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Agenda 09/22/2015 Item #11H 9/22/2015 11 .H. 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 Packet Page-346- 9/22/2015 11 .H. COLLIER COUNTY Board of County Commissioners Item Number: 11.11.H. Item Summary: Recommendation to complete the Annual Performance Appraisal for the County Manager. (Leo E. Ochs., Jr., County Manager) Meeting Date: 9/22/2015 Prepared By Name: BrockMaryJo Title: Executive Secretary to County Manager, County Managers Office 9/16/2015 11:52:36 AM Submitted by Title: Executive Secretary to County Manager, County Managers Office Name: BrockMaryJo 9/16/2015 11:52:37 AM Approved By Name: OchsLeo Title: County Manager, County Managers Office Date: 9/16/2015 3:28:41 PM Packet Page-347- 9/22/2015 11.H. Commissioner Donna Fiala, District 1 Fiscal Year 2015 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for fiscal year 2015. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -348- 9/22/2015 11 .H. Scoring Guidelines for Annual Performance Review Score Result l • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • 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 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many areas • Business results full.address key customer,market. process. and action plan requirements 1 Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00- 1.66 j 1.67-2.33 2.34-3.00 Packet Page -349- 9/22/2015 11 .H. County Manager Self-Assessment for Action Plan Results for Fiscal Year 2015 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. .St ntinues to seek opportunities to optimize resources. upgrade service levels an„ nd.,improve accountability and to amp ement cost effective. innovative solutions to a numbers of challenging and'or unanticipated issues that have arisen during this review period. P caw,Sec Inc enclosed Tr ac7,Sncet for specific izvcomplzshrncnt.S ill Ihi,performance' area Belay. I Meets Exceeds Standard Standard Standard 1 2 3 Rating j Commissioner Comments: it j t . '/ F .-- .�„ �. '..:� .�,,`.l-1 �� .`?'°.✓.-;.�.p s�"`}.p-�;.�x�,,. we.� (•-"h'.{„�,:. � '"'� �;�.....-°;'� !;�.,,-_.■...�'� +-i. :..mot-,zi .,.C..1n!�,,,i� y'"��'-'u:.....:''�'✓_ �:7. "f. n•fi`.�:.t'!.✓.. f�Y7�2 L,... .is':.G.- u.� r s"° ,.} J.. , / ^-'` v».X r ;-x „-�^'J, 7 Y 4�r✓....!"yx }�"�`� a, �.,,.,,.w,-,.-r•>-`-C=:.-a,,.[,-;:'<'-Ws.�i. ,_.. �'e�' 1 f. ./.°-w+^?.% may/ ,+i � 1�5/f"✓l..(✓Y/I✓re� L ./£+—.5—..._.-...e ,}v'4�/:.. .. ..r Packet Page -350-,� 9/22/2015 11 .H. 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 effort to eliminate waste and improve the quality 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 spreadsheet for specific accomplishments in thisperformance areal Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Page -351- 9/22/2015 11.H. 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 identify 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. Despite constrained resources. the HR department has continued to offer effective recognition programs, in-house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management.Department continues to deliver a self-insurance and loss prevention program that is market competitive, actuarially sound and accountable. (Please see the enclosed spreadsheet for specific accomplishments in this pe formance area) Below Meets Exceeds Standard Standard Standard 1 2 3 • Rating .l Commissioner Comments: Packet Page -352- 9/22/2015 11 .H. 4. 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 assistance: to insure BCC meeting agenda materials are accurate, thorough, accessible. clearly written and contain appropriate and sufficient 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 of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the 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. Commissioners have 24/7 accessibility to the County Manager via personal meetings. e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate. thorough. clearly written and contain appropriate and sufficient financial analysis and legal review. (Please see the enclosed spreadsheet for specific accomplishments in this performance areal Below Meets Exceeds Standard Standard Standard 1 3 Rating .2 Commissioner Comments: i.-�..L Y6. f -a r j f " Packet Page -353- 9/22/2015 11 .H. 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, as the County transitions out of the economic recession, 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, staff produced a FY 2015 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 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County's implied corporate issuer credit rating was elevated to AAA by Standard and Poor's. the highest available in the industr2.. 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 2014 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. Pieam.' we the enctos.,c,./en-cadence( for specific LTC conzraii,shinent.c in this performance arC Cl '47'4 1 / Below Meets Exceeds ' Standard Standard Standard 2 t -77./ , ri• 1 3 17 - I Rating Commissioner Comments: , = 11" e t-e „ti • ;Ur ?-4.5,f1 rt ki€ =1--) L4. . Packet Page -354- 9/22/2015 11 .H. 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 2015 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint 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 FY2015 and the proposed FY2016 budgets. (Please see the enclosed spreadsheet jhr specific accomplishments in this performance area/ Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: r t, ' ":'ti{.,. —�.. 4.t.w...LT"-f t ;2 l l.'a..,1^'3-:.-4. �:: '.';. ,?" ....�^ ..o'=..;i'. 11;•-•--;,,- Packet Page -355- 9/22/2015 11 .H. 7. Public information and Community Relations - 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 government programs and services and encourage citizen participation 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 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 of citizen service and public records requests. The Agency Issue Management System (AIMS)continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. .A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using-a variety of communication 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 Offices, municipal governments, independent fire districts. water management district and our local state legislative delegation in order to advance our common goals and mutual interests. H'/ CL'.i'.S!e the enc o.ved CvreadshCi' for specific QCCO'1prl.khmL'711S l71 thi.t"perfrv.rn i/lCC area Below Meets [xceeds Standard Standard Standard I ? � Rating , %,„_ Commissioner Comments: Packet Page -356- 9/22/2015 11 .H. ADDITIONAL COMMENTS 1 Commissioner Signature 41' Packet Page -357- 9/22/2015 11.H. Commissioner Georgia Hiller, District 2 Fiscal Year 2015 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for fiscal year 2015. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -358- 9/22/2015 11 .H. Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • 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 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards 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 I Meets Expectations Exceeds Expectations i 1.00— 1.66 1.67—2.33 2.34—3.00 Packet Page -359- 9/22/2015 11.H. County Manager Self-Assessment for Action Plan Results for Fiscal Year 2015 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. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: C'tr• ,:r ^-- t_+C 4 �-_ i tiro `z�� 1-- I; IY 4,-) .. 4,.. E of i"t't) I j,r 1)t�S �"' T v-1 � p Packet Page -360- 9/22/2015 11.H. 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. lit he in1iien1,. 1,,,,t in an L.11'tr it? ,...,S:k;nalL Below Meets Exceeds Standard Standard Standard 1 2 3 Rating -S Commissioner Comments: / L. ,t' L "7 l i Y� ' t ` t`t �Y i 1 'v')r ‘/VOA"t.'-`1-`)l 70, t 1 �� .�,�✓iL..�^-l 9 Packet Page -361- 9/22/2015 11 .H. 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 identify and train mid managers with the desire and ability to step into senior management positions. . . :(.._ . :c_.. _ Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1-, Commissioner Comments: 2 L 12-'L-t l 1 t t,�t u i"' 'l �'�,t Packet Page -362- 9/22/2015 11 .H. 4. 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 assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient 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 of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: -1'"A'.'L-1 t Fes' t ,ek-'t, t; Packet Page -363- 9/22/2015 11.H. 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. _..`t'n t ,,.. .„L. .. -1 �, y.i b-S�' .., c.. .ei t., .7i t,,.. +�.i r 1-10 lurid r_t,l.iL,.., v11r :;y}itiif .L.arnienan,t_ :'L ..... . wee .. ... a.. ...L ..rk.. .. .. .. ,. ... . .,_,:fit .k Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 'Vt \H t - s ------------------ Packet Page -364- 9/22/2015 11 .H. 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 AUIRICIE 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. Li f t}11flw.; :#1 fin_ lid I. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: '10 11 `I E Packet Page -365- 9/22/2015 11 .H. 7. Public Information and Community Relations - 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 government programs and services and encourage citizen participation 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. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: {: l°1 `0."$ S J�c.: L ._:.... .f "`. t L. ^�':,rv't :' P t t. T44 v. t` .r. st �1fL 5�4 {. E t l.-rT' t�"t t �1 t..'°,1 0,-, •4_-,. Packet Page -366- 9/22/2015 11 .H. ADDITIONAL COMMENTS , [ , 1 11, / t I , Commassloner Signature , Packet Page -367- 9/22/2015 11.H. Commissioner Tom Henning, District 3 Fiscal Y e a r 2015nr.ual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for fiscal year 2015. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -368- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • 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 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards 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 Packet Page -369- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 County Manager Self-Assessment for Action Plan Results for Fiscal Year 2015 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 seep opportunities to optimize resources. upgrade service levels and improve accountability and to implement cost effective. innovative solutions to a numbers of challenging and%or unanticipated issues that have arisen during this review period. (Ple se see 11 ' enclosed.57rec.o Ijc tO sitt?ch'itt: ccomu islini ail.rs in 11775 nerioi'Ynauicc areal Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1 Commissioner Comments: See attached Executive Summary to vacate road right of way, where Staff went outside of BCC protocol by exacting future right of way reservation for the Public benefit. It stated in the Executive summary FDOT considered 15th Street (the vacation request) part of an alternate need for SR29 expansion; however 15th Street ends at another parcel that Oaks Farms owns. Therefore, this was not needed for the SR29 expansion. (See attached map) The resolution adopted by the Board gives clear guidance on what a petitioner for vacation must provide (see attached Resolution 2013-166) in closing public need property for the benefits of the public must be borne on government not the private property owner. Packet Page -370- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 Recommendations: A clear direction to all County Employees that resolutions, ordinances, and regulations of the Board be faithfully executed. 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 henchmarking have been integrated into our strategic, operational and financial planning efforts. Business process improvement initiatives continue to be implemented in an effort to eliminate waste and improve the quality 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 spreadsheet for specific accomplishments in this performance area, Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2 Commissioner Comments: While the County Manager has led the efforts to change how the County purchases and processes health insurance with employees, and has provided an outstanding continued education program, he has failed to properly vet the Blue Zone efforts. In the self assessment it stated staff is working on making the County a Blue Zone Employer and yet Parks and Recreation and other departments within the agency are permitted to use p-cards and purchase orders to purchase pizzas, doughnuts etc. for programs and/or staff. By becoming a Blue Zone Employer not only would the County have to eliminate these types of purchases, it would also only be able to provide foods determined to be healthy by an outside Blue Zone Committee and currently Russell's Café would not meet these standards. While becoming a Blue Zone Employers looks good on paper, it removes people's right to choose and Packet Page -371- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 could create purchasing issues for departments like Parks and Recreation who are often entertaining children which calls for varying standards. Additionally, some of the recently identified healthy eateries by the Blue Zone Committee such as a vegan restaurant located in North Naples serves high sodium, high fat foods and this would not be considered healthy for all individuals. The Blue Zone movement is flawed, period and our staff needs to focus on continued education as we have and serving the public not recreating the food wheel on the tax payer's dime. 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 identify 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 pa', and benefit programs and maintain compliance with relevant labor and employment laws. Despite constrained resources, the HR department has continued to offer effective recognition programs. in-house traini ne offerings and a formai succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and loss prevention program flat is market competitive, actuarially sound and accountable. (Please sea 1/ia encloser ;7 eaci. /ma ma spcchie uc 'oml'.iis/inie?l, in this zmrfo?'incinca urea) Below Meets Exceeds Standard Standard Standard 2 3 Rating 2 Commissioner Comments: In my opinion,some administrators continue to work against the BOCC, not properly follow direction and at times feed us incorrect information. This comes under the direct leadership of the County Manager. During fire planning and medical discussions,it is often noted by leadership EMS agrees with the fire districts and yet this is not the case. Staff should make honest recommendations and provide comprehensive data not simply feed one Packet Page -372- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 board member or the others or the County Manager which currently is the standard. 4. 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 assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient 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 of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the 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. Commissioners have 24/7 accessibility to the County Manager via personal meetings. e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. (F/Lase see the enclosed spreadsheet 7r specific accoilipii i21i1C12iS in this performance areal Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2 Commissioner Comments: While the County Manager's office and staff do follow direction provided by the staff,there have been numerous situations where the BOCC has had to step into providing specific protocol and direction to staff in order to properly execute the goals of the BOCC. The BOCC has clearly stated it wants to be more business friendly and attract industry and has created several goals, but the economic staff has failed to deliver any tangibles related to economic development. At times throughout 2014-2015,BOCC has had to charge out orders to the County Manager that should have been resolved before ever coming to the Board. Packet Page -373- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 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, as the County transitions out of the economic recession, 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, staff produced a FY 2015 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 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County'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 2014 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. ilPi:tose,s'ec the enc,ose:C snrcadchc 'i h ,,,Tecitici accomplishments 117 11275 per tivinance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: Packet Page -374- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 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 2015 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint 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 FY2015 and the proposed FY2016 budgets. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2 Commissioner Comments: Capital projects have been managed well and planning for maintenance replacements were included in the upcoming budget. 7. Public Information and Community Relations - 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 government programs and services and encourage citizen participation 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 Counrs ;Mans;{}er continues to promote public trust and confidence in county merriment t1trou0l nul?merolu, public spealki - en ?cements. lei vision interviews. service o n community leadership organizations and frequent outreach to numerous civic. business and educational institutions an associations. The l lce aCommunicatioin and Customer Relations effIcientiv and effeetiveh2 hand c` El large'e vcliunle of citizen s:,'sice and public records requests. The Agency issue Management :Sy stern , AIM) continues to provide a fast. reliable Packet Page -375- 9/22/2015 11 .H. Commissioner Tom Henning, District 3 method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication 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 Offices, 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 the enclosed spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2 Commissioner Comments: Public information is equally about responding to the public and also in promoting good or breaking news. While meeting and legal notices are a key part of the Communication and Customer Relations Department, they do not have a publicist on staff that has demonstrated the ability and/or leadership in the Department has not demonstrated the ability to garner media attention, provide timely press releases to departments and many departments have resolved to once again hiring their own PlOs because the department is not appropriately responsive. The County as a whole needs to grasp without proper provisions to write articles, garner media interest, promote media events including press conferences or media visits like we used to with EMS for trainings etc, there is no powerful public information. This is unacceptable, period. ADDITIONAL COMMENTS Packet Page-376- 9/22/2015 11 .H. 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RESOLUTION 2013- 16 6 A RESOLUTION OF THE BOARD OF COUNTY COMMISSIONERS OF COLLIER COUNTY, FLORIDA, AMENDING RESOLUTION 2006-160 IN ORDER TO AMEND THE POLICIES AND PROCEDURES FOR: 1) THE CLOSING AND VACATION OF ROAD RIGHTS-OF-WAY; 2) THE VACATION AND ANNULMENT OF PLATS OR PORTIONS OF PLATS OF SUBDIVIDED LAND; AND 3) THE EXTINGUISHMENT OF PUBLIC EASEMENTS CONVEYED BY SEPARATE INSTRUMENT RECORDED IN THE PUBLIC RECORDS (CONVEYANCES OTHER THAN ON A SUBDIVISION PLAT) ON PLATTED OR UNPLATTED LAND, EXCEPT FOR PUBLIC ROADS. WHEREAS, the Board of County Commissioners of Collier County, Florida (Board), pursuant to Sections 125.01, 125.37, 177.101, 336.09 and 336.10, Florida Statutes, Collier County Ordinance No. 2001-57, and the Collier County Land Development Code is authorized to grant or deny vacations and annulments of plats of subdivided land, road rights-of-way, alleyways, and public dedicated easements conveyed by separate instrument recorded in the public records; and WHEREAS, the Board, on July 25, 2006 adopted Resolution 2006-160 which superseded and replaced Resolution 1998-465, establishing the policies and procedures previously established for the above; and WHEREAS, the Board desires to further amend the policies and procedures for: 1) closing and vacation of road rights-of-way; 2) vacation and annulment of plats or portions of plats of subdivided land; and 3) extinguishment of public easements conveyed by separate instrument records in the public records (conveyances other than on a subdivision plat) on platted or unplatted land, except for public roads. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF COUNTY COMMISSIONERS OF COLLIER COUNTY, FLORIDA, that: 1. This Resolution amends Resolution No. 2006-160 as set forth in the following Attachments. Packet Page -380- 9/22/2015 11 .H. 2. The policies and procedures for the closing and vacation of road rights-of-way are amended and set forth in Attachment "A", incorporated herein and made part of this Resolution. 3. The policies and procedures for the vacation and annulment of plats or portions of plats of subdivided land are amended and set forth in Attachment "B" incorporated herein and made part of this Resolution. 4. The policies and procedures for the extinguishment of public easements conveyed by separate instrument records in the public records (conveyances other than on a subdivision plat) on platted or unplatted land, except for public roads, are amended and set forth in Attachment"C", incorporated herein and made a part of the Resolution. BE IT ALSO RESOLVED, that the Clerk be directed to record this Resolution in the Public Records of Collier County, Florida. THIS RESOLUTION ADOPTED after motion, second, and majority vote favoring same this 10441 day of Qpi'ehfl k7Y , 2013. ATTEST: ';'„ea BOARD OF COUNTY COMMISSIONERS DWIGI-t B.-BRt .I}, Clerk COLLIIER COUNTY, FLORIDA By: By Attest as to.Chairma`.S fi �.uty Clerk Borgia A. Hiller, Esq., Chairwoman signature Approved as to form and legality: Emily R. Piin Assistant County Attorney Packet Page -381- 9/22/2015 11.H. ' �r . ‘v . r,Roio' i1 Attachment"A" POLICY AND PROCEDURE ON THE CLOSING AND VACATION OF ROAD RIGHT-OF-WAY A. AUTHORITY: Sections 336.09 and 336.10, Florida Statutes. B. POLICY: When a request is in the interest of the general public welfare or where no public detriment is established and when said request does not invade or violate individual property rights and otherwise qualifies under Section 336.09, Florida Statutes, the Board of County Commissioners(BCC)may: 1. Vacate, abandon, discontinue and close any existing public or private street, alleyway, road, highway, or other place used for travel, or any portion thereof, other than a state or federal highway, and to renounce and disclaim any right of the County and the public in and to any land in connection therewith. 2. Renounce and disclaim any right of the County and the public in and to any land, or interest therein, acquired by purchase, gift, devise, dedication or prescription for street, alleyway, road or highway purposes, other than lands acquired for state and federal highways. 3. Renounce and disclaim any right of the County and the public in and to land, other than land constituting, or acquired for, a state or federal highway, delineated on any recorded map or plat as a street, alleyway, road, highway or other place used for vehicular travel. C. PROCEDURE: 1. An application for the vacation of road right-of-way is to be completed along with the listed items needed for review and to be submitted to e: • .. : : _ • : _ - _ - -- Growth Management / Planning and Regulation, Engineering Services Section. It must be accompanied by a non-refundable application fee (refer to Environmental Growth Management/Planning and Regulation current fee schedule for the applicable fee). 2. The petitioner must also provide: a) Evidence to show that the petitioner owns the fee simple title to the whole or that part of the parcel sought to be vacated (FEE SIMPLE DEED). If petitioner is not the owner of the fee simple title, petitioner shall provide a statement demonstrating the reason for the request including any property or financial interest or projects affected by a granting of such request. b) A statement explaining the general public benefit received from the proposed vacation. Attachment"A" June 2013 Packet Page -382- 9/22/2015 11 .H. c) A copy of the document which granted, conveyed or dedicated the right-of-way to the County or the public. d) Certificate(s) showing all State and County taxes have been paid for the subject parcel if petitioner is the owner or the agent of owner of the fee simple title to the whole or part of the parcel sought to be vacated. (Available from the Collier County Tax Collector's Office, Building C-1, at the Government Center). e) Assessment Map depicting area of proposed vacation. (Available from the Collier County Property Appraiser's Office, = •• :• , : - - . - -- ..- - - - .- Radio Road). 0 List of abutting and other property owners within 250 feet of the proposed vacation to include: (1) Name (2) Address (3) Zip Code (4) Parcel Number g) Site Plan - the site plan must be on 8 '/s" X 11" paper and show all data pertinent to the proposed vacation, which shall include at least the following: (1) Date of drawing (2) Scale (3) North arrow (4) Locations and dimensions of property lines, abutting rights-of-way, easements, setbacks, off-street parking, proposed and/or existing structures, and any proposed landscaping. (5) Location of proposed vacation and, if applicable, proposed dedication. h) Legal description of what is to be vacated submitted on 8 '/z"X 11" paper labeled in bold capital letters as EXHIBIT Exhibit "A". This legal description is to be accompanied by a sketch of the legal description. Both the legal description and sketch are to be signed and sealed by a Florida Professional Surveyor and Mapper and have a"Prepared by" block listing the name and address of the Florida Professional Surveyor and Mapper. i) When applicable, a copy of the recorded subdivision plat. (Available from the Clerk of Court Recording Department on the 4th .. : .' .•- • : -- _ . - -- .. - - - : 2ND Floor of the Collier County Courthouse). j) "Letters of No Objection" from all pertinent utility companies or authorized users of the easement and/or dedicated public area as determined by Growth Management / Planning and Regulation Administrator or his designee. Such letters may include but shall not be limited to the following: (I) Electric Company (2) Telephone Company (3) Cable Television Company (4) Collier County Sheriff's Office (5) Homeowner's Association (6) Rescue and Fire Control District (7) Adjacent property owners Attachment"A" June 2013 Packet Page -383- 9/22/2015 11.H. The letter sent to the utility companies and authorized users requesting a "Letter of No Objection" shall contain the statement "I have no objection to the proposed vacation" at the bottom of the letter with a signature block directly below it. Upon submitting the petition for approval Engineering Services will distribute the package to the following areas for their approval or objection. (1) Collier County Utilities/PUED (2) Collier County Engineering Services—Subdivision Review (3) Collier County Engineering Services—Stormwater Review (4) Collier County Transportation Department If the petitioner is unable to get the pertinent "approvals" or Letters of No Objections from the listed above then the application is deemed denied. k) If a replacement easement is required by Collier County, the reviewing parties are under no obligation to accept the offered alternative. If a Petition to Vacate is premised on the grant of a replacement easement, the Board will not take action on the Petition until the instrument necessary to grant the alternative real property interest has been accepted in form and content by all reviewing parties and the County Attorney's Office, it is properly executed by the granting or conveying entity, and delivered to the County Attorney's Office to be held in trust pending the Board's consideration of the requested vacation. If a replacement easement is required by Collier County, the following shall be submitted: (1) Legal description and sketch of what is to be dedicated, signed and sealed by a Florida Professional Surveyor and Mapper and have a "Prepared by" block listing the name and address of the Professional Surveyor and Mapper. (2) Attorney's title opinion or Ownership & Encumbrance Report by a title company (current). (3) Executed conveyance document. (4) Executed subordination documents. 3. - " " - '' '= : - - - _ • . - : Engineering Services will review the petition application for completeness and compliance with this Resolution. €wireftmerital:Engineering Services will prepare an appropriate executive summary and resolution and transmit both documents to the County Attorney's Office for approval. If approved as to form and legality_ uffieteriey by the County Attorney, the petition will be filed with the Clerk to the Board with a request for a time and date for a public hearing. The petition may be placed on the BCC agenda to establish a time and date for a public hearing by Resolution pursuant to Section 336.09. Florida Statutes. 4. Once the time and date of the public hearing are established, the Clerk to the Board shall publish legal notice of the hearing one time in a newspaper of general circulation at least two weeks prior to the date stated therein for such hearing. 5. The petitioner and all property owners within 250 feet (and others as may be required by• - == -° = - - - .' Engineering Services of the requested vacation parcel shall be given notice by the Clerk to the Board; stating time, place and date of public hearing, by regular mail. If the number of property owners within two hundred fifty feet(250') exceeds twenty (20), petitioner shall incur an additional postage and handling charge of fifty cents ($.50) per additional property owner. Packet Page -384- 9/22/2015 11 .H. 6. In the event that the petitioner for the property in question does not represent himself at the public hearing(s), he must provide a signed letter or other appropriate documentation which authorizes another specific person to represent him. 7. The Board of County Commissioners shall then hold a public hearing and any approved resolution by such governing body shall have the effect of vacating all requested streets and alleys which have not become highways necessary for use by the traveling public. 8. Notice of the adoption of such a resolution by the Commissioners shall be published by the Clerk to the Board one time, within 30 days following its adoption, in one issue of a newspaper of general circulation published in the County. The proof of publication of notice of public hearing, a certified copy of the resolution, and the proof of publication of the notice of the adoption of such resolution shall be recorded by the Clerk to the Board in the Public Records of the County. 9. The processing of this petition shall coincide, where applicable, with the processing of such other platting or land use change applications proposed for the same property with regard to submissions of applications, staff reviews, reviews by advisory bodies, or the Board of County Commissioners, so that the decision on such vacation shall occur at the same meeting at which time the reuse application is reviewed by the Board of County Commissioners. 10. Once the application is accepted for review it will remain under review so long as a resubmittal in response to a county reviewer's comments is received within 90 days of the date on which the comments were sent to the applicant with a one time extension of an additional 90 days upon written notification. If a response is not received within this time, the application for request review will be considered withdrawn. Further review of the project will require a new application subject to the then current code. Attachment"A" June 2013 Packet Page -385- 9/22/2015 1 1 .H. .f)1 \; Attachment"B" POLICY AND PROCEDURE FOR THE VACATION AND ANNULMENT OF PLATS OR PORTIONS OF PLATS OF SUBDIVIDED LAND A. AUTHORITY: Section 177.101 Florida Statutes, and Collier County Ordinance No. 01-57 and the Collier County Land Development Code. B. POLICY: When a request is in the interest of the general public welfare or no public detriment is established and the request does not invade or violate individual property rights • •=. -;t =- ••6, : ':• - • • - , the Board of County Commissioners may adopt resolutions vacating plats in whole or in part of subdivisions in said counties, returning the property covered by such plats either in whole or in part into acreage. C. PROCEDURE: 1. To petition for the vacation and annulment of plats or portions of plats of subdivided land, an application is to be completed along with the listed items needed for review. The application must be submitted to :-- . -'- e: : - :-: - • - : : Engineering Services,.accompanied by a non- refundable application fee (refer to . . . •- !: - .. _ . _ ' . - Growth Management/ Planning and Regulation current fee schedule for the applicable fee). 2. The petitioner must also provide: a) Evidence to show that the petitioner owns the fee simple title to the whole or that part of the parcel sought to be vacated (FEE SIMPLE DEED). b) A statement explaining the general public benefit received from the proposed vacation. c) Certificate showing all State and County taxes have been paid for the subject parcel. (Available from the Collier County Tax Collector's Office, Building C-1, in the Government Center). d) Assessment Map. (Available from the Collier County Property Appraiser's Office, - -- - • - -• - Radio Road). e) List of abutting and other property owners within 250 feet of the proposed vacation to include: (1) Name (2) Address (3) Zip Code (4) Parcel Number Attachment"B" June 2013 Packet Page -386- 9/22/2015 11 .H. f) Site Plan - the site plan must be on 8 Y2" X 11" paper with an adequate scale showing all data pertinent to the proposed vacation, which shall include at least the following: (I) Date of drawing (2) Scale (3) North arrow (4) Locations and dimensions of property lines, abutting rights-of-way, easements, setbacks, off-street parking,proposed and/or existing structures,and any proposed landscaping. (5) Location of proposed vacation and, if applicable, proposed dedication. g) Legal description of what is to be vacated submitted on 8 '/�"X I I"paper labeled in bold capital letters as EXHIBIT€xchil "A"to the petition. This legal description is to be accompanied by a sketch of the legal description. Both the legal description and sketch are to be signed and sealed by a Florida Professional Surveyor and Mapper and have a"Prepared by" block listing the name and address of the Florida Professional Surveyor and Mapper. h) A copy of the recorded subdivision plat. (Available from the Clerk of Court Recording Department on the 4`' .. : .' - •_ - . - - 2nd Floor of the Collier County Courthouse). e) "Letters of No Objection" from all pertinent utility companies or authorized users of the easement and/or dedicated public area. Such letters may include but shall not be limited to the following: (1) Electric Company (2) Telephone Company (3) Cable Television Company (4) Collier County Sheriff's Office (5) Homeowner's Association (6) Rescue and Fire Control District (7) Adjacent property owners The letter sent to the utility companies and authorized users requesting a "Letter of No Objection" shall contain the statement"I have no objection to the proposed vacation" at the bottom of the letter with a signature block directly below it. Upon submitting the petition for approval Engineering Services will distribute the package to the following areas for their approval or objection. (1) Collier County Utilities/PUED (2) Collier County Engineering Services—Subdivision Review (3) Collier County Engineering Services—Stormwater Review (4) Collier County Transportation Department If the petitioner is unable to get the pertinent"approvals" or Letters of No Objections from the listed above then the application is "null and void" f) If a replacement easement is required by Collier County, the reviewing parties are under no obligation to accept the offered alternative. If a Petition to Vacate is premised on the grant of a replacement easement, the Board will not take action on the Petition until the instrument necessary to grant the alternative real property interest has been accepted in form and content by all reviewing parties and the County Attorney's Office, it is properly executed by the granting or conveying Packet Page -387- 9/22/2015 11 .H. entity, and delivered to the County Attorney's Office to be held in trust pending the Board's consideration of the requested vacation. If a replacement easement is required by Collier County, the following shall be submitted: (1) Legal description and sketch of what is to be dedicated signed and sealed by a Florida Professional Surveyor and Mapper and have a "Prepared by" block listing the name and address of the Professional Surveyor and Mapper. (2) Attorney's title opinion or Ownership&encumbrance Report by a title company(current). (3) Executed conveyance document. (4) Executed subordination documents. 3. ="" "" '' ' °• • -: - - - Engineering Services will review the petition for completeness and compliance with this Resolution. Engineering Services will prepare an appropriate executive summary and resolution and transmit both documents to the County Attorney's Office for approval. If approved as to form and legalj-suffieieney by the County Attorney, the petition will be filed with the Clerk to the Board with a request for a time and date for a public hearing. 3.3.6,09r Fler-i4a-Stattftes, 4. Once the time and date of the agenda item are established, the Clerk to the Board shall publish legal notice of the hearing in not less than two weekly issues of a newspaper of general circulation in the County,pursuant to Section 177.101, Fla. Stat. 5. The petitioner and all property owners within 250 feet (and others as may be required by Gemimifrit3A Engineering Services of the requested vacation parcel shall be given notice by the Clerk to the Board; stating time, place and date of the agenda item, by regular mail. If the number of property owners within two hundred fifty feet (250') exceeds twenty (20), petitioner shall incur an additional postage and handling charge of fifty cents ($.50) per additional property owner. If the County receives an objection or anticipates an objection to the vacation request, then the agenda item shall be scheduled under advertised public hearings in the BCC Agenda. 6. In the event that the owner for the property in question does not represent himself at the BCC meeting, he must provide a signed letter or other appropriate documentation which authorizes another specific person to represent him. 7. The County Commission may adopt a resolution vacating plats in whole or in part of subdivisions in the County, returning the property covered by such plats either in whole or part into acreage. 8. A certified copy of any approved resolution shall be recorded in the public records of Collier County. 9. The processing of this petition shall coincide, where applicable, with the processing of such other platting or land use change applications proposed for the same property with regard to submissions of applications, staff reviews, reviews by advisory bodies, or the Board of County Commissioners, so that the decision on such vacation shall occur at the same meeting at which time the reuse application is reviewed by the Board of County Commissioners. 10. Once the application is accepted for review it will remain under review so long as a resubmittal in response to a county reviewer's comments is received within 90 days of the date on which the comments were sent to the applicant with a one time extension of an additional 90 days upon written notification. If a response is not received within this time, the application for request review will be considered Attachment"B" June 2013 Packet Page -388- 9/22/2015 11 .H. withdrawn and cancelled. Further review of the project will require a new application subject to the then current code. Attachment"B" June 2013 Packet Page -389- 9/22/2015 11 .H. off r, (')t Attachment"C" POLICY AND PROCEDURE FOR THE EXTINGUISHMENT OF PUBLIC EASEMENTS CONVEYED BY SEPARATE INSTRUMENT RECORDED IN THE PUBLIC RECORDS (CONVEYANCES OTHER THAN ON A SUBDIVISION PLAT) ON PLATTED OR UNPLATTED LAND, EXCEPT FOR PUBLIC ROADS. A. AUTHORITY: Sections 125.01 and 125.37, Florida Statutes. B. POLICY: Requests will be granted as long as the public benefit is established or no public detriment is established. The Board of County Commissioners may: I. Extinguish, vacate, abandon, discontinue, and close any easements, or any portion thereof, granted to the County or public by any instrument recorded in the public records of Collier County and to renounce and disclaim any right of the County and the public in and to any land in connection therewith; when such interest is granted to the County or public by any instrument recorded in the public records other than on a subdivision plat. 2. Quitclaim, renounce, and disclaim any right of the County and the public in and to any land, or interest therein, acquired by purchase, gift, devise, dedication or prescription for drainage, utilities, access, maintenance, preservation, or conservation or other public purposes; when such interest is granted to the County or public by any instrument recorded in the public records of Collier County other than on a subdivision plat. 3. To make an exchange of real property whenever, in the opinion of the County Commissioners, the County holds and possesses any real property, not needed for countypurposes, and such property may be to the best interest of the County exchanged for other real property, which the County may desire to acquire for county purposes, as authorized by Section 125.37, Florida Statutes. C. PROCEDURE: 1. To petition for the extinguishment of County dedicated easement on unplatted land or platted land a application is to be completed along with the listed items needed for review be submitted to • .•• '' - •-.. . . : - - • • -..- - : Engineering Services and it must be accompanied by a non refundable application fee (refer to . ••- e- : ::•- . : -; - - ' ,. .... : Growth Management/ Planning and Regulation current fee schedule for the applicable fee) 2. The petitioner must also provide: a) Evidence to show that the petitioner owns the fee simple title to the whole or that part of the parcel on which a public dedicated easement is sought to be extinguished (FEE SIMPLE DEED). b) A statement explaining the general public benefit received from the proposed vacation. Packet Page -390- 9/22/2015 11 .H. c) A copy of the document which granted, conveyed or dedicated the easement interest to the County or the public. d) Certificate(s) showing all State and County taxes have been paid for the subject parcel. (Available from the Collier County Tax Collector's Office, Building C-1, in the Government Center). e) Assessment Map. (Available from the Collier County Property Appraiser's Office, Radio Road). 0 Site Plan - the site plan must be on 8 V2" X 11" paper with an adequate scale showing all data pertinent to the proposed extinguishment,which shall include at least the following: (1) Date of drawing (2) Scale (3) North arrow (4) Locations and dimensions of property lines, abutting rights-of-way, easements, setbacks, off-street parking, proposed and/or existing structures, and any proposed landscaping. (5) Location of proposed extinguishment and, if applicable, proposed dedication. f) Legal description of what is to be extinguished submitted on 8 V2" X 11" paper labeled in bold capital letters as EXHIBITExhibit"A". This legal description is to be accompanied by a sketch of the legal description. Both the legal description and sketch are to be signed and sealed by a Florida Professional Surveyor and Mapper and have a "Prepared by" block listing the name and address of the Florida Professional Surveyor and Mapper. g) Letters of No Objection" from all pertinent utility companies or authorized users of the easement and/or dedicated public area. Such letters may include but shall not be limited to the following: (1) Electric Company (2) Telephone Company (3) Cable Television Company (4) Collier County Sheriff's Office (5) Homeowner's Association (6) Rescue and Fire Control District (7) Adjacent property owners The letter sent to the utility companies and authorized users requesting a "Letter of No Objection" shall contain the statement "I have no objection to the proposed vacation" at the bottom of the letter with a signature block directly below it. Upon submitting the petition for approval Engineering Services will distribute the package to the following areas for their approval or objection. (1) Collier County Utiiities/PUED (2) Collier County Engineering Services—Subdivision Review (3) Collier County Engineering Services—Stormwater Review (4) Collier County Transportation Department Attachment"C" June 2013 Packet Page -391- 9/22/2015 11 .H. If the petitioner is unable to get the pertinent "approvals" or Letters of No Objections from the listed above then the application is "null and void" h) To the extent applicable, where the petitioner desires to exchange his/her interest with that interest dedicated to the County, the requirements and procedures of§125.37, Florida Statutes, and the Collier County Utilities Standards and Procedures Ordinance No. 97-17 shall be utilized as practicable and legally required. The reviewing parties are under no obligation to accept the offered alternative. If a Petition to Vacate is premised on the grant of a replacement easement, the Board will not take action on the Petition until the instrument necessary to grant the alternative real property interest has been accepted in form and content by all reviewing parties and the County Attorney's Office, it is.properly executed by the granting or conveying entity, and delivered to the County Attorney's Office to be held in trust pending the Board's consideration of the requested vacation. The following shall be submitted: (1) Legal description and sketch of what is to be dedicated signed and sealed by a Florida Professional Surveyor and Mapper and have a "Prepared by" block listing the name and address of the Florida Professional Surveyor and Mapper. (2) Attorney's Title Opinion or Ownership&Encumbrance Report(current). (3) Executed conveyance document. (4) Executed subordination documents. 3. `'• .. . • - = = "-'=' : •: _- : -- - : Engineering Services will review the petition for completeness and compliance with this Resolution. _: . •- .: : ::•-:- : -: ; . ..:. : Engineering Services will prepare an appropriate executive summary and resolution and transmit both documents to the office of the County Attorney for approval. If approved as to form and legalj-stiffieiertey by the County Attorney, the petition will be filed with the Clerk to the Board with a request for a time and date for a public hearing. The•petitiont-may '' - - - - " -• • - - Where an exchange of property interest is applicable the terms and conditions of any such exchange of property shall be published, once a week for at least two weeks, in a newspaper of general circulation published in the County prior to the adoption by the Board of County Commissioners. 4. In the event that the owner of the property in question does not represent himself at the BCC meeting, he must provide a signed letter or appropriate documentation which authorizes another specific person to represent him. 5. The processing of this petition shall coincide, where applicable, with the processing of such other planing or land use change applications proposed for the same property with regard to submissions of applications, staff reviews, reviews by advisory bodies, or the Board of County Commissioners, so that the decision on such extinguishment shall occur at the same meeting at which time the re-use application is reviewed by the Board of County Commissioners. 6. Once the application is accepted for review it will remain under review so long as a resubmittal in response to a county reviewer's comments is received within 90 days of the date on which the comments were sent to the applicant with a one time extension of an additional 90 days upon written notification. If a response is not received within this time, the application for request review will be considered withdrawn and cancelled. Further review of the project will require a new application subject to the then current code. Attachment "C" June 2013 Packet Page -392- 9/22/2015 11 .H. Commissioner Penny Taylor, District 4 Fiscal Year 2015 Annual Performance .E v aluattiion Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO. providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following Action Plan describes goals and performance expectations for the County Manager for fiscal year 2015. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -393- 9/22/2015 11 .H. Scoring Guidelines for Annual Performance Review Score Result 1 • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • 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 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards 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 Si tadard Rating Scala Needs Improvement Meets Expectations _L Exceeds Expectations l.O(� - -� _ -__ — 1.65 1.67 — 2.33 2.34—3.00 Packet Page -394- 9/22/2015 11 .H. County Manager Self-Assessment for Action Plan Results for Fiscal Year 2015 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 numbers of challenging and/or unanticipated issues that have arisen during this review period. (Picas!:scc the enclosed spreadsheet fin-.cpecific accomplishments hi this performance area) Below Meets Exceeds Standard Standard Standard 2 3 Rating o2 Commissioner Comments_ agiftesi 724, eZT;;Per 77/ Lltrze. V/ e Wit Packet Page -395- 9/22/2015 11 .H. 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 effort to eliminate waste and improve the quality 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 spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard t 2 3 Rating Commissioner Comments: --- ....�-T` ---- — -------- ----- .F , ^y—mss 7 -7` Packet Page -396- 9/22/2015 11 .H. 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 identify 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. Despite constrained resources, the HR department has continued to offer effective recognition programs, in-house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and loss prevention program that is market competitive, actuarially sound and accountable. (Tlease see the enclosed spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 2 3 Rating Commissioner Comments: .^._ fi.,lx 42 Le L". v Yy�L%'�/? F'rC r-9"` '."".' ' L` G'-• ' f� f '1 t iu eu Gf f r.,- i•'t5 4-K1- ■. - A .4 Packet Page -397- 9/22/2015 11 .H. 4. 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 assistance: to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient 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 of the County's federal and state legislative programs: to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the 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. Commissioners have 24/7 accessibility to the County Manager via personal meetings,, e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate. thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: Packet Page -398- 9/22/2015 11 .H. 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, as the County transitions out of the economic recession, 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, staff produced a FY 2015 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 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County'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 2014 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Plc a e see them lewd spreadsheet adsheet for specific aecomplishfnents in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: , . ' ; /e-t --f, '/�? Y �` �,` t u 4744-4.( , . C-14 15 cam^ f -�'c ,, l c tom., c r v .✓ti' Z-.r,�[Ld..+:.. [+'.1 e' F:.+ Y eceZ ' tt..s'-( t4 t",y;:'Y:.-7`K%'�fc:-4Se ✓—_7 „,...Q1'6/16, *It o ur'r`>~ a ,fit! ' , '=�>'jer q u..6 - }`� r ( o c d 1 J�L.� ; '` C f t SSu'Y 0 , Div y 1 I Packet Page -399- 9/22/2015 11 .H. 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 2015 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint 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 FY2015 and the proposed FY2016 budgets. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: te2,2- 1'Y2fz1.A t-e4 att e/- ►� a.-f e)•� 44,1t y 4 4 J 45-644 t '-. ' 1 ��' ue'_-.f G� e_6C --- Packet Page -400- 9/22/2015 11 .H. 7. Public Information and Community Relations - Tn 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 government programs and services and encourage citizen participation 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 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 of citizen service and public records requests. The Agency Issue Management System(AIMS)continues to provide a fast.reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication 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 Offices. municipal governments. independent fire districts. water management district and our local state legislative delegation in order to advance our common goals and mutual interests. £i C C S_ ,S'Ctthe C-77cl oSC C >1 eaciS 1 ee; fC) snecific ac wino!('/ &17't in t this I)C'1"10r/71(177:_i'area Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Page -401- 9/22/2015 11 .H. ADDITIONAL COMMENTS 4. • a- 0 • - -Alum" Alr tor Are 4..*: . .2 142-4(Zedi,er1/14 ritd e0-6644.11-7 1L4 ez-ga itd el I .4" - Ar,-.0 4 I 4 44 1 0 fd, 41/ „..9 L/i. - Vt 44, ■C'e,*(..4L-C al'7% ‘,1 24 't4 --- 0. Commissioner Signature 4571, /047• C.C;t-/Z-","'"-* "7 "4-444"---A t A'" C/-kj-Z; ° Un/4-07:1- , 0-114-4Za C--Y/44423,1 e .4:2‘e 0 it°1 4f--r a / k:2-' 42.1---74-9, 4/0/4 C ,;,.44.Z0 2 -7—4,-(e 14°1' .1-:;•a 4:47f- ) Packet Page -402- 9/22/2015 11 .H. Tim Nance — District#5 Fiscal Year 2015 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set forth in that year's annual Action Plan, by rating each of the performance objectives on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. The following, Action Plan describes goals and performance expectations for the County Manager for fiscal year 2015. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -403- 9/22/2015 1 1.H. Scoring Guidelines for Annual Performance Review Score i Result 1 • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • 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 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards 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 Packet Page -404- 9/22/2015 11 .H. County Manager Self-Assessment for Action Plan Results for Fiscal Year 2015 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 numbers of challenging andlor unanticipated issues that have arisen during this review period. 11)/case.5ec the enclosed spreadsheet for specific CaCC011112i1.5hine171' in this pe 7o?7nanc area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: Many great achievements Packet Page -405- 9/22/2015 11 .H. 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 effort to eliminate waste and improve the quality 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 spreadsheetfor specific accomnlishmcnnts in this per area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2.5 Commissioner Comments: Business process continues to struggle. in some cases ,with situations that are not routine. Lack of coordination seems an impediment to the very best in customer satisfaction in Permitting and Growth Management. This is not approaching catastrophic but limits achieving excellence. Many other great accomplishments that should not overshadow the above Packet Page -406- 9/22/2015 11 .H. 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 identify 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. Despite constrained resources, the HR department has continued to offer effective recognition programs, in-house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and loss prevention program that is market competitive,actuarially sound and accountable. (Please sec the enclosed spreadsheet the specific accomplishments in this pert-or/nonce area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2.5 Commissioner Comments: Additional outside recruitment. at levels from upper management to entry level managers.will be necessary to effectively plan for succession and elevate performance. Employee Incentive pay program for efficiency and cost savings needs to he implemented. Packet Page -407- 9/22/2015 11 .H. 4. 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 assistance; to insure BCC meeting agenda•materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient 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 of the County's federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. Staff has worked effectively to execute numerous policy and program initiatives directed by the 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. Commissioners have 24/7 accessibility to the County Manager via personal meetings, e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. (Please see the enclosed spreadsheet_for svecifc accomplishments in this nerthrrnance areal Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: Excellent Packet Page -408- 9/22/2015 11 .H. 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, as the County transitions out of the economic recession, 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, staff produced a FY 2015 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 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County'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 2014 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (Please se S C 1175 enclosed snreadshec for.soccil'ic 1.1C001121711517177,2171S 117 this pertdrinancc'area; Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: Excellent Packet Page -409- 9/22/2015 11 .H. 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 2015 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint 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 FY2015 and the proposed FY2016 budgets. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2.5 Commissioner Comments: Clearly the greatest financial challenge. Operationally superior. but Communication an area for improvement. No one likes to deliver difficult news. or discuss problems. however. both the Board and public need to understand the magnitude of the challenges ahead and the need for decisive action. Admittedly. easy to say and hard to do. only a suecestion for improvement in an otherwise very rood job. Packet Page -410- 9/22/2015 11 .H. 7. Public Information and Community Relations - 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 government programs and services and encourage citizen participation 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 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 of citizen service and public records requests. The Agency Issue Management System (AIMS) continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication 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 Offices, 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 SC'c the euc t'cs d spreadsheet do specific a.:',0177'711.G17171e1115 177 11115 Ik'17n7'777(117 e'are0 Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: The Best. Packet Page-411- 9/22/2015 11 .H. ADDITIONAL COMMENTS Mr. Ochs continues to excel in a difficult profession during economically difficult times, in a community with very high expectations. His professionalism, stability, and consistent approach to shifting challenges are of great value to Collier local government. My remarks are meant to be constructive to a clearly superior manager. High Marks. Commissioner Signature Tim Nance — District #5 Packet Page -412- 9/22/2015 11 .H. 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 • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • 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 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards 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 Needs Improvement Meets Expectations Exceeds Expectations Standard Rating Scale 1.00— 1.66 1.67-233 2.34-3.00 Packet Page -413- 9/22/2015 11 .H. Action Plan Goals Comm. Comm. Comm. Comm. Comm. LEADERSHIP AND Fiala Hiller Henning Taylor Nance ORGANIZATIONAL DIRECTION 3 3 1 2 3 OPERATIONAL Comm. Comm. Comm. Comm. Comm. EFFECTIVENESS Fiala Hiller Henning Taylor Nance 2.5 3 2 2 2.5 Comm. Comm. Comm. Comm. Comm. PERFORMANCE Fiala Hiller Henning Taylor Nance MANAGEMENT AND WORKFORCE DEVELOPMENT 3 3 2 2 2.5 POLICY EXECUTION AND Comm. Comm. Comm. Comm. Comm. SUPPORT TO THE BOARD Fiala Hiller Henning Taylor Nance ( 3 3 2 3 3 Comm. Comm. Comm. Comm. Comm. BUDGET AND FINANCIAL Fiala Hiller Henning Taylor Nance MANAGEMENT 2 3 3 3 3 CAPITAL IMPROVEMENTS AND Comm. Comm. Comm. Comm. Comm. ASSET MANAGEMENT Fiala Hiller Henning Taylor Nance 2 3 2 3 2.5 Comm. Comm. Comm. Comm. Comm. PUBLIC INFORMATION AND Fiala Hiller Henning Taylor Nance COMMUNITY RELATIONS 2.5 3 2 2 3 Packet Page -414- 9/22/2015 11 .H. Tally Sheet Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Taylor Nance Average Grade/Commissioner 2.57 3.00 2.00 2.43 2.79 Final Standard Rating Scale Needs Meets Exceeds Improvement Expectations Expectations 1.00-1.66 1.67-2.33 2.34-3.00 Overall Average Grade 2.56 Packet Page -415-