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Agenda 10/10/2017 Item #11I10/10/2017 EXECUTIVE SUMMARY Recommendation to Complete the Annual Performance Appraisal for the County Manager OBJECTIVE: To complete the performance appraisal of the County Manager. CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In order to ensure that the County Manager’s work performance is coordinated with the direction of the full Board, an annual appraisal and merit consideration are provided in the County Manager Employment Agreement. The annual work plan (Action Plan) was previously developed by the Board. The County Manager has been available to meet individually with Commissioners and has provided a self-appraisal relating to the performance standards for review. The County Manager Employment Agreement provides that on the date general wage adjustments are granted generally to Collier County employees, the County Manager’s base salary shall be modified to reflect the general wage adjustment granted to other County employees. If a satisfactory performance rating is provided by the Board of County Commissioners, merit pay shall be awarded from 3% minimum to a 10% maximum. Per the Employment Agreement, all such merit adjustments shall be included in the County Manager’s base salary. However, to be consistent with the adopted FY2016 budget guidance, the County Manager voluntarily requests that no merit pay be considered. FISCAL IMPACT: Funds are appropriated in the County Manager Office budget. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this item. RECOMMENDATION: The Board of County Commissioners completes the annual performance appraisal process for the County Manager. Submitted by: Leo E. Ochs, Jr., County Manager ATTACHMENT(S) 1. FY2017 Grading Pages and Tally Sheet (DOCX) 2. CM Eval 2017 - Commissioner Fiala (PDF) 3. CM Eval 2017 - Commissioner Solis (PDF) 4. CM Eval 2017 - Commissioner Saunders (PDF) 5. CM Eval 2017 - Commissioner Taylor (PDF) 6. CM Eval 2017 - Commissioner McDaniel (PDF) 10/10/2017 COLLIER COUNTY Board of County Commissioners Item Number: 11.I Doc ID: 3868 Item Summary: Recommendation to complete the Annual Performance Appraisal for the County Manager. (Leo E. Ochs, Jr., County Manager) Meeting Date: 10/10/2017 Prepared by: Title: Executive Secretary to County Manager – County Manager's Office Name: MaryJo Brock 10/03/2017 9:31 AM Submitted by: Title: County Manager – County Manager's Office Name: Leo E. Ochs 10/03/2017 9:31 AM Approved By: Review: Office of Management and Budget MaryJo Brock Level 3 OMB Gatekeeper Review Skipped 10/03/2017 9:30 AM County Attorney's Office MaryJo Brock Level 3 County Attorney's Office Review Skipped 10/03/2017 9:30 AM County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 10/04/2017 8:25 AM Board of County Commissioners MaryJo Brock Meeting Pending 10/10/2017 9:00 AM Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRA/appraisal form. Score Result 1 Below Standards  Some improvements and/or early good performance levels in a few areas  Results not reported for many to most areas of importance to the organization’s key business requirements 2 Meets Standards  Improvement trends and/or good performance levels reported for most areas of importance to the organization’s key business requirements  No pattern of adverse trends and no poor performance levels in areas of importance to the organization’s key business requirements  Some trends and/or current performance levels--evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative performance levels  Business results address most key customer, market, and process requirements 3 Exceeds Standards  Current performance is excellent in most areas of importance to the organization’s key business requirements  Excellent improvement trends and/or sustained excellent performance levels in most areas  Evidence of industry and benchmark leadership demonstrated in many areas  Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00 – 1.66 1.67 – 2.33 2.34 – 3.00 Tally Sheet Action Plan Goals LEADERSHIP AND ORGANIZATIONAL DIRECTION Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 2.00 3.00 3.00 3.00 3.00 OPERATIONAL EFFECTIVENESS Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 3.00 3.00 3.00 3.00 3.00 PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 2.50 3.00 3.00 3.00 3.00 POLICY EXECUTION AND SUPPORT TO THE BOARD Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 3.00 3.00 3.00 2.50 3.00 BUDGET AND FINANCIAL MANAGEMENT Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 3.00 3.00 3.00 3.00 3.00 CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 3.00 3.00 2.00 2.50 3.00 PUBLIC INFORMATION AND COMMUNITY RELATIONS Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel 2.00 3.00 3.00 3.00 3.00 Comm. Fiala Comm. Solis Comm. Saunders Comm. Taylor Comm. McDaniel Average Grade/Commissioner 2.64 3.00 2.86 2.86 3.00 Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00-1.66 1.67-2.33 2.34-3.00 Overall Average Grade 2.87 COUNIY MANAGER EVALUAT!ON FY2017 COMM:SS10NER FIALA COUNTV MANAGER EVALUAT30N FY2017-COMMISSiONER F:ALA County Manager Self-Assessment for Action Plan Results for Fiscal Year 2017 1. Leadership and Organizational Direction - To provide clear and consistent direction to the County rrorkfo.ce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planningas the key to achieving Agency's vision and mission; to achieve organizational reiults through the collective effofts of a knowledgeable and motivated *-kfor""; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented senior leadership team continues to effectively direct ancl motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned arottnd thi Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as rvell as by the Board's adopted budget policy. Proactive management and stewardship of Agency human, financial and physical assets remains a priority focus of the leadership team' Staff continues to seek opportunities to optimize resources, upgrade service levels and improve accountability and to implement cost effective, innovative solutiotts to a number of challenging and/or unanticipated issues that have arisen during this review period. (Please see the enclosed reportfor specific accontplishmenls in lhis pedorrnance areu) Belorv Standard Meets Standard Exceeds Standard1 2 Rating Com missioner Comments: of their report? 2.Operational Effectiveness -To implement plans and effectively deploy organizational ."iour"", to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction;to implement business process improvement initiatives to improve operational efficiency and quility of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. The County Manager continues to place a strong emphasis on tnanagement practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strategic, operational and financial planning efforts. Business process improvement initiatives contirrue to be implemented in an effoft to eliminate waste and improve the quality of our services. Management conducts fonnal assessments of our business risks and has enacted measures to improve our financial and operational accountability. (Plecse. see lhe enclosed report.{or speci{ic accomolishnenls in lhis pefforutance arectl Belorv Standard Meets Standard Exceeds Standard123 Rating3 Commissioner Comments: You've alwavs had a strong business emphasis and have controlled expenses to keep us moving forward. 3.Performance Management and Workforce Development - To recruit and retain talent needed to provide beit value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an "ff""tir" suctession planning program to identiff and train mid managers with the desire and ability to step into senior management positions' 'fhe Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide cornpetitive pay and benefit programs and maintain compliance rvith relevant labor and employment larvs. The HR iepartment has continued to offer effective career development, recognition programs, in- hoirse training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention progr., that is innovative, market cornpetitive, acttrarially sound and accountable. (Pleose see the enclo.secl reltorlfor specific acconrylishments in lhis perlbrtttcrnce ot'ea) Belorv Standard Meets Standard Exceeds Standard123 Rating 2tn Commissioner Comments: is a Creat asset for our employees. Policy Execution and Support to the Board - To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assisiance; to insure BCC meeting agenda materials are accutate, thorough, accessible, clearly written and contain appropriate and sufftcient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide iffective staffsupport to BCC Advisory Boards and Committees; to assist the Board with preparation and iiecution of the County's federal and state legislative programs; to provide it e gCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by tlre Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. We ftave developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staffhas worked diligently to insure that management reports, presentations and executive sumlnaries are accul'ate' thorough, clearly written and contain appropriate and sufficient financial analysis and legal rcview. (Please see lhe enclosecl reportfor specific erccomplishnrcnts in lhis perforntance ureo) Below Standard Meets Standard Exceeds Standard123 Rating3 Com missioner Com ments: 5.Budget and Financial Management - To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. The County Manager and staffcontinue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operatiorts driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as rvell as new capital initiatives. Based on Board approved budget guidance, staffproduced a FY 2017 budget that maintained the generalfund and unincorporated area general fund millage rates; increased general fund reservesl rnaintained a policy cornpliant debt position; satisfied state unfunded mandates; enhanced front line operating sirvices and atlocated limited resources to high priority capital improvements and aiset maintenance and replacement. Aggressive management of the debt porlfolio since FY 2010 continues to prove beneficial through reduced annual non growth related rcvenue bond debt service paid by the general fund. The Coungr's implied corporate issuer credit rating was elevated to AAA by Standard and Poor's, the highest available in the industry. The corporate oflice of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year "rding 2016 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance intemal systems and processes to ensure continued favorable CAFR results. (Please see the enclosed report for specific uccomplishmenls in lhis petformance areal Belorv Standard Meets Standard Exceeds Standard3 Rating3 Commissioner Comments: This is your stroneest asset. 6.Capital Improvements and Asset Management - To responsibly plan, construct,!d - .-. maintain thi County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluite the potentiai of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY 2016 budget are proceeding on schedule andr,rrithin budgei. Priparations are well underway for presentation of the annttaljoint AUIR/CIE report to tlie BCC in November, after CCPC review, which will provide an integrated, comprehensive review ofthe 5 year capitat program that addresses level ofservice standards, ,p".ifi. project details and cornplete funding plans. The County Manager has insured that ciitical infrastructure and equipment maintenance and replacements were funded in the FY20l7 and the proposed FY20l8 budgets. (Pleet.se see the enclosetl reporllor specific acconrylishrnents in lhis oerfonnance oreal Below Standard Meets Standard Exceeds Standard123 Rating3 Com missioner Comments: 7. Public Information and Community Relations - To sustain public trust and confidence in County govemment; to promote transparency and public involvement in Counfy government; to meet iegularly with citizens, civic groups, businesses and homeowner associations; to ensure thai public requests for information and assistance are responded to in a timely and accurate manner; to improve knowtedge of government programs and services and encourage citizen pafticipation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. The County Manager continues to promote public trust and confidence in county government through ,,irn"rour p,rblic speaking engagements, television interviews, service on community leadeiship organizations and frequent outreach to numerous civic, business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records requests. The Agency Issue Managelnent System (AIMS) continues to provide a fast, reliable ,"ihod for the aispoiition of constituent service requests and complaints. A concerted effort has been made to irrpror" the public's knowledge of the responsibilities and activities of their courrty govemment using a variety of communication tools. ln addition to traditional print and ,.diu outr"uch, staffhas significantly expanded the use of social media, upgraded and improved the county website and the collier government television station to get our message out to the customer. The County Manager has also developed and nuftured effective working relationships with officials in the Constitutional Offices, rnunicipal governments, independent fire districts, water management district and our local state legislative delegation in order to advance our common goals and mutual interests. (Please see the enclosed renorl for specific accomplishnrcnls in this perlorntonce ut'eal Below Standard Meets Standard Exceeds Standard1 3 Rating Commissioner Comments: You communication skills still need improvement. It seems that often we. on the commission. don't know what is happening within the organization unless an outsider lets us know. It's very embarrassing to Bo to an event and havi people ask questions about something that we/I've never been informed about' Each vear I've mentioned iL and I know you want to improve. but it doesn't seem to happ€n. ADD,T10NAL COMMENTS Loom and ir u know whatis broken A:lin all.!'m proud of vourcommunitv and●overnment Derformance and happv wlth vou as a person COmmi88:Oner Signature COUNW MANAGER EVALUAT!ON FY2017 COMMISS:ONER SOL:S County Manager Evaluation FY2017 - Commissioner Solis, Vice-Chair County Manager Self-Assessment for Action Plan Results for Fiscal Year 2017 l. Leadership and Organizalional Direction - 1'o provide clear and consistenl direction to the County workforce: Io consistently display professionalism and personal and business ethics consistent with Agency guiding principles: to maintain focus and commitmenl to long range strategic planning as the key to achieving Agency's vision and mission: to achieve organizational results through the collective efforts ofa knowledgeable and motivated workforce: to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. Belorv Slrnderd M.cts St!nd.rd Ercceds Strndrrd13 R tiog/Commissioner Comments: County Manager Evaluation FY2017 - Conmissioner Soli8, Vicechair 2. Operationel Elfcctivenero -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfection; to implement business pooess impmvernent initiatives to improve operational efticiency and quality ofproducts and services; to implanent policies, procedures and reporting sysrcms to insure financial and oPerational accountability and intemal controls. I he ( otrrttr i\lanager c()rlliDues to Ili1cg a sl11)r!.1 cDlplla5i5 on nlirnilgcrlerl practicc: atltl hrrrilcss sr:tcttts tlttt hclp orrr,,r,.:.trtrzrti,rtt irtrPt,rrc \cr'\ ltc. r\)tllRrl cosls atttl tlcli!lht ottl cu\lolltcr-\. l'ellirlllrncc nlcasLrren)!'t'tl artrl ircruhnratking hltre hecn inte!r[iltL-d itll{] (\trr s{rotcgic. opcltti,rrral ltttrl l'itrittrcial pianrtirtg cllir s. l}usit'tcrs 1'll,lee.. itttl.lor(tncttl initiutires c()nli,rue t() be inrplenrcntetl in rn (]lli)n to elirninlrlu \ustc ltnd irtpr,rrc llte tlttalit,t ol'otrr:en icc:. \ltllgl:rl)er)l corrrlrrcts lillnral ls\rls\nrcni5 (rl ()ut trusitterr riskr ittrtl hlr. cnarclc(l nrclt\tI(js to itttptorc 0ttt llltattciltl ltttl 0pcrlttiotlal accotltttabilitr. r l'lttr!! .sr:!!t! !!!t:lo.sgy! ralnrr;lor t1\:! tJ!( !r. (at!lL\Ll!liL'L!} i!! lhi\ t)t4e!:!4!i!Ll -t!!:!ttl Below Statrdard Meets Standard Erceeds Slandard12 3 Rating Commissioner Comments: county Manager Evaluation FY2017 - Commissioner Solis, Vice-Chair 3. Per{ormrnce M.|lrgeEent .nd Worldorce Derelopment - To r€cruit and retain talent needed to provide best value services 10 customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefrt program; to maintain a p€rformanc.e management system fully aligned with agency straregic and operational plans feaoring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programq including an effective succession planning pmgram to identiry and train mid managers with the desire and ability to st€p into senior management positions. I lre \gerc,r '' lcatid':ltiP tcrrrD Pll)r.li\ el\ nrarlltgr:s rrll llcel: (rl l)cr!),rrcl rnilllxuctlcnl l(, iirsrrc,rrrr abililr h) rccrrit irr(l retuirr crrplorccs. Prrrr irlc crrnrPetitirc Par rnri ircrtelit l)rr)ufiuls ancl nrairrtrrirconrplilrnccrrithrslcrlirtlllrlrorrrirdenplotnrcntlrrls. Ihcllll ,.leltaltntent has cirrtlirtttell trr olli'r cllLctirc clttccr clcr c h rptrtetll. r'euIrnrti,rlr l)r('l|ilDr\. iIl- Itotrrc tlainirrr.: rrllcrin3t attil r ltrrnral :trccc:rirrtt Ilitttttirtir progran lirr lsPiIirg lirlurc lcittlcrr. I hc ilisk \llrnallenrcnl I)cDaltnrcnl c()nlinLrcs to ilclir cl a scli-irrsrrlancc ilr(i l)rosrcs\i\ c l(\r\ l)re\cnli()n l)r()!lrtn1 tlral is inrtr,ratirc. nltrktt cotitl'lctitirc- ltclullliall\ rrrrrnrl irn,l lrccrrrrnlrrblc Below Standsrd Meeis Standard Exceeds Standard12 3 Ratirg Comntlssioner Commen“:た PT■%“ハ1 to トハVじ 0動乞λcLitレf wgrl. County Manager Evaluation FY2017 - Commissioner Solis, ViceChair 4. Polky ErecntioD rnd Support to the Boad - To effectively implement directives and policy ofthe Board; to timely and effectively respond to Board requests for information or assishnc€; to insure BcC meeting agon& materials are accurate, thorcugh, accessible, clearly writen and contain appmpriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to ProYide effective staff support to BCC Advisory Boards and Committeos; to assi$ lhe Board with preparafion and execution of the County's federal and state legislative programs; to provide the BCC with timely, accurate rcports conceming matters of importance to County govemment. Stall has rrollcrl ctlccli\cl\ to c\ccute nunrcrou\ Policr lrrLl Prograrn irtilialircr dtteclcrl hr thc IlL,ald drrring this rer ierr periotl iur(lcr light dcacllittes Slltfl rtsPrrrrrc. trr l1( ( irrrlrrilics luncl inlirlnratitrrr rcrlucsts har c hccr tirrrel). aceuratc an(l {hL)r'()ugh, u illr r err li'rr ercelttiott. \\ c lurrc dcrclopetl I ilrst-r'ats lcgislltirc allrits ptoqranr lcrtturirr: pn,lessiirnul in.irrru'c ralcnt strppoltecl b\ cr;.rcl1 icclcrrl rnrl stillc cor)lract lohbrists. Stali has \\ofke(i dilisertll,r t,t j|]\ure lllal r]rilnxqcDlcrll r'cpor(\. l)ruscItaliOrs,rnd cttcLttire \rir]ltniri!-\ ilrc.l!Lill.lir- lltoroush. clearll $ rilter an(l c{rntaill rpproPriate ltnd strtlicicnl linancial analr sis itnil lcsltl rcr ierr ,l1g:y ty4l,y ylltlll]Ll rtlrtrlJtr tlttt!Ji( uLLltllllli.\l) tL'ttts rtt titis 1tt'tloruttttt(( t.t1'L't!l Be:ow Standard Meea Standard Exceeds Stardard13 Rating/Commissiorler Comments: County Manager Evaluation FY2017 - Commissioner Solis, Vice-Chair 5. Budget and Financial Management -'Io prepare a balanced budget in accordanoe with Board established budget guidance: to make lhe best possible use r.rf public funds with thc awareness ofthe need to operate efficiently and effectivelyl to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts: lo actively manage the County's debt structure and financing mechanisms: to work cooperatively with the Clerk olCouns on intemal audits and the preparation olthe CAFR. Below S●口dard Meets Stsndird Erceeds Standard123 Rating 〆 Commissioner Commellts: County Manager Evaluation FY2017 - Commissioner Solis, Vice'Chair 6. Cepitd ImpmvemcBb rnd Alsct ll[enegement - To responsibly plan, construct and maintain the County's critical public infrastruct[e and capital assets to ensu€ sustainability for the firturr; to annually conduct the combined AUIR"/CIE rcview of service levels and capial improvements with the CCPC and BCC; to insure capital pmjects and contracts arc managed in full comptiance with BCC policies and agency guidelines; to implement and evaluate the po&ntial ofthe approved pilot asset management system and d€velop finding recommendations to sustain fte quality ofthe County's established inftastructuE and facilities. .\ll crrpital pr\)ir-ct\ itUllt()riled in thc IiY l0l6 trrrclgct ate Droceedinl r)rt \clrc(ltll!'lnil iritllin budgct. Prcparations alc r,,ellrrrrrlerrrur li)r lxes!-nlaliou ol the anttttal.loittt .\t II{ ( Ii: rcptrrt 1r) lhe Il( ( ir \r'rcnrircr'. aliu ( ( 1')('rerics. ullicll u ill proridcilrl illtegrillc(1. crtnrltteherrsir.e ter ie'rr ,,1'tlrc -', r,:'al capital prolrranr tltat a,.itltcsscs lercl Lri s.'rt icc \ttrr(lilr(15- \l)ccillc pr()icct tlctails irlcl corrrplcte lirnding pllrts. Ihc ( oLrrrtl Nlrttaget llts irt.ttrcd tltlrt criliclrl irrliastrrrclll[c iltl(l e(luiprrcr]1 rlilinlcnilncc ltnrl rcIllrcctDcntr $erc littrdeil itl thc Ii\'10ll arrrl tlte ploposetl I Yl0l!i btrdgct: r ['la4 q-.s.qt, rly 111.;1t,.:t'l ry'1xtt rJ, r .:1tt't iJic Ltctrttttltlislttttettr.t itt tltis ltr:tlrlt tllLtttL ( t!t!4 Below Slrndard Meets Standard Erceeds Standard123 Rsting/Commissioner Comments: County Manager Evaluation FY2017 - Commissioner Solis, Mce-Chair 7. Public lnformation and Communit-y Relations - I o sustain public trust and confidence in County government: to promote transparency and public involvement in Count) government: to mcot regularly with citizens. civic groups. businesses and homeowner associations; to ensure that public requests tbr information and assistance are responded to in a timely and accurate manner: to improve knowledge of govemmenl programs and services and encourage citizen participation by providing underslandable and complete inlormation to the public: to work collaboratively with other govcmmental and non-profit organizalions to achieve common goals and mutual interests. Below S●lldnrd Mcets St od.rd Excacds Strrdrrd123 Rating 〆 CommissioDer CommeDts: れ、ε “ αЧ α "Ч 6・ County Manager Evaluation FY2O17 - Commissioner Solis, ViceChair ADDIT:ONAL COMMENTS Commissioner Signature COUNIY MANAGER EVALUAT!ON FY2017 COMM:SS:ONER SAUNDERS County Mrnrger Self-AEsessment for Action Phn Resul8 for Fiscd Ycrr 2017 1. Le.adership and Orgenizetional Dircction - To provide clear and consistent direction to the County wortforce; to consistently display professionalism and personal and business ethics consijtent with Agency guiding principleq to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organLtionat reiults through the collective efforts of a knowledgeable and moiivated wirldorce; to imptement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and anatyze problems and to develop effective and innovative solutions. A dedicated. prol'essional and talented senior leadership teanl cotltirrtr!'s to efltctivelv direct and nlotivate thc countr rrorklbrce to carry out the policl directivcs and opcrational ob-icctires ofthe BCC. Ma-iorprogramandserricegoalsandob.iectiresarealignedarottnd.. thc Vision. Mission and Strategic FocLrs Areas cmbodied in the Board's strateuic plan. as rrell as bv the Board's adopted budget Polic). Proactive rnanagellent ancl s1e\ardship t)1'Agcncr hunr:rn- financial and phl sical assets rentains a prioritl focus ofthe leadelship tcalrr. Stafl' continues to seek opponunities to optimize resources- upgrade serricc lercls and irnprore accountabilitr and ti implernent cost ef'lec1i\c. itlnoratirc solrttiotrs to a nutnbe'r ot' challenging and/or unanticipated issues that havc arisen dLrring this rer iew period' lPlattse scc tlrc cnclosatl report-litt'tttct'i.lit rtccotttltlishnrcnts in this trcrlittttturtc urtu) County Manager Evaluation FY2017 - Commissioner Saunders Below Strndrrd Mects Stind.rd Erceeds Stiodrrd123 Rsting ヨ Commissioner Comments: County Manager Evaluation FY2017 - Commissioner Saunders 2. Operational EfTectiveness -To implement plans and effectively deploy organizational re urces to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer_ satisfaction; to implelient business process impmvement initiatives to improve operational effrciency and quality of products and services; to implement policies, proccdqes and . reporting systems to insure financial and operational accountability and internal controls' l he C ounN Managcr conlinLres to ptace a strottg entphasis oll lrlallagclnent placticcs attrl busin.,ss sjstenr, that help our organizatiLrn intpror c ser\ icc. c()tllrol cosls attd clelight oLrr cuslonrcfs. Perlitrntance tneilsurcllent lntl bcnchnrarking hare heen itttegratctl inttl oLtr slralcgic. ttpcratiorral antl linancial plannirlg etTorts. Bttsinest prt'uett ittlpt'rr'"ttlettt ilitiatircs continuc to bc inrplentente-cl irr an ellbrt to clinlinate rrastc attd itrrprorc the cllralitl oloLrr scrr ices. Managctncnt conducts lirrrllal asscsstnettls ol tlLtr hrtsittcs: risks and has eltaclcd ltrcasures t0 itnpro\e uur Iinancial and opcratiLtnal accottntabilitr'' Below Standard Mects Standard Exceeds Stsndard123 Rating Commissioner Comments: County Manager Evaluation FY2O17 - Commissioner Saunders 3. Performance Management and Worldorce Development - To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit progratn; to maintain a perfiormance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement prognrms, including an "ff""tir" succession planning program to identiff and train mid managers with the desire and ability to step into senior management positions. 'fhe Agepcr's Ieadership tearrl proactirelt nranages all facets of persotttlel tltattasetllettt to ipsurc our ability to recruit and rctain entplor,ees. proride colllpetiti\e pa1 and bcrret-it progrants and rnaintain crtrnpliance u itlt relevant labttr attcl ettlplor tllent lau s. I'lrc H R ,1eparfr1ent ftas coltinued to of-ler effective career dcrelopntetlt. rccoglliti()lt progrartts- itt- 6clirse trainipg ot1-erings and a fbrmal succession planning progranr tbr aspiring litttrre leaders. I-he Risk Managerlent Departnrent continues to delirer a selt'-ittsttratlce attd progrcssirc ltlss preveptiop prc,giun, that is innorative. nrarket cornpetitire. actLrarialll'st'rLttld trtlcl acctltttltable. Commissioner Comments: ee the enclt 'ishments Below Standard Meets Standard Exceeds Standard 123 Rating ■ County Manager Evaluation FY2017 - Commissioner Saunders 4. Policy Execution and support to the Borrd - To effectively implement direclives and policy ofthe Board; to timily and effectively respond to Board requests for information or assislnce; to insure BCC meeting agenda materials are accurate, thorouglr, accessible, cleady written and contain appropriate and sufficient fmancial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and iiecution ofthe County's federal and state legislative programs; to provide ihe-gCC n ith ti-ely, sccurate r€ports conceming matters of importanc€ to County government. Stull'has $orkcd eff'ectiYeh lo e\ecutc nurrlerous policr and progratn initiatires dirccted b) thc []6ar.d during this rer ierr period under tight deadlincs. Stall'rcsponses tLr l]L'( inqtriries andintbnnatittnrequestsharebe-entinrcll.accLrrateartdtlroroLtgh.rrithrerrlc\crcclltiotls. We lrar e der.elopcd a llrst-rate lcgislatir e aflairs prograrr t'caturinc prolcssional in-hottsc lalcnt sUpported b\ c\pen lederal and state corrtract lobbl ists. Statl has $olletl diligcntlr to insurc that lllanagertenl reports. presentations and e\ectlli\c.ttttttttlrics Jl('itcctlllltL'. th6rpugh. clearll:u rittcn and contain appropriate and stttllcient linaltcial atlall sis and lcgal rer ieu. l!'l4ac la rl4l!!!)!4 !!?!!Lbt:s141!fgucctntDli:;lnrnts irulr!!!4911!!!u!-( !t!!1!) Below Standard Meets Strndard Exceeds Standard123 Rating Commissioner Comments: County Manager Evaluation FY20'17 - Commissioner Saunders 5. Budget end Finrnciel Menegement - To prepare a balanced budget in accordance-with Boafr established budget guidance; to make the best possible use ofpublic funds withthe awar,eness ofthe need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, irrcluding reserve levels and revenue forecasts; to actively manage the C6unty's debt structure 8nd fi-nancing mochanisms; to work cooperdively with the Clerk ofCourts on intemal audits and the preparation ofthe CAFR The Countv Manager and staff continue to rvork prudently and eflectiYely to strike a balance betrneen funding lir continued and expanded programs and operalions dri',en by gro*th. sen,ice denrands and policv initiatives u ith the lleed 1r: f'und replacement capital infrastructure and ntaintenance as well as new capital initiatives. Based on Board approved budget guidance. staff produced a FY 20 I 7 budget that maintained the general tttnd and un iricor:porated area general fund millage rates: increased general lu,d reserves: tnaintained a policl, compliant debi position: satisfied state unfunded mandates: enhanced fiont line op".uting services and allocated limited resources to high prioritl capital impro\enlents and asset maintenance and replacement. Aggressile management ofthe debt portfolio since FY 2010 continues to prove beneficial through reduced annual non gro\th related rerenue bond debt serYice paid b1,the general firnd. 1'he Countl's implied corporate issuer credit raling \\as elevatcd to AAA by Standard and Poor's. the highest available in the industry' 'I'he corporate of'fice ofgrants compliance continues to pa1 di"idends $ illl respect to irnproving grant management and audit compliance. -Ihe Board received a favorable lear "naing:O-l-O Consolidated Annrtal Financial Report (CAFR) and ellbrts continue to enhance interrr-al systerns and processes to ensure continued favorable CAFR results' Below Stsndsrd Meets Sterdard Exceeds Standard1 23 Rating Commissioner Comments: County Manager Evaluation FY2017 - Commissioner Saundes 6. Copitel Improvements and Asset Mrnrgement - To responsibly plan, construct and - .-. maintain thi County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital imprcvements with the ccPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement a1! evaluite the porcntiai ofthe approved pilot ""ta .-"g"tent system and develop funding ,oo-.*drtior. to sustain thi quality of the County's established infiastructure and facilities. A ll capital proiccts aUrlrorizcd in thc [\' 20 I 6 budSet atc proceeditru on schcdtt le arld \ ith itr budgct. Prcparations arc rrelt untleruar ft)r prescntation ol'lhe annttal.ioittt At.lR'( lL repLrrl to tlie IlC.( in N,.,r cmber. alic-r ('( P(' rerie'.- *hich * ill pror ide art irrtegrated. conrprehcnsivc revierr of the 5 l car capital program that addrcsses ler el ol'scrr icc standarcls' specific projcct details antl colrlplete lirnding plans. l-he (-oLrntl Nlanaser has insttrctl that ciitical inliastrLrcture and cquiprnent nlaintenancc and rcplacclnents rr crc littttied in thc I Y20 I 7 and tltc pr()posed I- Y20 1 tt bLrdgcts. lP!y144t,a the attt'lo.retl rttnrt /itt:l@gJlc t!4!!lllllj ll!1141!.1!l!JlliLltrltn rt414.r:1119111 Below Standsrd Meets St&ndrrd Exceeds Strndrrd2 3 Rating ユ Commissioner Comments: County Manager Evaluation FY2O17 - Commissioner Saunders 7. Public Information and Community Rehtions - To sustain public tnrst and confidence in County governmenq to promote transpsr€ncy and public involvement in County government; to meet iegularly with citizens, civic groups, businesses and homeowner associations; to ensure thalpublic requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation byproviding understandable and complete information to the public; to work collaboratively with other and non-profit organizations to achieve oommon goals and mutual interests. The Countl, Manager continues to protnote public trust and confidence in countl goverlllnent through ,u,11..o6 public speaking engagements. television interviews. service otr cotnnlttttitl leadeiship organizations and frequent outreach to tlttmerous civic. business and educatiottal institutions and associatiorrs. The Office of Communication and Custotner Relations efficiently and effectivelv handles a large volume of citizen service and public records requests. The Agency lsiue Managernent Systern (AIMS) corttitrues to provide a fast. reliable rnethod for the dispoiition of constituent service requests and complaints. A concerted ef1brl has been rnade to i*prou" the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. ln addition to traditional print and ,"diu outreach. stafihas si-unificantl-v expanded the use of social media. upgraded and improved the county website and the collier governmeut teler,'isiotl statiott to get our message out to the ctlstomer. The Coulty Manager has also developed and nuftured effective working relationships u'ith officials in the Constitutional Offices. municipal governments. independent fire districts. water rnanagement district and our local state legislative delegation in order to adl'ance our commolt goals and mutual interests. Below Stendard Meets Standard Exceeds Standard I3 RetingJ Commissioner Comments: County Manager Evaluation FY2o17 - Commissioner Saunders ADDiT10NAL COMMENTS Commissiooer Signature COUNW MANAGER EVALUAT:ON FY2017 COMM:SS:ONER TAYLOR Gounty Manager Evaluation FY2017 - Commissioner Taylor, Chair Coun$ Manrger Sclf-AEsesmetrt for Action Phn Resula for Fiscel Yeor 2017 1. Leadership end Orgrnizetiond Dinection - To provide clear and consistent direction to the County worldorce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitnent to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizational results through the collective efforts ofa knowledgeable and motivated worldorce; to implement stategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problons and to develop effective and innovative solutions. A dedicatcd. plotcssional and talenlc'd scnior leadership team continues lo ellcctirclr direct and nrotiYate the Countr uorktbrcc k) carl oLlt the policr directircs lttld operational ob-iectircs of thc Il(C. Nla.jor progranr and scrrice goals antl obiectircs arc alignc'd arotrnil the Vision. Nlission and Slrat!.gic I'ocus Areas ernhodicd ir the Br'rald s stratetic plltt. as ur,'ll as b1 the Board's adopted budget policl. Proactire lnar)agernent and sleuarrishil'r ol'Agerrcl huntan. tlnancial and phrsical assets rerrains a prioritr lircus ol'thc leadc'rslrip tcanl. Stall- contit)ues to seek opportunities to optinrize rcsources. upgrade serr ice ler els and intpror e accountabilitr and to implenlr'rtt cost et'Gctire. inno\ati\c solutitlns ttl a nuntbet tlf challcnging and,lLrr unatrticipatcd issues that har e arisen tluring lhis rcr ierr period. ll'lausasta tha etllttsei rautrtJbr slttti.lic ut c onLD!l!lL!!5 llLJulLlt4tlttlulttUltlttt Below Standsrd Meets St!ndrrd Excecds Strndsrd123 Rating3 Com missioner Comments: __ヱ左」写4μ 生4色笹墜=壺 ∠≧μttL生 ∠盪塑整物准 County Manager Evaluation FY2017 - Commissioner Taylor, Chair 2. Operationel Eftectiveness -To implement plans and effectively deploy organizational resoures to achieve operational objectives; to implement best management practices and business systems desiped to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational effrcienry and quality ofproducts and services; to implement policies, procedures and reporting rystems to insure financial and operational accountability and intemal controls. Ihe County Manager continues to place a sfong entphasis oll mallagclnellt practices and business sl,stenrs that help oLrr organization impror e sen icc. control costs and delight oLtr cLrstorners. Perlbrnrancc t))easuremetlt and benchntarking haye becn int(jgrated into otlr strategic. opcrational and flnancial planning ellorts. Business prt'cc's: itllprt'r ctltctrt initiatives contitrue to be implemented in an eflbtt to eliminate \\aste and ilnprtxc thc qualitl of our serr ices. Managentent conducts tbrnral assessnrents of our business risks atrd ltas cnacted measures to intprot'e our llnancial and operational erccoLrntabilitl 1l!ea1.1t: see lhc cntlosel retxtrl litr.s?ctilic tttcttntnlishnanl; itt tltit ttu'litrttttltt'a uraq) Below St!ndard Meets Stsndrrd Exce€ds Standsrd123 Rating Commissioner Comments: ヽく County Manager Evaluation FY2O17 - Commissioner Taylor, Chair 3. Performance Management and \Yorldorce l)evelopment - To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fulty aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning prograrn to identiff and train mid managers with the desire and ability to step into senior management positions. Thc Agency,'s leadership teanr proactivel.n.' rnanages all f'acets rtlpersotrnel tlanagetlettt tt'l insure oLrr abilitr to recrurit and retain enrplorees. provide cotttpetitire par ancl bertellt programs and rnaintain compliance u ith relevant labor artd etttplor tnent lau s. I he I lR departnrent has continued to ofl'er eltective career developntent. recognition lrrtlgrattts. itt- htluse training offerings and a fixral succession plannirtg program fbr aspiring firttrre lcaders. 'I'he Risk Management Depafinrent continues to delirer a self--insurance and progressire loss prel,entiorr program that is innovative. rnarket contpetitive- actuariallv stlund atrcl accotrlttable. (l'lausc sea thc enc'lo.sed reDort lir.spet'ilic'trc'c'otrtpli.shrrrertt.s itt tltj.slglrt)Lllj4ll!g-!!!l!!) Below Standard Meets Standard Exceeds Standard I23 Rating5 Commissioner Comments: County Manager Evaluation FY2017 - Commissioner Taylor, Chair 4. Poticy Erecution end Support to the Bmrd - To effectively implement directives and policy ofthe Boatd; to timely and effectively respond to Board requests for information or assistanc€; to insur€ BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and suffrcient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution ofthe County's federal snd state legislative programs; to provide the BCC with timely, sccurate rcports conceming matters of importance to County government. Staf'f has rorked cll'ectircll to e\ecute numcrous policr and program initiatircs directcd br thc Board dLrring this rer ierr period under tight deadlines. StafF responses to 13( (i inqtriries and intirrrlation rcqucsts ha\e bcen tirnelr. accurateand thorouglt. uith ren ll'lr cxceptions. We hare dereloped a flrst-rate legislatire al'fairs progranr Ieaturing prolessional in-hottsc talent slpported b) e\perl tederal and statc contracl lobblists. StafT hlls $orked diligcntl) to insure that ntanagement reports. presentations and executire stttrtllltries arL'accltrilte. thorough. clearll uritten and contain appropriale and sLrlllcient financial anall sis and lcgal rer iew. tPlut:a saa thc entlo.sel rewnlJbr sDllilic ut:contt !!!!!1!!!!l!t1l Below Standard Meets Standard Exceeds Strndrrd12 3 Rating Commissiotrer Comments: County Manager Evaluation FY2017 - Commissioner Taylor, Chair 5. Budget end Financid Mrnrgemcnt - To prepare a balanced budget in accordance with Board established budget grridance; to make the best possible use ofpublic funds with the awareness ofthe need to operrte efficieotly and efrectively; to proactively monitoi and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt struch[e and financing mechanisms; to work cooperatively witt the Clerk of Courts on intemal audits and the prepardion of the CAFR. lhe Countl'Manager and stalfcontinue to rlork prudentll'and effectirely to strike a balance bet$c'en funding fbr continued and erpanded programs and operatiotts driven b1 grouth. service demands and policl initiatives u'ith the need to fund replacement capital infrastructure and maintenance as rvell as new capital initiatives. Based on Board approved budget guidance. staff produced a FY 20 I 7 budget that maintained the general tirnd and uuiucorporated area general fund millage rates: increased general fund reserves: tnaintained a policy compliant debt positionl satisfied state unf'unded mandates: enhanced fiolt line operating services and allocated limited resources to high prioritl' capital improvemcnts and asset maintenance and replacenrent. Aggressile management ofthe debt portftrlio since []Y 2010 continues to prove benelicial through reduced annual non growth related revenue bond debt serr.ice paid by the general fund. The Countl's implied corporate issuer credit rating *'as elevated to AAA by Standard and Poor's. tlre highest available in the industry. The corporate office ofgrants compliance continues to pa) dividends \\ith respect to improving grant management and audit compliance. The Board received a favorable rear ending 2016 Consolidated AnnLral Financial Report (CAF'R) and efJbrls continue to enhance intenral slslems and processes to ensure continued favorable CAFR results. (Plcuse sea lhe enclosed rcnort fitr.s?acific utc'ontplishntents irt Below Standard Meets Standard Exceeds Stgndard12 3 Rating`Commissioner Comments: County Manager Evaluation FY20'17 - Commissioner Taylor, Chair 6. Crpitet ImprovemeDb snd Assct Mrnrgemetrt - To responsibly plan, construct and maintain dri County's critical public infrastructure and c€pital ass€ts to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capitat improvements with the CCPC and BCC; to insure capital projects and contracts ar€ managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential ofthe approved pilot ass€t management system and develop funding recommendations to sustain the quality ofthe County's established infrastructure and facilities. All capital pro.iects aurhorized in the IY 2016 budget are proceeding on schcdule and rrithin budget. Preparations are rrcll underu'av firr presentation olthe annttal.ioint ALIIR/CIl: repon to the BCC in Nor ctnher. atter CC PC rer ierr. u hich u ill pror ide an integrate-d. cgnrprehensire relieu ofthe 5 lear capital prograrn that addresses lerel ofserr ice standards. specitic project details and contplete firnding plans. Ihe Countl Manager has insured tl)a1 critical inlrastructure and equipntent nlaintenance and replacer11ents \\ere lirndcd in thc FY20l 7 and the proposed FY20l 8 budgets. / l'lattse .:ae lhe enclosel relxtrl./itr soac'ilit ttt'tttnnlishncnls Below Stirdsrd Meets Standard Erceeds Stsndrrd1 23 Rsting 2-< Commissioner Comments: County Manager Evaluation FY2O17 - Commissioner Taylor, Chair 7. Public Information and Community Relrtions - To sustain public tnrst and confidence in County government; to promote transparcncy and public involvement in County government; to meet regularly with citizrns, civic grcups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government progralns and services and encourage citizen participation by providing understandable and complerc information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual inrcrests. The County Manager continues to promote public trust and confidence in county goverlllnent through nurnerous public speaking engagernents. television irtterviews. service on contmunitl leadership organizations and frequent outreach to nulnerous civic. business attd educational institutions and associations. The Office of Communication and Customer Relaticltts efficiently and effectively handles a large volume of citizerr service and pLrblic records requests. The Agencl.' Issue Management Systern (AIMS) corrtittues to provide a fast. reliable method for the disposition of constituent service requests and cornplaints. A concefted etfotl has been made to improve the public's krrowledge of the responsibilities and activities of their county government using a variety of communicatiott tools. In addition to traditional print and rnedia outreach. staff has significantly expanded tlte use of social media. Lrpgraded and improved the county website and the collier government television station to gel our rnessage out to the custotner. The County Manager has also developed and nurtured effective u'orking relationships with offlcials in the Constitutional Offices. municipal governments. independent fire districts. water management district and our local state legislative delegation in order to advattce ottr cornmon goals and mutual interests. (Plea,se see the enc'losed reportJor specific'ercc'onrytlishment.s in this pef/irnrurtc'e ureu) Below Standard Meets Standard Exceeds Standard123 Rating9 Commissioner Comments: County Manager Evaluation FY2017 - Commissioner Taylor, Chair ADDiT:ONAL COMMENTS ″″ detn.ezaa t- ′_%耗〃′ι″ご/-4乃 `g年平年笙 `形〃z″々∠ιクタレ“ ,″εノ″/7ε /5らこノ笏″γι β電。′ん/″ %rll * dt y'tr'r Commissioner Signature COUNW MANAGER EVALUAT:ON FY2017 COMM:SS!ONER MC DAN!EL County Manager Evaluation FY2O17 - Commissioner McDaniel County Manager Self-Assessment for Action Plan Results for Fiscal Year 2017 1. Leadership and Organizational Direction - To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission; to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented senior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive management and stewardship of Agency human, financial and physical assets remains a priority focus of the leadership team. Staff continues to seek opportunities to optimize resources. upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of challenging and/or unanticipated issues that have arisen during this review period. (Please see the enclosed report jor specific acconvlishments in this perforntance areu) Below Standard Meets Standard Exceeds Standard13 Rating Commissioner Comments: Continuously examines administrative effectiveness and seeks better procedures County Manager Evaluation FY2017 - Commissioner McDaniel 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strategic, operational and financial planning efforts. Business process improvement initiatives continue to be implemented in an effoft to eliminate waste and improve the qualiqv of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. (Please see the enclosed reportfor specific accomplishments in this pedormance areat Below Standard Meets Standard Exceeds Standard123 Rating3 Commissioner Comments: Promotes strong support of the County's mission and vision. County Manager Evaluation FY2017 - Commissioner McDaniel 3. Performance Management and Workforce Development - To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identifu and train mid managers with the desire and ability to step into senior management positions. The Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide competitive pay and benefit programs and maintain compliance with relevant labor and employment laws. The HR department has continued to offer effective career development, recognition programs, in- house training offerings and a fonnal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. (Please see the enclosed reporttor specific uccomplishmenls in lhis performonce araut Below Standard Meets Standard Exceeds Standard123 Rating3 Commissioner Comments: Makes certain that employees have a clear understandine of their responsibilities and maintains a work situation which stimulates the prowth of individual emolovees. County Manager Evalua∥on FY2017-Commissioner McDaniel 4. Policy Execution and Supportto the Board―To effectively implement directives and policy ofthe lBoard;to tilnely and enttctively respond to Board requests fbr infollllation or assistance;to insure BCC meeting agenda materials are accurate,thorouま ,aCCessible, clearly wrltten and contain appropriate and sufrlcient flnancial analysis and legal review;to provide recornllnendations fbr new and/or improved lBoard poHcies and ordinances;to provide effective starsuppOrtto BCC Advisory Boards and Committees;to assist the Board with preparation and execution ofthe County's federal and state legislative programs;to provide the BCC wtth timely,accurate reports conceming matters ofimportance to County govemment. Staff has worked effectivcly to exccute numerous policy and program illitiativcs directed by the Board during this rcvicw period under tight deadlincs.Staff rcsponscs to BCC inquiries and information requcsts have becn tirnely,accurate and thorough,、vith vc[y fe、v exccptions. We have developcd a nrst_rate legislative affairs progralll featuring professional ill―housc talent supported by expcrt federal and state contract lobbyists. Staff has worked diligently to insurc thtt management rcports,preselltations and executivc sulllmarics are accurate, thorough,cicarly、vritten and contain appropriate and sufflcient flnancial analysis and legal revic、v. /P′gα sι sθθ′力θθ′θ′θsθ グr`ρ θr′/br sρ ι `〃'cα “ θ″?ρ ′お力″′″′,si′〃りお′ `/frpr″ ,α ′ “ α″ピαノ Below Standard Meets Standard Exceeds Standard123 Rating3 Commissioner Comments: Leo effectivelv resnonds to reouests in a timelv and honest manner County Manager Evaluation FY2017 - Commissioner McDaniel 5. Budget and Financial Management - To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County's debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. The County Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staffproduced a FY 2017 budget that maintained the general fund and unincorporated area general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since FY 201 0 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The CounQr's implied corporate issuer credit rating was elevated to AAA by Standard and Poor's, the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year ending 2016 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Please see the enclosed report for specific accomplishntents in this pefformance area) Below Standard Meets Standard Exceeds Standard I23 Rating3 Commissioner Comments: For the most part. he presents a balanced budget even though I am not always happy with it. County Manager Evaluation FY2O17 - Commissioner McDaniel 6. Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY 2016 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annualjoint AUIR/CIE report to the BCC in November, after CCPC review. which will provide an integrated. comprehensive review of the 5 year capital program that addresses level of service standards. specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY20l 7 and the proposed FY20l8 budgets. (Please see the enclosed reportfor specific accomplishments in this perforntance oreu.t Below Standard Meets Standard Exceeds Standard23 Rating3 Commissioner Comments: County Manager Evaluation FY2017 - Commissioner McDaniel 7. Public Information and Community Rehtions - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of govemment programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other govemmental and non-profit organizations to achieve common goals and mutual interests. The County Manager continues to promote public trust and confidence in counfy govemment through numerous public speaking engagements, television interviews, service on community leadership organizations and frequent outreach to numerous civic. business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a large volume ofcitizen service and public records requests. The Agency lssue Management System (AIMS) continues to provide a fast. reliable method for the disposition ofconstituent service requests and complaints. A concerted effort has been made to improve the public's knowledge ofthe responsibilities and activities of their county govemment using a variety ofcommunication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media. upgraded and improved the county website and the collier government television station to get our message out to the customer. The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional OfIices, municipal governments, independent fire districts' water management district and our local state legislative delegation in order to advance our common goals and mutual interests. (Please see lhe enclosed reporl -for soecific accomolishments itt this oerformance urea) Below Standrrd Mects Stsndard Exceeds Strndsrd12 Rating Commissioner Commeots: Does an excellentjob of promotinq the public trust and confidence. County Manager Evaluatjon FY20'17 - Commissioner McDaniel ADDIT10NAL COMMENTS &t4 tlA,rt "1, Commigsioner Signature