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Agenda 09/23/2014 Item #11B9/23/2014 11.B. 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 FY2015 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 -401- 9/23/2014 11. B. COLLIER COUNTY Board of County Commissioners Item Number: 11.11.6. Item Summary: Recommendation to complete the Annual Performance Appraisal for the County Manager. (Leo E. Ochs, Jr., County Manager) Meeting Date: 9/23/2014 Prepared By Name: BrockMaryJo Title: Executive Secretary to County Manager, County Managers Office 9/16/2014 2:30:14 PM Submitted by Title: Executive Secretary to County Manager, County Managers Office Name: BrockMaryJo 9/16/2014 2:30:15 PM Approved By Name: OchsLeo Title: County Manager, County Managers Office Date: 9/18/2014 10:29:53 AM Packet Page -402- 9/23/2014 11. B. Donna Fiala D #1 Fiscal Year 2014 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 2014. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -403- 9/23/2014 11. B. 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 I Needs Im rovement Meets Ex ectations Exceeds Expectations 1.00 -1.66 1.67 -2.33 1 2.34 -3.00 Packet Page -404- 9/23/2014 11.B. County Manager Self - Assessment for Action Plan Results for Fiscal Year 2014 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. (Please see the enclosed spreadsheet for specific accomplishments in this performance areal Rating Below Standard Meets Standard Exceeds Standard 1 2 3 Commissioner Comments: �,c Packet Page -405- 9/23/2014 11. B. 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) Commissioner Comments: Packet Page -406- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Page -406- 9/23/2014 11. B. 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 performance areal Commissioner Comments: Packet Page -407- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: Packet Page -407- 9/23/2014 11. B. 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 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. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see the enclosed spreadsheet for specific accomplishments in this performance areal �O/ 1 �-t- , lam, t Go C .f.UV_rO_ c� LZ- < Gtr �LF" d✓i � ��,[,, ' 7� . 1 _ /11-C J. ^ , .._ . /lvi' � L� �"7 '_'"L�tiC' i-L' E���'YYSNL•Yi -LC�'Y s' Packet Page -408- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating �O/ 1 �-t- , lam, t Go C .f.UV_rO_ c� LZ- < Gtr �LF" d✓i � ��,[,, ' 7� . 1 _ /11-C J. ^ , .._ . /lvi' � L� �"7 '_'"L�tiC' i-L' E���'YYSNL•Yi -LC�'Y s' Packet Page -408- 9/23/2014 11. B. 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 have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2014 budget that maintained the general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved and in some cases enhanced front line operating services and allocated dollars to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio over the past four years has resulted in the restructuring of $379M in outstanding general governmental revenue bond debt which reduced the cost of borrowing by $25.7M without extending the term of the debt and maintained and improved the Agency's investment quality credit rating. 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 2013 Consolidated Annual Financial Report (CAFR) and continues to work cooperatively with the Clerk of Courts to address and correct findings on internal audits. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Commissioner Comments: / O 6'�Z�t -:/� !✓ rl /�%c.'-�L. `-�_ !?J'ULC.t�7'v!r_ . Packet Page -409- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: / O 6'�Z�t -:/� !✓ rl /�%c.'-�L. `-�_ !?J'ULC.t�7'v!r_ . Packet Page -409- 9/23/2014 11. B. 6. Cttptal 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 AUM/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 2014 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CTE 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 FY2014 and the proposed FY2015 budgets. (Please see the enclosed spreadsheet for specfc accomplishments in this performance area) Commissioner Comments: Packet Page -410- Below Meets Exceeds Standard Standard Standard 1 2 3. Rating+ Commissioner Comments: Packet Page -410- 9/23/2014 11. B. 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 see the enclosed spreadsheet for specific accomplishments in this performance area) Commissioner Comments: Packet Page -411- Below Standard Meets Standard Exceeds Standard 1 2 3 Rating Commissioner Comments: Packet Page -411- �I 9/23/2014 11.B. ADDITIONAL COMMENTS Packet Page -412- Ge�9/23/2014 11. B. Fiscal Year 2014 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 2014. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -413- 9/23/2014 11.B. Scoring Guidelines for Annual Performance Review Score Result 1 a Some improvements and/or early good performance levels in a few areas Below a Results not reported for many to most areas of importance to the Standards organization's key business requirements a Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 a No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards a 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 a Business results address most key customer, market, and process requirements a Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds a Excellent improvement trends and/or sustained excellent performance Standards levels in most areas a Evidence of industry and benchmark leadership demonstrated in many areas a 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 f; rvt 1►�t 1 � S � � �✓ C yL � �`,2,t� i �- 1� 1 i �;L;clt_.. L 1 f Packet Page -414- 9/23/2014 11. B. County Manager Self - Assessment for Action Plan Results for Fiscal Year 2014 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. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Rating Below Standard Meets Standard Exceeds Standard 1 2 3 Commissioner Comments: L- y vZ V L4 L :—: �il'1 Packet Page -415- l,-1 PL, t T f %15 L7r L L b I 9/23/2014 11.B. 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) Commissioner Comments: T-t% fly i :� ; v _L � l ►i15 t l.'ti rte- l �1�'� /t Y2- � `''C'r1'ItZi f� """ Packet Page -416- Below Meets Exceeds Standard Standard Standard 1 2 3 Fli;ting Commissioner Comments: T-t% fly i :� ; v _L � l ►i15 t l.'ti rte- l �1�'� /t Y2- � `''C'r1'ItZi f� """ Packet Page -416- 9/23/2014 11.B. 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 performance area) Commissioner Comments: C 0 t1 M I 1 i FO 'rp a- pV �) i 1 ✓t= tom'► P l U + (a Packet Page -417- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: C 0 t1 M I 1 i FO 'rp a- pV �) i 1 ✓t= tom'► P l U + (a Packet Page -417- 9/23/2014 11.B. 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 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. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see the enclosed spreadsheet for specific accomplishments in this performance areal Commissioner Comments: CID Packet Page -418- �-PL Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: CID Packet Page -418- �-PL 9/23/2014 11.B. 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 have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2014 budget that maintained the general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved and in some cases enhanced front line operating services and allocated dollars to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio over the past four years has resulted in the restructuring of $379M in outstanding general governmental revenue bond debt which reduced the cost of borrowing by $25.7M without extending the term of the debt and maintained and improved the Agency's investment quality credit rating. 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 2013 Consolidated Annual Financial Report (CAFR) and continues to work cooperatively with the Clerk of Courts to address and correct findings on internal audits. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Commissioner Comments: ,�-t, c�, LtDl"j N 1' I Qq- 1 �i11►'1 � +J t^'L 1 i w1 S AAf OD io (L -ry i)n� r't,1 pl-� LA r, ,-n y t 1q�L L.A.24 Packet Page -419- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: ,�-t, c�, LtDl"j N 1' I Qq- 1 �i11►'1 � +J t^'L 1 i w1 S AAf OD io (L -ry i)n� r't,1 pl-� LA r, ,-n y t 1q�L L.A.24 Packet Page -419- 9/23/2014 113 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 2014 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUWC1E 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 FY2014 and the proposed FY2015 budgets. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Commissioner Comments: j� � c� ;_ -� � � rJ � ��--t �� �� L.� j— � :✓ � v� � 1� is ; Packet Page -420- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: j� � c� ;_ -� � � rJ � ��--t �� �� L.� j— � :✓ � v� � 1� is ; Packet Page -420- 9/23/2014 11. B. 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 see the enclosed spreadsheet for specific accomplishments in this performance areal Commissioner Comments: ti Oi c 6� t4 r ,J -t=om 5 tz LF1 t71") J::�:j /L S r11 ✓Z�1F� -� 't- -i7 lA �` �j r� a 1 K"__ V,/ S2-j;ZZ Packet Page -421- Below Standard Meets Standard Exceeds Standard 1 2 3 Rating Commissioner Comments: ti Oi c 6� t4 r ,J -t=om 5 tz LF1 t71") J::�:j /L S r11 ✓Z�1F� -� 't- -i7 lA �` �j r� a 1 K"__ V,/ S2-j;ZZ Packet Page -421- 9/23/2014 11. B. Tom Henning D #3 Fiscal Year 2014 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 2014. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -422- 9/23/2014 11. B. 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 0 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 -423- 9/23/2014 11. B. County Manager Self- Assessment for Action Plan Results for Fiscal Year 2014 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. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Rating Below Standard Meets Standard Exceeds Standard 1 2 3 X Commissioner Comments: While organizational structure and restructuring has been strong, during this fiscal year there were several leadership issues that are vet to be resolved by the County Manager. This area needs improvement. Leadership needs to address several areas of concern that remain issues within the organization regarding staff performances in two areas: Administrative Services Administration and Information Technology Performance. The Countv Manaaer is aware the Information Technologv Department has repeatedly caused issues with public document backup on mobile and computer devices and seems to be operating without a lack of solid. sound direction. For example, IT reset many people's passwords on their cell phones without advanced knowledge throughout the year and BCC members along with staff had no access to cell phone devices for a length of time. IT reset ipads without appropriately backing up the information and when this was reported to the IT Director and the County Manager, staff did not appear to be addressed on these matters. Packet Page -424- 9/23/2014 11. B. Additionally, Administrative Services Administration openly and adversely discuss BCC members in meetings with other elected officials and community leaders. While the County Manager addressed these matters, the Manager needs to show strong leadership with Division Administrators so they are more clearly and professionally able to meet board's direction adhering to the guidance provided. In several projects including the fire district merger plans the administration did not clearly communicate the Board's -goals to the public and staff appeared to not follow the Board's direction as set forth by the majority. For example with Isles of Capri Fire the public may not have been informed about the district's potential future if costs continue to outweigh revenues Fire plans review consolidation brought forth by my office was successfully completed by the County Manager and in that the CM and Growth Management Division Leadership exceeded expectations by streamlining the merger process without any compromise to fire plans review during the transition period. The County Manager and staff cooperatively worked with the East Naples Golden Gate and North Naples Fire Departments creating a community focus for fire plans review allowing the County and several fire districts to exceed customers' future expectations. 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 .spreadsheetfi)r specific accony2lishrnents in this peifbrmance area) Commissioner Comments: The County Manager assisted in planning many projects this year including the Building Code Effectiveness Grading Schedule and met the requirements of the Community Rating System. Many departments improve revenues and productivity under the CM's guidance. Operations could be made more effective by improving hiring standards and analyzing the efficiency of departments for smart sizing where necessary as I did with the Collier County Airports reducing costs by more than $180,000. The County Manager should work during 2015 Packet Page -425- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating I IX Commissioner Comments: The County Manager assisted in planning many projects this year including the Building Code Effectiveness Grading Schedule and met the requirements of the Community Rating System. Many departments improve revenues and productivity under the CM's guidance. Operations could be made more effective by improving hiring standards and analyzing the efficiency of departments for smart sizing where necessary as I did with the Collier County Airports reducing costs by more than $180,000. The County Manager should work during 2015 Packet Page -425- 9/23/2014 11. B. to further reduced costs and duplicate jobs where necessary to create opportunities for opening new, more needed positions with focuses such as strategic planning and business and economic growth. 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 or specific accornolishments in this performance area) Commissioner Comments: The County Manager met expectations in this area by working to fill positions that had been vacant due to the economy and by continuing to create a succession plan; however improvements should be made to the succession plan by considering more highly qualified individuals for leadership and by seeking outside experts for new and /or business development and strategic planning positions. This will allow the County to bring in outside experts as employees to grow the organization's public and private knowledge in all areas of business from Public Services to Growth Management. An effort should be made to create succession plans for individuals with true potential and leadership qualities and to seek outside employees when necessary keeping the focus on improving the organization's performance not creating long term place holders. Packet Page -426- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating I I I X Commissioner Comments: The County Manager met expectations in this area by working to fill positions that had been vacant due to the economy and by continuing to create a succession plan; however improvements should be made to the succession plan by considering more highly qualified individuals for leadership and by seeking outside experts for new and /or business development and strategic planning positions. This will allow the County to bring in outside experts as employees to grow the organization's public and private knowledge in all areas of business from Public Services to Growth Management. An effort should be made to create succession plans for individuals with true potential and leadership qualities and to seek outside employees when necessary keeping the focus on improving the organization's performance not creating long term place holders. Packet Page -426- 9/23/2014 1 1 3. 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 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 meeting *s, 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. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see the enclosed s.preadsheet for specific accrnnplishnients in this performance area) Commissioner Comments: County Manager executed the Board's direction and policy's meeting standards With many goals. the CM successfully communicated the various project outcomes to the BCC and consistently informed the Board of community issues and legislative goals and concerns 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 have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2014 budget that maintained the general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved and in some cases enhanced front line operating services and allocated dollars to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio over the past four years has resulted in the restructuring of S379M in outstanding general governmental Packet Page -427- Below Meets Exceeds Standard Standard Standard 1 2 3 FRating ix Commissioner Comments: County Manager executed the Board's direction and policy's meeting standards With many goals. the CM successfully communicated the various project outcomes to the BCC and consistently informed the Board of community issues and legislative goals and concerns 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 have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2014 budget that maintained the general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved and in some cases enhanced front line operating services and allocated dollars to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio over the past four years has resulted in the restructuring of S379M in outstanding general governmental Packet Page -427- 9/23/2014 11. B. revenue bond debt which reduced the cost of borrowing by $25.7M without extending the term of the debt and maintained and improved the Agency's investment quality credit rating. The corporate office of grants compliance continues to pay dividends with respect to improving `*rant management and audit compliance. The Board received a favorable year ending 2013 Consolidated Annual Financial :Report (CAFR) and continues to work. cooperatively with the Clerk of Courts to address and correct findings on internal audits. (Please see the enclosed spreadsheet or specific accomplishments iii this performance area) Commissioner Comments: The organization maintained operations within its budget and the CM worked to ensure costs were within the budget guidelines provided by the Board. Healthy insurance costs were successfully reduced and employees saw no impact due to the Board shifting salary increases to offset the health insurance costs. The CM should again work to maintain or reduce costs of health care with a focus to improve the level of service staff receives regarding benefits. While the goal of the BCC has been over the course of the past two years to de- fragment services and to create a more centralized operation system for the general organization, the health insurance services were fragmented. Employee morale has improved with the stability of the economy improving and new iobs posting which has offered new opportunities to employees. The CM has communicated this successfully to the employees. With that said OMB continues demonstrates strong leadership within the organization 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 2014 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIRiCIE report to the BCC in November, after &CPC 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 Packet Page -428- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1 X Commissioner Comments: The organization maintained operations within its budget and the CM worked to ensure costs were within the budget guidelines provided by the Board. Healthy insurance costs were successfully reduced and employees saw no impact due to the Board shifting salary increases to offset the health insurance costs. The CM should again work to maintain or reduce costs of health care with a focus to improve the level of service staff receives regarding benefits. While the goal of the BCC has been over the course of the past two years to de- fragment services and to create a more centralized operation system for the general organization, the health insurance services were fragmented. Employee morale has improved with the stability of the economy improving and new iobs posting which has offered new opportunities to employees. The CM has communicated this successfully to the employees. With that said OMB continues demonstrates strong leadership within the organization 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 2014 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIRiCIE report to the BCC in November, after &CPC 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 Packet Page -428- 9/23/2014 11. B. critical infrastructure and equipment maintenance and replacements were funded in the FY2014 and the proposed FY2015 budgets. (Please see the enclosed spreadsheet for speciLic accomplichinents in this performance area) Commissioner Comments: Capital Improvements exceeded standards with the County Manager and staff fixing many constituent - raised issues with roadways and other facilities While Capital Improvements are behind several million dollars. the CM has created a solid catch up plan to begin rectifying some outdate equipment and to address much needed facility repairs The CM should continue to work towards the goal of reducing the facility capital improvement shortfall as funds become available Prioritizing the most out -of -date equipment and /or facilities CM may consider seeking outside Partnerships for off -site campuses needing improvements to reduced the cost of improvements and should encourage Divisions and Departments to communicate to improve the opportunity to share equipment or share in facility improvement costs 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, Packet Page -429- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Ix Commissioner Comments: Capital Improvements exceeded standards with the County Manager and staff fixing many constituent - raised issues with roadways and other facilities While Capital Improvements are behind several million dollars. the CM has created a solid catch up plan to begin rectifying some outdate equipment and to address much needed facility repairs The CM should continue to work towards the goal of reducing the facility capital improvement shortfall as funds become available Prioritizing the most out -of -date equipment and /or facilities CM may consider seeking outside Partnerships for off -site campuses needing improvements to reduced the cost of improvements and should encourage Divisions and Departments to communicate to improve the opportunity to share equipment or share in facility improvement costs 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, Packet Page -429- 9/23/2014 11.B. 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) Commissioner Comments: The website and general communications for the County met standards. Communications staff exceeded expectations during the July 2014 Board meeting when audio was lost and within approximately an hour staff retrofitted the Board Room so the public watching the meeting could hear us which was critical considering the many important items before the Board. Commissioner Tom Henning ADDITIONAL COMMENTS Packet Page -430- Below Meets Exceeds Standard Standard Standard 1 2 3 FR,ting X Commissioner Comments: The website and general communications for the County met standards. Communications staff exceeded expectations during the July 2014 Board meeting when audio was lost and within approximately an hour staff retrofitted the Board Room so the public watching the meeting could hear us which was critical considering the many important items before the Board. Commissioner Tom Henning ADDITIONAL COMMENTS Packet Page -430- 9/23/2014 11. B. Fred Coyle D #4 From: OchsLeo Sent: Monday, September 15, 2014 4:23 PM To: BrockMaryJo Subject: FW: FY 2014 Performance Evaluation FYA please Leo E. Ochs, Jr. Collier County Manager leoochsacolliergov net 239.252.8383 From: Fred Coyle Sent: Monday, September 15, 2014 4:21 PM To: OchsLeo Subject: Fwd: FY 2014 Performance Evaluation Begin forwarded message: From: "C. Coyle Date: September 14,2014,9:34:56 PM MDT To: CoyleFred <FredCoyle col liereov.net> Subject: Re: FY 2014 Performance Evaluation Alex, Please enter the following in the appropriate categories for the County Manager's Performance Evaluation and forward to Leo. I. Leadership & Organization. 2.5 2. Operational Effectiveness. 2.5 3. Performance Mgt. & Workforce Development. 2.0 4. Policy Execution & Support to Board. 2.5 5. Budget & Financial Management. 2.0 6. Capital Improvements & Asset Management. 2.0 7. Public Information & Community Relations. 2.0 Thanks. Sorry for the delay. Fred On Sep 3, 2014, at 6:22 AM, CoyleFred <FredCoyleCcDcolliereov.net> wrote: Packet Page -431- 9/23/2014 11. B. Alexandra Scardino Executive Coordinator to Commissioner Donna Fiala, District #1 3299 Tomiami Trail East, Suite #303 Naples, FL 34112 (239) 252 -8601 alexandrascardino@colliergov .net From: OchsLeo Sent: Thursday, August 28, 2014 3:50 PM To: DLCOMM Cc: DL_BCCSEC Subject: FY 2014 Performance Evaluation Commissioners: The County Manager's Employment Agreement with the Board provides for an annual performance evaluation. In keeping with this requirement, attached you will find an evaluation rating form that includes my self- assessment with respect to the performance objectives contained in the Board approved FY 2014 County Manager's Action Plan. I have also enclosed a more detailed list of agency accomplishments to assist in your review. Given the expected volume of materials for the first Board meeting in September, I plan on placing this item on the agenda for the September 23rd regular Board meeting, along with my biannual contract renewal agenda item. To meet the published agenda deadline, I ask that you please return your graded packets to me by Monday, September 15th so that I may consolidate the ratings for presentation at this meeting. I will be available to meet with each of you individually on this matter, or if you prefer, please feel free to provide me with any comments or suggestions by individual note or memo. Thank you. Leo E. Ochs, Jr. Collier County Manager leoochs = colliergov.net 239.252.8383 Under Florida Law, e -mail addresses are public records. If you do not want your e -mail address released in response to a public records reauest, do not send electronic mail to this entity, instead, contact this office by telephone or in writing. <FY2014 Self- Assessment.docx> < County Manager's 2014 Self - Appraisal - Accomplishments.docx> Packet Page -432- 9/23/2014 11.B. Tim Nance — D 45 Fiscal Year 2014 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 2014. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. Packet Page -433- 9/23/2014 11.B. Scoring Guidelines for Annual Performance Review Score Result 1 a Some improvements and/or early good performance levels in a few areas Below a Results not reported for many to most areas of importance to the Standards organization's key business requirements a Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements 2 a No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards a 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 a Business results address most key customer, market, and process requirements a Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds a Excellent improvement trends and/or sustained excellent performance Standards levels in most areas a Evidence of industry and benchmark leadership demonstrated in many areas a 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 2.344-3.00 _— - Packet Page - 434 - 9/23/2014 11. B. County Manager Self- Assessment for Action Plan Results for Fiscal Year 2014 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. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Rating Below Standard Meets Standard Exceeds Standard 1 2 3 3 Commissioner Comments: Packet Page -435- 9/23/2014 113. 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) Commissioner Comments: Packet Page -436- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1 1 13 Commissioner Comments: Packet Page -436- 9/23/2014 11. B. 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 erformance area) Commissioner Comments; Packet Page -437- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2.5 Commissioner Comments; Packet Page -437- 9/23/2014 11.B. 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 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. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see the enclosed spreadsheet for specific accomplishments in this performance areal Commissioner Comments: Packet Page -438- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1 1 13 Commissioner Comments: Packet Page -438- 9/23/2014 11.B. 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 have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2014 budget that maintained the general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved and in some cases enhanced front line operating services and allocated dollars to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio over the past four years has resulted in the restructuring of $379M in outstanding general governmental revenue bond debt which reduced the cost of borrowing by $25.7M without extending the term of the debt and maintained and improved the Agency's investment quality credit rating. 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 2013 . Consolidated Annual Financial Report (CAFR) and continues to work cooperatively with the Clerk of Courts to address and correct findings on internal audits. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Commissioner Comments: Packet Page -439- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 13 Commissioner Comments: Packet Page -439- 9/23/2014 11. B. 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 2014 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 FY2014 and the proposed FY2015 budgets. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Commissioner Comments: Packet Page -440- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1 12.5 Commissioner Comments: Packet Page -440- N 9/23/2014 11. B. 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 see the enclosed spreadsheet for sped is accomplishments in this performance area) Commissioner Comments: Excellent Packet Page -441- Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: Excellent Packet Page -441- 9/23/2014 11. B. ADDITIONAL COMMENTS Mr. Ochs has done a very credible job with extremely difficult economic circumstances and a challenaina Board. His senior leadership continues to produce excellent results. Mr. Ochs is clearly a great asset to Collier County. My personal thanks to him for his dedicated service. High marks. Tim Nance - D#5 9/12/14 Packet Page -442- 9/23/2014 11. B. 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 Rating Scale • 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-- 2.33 2.34-3.00 Packet Page -443- 9/23/2014 11. B. Action Plan Goals OPERATIONAL EFFECTIVENESS Comm. Comm. Comm. Comm. Comm. LEADERSHIP AND Fiala Hiller Henning Coyle Nance ORGANIZATIONAL DIRECTION 2.0 3.0 2.0 2.0 3.0 2.0 3.0 1.0 2.5 3.0 OPERATIONAL EFFECTIVENESS Comm. Fiala Comm. Hiller Comm. Hennin I Comm. Coyle Comm. Nance PERFORMANCE 2.0 1 3.0 2.0 1 2.5 3.0 POLICY EXECUTION AND SUPPORT TO THE BOARD Comm. Comm. Comm. Comm. Comm. PERFORMANCE Fiala Hiller Henning Coyle Nance MANAGEMENT AND WORKFORCE DEVELOPMENT 2.0 3.0 2.0 2.0 3.0 2.0 3.0 3.0 2.0 2.5 POLICY EXECUTION AND SUPPORT TO THE BOARD Comm. Fiala Comm. Hiller Comm. Henning Comm. Coyle Comm. Nance BUDGET AND FINANCIAL 2.0 3.0 3.0 2.5 3.0 CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT Comm. Comm. Comm. Comm. Comm. BUDGET AND FINANCIAL Fiala Hiller Henning Coyle Nance MANAGEMENT 2.0 3.0 2.0 2.0 3.0 CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT Comm. Fiala Comm. Hiller Comm. Henning Comm. Coyle Comm. Nance PUBLIC INFORMATION AND 2.5 3.0 2.0 2.0 2.5 Packet Page -444- Comm. Comm. Comm. Comm. Comm. PUBLIC INFORMATION AND Fiala Hiller Henning Coyle Nance COMMUNITY RELATIONS 3.0 3.0 2.0 2.0 3.0 Packet Page -444- 9/23/2014 11. B. Tally Sheet Final Standard Rating Scale Comm. Fiala Comm. Hiller Comm. Hennin Comm. Co le Comm. Nance Average Grade /Commissioner 2.21 3.00 2.14 231 2.86 Final Standard Rating Scale Needs Im rovement Meets Ex ectations Exceeds Expectations 1.00 -1.66 1.67 -2.33 2.34 -3.00 Overall Average Grade 2.49 Packet Page -445-