Agenda 09/22/2015 Item #16F4 9/22/2015 16.F.4.
EXECUTIVE SUMMARY
Recommendation that the Board of County Commissioners reviews and approves the proposed
FY2016 Action Plan for Leo E. Ochs,Jr., County Manager
OBJECTIVE: Recommendation that the Board of County Commissioners review and approve the
proposed FY2016 Action Plan for Leo E. Ochs, Jr., County Manager.
CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In
order to assure that the County Manager's work performance is coordinated with the direction of the full
Board,the County Manager's contract requires that an annual Action Plan is developed by which the
County Manager will be evaluated throughout the fiscal year.
Attached to this Executive Summary is a proposed Action Plan. The intent of the Action Plan is to
establish objective performance standards in which both the County Manager and the County Manager's
Office can be evaluated.
FISCAL IMPACT: There is no fiscal impact associated with approval of this Action Plan.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this
item.
RECOMMENDATION: The Board of County Commissioners review and approve the proposed
FY2016 Action Plan for Leo E. Ochs,Jr..County Manager.
Prepared by: Leo E. Ochs, Jr., County Manager
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9/22/2015 16.F.4.
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.16.F.16.F.4.
Item Summary: Recommendation that the Board of County Commissioners reviews and
approves the proposed FY2016 Action Plan for 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 11:47:44 AM
Submitted by
Title: Executive Secretary to County Manager, County Managers Office
Name: BrockMaryio
9/16/2015 11:47:45 AM
Approved By
Name: OchsLeo
Title: County Manager, County Managers Office
Date: 9/16/2015 11:59:23 AM
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9/22/2015 16.F.4.
Leo E. Ochs, Jr. County Manager
Action Plan for Fiscal Year 2016
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. These Goals were developed in an effort to provide clear expectations for the
County Manager, for the period from October 2014 through September 2015. These goals are
based on the broad areas generally expected to be performed by the Executive Officer as well as
specific areas of organizational focus for this rating period.
It is Collier County's Vision — To Strive to be the Best Community in America to Live,
Work, and Play. From this Vision flows the statement of our County's Mission - To Deliver
High Quality, Best-Value, Public Services, Programs, and Facilities to Our Residents and
Visitors.
The County's vision and mission will be advanced by the County Managers' focus on these
goals and objectives 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.
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.
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.
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9/22/2015 16.F.4.
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.
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.
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.
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.
At the conclusion of the fiscal year, the Board of County Commissioners will be asked to
perform an annual evaluation of the County Manager's performance by rating the successful
completion of each of the above goals on a 1 to 3 scale. Individual evaluations will be totaled
and averaged to determine the Board's collective position.
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