Agenda 09/25/2012 Item #10J 9/25/2012 Item 10.J.
EXECUTIVE SUMMARY
THE ANNUAL PERFORMANCE APPRAISAL FOR THE EXECUTIVE MANAGER TO
THE BOARD OF COUNTY COMMISSIONERS
OBJECTIVE: To complete the annual performance appraisal for the Executive Manager to the
Board of County Commissioners.
CONSIDERATIONS: The Executive Manager to the Board of County Commissioners reports
directly to the Board of County Commissioners. The FY 2012 Action Plan was provided to each
Commissioner for review. The evaluation completed by each Commissioner is included in
the backup.
The Executive Manager to the Board of County Commissioners Employment Agreement
provides in section 5B: COUNTY and EMPLOYEE agree that the Action Plan criteria in Section
9 and the attached Job Description shall be used to evaluate the EMPLOYEE's performance.
Such annual performance based merit adjustment shall not exceed a maximum of ten percent
(10%) of the EMPLOYEE's annual base salary. The minimum increase for satisfactory
performance under such performance based merit system will equal the average percentage
salary adjustment provided to all County employees for the given fiscal year or three percent
(3%) whichever is greater. All such merit adjustments shall be included in the EMPLOYEE's
base salary or provided as a one-time lump sum bonus, as determined by the COUNTY.
Last year the Executive Manager achieved the level of Highly Successful for all Commissioners.
The terms of the contract were not fulfilled as no salary adjustment took place and the Board is
asked to recognize the terms of the contract.
At the Boards request with the appraisal package information was provided that would allow for
a change in the grade level and salary adjustment for the Executive Manager to the Board of
County Commissioners. I would ask the Board to grant the request for a change in grade level
and the associated increase in salary.
FISCAL IMPACT: A function of salary increase.
GROWTH MANAGEMENT IMPACT: NONE
RECOMMENDATION: That the Board of County Commissioners complete the annual
performance appraisal process for the Executive Manager to the BCC and determine a regarding
of the Executive Manager to the Board of County Commissioners and associated salary
adjustment.
PREPARED BY: Ian Mitchell, Executive Manager
Board of County Commissioners
AGENDA DATE: September 25, 2012
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9/25/2012 Item 10.J.
COLLIER COUNTY
Board of County Commissioners
Item Number: 10.J.
Item Summary: The annual performance appraisal of the Executive Manager to the Board
of County Commissioners.
Meeting Date: 9/25/2012
Prepared By
Name: Mitchelllan
Title: Executive Manager,BCC
9/19/2012 12:41:42 PM
Submitted by
Title: Executive Manager, BCC
Name: Mitchelllan
9/19/2012 12:41:43 PM
Approved By
Name: OchsLeo
Title: County Manager
Date: 9/19/2012 3:51:34 PM
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9/25/2012 Item 10.J.
FY 2012 Action Plan Aikk
lan Mitchell, Executive Manager to the Board of
County Commissioners
The following Action Plan has been developed in an effort to provide clear
expectations for the Executive Manager to the Board of County Commissioners for the
period from June 2011 through July 2012. The Action Plan is based on the broad
areas generally expected to be performed by the Executive Manager.
The Board of County Commissioners is asked to perform an annual evaluation of the
Executive Manager's performance by rating each of the following performance
objectives utilizing the following rating factors. Individual evaluations will be totaled
and averaged to determine the Board's collective position.
Type of Evaluation: X Annual Special Reason
Time in Classification: 1 Year Review Dates: 5-31-2011 to 7-31-2012
****************************************************************************
RATING FACTORS:
Exceptional = 5 Highly Successful = 4
Successful = 3 Development Required . = 2
TOTAL RATING: 4-. 2< 5
S C-7t'. ' 7 , 'L.0 1 Z
Commissioner Date
****************************************************************************
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9/25/2012 Item 10.J.
Evaluation Rating Document
Key Results Area Measure Rating
BUDGET AND OTHER FISCAL Prepare the budget for the Board of County
ISSUES Commissioners. Timely and accurately administer and
monitor the budget throughout the fiscal year, including
review of all Field Purchase Orders and Purchase
Orders; approve all purchases for the Board of County
Commissioners office; seeks the best solutions and
business practices to ensure fiscally responsible,
mutually beneficial decisions on behalf of the taxpayers
and the County
Comments regarding Budget and Other Fiscal Issues
The budget for F2013 shows an increase of 4.24% over the budget level for F2012. Operating
expenses have been reduced by 4.08%. What is problematic within the BCC budget is we examine the
budget at a cost center level as against fund level. This gives very little chance to continue meeting the
goal set by the Board but does challenge the department to continue to monitor costs and look for
savings.
For the Commissioners as elected officials, the State dictates salary and pension. Costs for such items
as computer support and telephone service are also apportioned by other county departments so the
total number of line items and percentage of the budget I can apply cost savings against diminishes.
The reality of the budget at the cost center level is that 98% is dictated by outside sources and other
county departments so other than head count reduction is difficult to adjust.
This aside,the BCC office has in the last 12 months taken steps to ensure we are economizing where
we can. In the year we have seen a marked increase in the number of copies generated.Economizing
with double sided printing is encouraged unless a Commissioner does not want documents presented
this way. Color printing is discouraged unless it has definite impact on the document. The BCC
stationary is now printed in house.
The previous year to allow the aides to become a greater part of the budget and solutions we had
assigned responsibility for certain line items to the aides,they manage the purchase orders and
processing the invoices. This motivates the office to generate ideas and with this input to change
procedures that during the year has been very positive and a positive for the department.
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9/25/2012 Item 10.J.
owiti
PERSONNEL RELATED ISSUES Interview, hire, supervise,train, evaluate,discipline and
coordinate activities of administrative staff of the Board
of County Commissioners' office and keep affected
commissioners informed of decisions; foster a"team
environment"and regularly demonstrate the ability to
work in cooperation with co-workers and others on the
job;behavior towards co-workers demonstrates positive
support and respect;provide coaching, counseling, 4
mentoring, encouragement, guidance and support of
employees' own personal development and
improvement efforts; conduct weekly staff meetings
with the Administrative staff of the Board of County
Commissioners' office; inspire and motivate employees
to embrace the vision and mission statement and to
perform to the highest degree possible; sets aggressive
goals and objectives for employees,holds employees
accountable and evaluates performance
Comments regarding Personnel Related Issues
Fiscal 2012 will be marked as a difficult year.During this period we have worked very diligently to
foster a team spirit and have had several events that have involved all the aides and this has been a
positive force within the office.
The reality of having a permanent second location is still not fully accepted. It is a major change in
how we are structured and with patience the reality and willingness to absorb the change is taking
hold.
Reorganizing the office to a new layout has been a positive and the aides are more upbeat in their
outlook as it gives them an environment that has improved the privacy aspect of their work and
greater ownership of their work areas.
Another major and positive change is the way we now operate the reception area.It is no longer
necessary to have anyone on the front desk other than on the Board meeting days and the day
preceding a Board meeting. We are always sensitive to the visitor flow. A new camera system has
allowed us to be able to stream the output directly to the computers. This gives each person the ability
to have one screen devoted to the reception camera,if it is their day for covering.Productivity is
improved as each can continue to work at their desk.
The SIRE agenda system is proving itself as a great asset and as we continue to gain knowledge is
proving very useful. To augment this we have taken advantage of the ability to use the IPad
technology for the board meetings and this has shown a saving to the County Managers department as
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pi
9/25/2012 Item 10.J.
we now require less budget packages.
The staff are actively encouraged to take advantage of County training and supported with time to
attend.
We have held regular staff meetings and worked towards improving communication.We quickly
convene if a particular item needs group discussion. The office still has the ability to improve on work
ethic and respect for each other. Fostering a more integrated team within the confines of five
Commissioners is a continuing focus for the coming year.
ADVISORY BOARDS Coordinate advisory committees and/or task forces
initiated by the Board of County Commissioners,
including sending out letters of term expirations,press
releases, coordinating with Elections to ensure they are
electors, coordinating with staff for recommendations,
preparing executive summaries and presenting to the 4. 5
Board of County Commissioners at meetings, notifying
all applicants of appointments, maintain current
membership lists, maintain up-to-date files on all
advisory committees and schedule and prepare New
Service Awards and Outstanding Member Programs;
act as Liaison with the Division of Elections for
reporting Minority and Physically Disabled
Appointments
Comments regarding Advisory Boards
The advisory committees are a major element within the BCC office. We currently have 48 advisory
boards,committees and authorities.The membership constantly changes and involves the need to
inform, advertise,work with the staff liaison, involve staff,monitor timelines and responses and in the
final stage,prepare the documents for Board perusal and approval.
The membership list consists of 315 Collier citizens.As they reach multiples of 5 years we present
service awards and also have advisory members of the month and year.
Certain boards are quasi judicial and require financial filings by the members. The responsibility to
ensure they meet the deadlines falls on this office. The ability to work with the elections office and
with the support of the County Attorney's office has made it a rewarding year also assisting greatly in
absorbing the intricacies of the advisory boards.
It is essential to have knowledge of the ordinances and statutes that cover the advisory boards. In
addition it has been very important to form a working relationship with both the staff liaisons and the
advisory board chairmen.
At the beginning of each year at the request of the State I reported on the changes to the boards with
reference to minority and physically disabled appointments. This was completed on time and
submitted.
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9/25/2012 Item 10.J.
Aoft
CUSTOMER SERVICE/
COMMUNICATIONS Exhibit helpful, courteous and appropriate conduct
towards customers and others; act in a professional
manner and promote the concept of professionalism
with the public, BCC staff, constitutional officers and
co-workers by portraying a positive demeanor and
engaging in activities that instill confidence and respect
for the BCC and BCC office; acts as an ambassador of
Collier County Government both inside and outside of
the workplace; listens and responds to public requests
4.5
while anticipating future needs; interpersonal
interactions are positive and proactive with
communication of information being the highest
priority; Maintain frequent communication with all
levels of County government, external agencies, local
businesses, community groups,the media, constituents,
and the general public; coordinate the collection and/or
distribution of information pertaining to the Board of
County Commissioners' activities
Comments regarding Customer Service/Communications
Amok
The year has shown the strength of the BCC office in handling all aspects of citizen and staff
interactions.Through the year the aides and I have worked continuously to build on all aspects of this
section of the action plan.The success is evident as the department operates at a continuous high level
of customer,colleague and Commission customer service and communication level.
It is a fact of our employment that in the build up to an election additional strains are put on the
department due to outside forces that can be positive but are mainly negative. The BCC office has no
involvement in the election process but the increase in public record requests and public scrutiny does
challenge the department as it strives to provide customer service excellence.
The aides in the last 12 months forwarded 341 items into Aims. This is an indication of the extensive
nature of the aide's interactions with citizens and their issues.It should be taken into account that
invariably an Aims item involves several phone calls and communication with a variety of sources. In
the last year this has been a major accomplishment for the office.Attached to this document are the
statistic details for the individual aides.The average response time for all the aides is 7.84 days.
Aims is a system that works exceptionally well and in the coming year,working with the County
Manager,I hope to encourage the Commissioners and the BCC office to utilize the program to the
fullest extent possible.
In the coming year I will continue to focus on all elements of this part of my work plan. It is an area
that always requires continuous endeavor.
Airit
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9/25/2012 Item 10.J.
BOARD OF COUNTY Attend Board of County Commissioners' meetings and
COMMISSION MEETINGS workshops as needed;prepare items for the Board of
County Commissioners' agenda; coordinate workshops,
evening public hearings; prepare original documents for
signature and assist Chairman; coordinate and 4
announce registered speakers; participate in emergency
events and meetings, filling whatever role deemed
necessary in an emergency situation; Attend Strategic
Planning Sessions to coordinate commissioners'
schedules and commitments
Comments regarding Board of County Commission Meetings
During the year I was in attendance at all the BCC Board meetings with the exception of the budget
review meeting of late June. The BCC boardroom has been very well utilized in the last 12 months
and I have maintained a calendar that is issued each Friday.
The support I receive from the communications team is exemplary. They have been very responsive to
the requirements of the Commissioners and in making the meeting days run as smoothly as possible.
In replacing the cameras and then working with redesigning the lighting, the quality and comfort
within the board room has increased immeasurably.
The same level of support has been received from facilities and as a department is always responsive
and has worked diligently to see the set up and breakdown for workshops has been carried out in a
timely manner.
The workshop meeting at North Naples Water park is an example of how coordinated the whole
boardroom team has become.The logistics involved at first was daunting, but with an eye to detail the
meeting was set up to run smoothly.
Working with the support of the County Attorney's office and the County Manager's office it has
been possible to refine and improve on certain processes that lead to the meeting and take place
during the meetings. By bringing a more flexible attitude to the complexities of the Commission
meetings it has definitely had a positive effect.
The opportunities to increase the use of well proven technology is to be explored and thus making
information more quickly available to the Commission.By capitalizing on what is readily available we
should be able to continue to refine the process. With an attitude of constant review we should be able
to improve the structural qualities of the meetings.
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9/25/2012 Item 10.J.
GENERAL Act as coordinator between the Board of County oak
Commissioners and the Commission on Ethics,
including, acting as Local Agency Coordinator for the
financial disclosure notification system and working
with advisory board members, elected officials and
county employees; Coordinate Value Adjustment
Board events including working with the clerk's office,
county attorney and school board to set dates,prepare
executive summary for Board of County
Commissioners approval, and coordinate with 4
secretaries for commissioners' calendars; Accept advice
and constructive feedback agreeably and modifies
behavior accordingly; attend at least two pre-approved
government related conferences and one management
conference annually, and share conference notes and
information with administrative staff and
Commissioners; maintain the confidence and trust of
the Commission by not divulging information or
discussing information with inappropriate parties; meet
with the Finance Director from time to time regarding
original documents;meet with the County Manager's
Office to coordinate issues between offices; drives the
efforts of the team in meeting or exceeding established
deadlines with results that are thorough and accurate;
Auk
works with team members both inside and outside of
the department to accomplish organizational goals.
Comments regarding General
During the year I have worked successfully with the Commission on Ethics and as local agency
coordinator ensured full compliance by all reporting members in the timeframe set. In addition as we
have made changes to boards and committees I have updated the database with the Commission on
Ethics and continue to develop a relationship with the staff.
Working closely with Minutes and Records of the Clerk's office I have covered all the required
aspects of the Commission involvement in the Value Adjustment Board. In addition we have worked
diligently to ensure the documents we process meet all the requisite standards.
The coordination of the Commission with the various outside and internal agencies that require
meetings with the BCC has been successfully achieved and building effective communication with
these agencies has been a priority. The managing of the boardroom calendar is a task that is
continuous and each week an update is forwarded across the full county government. Working with
the administrative staff to ensure full utilization of the boardroom asset has been successfully achieved
and the outside agencies that take advantage of the facility have also been given a level of service that
has reflected well on the BCC office.
The BCC office currently enjoys a positive position within the county.In the last 2 years we have
focused on maintaining a relationship with all departments and this has worked as we see how
receptive and reactive our colleagues are to the BCC requests. oak
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9/25/2012 Item 10.J.
Due to budget constraints no external training has occurred but when it is opportune I would like to
attend FAC training.
EFFECTIVENESS AND Organizes work and prioritizes specific and attainable
PRODUCTIVITY goals;monitors work, creates focus and eliminates
roadblocks; produces quality work in accordance with
schedules and deadlines; seeks new technologies and
methods to improve quantity and quality of 4. S
work/services; understands the roles and
responsibilities of others; understands policies,
procedures,rules,regulations and applicable
ordinances; conceives and recommends creative ideas;
understands and manages the creative process and
utilizes good judgment.
Comments Effectiveness and Productivity
The Board of County Commissioner's office provides effective support to the 5 Commissioners. The
reorganization of the office and the spreading of the work load to more effectively match the two
offices is a work in progress. The reconfiguration of the work cubicles has given a more productive
environment. The evolving reorganization of the reception is proving effective and we continue to
think of ways to improve the functionality of all the offices.
The sound damping installation was not successful and after a long trial was removed. From all
perspectives the office functions efficiently and as could be expected from any small group continues
to challenge itself as the experience and personalities of the staff express themselves.
The North Naples office at the Government Center is now fully operational.Keeping the aide
integrated into the office information flow has been difficult but in the last few months has,with focus
of all staff, shown that with teamwork having an office in another location can be an asset to a
Commissioner. The essence being on the homogeneous nature of the BCC. The North Naples office is
efficient in serving the needs of the Commissioner and the full cooperation between the office locations
has been a positive particularly in the time period 2012.
The manager of Minutes and Records conducted training with the aides to give them the requisite
knowledge to be able to research documents etc on the Clerks web site and this training has increased
our ability to find documents quickly and effectively.
The office is effective and productive.
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9/25/2012 Item 10.J.
AIMS DATA
Report Summary: Paula Springs 83 entries.
Average Number of Days an Issue was Opened before Closing: 8.23
Suspenses Met: 71 (85.54%) Suspenses Missed: 12 (14.46%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 20.75 Days After the Suspense Date.
Overall Suspense Average 7.07
Report Summary: Alexandra Scardino 64 entries.
Average Number of Days an Issue was Opened before Closing: 6.55
Suspenses Met: 48 (75%) Suspenses Missed: 16(25%)
Suspenses were Met on Average 4.17 Days Before the Suspense Date.
Suspenses were Missed on Average 13 Days After the Suspense Date.
Overall Suspense Average 6.38
Report Summary: Evelyn Prieto 24 entries.
Average Number of Days an Issue was Opened before Closing: 12.83
Suspenses Met: 13 (54.17%) Suspenses Missed: 11 (45.83%)
Suspenses were Met on Average 4.15 Days Before the Suspense Date.
Suspenses were Missed on Average 29.09 Days After the Suspense Date.
Overall Suspense Average 15.58
Report Summary: Jennifer Rainey 45 entries.
Average Number of Days an Issue was Opened before Closing: 8.22 Ark
Suspenses Met: 37(82.22%) Suspenses Missed: 8 (17.78%)
Suspenses were Met on Average 4.27 Days Before the Suspense Date.
Suspenses were Missed on Average 28.88 Days After the Suspense Date.
Overall Suspense Average 8.64
Report Summary: Kristi Bartlett 55 entries.
Average Number of Days an Issue was Opened before Closing: 3.04
Suspenses Met: 51 (92.73%) Suspenses Missed: 4 (7.27%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 30.75 Days After the Suspense Date.
Overall Suspense Average 6.65
In addition 70 referred entries.
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9/25/2012 Item 10.J.
TOTAL RATING:
COMMENTS;
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9/25/2012 Item 10.J.
FY 2012 Action Plan sok
Ian Mitchell, Executive Manager to the Board of
County Commissioners
The following Action Plan has been developed in an effort to provide clear
expectations for the Executive Manager to the Board of County Commissioners for the
period from June 2011 through July 2012. The Action Plan is based on the broad
areas generally expected to be performed by the Executive Manager.
The Board of County Commissioners is asked to perform an annual evaluation of the
Executive Manager's performance by rating each of the following performance
objectives utilizing the following rating factors. Individual evaluations will be totaled
and averaged to determine the Board's collective position.
Type of Evaluation: X Annual Special Reason
Time in Classification: 1 Year Review Dates: 5-31-2011 to 7-31-2012
RATING FACTORS:
Ask
Exceptional = 5 Highly Successful = 4
Successful = 3 Development Required = 2
****************************************************************************
TOTAL RATING: 30.5
Jim Coletta,District 5
Commissioner Date: September 19,2012
****************************************************************************
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9/25/2012 Item 10.J.
Evaluation Rating Document
Key Results Area Measure Rating
BUDGET AND OTHER FISCAL Prepare the budget for the Board of County
ISSUES Commissioners. Timely and accurately administer and
monitor the budget throughout the fiscal year, including
review of all Field Purchase Orders and Purchase
Orders; approve all purchases for the Board of County
Commissioners office; seeks the best solutions and
business practices to ensure fiscally responsible,
mutually beneficial decisions on behalf of the taxpayers
and the County
5
Comments regarding Budget and Other Fiscal Issues
The budget for F2013 shows an increase of 4.24% over the budget level for F2012. Operating
expenses have been reduced by 4.08%. What is problematic within the BCC budget is we examine the
budget at a cost center level as against fund level. This gives very little chance to continue meeting the
goal set by the Board but does challenge the department to continue to monitor costs and look for
savings.
For the Commissioners as elected officials,the State dictates salary and pension. Costs for such items
as computer support and telephone service are also apportioned by other county departments so the
total number of line items and percentage of the budget I can apply cost savings against diminishes.
The reality of the budget at the cost center level is that 98% is dictated by outside sources and other
county departments so other than head count reduction is difficult to adjust.
This aside,the BCC office has in the last 12 months taken steps to ensure we are economizing where
we can. In the year we have seen a marked increase in the number of copies generated. Economizing
with double sided printing is encouraged unless a Commissioner does not want documents presented
this way. Color printing is discouraged unless it has definite impact on the document. The BCC
stationary is now printed in house.
The previous year to allow the aides to become a greater part of the budget and solutions we had
assigned responsibility for certain line items to the aides,they manage the purchase orders and
processing the invoices. This motivates the office to generate ideas and with this input to change
procedures that during the year has been very positive and a positive for the department.
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9/25/2012 Item 10.J.
Atimok
PERSONNEL RELATED ISSUES Interview,hire, supervise,train, evaluate, discipline and
coordinate activities of administrative staff of the Board
of County Commissioners' office and keep affected
commissioners informed of decisions; foster a"team
environment"and regularly demonstrate the ability to
work in cooperation with co-workers and others on the
job; behavior towards co-workers demonstrates positive
support and respect;provide coaching, counseling,
mentoring, encouragement, guidance and support of
employees' own personal development and
improvement efforts; conduct weekly staff meetings
with the Administrative staff of the Board of County
Commissioners' office; inspire and motivate employees
to embrace the vision and mission statement and to
perform to the highest degree possible; sets aggressive
goals and objectives for employees, holds employees
accountable and evaluates performance
3.75
Comments regarding Personnel Related Issues
Fiscal 2012 will be marked as a difficult year. During this period we have worked very diligently to
foster a team spirit and have had several events that have involved all the aides and this has been a
positive force within the office.
The reality of having a permanent second location is still not fully accepted.It is a major change in
how we are structured and with patience the reality and willingness to absorb the change is taking
hold.
Reorganizing the office to a new layout has been a positive and the aides are more upbeat in their
outlook as it gives them an environment that has improved the privacy aspect of their work and
greater ownership of their work areas.
Another major and positive change is the way we now operate the reception area. It is no longer
necessary to have anyone on the front desk other than on the Board meeting days and the day
preceding a Board meeting. We are always sensitive to the visitor flow.A new camera system has
allowed us to be able to stream the output directly to the computers.This gives each person the ability
to have one screen devoted to the reception camera,if it is their day for covering.Productivity is
improved as each can continue to work at their desk.
The SIRE agenda system is proving itself as a great asset and as we continue to gain knowledge is
proving very useful. To augment this we have taken advantage of the ability to use the IPad Amok
technology for the board meetings and this has shown a saving to the County Managers department as -.
Packet Page-782-
9/25/2012 Item 10.J.
we now require less budget packages.
The staff are actively encouraged to take advantage of County training and supported with time to
attend.
We have held regular staff meetings and worked towards improving communication.We quickly
convene if a particular item needs group discussion.The office still has the ability to improve on work
ethic and respect for each other. Fostering a more integrated team within the confines of five
Commissioners is a continuing focus for the coming year.
ADVISORY BOARDS Coordinate advisory committees and/or task forces
initiated by the Board of County Commissioners,
including sending out letters of term expirations,press
releases, coordinating with Elections to ensure they are
electors,coordinating with staff for recommendations,
preparing executive summaries and presenting to the
Board of County Commissioners at meetings,notifying
all applicants of appointments, maintain current
membership lists, maintain up-to-date files on all
advisory committees and schedule and prepare New
Service Awards and Outstanding Member Programs;
act as Liaison with the Division of Elections for
reporting Minority and Physically Disabled
Appointments
4
Comments regarding Advisory Boards
The advisory committees are a major element within the BCC office. We currently have 48 advisory
boards, committees and authorities. The membership constantly changes and involves the need to
inform, advertise,work with the staff liaison,involve staff,monitor timelines and responses and in the
final stage,prepare the documents for Board perusal and approval.
The membership Iist consists of 315 Collier citizens.As they reach multiples of 5 years we present
service awards and also have advisory members of the month and year.
Certain boards are quasi judicial and require financial filings by the members.The responsibility to
ensure they meet the deadlines falls on this office. The ability to work with the elections office and
with the support of the County Attorney's office has made it a rewarding year also assisting greatly in
absorbing the intricacies of the advisory boards.
It is essential to have knowledge of the ordinances and statutes that cover the advisory boards.In
addition it has been very important to form a working relationship with both the staff liaisons and the
advisory board chairmen.
At the beginning of each year at the request of the State I reported on the changes to the boards with
reference to minority and physically disabled appointments. This was completed on time and
submitted.
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9/25/2012 Item 10.J.
CUSTOMER SERVICE/
COMMUNICATIONS Exhibit helpful, courteous and appropriate conduct
towards customers and others; act in a professional
manner and promote the concept of professionalism
with the public,BCC staff, constitutional officers and
co-workers by portraying a positive demeanor and
engaging in activities that instill confidence and respect
for the BCC and BCC office; acts as an ambassador of
Collier County Government both inside and outside of
the workplace; listens and responds to public requests
while anticipating future needs; interpersonal
interactions are positive and proactive with
communication of information being the highest
priority; Maintain frequent communication with all
levels of County government, external agencies, local
businesses, community groups,the media, constituents,
and the general public; coordinate the collection and/or
distribution of information pertaining to the Board of
County Commissioners' activities
4
Comments regarding Customer Service/Communications
Amok
The year has shown the strength of the BCC office in handling all aspects of citizen and staff
interactions. Through the year the aides and I have worked continuously to build on all aspects of this
section of the action plan.The success is evident as the department operates at a continuous high level
of customer,colleague and Commission customer service and communication level.
It is a fact of our employment that in the build up to an election additional strains are put on the
department due to outside forces that can be positive but are mainly negative. The BCC office has no
involvement in the election process but the increase in public record requests and public scrutiny does
challenge the department as it strives to provide customer service excellence.
The aides in the last 12 months forwarded 341 items into Aims. This is an indication of the extensive
nature of the aide's interactions with citizens and their issues. It should be taken into account that
invariably an Aims item involves several phone calls and communication with a variety of sources. In
the last year this has been a major accomplishment for the office.Attached to this document are the
statistic details for the individual aides. The average response time for all the aides is 7.84 days.
Aims is a system that works exceptionally well and in the coming year,working with the County
Manager,I hope to encourage the Commissioners and the BCC office to utilize the program to the
fullest extent possible.
In the coming year I will continue to focus on all elements of this part of my work plan.It is an area
that always requires continuous endeavor.
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9/25/2012 Item 10.J.
BOARD OF COUNTY Attend Board of County Commissioners' meetings and
COMMISSION MEETINGS workshops as needed; prepare items for the Board of
County Commissioners'agenda; coordinate workshops,
evening public hearings; prepare original documents for
signature and assist Chairman; coordinate and
announce registered speakers; participate in emergency
events and meetings, filling whatever role deemed
necessary in an emergency situation;Attend Strategic
Planning Sessions to coordinate commissioners'
schedules and commitments
5
Comments regarding Board of County Commission Meetings
During the year I was in attendance at all the BCC Board meetings with the exception of the budget
review meeting of late June. The BCC boardroom has been very well utilized in the last 12 months
and I have maintained a calendar that is issued each Friday.
The support I receive from the communications team is exemplary. They have been very responsive to
the requirements of the Commissioners and in making the meeting days run as smoothly as possible.
In replacing the cameras and then working with redesigning the lighting,the quality and comfort
within the board room has increased immeasurably.
The same level of support has been received from facilities and as a department is always responsive
and has worked diligently to see the set up and breakdown for workshops has been carried out in a
timely manner.
The workshop meeting at North Naples Water park is an example of how coordinated the whole
boardroom team has become.The logistics involved at first was daunting,but with an eye to detail the
meeting was set up to run smoothly.
Working with the support of the County Attorney's office and the County Manager's office it has
been possible to refine and improve on certain processes that lead to the meeting and take place
during the meetings. By bringing a more flexible attitude to the complexities of the Commission
meetings it has definitely had a positive effect.
The opportunities to increase the use of well proven technology is to be explored and thus making
information more quickly available to the Commission. By capitalizing on what is readily available we
should be able to continue to refine the process. With an attitude of constant review we should be able
to improve the structural qualities of the meetings.
Packet Page-785-
9/25/2012 Item 10.J.
GENERAL Act as coordinator between the Board of County
Commissioners and the Commission on Ethics,
including, acting as Local Agency Coordinator for the
financial disclosure notification system and working
with advisory board members,elected officials and
county employees; Coordinate Value Adjustment
Board events including working with the clerk's office,
county attorney and school board to set dates,prepare
executive summary for Board of County
Commissioners approval, and coordinate with
secretaries for commissioners' calendars;Accept advice
and constructive feedback agreeably and modifies
behavior accordingly; attend at least two pre-approved
government related conferences and one management
conference annually, and share conference notes and
information with administrative staff and
Commissioners; maintain the confidence and trust of
the Commission by not divulging information or
discussing information with inappropriate parties; meet
with the Finance Director from time to time regarding
original documents; meet with the County Manager's
Office to coordinate issues between offices; drives the
efforts of the team in meeting or exceeding established
deadlines with results that are thorough and accurate;
works with team members both inside and outside of
the department to accomplish organizational goals. 4``'
4.5
Comments regarding General
During the year I have worked successfully with the Commission on Ethics and as local agency
coordinator ensured full compliance by all reporting members in the timeframe set. In addition as we
have made changes to boards and committees I have updated the database with the Commission on
Ethics and continue to develop a relationship with the staff.
Working closely with Minutes and Records of the Clerk's office I have covered all the required
aspects of the Commission involvement in the Value Adjustment Board. In addition we have worked
diligently to ensure the documents we process meet all the requisite standards.
The coordination of the Commission with the various outside and internal agencies that require
meetings with the BCC has been successfully achieved and building effective communication with
these agencies has been a priority. The managing of the boardroom calendar is a task that is
continuous and each week an update is forwarded across the full county government. Working with
the administrative staff to ensure full utilization of the boardroom asset has been successfully achieved
and the outside agencies that take advantage of the facility have also been given a level of service that
has reflected well on the BCC office.
The BCC office currently enjoys a positive position within the county.In the last 2 years we have
focused on maintaining a relationship with all departments and this has worked as we see how
receptive and reactive our colleagues are to the BCC requests.
Packet Page-786-
9/25/2012 Item 10.J.
Due to budget constraints no external training has occurred but when it is opportune I would like to
attend FAC training.
EFFECTIVENESS AND Organizes work and prioritizes specific and attainable
PRODUCTIVITY goals; monitors work, creates focus and eliminates
roadblocks; produces quality work in accordance with
schedules and deadlines; seeks new technologies and
methods to improve quantity and quality of
work/services; understands the roles and
responsibilities of others; understands policies,
procedures,rules, regulations and applicable
ordinances; conceives and recommends creative ideas;
understands and manages the creative process and
utilizes good judgment.
4.25
Comments Effectiveness and Productivity
The Board of County Commissioner's office provides effective support to the 5 Commissioners.The
reorganization of the office and the spreading of the work load to more effectively match the two
offices is a work in progress. The reconfiguration of the work cubicles has given a more productive
environment. The evolving reorganization of the reception is proving effective and we continue to
think of ways to improve the functionality of all the offices.
The sound damping installation was not successful and after a long trial was removed.From all
perspectives the office functions efficiently and as could be expected from any small group continues
to challenge itself as the experience and personalities of the staff express themselves.
The North Naples office at the Government Center is now fully operational. Keeping the aide
integrated into the office information flow has been difficult but in the last few months has,with focus
of all staff,shown that with teamwork having an office in another location can be an asset to a
Commissioner. The essence being on the homogeneous nature of the BCC. The North Naples office is
efficient in serving the needs of the Commissioner and the full cooperation between the office locations
has been a positive particularly in the time period 2012.
The manager of Minutes and Records conducted training with the aides to give them the requisite
knowledge to be able to research documents etc on the Clerks web site and this training has increased
our ability to fmd documents quickly and effectively.
The office is effective and productive.
Packet Page-787-
9/25/2012 Item 10.J.
AIMS DATA
Report Summary: Paula Springs 83 entries.
Average Number of Days an Issue was Opened before Closing: 8.23
Suspenses Met: 71 (85.54%) Suspenses Missed: 12(14.46%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 20.75 Days After the Suspense Date.
Overall Suspense Average 7.07
Report Summary: Alexandra Scardino 64 entries.
Average Number of Days an Issue was Opened before Closing: 6.55
Suspenses Met: 48(75%) Suspenses Missed: 16 (25%)
Suspenses were Met on Average 4.17 Days Before the Suspense Date.
Suspenses were Missed on Average 13 Days After the Suspense Date.
Overall Suspense Average 6.38
Report Summary: Evelyn Prieto 24 entries.
Average Number of Days an Issue was Opened before Closing: 12.83
Suspenses Met: 13 (54.17%) Suspenses Missed: 11 (45.83%)
Suspenses were Met on Average 4.15 Days Before the Suspense Date.
Suspenses were Missed on Average 29.09 Days After the Suspense Date.
Overall Suspense Average 15.58
Report Summary: Jennifer Rainey 45 entries.
Average Number of Days an Issue was Opened before Closing: 8.22
Suspenses Met: 37(82.22%) Suspenses Missed: 8 (17.78%)
Suspenses were Met on Average 4.27 Days Before the Suspense Date.
Suspenses were Missed on Average 28.88 Days After the Suspense Date.
Overall Suspense Average 8.64
Report Summary: Kristi Bartlett 55 entries.
Average Number of Days an Issue was Opened before Closing: 3.04
Suspenses Met: 51 (92.73%) Suspenses Missed: 4 (7.27%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 30.75 Days After the Suspense Date.
Overall Suspense Average 6.65
In addition 70 referred entries.
Ask
Packet Page-788-
9/25/2012 Item 10.J.
TOTAL RATING: 30.5
COMMENTS;
Packet Page-789-
9/25/2012 Item 10.J.
• FY 2012 Action Plan _.
Ian Mitchell, Executive Manager to the Board of
County Commissioners
The following Action Plan has been developed in an effort to provide clear
expectations for the Executive Manager to the Board of County Commissioners for the
period from June 2011 through July 2012. The Action Plan is based on the broad
areas generally expected to be performed by the Executive Manager.
The Board of County Commissioners is asked to perform an annual evaluation of the
Executive Manager's performance by rating each of the following performance
objectives utilizing the following rating factors. Individual evaluations will be totaled
and averaged to determine the Board's collective position.
Type of Evaluation: X Annual Special Reason
Time in Classification: 1 Year Review Dates: 5-31-2011 to 7-31-2012
****************************************************************************
• RATING FACTORS:
lk
Exceptional = 5 Highly Successful = 4
Successful = 3 Development Required = 2
TOTAL RATING:
Commissioner Date
****************************************************************************
Packet Page-790-
9/25/2012 Item 10.J.
Evaluation Rating Document
•
Key Results Area Measure Rating
BUDGET AND OTHER FISCAL Prepare the budget for the Board of County
ISSUES Commissioners. Timely and accurately administer and
monitor the budget throughout the fiscal year, including
review of all Field Purchase Orders and Purchase
Orders; approve all purchases for the Board of County
Commissioners office; seeks the best solutions and
business practices to ensure fiscally responsible,
mutually beneficial decisions on behalf of the taxpayers
and the County
Comments regarding Budget and Other Fiscal Issues
The budget for F2013 shows an increase of 4.24% over the budget level for F2012. Operating
expenses have been reduced by 4.08%.What is problematic within the BCC budget is we examine the
budget at a cost center level as against fund level.This gives very little chance to continue meeting the
goal set by the Board but does challenge the department to continue to monitor costs and look for
savings.
For the Commissioners as elected officials,the State dictates salary and pension. Costs for such items
as computer support and telephone service are also apportioned by other county departments so the
total number of line items and percentage of the budget I can apply cost savings against diminishes.
The reality of the budget at the cost center level is that 98% is dictated by outside sources and other
county departments so other than head count reduction is difficult to adjust.
This aside,the BCC office has in the last 12 months taken steps to ensure we are economizing where
we can. In the year we have seen a marked increase in the number of copies generated. Economizing
with double sided printing is encouraged unless a Commissioner does not want documents presented
this way. Color printing is discouraged unless it has definite impact on the document. The BCC
stationary is now printed in house.
The previous year to allow the aides to become a greater part of the budget and solutions we had
assigned responsibility for certain line items to the aides,they manage the purchase orders and
processing the invoices. This motivates the office to generate ideas and with this input to change
procedures that during the year has been very positive and a positive for the department.
•
Packet Page-791-
9/25/2012 Item 10.J.
III olok
PERSONNEL RELATED ISSUES Interview,hire, supervise,train, evaluate, discipline and
i 4.44eur (.;/ `/ coordinate activities of administrative staff of the Board
hAgo ide.K. Q of County Commissioners' office and keep affected
y commissioners informed of decisions; foster a"team
-- rt..4 7e4A- 4y t 7n v-1 due_ environment"and regularly demonstrate the ability to
'tie work in cooperation with co-workers and others on the
W4.(.z Ahtd, 41.).,1 job; behavior towards co-workers demonstrates positive 3
support and respect; provide coaching, counseling,
' -4 mentoring, encouragement, guidance and support of
employees' own personal development and
i 'D Q improvement efforts; conduct weekly staff meetings
X K with the Administrative staff of the Board of County
Commissioners' office; inspire and motivate employees
a tis4 ,0 — to embrace the vision and mission statement and to
do . 6 perform to the highest degree possible; sets aggressive
itatt
goals and objectives for employees,holds employees
lia4 ireleZ a( accountable and evaluates performance
• Comments regarding Personnel Related Issues
Nuov-
Fiscal 2012 will be marked as a difficult year.During this period we have worked very diligently to
foster a team spirit and have had several events that have involved all the aides and this has been a
positive force within the office.
The reality of having a permanent second location is still not fully accepted.It is a major change in
how we are structured and with patience the reality and willingness to absorb the change is taking
hold.
Reorganizing the office to a new layout has been a positive and the aides are more upbeat in their
outlook as it gives them an environment that has improved the privacy aspect of their work and
greater ownership of their work areas.
Another major and positive change is the way we now operate the reception area. It is no longer
necessary to have anyone on the front desk other than on the Board meeting days and the day
preceding a Board meeting.We are always sensitive to the visitor flow.A new camera system has
allowed us to be able to stream the output directly to the computers.This gives each person the ability
to have one screen devoted to the reception camera,if it is their day for covering. Productivity is
improved as each can continue to work at their desk.
ilkhe SIRE agenda system is proving itself as a great asset and as we continue to gain knowledge is
proving very useful. To augment this we have taken advantage of the ability to use the IPad Avaiiti
technology for the board meetings and this has shown a saving to the County Managers department as ''
Packet Page-792-
9/25/2012 Item 10.J.
we now require less budget packages.
The staff are actively encouraged to take advantage of County training and supported with time to •
attend.
We have held regular staff meetings and worked towards improving communication. We quickly
convene if a particular item needs group discussion.The office still has the ability to improve on work
ethic and respect for each other. Fostering a more integrated team within the confines of five
Commissioners is a continuing focus for the coming year.
ADVISORY BOARDS Coordinate advisory committees and/or task forces
initiated by the Board of County Commissioners,
including sending out letters of term expirations, press
releases, coordinating with Elections to ensure they are
electors, coordinating with staff for recommendations,
preparing executive summaries and presenting to the
Board of County Commissioners at meetings,notifying
all applicants of appointments, maintain current
membership lists,maintain up-to-date files on all
advisory committees and schedule and prepare New
Service Awards and Outstanding Member Programs;
act as Liaison with the Division of Elections for
reporting Minority and Physically Disabled
Appointments
•
Comments regarding Advisory Boards
The advisory committees are a major element within the BCC office. We currently have 48 advisory
boards, committees and authorities. The membership constantly changes and involves the need to
inform,advertise,work with the staff liaison,involve staff,monitor timelines and responses and in the
final stage,prepare the documents for Board perusal and approval.
The membership list consists of 315 Collier citizens. As they reach multiples of 5 years we present
service awards and also have advisory members of the month and year.
Certain boards are quasi judicial and require financial filings by the members. The responsibility to
ensure they meet the deadlines falls on this office. The ability to work with the elections office and
with the support of the County Attorney's office has made it a rewarding year also assisting greatly in
absorbing the intricacies of the advisory boards.
It is essential to have knowledge of the ordinances and statutes that cover the advisory boards.In
addition it has been very important to form a working relationship with both the staff liaisons and the
advisory board chairmen.
At the beginning of each year at the request of the State I reported on the changes to the boards with
reference to minority and physically disabled appointments. This was completed on time and
•
submitted.
Packet Page-793-
9/25/2012 Item 10.J.
ow
111/cUSTOMER SERVICE/
COMMUNICATIONS Exhibit helpful, courteous and appropriate conduct
towards customers and others; act in a professional
,Q manner and promote the concept of professionalism
4i4/1 Al ! with the public, BCC staff; constitutional officers and
co-workers by portraying a positive demeanor and
te-Az-- It- engaging in activities that instill confidence and respect
for the BCC and BCC office; acts as an ambassador of
Collier County Government both inside and outside of c
i,r(y. the workplace; listens and responds to public requests
while anticipating future needs; interpersonal
p44,442.4, .,;n t ,iyy interactions are positive and proactive with
/ communication of information being the highest
'
/ priority; Maintain frequent communication with all
121: levels of County government, external agencies, local
businesses, community groups,the media, constituents,
t - an d the general public; coordinate the collection and/or
distribution of information pertaining to the Board of
Ar . County Commissioners' activities
(� V Comments regarding Customer Service/Communications illook
•he year has shown the strength of the BCC office in handling all aspects of citizen and staff
interactions. Through the year the aides and I have worked continuously to build on all aspects of this
section of the action plan. The success is evident as the department operates at a continuous high level
of customer,colleague and Commission customer service and communication level.
It is a fact of our employment that in the build up to an election additional strains are put on the
department due to outside forces that can be positive but are mainly negative. The BCC office has no
involvement in the election process but the increase in public record requests and public scrutiny does
challenge the department as it strives to provide customer service excellence.
The aides in the last 12 months forwarded 341 items into Aims.This is an indication of the extensive
nature of the aide's interactions with citizens and their issues.It should be taken into account that
invariably an Aims item involves several phone calls and communication with a variety of sources. In
the last year this has been a major accomplishment for the office.Attached to this document are the
statistic details for the individual aides. The average response time for all the aides is 7.84 days.
Aims is a system that works exceptionally well and in the coming year,working with the County
Manager,I hope to encourage the Commissioners and the BCC office to utilize the program to the
fullest extent possible.
In the coming year I will continue to focus on all elements of this part of my work plan. It is an area
*hat always requires continuous endeavor.
Packet Page -794-
9/25/2012 Item 10.J.
BOARD OF COUNTY Attend Board of County Commissioners' meetings and
COMMISSION MEETINGS workshops as needed;prepare items for the Board of
County Commissioners' agenda; coordinate workshops,
evening public hearings; prepare original documents for
4444eA i1 signature and assist Chairman; coordinate and�d�' announce registered speakers; participate in emergency
events and meetings,filling whatever role deemed
necessary in an emergency situation; Attend Strategic
Planning Sessions to coordinate commissioners'
schedules and commitments
Comments regarding Board of County Commission Meetings
During the year I was in attendance at all the BCC Board meetings with the exception of the budget
review meeting of late June.The BCC boardroom has been very well utilized in the last 12 months
and I have maintained a calendar that is issued each Friday.
The support I receive from the communications team is exemplary. They have been very responsive to
the requirements of the Commissioners and in making the meeting days run as smoothly as possible.
In replacing the cameras and then working with redesigning the lighting, the quality and comfort
within the board room has increased immeasurably.
The same level of support has been received from facilities and as a department is always responsive
and has worked diligently to see the set up and breakdown for workshops has been carried out in a •
timely manner.
The workshop meeting at North Naples Water park is an example of how coordinated the whole
boardroom team has become.The logistics involved at first was daunting,but with an eye to detail the
meeting was set up to run smoothly.
Working with the support of the County Attorney's office and the County Manager's office it has
been possible to refine and improve on certain processes that lead to the meeting and take place
during the meetings. By bringing a more flexible attitude to the complexities of the Commission
meetings it has definitely had a positive effect.
The opportunities to increase the use of well proven technology is to be explored and thus making
information more quickly available to the Commission. By capitalizing on what is readily available we
should be able to continue to refine the process. With an attitude of constant review we should be able
to improve the structural qualities of the meetings.
•
Packet Page-795-
9/25/2012 Item 10.J.
.GENERAL Act as coordinator between the Board of County
Commissioners and the Commission on Ethics, "'
, i /� / including, acting as Local Agency Coordinator for the
//���� �1 0�� financial disclosure notification system and working
peejAdtt4)1.- 106476krin
with advisory board members, elected officials and
trim county employees; Coordinate Value Adjustment
Board events including working with the clerk's office,
county attorney and school board to set dates,prepare
executive summary for Board of County
Commissioners approval, and coordinate with
secretaries for commissioners' calendars; Accept advice
tw'^ and constructive feedback agreeably and modifies
behavior accordingly; attend at least two pre-approved
't 44,44, government related conferences and one management
conference annually, and share conference notes and
information with administrative staff and
Commissioners; maintain the confidence and trust of
the Commission by not divulging information or
discussing information with inappropriate parties; meet
with the Finance Director from time to time regarding
original documents; meet with the County Manager's
Office to coordinate issues between offices; drives the
efforts of the team in meeting or exceeding established
• deadlines with results that are thorough and accurate;
works with team members both inside and outside of
the department to accomplish organizational goals.
Comments regarding General
During the year I have worked successfully with the Commission on Ethics and as local agency
coordinator ensured full compliance by all reporting members in the timeframe set.In addition as we
have made changes to boards and committees I have updated the database with the Commission on
Ethics and continue to develop a relationship with the staff.
Working closely with Minutes and Records of the Clerk's office I have covered all the required
aspects of the Commission involvement in the Value Adjustment Board.In addition we have worked
diligently to ensure the documents we process meet all the requisite standards.
The coordination of the Commission with the various outside and internal agencies that require
meetings with the BCC has been successfully achieved and building effective communication with
these agencies has been a priority.The managing of the boardroom calendar is a task that is
continuous and each week an update is forwarded across the full county government. Working with
the administrative staff to ensure full utilization of the boardroom asset has been successfully achieved
and the outside agencies that take advantage of the facility have also been given a level of service that
has reflected well on the BCC office.
arhe BCC office currently enjoys a positive position within the county.In the last 2 years we have
ocused on maintaining a relationship with all departments and this has worked as we see how
receptive and reactive our colleagues are to the BCC requests.
Packet Page-796-
9/25/2012 Item 10.J.
Due to budget constraints no external training has occurred but when it is opportune I would like to
attend FAC training. aita. -
Itita 4e. a 2440( 1,44v
EFFECTIVENESS AND Organizes work and prioritizes specific and attainable
PRODUCTIVITY goals;monitors work, creates focus and eliminates
•�7`"" uO Co -ao- roadblocks;produces quality work in accordance with
�' ' modules and deadlines; seeks new technologies and
61 r� y y methods to improve quantity and quality of
C.« it work/services; understands the roles and �J
a,4 IQ / � - responsibilities of others; understands policies,
�`o-7 , a procedures,rules, regulations and applicable
ordinances; conceives and recommends creative ideas;
M & understands and manages the creative process and
utilizes good judgment.
Comments Effectiveness and Productivity
The Board of County Commissioner's office provides effective support to the 5 Commissioners.The
reorganization of the office and the spreading of the work load to more effectively match the two
offices is a work in progress. The reconfiguration of the work cubicles has given a more productive
environment.The evolving reorganization of the reception is proving effective and we continue to
think of ways to improve the functionality of all the offices.
The sound damping installation was not successful and after a long trial was removed. From all •
perspectives the office functions efficiently and as could be expected from any small group continues
to challenge itself as the experience and personalities of the staff express themselves.
The North Naples office at the Government Center is now fully operational. Keeping the aide
integrated into the office information flow has been difficult but in the last few months has,with focus
of all staff,shown that with teamwork having an office in another location can be an asset to a
Commissioner.The essence being on the homogeneous nature of the BCC. The North Naples office is
efficient in serving the needs of the Commissioner and the full cooperation between the office locations
*has been a positive particularly in the time period 2012.
The manager of Minutes and Records conducted training with the aides to give them the requisite
knowledge to be able to research documents etc on the Clerks web site and this training has increased
our ability to find documents quickly and effectively.
The office is effective and productive.
•
Packet Page-797-
9/25/2012 Item 10.J.
AIMS DATA
• lk
Report Summary: Paula Springs 83 entries.
Average Number of Days an Issue was Opened before Closing: 8.23
Suspenses Met: 71 (85.54%)Suspenses Missed: 12 (14.46%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 20.75 Days After the Suspense Date.
Overall Suspense Average 7.07
Report Summary: Alexandra Scardino 64 entries.
Average Number of Days an Issue was Opened before Closing: 6.55
Suspenses Met: 48(75%) Suspenses Missed: 16 (25%)
Suspenses were Met on Average 4.17 Days Before the Suspense Date.
Suspenses were Missed on Average 13 Days After the Suspense Date.
Overall Suspense Average 6.38
Report Summary: Evelyn Prieto 24 entries.
Average Number of Days an Issue was Opened before Closing: 12.83
Suspenses Met: 13 (54.17%) Suspenses Missed: 11 (45.83%)
Suspenses were Met on Average 4.15 Days Before the Suspense Date.
Suspenses were Missed on Average 29.09 Days After the Suspense Date.
Overall Suspense Average 15.58
report Summary: Jennifer Rainey 45 entries.
Average Number of Days an Issue was Opened before Closing: 8.22
Suspenses Met: 37(82.22%) Suspenses Missed: 8(17.78%)
Suspenses were Met on Average 4.27 Days Before the Suspense Date.
Suspenses were Missed on Average 28.88 Days After the Suspense Date.
Overall Suspense Average 8.64
Report Summary: Kristi Bartlett 55 entries.
Average Number of Days an Issue was Opened before Closing: 3.04
Suspenses Met: 51 (92.73%) Suspenses Missed: 4 (7.27%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 30.75 Days After the Suspense Date.
Overall Suspense Average 6.65
In addition 70 referred entries.
•
Packet Page -798-
9/25/2012 Item 10.J.
TOTAL RATING: 27
•
COMMENTS;
Packet Page-799-
9/25/2012 Item 10.J.
Amok
FY 2012 Action Plan
Ian Mitchell, Executive Manager to the Board of
County Commissioners
The following Action Plan has been developed in an effort to provide clear
expectations for the Executive Manager to the Board of County Commissioners for the
period from June 2011 through July 2012. The Action Plan is based on the broad
areas generally expected to be performed by the Executive Manager.
The Board of County Commissioners is asked to perform an annual evaluation of the
Executive Manager's performance by rating each of the following performance
objectives utilizing the following rating factors. Individual evaluations will be totaled
and averaged to determine the Board's collective position.
Type of Evaluation: X Annual Special Reason
Time in Classification: 1 Year Review Dates: 5-31-2011 to 7-31-2012
RATING FACTORS:
Exceptional = 5 Highly Successful = 4
Successful = 3 Development Required = 2
TOTAL RATING:
I/ September 4,2012
Commissioner Date
Packet Page-800-
9/25/2012 Item 10.J.
Evaluation Rating Document
Key Results Area Measure Rating
BUDGET AND OTHER FISCAL Prepare the budget for the Board of County
ISSUES Commissioners.Timely and accurately administer and
monitor the budget throughout the fiscal year,including
review of all Field Purchase Orders and Purchase
Orders;approve all purchases for the Board of County
Commissioners office; seeks the best solutions and
business practices to ensure fiscally responsible,
mutually beneficial decisions on behalf of the taxpayers
and the County
2
Comments regarding Budget and Other Fiscal Issues
The budget for F2013 shows an increase of 4.24% over the budget level for F2012. Operating
expenses have been reduced by 4.08%.What is problematic within the BCC budget is we examine the
budget at a cost center level as against fund level.This gives very little chance to continue meeting the
goal set by the Board but does challenge the department to continue to monitor costs and look for
savings.
For the Commissioners as elected officials,the State dictates salary and pension.Costs for such items
as computer support and telephone service are also apportioned by other county departments so the
total number of line items and percentage of the budget I can apply cost savings against diminishes.
The reality of the budget at the cost center level is that 98% is dictated by outside sources and other
county departments so other than head count reduction is difficult to adjust.
This aside,the BCC office has in the last 12 months taken steps to ensure we are economizing where
we can. In the year we have seen a marked increase in the number of copies generated.Economizing
with double sided printing is encouraged unless a Commissioner does not want documents presented
this way.Color printing is discouraged unless it has definite impact on the document.The BCC
stationary is now printed in house.
The previous year to allow the aides to become a greater part of the budget and solutions we had
assigned responsibility for certain line items to the aides,they manage the purchase orders and
processing the invoices.This motivates the office to generate ideas and with this input to change
procedures that during the year has been very positive and a positive for the department.
Packet Page -801-
9/25/2012 Item 10.J.
PERSONNEL RELATED ISSUES Interview,hire, supervise,train,evaluate,discipline and
coordinate activities of administrative staff of the Board
of County Commissioners' office and keep affected
commissioners informed of decisions;foster a"team
environment"and regularly demonstrate the ability to
work in cooperation with co-workers and others on the
job;behavior towards co-workers demonstrates positive
support and respect;provide coaching, counseling,
mentoring, encouragement,guidance and support of
employees' own personal development and
improvement efforts;conduct weekly staff meetings
with the Administrative staff of the Board of County
Commissioners' office;inspire and motivate employees
to embrace the vision and mission statement and to
perform to the highest degree possible; sets aggressive
goals and objectives for employees,holds employees
accountable and evaluates performance
2
Comments regarding Personnel Related Issues
Fiscal 2012 will be marked as a difficult year.During this period we have worked very diligently to
foster a team spirit and have had several events that have involved all the aides and this has been a
positive force within the office.
The reality of having a permanent second location is still not fully accepted. It is a major change in
how we are structured and with patience the reality and willingness to absorb the change is taking
hold.
Reorganizing the office to a new layout has been a positive and the aides are more upbeat in their
outlook as it gives them an environment that has improved the privacy aspect of their work and
greater ownership of their work areas.
Another major and positive change is the way we now operate the reception area It is no longer
necessary to have anyone on the front desk other than on the Board meeting days and the day
preceding a Board meeting.We are always sensitive to the visitor flow.A new camera system has
allowed us to be able to stream the output directly to the computers.This gives each person the ability
to have one screen devoted to the reception camera,if it is their day for covering.Productivity is
improved as each can continue to work at their desk.
The SIRE agenda system is proving itself as a great asset and as we continue to gain knowledge is
proving very useful. To augment this we have taken advantage of the ability to use the'Pad
technology for the board meetings and this has shown a saving to the County Managers department as
Packet Page-802-
9/25/2012 Item 10.J.
we now require less budget packages.
The staff are actively encouraged to take advantage of County training and supported with time to
attend.
We have held regular staff meetings and worked towards improving communication.We quickly
convene if a particular item needs group discussion.The office still has the ability to improve on work
ethic and respect for each other. Fostering a more integrated team within the confines of five
Commissioners is a continuing focus for the coming year.
ADVISORY BOARDS Coordinate advisory committees and/or task forces
initiated by the Board of County Commissioners,
including sending out letters of term expirations,press
releases,coordinating with Elections to ensure they are
electors,coordinating with staff for recommendations,
preparing executive summaries and presenting to the
Board of County Commissioners at meetings,notifying
all applicants of appointments, maintain current
membership lists,maintain up-to-date files on all
advisory committees and schedule and prepare New
Service Awards and Outstanding Member Programs;
act as Liaison with the Division of Elections for
reporting Minority and Physically Disabled
Appointments
3
Comments regarding Advisory Boards
The advisory committees are a major element within the BCC office. We currently have 48 advisory
boards, committees and authorities.The membership constantly changes and involves the need to
inform,advertise,work with the staff liaison,involve staff,monitor timelines and responses and in the
li
final stage,prepare the documents for Board perusal and approval
The membership list consists of 315 Collier citizens.As they reach multiples of 5 years we present
service awards and also have advisory members of the month and year.
Certain boards are quasi judicial and require financial filings by the members.The responsibility to
ensure they meet the deadlines falls on this office. The ability to work with the elections office and
with the support of the County Attorney's office has made it a rewarding year also assisting greatly in
absorbing the intricacies of the advisory boards.
It is essential to have knowledge of the ordinances and statutes that cover the advisory boards.In
addition it has been very important to form a working relationship with both the staff liaisons and the
advisory board chairmen.
At the beginning of each year at the request of the State I reported on the changes to the boards with
reference to minority and physically disabled appointments.This was completed on time and
submitted.
Packet Page -803-
9/25/2012 Item 10.J.
Asek
CUSTOMER SERVICE/
COMMUNICATIONS Exhibit helpful, courteous and appropriate conduct
towards customers and others;act in a professional
manner and promote the concept of professionalism
with the public,BCC staff,constitutional officers and
co-workers by portraying a positive demeanor and
engaging in activities that instill confidence and respect
for the BCC and BCC office; acts as an ambassador of
Collier County Government both inside and outside of
the workplace;listens and responds to public requests
while anticipating future needs;interpersonal
interactions are positive and proactive with
communication of information being the highest
priority;Maintain frequent communication with all
levels of County government,external agencies,local
businesses, community groups,the media,constituents,
and the general public;coordinate the collection and/or
distribution of information pertaining to the Board of
County Commissioners'activities
3
Comments regarding Customer Service/Communications
The year has shown the strength of the BCC office in handling all aspects of citizen and staff
interactions.Through the year the aides and I have worked continuously to build on all aspects of this
section of the action plan.The success is evident as the department operates at a continuous high level
of customer,colleague.and Commission customer service and communication level.
It is a fact of our employment that in the build up to an election additional strains are put on the
department due to outside forces that can be positive but are mainly negative.The BCC office has no
involvement in the election process but the increase in public record requests and public scrutiny does
challenge the department as it strives to provide customer service excellence.
The aides in the last 12 months forwarded 341 items into Aims.This is an indication of the extensive
nature of the aide's interactions with citizens and their issues.It should be taken into account that
invariably an Aims item involves several phone calls and communication with a variety of sources.In
the last year this has been a major accomplishment for the office.Attached to this document are the
statistic details for the individual aides. The average response time for all the aides is 7.84 days.
Aims is a system that works exceptionally well and in the coming year,working with the County
Manager,I hope to encourage the Commissioners and the BCC office to utilize the program to the
fullest extent possible.
In the coming year I will continue to focus on all elements of this part of my work plan.It is an area
that always requires continuous endeavor.
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9/25/2012 Item 10.J.
BOARD OF COUNTY Attend Board of County Commissioners' meetings and
COMMISSION MEETINGS workshops as needed;prepare items for the Board of
County Commissioners'agenda;coordinate workshops,
evening public hearings;prepare original documents for
signature and assist Chairman;coordinate and
announce registered speakers;participate in emergency
events and meetings,filling whatever role deemed
necessary in an emergency situation;Attend Strategic
Planning Sessions to coordinate commissioners'
schedules and commitments
3
Comments regarding Board of County Commission Meetings
During the year I was in attendance at all the BCC Board meetings with the exception of the budget
review meeting of late June.The BCC boardroom has been very well utilized in the last 12 months
and I have maintained a calendar that is issued each Friday.
The support I receive from the communications team is exemplary.They have been very responsive to
the requirements of the Commissioners and in making the meeting days run as smoothly as possible.
In replacing the cameras and then working with redesigning the lighting,the quality and comfort
within the board room has increased immeasurably.
The same level of support has been received from facilities and as a department is always responsive
and has worked diligently to see the set up and breakdown for workshops has been carried out in a
timely manner.
The workshop meeting at North Naples Water park is an example of how coordinated the whole
boardroom team has become.The logistics involved at first was daunting, but with an eye to detail the
meeting was set up to run.smoothly.`
Working with the support of the.County Attorney's office and the County Manager's office it has
been possible to refine and improve on certain processes that lead to the meeting and take place
during the meetings.By bringing a more flexible attitude to the complexities of the Commission
meetings it has definitely had a positive effect.
The opportunities to increase the use of well proven technology is to be explored and thus making
information more quickly available to the Commission.By capitalizing on what is readily available we
should be able to continue to refine the process.With an attitude of constant review we should be able
to improve the structural qualities of the meetings.
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9/25/2012 Item 10.J.
Agok
GENERAL Act as coordinator between the Board of County
Commissioners and the Commission on Ethics,
including,acting as Local Agency Coordinator for the
financial disclosure notification system and working
with advisory board members,elected officials and
county employees;Coordinate Value Adjustment
Board events including working with the clerk's office,
county attorney and school board to set dates,prepare
executive summary for Board of County
Commissioners approval,and coordinate with
secretaries for commissioners'calendars;Accept advice
and constructive feedback agreeably and modifies
behavior accordingly;attend at least two pre-approved
government related conferences and one management
conference annually,and share conference notes and
information with administrative staff and
Commissioners;maintain the confidence and trust of
the Commission by not divulging information or
discussing information with inappropriate parties;meet
with the Finance Director from time to time regarding
original documents;meet with the County Manager's
Office to coordinate issues between offices;drives the
efforts of the team in meeting or exceeding established
deadlines with results that are thorough and accurate;
works with team members both inside and outside of
the department to accomplish organizational goals.
4
Comments regarding General
During the year I have worked successfully with the Commission on Ethics and as local agency
coordinator ensured full compliance by all reporting members in the timeframe set.In addition as we
have made changes to boards and committees I have updated the database with the Commission on
Ethics and continue to develop a relationship with the staff.
Working closely with Minutes and Records of the Clerk's office I have covered all the required
aspects of the Commission involvement in the Value Adjustment Board.In addition we have worked
diligently to ensure the documents we process meet all the requisite standards.
The coordination of the Commission with the various outside and internal agencies that require
meetings with the BCC has been successfully achieved and building effective communication with
these agencies has been a priority.The managing of the boardroom calendar is a task that is
continuous and each week an update is forwarded across the full county government.Working with
the administrative staff to ensure full utilization of the boardroom asset has been successfully achieved
and the outside agencies that take advantage of the facility have also been given a level of service that
has reflected well on the BCC office.
The BCC office currently enjoys a positive position within the county.In the last 2 years we have
focused on maintaining a relationship with all departments and this has worked as we see how
receptive and reactive our colleagues are to the BCC requests.
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9/25/2012 Item 10.J.
Due to budget constraints no external training has occurred but when it is opportune I would like to
attend FAC training.
EFFECTIVENESS AND Organizes work and prioritizes specific and attainable
PRODUCTIVITY goals;monitors work,creates focus and eliminates
roadblocks;produces quality work in accordance with
schedules and deadlines;seeks new technologies and
methods to improve quantity and quality of
work/services;understands the roles and
responsibilities of others;understands policies,
procedures,rules,regulations and applicable
ordinances; conceives and recommends creative ideas;
understands and manages the creative process and
utilizes good judgment.
4
Comments Effectiveness and Productivity
The Board of County Commissioner's office provides effective support to the 5 Commissioners.The
reorganization of the office and the spreading of the work load to more effectively match the two
offices is a work in progress.The reconfiguration of the work cubicles has given a more productive
environment. The evolving reorganization of the reception is proving effective and we continue to
think of ways to improve the functionality of all the offices.
The sound damping installation was not successful and after a long trial was removed. From all
perspectives the office functions efficiently and as could be expected from any small group continues
to challenge itself as the experience and personalities of the staff express themselves.
The North Naples office at the Government Center is now fully operational.Keeping the aide
integrated into the office information flow has been difficult but in the last few months has,with focus
of all staff,shown that with teamwork having an office in another location can be an asset to a
Commissioner.The essence being on the homogeneous nature of the BCC. The North Naples office is
efficient in serving the needs of the Commissioner and the full cooperation between the office locations
has been a positive particularly in the time period 2012.
The manager of Minutes and Records conducted training with the aides to give them the requisite
knowledge to be able to research documents etc on the Clerks web site and this training has increased
our ability to find documents quickly and effectively.
The office is effective and productive.
AIMS DATA
Report Summary: Paula Springs 83 entries.
Average Number of Days an Issue was Opened before Closing: 8.23
Suspenses Met 71 (85.54%)Suspenses Missed: 12(14.46%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
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9/25/2012 Item 10.J.
Suspenses were Missed on Average 20.75 Days After the Suspense Date. E
Overall Suspense Average 7.07
Report Summary:Alexandra Scardino 64 entries.
Average Number of Days an Issue was Opened before Closing: 6.55
Suspenses Met:48(75%)Suspenses Missed: 16(25%)
Suspenses were Met on Average 4.17 Days Before the Suspense Date.
Suspenses were Missed on Average 13 Days After the Suspense Date.
Overall Suspense Average 6.38
Report Summary: Evelyn Prieto 24 entries.
Average Number of Days an Issue was Opened before Closing: 12.83
Suspenses Met: 13(54.17%)Suspenses Missed:11 (45.83%)
Suspenses were Met on Average 4.15 Days Before the Suspense Date.
Suspenses were Missed on Average 29.09 Days After the Suspense Date.
Overall Suspense Average 15.58
Report Summary: Jennifer Rainey 45 entries.
Average Number of Days an Issue was Opened before Closing:8.22
Suspenses Met:37(82.22%)Suspenses Missed: 8(17.78%)
Suspenses were Met on Average 4.27 Days Before the Suspense Date.
Suspenses were Missed on Average 28.88 Days After the Suspense Date.
Overall Suspense Average 8.64
Report Summary: Kristi Bartlett 55 entries.
Average Number of Days an Issue was Opened before Closing: 3.04
Suspenses Met:51 (92.73%)Suspenses Missed: 4(7.27%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 30.75 Days After the Suspense Date.
Overall Suspense Average 6.65
In addition 70 referred entries.
Avow
Packet Page-808-
I I
9/25/2012 Item 10.J.
TOTAL RATING: 21
II
COMMENTS;
Please submit annual review in May.
Self evaluation should not be changed without the consent of the Board.
Prepare and present the budget for the Board of County Commissioners. Timely and
accurately administer and monitor the budget throughout the fiscal year,including review of all
Field Purchase Orders and Purchase Orders;approve all purchases for the Board of County
Commissioners office;seeks the best solutions and business practices to ensure fiscally
responsible,mutually beneficial decisions on behalf of the taxpayers and the County
Teamwork is Key to the success to the Commission Office.
Packet Page-809-
9/25/2012 Item 10.J.
Please do not allow County Staff schedule workshops or meeting without coordination with
Commissioners
ostip
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9/25/2012 Item 10.J.
FY 2012 Action Plan
Ian Mitchell, Executive Manager to the Board of
County Commissioners
The following Action Plan has been developed in an effort to provide clear
expectations for the Executive Manager to the Board of County Commissioners for the
period from June 2011 through July 2012. The Action Plan is based on the broad
areas generally expected to be performed by the Executive Manager.
The Board of County Commissioners is asked to perform an annual evaluation of the
Executive Manager's performance by rating each of the following performance
objectives utilizing the following rating factors. Individual evaluations will be totaled
and averaged to determine the Board's collective position.
Type of Evaluation: X Annual Special Reason
Time in Classification: 1 Year Review Dates: 5-31-2011 to 7-31-2012
• RATING FACTORS:
Exceptional = 5 Highly Successful = 4
Successful = 3 Development Required = 2
****************************************************************************
TOTAL RATING: t <O SEA= +4 l�WCA2 C�
at-Al law I ► -�
Commissioner Date
110
Packet Page-811-
9/25/2012 Item 10.J.
Evaluation Rating Document
ea.
Key Results Area Measure Rating
BUDGET AND OTHER FISCAL Prepare the budget for the Board of County
ISSUES Commissioners. Timely and accurately administer and
monitor the budget throughout the fiscal year, including
review of all Field Purchase Orders and Purchase .�
Orders; approve all purchases for the Board of County
Commissioners office; seeks the best solutions and
business practices to ensure fiscally responsible,
mutually beneficial decisions on behalf of the taxpayers
and the County
Comments regarding Budget and Other Fiscal Issues
The budget for F2013 shows an increase of 4.24% over the budget level for F2012. Operating
*expenses have been reduced by 4.08%.What is problematic within the BCC budget is we examine the
budget at a cost center level as against fund level. This gives very little chance to continue meeting the Auk
goal set by the Board but does challenge the department to continue to monitor costs and look for
savings.
For the Commissioners as elected officials,the State dictates salary and pension. Costs for such items
as computer support and telephone service are also apportioned by other county departments so the
total number of line items and percentage of the budget I can apply cost savings against diminishes.
The reality of the budget at the cost center level is that 98% is dictated by outside sources and other
county departments so other than head count reduction is difficult to adjust.
This aside,the BCC office has in the last 12 months taken steps to ensure we are economizing where
we can. In the year we have seen a marked increase in the number of copies generated. Economizing
with double sided printing is encouraged unless a Commissioner does not want documents presented
this way. Color printing is discouraged unless it has definite impact on the document.The BCC
stationary is now printed in house.
The previous year to allow the aides to become a greater part of the budget and solutions we had
assigned responsibility for certain line items to the aides,they manage the purchase orders and
processing the invoices.This motivates the office to generate ideas and with this input to change
procedures that during the year has been very positive and a positive for the department.
•
4
Packet Page-812-
9/25/2012 Item 10.J.
1)
PERSONNEL RELATED ISSUES Interview,hire, supervise,train, evaluate, discipline and
coordinate activities of administrative staff of the Board
of County Commissioners' office and keep affected
commissioners informed of decisions; foster a "team
environment" and regularly demonstrate the ability to
work in cooperation with co-workers and others on the
job; behavior towards co-workers demonstrates positive
support and respect;provide coaching, counseling,
mentoring, encouragement, guidance and support of
employees' own personal development and
improvement efforts; conduct weekly staff meetings
with the Administrative staff of the Board of County
Commissioners' office; inspire and motivate employees
to embrace the vision and mission statement and to
perform to the highest degree possible; sets aggressive
goals and objectives for employees,holds employees
accountable and evaluates performance
Comments regarding Personnel Related Issues
Fiscal 2012 will be marked as.a difficult year.During this period we have worked very diligently to
foster a team spirit and have had several events that have involved all the aides and this has been a
positive force within the office.
The reality of having a permanent second location is still not fully accepted. It is a major change in
how we are structured and with patience the reality and willingness to absorb the change is taking
hold.
Reorganizing the office to a new layout has been a positive and the aides are more upbeat in their
outlook as it gives them an environment that has improved the privacy aspect of their work and
greater ownership of their work areas.
Another major and positive change is the way we now operate the reception area. It is no longer
necessary to have anyone on the front desk other than on the Board meeting days and the day
preceding a Board meeting. We are always sensitive to the visitor flow.A new camera system has
allowed us to be able to stream the output directly to the computers. This gives each person the ability
to have one screen devoted to the reception camera,if it is their day for covering.Productivity is
improved as each can continue to work at their desk.
i
The SIRE agenda system is proving itself as a great asset and as we continue to gain knowledge is
proving very useful. To augment this we have taken advantage of the ability to use the IPad
I technology for the board meetings and this has shown a saving to the County Managers department as
Packet Page-813-
9/25/2012 Item 10.J.
we now require less budget packages.
iiiiik
The staff are actively encouraged to take advantage of County training and supported with time to
attend.
We have held regular staff meetings and worked towards improving communication.We quickly
convene if a particular item needs group discussion. The office still has the ability to improve on work
ethic and respect for each other. Fostering a more integrated team within the confines of five
Commissioners is a continuing focus for the coming year.
ADVISORY BOARDS Coordinate advisory committees and/or task forces
initiated by the Board of County Commissioners,
including sending out letters of term expirations,press
releases, coordinating with Elections to ensure they are
electors, coordinating with staff for recommendations,
preparing executive summaries and presenting to the
Board of County Commissioners at meetings,notifying
all applicants of appointments, maintain current 3
membership lists, maintain up-to-date files on all
advisory committees and schedule and prepare New
Service Awards and Outstanding Member Programs;
act as Liaison with the Division of Elections for
II reporting Minority and Physically Disabled
Appointments
Comments regarding Advisory Boards
The advisory committees are a major element within the BCC office.We currently have 48 advisory
boards, committees and authorities.The membership constantly changes and involves the need to
inform, advertise,work with the staff liaison, involve staff,monitor timelines and responses and in the
final stage, prepare the documents for Board perusal and approval.
The membership list consists of 315 Collier citizens.As they reach multiples of 5 years we present
service awards and also have advisory members of the month and year.
Certain boards are quasi judicial and require financial filings by the members.The responsibility to
ensure they meet the deadlines falls on this office. The ability to work with the elections office and
with the support of the County Attorney's office has made it a rewarding year also assisting greatly in
absorbing the intricacies of the advisory boards.
It is essential to have knowledge of the ordinances and statutes that cover the advisory boards.In
addition it has been very important to form a working relationship with both the staff liaisons and the
advisory board chairmen.
At the beginning of each year at the request of the State I reported on the changes to the boards with
Seference to minority and physically disabled appointments. This was completed on time and
submitted. OW
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9/25/2012 Item 10.J.
CUSTOMER SERVICE/
COMMUNICATIONS Exhibit helpful, courteous and appropriate conduct
towards customers and others; act in a professional
manner and promote the concept of professionalism
with the public, BCC staff, constitutional officers and
co-workers by portraying a positive demeanor and
engaging in activities that instill confidence and respect
for the BCC and BCC office; acts as an ambassador of
Collier County Government both inside and outside of
the workplace; listens and responds to public requests
while anticipating future needs; interpersonal 2-
interactions are positive and proactive with
communication of information being the highest
priority; Maintain frequent communication with all
levels of County government, external agencies, local
businesses, community groups,the media,constituents,
and the general public; coordinate the collection and/or
distribution of information pertaining to the Board of
County Commissioners' activities
Comments regarding Customer Service/Communications
•
The year has shown the strength of the BCC office in handling all aspects of citizen and staff
interactions.Through the year the aides and I have worked continuously to build on all aspects of this
section of the action plan. The success is evident as the department operates at a continuous high level
of customer,colleague and Commission customer service and communication level.
It is a fact of our employment that in the build up to an election additional strains are put on the
department due to outside forces that can be positive but are mainly negative. The BCC office has no
involvement in the election process but the increase in public record requests and public scrutiny does
challenge the department as it strives to provide customer service excellence.
The aides in the last 12 months forwarded 341 items into Aims. This is an indication of the extensive
nature of the aide's interactions with citizens and their issues. It should be taken into account that
invariably an Aims item involves several phone calls and communication with a variety of sources. In
the last year this has been a major accomplishment for the office.Attached to this document are the
statistic details for the individual aides. The average response time for all the aides is 7.84 days.
Aims is a system that works exceptionally well and in the coming year,working with the County
Manager,I hope to encourage the Commissioners and the BCC office to utilize the program to the
fullest extent possible.
Cthe coming year I will continue to focus on all elements of this part of my work plan.It is an area
n
hat always requires continuous endeavor.
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9/25/2012 Item 10.J.
BOARD OF COUNTY Attend Board of County Commissioners' meetings and
COMMISSION MEETINGS workshops as needed; prepare items for the Board of
County Commissioners' agenda; coordinate workshops,
evening public hearings;prepare original documents for
signature and assist Chairman; coordinate and
announce registered speakers; participate in emergency
events and meetings, filling whatever role deemed 3
necessary in an emergency situation; Attend Strategic
Planning Sessions to coordinate commissioners'
schedules and commitments
Comments regarding Board of County Commission Meetings
During the year I was in attendance at all the BCC Board meetings with the exception of the budget
review meeting of late June. The BCC boardroom has been very well utilized in the last 12 months
and I have maintained a calendar that is issued each Friday.
The support I receive from the communications team is exemplary. They have been very responsive to
the requirements of the Commissioners and in making the meeting days run as smoothly as possible.
In replacing the cameras and then working with redesigning the lighting, the quality and comfort
within the board room has increased immeasurably.
.The same level of support has been received from facilities and as a department is always responsive
and has worked diligently to see the set up and breakdown for workshops has been carried out in a
timely manner.
The workshop meeting at North Naples Water park is an example of how coordinated the whole
boardroom team has become. The logistics involved at first was daunting, but with an eye to detail the
meeting was set up to run smoothly.
Working with the support of the County Attorney's office and the County Manager's office it has
been possible to refine and improve on certain processes that Iead to the meeting and take place
during the meetings. By bringing a more flexible attitude to the complexities of the Commission
meetings it has definitely had a positive effect.
The opportunities to increase the use of well proven technology is to be explored and thus making
information more quickly available to the Commission. By capitalizing on what is readily available we
should be able to continue to refine the process. With an attitude of constant review we should be able
to improve the structural qualities of the meetings.
•
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9/25/2012 Item 10.J.
GENERAL Act as coordinator between the Board of County
Commissioners and the Commission on Ethics,
including, acting as Local Agency Coordinator for the
financial disclosure notification system and working
with advisory board members, elected officials and
county employees; Coordinate Value Adjustment
Board events including working with the clerk's office,
county attorney and school board to set dates,prepare
executive summary for Board of County
Commissioners approval, and coordinate with
secretaries for commissioners' calendars;Accept advice
and constructive feedback agreeably and modifies
behavior accordingly; attend at least two pre-approved
government related conferences and one management
conference annually, and share conference notes and
information with administrative staff and
Commissioners; maintain the confidence and trust of
the Commission by not divulging information or
discussing information with inappropriate parties; meet
with the Finance Director from time to time regarding
original documents; meet with the County Manager's
Office to coordinate issues between offices; drives the
efforts of the team in meeting or exceeding established
deadlines with results that are thorough and accurate;
works with team members both inside and outside of
the department to accomplish organizational goals.
Comments regarding General
During the year I have worked successfully with the Commission on Ethics and as local agency
coordinator ensured full compliance by all reporting members in the timeframe set. In addition as we
have made changes to boards and committees I have updated the database with the Commission on
Ethics and continue to develop a relationship with the staff.
Working closely with Minutes and Records of the Clerk's office I have covered all the required
aspects of the Commission involvement in the Value Adjustment Board. In addition we have worked
diligently to ensure the documents we process meet all the requisite standards.
The coordination of the Commission with the various outside and internal agencies that require
meetings with the BCC has been successfully achieved and building effective communication with
these agencies has been a priority. The managing of the boardroom calendar is a task that is
continuous and each week an update is forwarded across the full county government. Working with
the administrative staff to ensure full utilization of the boardroom asset has been successfully achieved
and the outside agencies that take advantage of the facility have also been given a level of service that
has reflected well on the BCC office.
The BCC office currently enjoys a positive position within the county.In the last 2 years we have
focused on maintaining a relationship with all departments and this has worked as we see how
receptive and reactive our colleagues are to the BCC requests.
Packet Page -817-
9/25/2012 Item 10.J.
Due to budget constraints no external training has occurred but when it is opportune I would like to
attend FAC training.
EFFECTIVENESS AND Organizes work and prioritizes specific and attainable
PRODUCTIVITY goals;monitors work, creates focus and eliminates
roadblocks;produces quality work in accordance with
schedules and deadlines; seeks new technologies and
methods to improve quantity and quality of
work/services; understands the roles and 2
responsibilities of others; understands policies,
procedures,rules, regulations and applicable
ordinances; conceives and recommends creative ideas;
understands and manages the creative process and
utilizes good judgment.
Comments Effectiveness and Productivity
The Board of County Commissioner's office provides effective support to the 5 Commissioners. The
reorganization of the office and the spreading of the work load to more effectively match the two
offices is a work in progress.The reconfiguration of the work cubicles has given a more productive
environment.The evolving reorganization of the reception is proving effective and we continue to
Othink of ways to improve the functionality of all the offices.
Allks
The sound damping installation was not successful and after a long trial was removed. From all
perspectives the office functions efficiently and as could be expected from any small group continues
to challenge itself as the experience and personalities of the staff express themselves.
The North Naples office at the Government Center is now fully operational. Communication lines
with both the aide and Commissioner continue to be improved.Keeping the aide integrated into the
office information flow has been difficult but in the last few months has with focus shown what can be
achieved.
The manager of Minutes and Records conducted training with the aides to give them the requisite
knowledge to be able to research documents etc on the Clerks web site and this training has increased
our ability to find documents quickly and effectively.
The office is effective and productive.
AIMS DATA
Report Summary: Paula Springs 83 entries.
Average Number of Days an Issue was Opened before Closing: 8.23
• Suspenses Met: 71 (85.54%) Suspenses Missed: 12 (14.46%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 20.75 Days After the Suspense Date. oolik
Overall Suspense Average 7.07
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Report Summary: Alexandra Scardino 64 entries.
Average Number of Days an Issue was Opened before Closing: 6.55
Suspenses Met: 48(75%) Suspenses Missed: 16 (25%)
Suspenses were Met on Average 4.17 Days Before the Suspense Date.
Suspenses were Missed on Average 13 Days After the Suspense Date.
Overall Suspense Average 6.38
Report Summary: Evelyn Prieto 24 entries.
Average Number of Days an Issue was Opened before Closing: 12.83
Suspenses Met: 13 (54.17%) Suspenses Missed: 11 (45.83%)
Suspenses were Met on Average 4.15 Days Before the Suspense Date.
Suspenses were Missed on Average 29.09 Days After the Suspense Date.
Overall Suspense Average 15.58
Report Summary: Jennifer Rainey 45 entries.
Average Number of Days an Issue was Opened before Closing: 8.22
Suspenses Met: 37 (82.22%) Suspenses Missed: 8 (17.78%)
Suspenses were Met on Average 4.27 Days Before the Suspense Date.
Suspenses were Missed on Average 28.88 Days After the Suspense Date.
Overall Suspense Average 8.64
Report Summary: Kristi Bartlett 55 entries.
Average Number of Days an Issue was Opened before Closing: 3.04
Suspenses Met: 51 (92.73%) Suspenses Missed: 4 (7.27%)
Suspenses were Met on Average 4.76 Days Before the Suspense Date.
Suspenses were Missed on Average 30.75 Days After the Suspense Date.
Overall Suspense Average 6.65
In addition 70 referred entries.
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TOTAL RATING: 1.6
•
COMMENTS;
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Commissioner Georgia Hiller's Comments to the FY 2012 Performance Appraisals/
Pay Raise Requests/Employment Contract Modifications for
County Manager Leo Ochs, County Attorney Jeff Klatzkow,
and Executive Manger to the BCC Ian Mitchell
The upcoming Board of Commissioners meeting on September 25, 2012 is not the appropriate
time to review the FY 2012 Performance Appraisals, requests for increases in pay, and
employment contract modifications for County Manager Leo Ochs, County Attorney Jeff
Klatzkow,and Executive Manger to the BCC Ian Mitchell.
The sitting lame duck board should not bind the future new board (which will be seated after
November 20, 2012) in such a manner as to saddle the new board and the taxpayers of Collier
county with contractual and/or financial obligations which may not be acceptable.
The current contracts should remain unchanged until the first board meeting in December when
the newly seated board can decide on an appropriate course of action.
I am providing the numerical ratings for the three performance appraisals presented, however, I
will discuss these ratings only when the new board is seated. The new board should have the
opportunity to discuss these performance evaluations and contracts in detail.
Waiting two months should not be an issue. Taking any action at this time would be nothing
more than an attempt by this current lame duck board to bind the future new board in a manner
which could only be undone at substantial cost to the taxpayers of Collier county. This would be
unacceptable.
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EXECUTIVE MANAGER TO THE BOARD OF COUNTY COMMISSIONERS
EMPLOYMENT AGREEMENT Atik
THIS EMPLOYMENT AGREEMENT (hereinafter referred to as "Agreement") is made
and entered into this day of by and between COLLIER COUNTY, a political
subdivision of the State of Florida, by and through its Board of County Commissioners (hereinafter
referred to as "COUNTY") and IAN MITCHELL (hereinafter referred to as "EMPLOYEE"), both
of whom understand as follows:
WITNESSETH :
WHEREAS, from 2009 to 2010 EMPLOYEE has served Collier County in his capacity as
office supervisor for the Board of County Commissioners (sometimes referred to herein as the
"Board" or the "BCC") and has demonstrated the professional and administrative competence
desired by the COUNTY; and
WHEREAS, the COUNTY desires to employ the services of EMPLOYEE as the Executive
Manager to the Board of County Commissioners; and
WHEREAS, EMPLOYEE desires to be employed as the Executive Manager to the Board of
County Commissioners; and
WHEREAS, it is the desire of the COUNTY (1) to secure and retain the services of
EMPLOYEE and to provide inducement for him to remain in such employment; (2) to make
possible full work productivity by assuring EMPLOYEE's morale and peace of mind with respect to
employment security; and (3) to provide a specific term for the employment with a just means for
terminating EMPLOYEE's services.
NOW THEREFORE, in consideration of the mutual covenants hereinafter set forth and for
other such good and valuable consideration, the receipt of which the parties hereto expressly
acknowledge, the parties covenant and agree to the following terms and conditions:
Section 1. Duties:
EMPLOYEE is hereby employed as, and shall have the authority, duties and responsibilities
of, Executive Manager to the Board of County Commissioners' office. EMPLOYEE shall act as
office manager to the Board of County Commissioners (Board). EMPLOYEE shall report directly
to the Board and shall have sole responsibility for the employment and management of the
administrative staff and operation of the Board of County Commissioners' Office. EMPLOYEE's
general job description is attached as Exhibit 1.
In addition, EMPLOYEE is considered essential personnel and is required to be on site and
participatory during an emergency event or meeting. EMPLOYEE shall also develop written
policies for the day to day business of the office and such policies shall be approved by the Board.
EMPLOYEE is responsible for training new administrative staff and ensuring that duties are equally
distributed. EMPLOYEE shall either redistribute the responsibilities and workload of a
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Commissioner's Aide if the Aide is ill or on an excused absence and no temporary replacement is
available or EMPLOYEE shall assume the absent Aide's responsibilities.
Section 2. Administrative Staff:
As stated in Section 1 above, EMPLOYEE shall have direct responsibility for the
employment and management of the administrative staff, i.e., Commissioner Aides and
Receptionist, in consultation with the Board of County Commissioners, as follows:
A. The recruitment of an aide for each Commissioner will be achieved with full
consultation of the specific Commissioner for whom the aide is to work. The
recruitment procedure will follow the established policies of the County's
Human Resources Department and the assigned Human Resources Generalist
will assist with the recruitment. Upon achieving a short list of candidates, the
specific Commissioner will meet with each of the candidates and then
communicate his or her observations and hiring recommendation to the
Employee so that an offer of employment can be made. The recruitment of a
general office position (e.g., a Receptionist) will follow the same procedure
except that the participation and communication of each Commissioner will be
had prior the Employee extending an offer of employment.
B. The Employee will implement discipline within the office in accordance with
CMA # 5351. When appropriate, after full communication and concurrence with
the specific Commissioner for an individual Aide, the standard disciplinary
procedures involving memorandums of concern, supervisory logs, written
counseling and behavior action plans for suspension, demotion, and termination
will be implemented. The Employee will confer with all the Commissioners, if
any disciplinary action will impact another Commissioner's ability to perform his
or her duties. Should there be any disagreement on a particular course of
disciplinary action that cannot be resolved, the matter will be brought before the
Board of County Commissioners for a recommended course of action. Verbal
counseling by the Employee will not require prior discussion with a specific
Commissioner but that Commissioner will be appraised of any such action taken.
The job descriptions of the Administrative staff are attached as Exhibit 2. Administrative
staff shall have the same benefits including without limitation, all salary adjustments, cost of living
increases and merit pay consideration as employees under the County Manager agency and shall
follow the same personnel rules and procedures as adopted by the County Manager as they currently
exist or may be revised from time to time (the words "Executive Manager to the Board of County
Commissioners" shall replace "County Manager" or"County Administrator" where applicable).
With Board approval, EMPLOYEE may also elect from time to time to opt out of County
Manager rules and procedures or change those rules and procedures that would otherwise apply to
administrative staff The EMPLOYEE shall work with the Office of the County Attorney to
develop a Confidentiality Agreement, subject to Board approval, that prevents the divulgence,
disclosure and release of confidential and/or sensitive information acquired during the course of the
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EMPLOYEE's and the Executive Aides' employment with the Board not otherwise authorized or
compelled by law.
EMPLOYEE acknowledges and agrees that Commissioner Aides may freely meet with the
Commissioners to whom they are assigned to discuss issues or carry out assignments without the
permission but with the knowledge of EMPLOYEE unless designated confidential by the
Commissioner. Administrative staff shall be evaluated for purposes of performance appraisals and
merit pay consideration by the EMPLOYEE in conformity with criteria and procedures as set forth
in the Policies and Procedures of the County Manager agency after consultation with any
Commissioner(s) to whom any particular staff member may be assigned. Any conflict between a
Commissioner and EMPLOYEE regarding the evaluation of an administrative staff member shall
be resolved by the full Board of County Commissioners.
Section 3. Term of Employment:
A. EMPLOYEE agrees to remain in the exclusive employ of COUNTY for a period of
four (4) years and to neither accept other employment nor to become employed by any other
employer until termination of employment pursuant to this Agreement. The term of this Agreement
runs from May 27, 2010 through May 26, 2014.
B. Nearing the conclusion of the employment period stated herein and any applicable
extensions, this Employment Agreement may be re-negotiated by the COUNTY. The EMPLOYEE
shall be given one hundred eighty (180) days notice of Board's intent to re-negotiate the Agreement
or to allow the Agreement to expire without re-negotiation. In the event the Board does not give
notice to re-negotiate the Agreement shall expire and no salary, deferred compensation severance
payment or insurance benefits shall be provided EMPLOYEE or his.dependents upon the expiration
of the Agreement. Elements of this Agreement may be changed at any time when mutually agreed
upon by the COUNTY and the EMPLOYEE.
C. Nothing in this Agreement shall prevent, limit or otherwise interfere with the right of
the COUNTY to terminate the services of EMPLOYEE at any time, subject only to the provisions
set forth in Section 6 of this Agreement.
D. Nothing in this Agreement shall prevent, limit or otherwise interfere with the right of
the EMPLOYEE to resign at any time from his position with COUNTY, subject only to the
provisions set forth in Section 7 of this Agreement.
Section 4. Suspension:
COUNTY may suspend the EMPLOYEE with full pay and benefits at any time during the
term of this Agreement, but only if:
A. A three fifths majority of the Board and EMPLOYEE agree, or;
B. After a public hearing, a three fifths majority of the Board votes to suspend
EMPLOYEE for just cause, provided, however, that EMPLOYEE shall have been
given written notice setting forth any charges at least ten (10) days prior to such Ankh
hearing by the Board of County Commissioners' member(s) bringing such charges.
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Just cause shall include only willful misconduct or willful failure or disregard of
EMPLOYEE's duties under this Employment Agreement.
Section 5. Salary:
A. COUNTY agrees to pay EMPLOYEE for his services rendered pursuant hereto an
annual base salary of$64,444.00 payable in biweekly installments.
B. COUNTY and EMPLOYEE agree that the Action Plan criteria in Section 9 and the
attached Job Description shall be used to evaluate the EMPLOYEE's performance. Such annual
performance based merit adjustment shall not exceed a maximum of ten percent (10%) of the
EMPLOYEE's annual base salary. The minimum increase for satisfactory performance under such
performance based merit system will equal the average percentage salary adjustment provided to all
County employees for the given fiscal year or three percent (3%) whichever is greater. All such
merit adjustments shall be included in the EMPLOYEE's base salary or provided as a one-time
lump sum bonus, as determined by the COUNTY.
C. On the date that general wage adjustments (i.e., cost of living adjustments, special
study pay adjustments, etc.) are granted generally to Collier County employees, EMPLOYEE's base
salary shall be modified to reflect the general wage adjustment granted to other County employees.
Section 6. Termination and Severance Pay:
A. COUNTY may terminate the employment of EMPLOYEE during the pendency of this
Agreement, without notice and without any obligation to pay the severance pay designated in this
Section, as follows:
1) EMPLOYEE is convicted of any felony or any crime involving moral turpitude
or dishonesty.
2) EMPLOYEE uses illegal drugs;
3) EMPLOYEE commits any act or acts that harm the COUNTY's reputation,
standing, or credibility within the community.
B. Except as set forth in Subsection 6.A above, in the event the COUNTY desires to
terminate EMPLOYEE during such time that EMPLOYEE is willing and able to perform the duties
of Executive Manager to the Board of County Commissioners, COUNTY may do so only in the
following manner:
1) A resolution of intent to terminate EMPLOYEE shall be adopted by an
affirmative vote of a three fifths majority of the entire membership of the Board only
after said resolution has been placed on the agenda of a regularly scheduled Board
meeting and where said agenda item has been included as a part of the published
agenda of the Board meeting.
2) Upon adoption of a resolution of intent to terminate EMPLOYEE, the
Board may consider the adoption of a resolution terminating EMPLOYEE at a
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regularly scheduled meeting of the Board not less than fourteen (14) days thereafter.
The resolution terminating EMPLOYEE shall require an affirmative vote of a three
fifths majority of the entire membership of the Board for adoption. In the event of
termination, such termination shall be effective at such time and upon such conditions
as may be set by the Board in the resolution terminating EMPLOYEE.
C. In the event of termination in accordance with the procedures set forth in Subsection
6.B, COUNTY agrees to pay EMPLOYEE, in addition to any amounts then due EMPLOYEE, a
lump sum cash payment equal to six (6) months aggregate salary within ten (10) working days after
the effective date of termination.
EMPLOYEE shall also be compensated in accordance with CMA #5360 — Leaves of
Absence for all vacation, holidays, and other accrued benefits to date. EMPLOYEE's individual
health, dental and term life insurance and dependent health insurance benefits shall be provided for
a period of twelve (12) months after termination.
Section 7. Resignation:
In the event EMPLOYEE voluntarily resigns his position with COUNTY, before expiration
of the aforesaid term of his employment, the EMPLOYEE shall give COUNTY sixty (60) days
notice in advance. If EMPLOYEE voluntarily resigns, providing COUNTY with less than sixty
(60) days notice, EMPLOYEE shall forfeit any payment for accrued leave otherwise due and
owing.
Section 8. Disability:
If EMPLOYEE is permanently disabled or is otherwise unable to perform his duties because
of sickness, accident, injury, mental incapacity or health for a period of four (4) successive weeks
beyond any accrued leave, COUNTY shall have the option consistent with applicable law to
terminate this Agreement, subject to the severance pay requirements of Section 6C.
Section 9. Performance Evaluation:
The COUNTY shall review and evaluate the performance of the EMPLOYEE in accordance
with the performance-based merit system as provided in Section 5. Written evaluations based on
said performance system will be provided by each County Commissioner to EMPLOYEE prior to
November 2010, and prior to each November thereafter for the term of this Agreement. A summary
of all evaluations will be prepared by the EMPLOYEE, distributed to the COUNTY, and placed on
the Board agenda for the last meeting in November September for the term of this Agreement. A
merit system wage adjustment will take effect on November 2010 and each November thereafter for
the term of this Agreement. An updated Action Plan for EMPLOYEE will be developed in good
faith between the Board of County Commissioners and EMPLOYEE and adopted by the Board in
November of each fiscal year for implementation in the next fiscal year.
EMPLOYEE's performance evaluation shall be based upon, but not be limited, to the
following criteria:
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(a) Whether EMPLOYEE fosters a "team environment" and regularly demonstrates the
ability to work in cooperation with co-workers and others on the job.
(b) Whether EMPLOYEE exhibits helpful, courteous and appropriate conduct towards
customers and others.
(c) Whether EMPLOYEE accepts advice and constructive feedback agreeably and
modifies behavior.
(d) Whether EMPLOYEE acts in a professional manner and promotes the concept of
professionalism with the public, BCC staff, constitutional officers and co-workers by
portraying a positive demeanor and engaging in activities that instill confidence and
respect for the BCC and BCC office.
(e) Whether EMPLOYEE's behavior towards co-workers demonstrates positive support
and respect.
(f) Whether EMPLOYEE provides encouragement, guidance and direction to
administrative staff with regard to development and improvement.
(g) Whether EMPLOYEE coaches, counsels and helps administrative staff to improve
office interaction, efficiency and to develop career plans.
(h) Whether EMPLOYEE maintains the confidence and trust of the Commission by not
divulging information or discussing information with inappropriate parties.
(i) Whether EMPLOYEE participates in emergency events and meetings, filling whatever
role deemed necessary in an emergency situation.
(j) Whether EMPLOYEE enables administrative staff to achieve potential career
progression by encouraging and allowing attendance at appropriate continuing
education and career-related classes.
Commissioners may solicit input from any source, internal or external, when conducting the
EMPLOYEE's performance evaluation.
Section 10. Hours of Work:
All duties required hereunder shall be performed by the EMPLOYEE personally, or through
the assistance of such Board of County Commissioners' office employees and EMPLOYEE shall
assume full responsibility for such performance. Nothing herein shall be deemed to absolve the
EMPLOYEE of personal responsibility for the duties set forth herein. The EMPLOYEE shall be
"on-call" twenty-four(24) hours a day, available to perform said duties and agrees to make himself
available as needed during said period. The manner and means of performance of the duties herein
shall be determined by the EMPLOYEE. All acts performed by the EMPLOYEE, explicitly or
implicitly, on behalf of the County, within the scope of his employment, shall be deemed authorized
by the County as its agent, except that any act which constitutes willful misconduct or which may
be unlawful shall be deemed to be an individual act of the EMPLOYEE without authority of the
County.
Section 11. Insurance, Vacation, and Sick Leave:
A. COUNTY agrees to maintain in force for EMPLOYEE all health, life insurance or
other insurance policies provided by COUNTY to its other employees.
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B. EMPLOYEE shall continue to accrue vacation, personal leave and sick days at the
same rate as other County employees. EMPLOYEE is highly encouraged to utilize his vacation
leave days not only for the EMPLOYEE's individual health and welfare, but also for the increased
effectiveness, and efficiency of the County as a whole. Unused vacation leave will be paid at
EMPLOYEE's current rate of salary upon termination, resignation or contract expiration.
C. COUNTY agrees to put into force and to make required premium payments for
EMPLOYEE for insurance policies for life, accident, disability income benefits, major medical, and
dental, and dependent's coverage group insurance covering EMPLOYEE and his dependents. Term
life insurance for EMPLOYEE shall be provided at a level of three times (3x) EMPLOYEE's annual
base salary. Disability insurance income benefits shall be at fifty percent (50%) of EMPLOYEE's
annual base salary. EMPLOYEE shall continue to have the option of participating in the County
Leave Bank.
D. All provisions of law and regulations and rules of the COUNTY relating to holidays
and other fringe benefits and working conditions as they now exist, or hereafter may be amended,
shall also apply to EMPLOYEE in the manner that they apply to other employees of the COUNTY,
in addition to benefits specifically enumerated in this Agreement.
E. COUNTY agrees that annually, on the EMPLOYEE's anniversary date of
employment with the County, the EMPLOYEE will be paid for all hours of accrued vacation leave
that exceeds three hundred-sixty(360)hours.
Section 12. Retirement:
Aew
EMPLOYEE shall continue to participate in the Florida Retirement System and receive the
same privileges and contributions as he received prior the execution of this Agreement. COUNTY
agrees to execute all necessary agreements provided by ICMA Retirement Corporation (ICMA-RC)
or NACO Public Employees Benefit Services Corporation (as determined by EMPLOYEE) and the
Florida Retirement System for EMPLOYEE's continued participation in said retirement plans.
Section 13. Dues and Subscriptions:
COUNTY agrees that the public is served by EMPLOYEE's participation in professional
organizations that enhance his professional development and in community organizations through
which EMPLOYEE can enhance the level of service provided to the COUNTY and its citizens.
COUNTY will budget for and pay for professional dues and subscriptions of EMPLOYEE
necessary for his continuation and full participation in national, regional, state, and local
associations and organizations necessary and desirable for his continued professional participation,
growth, and advancement, and for the good of the COUNTY.
Section 14. Professional Development:
COUNTY agrees to budget for and to pay for travel and subsistence expenses of
EMPLOYEE for short courses, institutes, and seminars that are necessary for his professional
development and for the good of the COUNTY.
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Section 15. Bonding:
COUNTY shall bear the full cost of any fidelity or other bonds required of the EMPLOYEE
under any law or ordinance.
Section 16. Other Terms and Conditions of Employment:
A. COUNTY shall provide EMPLOYEE at COUNTY expense a cell phone and any
necessary cellular service for use in carrying out EMPLOYEE's duties and responsibilities.
COUNTY shall also provide EMPLOYEE at COUNTY expense a laptop computer and any
necessary related service for use in carrying out EMPLOYEE's duties and responsibilities. Upon
the termination of this Agreement, for whatever reason, EMPLOYEE shall immediately return the
cell phone, the laptop computer and any related equipment to the COUNTY. EMPLOYEE
acknowledges that these services are generally for COUNTY business and that any personal use
shall be paid proportionately by the EMPLOYEE.
B. COUNTY, in consultation with the EMPLOYEE, shall fix any such other terms and
conditions of employment, as it may determine from time to time, relating to the performance of
EMPLOYEE, provided such terms and conditions are not inconsistent with or in conflict with the
provisions of this Agreement or any other law.
Section 17. Notices:
Notices pursuant to this Agreement shall be in writing, transmitted by personal service or by
deposit in the custody of the United States Postal Service, postage prepaid, addressed as follows:
(1) COUNTY: Board of County Commissioners
Collier County Government Center
3301 East Tamiami Trail
Naples, Florida 34112
(2) EMPLOYEE: Ian Mitchell
9060 Palmas Grandes Blvd. Unit 104
Bonita Springs, Florida 34135
Section 18. General Provisions:
A. The text herein shall constitute the entire agreement between the parties and may not
be amended absent the mutual agreement of the parties as memorialized in a separate written
document.
B. This Agreement shall be binding upon and inure to the benefit of the heirs at law and
executors of EMPLOYEE.
C. This Agreement is a personal services contract and neither this Agreement nor
EMPLOYEE's obligations under this Agreement are assignable.
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D. If any provision, or any portion thereof, contained in this Agreement is held
unconstitutional, invalid or unenforceable, the remainder of this Agreement, or portion thereof, shall
be deemed severable, shall not be affected, and shall remain in full force and effect.
IN WITNESS WHEREOF, the Board of County Commissioners of Collier County, Florida
has caused this Agreement to be signed and executed in its behalf by its Chairman, and duly attested
by its Clerk to the Board, and the EMPLOYEE has signed and executed this Agreement, the day
and year first above written.
ATTEST: BOARD OF COUNTY COMMISSIONERS
DWIGHT E. BROCK, CLERK OF COLLIER COUNTY, FLORIDA
By:
By: DEPUTY CLERK FRED W. COYLE, CHAIRMAN
WITNESSES: EMPLOYEE:
Aollakc
IAN MITCHELL
Approved as to form and
legal sufficiency:
Jeffrey A. Klatzkow, County Attorney
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MEMORANDUM
DATE: August 24, 2012
TO: Board of County Commissioners
FROM: Ian Mitchell
RE: Executive Manager Performance Review 2012.
At the review of my performance last year, the Board recognizing my performance,
requested I present a justification for increasing my salary beyond the current terms of
my contract.
In retrospect, it did not seem appropriate at that time to provide the justification, but
wait until my second review date to provide the basis for a salary increase beyond the
current contract stipulation.
On June 12, 2012, at the Board meeting under Item 1OF the County Manager presented
an organizational chart of the proposed balanced organizational structure. Working with
this chart I have assessed the grading and payment structure that exists within the chart.
Removing all the contract positions, with the exception of my own, the average pay
grade for individuals listed is 30.5. The Executive Manager to the Board of County
Commissioners is assessed at a grade level of 23. On the chart the next lowest is a
grading of 29.
Reviewing the salary scales with the same comparison parameters, the average salary
range is $102,143 - $110,957. The salary for the Executive Manager to the Board of
County Commissioners is $64,444. For the next lowest grading of 29 on the chart the
range is $83,905 - $92,063.
The Board of County Commissioners office consists of 5 aides plus the manager and
the budget is at a cost center level. Within that framework and as detailed in the review
the responsibilities are far reaching and can have an immediate impact on the
Commission.
Extensive management experience is required to effectively manage the office of the
counties elected body. The Commissioners to function efficiently rely heavily on the
support staff to provide them the base from which to operate.
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Document review, the processing of contracts with the Chairman's signature is a task
that requires the upmost diligence and over the last year has involved well over 1400
documents. In conjunction with the County Attorney's office and the Clerk's office of
Minutes and Records the process between has been strengthened.
I would respectfully request the Board of County Commissioners address the anomaly
in the grading level and authorize an adjustment to the grading and salary for the next
fiscal year. I would also ask for confirmation of last year's evaluation so that the
contracted adjustment, which was denied, could be paid.
Ask
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Salary Matrix
Current salary 64,444
Salary should be 64,444 x 1.03= 66,377.32 (an increase of 1,933.32)
Salary Oct 1,2012 66,377.32 x 1.03= 68,368.64 (an increase of 1,991.32)
MIN MKTPT MAX
Grade 23 58,585 68,924 86,155
Grade 24 61,515 72,370 90,607
Grade 25 64,657 76,067 95,084
Grade 26 67,820 79,788 99,735
Grade 27 71,211 83,778 104,723
Grade 28 74,772 87,697 109,959
Grade 29 83,905 93,228 116,535
Taking salary from 68,368 to 83,905 is an increase of 15,537
10)Reclassifications: An employee who is reclassified to a higher-level classification may
receive a pay increase. If a pay increase is provided, it may be up to 10% over the current
base pay or an increase to the pay range minimum of the new classification,whichever is
greater. If the current base pay is within the pay range of the new classification,the base
pay may or may not change.Base pay increases in excess of 10% require the approval of
the Human Resources Director. (CMA 5341, Compensation Administration)
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