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Agenda 01/11/2011 Item #14A Agenda Item No. 14A January 11, 2011 Page 1 of 61 EXECUTIVE SUMMARY Recommendation to the Community Redevelopment Agency (CRA) to complete the 2010 annual performance evaluation for the Immokalee CRA Executive Director. OBJECTIVE: To complete the 2010 annual performance evaluation for the Immokalee CRA Executive Director. BACKGROUND: The Immokalee CRA Executive Director is a CRA contract employee that reports directly to the CRA Board and manages two CRA employees. She routinely meets with the CRA Board's appointed Immokalee Local Redevelopment Advisory Board to plan and execute the current CRA Immokalee Area Master Plan (lAMP) and Redevelopment Plan while working to develop the new lAMP, the Enterprise Zone Agency, and meets collectively and individually (when required) with CRA Board members to conduct CRA business and budgetary matters. The Local Advisory Board meets annually to determine the Immokalee CRA annual Operational Plan and the CRA Board in January to review and recommend approval of the Plan. CONSIDERATIONS: The Executive Director has enclosed a self-evaluation document that includes 2010 CRA objectives and accomplishments as well as goals for the upcoming two years. Enclosed also are the Local CRA Advisory Committee and IMPVC member's completed evaluation package as backup. Exhibit A is the Executive Director's self-evaluation, Exhibit B is the Operationai Pian Spreadsheet, Exhibit C is the appraisal of the Executive Director completed by Commissioner Coletta, with comments, Exhibit D is the spreadsheet compilation and summary of all CRA Advisory Committee and Exhibit E are the evaluations completed by the Advisory Committee. FISCAL IMPACT: Sufficient funds exist in the FY2011 Budget to fund the Executive Director's contract. No compensation adjustment is planned. GROWTH MANAGEMENT IMPACT: There is no growth management impact with this item. ADVISORY BOARD RECOMMENDATION: By unanimous vote, during the regular meeting of the Immokalee Local Redevelopment Advisory Board on December 15, 2010, the Immokalee CRA Advisory Committee voted to recommend to the CRA approval of the Immokalee Executive Director's evaluation. RECOMMENDATION: That the CRA Board complete the annual performance appraisal for the Immokalee CRA Executive Director. Prepared by: Penny S. Phillippi Executive Director, Immokalee Community Redevelopment Agency Item Number: Item Summary: Meeting Date: Agenda Item No. 14A January 11, 2011 Page 2 of 61 COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS 14A Recommendation to the Community Redevelopment Agency (CRA) to complete the 2010 annual performance evaluation for the Immokalee CRA Executive Director. 1/11/2011 9:00:00 AM Prepared By Penny Phillippi Immokalee County Redevelopment Agency Executive Director, Immokalee CRA Immokalee County Redevelopment Agency Date 12/17/20102:19:59 PM Approved By Penny Phillippi Immokalee County Redevelopment Agency Executive Director, Immokalee CRA Date Immokalee County Redevelopment Agency 12/21/20109:51 AM Approved By Michael Sheffield Assistant to the County Manager Date County Managers Office 12/29/2010 11 :49 AM Agenda Item No. 14A January 11, 2011 Exhffifl Aof 61 COLLIER COUNTY EMPLOYEE SELF-APPRAISAL FORM Name: Penny Phillippi Title: Executive Director Review Date: December 2010 Division: Community Redevelopment Agency Department: Immokalee Section: Section I - Performance Review A. Goals and Objectives: Please list and discuss major objectives and projects covered by this review. Briefly state the status of each. (Attach additional pages as necessary). The primary objective for the Immokalee CRA Director is the movement of the Immokalee Area Master Plan by which all other goals are driven. The goals of the Immokalee Area Master Plan remain (1) economic development, (2) housing, (3) infrastructure, (4) natural resources, (5) land use (6) design standards, and (7) inter-local and intergovernmental coordination. Primary Objective - Move the Immokalee Master Planning Process Forward The goal to move the Immokalee Master Plan forward, to include a redrafting the current Master Plan, a Future Land Use Map, creating a Transportation Plan, a. Public Realm/Town Design, Immokalee specific Land Development Codes, a Capital Improvements Plan and finally an updated Redevelopment Plan require ongoing and concentrated focus for CRA staff. Early in 2008, the Immokalee CRA office was created and staffed and the CRA contracted with RW A, Inc. to finalize the Immokalee Area Master Plan (lAMP). B. Accomplishments/Achievements: Please list and briefly describe the most important accomplishments you achieved during the past peTiormance appraisal period. (Attach additional pages as necessmy). 1. Economic Development 1.1 Attract New and Retain Existing Business Economic development remained the top priority for the Immokalee CRA staff during 2010. To this end, series of activities to further this priority have been implemented to enhance Immokalee's opportunity to develop new businesses and maintain existing business. Meeting with businesses who wish to open a business in Immokalee is an on- going activity at the Immokalee CRA. CRA staff met with 61 separate entities who wanted to open a business in Immokalee during 2010. Many were small businesses, some wishing to expand and others were entrepreneurs with grand hopes for green industries. Agenda Item No. 14A January 11, 2011 Page 4 of 61 The Florida Heartland Rural Economic Development Initiative (FHREDI) and Opportunity Florida received a grant under the new company Florida Rural Broadband Alliance (FRBA) which encompassed 23.7 million dollars and over 10 million in in-kind received from many the counties and cities. This grant will design a broadband network in Immokalee within 2011. One of the economic development policies in the draft Master Plan calls upon the Immokalee CRA to provide technical assistance to new or expanding businesses in the Urban Area. The CRA partnership with the Collier County Airport Authority Board to establish a learning laboratory for entrepreneurial enterprises in Immokalee found fruition with grant funding from Housing and Human Services' Community Development Grant Program (CDBG). These funds, added to CRA funds will allow the pilot Immokalee Business Development Center programs three years worth of operating capital. Staff is being interviewed and the doors will open early January 2011. Another lAMP objective under Economic Development is to provide financial incentives to businesses in Immokalee. The CRA implemented the Commercial Fa~ade Grant Program in October of 2008. Since that time, fifteen fac;:ade grants have been awarded to local businesses in Immokalee for a total of just over $200,000. The program has picked up momentum as businesses begin to see increased business by making repairs and by making the business more attractive. The CRA facilitate direct procedural and technical Enterprise Zone Program assistance to numerous businesses in our Enterprise Zone induding: 1. Ag- Tronix Agricultural Irrigation Systems 2. Roma in Havana Restaurant 3. AutoZone Stores, Inc. 4. Little Caesars Pizza 5. Dunkin Donuts 6. Stevie Tomatoes Sports Pub: Forms DR-26S and F-II56Z 7. Milagro Community Properties 8. Goddard Composite Roofing, Immokalee 9. Gonzalez Flea Market, Immokalee 10. Empowerment Alliance of Southwest Florida, Immokalee, Florida 11. Florida Non-Profit Services, Inc. 12. DLR Consulting Group (Eden Gardens II, LLC) 13. American Discount Pharmacy Corporation 14. Tax Credit Services (Family Dollar Stores, Inc.) 15. CVS Pharmacy, Inc. 16. AutoZone, Inc. 17. Walgreens, Inc. 18. Florida Specialties, LLC 19. Zone Advisors (Habitat for Humanity) 20. Cheney Landscaping Services, Immokalee, Florida 2 Agenda Item No. 14A January 11, 2011 Page 5 of 61 21. Lennar Homes LLC for the Trafford Isle Development, Immokalee, Florida Hurricane Wilma destroyed four large structures at the Immokalee State Farmer's Market and essentially froze that source of agribusiness in Immokalee and the surrounding area for the past six years. The total loss in local revenue was estimated at a half million dollars per year. At long last, the Florida Department of Agriculture has been awarded Federal Emergency Management Agency (FEMA) to replace the structures. During December 2010, the state awarded the contract for the construction to begin. 1.2 Marketing and Branding The Marketing Department, made up of private sector vendors, has been actively and aggressively promoting Immokalee as a regional commercial and trade hub for businesses seeking to locate or expand into Southwest Florida. Via a short and long range concerted plan, a fresh new marketing array was launched. While it incorporated traditional media vehicles, it placed heavy emphasis on the new social media tools. The trademark used as part of Immokalee's "branding" process was very successful and very well received by the community. It has appeared on the social media sites, banners, kiosks, labeling, and on vegetable packaging leaving Immokalee. Public Service Announcements and articles about the new and eXIstmg businesses in Immokalee were blitzed in local and state newspapers. Ads were placed in the Florida Trend Magazine in September and in November. The CRA received many inquiry calls due to these marketing efforts. The collateral brochure developed to inform potential businesses about Federal, State, County and CRA incentives available to a business opening in Immokalee; commercial land for lease or for sale in and around the Urban Designated Area; and provide an image of the flavor and potential of the community was highly utilized by the CRA, the Chamber of Commerce and the Airport Authority. This piece helped to increase the number of businesses taking advantage of the various incentives. An Immokalee Today enews letter was launched during the current marketing year as well. This News Letter is issued on a weekly basis and keeps the public infonned on the activities of the Immokalee CRA and local businesses. The Immokalee CRA visited Tallahassee during the Legislative Session of 2010. Legislators were informed about the plans for Immoka1ee as well as efforts to attract enterprise to the area. The collateral brochure and the Annual Report were provided to Legislators. 3 Agenda Item No, 14A January 11, 2011 Page 6 of 61 1.3 Tourism and Ecotourism During 2010, the CRA completed the inventory of all available natural resources to include in the marketing of the area. The Pepper Ranch is the newest addition and is now available to visitors most Saturdays. Other than marketing resources as a part of the economic development package, the CRA has not fully developed an ecotourism program. The CRA purchased a parcel of land at the comer of 9th Street and Main Street for the purposes of constructing a plaza. Plans for the construction have been developed with funding provided by a private corporation and the lmmokalee Foundation. It is hoped that the plaza will be completed by April 2010. 1. 4 Develop Cultural Celebrations Partnering with the Eastern Collier Chamber of Commerce, the CRA granted funds toward the revival of the lmmokalee Harvest Festival in March of 20 10. The CRA served as the catalyst for the creation of the the Celebration of Cultures not for profit corporation after a group of local citizens requested assistance. These are citizens who historically did not believe they had a voice in the development of lmmokalee who need training as to how to be active participants in the community. The fledgling group is not a 501(c)(3) but relies on partnerships with the RCMA and the CRA for technical assistance with governing documents, leadership development, assistance and participation from local businesses in the effort to encourage the use of cultural diversity as an asset as opposed to a negative. The next event will be held January 15-16, 2011. 2. Housing 2.1 Improve Immokalee Campaign Although stringent efforts were made, the CRA was not successful in the objective of developing a program to enhance clean-up efforts already in place by the Community Task Force, i.e., the Health, Sheriff, and Code Enforcement Departments. Programs already in place such as Neighborhood Watch and Community Clean ups were supported by the CRA. 2.2 Diversify Housing Stock Housing takes several fonns in the current market. While seeking to provide a diversity of safe and sanitary housing for all residents of the lmmokalee Urban area, seeking partnerships toward the development of market rate housing for future growth, staff is concerned with substandard and dilapidated housing and the glut of foreclosed housing in lmmokalee. The definitive effort in the housing area was accomplished via a partnership with the Housing Collaborative in lmmokalee. A grant from the CRA and the Community Foundation will provide funding to conduct a condition inventory of the housing stock, to include mobile homes. The first since 2004, the study will provide the basis to define both the housing needs and the need for a housing 4 Agenda Item No, 14A January 11, 2011 Page 7 of 61 rehabilitation program. The CRA continues to seek private partners for the development of market rate housing in Immokalee. The Immokalee CRA partnership with affordable housing developers, Empowerment Alliance of Southwest Florida and Florida Non-Profit Services has continued toward the development of Esperanza Place. Construction has begun and the majority of the infrastructure is in place. The construction of 196 farmworker rental units has been completed and applications from tenants are being accepted by the Florida Non-Profit Services. Construction of the 60 homeownership units has not begun due to the poor housing market. The CRA awarded and additional $200,000 toward the infrastructure during 2010 for a total of just under $400,000 to date. 3. Infrastructure Improvements 3.1 Major Roadway Projects A long term goal in Immokalee has been to provide adequate and efficient public infrastructure and facilities for the Immokalee Urban Area. Several significant steps have been made toward achieving this goal. The CRA Advisory Committee has created a Transportation Sub-Committee to continue to work with Commissioner Coletta and community members to support the loop road and to guide the process as well. The CRA continues to request funds for crosswalks, sidewalks, curbs and gutters such as MPO "Box Funds" Grant. The CRA IS seeking County sponsorship for FDOT CMS Box Fund Grant for illuminated crosswalks. The Collier County Community Traffic Safety Team (CTST) has agreed to conduct an updated traffic study. Sidewalk projects in progress in Immokalee include: Funding Source Area Approx. Installation Year Cost 1SISt. N. from Roberts to Imm $767,000 2012/13 Dr. 2nd Ave, 2nd St and Escambia St. $356,000 2013/14 New Market Road (all) $1,200,000 2014/15 Carson Rd from Westclox to $434,000 TBD Lake Trafford Rd (west side) Carson Rd from Lake Trafford to $434,000 TBD Imm Dr (east side) Imm Dr from Carson Rd to N. 9th $707,000 TBD St. (both sides) Boston Ave from S. 1st St. to S. TBD July, 2011 9th St. Colorado Ave from S. 1st St. to S. TBD 2012 9th St. Various streets in "Downtown" DRI Grant $ July, 2011 stormwater project limits Table compiled by Brad Muckel, eRA Project Manager 5 Agenda Item No. 14A January 11, 2011 Page 8 of 61 3.2 Storm water and Drainage The Immokalee CRA resurrected the five year old Immokalee Stormwater Master Plan that had been commissioned by South Florida Water Management District (FSWMS) Big Cypress Basin on behalf of Collier County. The Collier County Board of County Commissioners accepted the Stormwater Master Plan when it was presented as a partnership between the Immokalee CRA and the Collier County Stormwater Department during 2009. Each of the partnership entities committed $200,000 of their 2010 budget toward getting the projects listed in the Master Plan "shovel ready". The Immokalee CRA was awarded $3.5 million in DR! funds from the Housing and Human Services Department for Phase I of the project. The land (11.25 acres) has been purchased for Phase 1 of the Master Plan implementation. By the end of December 2010, the consultants CDM will deliver 100% Drawings (for Boston Ave) to FDOT and CC Transportation; 60% Drawings for the entire project and will submit ERP and ACOE Permit Applications. The CRA continues to seek grants from the South Florida Water Management District, USDA and CDBG to complete the project. During 2010, the Immokalee Beautification MSTU and the CRA finalized the partnership and the Ordinance that expands the MSTU boundaries to include the entire CRA boundary, and to include streets, sidewalks, drainage, light and beautification in order to use the funds of both the CRA and the MSTU to meet those needs. The two entities have collaborated to provide new street banners with the Immokaiee Trademark and to place Christmas decorations on the light poles. 3.3 Improve and Maintain Local Streets Toward this end, the CRA has concentrated on the storm water aspect. Once stonn water is addressed, flooding will not be an issue and the CRA can concentrate efforts toward bringing streets up to current development standards. Public workshops are being held toward gaining community input on local streets, storm water and other infrastructure difficulties and CRA staff continues to represent Immokalee needs to transportation committees. 4. Natural Resources 4.1 Protection of Significant Natural Resources The CRA partnered with the County Environmental Department to place the Wetlands Overlay into the Future Land Use Map to ensure those areas will be protected. Further, the CRA has taken steps to begin addressing water quality by incorporating a stonn water mitigation bank into the Storm Water Master Plan. 5. Land Use/Urban Form and Design Many times the Master Plan documents the goal of a consistent cohesive land design for Immokalee. CRA staff has worked diligently to deliver that design. 6 Agenda Item No. 14A January 11, 2011 Page 9 of 61 5.1 Immokalee Area Master Plan (lAMP) The lAMP was submitted in December of 2008 to the Collier County Community Development and Environmental Services Department (CDES) for review as a Comprehensive Plan Amendment. On June 23, 2009, the Collier County Board of County Commissioners (BCC) memorialized a schedule of hearings for the lAMP toward submittal to the Florida Department of Community Affairs (DCA). One year later on June 22, 2010, the lAMP was approved by the BCC and conveyed to DCA on June 29,2010. Collier County received the ORC Report on September 7, 2010. It is expected that the final lAMP will be approved by the BCC during February of2011. 5.2 Transportation Plan December 2010, the CRA Advisory Committee anticipates the receipt of the transportation plan from Tindell Oliver which will include modeling of the major arteries, street needs within the community and a proposal for a transportation exception area study. 5.3 Capital Improvements Plan The name of this document will be changed to CRA projects priority list and will be the final piece to be delivered when the lAMP receives final approval early in 2011. 6. immokaiee Design Standards 6.1 Land Development Regulations The CRA, working with the Collier County Planning Commission and consultants, R W A, Inc., developed an interim land development code (LDC) process that will help to promote and support development and redevelopment initiatives in the lmmokalee area. On May 20, 2010, the BCC adopted the Interim LDC to facilitate development until new land development codes are in place. The CRA Advisory Committee will review the draft LDC at the December 2010 meeting. 6.2 Public Realm/Town Design On June 11, 2010, the lmmokalee CRA won the 2010 Award of Merit for a Public Study for the Public Realm and Town Design with Form Based Guidelines from the Florida Planning and Zoning Association at the 58th Annual Conference in Sarasota, Fl. These documents define the vision of lmmokalee in the 21 st Century. The Public Realm/Town Design included two plazas, an intermediate and long-range conceptual design plan for the landscaping on Main Street, a design for the downtown commercial district and form based guidelines to aid in the development of Land Development Codes. The eRA acquired the land with TIF funds at the comer of 9th and Main Streets and is proceeding with the creation of the first plaza as mentioned above. The parcels at 1 st and Main Streets have been submitted to the Trust for Public Lands for purchase until the 7 Agenda Item No. 14A January 11, 2011 Page 10 of 61 CRA can gamer funds to acquire the properties. These plazas will create the gateways into the downtown district. 7. Interlocal and Intergovernmental Coordination 7.1 Improve Range of Human Services This particular goal asks for governmental services to be provided in Immokalee. During 2010, although not through the efforts of the CRA Director but rather an Advisory Board member, Building Permits are accepted in Immokalee every Tuesday. 7.2 Coordination with County and Regulatory Agencies Many intergovernmental coordination partnerships were forged during 2010. The Airport Authority, the County Manager's Office (and Departments under his supervision), the Clerk of Courts (Finance Department) MSTU, Celebration of Cultures, nonprofit organizations, private citizens and civic organizations, Florida Department of Agriculture, FHREDI, and local businesses. C Unusual Circumstances: List and briefly describe any unusual circumstances, unplanned projects, changed priorities, or special problems or conditions that have occurred since your last review. The only unusual circumstance during 2010 was the activity of serving as the Interim Airport Authority Director for a 4 month period. The task of serving two agencies was challenging and enlightening. During my brief stint as Airport Director, I consistently administered the duties of liaison to the Airport Authority Advisory Committee by managing meetings, meeting minutes and agendas and executing the direction of the Advisory Committee and the CCAA Board as required. The airport duties included managing 15 additional staff members and weeding through a myriad of issues left pending by the former director. A grant for the construction of a new building was shepherded through USDA and a $7 million grant from FAA for a taxiway was also ushered to fruition during this time period. D. Pelformal1ce Appraisal: Briefly describe your assessment of your overall pelformance for the last evaluation period. 2010 has been one of the most productive for the CRA and the goals and objectives begin to reach fruition. I consistently administered the duties of liaison to the Immokalee Area Local Redevelopment Agency Advisory Board, the Immokalee Master Plan and Visioning Committee and the Enterprise Zone Agency by managing meetings, meeting minutes and agendas and executing the direction of the Advisory Committee and the CRA Board, as required. Therefore, my overall performance has been excellent. October 23,2010, the Eastern Collier Chamber of Commerce gave me the "Civil Servant of the Year" award in recognition of outstanding leadership and direction given to the lmmokalee Community Redevelopment Agency. 8 Agenda Item No. 14A January 11, 2011 Page 11 of61 Section II - Employee Development A. Education and Training Update: List any job-related courses, training, or seminars in which you have enrolled or completed since your last review. 1. USDA Rural Development Grant Management Training 2. CDBG Grant Management Training 3. Florida Redevelopment Association Annual Conference Workshops to include: a. Stormwater Mitigation Banking b. Public-Private Partnerships: Real Opportunities in Today's Market B. Personal Development: List or discuss those areas which you believe you can improve upon during the next performance appraisal period. Also, list specific future promotional or other career development goals. (attach additional pages as necessary). 1. Public Finance Training 2. 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Phillippi PERSONAL PERFORMANCE FACTORS: 0 1 2 3 ANALYSIS - Critical problem examination, leading to identification of }/ components and their relationships; developing solutions for critical issues. COOPERATION - Working effectively with others to achieve common goals- v/ board of directors, volunteers, staff, other organizations and the community. CREATIVITY - Improvement of the organization by exploring new ideas; seeks V additional knowledae, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and t/ outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with 1/ a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGrv1Et~T - FOimation of sound evaluations by careful study of available facts ., / and options and minimizing personal bias in decision makinq. 1/' RELIABILITY AND EFFECTIVEN ESS Consistently delivers results, /' - " dependable; instills confidence in others. i/ Comments: PROFESSIONAL ATTRIBUTES 0 1 2 3 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for L,.-/ oraanizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual L- budgeting and forecasting and staying ahead of day~to-day activities. COMMUNITY IMAGE - Consistent positioning as a respected community J/ leader; effective interface with business executive and other civic leaders and development of the CRA's brand imaQe. FINANCIAL MANAGEMENT - Thorough grounding in asset management and j/ financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs V and sensitivity to effective allocation of grants and community programs. LEADERSHIP - Effectively motivates the action of others - staff, board, l-"'" volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: I I 0 11 12 13 I ORGANIZATION - Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully " ,,".--- achieve aoals and responsibilities for the work unit. LEADERSHIP - Leads by example. TRAINING - Assists subordinates in developing and utilizing knowledge and ^ w."~ skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to ('" subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledQe, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about i_.~ effective utilization of money, technology, human resources and time. FOCUS ON D!VERSITY - Implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. Comments: 2 OVERALL EVALUATION de .. .. Ct:.~/)-<" C"7,Ld<-). P~/;;/l.';-' ,/ Developmental Needs This evaluation has been reviewed and discussed: i Ii j I.' / J" /// )' ,'II" /~';, / ./1. '" IF /:'l..J./ Penny S. Ph}lIippi, Executive DIreCtor, ColJiesCounty CRA (Immokalee) ~/ 1"~' ~/I' to ." / i\ ~\. ; / X . -- . -- Mik... eFac.u~9b, Chairma~~9he Ii:m. ~~liee ?.iRA-~.,~S,~ry Board .' /.~.. I / f 0, , i./ /----. ,"; //'} , ;/__..1/111' ,://.D "7"/,~.t..-i,. .,.-;.:/.. /-:;). ( (. (;"""{. ,.,'v",<.t-..-~~--il' Collier Coun"tfc6irfiliissI6ri"erJTm Coletta // / j / /' f" ,': Ii' , j"i / ",/ f-'" Date /7//,"'-7('" J- /-::'-1 ';,' (--' , .c"'- (-~, f ?"'. I Date i !2/,:-S::/1'z) Date Donna Fiala, Chairman of the Collier County CRA Board Date 3 <(..-..- oo::t..-c:.o ..-0_ .N 0 o -0) Z;:~ E>.O) $rof5' -::10... ctlC "Octl C, 0) Ol <( Cl) o o N Gl c: :! .2 'E ~ ~3~ ~ ~ B E.!!! !;! .E > .: ~c <( ~ 0::; (,) :l U Gl )( W " 0 " III It> " co '" ' f!'" " > 0:( " 0 It) " 0 00 ~o ~~ ~ ~ ~o 0 01'- It> co ~~~ III ;:;:;; 0; c:i vv vv vv vv vv v v C') C') C') vv~ '0 v I- 1/1 E ~ M MM MM MMC'? M M M M MM M MM MM MM 0 <0 == .. M M MM MM MM M MM MMM M M MM M MM 0 3: <0 ~ 0 M M MM MMM M MM MM M M M M M M M MM 0 c: <0 Ul ~ co N ... ..,. co MM MNN MN MMM MMM N N NMM MM .. N l!) Ul Gl <.> M MM MM M MM MM MMM M MM MMM MM 0 it: <0 .. " M C') C') C') C') C') MM MM MM MM M MM MM M M 0 c: <0 co ll:: ,.. -" It'> 1/1 '" M M MM MM M M MM MMN M MM MM M M '" '" N l!) 0 N '" c: 0 :e M M M M M M M M M C') M M M M M M M M M MM <0 co :;: c: co E ... MM M MM MM MMM MM M M MM 00 M M ..,. .. N l!) J: 0 " c: M M 0 :l M MM M MMM M MM MMM M M MM MM <0 <.> co u... f! '" E N N N N N N N N N N N N N 0 ~ N N N N N N N N ..,. iii w 0 ~M M M M M M M M MM MMM M MM MMM M M 0 <0 1/1 '> M MM M MM C'?C'? MM C'? C'? C'? C'? M MC'? MC'? C'?C'? 0 co <0 C 1/1 ~ ... C'? C'? C'? MM C'?C'? C'?C'? C'? C'? C'?M C'? C'?O OC'? MC'? ..,. '" N l!) U III 'E 5 g ti Q) III E III III 'i5 III Gl u.. Q) c: III U c: Ul Q) c: 'E Gl Q) Gl.!!l - III III U > - III c: III E g E c: ~ :l ~ Q) <( III .J:2 Q) 5 E ~ .- '0 ~ E III :aig I~ .. c: ~ 't: 5 ~= '0 'Iii UJ Q) Gl 11I- c: Ol c: Q) Q; 't: 0 E Ol Q) Q. :l > Gl :;::> '0 - Ol c: Z ~ 0 Q) .~ >- c: III c: III c: Z: Ol ~ c: D Q. Ol c: 0 :2 ,9- .2 ,9- (,) D ~ a: g ~ '-' 'E ~ 0 ~ 0 g Q) E 0 ;;; '2 Q) Ig '2 '2 .r: III ro .r: c: 0 Cl c: III ~ 'S: :l Q) E iii N :l rn :l III .~ N III g c: ~ o '-' ~ ~ E ,~ :.0 III '2 E '<3 E Q; '2 Q; :E IIICI) W 0 ~ rg ~ .! '2 c: e '2 0 0 t- Ul E .!!1 I~ c: E III E '0 ~ '0 '-' 9- c: Bs Gi Ol 0 Q) 0 Ol Ol .~ Ol 0 c( c: 0 0 '0 iii Ol 0 c: 0 0 E '-' o 0 0 ~ :l .. Q) :l Q) (,) Q. c( (,) (,) ...., a: Q. 0 0:: (,) u:: 0 -.J en 0 -.J t- O UJ UJ u..t- cij ~ '" ~ t-i.!!.!:!=ti ~~i~~ C!) U Q) QJ ~ z~gQ.:l i= :::HC all 0 <( ~~~J!.~Z Agenda Item No. 14A ~g~i~ol~J~ Collier County Community Redevelopment Agency (eRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2009 to December 3, 2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of X components and their relationships; developing solutions for critical issues. l COOPERATION - Working effectively with others to achieve common goals - X board of directors, volunteers. staff, other oraanizations and the community. CREATIVITY -Improvement of the organization by exploring new ideas; seeks X additional knowledoe, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas. both within and \.. outside the Agency; understands and follows established policy. ,,,, INITIATIVE - Self-confident, enthusiastic performance of responsibilities with ~ a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts J>( and ootions and minimizinq personal bias in decision makino. RELIABILITY AND EFFECTIVENESS -Consistently delivers results, X dependable; instills confidence in others. Comments: Le{!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding NIA = Not Applicable ~ \.Jv-y\ . ( ,re~S AijgR<<.wll~lrSo. 14A January 11, 2011 Page 21 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's I( mission and objectives; understanding of the fundamentals required'for oraanlzational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual './l budaetlml and forecasting and staying ahead of day-to-day activities. ',o. j COMMUNITY IMAGE - Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and \l develooment of the CRA's brand imaae. ,i\. FINANCIAL MANAGEMENT - Thorough grounding in asset management and X financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of communIty needs ;-..l and sensitivity to effective allocation of grants and communitv programs. V" LEADERSHIP - Effectively motivates the action of others - staff, board, \ 7 volunteers and others; focuses on the future of the CRA /. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details 'l' actions, creates time schedule.s and follows through to successfully t<, achieve aoals and responsibilities for the work unit. f .... LEADERSHIP - Leads by example. \./ i'\., TRAINING - Assists subordinates in developing and utilizing knowledge and \ skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to -. subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of "\../ subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledae, skills and results can be increased. /\ I . ECONOMY - Effectively controls costs and manages resources to bring about /' // -....,.- effective utilization of money, technology, human resources and time. //"' /"'. FOCUS ON DIVERSITY - Implements positive actions are to assure ,- // -~-,,(' compliance with policies and practices relative to employee diversity issuas;---/ -------..--- t-..... , - " Comments: Lel!elld: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = NotAppIicable ~Iuvy( ( FCk,T$ AgerBrd:emlltOOl S. 4A January 11, 2011 rage :2 of 61 OVERALL EVALUATION Areas of Consistent High Performance l,tt '\ ,j (1 '. ~'l.\ ('-, I .aJ\.'V~''-'1 ktA...,.Z,....,......,...... .,...'l.. "(:\ ~:'t,.\ . ""-.(' .~ il/). c (</JL___ Developmental Needs Penny S. Phillippi, Exe utive Director, Collier County CRA (Immokalee) Dick Rice, Acting Chairman of the Jmmokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County eRA Board Date Le{!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable t:: ~oY)l.\ L re',<,/ S Agenda Item No,. 14A Jan~r:Y..11 ,2011 .En~~JGl61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2009 to December 3, 2010 PERSONAL PERFORMANCE FACTORS: o ANALYSIS - Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION - Working effectively with others to achieve common goals - board of directors volunteers, staff other or anizations and the communi . CREATIVITY -Improvement of the organization by exploring new ideas; seeks additional knowled e, skills and advancement 0 ortunities. COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT w Formation of sound evaluations by careful study of available facts and 0 tions and minimizin ersonal bias in decision making. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, de endable; instills confidence in others. Comments: Le2'end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = NotAppIicable .if" (.:R-P... D n f\ A f \ Q.Q 2 PROFESSIONAL ATTRIBUTES ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for or anizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual bud etin and forecastin and sta in ahead of da -to.da activities. COMMUNITY IMAGE - Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and develo ment of the CRA's brand Ima e. FINANCIAL MANAGEMENT - Thorough grounding in asset management and financial res onsibilit; rudent 'ud ment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs and sensitivl to effective allocation of rants and communit ro rams. LEADERSHIP - Effectively motivates the action of others - staff, board, volunteers and others; focuses on the future of the CRA Comments: 3UPERVISORY PERFORMANCE: ORGANIZATION - Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve oals and res onsibilities for the work unit. LEADERSHIP - Leads by example. TRAINING - Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's 'ob knowled e, skHls and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure compliance with policies and practices relative to employee diversi issues. Comments: Le!!'end: o = Unacceptable = Acceptable = Expectable 3 = Outstanding N/A = Not Applicable .:s;-c~~ ~L.~--A~ o o I. A~61MJ. 14A I January 11, 2011 i, Page 24 of 61 1 2 3 4 ~ ~ 1 2 3 4 Age~suiIJ.Ol 44A sa'nttary n, '2b11 Page 25 of 61 OVERALL EV ALUA liON Areas of Consistent High Performance Developmental Needs tjq f?~ ~ /0/0 Date Dick Rice, Acting Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Lel!'elld: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding NIA = Not Applicable ~-e~l:J \<o..l"\d o.J1.9.. Agenda Item No, 14A January 11, 2011 EnBItilfu?& P$ 61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2009 to December 3, 2010 PERSONAL PERFORMANCE FACTORS: o 1 ANALYSIS - Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION - Working effectively with others to achieve common goals- board of directors volunteers, staff, other 0 anizations and the communi . CREATIVITY -Improvement of the organization by exploring new ideas; seeks additional knowled e, skills and advancement 0 ortunities. COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self-confident. enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, wllling to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizina ersonal bias in decision maklno. RELIABILITY AND EFFECTIVENESS - Consistently delivers results,' de endable; instills confidence in others. Comments: Legend: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable 3K:, 0 tD~ C"t1\ 2 3 4 PROFESSIONAL ATTRIBUTES ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for or anlzational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual budgeting and forecasting and sta In ahead of da -to-day activities. COMMUNITY IMAGE - Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and develo ment of the CRA's brand ima e. FINANCIAL MANAGEMENT - Thorough grounding in asset management and financial res onsiblllt ; prudent ud ment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs and sensitivit to effective allocation of rants and communlt ro rams. LEADERSHIP - Effectively motivates the action of others - staff, board, volunteers and others; focuses on the future of the eRA. Comments: SUPERVISORY PERFORMANCE: ORGANIZATION - Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve oals and res onslbilities for the work unit. LEADERSHIP - Leads by example. TRAINING - Assists subordinates in developing and utilizing knowledge and skills to complete assi ned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's 'ob knowled e, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY - Implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. Comments: Le2"end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable ~\ a\-e~vl o o A~enda Item No. 14A EnblOSB~ 1j), 2011 Page 27 of 61 1 4 1 4 2 Ageoda !tern No.,.d 4A ~~1l~,1~11 Page 28 of 61 OVERALL EVALUATION Areas of Consistent HIgh perform~ . ~ , Developmental Needs .... f VI .I" \ I. Dick Rice, Acting Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Lel!'end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable ~\ D \Q~'\lY) Agenda Item No. 14A January' 11, 2011 Encr~t?~ s>f 61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Ev~luation Name: Penny s. PhllliPnn December 3, 2009 to December 3, 2010 Period: PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of v'" components and their relationships; developing solutions for critical Issues. COOPERATION - Working effectively with others to achieve common goals- V board of directors. volunteers. staff other oraanlzations and the communitv. CREATIVITY -Improvement of the organization by exploring new ideas; seeks V additional knowledae, skills and advancement oDDortunlties. COMMUNICATION - Oral and written presentation of ideas, both within and L/ outside the Agency; understands and follows established policy. INITtA TIVE - Self-confident, enthusiastic performance of responsibilities with ",/ a minimum of direction; tries new Ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts v'" and ootions and minfmizina persona! bias in decision makino. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, V deoendable; instills confidence in others. Comments: Lerrend: o = Unacceptable 1 :=: Acceptable 2 :=: Expectable 3 :=: Outstanding N/A :=: Not Applicable ,fA',/? \ :e:::cr. 1fY\..... ..L.._;',...., Agenda Item No. 14A JmeihJ~t&J;$) 11 Page 30 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's V missIon and objectives; understanding of the fundamentals required for oraanizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual V budgeting and forecasting and staying ahead of day-to-day activities. COMMUNITY IMAGE - Consistent positioning as a respected community V leader; effective interface with business executive and other civic leaders and development of the CRA's brand image. FINANCIAL MANAGEMENT - Thorough grounding in asset management and I financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs J and sensitivity to effective allocation of grants and community programs. LEADERSHIP - Effectively motivates the action of others - staff, board, .; volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details V actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. LEADERSHIP - Leads by example. v' TRAINING - Assists subordinates in developing and utilizing knowledge and V' skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to / subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of J' subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledge, skills and results can be increased. / ECONOMY - Effectively controls costs and manages resources to bring about ./ effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure V compliance with policies and practices relative to employee diversity issues. Comments: Le!!'end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable (Y\e~\SSQ '\'\\O{+\ne"V Age~8c9W~hlf~!~14A January 11. 2011 Page 31 of 61 OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs ./0 (:) Date Dick Rice, Acting Chairman of the lmmokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Le!!end: o = Unacceptable 1 "" Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable (helfsso- mo..f-hY\Sf.L-- Agenda Item No. 14A -Bhr1t-!OOfn1-il., @11 'P"ag€'j2 of 61 Collier County Community Redevelopment Agency (eRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of X components and their relationships; developing solutions for critical Issues. COOPERATION - Working effectively with others to achieve common goals- X board of directors volunteers, staff, other organizations and the community. CREATIVITY -lmprovementof the organization by exploring new ideas; seeks X additional knowledQe, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and X outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with X a minimum of direction; tries new ideas, willing to ,experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts X and options and minimizinQ personal bias indecision makinQ. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, X dependable; instills confidence in others. Comments: Ms Phillippi has performed her duties as described and represents the CRA in a top notch capacity. Le{!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable ~~o'c:sz \' .+ --\-\ Gt 'f\\ Ov () Age~fi8L9~~~~~ Page 33 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's X mission and objectives; understanding of the fundamentals required for orQanizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual X budgeting and forecastlng and staying ahead of day-to-day activities. COMMUNITY IMAGE - Consistent positioning as a respected community ^ leader; effective interface with business executive and other civic leaders and X development of the CRA's brand Image. FINANCIAL MANAGEMENT - Thorough grounding in asset management and X financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs X and sensitivity to effective allocation of grants and community programs. LEADERSHIP - Effectively motivates the action of others - staff, board, X volunteers and others; focuses on the future of the CRA. Comments: Ms Phillippi has brought a level of professionalism to the exec directors position that allows to CRA items to move forwa and get accomplished. SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZA rlON - Establishes staff goals, assigns priorities, detafls X actions, creates time schedules and follows through to successfully achieve Qoals and responsibilities for the work unit. LEADERSHIP - Leads by example. X TRAINING - Assists subordinates in developing and utilizing knowledge and X skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of N/A subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledQe, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about X effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure X compliance with policies and practices relative to employee diversity issues. Lel!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable ~ 'O\:ey-\~ -+\a\ \(\o.n AgerPfidt6ID.ND1 ~4A January'1r, 2'011 Paoe 34 of 61 Comments: I feel the office management and team attitude of the staff portrays the management style of Ms Phillippi and this is a ve good thinQ for the CRA. OVERALL EVALUATION Areas of Consistent High Performance Communication is excellent- up-to date and relevant Clarity in product and documentation Thoroughness of job preparation Developmental Needs N/A ,2 C) Date Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Lel!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable Agenda Item No. 14A January 11, 2011 En~l:ff 61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny s. Phillippi Period: December 3, 2009 to December 3, 2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANAL YSlS - Critical problem examination, leading to identification of X components and their relationships; developing solutions for critical Issues. COOPERATION - Working effectively with others to achieve common goals - X board of directors, volunteers, staff other oraanizations and the community. CREATIVITY -Improvement of the organization by exploring new ideas; seeks X additional knowledge, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and X outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with X a minimum of direction; tries new Ideas, willing 'to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful'study of available facts X and ootions and minimi7!no pArson;:!! hi~s in rleeis!on making. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, X dependable; instills confidence in others. Comments: Le2end: o == Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A == Not Applicable m ~ke +QCGlnCO Agenda Item No. 14A ~te,ttb11 Page 36 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; 'understanding of the fundamentals required for X oraanizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual X budaetina and forecasting and staving ahead of day-to-day activities. COMMUNITY IMAGE - Consistent positioning as a respected community X leader; effective interface with business executive and other civic leaders and development of the CRA's brand image. FI NANCIAL MANAGEMENT - Thorough grounding in asset management and X financial responslbilfty; prudent Judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs X and sensitivity to effective allocation of grants and community programs. LEADERSHIP - Effectively motivates the action of others - staff, board, X volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully X achieve ooals and responsibilities for the work unit. LEADERSHIP - Leads by example. X TRAINING - Assists subordinates in developing and utilizing knowledge and X skills to complete assigned responsibilities, COACHING/COUNSELING - Explains or demonstrates work techniques to X subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of X subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledge, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about X effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure X compliance with policies and practices relative to employee diversity issues. Comments: Lee:end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/ A = Not Applicable m lk-e +=Ocundo Agenda Item No. 14A ~t'<t,tOO11 Page 37 of 61 OVERALL EVALUATION Areas of Consistent High Performance The couple of years of an active advisory board member, I've seen Penny be the exemplary leader by representing the advisory board, Immokalee and herself in a holistic manner. Developmental Needs We as a board need to search out more young local Individuals who have vested Interest in Immokalee to be part of the advisory board. J<O(:? Date 11/12/10 Michael Facundo, Acting Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County eRA Board Date Lel!:end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding NIA = Not Applicable ~ i re .::Fa L(A,V\ do Agenda Item No. 14A Jll=~~~ Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi PerIod: December 3,2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of X components and their relationships; developing solutions for crillcal issues. COOPERATION - Working effectively with others to achieve common goals- ~ board of directors volunteers staff. other oraanizations and the community. CREATIVITY -Improvement of the organization by exploring new ideas; seeks 'f. additional knowledQe skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and X outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with ^ a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts y and options and minimizinQ personal bias in decision making. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, } dependable; instills confidence in others. Comments: X Lelrend: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding NIA = Not Applicable ~L~ \\ 0 F S+ce~Y\D'\(.;'- A~6~gJ#P. 14A ""January 1'1', 2011 Page 39 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for 'A oraanizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual X budQeting and forecastinQ and stayinQ ahead of day-to-dav activities. COMMUNITY IMAGE - Consistent positioning as a respected community leader; effective interface wllh business executive and other civic leaders and X develooment of the CRA's brand Imaae. FINANCIAL MANAGEMENT - Thorough grounding in asset management and 1. financial responsiblllty; prudent Judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs X and sensitivitv to effective allocation of grants and community proQrams. LEADERSHIP - Effectively motivates the action of others - staff, board, y volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully 1 achieve aoals and responsibilities for the work unit. LEADERSHIP -leads by example. ~ TRAINING - Assists subordinates in developing and utilizing knowledge and 'x skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to 'f subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of X subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledge, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about ~ effective utilization of money, technoJo~w, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure X compliance with policies and practices relative to employee diversity issues. Comments: Lel!elld: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable ') '^- \. \:.) G.-s.~~-~... p-- Agenltftcl~~~1J.i4A January 11, 21111 P8gP 40 of R1 OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs c9~~ ';<0 Date Dick Rice, Acting Chairman of the Immokafee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Lel!end: o = Unacceptable 1 = Acceptable 2 = Expectable . 3 = Outstanding N/A == Not Applicable . J\...\...- t ~'(j ~ (~ty.e. 'v'V'Q { 0-- Agenda Item No. 14A Jj}nup_I)'__11, .291 i H~~~hl61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3,2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: o 2 3 4 ANALYSIS - Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION - Working effectively with others to achieve common goals- board of directors volunteers staff, other or anizations and the communi . CREATIVITY -Improvement of the organization by exploring new ideas; seeks additional knowled 6, skills and advancement 0 ortunities. COMMUNICATION M Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts and 0 tions and minimizin ersonal bias in decision making. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, de endable' instills confidence in others. Comments: / ./ ~ V v v/ / Le~end: o = Unacceptable 1 = Acceptable 2 == Expectable 3 = Outstanding NIA = Not Applicable G'u-CL ()Qt-fJ AEnr;>.~~W81i'~. 14A J'~'f{{.lttty 1'1, 2011 Page 42 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for ./ organ izational effectiveness. PLANNING - Balanced development of Jong~term strategic objectlves, annual / budgeting and forecasting and staving ahead of day~to~day activities. COMMUNITY IMAGE - Consistent positioning as a respected community leader; effective interface wllh business executive and other civic leaders and V development of the CRA's brand imaae. FINANCIAL MANAGEMENT - Thorough grounding in asset management and V financial responsibility; prudent judament on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs v/' and sensitivity to effective allocation of grants and community programs. LEADERSHIP - Effectively motivates the action of others - staff, board, ~ volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully 1/ achieve Qoals and resoonsibillties for the work unit. LEADERSHIP - Leads by example. vi' TRAINING - Assists subordinates in developing and utilizing knowledge and / skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to V subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities ~ so that the subordinate's jOb knowledoe, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about /' effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY - Implements positive actions are to assure II compliance with policies and practices relative to employee diversity issues. Comments: y LC!!elld: o = Unacceptable = Acceptable .... = Expectable 3 = Outstanding N/A = Not Applicable ~ (>, OQ,VR Age~d~[lUN9114A January 11, "2011 p;::jgP. 4::{ of 61 OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs 4 Date Dick Rice, Acting Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Lel!elld: o = Unacceptable 1 = Acceptable 2 =: Expectable 3 = Outstanding N/A = Not Applicable .[:u 0_ De C-{ 0 Agenda Item No. 14A January 11, 2011 E~lJ$61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3,2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of X components and their relationships; developing solutions for critical Issues. COOPERATION - Working effectively with others to achieve common goals- X board of directors, volunteers, staff. other orQanlzations and the communitv. CREATIVITY - Improvement of the organization by exploring new ideas; seeks X additional knowledae, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and X outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with f- a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts X and options and minimlzjno personal bias in decision makino, RELIABILITY AND EFFECTIVENESS - Consistently delivers results, X dependable; instills confidence in others. Comments: Lel!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Qutstanding N/A = Not Applicable -r,-:~ () ().:6l ':l A~R~mf~'26~~ Page 45 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's missIon and objectives; understanding of the fundamentals required for X organizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual X budgetlng and forecastina and staying ahead of day-ta-day activities. COMMUNITY IMAGE - Consistent positioning as a respected community 'I leader; effective Interface with business executtve and other civic leaders and development of the CRA's brand Imaae. FINANCIAL MANAGEMENT - Thorough grounding in asset management and X financial responsibility; prudent JUdgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs X and sensitivity to effective allocation of grants and community programs. LEADER~HIP - Effectively motivates the action of others - staff, board, X volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details X actions, creates time schedules and follows through to successfully achieve goals and resoonsibilities for the work unit. LEADERSHIP - Leads byexample. '/. TRAINING - Assists subordinates in developing and utilizing knowledge and X skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to X subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of X subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledQe, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about 'f effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure X compliance with policies and practices relative to employee diversity issues. Comments: Le!!elld: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding NIA = Not Applicable \~ Dtfl/~-'" AgenPilellMhWol ~4A JanuarY'fl, 2'011 Page 46 of 61 OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs .~~~~ 20 ? Date Dick Rice, Acting Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Lee-end: o = Unacceptable 1 = Acceptable 2 = Expectable . 3 = Outstanding N/A = Not Applicable ~~ OO-u'l"') Agenda Item No. 14A #loo~tJ, IdP 11 .wu.'t1age :?+7 01 61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3,2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of ') components and their relationships; developing solutions for critical Issues. COOPERATION - Working effectively with others to achieve common goals- X board of directors, volunteers, staff, other organizations and the communitv. CREATIVITY - Improvement of the organization by exploring new ideas; seeks r additional knowledae, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and X outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with X a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts y and options and minimizing personal bias in decision makina. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, V dependable; instills confidence in others. Comments: Le!!"end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable c' . r~ '-c>'--'C,< C/~ Q'..... <..... '<2- ~kwu~~o. 14A January 11, 2011 Page 48 of 61 PROFESSIONAL ATTRIBUTES o 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for or anizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual budgetin and forecastin and sta in ahead of da -to-da activities. COMMUNITY IMAGE - Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and develo ment of the CRA's brand ima e. FINANCIAL MANAGEMENT - Thorough grounding in asset management and financial res onsibili ; rudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs and sensitivity to effective allocation of rants and community ro rams. LEADERSHIP - Effectively motivates the action of others - staff, board, volunteers and others; focuses on the future of the CRA. Comments: ' x .3UPERVISORY PERFORMANCE: 0 1 . 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details 'v actions, creates time schedules and follows through to successfully achieve qoals and responsibilities for the work unit. LEADERSHIP - Leads by example. V TRAINING - Assists subordinates in developing and utilizing knowledge and V skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to I subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of y subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledqe, skills and results can be increased. ECONOMY - Effectively contro.ls costs and manages resources to bring about ^ effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure 'X compliance with policies and practices relative to employee diversity issues. Comments: , Lee-end: o = Unacceptable = Acceptable = Expectable 3 = Outstanding N/A == Not Applicable r\-l L \-x.- .c~ '\.(,\(<... Age~Nol5l4A January 11, 2011 rage 49 of 61 OVERALL EV ALUA liON Areas of Consistent High Performance ~~~,~ ~\ \\(i:\5 ~'^~~1>) 1\(b. ~ B -\ 1-- 1T) )~ c.' Q\- ~ \S f\ .h.. ~ ')c..". \ <; .s'u ~ ,. 1 ... Developmental Needs ~~c-~~~~tl,? \\\.\. \07 ~f' \2f ~~ ~/O Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Lel!end: o = Unacceptable 1 = Acceptable 2 =: Expectable 3 =: Outstanding N/A = Not Applicable ~'(\-'~ML\.. e l(.Q/ Agenda Item No. 14A ~R~~~&~~ Collier County Community Redevelopment Agency (eRA) Executive Director Performance Evaluation Name: Penny $. Phillippi Period: ' December 3,2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: , . 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of ~ components and their relationships; developing solutions for critical issues. , COOPERA1JON - Working effectively with others to achieve common goals - / board of directors. volunteers, staff. other oraanizations and the community. CREA TIVliY -Improvement of the organization by exploring new ideas; seeks V additional knowledae, skills and advancement opportunities, COMMUNICATION M Oral and written presentation of ideas, both within and V outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with /' a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts / and options and minimizinq personal bias in decision makinQ, RELIABILITY AND EFFECTIVENESS - Consistently delivers results, Vi" dependable; instills confidence in others. Comments: , " . \ , " , ' " '. , --. \~ . Le!!eml: o := Unacceptable 1 := Acceptable 2 = Expectable 3 = Outstanding N/A = NotAppIicable P\0C\. S(....t(u~C'-' A6ftohmU~l~o. 14A January 11, 2011 Page 51 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for V oraanizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual V' budgeting and forecasting and stavina ahead of dav~to.dav activities. COMMUNITY IMAGE - Consistent positioning as a respected community ./ leader; effective interface with business executive and other civic leaders and develoome.nt of the CRA's brand Imaae. FINANCIAL M..~NAGEMENT - Thorough grounding in asset management and V financial responsibllltv; prudent Judgment on financial matters. COMMUNllY NEEDS ASSESMENT - Thoughtful analysis of community needs / and sensitivity to effective allocation of grants and community programs. LEADERSHIP - Effectively motivates the action of others - staff, board, J volunteers cmd.others; focuses on the future of the CRA. Comments: -".! .' . J ~I' SUPERVISORY PERFORMANCE: ; 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details J actions, creates time schedules and follows through to successfully achieve aoals and responsibilities for the work unit. LEADERSHIP - Leads by example. J TRAINING - Assists subordinates in developing and utilizing knowledge and V skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to V subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of J subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledoe. skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about V effective utilization of money, technologv, human resources and time. FOCUS ON DIVERSITY - Implements positive actions are to assure ~ compliance with policies and practices relative to employee diversity issues. Comments: Leeend: o = Unacceptable 1 :=; Acceptable 2 :=; Expectable 3 :=; Outstandi.ng N/A = Not Applicable n n~, SoJ qt.'; AgerRlacl.teml~o15 4A January 11, 2011 P3g0 52 of 61 OVERALL EV ALUA liON Areas of Consistent High Performance _~~ o..h4, c.lo l'l'lft<..<. -....0.. ~~ lo..a kp D..... l.' ...{ ~ OMJL ~ Af)~ ~. ~ c4AA- ~~~ ~. Developmental Needs t.J..N-~ ~ -- -- =--- :) ;(D~ ) Date Dick Rice, Acting Chairman of the lmmokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Leg:end: o = Unacceptable I = Acceptable 2 ::: Expectable 3 = Outstanding N/A = Not Applicable n(.L "S"-l (t 1.n.(' 23922S25~9 15:32:17 1fAg~ltem No. 1f1.~ January 11, 2011 Enclosufe:ln9 53 of 61 ~ I , ~\ /;\'1' , PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's X mIssion and objectives; understanding of the fundamentals required for oraanizational effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual X budgetfng and forecasting and staying ahead of day-to-day activities. COMMUNITY IMAGE - Con.slstent positioning as a respected community leader; effective Interface with business executive and other cIvic leaders and X develooment of the CRA's brand imaoe. FINANCIAL MANAGEMENT - Thorough grounding In asset management and X financial resoonslbllity; prudent ludgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs >( and sensitivIty to effective allocation of orants and communltv proorams. LEADERSHIP - Effectively motivates the action of others - staff, board, X' volunteers and others' focuses on the future of the eRA. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals. assigns priorities, details actions, creates time schedules and follows through to successfully .>( achieve Qoals and responsibilIties for the work unit. LEADERSHIP - Leads by example. )( TRAINING - Assists subordinates in developing and utilizing knowledge and >( skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to >( subordinates and orovides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities X so that the subordinate's iob knowledoe skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about )( effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure .\' compliance with policies and practices relative to emDloyee dfversity issues. Comments: Legend: o = Unacceptable 1 = Acceptable 2 '" Expectable 3 = Outstanding N/A = Not Applicable 2392252559 15:32:50 1~~Oltem No. 1~~ January 11, 2011 Page 54 of 61 Enclosure 15 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3,2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to IdentificatIon of X components and their relatlonships; developing solutions for critical issues. COOPERA nON - Working effectively with others to achieve common goals- X board of directors. volunteers, staff, other oraanizattons and the communltv. CREATIVITY -Improvement of the organization by exploring new Ideas; seeks X additional knowledae. skills and advancement opportunities. COMMUNICATION - Oral and written presentation of Ideas, both within and X outside the Agency; understands and follows established policy. INITIATIVE" Self-confident, enthusiastic performance of responsibilities with X a minimum of direction; tries new Ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts )( and options and minimizina oersonaf bias In decision making. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, )( deoendable; Instills confidence In others. Comments: Legend: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable c);\YI L0~f Agenda Item No. 14A January 11, 2011 Page 55 of 61 OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs ~O/C Date Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date 3 Agenda Item No. 14A Janufn':,11,2P11 .E~~lOO ~61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3,2009 to December 3,2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 ANALYSIS - Critical problem examination, leading to identification of /' components and their relationships; developing solutions for critical issues. '. COOPERATION - Working effectively with others to achieve common goals- / board of directors, volunteers, staff. other oraanizations and the community. CREATIVITY -Improvement of the organization by exploring new ideas; seeks ./ additional knowledge, skills and advancement oDDortunities. COMMUNICATION - Oral and written presentation of Ideas, both within and V outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with ./ a minimum of direction; tries new Ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts V/ and ootions and minlmizina oersonal bias in decision makina. RELIABILITY AND EFFECTIVENESS - Consistently delivers results, / dependable; instills confidence in others. / Comments: Le[!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding NIA = Not Applicable \ . \<" ,\c.>~\....\. <;'"" 6\;'-.J A.mrwt@~:l'B:J. 14A January 11, 2011 Page 57 of 61 PROFESSIONAL ATTRIBUTES 0 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for V oraanizatfonal effectiveness. PLANNING - Balanced development of long-term strategic objectives, annual V budgeting and forecasting and staviml ahead of day-to-day activities. COMMUNITY IMAGE - ConsIstent positioning as a respected community V leader; effective Interrace with business executive and other civic leaders and development of the CRA's brand Imaae. FINANCIAL MANAGEMENT - Thorough grounding In asset management and V financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs v/ and sensitivltv to effective allocation of grants and community programs. LEADER?HIP - Effectively motivates the action of others - staff, board, V volunteers and others; focuses on the future of the eRA. Comments: SUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION - Establishes staff goals, assigns priorities, details V actions, creates time schedules and follows through to successfully achieve aoals and responsibilities for the work unit. LEADERSHIP - Leads by example. ../ TRAINING - Assists subordinates in developing and utilizing knowledge and ./ skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to J subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities V so that the subordinate's job knowledge, skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about V effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY -Implements positive actions are to assure J compliance with policies and practices relative to employee diversity issues. Comments: Leg:end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable kl khe.U ShOvJ AgenBl1dlooutID1$4A January 11, 2011 rage 58 of €1 OVERALL EVALUATION CL Developmental Needs C (:J LA_P. ~<<_ Ll...(~a--L ,/J~-t."'L... _s~It~("{r-. ~/O/?~{Jj Ie) Po Date Dick Rice, Acting Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Le!!end: o = Unacceptable 1 = Acceptable 2 = Expectable . 3 = Outstanding N/A = NotAppIicable . k:J \-G.hcc( ~h~ Agenda Item No. 14A ~~sute, R)l11 Page 59 of 61 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2009 to December 3, 2010 PERSONAL PERFORMANCE FACTORS: 0 1 2 3 4 " ANALYSIS - Critical problem examination, leading to identification of / components and their relationships; developing solutions for critical issues. COOPERATION - Working effectively with others to achieve common goals- -/ board of directors, volunteers, staff, other oraanlzatlons and the community. ./" CREATIVITY -Improvement of the organization by exploring new ideas; seeks V additional knowledge, skills and advancement opportunities. '" COMMUNICATION - Oral and written presentation of ideas, both within and / outside the Agency; understands and follows established policy. INITIATIVE - Self-confident, enthusiastic performance of responsibilities with ,/ a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sO!1nd evaluations by careful study of available facts ,/ / and options and minimizinq personal bias in decision makinq, RELIABILITY AND EFFECTIVENESS - Consistently delivers resu Its, -/ dependable; instills confidence in others. " // Comments: ~ '--V Lee:cnd: o = Unacceptable ' I = Acceptable 2 = Expectable 3 = Outstanding N/A = N~tApp1icable Co..rne 10i \\I(.\.1"'\.'S ~~~Hem~0.14A January 11, 2011 Page 60 of 61 PROFESSIONAL ATTRIBUTES o 1 2 3 4 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and obJectives; understanding of the fundamentals required for or anizational effectiveness. PLANNING -Balanced development of long-term strategic objectives, annual bud etin and forecastin and sta Ing ahead of da -to-da activities. COMMUNITY IMAGE - ConsIstent positioning as a respected community leader; effective interface with business executive and other civic leaders and develo ment of the CRA's brand ima e. . FINANCIAL MANAGEMENT - Thorough grounding in asset management and financial res onsibllit; rudent ud ment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs and sensltivlt to effective allocation of grants and community ro rams. LEADERSHIP - Effectively motivates the action of others - staff, board, volunteers and others; focuses on the future of the CRA. Comments: / iUPERVISORY PERFORMANCE: 0 1 2 3 4 ORGANIZATION.,.. Establishes staff goals, assigns priorities, details / actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. / LEADERSHIP - Leads by example. // TRAINING - Assists subordinates in developing and utilizing knowledge and / skills to complete assigned responsibilities. COACHING/COUNSELING - Explains or demonstrates work techniques to / subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of J subordinates and works out a program of continuing developmental abilities so that the subordinate's iob knowledQ8. skills and results can be increased. ECONOMY - Effectively controls costs and manages resources to bring about )/ effective utilization of money, technology, human resources and time. '1 FOCUS ON DIVERSITY - Implements positive actions are to assure ,/ compliance with policies and practices relative to employee diversity issues. Comments: Lee:end: o = Unacceptable = Acceptable = Expectable 3 = Outstanding N/A = Not Applicable C l-.~-e \.,\), \\ \~ '" ~ Age~q\@~~4A January 11, 2011 Page 6 I OJ 6 I OVERALL EVALUATION - C1JJJ ~ / ojzo )0 A (Immokalee) /o/?' Date Dick Rice, Acting Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Donna Fiala, Chairman of the Collier County CRA Board Date Le{!end: o = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding N/A = Not Applicable rlc>- rri-e. Wllli.l..f\.s