Ranch forward, lowering taxes and fiscally responsible budgeting.
As Americans, we live in an increasingly polarized society. What is the solution to finding common ground — and is that something that can be fostered from a position on the City Commission?
Yes, the City Commission can positively impact society. There are many things we can do to bring neighbors together with community-building events and efforts. But, we must also involve our leaders from various walks of life, including our religious leaders, non-profits, educational and business leaders. Working together, we can continue fostering and strengthening Winter Garden pride. Gratitude is one of the best ways to combat division. I would like to start recognizing Winter Garden residents who go the extra mile for others. By recognizing Winter Garden’s “good Samaritans,” we can foster that attitude.
Visit Jones' campaign website here.
RON MUELLER
Age: 60
Family: (Did not answer)
Education: (Did not answer)
Employment: Commissioner, District 2, city of Winter Garden
Experience: Current commissioner, District 2, city of Winter Garden; Charter Committee, Winter Garden: Alderman, City of Pacific, Missouri, two terms. U.S. Navy veteran, President SGA Florida State College at Jacksonville
Residency: (Since) 2017
Why are you running for District 2?
I'm running for re-election as District 2 commissioner in Winter Garden because of my unwavering love for our nation, our vibrant community and the deep appreciation I hold for every citizen of Winter Garden, who I consider not just constituents, but my friends and neighbors. Over the past three years, my dedication to serving you has been driven by a shared vision of prosperity, a commitment to promises made and promises kept, and a steadfast principle that governance should always be for the people, by the people.
Our journey together has been marked by significant achievements and milestones. Together, we've fostered an environment of economic growth, ensuring that Winter Garden not only thrives today but is set on a path of prosperity for future generations. We've navigated challenges with resilience, guided by a collective commitment to sustainable development, affordable housing and the preservation of our cherished natural spaces. My role has been to translate our shared dreams into actionable plans, leading to tangible improvements in our quality of life and the vibrancy of our community.
I am proud to say that I am the only commissioner who is not a developer, realtor, large landowner, or in retail construction. This distinction is critical because it means my votes and decisions are made with only the community's best interests at heart, not influenced by personal gain or industry pressures. My focus has always been on what is best for Winter Garden, ensuring that every decision I make is for the benefit of the people who have trusted me to represent them.
Our accomplishments over the past three years speak to a governance model rooted in integrity, accountability and transparent leadership. From improving public safety and infrastructure to enhancing our parks and recreational facilities, each project has been a step towards realizing our shared vision for a community that balances growth with sustainability, prosperity with equity.
I've approached this role with a people-first philosophy, embodying the belief that true leadership is about service, engagement and being a voice for all. I've strived to be accessible, attending community events, engaging in meaningful dialogues on social media, and going door-to-door to hear your concerns and aspirations directly. This direct engagement has not only enriched my understanding of our community's needs but has also reinforced my commitment to being an effective advocate for you in city government.
As we look to the future, my pledge to you remains unwavering. I will continue to champion our shared values, working tirelessly to ensure that Winter Garden remains a beacon of community-led success, where the voices of its citizens guide its path forward. Together, we've built a strong foundation, but our work is not done. I am seeking re-election to continue the mission we've embarked on, to keep our promises and to secure a future for Winter Garden that is as bright and promising as its people.
I do this out of love for our country, our community and the unwavering belief in the power of collective action. With your support, we can continue to turn our dreams into realities, ensuring that Winter Garden remains a place we're all proud to call home.
How do you differ from your opponents?
Running for re-election as your District 2 Commissioner in Winter Garden, I am propelled by a deep-seated love for our nation, an unwavering commitment to our community and a profound appreciation for you, the citizens of Winter Garden, whom I see not just as constituents but as my friends and neighbors. My campaign goes beyond seeking office; it's about reaffirming my vow to serve our beloved community with integrity, dedication and a clear vision for our collective future.
Over the past three years, my tenure has been characterized by promises made and promises kept. We've experienced prosperity, ensuring that growth and development respect the charm and character that define Winter Garden. I have steadfastly prioritized public safety, infrastructure enhancements, fiscal responsibility, and enriching our community through accessible green spaces and comprehensive services. Uniquely among commissioners, I am the sole elected official without ties to developers, realtors, large landowners, or retail construction interests. My votes have always been, and will remain, cast for the people, not for personal enrichment.
Contrasting sharply with this, my opponent Iliana Ramos Jones, alongside her brother Sal Ramos who is running for office in an adjoining district in Oakland, embody a different and concerning approach. With a significant stake in high-density housing development, their minimal engagement in community matters — attending less than 10% of meetings over the past three years —speaks volumes. Their campaign, bolstered by thousands of dollars in dark money funneled through PACs, underscores a strategy aimed at furthering their family's development business. This introduces a real risk to Winter Garden's future, potentially prioritizing profit over the well-being of our community. Yet, while my opponents may outspend me, they will never outwork me. My dedication to our city is unwavering.
On the other hand, DJ Culberson presents as a respectful and fair contender, yet he could benefit from more experience and a fuller grasp of what our future direction demands. Although he stands as my opponent, there exists a potential for mentorship and future collaboration that could serve Winter Garden well.
My distinction lies in my proven track record, my unyielding dedication and, most importantly, in my belief in putting the community's needs above all else. My vision for the next four years is crystal clear and ambitiously tailored to our shared goals:
1. Expanding affordable housing: To ensure every resident has access to comfortable, affordable living spaces, further supporting our diverse community.
2. Sustainable economic growth: Driving our economy forward with smart development that respects our heritage and protects our natural resources.
3. Enhanced green spaces and recreation: Continuing to invest in parks, green spaces and recreational facilities, making Winter Garden an even more attractive place to live, work and play.
4. Community engagement and transparency: Deepening our commitment to involving residents in decision-making, ensuring your voices guide our journey forward.
5. Infrastructure improvements: Focusing on critical updates to roads, utilities and digital access to keep our city functioning smoothly and efficiently.
Our path forward is about more than just navigating the challenges of today; it's about envisioning and building a prosperous, inclusive and vibrant Winter Garden for tomorrow. Together, we can turn these dreams into reality, ensuring our community not only grows but thrives, with a quality of life that is second to none.
As we face this election, remember: My commitment to you is rooted in a genuine love for our community and an unwavering resolve to preserve its beauty, unity and spirit. Let's continue to work together, shaping a future for Winter Garden that we can all be proud of.
During the last few months, it has become clear that tension exists between you and the rest of the City Commission. If re-elected, how will you work to move past this, and how do you envision working with the rest of the commission for the betterment of Winter Garden?
In the past few months, the existing tension between myself and other members of the City Commission has not gone unnoticed. Despite the challenges, my commitment to serving the people of Winter Garden has remained unwavering. It's essential to acknowledge that three of the four board members supported my opponent in the 2021 election, which I ultimately won. This support primarily stemmed from their interests in development, contrasting with my stance focused on the community's best interests.
Over the last three years, despite these differences, I have successfully collaborated with the commission on numerous initiatives. My approach has always been to prioritize the well-being of Winter Garden above personal or collective interests in development. This is evident in my voting record, where I opposed 36 developments that proposed excessive density without the necessary infrastructure, blocked the construction of ramps leading to a highway on a two-lane road and prevented the building of 66 townhomes on Avalon. Furthermore, I stood against the over-expansion of the Circle K on Avalon, championed the expansion of parks, and played a crucial role in passing a fair and balanced budget that continues to drive our city toward prosperity.
Moving forward, if re-elected, my approach will remain consistent. "No culture wars. No extremism. Just a united community working together." This motto reflects my vision for Winter Garden — a vision where differences in opinion do not hinder our collective goal of nurturing a vibrant, prosperous community. Even when faced with commissioners who may seek to profit from their office, my resolve to work with integrity and hold all elected officials accountable will not falter. My dedication to fostering an environment of collaboration, transparency and mutual respect among the commission members is stronger than ever.
To achieve this, I plan to:
Understanding that our diverse perspectives can be a strength rather than a division, I am committed to navigating our differences with diplomacy and respect. By concentrating on our shared responsibility to the citizens of Winter Garden, I am confident we can overcome any challenges and work together effectively for the betterment of our beloved city. My pledge to you, the people of Winter Garden, is to continue serving with the same integrity, dedication and vision that has guided my actions thus far. Together, we can build a united community that thrives on collaboration, respect and a shared commitment to our collective prosperity.
During the discussions regarding potential violations to the City Charter, your working relationship with city employees was called into question. If re-elected, what changes, if any, are you prepared to make regarding your communication?
Previously asked and answered.
What are the three most critical issues Winter Garden District 2 faces, and what are your solutions to those problems?
The three most critical issues facing Winter Garden District 2 revolve around development, infrastructure and traffic management, and affordable housing. These concerns are deeply intertwined with the well-being and future prosperity of our community, and addressing them is vital for sustaining the quality of life in Winter Garden.
1. Over-development: The rapid pace of development poses a significant challenge, threatening the unique charm and livability of our district. Unchecked development not only strains our infrastructure but also risks altering the character of our beloved community. My solution involves implementing stricter development controls and zoning laws that prioritize sustainable growth. This means advocating for developments that match our community's scale and character, ensuring new projects contribute positively to our city without overwhelming existing resources. I've consistently voted against excessively dense developments lacking proper infrastructure and will continue to do so, promoting development that aligns with our comprehensive plan and community values.
2. Infrastructure and traffic management: As our community grows, so does the strain on our roads, utilities and public services. Managing traffic effectively and upgrading infrastructure are paramount to ensuring the smooth functioning of our district. My approach includes prioritizing critical infrastructure improvements and adopting smart traffic management solutions. This includes the expansion and maintenance of roads, the enhancement of public transportation options to reduce traffic congestion and the implementation of traffic-calming measures in residential areas. Furthermore, I'm committed to completing projects like the Dillard Street enhancement with a vision that not only addresses today's needs but anticipates future demands, ensuring infrastructure evolves in step with our community.
3. Affordable housing and economic prosperity: Addressing the challenge of affordable housing is a cornerstone of my vision for a thriving Winter Garden. Central to this is my three-tiered plan for economic prosperity, which includes leveraging the 18.7 acres on Story Road by the technical college to develop affordable housing options. This plan recognizes the interconnectedness of investors and entrepreneurs, consumers, and the labor force in creating a balanced and flourishing economy. By providing affordable housing, we support the labor tier of our economy, ensuring that our community remains accessible and inclusive for everyone. This initiative is part of a broader strategy to ensure that Winter Garden can attract and retain a diverse workforce, essential for sustaining our local businesses and fostering economic growth. By focusing on affordable living, we not only address the immediate needs of our residents but also lay the foundation for long-term prosperity, ensuring that Winter Garden remains a vibrant place to live, work and play.
Tackling these challenges requires a vision that combines strategic planning with community input, ensuring that solutions not only resolve current issues but also contribute to the long-term vitality and prosperity of Winter Garden. My commitment to "No culture wars. No extremism. Just a united community working together" emphasizes the importance of collaboration, transparency and accountability in addressing these critical issues. Together, we can build a future for District 2 that honors our heritage, embraces sustainable growth and ensures a vibrant, inclusive community for all.
Fast-forward to the end of your first term. Looking back, what would you need to accomplish to consider it a success?
Reflecting upon the vision and commitments I've shared, my criteria for a successful first term are deeply rooted in actualizing tangible, positive changes that resonate with every citizen of Winter Garden District 2. Success, to me, means creating a legacy of thoughtful growth, resilience and inclusivity. Here are the refined goals that would mark my term as a success:
1. Sustainable and controlled development through annexation: A key accomplishment would involve successful annexation efforts from Orange County, bringing crucial parcels of land under Winter Garden's jurisdiction. This move is imperative to gain greater control over future developments, ensuring they align with our community's vision and sustainability goals. Additionally, implementing agricultural zoning within these annexed areas to preserve our green spaces and agricultural heritage would also define success, ensuring a balanced approach to growth that respects our environment and way of life.
2. Infrastructure and traffic solutions aligned with community growth: Enhancing infrastructure to support our community responsibly, with projects like the Dillard Street enhancement that not only address current needs but anticipate future growth. Achieving a successful term means our city's infrastructure — roads, utilities and public services — evolves in harmony with our population, ensuring safety, efficiency and resilience.
3. Affordable housing and economic prosperity within a three-tiered economic plan: Developing the 18.7 acres on Story Road into affordable housing is crucial. This initiative, part of my broader economic plan, aims to support a thriving economic environment where all sectors — investors, consumers and the labor force — benefit. Success means creating a foundation for long-term prosperity, where economic opportunities are accessible and living in Winter Garden remains affordable for everyone.
4. Enhanced collaboration with building/land owners and merchants: Realigning our focus to ensure the city works more closely with building/land owners and merchants is critical. A successful term would see a revitalized partnership approach, where decisions are made with the community's best interest at heart, not individual gains. This means fewer people motivated by personal or political gains and more commitment to what's best for Winter Gardens residents.
5. Community engagement and unity: Fostering a united community through deeper engagement and transparent governance. Success in this area would be reflected in enhanced public participation in decision-making, ensuring governance is not just about leading but listening and responding to the needs of our community.
6. Environmental and recreational commitment: Significant progress in expanding and enhancing green spaces, parks and recreational offerings, marking a commitment to the environmental and recreational well-being of our community. Successful initiatives like Tucker Ranch Wellness Park would offer accessible, enriching outdoor experiences for all residents.
At the end of my first term, success means witnessing a Winter Garden that has not only grown but has done so with intention and care, where strategic annexation, community-focused development, and enhanced collaboration have led to a community that is more vibrant, inclusive, and prepared for the future. It's about leaving a legacy that respects our past while embracing a future where every resident of Winter Garden can thrive.
As Americans, we live in an increasingly polarized society. What is the solution to finding common ground — and is that something that can be fostered from a position on the City Commission?
In today’s world, where polarization often seems more common than unity, the role of a City Commissioner transcends merely making policy decisions; it involves actively nurturing a sense of community and mutual respect. My love for our community of Winter Garden is profound and unwavering. It is this love that motivates my commitment to being the only commissioner who has attended every meeting, never missing a vote. This is not merely a record of attendance but a testament to my dedication to hearing every voice, considering every perspective, and making informed decisions that reflect the collective will and best interest of our residents.
Finding common ground in an increasingly polarized society is undoubtedly challenging, yet entirely possible, and I firmly believe that local government can lead by example. From my position on the City Commission, I’ve strived to demonstrate how this can be achieved through consistent engagement, openness and a genuine commitment to the well-being of our community. By regularly going door-to-door, I’ve had the invaluable opportunity to listen directly to the concerns, hopes and ideas of our people. These conversations are not just about sharing information but about building trust and understanding across diverse perspectives.
Moreover, my initiative to regularly gather all the Homeowners' Associations together exemplifies how we can share our strengths and work as a united team rather than operating in isolation. These meetings are a microcosm of what finding common ground looks like: listening, sharing, collaborating and focusing on our shared goals for a safe, vibrant and prosperous community.
The solution to finding common ground lies in fostering an environment where every individual feels heard, respected and valued. It requires the willingness to engage in open, honest dialogues, even — especially — when we disagree. As a commissioner, I've endeavored to model this approach, showing that it's possible to discuss, deliberate and make decisions in a way that respects differing viewpoints while advancing the common good.
Can this be fostered from a position on the City Commission? Absolutely. In fact, it's essential. Local government has a unique ability to directly impact the daily lives of its citizens, making it a powerful platform for demonstrating how to work together, celebrate our diversity and find common ground. It starts with us — how we interact, how we govern and how we set the tone for our community conversations.
In Winter Garden, we're not just neighbors; we're a community of friends and family. My vision and ongoing commitment are to continue fostering a united community, where collaboration overcomes division, where diversity is our strength and where the love for our city guides our path forward. Together, we can transcend polarization and build a legacy of unity and prosperity for all residents, setting an example not just for our city but for our nation.
Visit Mueller's campaign website here.
