Agenda 09/28/2010 Item #10A
Agenda Item No. 10A
September 28, 2010
Page 1 of 147
EXECUTIVE SUMMARY
RECOMMENDATION TO COMPLETE THE ANNUAL PERFORMANCE APPRAISAL FOR THE
COUNTY MANAGER
OBJECTIVE:
To complete the annual performance appraisal for the County Manager.
CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In
order to assure that his work performance is coordinated with the direction of the full Board, an annual
appraisal is conducted.
An annual work plan (Action Plan) was developed. The County Manager has provided a commentary
and self-appraisal as a starting point for this year's appraisal. He has met individually (when required)
with each Board member to discuss the past year's performance to determine what elements Board
members recommend or direct to be performed better or differently and what aspects of the office
operation were done well. A compilation of the Commissioners' evaluations is included.
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The County Manager Employment Agreement provides that on the date general wage adjustments are
granted generally to Collier County employees, the County Manager's base salary shall be modified to
reflect the general wage adjustment granted to other County employees. Merit pay is also available if
the Board feels that the County Manager has "met" or "exceeded" the Board's expectations. Merit pay
can be awarded from 3% (minimum) to a 10% (maximum). By the existing contract, all such merit
adjustments shall be included in the Manager's base salary. However, to be consistent with the adopted
FY2010 budget guidance, the County Manager voluntarily requests that no merit pay be considered.
FISCAL IMPACT:
Funding for the Manager's salary is available in his office budget.
GROWTH MANAGEMENT IMPACT:
item.
There is no growth management impact associated with this
RECOMMENDATION: That the Board of County Commissioners complete the annual performance
appraisal process for the County Manager.
Prepared by:
Leo E. Ochs, County Manager
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Agenda Item No. 10A
September 28,2010
Page 2 of 147
FY2010 Action Plan (BCC Grade Summary)
Leo E. Ochs, Jr., County Manager
The County Manager Is tasked with carrying out the policy direction provided by the Board of County
Commissioners. He is by ordinance to provide leadership for the day-to-day operations of the employees of the
Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations
for the County Manager for the period from October 2009 through September 2010. The Action plan is based on
the broad areas generally expected to be performed by the Executive Officer, including: communications,
leadership, organizational direction, financial oversight, personnel, growth and capital project management. This
part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be
evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further
categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SFA) and their Goals for Collier
County that are enumerated below:
It is Collier County's Vision - To Strive to be the Best Community in America to Live, Work, and Play. From this
Vision flows the statement of our County's Mission - To Deliver High Quality, Best-Value, Public Services,
Programs, and Facilities to Our Residents and Visitars. The County Mission will be accompiished by dedicating its
resources and effarts to the following Strategic Focus Areas (SFA) with their correspanding goals:
SFA.1. Neighbarhaad Preservation & Enhancement- To preserve and enhance the safety, quaiity, vaiue,
character, and heritage of our neighborhoods, communities and region.
SFA. Z. Growth Management - To responsibly manage community growth, development and redevelopment, while
enhancing the natural environment.
SFA. 3. Community Health and Human Services - To Improve the quality of iife and promote persanai self-reliance
and independence through improved access to community health care and human services for those most in need.
SFA. 4. Infrastructure - To provide for the various public infrastructure needs of the community and the region
while respecting and enhancing the character of our diverse neighborhoods.
SFA. 5. Economic Development - To help create a business climate that promotes a diversified; growing economy
consistent with the established growth management plans and community desires.
SFA. 6. Local Governance - To sustain public trust & confidence in County government through sound public policy
decisions, expert professional management and active citizen participation.
At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual
evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to
3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position.
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Agenda Item NO.1 OA
September 28,2010
Page 3 of 147
Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the
areas on my KRA/appraisal form.
Score Result
1 . Some improvements and/or early good performance levels in a few areas
Below . Results not reported for many to most areas of importance to the organization's
Standards key business requirements
. Improvement trends and/or good performance levels reported for most areas of
importance to the organization's key business requirements
. No pattern of adverse trends and no poor performance levels in areas of
2 importance to the organization's key business requirements
Meets . Some trends and/or current performance levels--evaluated against relevant
Standards comparisons and/or benchmarks--show areas of strength and/or good to very
good relative performance levels
. Business results address most key customer, market, and process requirements
. Current performance is excellent in most areas of importance to the
3 organization's key business requirements
. Excellent improvement trends and/or sustained excellent performance levels in
Exceeds most areas
Standards . Evidence of industry and benchmark leadership demonstrated in many areas
. Business results fully address key customer, market, process, and action plan
requirements
Final Standard Rating Needs Improvement Meets Expectations Exceeds Expectations
Scale
1.00 -1.66 1.67 - 2.33 2.34 - 3.00
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Agenda Item No. 10A
September 28, 2010
Page 4 of 147
The following areas of Communications; Leadership/Organizational Direction; Personnel Management support the
Strategic Focus Area 6 - Local Governance - To sustain public trust & confidence in County government through
sound public policy decisions, expert professional management and active citizen participation.
COMMUNICATIONS Camm. Comm. Comm. Comm. Camm.
Fiala Halas Henning Coyle Coletta
C.1 (Internal) The County Manager will be expected to
provide the BCC with timely and accurate responses to
requests for information, as well as, coordinating drafts 2.7 2.8 3.0 2.5 3.0
for plans, fees and controversial ordinances with the BCC
members before the information goes public.
C.2 (External) The County Manager will be expected to
provide information to the public through a minimum of
one soeakinR engagement oef month on average, as well 2.5 2.8 3.0 3.0 3.0
as, developing new means to provide information to the
public regarding County information.
C.3 (External) The County Manager will be expected to
ensure that the organization has systems in place to
ensure that the general public is responded to in a timely 2.3 3.0 3.0 3.0 3.0
and accurate manner. Also, improve Public Relations by
providing more understandable and complete
information to the public.
LEADERSHIP/ Camm. Camm. Comm. Comm. Comm.
ORGANIZATIONAL DtRECTION Fiala Halas Henning Coyle Coletta
L1 The County Manager will ensure that there is a clear
direction that is communicated throughout the 2.4 2.5 3.0 3.0 3.0
organization.
L2 The County Manager will ensure that all executive
summary reports provided to the Board have specific 2.3 2.7 3.0 2.5 3.0
and clear recommendations.
L3 The County Manager will provide opportunities for
the Board of County Commissioners to discuss and set 2.2 2.9 3.0 3.0 3.0
proactive policy direction on key community issues. i
PERSONNEL Comm. Camm. Camm. Camm. Camm.
MANAGEMENT Fiala Halas Henning Coyle Coletta
P.1 The County Manager will ensure that the County
follows the Board's established policies for the hiring and 2.3 2.4 3.0 3.0 3.0
management of its employees.
P.2 The County Manager will provide to the Board an
annual pay plan as part of the budget that will provide 2.3 2.7 3.0 3.0 3.0
for an organized means for salary administration.
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Agenda Item No. 10A
September 28. 2010
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The following area of Growth Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation &
Enhancement - To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods,
communities and region; SFA. 2. Growth Management - To responsibly manage community growth, development
and redevelopment, while enhancing the natural environment; and SFA. 5. Economic Development _ To help
create a business climate that promotes a diversified, growing economy consistent with the established growth
management plans and community desires.
GROWTH Camm. Camm. Camm. Camm. Camm.
MANAGEMENT Fiala Halas Henning Covle Coletta
G.1 The County Manager will supervise the revision;
reorganization; update of outdated and obsoiete
provisions of the land Development Code (LDC). The 2.5 2.8 3.0 3.0 3.0
BCC will provide guidance to the staff to these ends.
Complete development of an Administrative Code.
Significantly reduce lDC changes submitted.
G.2 The County Manager will continue to implement
measures to improve customer service in CDES.
Expected outcome is to get permits and development 3 2.6 3.0 3.0 3.0
review items back to the public within established
standards, and to reduce the number of repetitive ,
reviews.
G.3 The County Manager will provide staff
coordination through a series of citizen committees to 2.7 2.4 3.0 3.0 3.0
study and implement numerous community planning
initiatives.
GA The County Manager will prepare for adoption of a
financially feasible Annual Update and Inventory
Report (AUIR) and amendment of the Capital 2.5 2.9 3.0 3.0 3.0
Improvement Eiement (ClE) of the GMP with the CIE
found in compliance by the Florida Department of
Community Affairs (DCA). -
The following areas of Capital Project and Financial Management support Strategic Focus Areas SFA. 1.
Neighborhood Preservation & Enhancement - To preserve and enhance the safety, quality, value, character, and
heritage of our neighborhoods, communities and region; SFA. 4. Mobility - To proVide for the various mobility
needs of the community and the region while respecting and enhancing the character of our diverse
neighborhoods; and SFA. 6. Local Governance - To sustain public trust & confidence in County government
through sound public policy decisions, expert professional management and active citizen participation.
CAPITAL PROJECT Comm. Comm. Comm. Comm. Comm.
MANAGEMENT Fiala Halas Henning Coyle Coletta
CP.l The County Manager will proVide a capital budget
that will clearly describe the capital projects proposed 2.5 3.0 3.0 3.0 3.0
for the following fiscal year along with the proposed
means for funding such projects.
CP.2 The County Manager will provide regular updates
to the County Commission on key capital projects in a 2.5 2.9 3.0 2.5 3.0
manner which is easy to understand and timely.
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Agenda Item No. 10A
September 28, 2010
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CAPITAL PROJECT Comm. Comm. Comm. Comm. Comm.
MANAGEMENT Fiala Halas Henning Coyle Coletta
CP.3 The County Manager will ensure that for each key
capital project that there is clearly established
responsibility, budgets and schedules for each. The 2.5 2.8 3.0 3.0 3.0
Manager will also implement business processes that
will control costs and cost overruns.
FINANCIAL Comm. Camm. Comm. Comm. Comm.
MANAGEMENT Fiala Halas Henning Coyle Coletta
F.1 The County Manager will present an opportunity
annually, prior to the development of the annual
budget, for the County Commission to have a policy 2.7 2.7 3.0 3.0 3.0
level discussion regarding the next year's annual
budget.
F.2 The County Manager will develop an annual
budget that will be presented to the County
Commission in workshop format and then again in 3.0 2.9 3.0 3.0 3.0
accordance with statute for public participation
through a series of two separate public hearings.
Continue to make improvements to the budgeting
process.
F.3 The County Manager will present a budget for
FY11 that will be In keeping with State mandated 3.0 3.0 3.0 3.0 3.0
property tax reforms. A millage neutral position will
also be prepared.
F.4 The County Manager will provide annual updates
of user fees and other non-Ad Valorem revenue, i.e. 2.3 2.5 3.0 2.5 3.0
impact fees, grants, etc.
F.5 The County Manager will work cooperatively with
the Clerk of Courts on the preparation of the CAFR 2.5 2.7 3.0 3.0 3.0
and respond promptly and thoroughly to any issues
raised by the external auditors.
Goals for Fiscal Year 2010:
As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation
weight.
1. Execution of the Countv's 10 Year Strategic Plan. Continue execution of the County's 10-Year Strategic Plan
and alignment of the entire County Manager/BCC Agency organization around that plan by integrating multi.
year business plans, annual operational work plans and individual performance goals and objectives. Under
the guidance and coordination of the Strategic Excellence Program for Ultimate Performance (STEP-UP) Team,
continue translating the Strategic Plan and Strategy Map into the Balanced Scorecard format. Conduct an
annual or bi-annual BCC Strategic Planning Workshop.
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Agenda Item No. 10A
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GOALS FOR FY2010 Camm. Camm. Camm. Comm. Camm.
Fiala Halas Henning Coyle Coletta
2.4 2.7 3.0 3.0 3.0
2. East of CR951 Studv. Finalize a long range County plan for infrastructure improvements East of CR 951, along
with a solid financial and land use plan that supports it. Complete the East of CR 951 Study and the
corresponding interim update of Long-Range Transportation Plan (LRTP). Development of the Collier County
Master Mobility Plan (MMP) was approved by the BCC on July 28, 2009. When fully established/phased, the
MMP will guide the need and location of land use development, public services (government facilities,
libraries, EM5, parks, schools, fire, law enforcement, etc.), multi-modal transportation and private
development, while protecting environmentally sensitive land and habitat in unincorporated Collier County.
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.3 3.0 3.0 3.0 3.0
3. Community Develooment. We will continue to focus on improving the business processes within the Division
and amending the codes to manage growth beller and instill smart growth tenets. In addition, PUD
Monitoring with focus on implementing the PUD "final inspection" compliance program to validate all PUD
requirements and commitments prior to turnover and continue to prepare for Board approval
recommendations to "close out" essentially completed PUDs. We will manage and monitor the FEMA Flood
Insurance Rate Map (FIRM) restudy process. The primary focus over the next year will be the completion for
the digital FIRMs by the FEMA contractor and then the implementation of the public awareness, Post-
Preliminary Process for all the mandated community reviews, meetings, notifications, appeals process and six-
month compliance period targeting for a final implementation by March 2011. In cooperation with the Collier
Building Industry Association (CBIA) and the Development Services Advisory Council (DSAC), staff will
complete fee studies for Permitting and Land Use (Fund 131) and Building Review and Permitting (Fund 113)
and package and prepare it for Board review and eventual approval. These studies wi/I contain all emperical
data and analysis to justify the proposed increase and will be formulated to provide the needed revenue to
support current staff operations and to re-build sufficient reserves. Also complete the implemention and
fielding of our divisional CityView Permitting and land Use business software system and field the new IVR
system for scheduling building inspections.
GOALS FOR FY2010 Comm. Camm. Comm. Comm. Camm.
Fiala Halas Henning Coyle Coletta
3.0 2.8 3.0 2.0 2.75
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September 28,2010
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4. ImDroved use of technologv and web site. Staff continues to iook for opportunities to utilize available
technology to provide services faster, cheaper and better. Improvements planned for the next year include a
new land use and building permitting system with improved reporting capabilities; expanded utilization of the
upgraded SAP financial management system; continued refinements to the automated budget, project, and
contract management systems; and continued steps toward an agency-wide electronic document/records
management system. Completion and go-live of IT projects (Sire - ECM, Agenda Management, SAP Document
Management, Grants Management, and Misc Billing; migration to Office 2007, implement Exchange Upgrade).
Develop additional opportunities to transact business wfcustomers on-line.
GOALS FOR FY2010 Comm. Comm. Comm. Comm. Comm.
Fiala Halas Henning Coyle Coletta
2.3 2.9 3.0 2.5 2.85
5. Succession Planning. Continue to implement the plan developed in '07 to identify and train a group of people
below the Division and Department level who have the desire and ability to step into higher management
positions. First participants began in October 2008; pending funding, second group to begin application
process in June 2010 for October 2010 start. Continue cross-training, employee development, and
succession planning endeavors.
GOALS FOR FY2010 Camm. Camm. Comm. Camm. Comm.
Fiala Halas Henning Coyle Coletta
2.0 3.0 3.0 3.0 2.9
6. Continued develoDment of the State Legislative Program. Refine the County's legislative program through
continued development of relationships with elected officials and county staff in Southwest Florida and
statewide, monitoring legislative affairs in collaboration with our state lobbyist and networking regularly with
the Florida Association of Counties.
GOALS FOR FY2010 Comm. Camm. Comm. Camm. Comm.
Fiala Halas Henning Coyle Coletta
2.5 2.8 3.0 3.0 3.0
7. Growth Management. Continue to effectively and efficiently enforce and interpret the Collier County Growth
Management Plan (GMP). Collier County Land Development Code (LDC) and Collier County Code of Laws and
Ordinances and provide a dynamic GMP and LDC implementation, interpretation, and amendment
environment to respond to community standards and preferences consistent with Florida Statutes. Maintain
coordination and cooperation with the Collier County Public Schools in schools facilities planning through the
Interlocal Agreements required by Florida Statutes to include adoption of the Public Schools Facilities Element
with school concurrency component. Continue to implement the Transfer of Development Rights (TDR)
Program of the Rural Fringe Mixed-Use District and its future land use restrictions. Continue to implement the
Rural Lands Stewardship Area (RLSA) Stewardship Credit Program and associated Stewardship Sending Area
(SSA) and Stewardship Receiving Area (SRA) designations through regulatory oversight and interpretation of
the provisions of the Rural Fringe Mixed-Use District (RFMU). Analyze financially feasible capital plans to
ensure consistency with the State mandated changes to the Growth Management Plan. By January 2011, the
County will transmit to DCA the County's 2011 EAR report pursuant to 9JS, Florida Administrative Code.
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September 28, 2010
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GOALS FOR FY2010 Comm. Camm. Comm. Comm. Comm.
Fiala Halas Henning Coyle Coletta
2.5 2.95 3.0 3.0 3.0
8. Federal Lee-islative Program. - Continue development of successful program in cooperation with the County's
federa/lobbylst and enhancing the partnerships with the Congressional Delegation members and their staff.
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
3.0 2.85 3.0 3.0 3.0
9. Successful capital proiect management. FY10 wlll see a relatively modest capital construction program.
Managing these projects to successful and timely completion will be a priority.
A. Road Improvement Projects of Interest:
1) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal
2) Oil Well Road Multi-Laning
3) Santa Barbara Boulevard Extension
4) Davis Boulevard from Collier Boulevard to Radio Road
5) Obtain approval from the FHWA and FOOT of Interchange Justification Report (IJR) for Everglades
Boulevard Interchange at 1-75
6) Completion of the 1-75/lmmokalee Interchange
71 Repaving within budgeting contraints
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Hatas Henning Coyle Coletta
2.5 3.0 3.0 3.0 2.5
B. Critical Utility Improvement Projects:
1) North County Water Reclamation Facility Alignment Project
2) North Collier Regional Water Treatment Plant Water Quality 5ustainability Project
3) Finalize the landfill gas to energy project agreement and initiate construction
4) Building F security lobby improvements
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.5 2.95 3.0 2.5 3.0
C. Other Significant County Projects:
1) Collier Boulevard Boat Park
2) Goodland Boat Ramp
3) FPL and Collier Boulevard Greenway Projects
4) Marco Island Rose Hall Addition
51 Manatee Community Park
6) Lely Area Storm Water Improvement Project (LASIP)
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September 28,2010
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7) Conditional Use for CAT Transfer Station at Radio Road, and design and permitting for permanent
Transfer Station construction at Collier County Government Center
8) East Naples Community Park Soccer Field
9) Phase 2 of Naples Depot Renovation
10) Bluebill Avenue Public Beach Assess, Restrooms and Intersection Improvements
11) Gordon River Greenway
12) Delnor Wiggins State park Inter-Local Agreement with FDEP for increased access and parking
13) Marco Island Museum commissioning and operation - Develop a joint board for the Marco Island
Museum; complete temporary exhibit plan and displays; begin operations on a reduced weekly
schedule. Open to public within three months of obtaining CO
14) Elks Club renovation and Property Appraiser Office relocation
GOALS FOR FY2010 Comm. Comm. (omm. Comm. Comm.
Fiala Halas Henning Coyle Coletta
2.5 2.95 3.0 2.5 3.0
10. Overall Qoerationallmorovements.
A. Implement Next Stage of Contract Administration Plan Initiatives.
1) Continue use of value engineering reviews for larger construction contracts
2) Pursue efforts through legislative delegation and FAC to amend Consultants Competitive
Negotiation Act (CCNA) to enhance competition
3) Implement and manage Local Vendor Preference Policy
4) Vigilantly monitor spending at the purchase order level and identify opportunities to maximize
purchasing efficiencies
5) Continue SAP business software enhancements for project and contract management
GOALS FOR FY2010 (amm. Camm. Camm. Camm. (amm.
Fiala Halas Henning Coyle Coletta
2.0 2.6 3.0 3.0 3.0
B. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that
measures efficiency, productivity and effectiveness, as well as, the Capital Projects Tracking System
(Caps Track, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the
implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can
utilize to report goal progress to constituents (stakeholders).
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 3.0 3.0 3.0 3.0
C. Improve emergency preparedness planning and response capabilities.
1) Continue to refine and exercise emergency preparedness planning should the community be
impacted by a Pandemic flu outbreak
2) Seek and present financing opportunities for a replacement or supplemental MedFlight
helicopter. Improve helicopter systems management, programming and safety
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September 28, 2010
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3) Continue efforts to build our emergency management program in a fashion $0 as to meet or
exceed national requirements for accreditation under the National Emergency Management
Accreditation Program and National Fire Protection Association (NFPA)-Standard 1600
4) Continue our efforts to build a disaster resistant community by means of disaster drills, exercises,
and joint planning with community partners. Indude testing of our preparedness to fast-
breaking (Haz-Mat, School crisis) events
S) Seek funding options and develop strategic plans to address the high call volume along Alligator
Alley which frequently overtaxes the Ochopee Fire Department due to travel distances
6) Seek funding sources to ensure Emergency Medical Services can lease purchase several
replacement ambulances due to age and mileage.
GOALS FOR FY2010 Camm. Camm. Camm. Comm. Camm.
Fiala Halas Henning Coyle Coletta
2.3 2.95 3.0 3.0 3.0
D. Continue to implement the beach access initiatives and update the 2003 Beach and Water Master
Plan by May 2009. The Productivity Committee is still reviewing the updated plan, once complete the
review with their recommendations will be presented to the Bee. Continue to bring opportunities to
the BCC for direction.
GOALS FOR FY2010 I (amm. (amm. (amm. (amm. Camm.
Fiala Halas Henning Coyle Coletta
I 2.0 2.85 3.0 3.0 3.0
E. Work with the South Florida Water Management District (SFWMD) Governing Board to develop a
SFWMD - wide, year- round irrigation rule that meets the needs of the Utility and that is consistent
with the Collier County Irrigation Ordinance (#2002-17)
GOALS FOR FY2010 (amm. (amm. (amm. (amm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 2.97 3.0 3.0 3.0
F. Initiate Watershed Management Plan (WMP) studies and associated Long Range Stormwater
Management Plans.
1) Manage the development of the County's continuing stages of the Watershed Management Pian
according to GMP policies. Modeling consultants were hired in FY09 to support the schedule for
completion of the plans in 2010
2) Implement Phase 2 of the County's Watershed Management Plan and pursuant to the GMP
complete the study by 2010
3) Manage the implementation of the Floodplain Management Planning Committee (FMPC) goais,
policies and objectives defined in the 2008 Floodplain Management Pian (FMP) through the
Action Plan contained in Section 7.1 of the FMP.
GOALS FOR FY2010 (amm. Camm. (omm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.3 2.97 3.0 2.0 3.0
G. Continue efforts in Public Utilities to implement an automated system to record and track the
location, type, condition, value and useful life of County Utility infrastructure and assets.
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Agenda Item NO.1 OA
September 28,2010
Page 1201147
GOALS FOR FY2010 Camm. Camm. Comm. Comm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 2.8 3.0 3.0 3.0
H. Implement Audit Corrections. Implement and monitor policies and procedures needed to address
the findings identified by the external auditor relative to our federal and state housing grant
programs. Goal for FY 2010 is to have decreased audit findings. Make necessary adjustments to the
newly implemented Health and Human Services Department self-monitoring/audit system.
GOALS FOR FY2010 Comm. Camm. Comm. Comm. Comm.
Fiala Halas Henning Coyle Coletta
2.0 3.0 3.0 3.0 3.0
I. Better Utilization of County Resources.
1) XCEL (Expect Compliance at Every Level) - This is an internal control review and improvement
methodology deployed throughout the agency to provide a structure for management to
evaluate the effectiveness of internal controls and to improve, if necessary. Further implement
XCEL to include participation from all divisions and other key offices. Create quarterly reporting
approach to improve viSibility of existing and improved internal controls.
2) Perform Construction Engineering and Inspection (CEI) with in-house staff for Santa Barbara
Boulevard Extension and one or both of the Oil Well projects.
3) Center for Business Process Excellence - This is a matrix organized team of professionals engaged
in business process improvement. Their goal is to take on 2 - 4 County Manager's Office.
prioritized analysis and improvement projects annually. Complete a minimum of 2 process or
organizational improvement projects, 'Lean Government' Initiates.
4) Implement and monitor coordinated FEMA Reimbursement Process. Resolve FEMA
reimbursements from Katrina, Wilma, and Gabrielle.
S) Implement the Grant Management Program
6) Successful implementation of year two of Well ness-focused, Advocacy-based healthcare plan.
7) Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the
Property Maintenance Ordinance to include, enforcement of abandoned properties;
implementation of the Bee-approved foreclosure initiatives; enforcement of Rental Registration
requirements; and fix associated operational and fiscal processes. Promote the purchase,
remodel and maintenance of affordable workforce housing in Collier County with partners and
staff. Obligate NSP-l funds through the purchase and remodel of 40 homes by September 2010
and submit reports on time.
8) Strong emphasis on process improvement, evaluating organizational structures, assessing
staffing levels and workload requirements and talent management. Greater participation in
Kaizen and similar efforts, implementing lTIL in IT, exploring best practices, etc.
9) Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop
implementation plans.
GOALS FOR FY2010 Comm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
3.0 2.94 3.0 3.0 3.0
J. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds
because ofthe declared 'Economic Emergency'. Attain Return on Investment from advertising and
promotion at an average of $20, while trying to increase economic impact from tourism expenditures
by 6%. Continue the quarterly reports to the Bce and to the media on our tourism successes.
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GOALS FOR FY2010 Comm. Comm. Comm. Comm. Comm.
Fiala Halas Henning Coyle Coletta
2.5 2.99 3.0 2.0 3.0
K. Seek BCC direction on FY 10 Referendum for Fire and EMS consolidation under the BCC during the
primary or general election in 2010.
GOALS FOR FY2010 Comm. (amm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 3.0 3.0 2.5 3.0
L. Select and Transition a new County Manager.
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
3.0 2.75 3.0 2.5 3.0
M. Diffuse over the next two years the adverse financial impacts of the Clerk's unilateral decision to not
honor the 2002 MOU with the BCe.
GOALS FOR FY2010 Camm. Comm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 2.55 3.0 2.5 3.0
N. Seek a sufficient funding guarantee from Marco Island to fix 92A, Goodland Drive, before the 2002-
2017 interlocal agreement with Marco Island expires. We will probably have to escrow the last two
years of the County's transfer to pay for the $1.8M estimated project.
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 2.9 3.0 2.0 3.0
O. Conservation Collier 'True up' as far as Maintenance trust is concerned prior to 2013. Curtail further
land buys until this is done.
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.5 2.8 3.0 3.0 3.0
P. Evaluate the public benefit of continuing the ALS engine program and explore opportunities to
further improve a county-wide integrated first responder system.
GOALS FOR FY2010 Camm. Camm. Camm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 2.85 3.0 2.5 3.0
Q. Investigate Economic Development Funding
1) Innovation Zones
2) Economic Incentives
3) Fast Track Permitting
4) Infrastructure Investments (Camp Keais Road improvements/Indian Gaming Compact)
13
Agenda Item NO.1 OA
September 28, 2010
Page 14 of 147
GOALS FOR FY2010 Camm. Comm. Comm. Camm. Camm.
Fiala Halas Henning Coyle Coletta
2.0 2.8 3.0 3.0 3.0
R. Complete the 2010 Census and Facilitate SOE redistricting efforts.
GOALS FOR FY2010 Camm. Comm. Camm. Comm. Comm.
Fiala Halas Henning Coyle Coletta
2.0 2.75 3.0 2.5 3.0
14
Agenda Item No. 10A
September 28,2010
Page 15of147
Tallv Sheet
Camm. Camm. (amm. (amm. (amm.
Fiala Halas Henning Coyle Coletta
Communications; leadership; Personnel.
Growth, Capital Project, and Financial 2.54 2.75 3.00 2.90 3.00
Management Average Grade (40%)
Goals for FY2011 Grade (60%) 2.31 2.87 3.00 2.72 2.97
Average Grade/Commissioner 2.42 2.81 3.00 2.81 2.98
I Overall Average Grade
I 2.80 (X5) I
Final Standard Rating Scale Needs Meets Exceeds
Improvement Expectations Expectations
1.00 -1.66 1.67 - 2.33 2.34 - 3.00
15
Commissioner Fiala
Agenda Item No. 10A
September 28,2010
Page 16 of 147
Agenda Item No. 10A
September 28, 2010
Page 17 of 147
. Below are the standards for scoring the self-appraisal. These should help you decide on how to
grade each of the areas of my KRA/appraisal form.
.
Score Result
1 . Some improvements and/or early good performance levels in a few areas
Below . Results not reported for many to most areas of importance to the
Standards organization's key business requirements
. Improvement trends and/or good performance levels reported for most
areas of importance to the organization's key business requirements
2 . No pattern of adverse trends and no poor performance levels in areas of
Meets importance to the organization's key business requirements
Standards . Some trends and/or current performance levels--evaluated against
.. ,relevant comparisons and/or benchmarks--show areas of strength and/or
good to very good relative performance levels
. Business results address most key customer, market, and process
requirements
. Current performance is excellent in most areas of importance to the
3 organization's key business requirements
Exceeds . Excellent improvement trends and/or sustained excellent performance
Standards levels in most areas
. Evidence of industry and benchmark leadership demonstrated in many
areas
. Business results fully address key customer, market, process, and action
plan requirements
Final
Standard
Ratiu
Needs
Improvement
Meets
Expectations
Exceeds
Expectations
1.00-1.66
1.67-2.33
2.34-3.00
.
Page 2 of 32
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Agenda Item No. 10A
September 28, 2010
Page 18 of 147
The following areas of Communications; Leadership/Organizational Direction; Personnel
Management support the Strategic Focus Area 6 - Local Governance - To sustain public trust &
confidence in County government through sound public policy decisions, expert professional
management and active citizen participation.
COMMUNICATIONS Below Meets Exceeds
Standards Standards Standards
1 2 3
C.I (Internal) The County Manager will be expected to
provide the BCC with timely and accurate responses to '), 1
requests for information, as well as, coordinating drafts for
plans, fees and controversial ordinances with the BCC
members before the information Iloes oublic.
RESULTS: Staff responses to BCC inquiries have been timely, accurate and thorough, with very
few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with
each Commissioner, which are also used to provide regular updates on items of specific interest.
In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal
meetings, telephone contacts and e-mail communications. Concerted effort has been made to
provide timely notifications, read-ahead material, and advanced briefings on all high profile
uocominll allenda items and media issues.
C.2 (External) The County Manager will be expected to
provide information to the public through a minimum of ). <;;
one soeakinll enllallement per month on average, as well as,
developing new means to provide information to the public
ree:arding Countv information.
RESULTS: The County Manager has spoken at 29 public engagements during the past year
including local TV and radio news programs, business and industry associations, civic and
homeowner associations and numerous service clubs (see listing at Tab I). Particularly
noteworthy was a series of six focus group round table sessions I hosted with a cross section of
business leaders to exchange ideas on how County government can help facilitate business
recovery and economic development.
In addition to the more conventional methods of public information, Twitter, Facebook and
YouTube accounts for the County Manager's Agency were launched in the past year - expanding
the communication channels used to provide information to residents and visitors. The County
web site continues to be an informative, accessible and useful site for thousands of visitors each
month who are seeking information about County services and programs. In the first nine months
of the current fiscal year, there were 1,007,566 unique visitor sessions to the Collier web site.
The web site home page was redesigned during the past year. Special pages for the Deepwater oil
spill, red light cameras and the FEMA flood maps were established. The website was
reorganized to have all forms and online services (e-commerce) in one location. Streaming Video
of County Commission meetings and other events, as well as Video on Demand have proven to
be increasingly popular and convenient ways to provide information to the public.
C.3 (External) The County Manager will be expected to
ensure that the organization has systems in place to ensure ).)
that the general public is responded to in a timely and
accurate manner. Also, improve Public Relations by
providing more understandable and complete information to
the oublic.
Page 3 of 32
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.
.
Agenda Item No. 10A
September 28, 2010
Page 19 of 147
RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable
method for intake of constituent service requests and complaints, as well as a useful tool for
tracking these items to completion and reporting results. 434 AIMS issues were recorded,
managed and resolved during FY09. For FY 2010, response rates for constituent contact
onlbefore five business days is 99%, while response rates for issues closed onlbefore five
business days is 88%.
More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues
to process all non-personnel public records requests in an accurate and timely fashion. 175 public
records requests were processed in FY 09.
Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between
800-1000 hours of live meetings annually. Recent special programming included hurricane and
wildfire preparedness, FEMA flood map and eco-tourism along with 26 new episodes of the
County's pet adoption program and 22 new episodes of the County's news magazine program.
Concerted effort was made this year to more directly communicate with the public through the
use of guest commentaries in the NDN and participating as a featured columnist in the North
Naples Journal and the Pelican Bay Journal - submitting monthly columns for each publication.
County publications like the Annual Report and the quarterly electronic newsletter are other
examples of this strategy.
LEADERSHIP/ Below Meets Exceeds
ORGANIZATIONAL DIRECTION Standard Standard Standard
1 2 J
L.l The County Manager will ensure that there is a clear ).,
direction that is communicated throughout the organization.
RESULTS: A clearly defined, fonnally established organization structure and management chain
of command is used to communicate operational objectives, policy directives and routine business
infonnation to the County workforce. Major program and service goals and objectives are
aligned around the Board's strategic plan and Division five year business plans, which are, in
turn, incorporated into each depar1ment's annual work program and individual employee
perfonnance objectives and key result areas. Regularly scheduled Division staff meetings have
been held with attendance and input of staff from the Clerk of Courts, County Attorney, CRA &
Airport Directors.
1 try to engage in as much direct interaction with County staff as possible, participating regularly
in events like our new employee orientation sessions, service award breakfasts, semi-annual
senior management retreats and infonnaj field visits to each operating division at least once each
year. I also continue to use the employee newsletter and the e-mail system to conununicate with
our workforce.
L.2 The County Manager will ensure that all executive
summary reports provided to the Board have specific and clear ).3
recommendations.
Page 4 of 32
~
..")
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Agenda Item No. 10A
September 28, 2010
Page 20 of 147
RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough,
clearly written and contain appropriate and sufficient financial analysis and legal review. We also
continue to seek ways to make the entire agenda preparation and review process easier, faster and
more convenient for the BCC, staff and public to use and access. In that regard, the County's new
automated agenda system, "Agenda Central" has been developed and will go-live in early FY 11.
This new system will further improve the quality of Executive Summaries and streamline the
al!enda oreoaration orocess.
L.3 The County Manager will provide opportunities for the ),)...
Board of County Commissioners to discuss and set proactive
, nolicv direction on kev community issues.
RESULTS: Seven workshops were held in FY 20] 0 giving the Board many opportunities to
discuss key community issues. The Strategic Planning Workshop held on March II, 2010
defIDed the Board of County Commissioners as leaders in addressing the pressing economic &
business issues currently facing our community. The Foreclosure Task Force Workshop held on
March 2, 20 10 provided another opportunity for the Board to set important public policy. The
BCC continued to be actively involved with state and federal issues, working in collaboration
with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and
Washington D.C. .. .
PERSONNEL MANAGEMENT Below Meets Exceeds
Standard Standard Standard
I 2 3
P.I The County Manager will ensure that the County follows 2.3
the Board's established policies for the hiring and management
of its emolovees.
RESULTS: The County Manager's Office, in frequent consultation with the HR Department and
the County Attorney's Office, actively manages the compensation and personnel management
system, insuring compliance with all relevant employment and labor laws and county policies.
Several updates to agency policies and procedures were completed in the past year.
Staffing in the County Manager's Agency is down approximately 22% from its peak in 2007.
Since that time, our focus has changed from recruiting to meet rapid growth to an emphasis on
reducing the workforce while maintaining services and sustaining employee morale. To that end,
our HR Department (which also saw a significant reduction in its staffing) maintained its
employee recognition program, increased its in-house training offerings, and continues to provide
targeted and comprehensive HR services. Reductions in force have been administered in strict
accordance with applicable emolovment laws and County procedures.
P.2 The County Manager will provide to the Board an annual )." )
pay plan as part of the budget that will provide for an
orl!anized means for salarv administration.
RESULTS: Again this year, the Human Resources Department conducted the annual
compensation and benchmarking survey with in-house resources. The study revealed that the
County's compensation plan is generally competitive with equally sized and situated agencies.
The FY I 0 Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on
September 15,2009. The HR Department will submit the FYI] Pay Plan for BCC approval at its
Seotember 14, 20 J 0 meetinl!.
Page 5 of 32
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.
.
.
Agenda Item No. 10A
September 28, 2010
Page 21 of 147
The following area of Growth Management supports Strategic Focus Areas SFA.l.
Neighborhood Preservation & Enhancement - To preserve and enhance the safety, quality,
value, character, and heritage of our neighborhoods, communities and region; SF A. 2. Growth
Management - To responsibly manage community growth, development and redevelopment,
while enhancing the natural environment; and SF A. 5. Economic Development - To help create
a business climate that promotes a diversified, growing economy consistent with the established
growth management plans and community desires.
GROWTH MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
G.I The County Manager will supervise the revision;
reorganization; update of outdated and obsolete provisions ,/
of the Land Development Code (LDC). The BCC will A'
provide guidance to the staff to these ends. Complete
development of an Administrative Code. Significantly
reduce LDC changes submitted.
RESULTS: Significant progress had been made toward completion of an Administrative Code.
Presentations of the preliminary draft and remaining project schedule have been made to DSAC,
CCPC and the BCC. A comprehensive staff review of the consultant's initial work product is
progressing on schedule. The schedule calls for bringing the proposed code to the BCC for
adoption in early 20 I I. The Growth Management Division's planning and regulatory section
completed the most recent round of BCC directed LDC updates along with corresponding
changes to the Comprehensive Plan. Final adoption hearings were held in June of 201 O.
G.2 The County Manager will continue to implement r2 1>>-1
measures to improve customer service in CDES. Expected 3 LJ..:-t
outcome is to get permits and development review items
back to the public within established standards, and to ":1.;,,. VI
reduce the number of repetitive reviews.
RESULTS: A complete reorganization of the former CDES Division was implemented in early."'''' f'"
20 to with the primary goal of improved customer service, streamlined business processes and .'" ....'
rigorous fiscal management. In January 2010, the Growth Management Division's (GMD)
Business Center and Client Services sections were formed to address and remove redundant
business processes by combining similar land use and building permit functions. As a result of
this business initiative, staff was able to deliver more responsive and personalized service to their
customers and significantly decrease overhead and operational costs.
In June 20 I 0, the GMD revised the building permit application and review process, reducing the
required number of plan sets and the total number of days to review building plans rrom thirty
i days to fifteen days for commercial permits with greater than three types of trades, ten days for
commercial permits with less than three types of trades, and five days for all one and two family
and single trade commercial permits. Additional plan review performance measures are being
investigated to further improve the current processes, while determining how to best incorporate
an electronic plan submittal and review option and a credit card payment option for clients.
The GMD staff and Human Resources staff developed a customer service training course that
identified key initiatives designed to improve internal and external customer service skills. The
training program was implemented division wide. Customer and industry feedback to the
Page 6 of 32
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Agenda Item No. 10A
September 28,2010
Page 22 of 147
chanl!es implemented to date have been very positive.
G.3 The County Manager will provide staff coordination ;..1
through a series of citizen committees to study and
implement numerous community planninl! initiatives.
RESULTS: Comprehensive Planning's staffing of the Horizon Study Oversight Committee
continued this past year with the Oversight committee successfully overseeing the annual update
of the Collier Inter-Active Growth Model.
Comprehensive planning also held multiple public meetings to gather public input for the
Evaluation and Appraisal Report (EAR). The EAR is part of a 5 year cycle that evaluates the
effectiveness ofthe Growth Management Plan. The EAR is on schedule and anticipated to be
completed in the spring of 20 I I.
The Collier MPO has several citizen committees including the Citizen Advisory Committee
(CAC), the Pathways Advisory Committee (PAC) and the Local Coordinating Board for the
Transportation Disadvantaged (LCB). The CAC reviews, comments on and endorses all
documents presented to the MPO Board for approval. The PAC reviews, comments on and
endorses documents presented to the MPO.Board but relating specifically to pathways and bicycle
facilities. The LCB reviews documents relating to the paratransit system, The MPO also hosts
, proiect workshops and public meetinl!s relatinl! to specific proiects.
GROWTH MANAGEMENT (COB't) Below Meets Exceeds
Standard Standard Standard
1 2 3
G.4 The County Manager will prepare for adoption of a
financially feasible Annual Update and Inventory Report .;
(AUIR) and amendment of the Capital Improvement )
Element (CIE) of the GMP with the CIE found in
compliance by the Florida Department of Community
Affairs (DC..\t
RESULTS: In 2009, staff coordinated both the AUIR and the CIE to successful adoption by the
BCC and the Department of Community Affairs. Both documents were adopted as finacially
feasible capital improvement plans that will ensure compliance with concurrency management
regulations. In 2010, through efforts of the new GMD administration, the AUIR and the CIE will
be combined into a single review and approval process to eliminate inefficencies and bring
greater consistency to both work products while maintaing regulatory compliance with the DCA
submittal reourements.
The following areas of Capital Project and Financial Management support Strategic Focus Areas
SFA.1. Neighborhood Preservation & Enhancement - To preserve and enhance the safety,
quality, value, character, and heritage of our neighborhoods, communities and region: SFA.4.
Mobility - To provide for the various mobility needs of the community and the region while
respecting and enhancing the character of our diverse neighborhoods; and SF A. 6. Local
Governance - To sustain public trust & confidence in County government through sound public
policy decisions, expert professional management and active citizen participation.
Page 7 of 32
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Agenda Item No. 10A
September 28, 2010
Page 23 of 147
CAPITAL PROJECT MANAGEMENT
Below Meets Exceeds
Standard Standard Standard
1 2 3
CP.l The County Manager will provide a capital budget that
will clearly describe the capital projects proposed for the ),
following fiscal year along with the proposed means for
funding such projects.
RESULTS: The FY 2010 adopted budget, as well as the FY 201 I proposed budget, contains a
comprehensive annual capital improvement program section which provides a detailed
description of actual and anticipated capital revenue sources and expenses by fund and project.
CP.2 The County Manager will provide regular updates to /
the County Commission on key capital projects in a manner J,>
which is easv to understand and timely. RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific
capital projects. Combining the annual AUlR and CIE will provide the Board an integrated,
comprehensive review of the capital program that addresses level of service standards, specific
project details and complete funding plans.
CP.3 The County Manager will ensure that for each key /
capital project that there is clearly established responsibility,
budgets and schedules for each. The Manager will also ).
implement business processes that will control costs and cost
overruns.
RESULTS: An integrated automated tracking system continues to be utilized by all divisions to
monitor project results. Agency wide systems have been implemented to standardize and
improve our capital project planning, execution and administration. In addition to the
improvements made in the AUIR and capital budgeting processes mentioned earlier in this
review, refined systems of procurement, contract management, value engineering, change order
review, contractor performance compliance and regular staff training have all contributed to a
well managed capital improvement program.
FINANCIAL MANAGEMENT I Below Meets Exceeds
I Standard Standard Standard
1 2 3
F.I The County Manager will present an opportunity ).,1
annually, prior to the development of the annual budget, for
the County Commission to have a policy level discussion
regarding the next year's annual budget.
RESULTS: Annually, the County Manager provides the BCC with recommended polices and
measures to guide the development of the Collier County budget. The FY 20] I proposed budget
policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on
I Febru_ary 23, 2010.
F.2 The County Manager will develop an annual budget that
will be presented to the County Commission in workshop
format and then again in accordance with statute for public 3
participation through a series of two separate public
hearings. Continue to make improvements to the budgeting
I process.
Page 8 of 32
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Agenda Item No. 10A
September 28, 2010
Page 24 of 147
RESULTS: The proposed FY 20 II County budget was presented to the Board during the annual
workshop held on June 24, 2010. A millage neutral proposed budget was presented and the
maximum ad valorem millage rates were set on July 27, 2010. Public hearing dates in September
were announced.
F.3 The County Manager will present a budget for FY II that J
will be in keeping with State mandated property tax reforms.
A millal!e neutral oosition will also be oreoared. RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented
resulting in a 5.6% reduction in the general fund with no significant reductions in front line
services, no planned lay-offs or furloughs, no new user fees, no planned facility closures and a
4.2% reduction in full time employees. Annual debt service is fully funded and compliant with
BCC Debt Management policy. This was a significant accomplishment given the 11.6%
reduction in County wide taxable property values and the challenges presented by the local
economic recession. Great credit goes to the talented and dedicated County staff and the
Constitutional Officers for successfully achieving this objective. Achieving a millage neutral
position in 2012 and beyond will be exceedingly more difficult if taxable property values
continue to decline and service demands continue at traditional levels.
F.4 The County Manager will provide annual updates of user ).?
fees and other non-Ad Valorem revenue, Le. impact fees,
grants, etc.
RESULTS:
User Fees - No new user fees are planned in FY 2011. During the fiscal year, staff will continue
to evaluate the ability of current user fees- such as water and sewer rates, planning and building
permit fees, recreation and boat launch fees, Right of Way permit fees and EMS transport fees- to
meet budget projections and offset or help to offset enterprise and internal service costs.
Grants- The Grants Office reports annually on grants applied for and awarded. For FY09, 88% of
grant applications were approved for a total of $42.9 million. The report for FY I 0 is planned for
presentation to the BCC in October-November 2010.
Imoact Fees-In December of 2009, the Board of County Commissioners reset the impact fee study
schedule that had been suspended since March of 2009. Beginning in January 20 I 0 impact fee
studies commenced for School, Law Enforcement and Govemment Buildings Impact Fees. Law
Enforcement and Government Buildings include an additional task to conduct a level of service
study and provide recommendations. This task was added as a result of direction given during the
AUIR process. Beginning in March 2010, studies commenced for Library, EMS and Dependent
Fire Impact Fees. Additionally, the impact fee indexing cycle for FY 2010 includes Community
and Regional Parks and Correctional Facilities. Road Impact Fees were also scheduled to be
indexed, however due to the volatility in costs statewide, as well as other cost and credit issues, a
more comprehensive update is being prepared in place of the indexing. All studies are moving
forward for presentation to the BCC during the last quarter of calendar year 2010. Data will be
available for use during the upcoming AUlR process (related to Government Buildings and Law
Enforcement LOS).
F.5 The County Manager will work cooperatively with the
Clerk of Courts on the preparation of the CAFR and respond .;
promptly and thoroughly to any issues raised by the external )
auditors.
Page 9 of 32
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Agenda Item No. 10A
September 28, 2010
Page 25 of 147
RESULTS: The year ending September 30,2009 Comprehensive Annual Financial Report
(CAFR) was accepted by the Board on March 9, 2010. The eAFR process begins with pre-audit
work generally in July/August. Full audit work usually begins in November and culminates with
Board acceptance in the Spring. Throughout this process the County Manager's Agency works
closely with the Clerk's Finance Department in reviewing audit comments and addressing any
audit questions. An internal audit oversight committee consisting of representatives from both
agencies has been established to help facilitate production of a thorough and timely annual
external audit.
GoaJa for FiseaJ Year 1010:
As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the
annual evaluation weight.
I. Execution of the County's 10 Year Strategic Plan. Continue execution of the County's 10-
Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization
around that plan by integrating multi-year business plans, .annual operational work plans and
individual performance goals and objectives. Under the guidance and coordination of the
Strategic Excellence Program for Ultimate Performance (STEP-UP) Team, continue
translating the Strategic Plan and Strategy Map into the Balanced Scorecard format.
Conduct an annual or bi-annual Bee Strategic Planning Workshop.
RESULTS:
Each Division and Executive Office prepared an updated five year and annual work plan for the
County Manager, all of which are developed in alignment with the strategic plan and goals of the
agency. To create the linkage to each employee's contribution toward the strategic goals, aligned
KRA's are developed for each employee. The annual Strategic Planning Workshop was held on
March I I, 20 I 0 with participation and significant buy-in from community business leaders
resulting in the creation of an in-house business and economic development initiative and the
BCe endorsement of a community-based Economic Recovery Task Force.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating ), 'I
2. East of CR95 I Studv. Finalize a long range County plan for infrastructure improvements
East ofCR 951, along with a solid financial and land use plan that supports it. Complete the
East ofCR 951 Study and the corresponding interim update of Long-Range Transportation
Plan (LRTP), Development of the Collier County Master Mobility Plan (MMP) was
approved by the BCC on July 28,2009. When fully established/phased, the MMP will guide
the need and location ofland use development, public services (government facilities,
libraries, EMS, parks, schools, fire, law enforcement, etc.), multi-modal transportation and
private development, while protecting environmentally sensitive land and habitat in
unincorporated Collier County.
Page 10 of 32
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Agenda Item No. 10A
September 28, 2010
Page 26 of 147
RESULTS:
Comprehensive Planning staff successfully presented to the BCC the Horizon Study Phase Two
report, which the Board accepted in combination with acceptance ofthe Collier Inter-Active
Growth Model (CIGM) as a planning tool. The CIGM was relied upon for the 2007-2008
Growth Management Plan Amendments in evaluating the commercial market needs analysis
against the amendment information.
Master Mobility Plan kick-off I scoping meetings have been held with consultants and data
collection is under way. Additional funding has been identified by the Grants Office. County
staff, in conjunction with the Urban Land Institute, held a stakeholders meeting on Thursday,
May 13, 2010. Completion is expected mid to late 2011.
The 2035 LRTP update is being conducted now and is expected to be completed in December
20 I O. Staff anticipates an interim update following the census and will incorporate results of the
E. of CR 951 study as needed to accommodate the county needs.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating ),:7
3. Community Develooment. We will continue to focus on improving the business processes
within the Division and amending the codes to manage growth better and instill smart growth
tenets. In addition, PUD Monitoring with focus on implementing the PUD "final inspection"
compliance program to validate all PUD requirements and commitments prior to turnover and
continue to prepare for Board approval recommendations to "close out" essentially completed
PUDs. We will manage and monitor the FEMA Flood Insurance Rate Map (FIRM) restudy
process. The primary focus over the next year will be the completion for the digital FIRMs
by the FEMA contractor and then the implementation of the public awareness, Post-
Preliminary Process for all the mandated community reviews, meetings, notifications, appeals
process and six-month compliance period targeting for a final implementation by March
2011. In cooperation with the Collier Building Industry Association (CBIA) and the
Development Services Advisory Council (DSAC), staff will complete fee studies for
Permitting and Land Use (Fund 131) and Building Review and Permitting (Fund 113) and
package and prepare it for Board review and eventual approval. These studies will contain all
emperical data and analysis to justifY the proposed increase and will be formulated to provide
the needed revenue to support current staff operations and to re-build sufficient reserves.
Also complete the implemention and fielding of our divisional CityView Permitting and Land
Use business software system and field the new NR system for scheduling building
inspections.
RESULTS:
Imoroved Land Use and Permitting Review Processes: In June 2010, the Growth Management
Division (GMD) was created through a significant reorganization. Services provided that were
similar in nature were combined and streamlined to maximize efficiencies, contain costs, and
further improve customer service levels. This resulted in an additional $2.5 million savings in
annual reoccurring operating costs, the elimination of35 FTE's, and a reduction from ten
departments to six departments. Improvements in these areas have been documented and
favorably acknowledged by our customers.
Page 11 of 32
Agenda Item No. 10A
September 28, 2010
Page 27 of 147
.
PUD Monitoring and Insoection: The Code Enforcment Department assumed the responsibility of
providing two Property Owners Association meetings annually. The first meeting was conducted
in February 2010. The second meeting is scheduled for October 2010.
Staff has brought a total of 15 PUD close outs to the BCC since October 1,2009 and anticipates
bringing 10 more to the BCC by the end of FY201 O. Currently a total of 49 PUDs have been
closed out. Staff continues to process the required annual monitoring reports.
While PUD monitoring has been reduced to a single planner from the initial team of four, the
monitoring program has been maintained by the use of the electronic Commitment Tracking
System (CTS). Phase two development of the CTS was approved by the County Manager to
further the efficiency gained by the original project. The CTS has been endorsed as an agency
wide tool to manage commitments.
.
FEMA Flood Maps:
Hundreds of property owners in all areas of Collier County attended a series of Federal
Emergency Management Agency (FEMA) public workshops held in August to assist residents in
identifYing their current flood zones and their new flood zones given the proposed changes under
the new Digital Flood Insurance Rate Maps (DFlRMs) released to Collier County in July. The
meetings gave property owners the opportunity to view the new maps, understand how their
properties may be affected and learn more about the fmancial steps that they may need to take to
comply with federal flood insurance requirements. Several press releases were issued and ads
were placed in the Naples Daily News, Collier Citizen and Immokalee Bulletin promoting the
meetings.
Altogether up to 50,000 structures throughout Collier County may be affected by the flood zone
changes under the new DFIRMs that were released and made public by FEMA. A special web
page has been set up at www.colliergov.netlfloodmaDs that contains information on flood
insurance requirements, options to consider on seeking exemptions along with an interactive map
that allows you to check on your property's current flood zone designation and the proposed
flood zone designation under the new DFIRM.
Fee Studies: The BCC approved the recommended building permit fee increases in January of
2010 with the endorsement of Collier Building Industry Association (CBIA). The fee increases
included performance measures that must be met by the building department or face refunds for
late reviews. Due to the slowdown in planning and site development activity, the land use review
fee study was suspended by the new management team with greater emphasis placed instead on
cross training and shared responsibilities with the general fund related staff from comprehensive
planning and transportation planning.
CitvView Software: The GMD administration has partnered with IT and the vendor to develop an
updated CityView delivery schedule and has begun the testing of the final phase of City View,
with full implementation scheduled for the Spring 2011.
.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating 1
J;Ju~ tL.f.<.,,:t;"u~J/ '-1,..;", ~'~
.o,',,;.+--- 'ot"--''''''''-
1\..C....t.'1{){.~'d /
Page 12 of 32
Agenda Item No. 10A
September 28, 2010
Page 28 of 147
..
4. Imoroved use of technolol!V and web site. Staff continues to look for opportunities to utilize
available technology to provide services faster, cheaper and better, Improvements planned
for the next year include a new land use and building permitting system with improved
reporting capabilities; expanded utilization of the upgraded SAP financial management
system; continued refinements to the automated budget, project, and contract management
systems; and continued steps toward an agency-wide electronic document/records
management system. Completion and go-live ofIT projects (Sire - ECM, Agenda
Management, SAP Document Management, Grants Management, and Mise Billing;
migration to Office 2007, implement Exchange Upgrade). Develop additional opportunities
to transact business wI
customers on-line.
RESULTS:
As funding and human resources continue to trend downward, requests for and reliance upon
technology to help improve efficiencies and increase productivity continue to increase. Great
strides toward that end were made during FYIO. Using the reliable SAP platform, staff
implemented the project management suite enhanced by a document management system,
Using this same technology, staff developed and implemented Grants Management,
Miscellaneous Billing, and PUD Permit Monitoring Systems.
)
The Electronic Content Management system (ECM) is also in use providing the capability to
electronically store and retrieve documents and reduce costs associated with storage of paper
records. Implementation of an upgraded BCC Agenda system is expected to be in place by
end of20l0.
Migration to Office 2007 was completed without incident. Migration to Windows 7 began
this summer on a voluntary basis with all users moving to the new operating system during
FYIl. This year the Safepoint system, which provides GPS coordinates for any 800 mhz
radio on the system, became operational.
The County Manager's Office, in coordination with the Grow1h Management Division staff,
has begun the analysis of electronic plan review. Process mapping has been conducted with
the building department staff to identify the most efficient method to convert paper reviews to
electronic reviews by the end of the calendar year.
The Miscellaneous Billing application of SAP went live with the Utility Billing and Customer
Service (UBCS) module on October 1,2009. The application has been utilized effectively
since that time. This project is complete.
Utility Billing and Customer Service (UBCS) accepts credit card payments from customers
via the Integrated Voice Response System (lVR) and on the Collier County website using the
"I want to pay" functionality. UBCS is implementing Electronic Bill Presentment (E-bill), to
provide customers with web-based electronic utility bill receipt, viewing, and payment in a
secure payment environment by the second quar1er of FY20 11
--
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Agenda Item No. 10A
September 28, 2010
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Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating }.7
5. Succession Plannimr. Continue to implement the plan developed in '07 to identif'y and train a
group of people below the Division and Department level who have the desire and ability to
step into higher management positions. First participants began in October 2008; pending
funding, second group to begin application process in June 2010 for October 2010 start.
Continue cross-training, employee development, and succession planning endeavors.
RESULTS:
The first group of employees to participate in the County's Succession Planning effort
completed the program in June 2010. Each has found ways individually to use the skill sets
they developed or enhanced through the program to contribute to their respective
departments' success and together they collaborated on a project to develop ways in which
the County might contribute to economic development efforts.
.
To better meet the needs of the organization, the next group of participants will be those
intemalleaders preparing for the mid-manager level. Applications for the program will be
taken through August with four to six participants selected to start the program in October.
Below Meets Exceeds
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I Rating j,
6. Continued development of the State Legislative Program. Refine the County's legislative
program through continued development of relationships with elected officials and county
staff in Southwest Florida and statewide, monitoring legislative affairs in collaboration with
our state lobbyist and networking regularly with the Florida Association of Counties.
RESULTS:
Collier County government continued to develop and execute an effective State legislative
program for the 2010 Legislative Session. The Board, staff and contract lobbyist firm
worked collaboratively with our legislative delegation and the Florida Association of
Counties to promote legislative proposals favorable to Collier County and to defeat
legislation that would erode the Board's home rule authority or impose additional unfunded
mandates. The Board successfully influenced the outcome of several legislative proposals
including the Seminole gaming compact, the Fire District Consolidation Bills, Offshore Oil
Drilling and relief for condo owners from fire sprinkler retrofit requirements.
.
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Agenda Item No. 10A
September 28, 2010
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wi
Below Meets Exceeds
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I Rating . ~
7. Growth Management. Continue to effectively and efficiently enforce and interpret the
Collier County Growth Management Plan (GMP), Collier County Land Development Code
(LDC) and Collier County Code of Laws and Ordinances and provide a dynamic GMP and
LDC implementation, interpretation, and amendment environment to respond to community
standards and preferences consistent with Florida Statutes. Maintain coordination and
cooperation with the Collier County Public Schools in schools facilities planning through the
Interlocal Agreements required by Florida Statutes to include adoption of the Public Schools
Facilities Element with school concurrency component. Continue to implement the Transfer
of Development Rights (TDR) Program of the Rural Fringe Mixed-Use District and its future
land use restrictions. Continue-to implement the Rural Lands Stewardship Area (RLSA)
Stewardship Credit Program and associated Stewardship Sending Area (SSA) and
Stewardship Receiving Area (SRA) designations through regulatory oversight and
interpretation of the provisions of the Rural Fringe Mixed-Use District (RFMU). Analyze
fmancially feasible capital plans to ensure consistency with the State mandated changes to the
Growth Management Plan. By January 2011, the County will transmit to DCA the County's
2011 EAR report pursuant to 9J5, Florida Administrative Code.
RESULTS:
The Growth Management Division (GMD) has successfully managed the updates to the LDC
and the GMP and is progressing forward on schedule with EAR based amendments. Staff is
also working with the School District to complete the update of the School Board Review
(SBR) interlocal agreement by December of2010. A final draft will be presented to the BCC
by the end of the calendar year.
In FY I 0 there was an average of 70 new Code Enforcement cases opened every week to
effectively and efficiently enforce the LDC and Code of Laws and Ordinances.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Ratin" "1 )
8. Federal Legislative Program. - Continue development of successful program in cooperation
with the County's federal lobbyist and enhancing the partnerships with the Congressional
Delegation members and their staff.
..
Page 15 of 32
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Agenda Item NO.1 OA
September 28, 2010
Page 31 of 147
.
RESULTS:
In January 2010, the Board of County Commissioners approved the Collier County Fiscal
Year 2011 Federal Legislative Agenda. The agenda projects were then presented on February
25, 20 I 0 by Commission Vice Chair Frank Halas and the County Manager in one-on-one
meetings to members of Collier County's Congressional Delegation, including Congressman
Connie Mack, Congressman Mario Diu-Balar1, and Senator Bill Nelson in Washington, D.C.
In July 2010, the BCC received word that Sen. Nelson had put $1 million for the Interstate
75/Everglades Boulevard Interchange PD&E Study in the Senate Transportation Bill that was
approved by the Transportation Subcommittee.
Also during FY 20 I 0, a total of $2,922,000 in federal dollars was awarded to the following
four Collier County projects on the FY20 10 Federal Agenda list:
· Gordon Pass dredging $ 722,000
. Interstate 75/Collier Boulevard/SR 84 (Davis Boulevard) $ 800,000
. Emergency Services Center $ 800,000
. Health Care Access/Physician Led Access Network (PLAN) $ 600,000
.
Below Meets Exceeds
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I Rating ')
9. Successful caoital oroiect management. FYIO will see a relatively modest capital
construction program. Managing these projects to successful and timely completion will be a
priority.
A. Road Improvement Projects of/merest:
I) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal
This one-mile project is scheduled to go to bid by the end of calendar year 2010.
Plans call for widening Collier Boulevard from four to eight lanes, and also
includes capacity improvements to approximately one-quarter mile of Beck
Boulevard as well as the northbound 1-75 off ramp. Construction is expected to
begin in the first quar1er of 20 11 and take about two years to complete.
2) Oil Well Road multi-Ianing
Work continues on schedule. Contractor continues working on both eastern
and western segments of the project. Final completion scheduled for February
2012.
.
3) Santa Barbara Boulevard Extension
Santa Barbara Boulevard Extension 6 laning was opened to traffic on August 2,
2010.
-"
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~
4) Davis Boulevard from Collier Boulevard to Radio Road
This three-quarters of a mile project calls for building a variable four to six lane
roadway divided by a median with sidewalk and on-road bike lanes on both sides
of the roadway. Design was handled by FDOT. Collier County is providing the
construction funds with an agreement from FDOT to provide reimbursement
starting in fiscal year 2012. Construction is expected to begin in the first quarter
of2011 and take about two years to complete.
5) Obtain approval from the FHW A and FDOT of Interchange Justification Report
(UR) for Everglades Boulevard Interchange at 1-75
Staff anticipates submittal of the Interchange Justification Report (UR) by the
end of calendar year 2010. This schedule is subject to FDOT/FHW A reviews.
6) Completion of the 1-751 Immokalee Interchange.
Project completed and all lanes opened to traffic on April 23, 2010.
7) Repaving within budgeting constraints
Road Maintenance has resurfaced 85 lane miles of pavement within budget. Road
Maintenance has also restriped 200 lane miles of roadway which includes lane
lines, pavement message, stop bars, raised pavement markers, etc.
-,
Below MeelS Exceeds I
Standard Standard Standard
1 2 3
I Ratinl! J., 0;
B. Utility Improvement and Public Safety Projects:
I) North County Water Reclamation Facility Alignment Project
This project will provide reduced chemical costs, reduced electrical costs,
reduced bleach usage, and more compliant, reliable, and sustainable reclaimed
water production, storage, and delivery. The project also provides additional
odor control to comply with the county's "zero offsite odors" policy.
The first phase of the project consists of lining two existing unlined reclaimed
water storage ponds; improving pond perimeter benns; improving adjacent pond
roads; installing piping and valves between the ponds; installing covers on the
aeration basins and installing two new odor control units; equipping the existing
plant headworks with new odor control units; replacing a 150 HP blower with a
new 300 HP blower and air flow modulating valves and air flow meter; and,
adding a new bleach system to the filters in the oxidation ditch treatment train.
The project is on track to meet the November 20 II completion date.
.
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Agenda Item No. 10A
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.
2) North Collier Regional Water Treatment Plant Water Quality Sustainability
Project
This project will improve the quality of finished potable water, improve the
efficiency of the water treatment processes, enhance the efficiency of controlling
odors, and provide an annual savings in chemical usage and labor costs of
approximately $450,000.
The first phase of the project includes replacing the degasifier and odor control
systems; adding an odor control system; and rehabilitating the clearwell.
The final completion date for construction is slated for December 20 1 O. The
project is on track to meet the completion date.
3) Finalize the landfill gas to energy project agreement and initiate construction
All applicable permits have been obtained and the Notice to Proceed for
construction was issued on July 2, 2010. Construction began August 1,2010,
with an estimated completion date of March 20 II.
4) Bldg F security lobby improvements
Building F SecurityfLobby improvements were completed on January 21", 2010.
C. Other Significant County Projects:
Below Meets Exceeds
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I) Collier Boulevard Boat Park
Completed on time and on budget. Grand Opening held May 22, 20 I O.
2) Goodland Boat Ramp
Opened to the public on August 20, 2010.
3) FPL and Collier Boulevard Greenway Projects
The Collier Greenway, located between US 4 I and Davis Boulevard, was opened
on October 10, 2009. Notice to Proceed to construction for the FPL Greenway
(from Rattlesnake to Radio) was issued on July 27,2010 with construction
commencing on August 2, 20 I O.
4) Marco Island Rose Hall Addition
The Library opened Rose Hall on schedule and within budget guidelines during
FY 2010. Ribbon cutting ceremony was held February 26, 20 I O.
.
5) Manatee Community Park
After completion of design, future work on this project will be suspended
pending BCC review and approval of the Parks Master Plan currently underway.
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Agenda Item No. 10A
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..
Draft master plan expected by the end of calendar year with presentation to BCC
in early 20 II.
6) Lely Area Storm Water Improvement Project (LASIP)
The LASIP Regional project consists 000 individual components or sub-
projects. To date, nine projects have been completed, three projects are currently
under construction, 17 projects are in design and one project (County Barn Road)
is pending. All projects are scheduled to be completed by July of2015.
7) Conditional Use for CAT Transfer Station at Radio Road, and design and
permitting for permanent Transfer Station construction at Collier County
Government Center
The Conditional Use Permit for the Radio Road transfer station was approved by
the BCC on March 23, 2010.
The purpose of a permanent transfer facility, to be located adjacent to the parking
garage at the Collier County Government Center, is to replace the temporary
facility that currently exists near the museum parking lot. A TM has been working
toward the design and permitting for this new facility. A grant has been obtained
from FDOT for the construction of the facility; scheduled for completion by
December 31, 2012.
)
8) East Naples Community Park Soccer Field
Project completed Spring FY I 0 within budget. Grand Opening Ceremony held
May 2010.
9) Phase 2 of Naples Depot Renovation
Exhibit construction is well underway. It is expected that the Naples Depot will
re-open to the public on January 7, 20 II.
10) Bluebill Ave. Public Beach Access, Restrooms & Intersection Improvements
The Site Development Plan Amendment review process is currently in progress
with the Growth Management Division; the application for the FDEP permit has
been submitted and is currently under review; currently working with the
transportation engineering staff/consultants to review the preliminary feasibility
study for the turnaround design concept at the intersection of Bluebill Ave. &
Gulf Shore Dr. Scheduled for completion by September 1,2011.
II) Gordon River Greenway
Project near completion at 30% design. Rezone and SDP anticipated completion
May 2011; construction to be completed by winter 2012.
12) Delnor Wiggins State Park Inter-local agreement with FDEP for increased access
and parking.
Project on hold due to a request from the State to delay improvements until they
are able to survey walk-in usage during 2011 tourist season.
--
13) Marco Island Museum commissioning and operation. - Develop ajoint board
for the Marco Island Museum; complete temporary exhibit plan and displays;
begin operations on a reduced weekly schedule. Open to public within three
months of obtaining CO.
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Agenda Item No. 10A
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The Marco Island Museum's three main buildings have been substantially completed by the
Marco Island Historical Society and are awaiting final CO. The Collier County Museum has
prepared a conceptual exhibit plan for the new galleries. This plan has been approved by the
Marco Island Historical Society and an exhibit construction contract has been executed with the
Museum's exhibit fabrication firm. Permanent displays will be finished and installed in phases, as
budget resources allow. The Collier County Museum has also identified and pooled surplus
exhibit cases and graphic elements for use as temporary exhibits, once the facility has been
transferred to County ownership. One professional staff position has been approved and the
Museum has requested an operating budget of$109,200 for FY2011 and a capital budget of
$]09,300 to assist with construction of permanent displays.
The main gallery at the Marco Island Museum is currently being operated by volunteers on a
reduced weekly schedule under a temporary CO. Final transfer of the facility to the County is
now anticipated for October 20 I O.
] 4) Elks Club renovation and Property Appraiser Office relocation.
Property Appraiser's Building completed and Office. relocated July 20] O.
.
Below Meets Exceeds
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: Rating .$
10. Overall Ooerationallmorovements:
A. Implement Next Stage of Contract Administration Plan Initiatives.
I) Continue use of value engineering reviews for larger construction contracts.
Contract administration staff continues the practice of value engineering reviews
for larger construction contracts when appropriate, such as the Oil Well Road
project. Changes in the economy have resulted in more favorable pricing for
construction projects.
2) Pursue efforts through legislative delegation and F AC to amend Consultants
Competitive Negotiation Act (CCNA) to enhance competition.
Proposed revisions to the CCNA were part of the BCC's adopted 2010 State
Legislative Agenda. Despite efforts by staff and F AC, no changes were adopted
during the 20] 0 legislative session.
.
3) Implement and manage Local Vendor Preference Policy
In its second year of implementation, staff continues to manage and monitor the
Local Vendor Preference Policy. In June, staff presented a two-year report
regarding the performance of the program and the Board elected to retain the
program indefinitely and directed staff to work with a local economic
development task force to discuss further possible changes to the policy.
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Agenda Item No. 10A
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The percentage of dollars spent with Collier vendors has increased considerably
from an average of 39.7% annually for the three years preceding the adoption of
the local vendor preference policy to 50.5% during the first two years ofthe
program; or from $171 million per year to $213 million per year.
4) Vigilantly monitor spending at the purchase order level and identify opportunities
to maximize purchasing efficiencies
In an effort to better monitor spending at the purchase order level and identify
opportunities to maximize purchasing efficiencies, Purchasing Department staff
combined and re-competed numerous contracts (cell phones, printing, uniforms,
chemicals, engineering services, architectural services) resulting in significant
savings to the agency as well as standardization and ease in obtaining goods and
services.
5) Continue SAP business software enhancements for project and contract
management
SAP enhancements implemented over the past two years continue to create
efficiencies for the agency. As indicated earlier in this review, staff has
implemented the project management suite and document management systems
to support project management. The document management component also
provides a platform for improved contract management.
)
Below Meets Exceeds
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B. Continue to refine and enhance the Operations Management Tracking System
(OPS Track) that measures efficiency, productivity and effectiveness, as well as,
the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that
monitors project expenditures and timeliness. Begin the implementation of a
Customer (Citizen) Centric Performance Measures Program that the BCC can
utilize to report goal progress to constituents (stakeholders).
Management continues to refine the performance measures utilized for OpsTrack.
This year the measures were presented to the Productivity Committee for their
review and they were pleased to see this in effect. Staff secured a Trailblazer
Grant to assist with development of Citizen Centric Performance Measures. Also a
working group has been established to lead citizen focus groups to identify their
preferred performance measures. Measures are to be developed by August 31,
2011.
...
Below
Meets
Exceeds
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Agenda Item No. 10A
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Standard Standard Standard
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L Ratil!K. '2.
C. Improve emergency preparedness planning & response capabilities.
I) Continue to reftne and exercise emergency preparedness pIarming should the
community be impacted by a Pandemic flu outhreak.
In collaboration with the Health Department, efforts for the 2009/1 0 season were
highly successful and are on-going.
2) Seek and present ftnancing opportunities for a replacement or supplemental
MedFlight helicopter. Improve helicopter systems management, programming
and safety
MedFlight continues to receive high marks from the FAA and independent safety
reviews. The workplace and current leadership received high marks during this
evaluation period. The aircraft is eleven years old, but remains in very good
condition. Eventual replacement must be considered in the next few years.
.
3) Continue efforts to build our emergency management program in a fashion so as
to meet or exceed national requirements for accreditation under the National
Emergency Management Accreditation Program and National Fire Protection
Association (NFPA)- Standard 1600
Accreditation preparation and gap analysis efforts will begin in August of 20 JO
due to the availability of grant funds to assist in this effort.
4) Continue our efforts to build a disaster resistant community by means of disaster
drills, exercises, and joint planning with community partners. Include testing of
our preparedness to fast-breaking (Haz-Mat, School crisis) events
Staff continues to assist the community and a number of agencies in an all-
hazards approach to preparedness, response, mitigation and recovery. A multi-
agency hurricane preparedness exercise was held at the Ese on May 10,2010.
5) Seek funding options and develop strategic plans to address the high call volume
along Alligator Alley which frequently overtaxes the Ochopee Fire Department
due to travel distances
The impacts to Ochopee generated by 1-75 continue to be significant. Several
legislative discussions have occurred and work in this area is on-going.
6) Seek funding sources to ensure Emergency Medical Services can lease purchase
several replacement ambulances due to age and mileage.
While a total of five ambulances were ordered with a combination oflease and
revenue funds, EMS remains approximately five vehicles behind the established
replacement schedule. Staffwill continue to seek funding resources and
alternatives to replace the aging vehicles scheduled for rotation.
.
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Agenda Item No. 10A
September 28,2010
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4
Below Meets Exceeds
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I Rating .:,1. ,''1
D. Continue to implement the beach access initiatives and update the 2003 Beach and
Water Master Plan by May 2009. The Productivity Committee is still reviewing
the updated plan, once complete the review with their recommendations will be
presented to the BCC. Continue to bring opportunities to the BCC for direction.
Plan has been updated and the Parks and Recreation Advisory Board (P ARAB)
has reviewed the plan. The updated plan will be presented to the BCC in
conjunction with the Parks Master Plan by the end of calendar year 2010.
Below Meets Exceeds
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)
E. Work with the South Florida Water Management District (SFWMD) Governing
Board to develop a SFWMD - wide, year- round irrigation rule that meets the
needs of the Utility and that is consistent with the Collier County Irrigation
Ordinance (#2002-17)
On March 15,2010, a Year-Round Conservation (Irrigation) Rule went into effect
across the South Florida Water Management District (SFWMD), including Collier
County. The new rule is consistent with the three-day per week restrictions
contained in the Collier County Irrigation Ordinance 2002-17).
Below
Standard
1
Meets
Staudard
2
Exceeds
Standard
3
F. Initiate Watershed Management Plan studies and associated Long Range
Stormwater Management Plans.
--
I) Manage the development of the County's continuing stages of the Watershed
Management Plan according to GMP policies. Modeling consultants were
hired in FY09 to support the schedule for completion of the plans in 2010.
The Watershed Management Plan model update is in the final stage of
completion. The consultants have adjusted their schedules to be able to
complete this work by the end of the calendar year.
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Agenda Item No. 10A
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2) Implement Phase 2 of the County's Watershed Management Plan and
pursuant to the GMP complete the study by 2010.
Work on Phase 2 of the Watershed Management Plans has begun and is
scheduled for completion by the end of the calendar year.
3) Manage the implementation of the Floodplain Management Planniug
Committee (FMPC) goals, policies and objectives defmed iu the 2008
Floodplain Management Plan (FMP) through the Action Plan contaiued iu
Section 7.1 of the FMP.
The Floodplain Management Planning Committee has been working with
staff to address corrective measures needed in the 2008 Floodplain
Management Plan (FMP) for the Community Rating System scoring
requirements. The 2009 progress report was presented to the Board of
County Commissioners on May I I, 20 I O.
In July 201 0, FEMA notified Collier County that our Community Rating
System under the National Flood Insurance Program (NFIP) has been
upgraded from Class 7 to Class 6 which means a 20% discount in the cost of
flood insurance premiums for NFIP policies issued or renewed in the Special
Flood Hazard Area on or after May I, 20 I O.
.
Below Meets Exceeds
Standard Standard Standard
1 2 3
i Rating 1.,1
G. Continue efforts in Public Utilities to implement an automated system to record and
track the location, type, condition, value and useful life of County Utility
iufrastructure and assets.
Work continues on this effort to develop a comprehensive automated inventory data
base of all Public Utility physical assets. The goal is a reliable and risk hardened
infrastructure that delivers maximum utility at best value cost, stays in compliance,
and meets demand. The Asset Management Project Delivery Team continues to
review other systems, obtain data from other counties, and establish procedures to
continue moving this project forward.
In full partnership with the Infonnation Technology Department and Finance, staff
intends to develop an Enterprise Asset Management (EAM) System utilizing SAP
software. This is an ongoing effort. The next step is to procure services for
professional engineering and technical services.
.
Below Meets Exceeds
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i Rating J...
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H. Implement Audit Corrections. Implement and monitor policies and procedures
needed to address the findings identified by the external auditor relative to our federal
and state housing grant programs. Goal for FY 20 I 0 is to have decreased audit
fmdings. Make necessary adjustments to the newly implemented Health and Human
Services Department self-monitoring/audit system.
A reduced number of audit findings were noted in the FY 09 external audit. The
Housing, Human and Veteran Services Department has continued to do qUar1erly
internal monitoring, along with monitoring from all grantor agencies and the Federal
General Accounting Office. The Department is working to further standardize and
refine compliance activities.
Below Meets Exceeds
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[Rating 1
I.
Better Utilization of County Resources.
)
I) XCEL (Expect Compliance at Every Level) - This is an internal control review
and improvement methodology deployed throughout the agency to provide a
structure for management to evaluate the effectiveness of internal controls and to
improve, if necessary. Further implement XCEL to include par1icipation from all
divisions and other key offices. Create qUar1er]y reporting approach to improve
visibility of existing and improved internal controls.
All divisions and Departments are fully engaged in the program. Quarterly
reports regarding on-time completion of risk assessments and action plans are
provided as par1 ofOpsTrack. To date 305, or almost 40% of the agency's
processes have been assessed for financial, compliance and operational risk with
controls improved as deemed necessary.
2) Perform Construction Engineering and Inspection (CEI) with in-house staff for
Santa Barbara Bou]evard Extension and one or both of the Oil Well projects.
Using in-house Construction Engineering and Inspection (CEI), staff has saved
the county approximately $9 million on the Santa Barbara Boulevard Extension
and Oil Well Road projects.
I
;I'
r~
"
3) Center for Business Process Excellence - This is a matrix organized team of
professionals engaged in business process improvement. Their goal is to take on
2 - 4 County Manager's Office-prioritized analysis and improvement projects
annually. Complete a minimum of 2 process or organizational improvement
projects, 'Lean Government' Initiates.
During FY ]0, the team engaged in 15 improvement projects (See Tab 2), six of
which utilized the Lean Government approach. Seven of these touched all
Divisions in the agency, and several involved interagency teams with the Clerk
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Agenda Item No. 10A
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of Courts Finance department. Each has yielded positive outcomes in terms of
improving efficiency and quality of services.
4) Implement and monitor coordinated FEMA Reimbursement Process. Resolve
FEMA reimbursements from Katrina, Wilma, and Gabrielle.
Several years ago, the County petitioned the Florida Department of Emergency
Management and FEMA to review our application and request for an additional ~
$20M reimbursement for storm related damages for the above named events. On J1
August 27, 2010, staff was notified that FEMA has obligated $9,486,535 in
reimbursements for County expenses related to Hurricanes Katrina and Wilma.
These funds will be transferred to the County via electronic fund transfer by
September 13, 2010.
Tropical Storm Gabrielle is controlled by FEMA Region IV in Atlanta. They
have not agreed on the additional $11 M we are requesting from this storm.
Working with Florida Department of Emergency Management, staff petitioned
FEMA to re-open the account and address our request. This item will probably
take us an additional 6 to 9 months to resolve.
.
5) Implement the Grant Management Program.
During FY 10, staff implemented a software solution to track and monitor grant
applications programs, expenditures and requirements to better track the grant
application process in order to improve both record keeping and compliance.
This was done with the cooperation of the Clerk's Finance Department.
6) Successful implementation of year two of Well ness-focused, Advocacy-based
healthcare plan.
At a time when healthcare costs are skyrocketing, our innovative wellness-
focused health plan has allowed us to provide good benefits at a stable cost. The
program emphasizes early detection and treatment of chronic conditions such as
diahetes and heart disease indicators. Early detection helps avoid the excessive
costs associated with treating catastrophic illnesses that frequently occur as a
result of no regular program of wellness and early disease identification and
intervention. The program provides lower premium contributions for employees
who agree to annual wellness examinations and participation in disease
prevention programs and activities. In 20 I 0, 95% of our covered employees
qualified for the premium plan.
.
7) Continue enforcement and regulation of the Minimum Housing Standards
Ordinance and the Property Maintenance Ordinance to include, enforcement of
abandoned properties; implementation of the BCC-approved foreclosure
initiatives; enforcement of Rental Registration requirements; and fix associated
operational and fiscal processes. Promote the purchase, remodel and
maintenance of affordable workforce housing in Collier County with partners and
staff. Obligate NSP-I funds through the purchase and remodel of 40 homes by
September 2010 and submit reports on time.
Housing, Human and Veterans Services, to date, has purchased 52 neighborhood
stabilization properties, and all, except for vacant land, are being remodeled. The
~
Page 26 of 32
Agenda Item No. 10A
September 28, 2010
Page 42 of 147
-4
target of obligating all funds by September 20 I 0 is on schedule. All reports have
been submitted on time.
Code Enforcement has worked aggressively on the Foreclosure Task Force and
Blight Prevention program to proactively reduce areas of blight within the
county. The program has been nationally recognized by the National Association
of Counties for an achievement award. The Department has been active in
working with banks and lenders to achieve voluntary compliance efforts versus
enforcement in order to address code violations in foreclosed properties.
The minimum housing standards, property maintenance ordinance and BCC , 'i1 t
approved foreclosure initiatives have resulted in banks expending $1,60 I ,049 to C[ J ,
abate 1,195 code violations in Collier County. A comprehensive program was I' ",/-
developed, in conjunction with NABOR, to identifY code violations and code ., ~d
cases prior to a buyer purchasing a property in Collier County. The rental r / ~
registration program was discontinued by the BCe.
)
8) Strong emphasis on process improvement, .evaluating organizational structures,
assessing staffIng levels and workload requirements and talent management.
Greater participation in Kaizen and similar efforts, implementing ITIL in IT,
exploring best practices, etc.
This has been an area of emphasis since I became the County Manager. I
established the Office of Corporate Planning and Performance Improvement to
identifY opportunities to improve efficiency, eliminate duplication, and
streamline operations. 15 separate process improvement projects were
undertaken this fiscal year. A primary example of the positive impacts and (
influences of this Office is the contributions that it made in the planning and .-k "
implementation of the new Grow1h Management Division, particularly in the ~J?f
design of new business processes and service models. In addition, over 500 hours
of education on these subjects/techniques have been provided throughout the
organization.
9) Investigate use of Compressed Natural Gas (CNG) as primary altemative fuel
and develop implementation plans.
Fleet Management, in close cooperation with the Alternative Transportation
Modes Department, continues to pursue alternative fueling options. Based on
current available information, Compressed Natural Gas (CNG) and hybrid
vehicles continue to be the most viable solutions for Collier County. Because of
the high investment cost and long lead times, Facilities Management,
Transportation, and Public Utilities staff are coordinating with Fleet Management
to develop an Alternative Fuels Plan for the future. The first meeting was held at
the end of June.
--
Page 27 of 32
Agenda Item No. 10A
September 28, 2010
Page 43 of 147
.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating /}
J. Actively Monitor the Impact to Tourism resulting from the infusion of additional
advertising funds because of the declared 'Economic Emergency'. Attain Return on
Investment from advertising and promotion at an average of $20, while tIying to
increase economic impact from tourism expenditures by 6%. Continue the quarterly
reports to the BCC and to the media on our tourism successes.
The Return on Investment (ROI) part of this goal has been met, but the economic
impact goal has not been met.
The Return On Investment from the campaign launched in the first quarter of 20 I 0,
funded by the infusion of dollars from Beach Renourishment Reserves, was invested
in a much enhanced first and second quarter advertising campaign and the first ever
SW Florida campaign. The new visitors attracted by this new campaign have resulted
in the following spending from new visitors to our area as reported to the BCC on
May 25, 2010:
.
(In spending per visitor attracted to our area from the above campaign for each dollar
invested in advertising)
New York
Chicago
Philadelphia
Average:
$23.61
$23.33
$14.09
$20.87 in new visitor spending for each advertising dollar
invested.
Other economic measures of the increased marketing efforts in 2010:
. The economic impact from tourism on our community has increased
3.8% through June over the same period in FY 09. This is short of the
goal of a 6% increase due to the economic crisis our area has
experienced over the past year.
. Visitor counts have increased by 349,300 or +4.7% to date over last year.
. Occupancy in Collier accommodations is up 8.3% over 2009.
. TDC tax revenue is up $619,850 over the same period last year.
.
. Now that the Deepwater Horizon oil well is capped, the chances offurther
increases in all of these statistics, including the ROI from the infusion of beach
reserve funds for marketing should improve.
Page 28 of 32
Agenda Item No. 10A
September 28,2010
Page 44 of 147
..
. Results reported to the BCC quarterly and to the TDC and the media monthly.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I RatinlZ t~'J
K. Seek BCC direction on FY 10 Referendum for Fire and EMS consolidation under
the BCC during the primary or general election in 2010.
A citizen driven straw ballot initiative was brought forth to the Board of County
Commissioners on May 11,2010. On May 25, 2010, the Board voted to place a
ballot question on the November 2, 2010 Ballot regarding consolidation of
independent fire districts.
,~Lftci r~ jM
,t7Y71 tu~ --
,;-(.4
Below Meets Exceeds
Standard Standard Standard
1 2 3
I RatinlZ J
)
L. Select and Transition a new County Manager.
Completed
Below Meets Exceeds
Standard Standard Standard
1 2 3
I RatinlZ --1
,
M. Diffuse over the next two years the adverse financial impacts of the Clerk's unilateral
decision to not honor the 2002 MOV with the BCC.
This issue is closed. The laws have changed and now the Clerk is required to return
interest to the BCC on a monthly basis, and is doing so. Necessary General Fund
interest income adjustments were successfully incorporated into the FY 20 I 0 budget.
Below Meets Exceeds
Standard Standard Standard
1 2 3
[RatinlZ J.-.
~
N. Seek a sufficient funding guarantee from Marco Island to fix 92A, Goodland Drive,
before the 2002-2017 interlocal agreement with Marco Island expires. We will
Page 29 of 32
_._.._----_.".__."----"._~--'--
Agenda Item No. 10A
September 28, 2010
Page 45 of 147
.
probably have to escrow the last two years of the County's transfer to pay for the
$1.8M estimated project.
Staff met with and exchanged correspondence with the Marco Island City Manager to
verifY that the last two years of the County's transfer will be withheld if Marco Island
has not already implemented improvements to 92A, Goodland Drive.
Below Meets Exceeds
Standard Standard Standard
1 2 3
l Ratil1K A..
O. Conservation Collier 'True up' as far as Maintenance trust is concerned prior to
2013. Curtail further land buys until this is done.
An in-depth analysis was conducted by the Office of Management and Budget in
conjunction with Conservation Collier staff to detennine an appropriate fund balance
requirement for land management in perpetuity. Funds were transferred to the
management fund to cover these costs.
All new land purchases include an assessment (ifnot direct fund transfer) of the costs
of management in the future.
.
Below Meets Exceeds
Standard Standard Standard
1 2 3
L Rati~ ) S
P. Evaluate the public benefit of continuing the ALS engine program and explore
opportunities to further improve a county-wide integrated first responder system.
Collier County EMS under the direction of the County Medical Director maintains an
on-going evaluation of ALS Engine program. Presently a Blue-Ribbon Committee
consisting of members of the medical community, along with Fire, EMS and Law
Enforcement agencies and the Chamber are reviewing the best delivery
mechanism(s) in light of diverse system delivery needs, varying Fire service
capabilities and current best practice standards. Presently, the City of Naples,
Ochopee Fire, Isles of Capri Fire and Marco City Fire are participants in the ALS
program.
Below Meets Exceeds
Standard Standard Standard
1 2 3
l Ratillg J..
.
Page 30 of 32
.,- ,>. ,-., '-'-"~"",, ".,," "",,_~",,;"'"';",.~ "M__,' _.,. "..,. ,_,h,_, .~
Agenda Item No. 10A
September 28, 2010
Page 46 of 147
."
Q. Investigate Economic Development Funding
. Innovation Zones
After a year-long collaborative effort, the enabling ordinance for the Innovation
Zones was adopted by the Board in May (20 I 0).
. Economic Incentives
Under the leadership of the newly appointed Executive Director for Business and
Economic Development, these incentive programs are being reviewed and
analyzed for potential improvements to provide incentive packages that better
address the needs of local businesses as well as those companies seeking to
relocate to Collier County.
In July, the BCC approved Haynes Corp. into the Fee Payment Assistance, Job
Creation Investment, Job Retention Investment and Fast Track Regulatory
Process programs for the expansion of their corporate headquarters in Collier
County which will result in the retention of 45 local jobs along with the creation
of 20 new jobs.
Coordinated with the BCC and the EDC to recognize the Collier County
Business of the Month at Board meetings.
)
. Fast Track Permitting
May 25, 2010 the BCC approved a GMD sponsored fast track process for Florida
Specialties to bring 25 new jobs to Immokalee and directed staff to update the
fast track process to be more proactive. } ,i; :x k~-<~J ;7 -
. Infrastructure Investments (Camp Keais Road improvements/Indian Gaming
Compact)
The Seminole Indian Gaming Compact between the Seminole Tribe of Florida
and the State of Florida was ratified by the Florida Legislature on April 19,2010
and was subsequently approved by Gov. Crist on April 28. Camp Keais Road is
listed as an unfunded need and included in the list of impacted road network for
inclusion in the Indian Road Report (IRR).
Below Meets Exceeds
Staudard Staudard Standard
1 2 3
I Rating :1.
--
R. Complete the 2010 Census and Facilitate SOE redistricting efforts.
County staff has met with Supervisor of Elections staff to initiate a redistricting
timeline for this complex project. The 20]0 census count has been completed, and
the County will receive the population data from the Census Bureau in April 2011, at
which time several re-districting options/maps will be created (in house) using strict
legal criteria, followed by a public vetting period. One map will eventually be
Page 31 of 32
Agenda Item No. 10A
September 28, 2010
Page 47 of 147
.
approved by the BCC and subsequently the Department of Justice in the summer/fall
of2011.
Below Meets Exceeds
Standard Standard Standard
1 :z 3
I Rating .J..
.
.
Page 32 of 32
Agenda Item No. 10A
September 28, 2010
Page 48 of 147
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
Meeting Date:
10A
Recommendation to complete the Annual Performance Appraisal for the County Manager.
(Leo E Ochs, Jr., County Manager)
9/28/2010 9:00:00 AM
Item Number:
Item Summary:
Prepared By
Mark Isackson
Management/Budget Analyst, Senior
Date
Office of Management &
Budget
Office of Management & Budget
Approved By
Leo E. Ochs, Jr.
County Manager
Date
County Managers Office
County Managers Office
9/22/20101 :38 PM
____>_.._..._.n_."_.._._,"_._._.."_'~._.._ '''-__.__~..~"_._
Agenda Item No. 10A
September 28,2010
Page 49 of 147
Commissioner Halas
..,
,
--
Agenda Item No. 10A
September 28,2010
Page 50 of 147
Below are the standards for scoring the self-appraisal. These should help you decide on how to
grade each of the areas of my KRAlappraisal form.
Seore Result
1 . Some improvements and/or early good performance levels in a few areas
Below . Results not reported for many to most areas of importance to the
Standards organization's key business requirements
. Improvement trends and/or good performance levels reported for most
areas of importance to the organization's key business requirements
2 . No pattern of adverse trends and no poor performance levels in areas of
Meets importance to the organization's key business requirements
Standards . Some trends and/or current performance levels--evaluated against
relevant comparisons and/or benchmarks--show areas of strength and/or
good to very good relative performance levels
. Business results address most key customer, market, and process
requirements
. Current performance is excellent in most areas of importance to the
3 organization's key business requirements
Exceeds . Excellent improvement trends and/or sustained excellent performance
Standards levels in most areas
. Evidence of industry and benchmark leadership demonstrated in many
areas
. Business results fully address key customer, market, process, and action
plan requirements
Final Needs Meets Exceeds
Staudard Improvement Expectations Expectations
Ratin!!
1.00-1.66 1.67-2.33 2.34-3.00
Page 2 of 32
.
.
.
Agenda Item No. 10A
September 28,2010
Page 51 of 147
The following areas of Communications; Leadership/Organizational Direction; Personnel
Management support the Strategic Focus Area 6 - Local Governance - To sustain public trust &
confidence in County government through sound public policy decisions, expert professional
management and active citizen participation.
COMMUNICATIONS Below Meets Exceeds
Standards Standards Standards
1 :z 3
C. I (Internal) The County Manager will be expected to
provide the BCC with timely and accurate responses to 2-.8
requests for information, as well as, coordinating drafts for
plans, fees and controversial ordinances with the BCC
members before the information lwes Dublic.
RESULTS: Staffresponses to BCC inquiries have been timely, accurate and thorough, with very
few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with
each Commissioner, which are also used to provide regular updates on items of specific interest.
In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal
meetings, telephone contacts and e-mail communications. Concerted effort has been made to
provide timely notifications, read-ahead material, and advanced briefings on all high profile
uDcomin~ a~enda items and media issues.
C.2 (External) The County Manager will be expected to
provide information to the public through a minimum of
one sDeakin~ en~a~ement Der month on average, as well as, 2.8
developing new means to provide information to the public
regarding County information.
RESULTS: The County Manager has spoken at 29 public engagements during the past year
including local TV and radio news programs, business and industry associations, civic and
homeowner associations and numerous service clubs (see listing at Tab I). Particularly
noteworthy was a series of six focus group round table sessions I hosted with a cross section of
business leaders to exchange ideas on how County government can help facilitate business
recovery and economic development.
In addition to the more conventional methods of public information, Twitter, Facebook and
Y ouTube accounts for the County Manager's Agency were launched in the past year - expanding
the communication channels used to provide information to residents and visitors. The County
web site continues to be an informative. accessible and useful site for thousands of visitors each
month who are seeking information about County services and programs. In the first nine months
of the current fiscal year, there were 1,007,566 unique visitor sessions to the Collier web site.
The web site home page was redesigned during the past year. Special pages for the Deepwater oil
spill, red light cameras and the FEMA flood maps were established. The website was
reorganized to have all forms and online services (e-commerce) in one location. Streaming Video
of County Commission meetings and other events, as well as Video on Demand have proven to
be increasingly popular and convenient ways to provide information to the public.
C.3 (External) The County Manager will be expected to
ensure that the organization has systems in place to ensure
that the general public is responded to in a timely and 3.0
accurate manner. Also, improve Public Relations by
providing more understandable and complete information to
the Dublic.
Page 3 of 32
'"
)
.--
Agenda Item No. 10A
September 28,2010
Page 52 of 147
,
RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable
method for intake of constituent service requests and complaints, as well as a useful tool for
tracking these items to completion and reporting results. 434 AIMS issues were recorded,
managed and resolved during FY09. For FY 2010, response rates for constituent contact
onlbefore five business days is 99%, while response rates for issues closed onlbefore five
business days is 88%.
More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues
to process all non-personnel public records requests in an accurate and timely fashion. 175 public
records requests were processed in FY 09.
Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between
800-1000 hours of live meetings annually. Recent special programming included hurricane and
wildfire preparedness, FEMA flood map and eeo-tourism along with 26 new episodes of the
County's pet adoption program and 22 new episodes ofthe County's news magazine program.
Concerted effort was made this year to more directly communicate with the public through the
use of guest commentaries in the NDN and participating as a featured columnist in the North
Naples Journal and the Pelican Bay Journal- submitting monthly columns for each publication.
County publications like the Annual Report and the quarterly electronic newsletter are other
examples of this strategy.
LEADERSHIPI Below Meets Exceeds
ORGANIZATIONAL DIRECTION Standard Standard Standard
1 2 3
L.I The County Manager will ensure that there is a clear 2.5'
direction that is communicated throughout the organization.
RESULTS: A clearly defined, formally established organization structure and management chain
of command is used to communicate operational objectives, policy directives and routine business
information to the County workforce. Major program and service goals and objectives are
aligned around the Board's strategic plan and Division five year business plans, which are, in
turn, incorporated into each department's annual work program and individual employee
performance objectives and key result areas. Regularly scheduled Division staff meetings have
been held with attendance and input of staff from the Clerk of Courts, County Attorney, CRA &
Airport Directors.
I try to engage in as much direct interaction with County staff as possible, participating regularly
in events like our new employee orientation sessions, service award breakfasts, semi-annual
senior management retreats and informal field visits to each operating division at least once each
year. I also continue to use the employee newsletter and the e-mail system to communicate with
our workforce.
L.2 The County Manager will ensure that all executive
summary reports provided to the Board have specific and clear 2..7
recommendations.
Page 4 of 32
Agenda Item No. 10A
September 28,2010
Page 53 of 147
RESULTS: Staff has worked diligent]y to insure that executive summaries are accurate, thorough,
c1ear]y written and contain appropriate and sufficient financial analysis and ]egal review. We also
continue to seek ways to make the entire agenda preparation and review process easier, faster and
more convenient for the BCC, staff and public to use and access. In that regard, the County's new
automated agenda system, "Agenda Central" has been developed and will go-live in early FY ] 1.
This new system will further improve the quality of Executive Summaries and streamline the
enda re aration rocess.
L.3 The County Manager will provide opportunities for the
Board of County Commissioners to discuss and set proactive
olic direction on ke communi issues. 2.
RESULTS: Seven workshops were held in FY 2010 giving the Board many opportunities to
discuss key community issues. The Strategic Planning Workshop held on March 11,2010
defined the Board of County Commissioners as leaders in addressing the pressing economic &
business issues currently facing our community. The Foreclosure Task Force Workshop held on
March 2, 20]0 provided another opportunity for the Board to set important public policy. The
BCC continued to be actively involved with state and federal issues, working in collaboration
with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and
Wash in on D.C.
PERSONNEL MANAGEMENT
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
.
.
P.I The County Manager will ensure that the County follows
the Board's established policies for the hiring and management 2. 4
of its em 10 ees. .
RESULTS: The County Manager's Office, in frequent consultation with the HR Department and
the County Attorney's Office, actively manages the compensation and personnel management
system, insuring compliance with all relevant employment and labor laws and county policies.
Several updates to agency policies and procedures were completed in the past year.
Staffing in the County Manager's Agency is down approximately 22% from its peak in 2007.
Since that time, our focus has changed from recruiting to meet rapid growth to an emphasis on
I reducing the workforce while maintaining services and sustaining employee morale. To that end,
our HR Department (which also saw a significant reduction in its staffing) maintained its
employee recognition program, increased its in-house training offerings, and continues to provide
targeted and comprehensive HR services. Reductions in force have been administered in strict
accordance with a licable em 10 ment laws and Coun rocedures.
P.2 The County Manager will provide to the Board an annual
pay plan as par1 of the budget that will provide for an
or anized means for sal administration. 2.
RESULTS: Again this year, the Human Resources Department conducted the annual
compensation and benchmarking survey with in-house resources. The study revealed that the
County's compensation plan is generally competitive with equally sized and situated agencies.
The FY]O Compensation Plan, with no adjustments to pay ranges, was approved hy the BCC on
September ]5,2009. The HR Department will submit the FYI] Pay Plan for BCC approval at its
: September 14, 2010 meeting.
.
Page 5 of 32
..
)
~
Agenda Item No. 10A
September 28, 2010
Page 54 of 147
The following area of Growth Management supports Strategic Focus Areas SFA.l.
Neighborhood Preservation & Enhancement - To preserve and enhance the safety, quality,
value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth
Management - To responsibly manage community growth, development and redevelopment,
while enhancing the natural environment; and SFA. 5. Economic Development - To help create
a business climate that promotes a diversified, growing economy consistent with the established
growth management plans and community desires.
GROWTH MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
G.l The County Manager will supervise the revision;
reorganization; update of outdated and obsolete provisions
of the Land Development Code (LDC). The BCC will
provide guidance to the staff to these ends. Complete
developmcnt of an Administrative Code. Significantly 2.8
reduce LDC chan2es submitted.
RESULTS: Significant progress had been made toward completion of an Administrative Code.
Presentations of the preliminary draft and remaining project schedule have been made to DSAC,
CCPC and the BCC. A comprehensive staff review of the consultant's initial work product is
progressing on schedule. The schedule calls for bringing the proposed code to the BCC for
adoption in early 2011. The Growth Management Division's planning and regulatory section
completed the most recent round of BCC directed LDC updates along with corresponding
changes to the Comprehensive Plan. Final adoption hearings were held in June of2010.
G.2 The County Manager will continue to implement
measures to improve customer service in CDES. Expected
outcome is to get permits and development review items
back to the public within established standards, and to ?e.
reduce the number of repetitive reviews.
RESULTS: A complete reorganization of the former CDES Division was implemented in early
20 I 0 with the primary goal of improved customer service, streamlined business processes and
rigorous fiscal management. In January 2010, the Growth Management Division's (GMD)
Business Center and Client Services sections were formed to address and remove redundant
business processes by combining similar land use and building permit functions. As a result of
this business initiative, staff was able to deliver more responsive and personalized service to their
customers and significantly decrease overhead and operational costs.
In June 2010, the GMD revised the building permit application and review process, reducing the
required number of plan sets and the total number of days to review building plans from thirty
days to fifteen days for commercial permits with lp'eater than three types of trades, ten days for
commercial permits with less than three types of trades, and five days for all one and two family
and single trade commercial permits. Additional plan review performance measures are being
investigated to further improve the current processes, while determining how to best incorporate
an electronic plan submittal and review option and a credit card payment option for clients.
The GMD staff and Human Resources staff developed a customer service training course that
identified key initiatives designed to improve internal and external customer service skills. The
trainiM nroQ'l'am was implemented division wide. Customer and industrv feedback to the
/
Page 6 of 32
Agenda Item No. 10A
September 28, 2010
Page 55 of 147
.
chan es im lemented to date have been ve ositive.
G.3 The County Manager will provide staff coordination
through a series of citizen committees to study and /1.
im lement numerous communi lannin initiatives. 2 . T
RESULTS: Comprehensive Planning's staffing of the Horizon Study Oversight Committee
continued this past year with the Oversight committee successfully overseeing the annual update
of the Collier Inter-Active Growth Model.
Comprehensive planning also held multiple public meetings to gather public input for the
Evaluation and Appraisal Report (EAR). The EAR is part of a 5 year cycle that evaluates the
effectiveness of the Growth Management Plan. The EAR is on schedule and anticipated to be
completed in the spring of 20 I I.
The Collier MPO has several citizen committees including the Citizen Advisory Committee
(CAC), the Pathways Advisory Committee (PAC) and the Local Coordinating Board for the
Transportation Disadvantaged (LCB). The CAC reviews, comments on and endorses all
documents presented to the MPO Board for approval. The PAC reviews, comments on and
endorses documents presented to the MPO Board but relating specifically to pathways and bicycle
facilities. The LCB reviews documents relating to the paratransit system. The MPO also hosts
ro'ect worksho sand ublic meetin s relatin to s cific ro'ects.
GROWTH MANAGEMENT (Con't)
Below
Staodard
1
Meets
Standard
2
Exceeds
Standard
3
.
G.4 The County Manager will prepare for adoption of a
fmancially feasible Annual Update and Inventory Report
(AUIR) and amendment of the Capital Improvement
Element (CIE) of the GMP with the CIE found in
compliance by the Florida Department of Community
Affairs CA.
RESULTS: In 2009, staff coordinated both the AUJR and the CIE to successful adoption by the
BCC and the Department of Community Affairs. Both documents were adopted as finacially
. feasible capital improvement plans that will ensure compliance with concurrency management
regulations. In 2010, through efforts of the new GMD administration, the AUJR and the CIE will
be combined into a single review and approval process to eliminate inefficencies and bring
greater consistency to both work products while maintaing regulatory compliance with the DCA
submittal re urements.
2.9
The following areas of Capital Project and Financial Management support Strategic Focus Areas
SFA. 1. Neighborhood Preservation & Enhancement- To preserve and enhance the safety,
quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 4.
Mobility - To provide for the various mobility needs of the community and the region while
respecting and enhancing the character of our diverse neighborhoods; and SF A. 6. Local
Governauce - To sustain public trust & confidence in County government through sound public
policy decisions, expert professional management and active citizen participation.
.
Page 7 of 32
""
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Agenda item No. 10A
September 28, 2010
Page 56 of 147
CAPITAL PROJECT MANAGEMENT
Below Meets Exceeds
Standard Standard Standard
1 2 3
CP.l The County Manager will provide a capital budget that
will clearly describe the capital projects proposed for the 3,0
following fiscal year along with the proposed means for
fundinl' such proiects. RESULTS: The FY 2010 adopted budget, as well as the FY 2011 proposed budget, contains a
comprehensive annual capital improvement program section which provides a detailed
description of actual and anticipated capital revenue sources and expenses by fund and project.
CP.2 The County Manager will provide regular updates to
the County Commission on key capital projects in a manner 2.Q
which is eljSV to understand and timelv.
RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific
capital projects. Combining the annual AUIR and CIE will provide the Board an integrated,
comprehensive review of the capital program that addresses level of service standards, specific
I oroiect details and comolete fundinl' olans.
CP.3 The County Manager will ensure that for each key
capital project that there is clearly established responsibility,
budgets and schedules for each. The Manager will also
implement business processes that will control costs and cost 2,8
overruns.
RESULTS: An integrated automated tracking system continues to be utilized by all divisions to
monitor project results. Agency wide systems have been implemented to standardize and
improve our capital project planning, execution and administration. In addition to the
improvements made in the AUIR and capital budgeting processes mentioned earlier in this
review, refined systems of procurement, contract management, value engineering, change order
review, contractor performance compliance and regular staff training have all contributed to a
well managed capital improvement program.
FINANCIAL MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
F. I The County Manager will present an opportunity
annually, prior to the development of the annual budget, for
the County Commission to have a policy level discussion 2. 'J-
rel'arding the next vear's annual budl'et.
RESULTS: Annually, the County Manager provides the BCC with recommended polices and
measures to guide the development of the Collier County budget. The FY 20 II proposed budget
policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on
Februarv 23, 20 I O.
F.2 The County Manager will develop an annual budget that
will be presented to the County Commission in workshop
format and then again in accordance with statute for public
participation through a series of two separate public
hearings. Continue to make improvements to the budgeting 2.9
I nrocess.
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RESULTS: The proposed FY 20 I I County budget was presented to the Board during the annual
workshop held on June 24, 20 I O. A millage neutral proposed budget was presented and the
maximum ad valorem millage rates were set on July 27, 2010. Public hearing dates in September
were announced.
F.3 The County Manager will present a budget for FY 11 that
will be in keeping with State mandated property tax reforms. 3.0
A milla)l;e neutral position will also be prepared. RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented
resulting in a 5.6% reduction in the general fund with no significant reductions in front line
services, no planned lay-offs or furloughs, no new user fees, no planned facility closures and a
4.2% reduction in full time employees. Annual debt service is fully funded and compliant with
BCC Debt Management policy. This was a significant accomplishment given the I 1.6%
reduction in County wide taxable property values and the challenges presented by the local
economic recession. Great credit goes to the talented and dedicated County staff and the
Constitutional Officers for successfully achieving this objective. Achieving a millage neutral
position in 2012 and beyond will be exceedingly more difficult if taxable property values
continue to decline and service demands continue at traditionalleveJs.
FA The County Manager will pr'ovide annual updates of user
fees and other non-Ad Valorem revenue, i.e. impact fees,
grants, etc. 2,S-
RESULTS:
User Fees - No new user fees are planned in FY 201 I. During the fiscal year, staffwill continue
10 evaluate the ability of current user fees- such as water and sewer rates, planning and building
permit fees, recreation and boat launch fees, Right of Way permit fees and EMS transport fees- to
meet budget projections and offset or help to offset enterprise and internal service costs.
Grants- The Grants Office reports annually on grants applied for and awarded. For FY09, 88% of
grant applications were approved for a total of $42.9 million. The report for FY 10 is planned for
presentation to the BCC in October-November 20 I O.
ImDact Fees-In December of 2009, the Board of County Commissioners reset the impact fee study
schedule that had been suspended since March of 2009. Beginning in January 20 I 0 impact fee
studies commenced for School, Law Enforcement and Government Buildings Impact Fees. Law
Enforcement and Government Buildings include an additional task to conduct a level of service
study and provide recommendations. This task was added as a result of direction given during the
AUIR process. Beginning in March 2010, studies commenced for Library, EMS and Dependent
Fire Impact Fees. Additionally, the impact fee indexing cycle for FY 201 0 includes Community
and Regional Parks and Correctional Facilities. Road Impact Fees were also scheduled to be
indexed, however due to the volatility in costs statewide, as well as other cost and credit issues, a
more comprehensive update is being prepared in place of the indexing. All studies are moving
forward for presentation to the BCC during the last quarter of calendar year 20 I O. Data will be
available for use during the upcoming AUIR process (related to Government Buildings and Law
Enforcement LOS).
F.5 The County Manager will work cooperatively with the
Clerk of Courts on the preparation of the CAFR and respond
promptly and thoroughly to any issues raised by the external 2.:;-
auditors.
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RESULTS: The year ending September 30, 2009 Comprehensive Annual Financial Report
(CAFR) was accepted by the Board on March 9, 20 I O. The CAFR process begins with pre-audit
work generally in July/August. Full audit work usually begins in November and culminates with
Board acceptance in the Spring. Throughout this process the County Manager's Agency works
closely with the Clerk's Finance Department in reviewing audit comments and addressing any
audit questions. An internal audit oversight committee consisting of representatives from both
agencies has been established to help facilitate production of a thorough and timely annual
external audit.
Goals for Fj'K'.t Year 2010:
As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the
annual evaluation weight.
1. Execution of the Countv's 10 Year Strategic Plan. Continue execution of the County's 10-
Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization
around that plan by integrating multi-year business plans, annual operational work plans and
individual performance goals and objectives. Under the guidance and coordination of the
Strategic Excellence Program for Ultimate Performance (STEP-UP) Team, continue
translating the Strategic Plan and Strategy Map into the Balanced Scorecard format.
Conduct an annual or bi-annual BCC Strategic Planning Workshop.
RESULTS:
Each Division and Executive Office prepared an updated five year and annual work plan for the
County Manager, all of which are developed in alignment with the strategic plan and goals of the
agency. To create the linkage to each employee's contribution toward the strategic goals, aligned
KRA's are developed for each employee. The annual Strategic Planning Workshop was held on
March 11,2010 with participation and significant buy-in from community business leaders
resulting in the creation of an in-house business and economic development initiative and the
BCC endorsement of a community-based Economic Recovery Task Force.
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2. East ofCR951 Studv. Finalize a long range County plan for infrastructure improvements
East of CR 951, along with a solid financial and land use plan that supports it. Complete the
East of CR 951 Study and the corresponding interim update of Long-Range Transportation
Plan (LRTP). Development of the Collier County Master Mobility Plan (MMP) was
approved by the BCC on July 28, 2009. When fully established/phased, the MMP will guide
the need and location of land use development, public services (government facilities,
libraries, EMS, parks, schools, fire, law enforcement, etc.), multi-modal transportation and
private development, while protecting environmentally sensitive land and habitat in
unincorporated Collier County.
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Agenda Item No. 10A
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RESULTS:
Comprehensive Planning staff successfully presented to the BCC the Horizon Study Phase Two
report, which the Board accepted in combination with acceptance of the Collier Inter-Active
Growth Model (CIGM) as a planning tool. The CIGM was relied upon for the 2007-2008
Growth Management Plan Amendments in evaluating the commercial market needs analysis
against the amendment information.
.
Master Mobility Plan kick-off / scoping meetings have been held with consultants and data
collection is under way. Additional funding has been identified by the Grants Office. County
staff, in conjunction with the Urban Land Institute, held a stakeholders meeting on Thursday,
May 13,2010. Completion is expected mid to late 2011.
The 2035 LRTP update is being conducted now and is expected to be completed in December
2010. Staff anticipates an interim update following the census and will incorporate results of the
E. ofCR 951 study as needed to accommodate the county needs.
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3. Community Develooment. We will continue to focus on improving the business processes
within the Division and amending the codes to manage growth better and instill smart growth
tenets. In addition, PUD Monitoring with focus on implementing the PUD "final inspection"
compliance program to validate all PUD requirements and commitments prior to turnover and
continue to prepare for Board approval recommendations to "close out" essentially completed
PUDs. We will manage and monitor the FEMA Flood Insurance Rate Map (FIRM) restudy
process. The primary focus over the next year will be the completion for the digital FIRMs
by the FEMA contractor and then the implementation of the public awareness, Post-
Preliminary Process for all the mandated community reviews, meetings, notifications, appeals
process and six-month compliance period targeting for a final implementation by March
2011. In cooperation with the Collier Building Industry Association (CBIA) and the
Development Services Advisory Council (DSAC), staff will complete fee studies for
Permitting and Land Use (Fund 131) and Building Review and Permitting (Fund 113) and
package and prepare it for Board review and eventual approval. These studies will contain all
emperical data and analysis to justifY the proposed increase and will be formulated to provide
the needed revenue to support current staff operations and to re-build sufficient reserves.
Also complete the implemention and fielding of our divisional CityV iew Permitting and Land
Use business software system and field the new IVR system for scheduling building
inspections.
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RESULTS:
Imoroved Land Use and Permitting Review Processes: In June 2010, the Growth Management
Division (GMD) was created through a significant reorganization. Services provided that were
similar in nature were combined and streamlined to maximize efficiencies, contain costs, and
further improve customer service levels. This resulted in an additional $2.5 million savings in
annual reoccurring operating costs, the elimination of 35 FTE's, and a reduction from ten
departments to six departments. Improvements in these areas have been documented and
favorably acknowledged by our customers.
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Agenda Item No. 10A
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PUD Monitorin2 and lnsoection: The Code Enforcment Department assumed the responsibility of
providing two Property Owners Association meetings annually. The first meeting was conducted
in February 2010. The second meeting is scheduled for October 2010.
Staffhas brought a total of 15 PUD close outs to the BCC since October I, 2009 and anticipates
bringing 10 more to the BCC by the end of FY201 O. Currently a total of 49 PUDs have been
closed out Staff continues to process the required annual monitoring reports.
While PUD monitoring has been reduced to a single planner from the initial team offour, the
monitoring program has been maintained by the use of the electronic Commitment Tracking
System (CTS). Phase two development of the CTS was approved by the County Manager to
further the efficiency gained by the original project. The CTS has been endorsed as an agency
wide tool to manage commitments.
FEMA Flood MaDS:
Hundreds of property owners in all areas of Collier c:ounty attended a series of Federal
Emergency Management Agency (FEMA) public workshops held in August to assist residents in
identifying their current flood zones and their new flood zones given the proposed changes under
the new Digital Flood Insurance Rate Maps (DFIRMs) released to Collier County in July. The
meetings gave property owners the opportunity to view the new maps, understand how their
properties may be affected and learn more about the financial steps that they may need to take to
comply with federal flood insurance requirements, Several press releases were issued and ads
were placed in the Naples Daily News, Collier Citizen and Immokalee Bulletin promoting the
meetings.
Altogether up to 50,000 structures throughout Collier County may be affected by the flood zone
changes under the new DFIRMs that were released and made public by FEMA. A special web
page has been set up at www.coJlier20v,net/floodmaos that contains information on flood
insurance requirements, options to consider on seeking exemptions along with an interactive map
that allows you to check on your property's current flood zone designation and the proposed
flood zone designation under the new DFIRM.
Fee Studies: The BCC approved the recommended building permit fee increases in January of
2010 with the endorsement of Collier Building Industry Association (CBIA), The fee increases
included performance measures that must be met by the building department or face refunds for
late reviews. Due to the slowdown in planning and site development activity, the land use review
fee study was suspended by the new management team with greater emphasis placed instead on
cross training and shared responsibilities with the general fund related staff from comprehensive
planning and transportation planning.
CitvView Software: The GMD administration has partnered with IT and the vendor to develop an
updated CityView delivery schedule and has begun the testing of the final phase of CityView,
with full implementation scheduled for the Spring 201 I.
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Agenda Item No. 10A
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4. Imoroved use oftechnolol!V and web site. Staff continues to look for opportunities to utilize
available technology to provide services faster, cheaper and better. Improvements planned
for the next year include a new land use and building permitting system with improved
reporting capabilities; expanded utilization of the upgraded SAP financial management
system; continued refinements to the automated budget, project, and contract management
systems; and continued steps toward an agency-wide electronic document/records
management system. Completion and go-live ofIT projects (Sire - ECM, Agenda
Management, SAP Document Management, Grants Management, and Misc Billing;
migration to Office 2007, implement Exchange Upgrade). Develop additional opportunities
to transact business wi
customers on-line.
RESULTS:
As funding and human resources continue to trend downward, requests for and reliance upon
technology to help improve efficiencies and increase productivity continue to increase. Great
strides toward that end were made during FY I O. Using the reliable SAP platform, staff
implemented the project management suite enhanced by a document management system.
Using this same technology, staff developed and implemented Grants Management,
Miscellaneous Billing, and PUD Permit Monitoring Systems.
.
The Electronic Content Management system (ECM) is also in use providing the capability to
electronically store and retrieve documents and reduce costs associated with storage of paper
records. Implementation of an upgraded BCC Agenda system is expected to be in place by
end of20JO.
Migration to Office 2007 was completed without incident. Migration to Windows 7 began
this summer on a voluntary basis with all users moving to the new operating system during
FY II. This year the Safepoint system, which provides GPS coordinates for any 800 mhz
radio on the system, became operational.
The County Manager's Office, in coordination with the Growth Management Division staff,
has begun the analysis of electronic plan review. Process mapping has been conducted with
the building department staff to identify the most efficient method to convert paper reviews to
electronic reviews by the end of the calendar year.
The Miscellaneous Billing application of SAP went live with the Utility Billing and Customer
Service (UBCS) module on October 1,2009. The application has been utilized effectively
since that time. This project is complete.
Utility Billing and Customer Service (UBCS) accepts credit card payments from customers
via the Integrated Voice Response System (lVR) and on the Collier County website using the
"[ want to pay" functionality. UBCS is implementing Electronic Bill Presentment (E-bill), to
provide customers with web-based electronic utility bill receipt, viewing, and payment in a
secure payment environment by the second quarter ofFY201]
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5. Succession Planning. Continue to implement the plan developed in '07 to identii)' and train a
group of people below the Division and Department level who have the desire and ability to
step into higher management positions. First participants began in October 2008; pending
funding, second group to begin application process in June 2010 for October 2010 start.
Continue cross-training, employee development, and succession planning endeavors.
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RESULTS:
The first group of employees to participate in the County's Succession Planning effort
completed' the program in June 2010. Each has found ways individually to use the s.1ill s~
they developed or enhanced through the program to contrihute to their respective
departments' success and together they collaborated on a project to develop ways in which
the County might contribute to economic development efforts.
To better meet the needs of the organization, the next group of participants will be those
internal leaders preparing for the mid-manager level. Applications for the program will be
taken through August with four to six participants selected to start the program in October.
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6. Continued develooment of the State Legislative Program. Refine the County's legislative
program through continued development of relationships with elected officials and county
staff in Southwest Florida and statewide, monitoring legislative affairs in collaboration with
our state lobbyist and networking regularly with the Florida Association of Counties.
RESULTS:
Collier County government continued to develop and execute an effective State legislative
program for the 20 I 0 Legislative Session. The Board, staff and contract lobbyist firm
worked collaboratively with our legislative delegation and the Florida Association of
Counties to promote legislative proposals favorable to Collier County and to defeat
legislation that would erode the Board's home rule authority or impose additional unfunded
mandates. The Board successfully influenced the outcome of several legislative proposals
including the Seminole gaming compact, the Fire District Consolidation Bills, Offshore Oil
Drilling and relief for condo owners from fire sprinkler retrofit requirements.
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7. Growth Management. Continue to effectively and efficiently enforce and interpret the
Collier County Growth Management Plan (GMP), Collier County Land Development Code
(LDC) and Collier County Code of Laws and Ordinances and provide a dynamic GMP and
LDC implementation, interpretation, and amendment environment to respond to community
standards and preferences consistent with Florida Statutes. Maintain coordination and
cooperation with the Collier County Public Schools in schools facilities planning through the
Interlocal Agreements required by Florida Statutes to include adoption of the Public Schools
Facilities Element with school concurrency component. Continue to implement the Transfer
of Development Rights (TOR) Program of the Rural Fringe Mixed-Use District and its future
land use restrictions, Continue to implement the Rural Lands Stewardship Area (RLSA)
Stewardship Credit Program and associated Stewardship Sending Area (SSA) and
Stewardship Receiving Area (SRA) designations through regulatory oversight and
interpretation of the provisions of the Rural Fringe Mixed-Use District (RFMV), Analyze
financially feasible capital plans to ensure consistency with the State mandated changes to the
Growth Management Plan, By January 2011, the County will transmit to DCA the County's
2011 EAR report pursuant to 9J5, Florida Administrative Code,
.
RESULTS:
The Growth Management Division (GMD) has successfully managed the updates to the LDC
and the GMP and is progressing forward on schedule with EAR based amendments. Staff is
also working with the School District to complete the update of the School Board Review
(SBR) interlocal agreement by December of 20 I O. A final draft will be presented to the BCC
by the end of the calendar year.
In FY I 0 there was an average of 70 new Code Enforcement cases opened every week to
effectively and efficiently enforce the LDC and Code of Laws and Ordinances.
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8. Federal Legislative Program. - Continue development of successful program in cooperation
with the County's federal lobbyist and enhancing the partnerships with the Congressional
Delegation memhers and their staff.
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RESULTS:
In January 20 I 0, the Board of County Commissioners approved the Collier County Fiscal
Year 2011 Federal Legislative Agenda. The agenda projects were then presented on February
25,2010 by Commission Vice Chair Frank Halas and the County Manager in one-on-one
meetings to members of Collier County's Congressional Delegation, including Congressman
Connie Mack, Congressman Mario Diaz-Balart, and Senator Bill Nelson in Washington, D.C.
In July 2010, the BCC received word that Sen. Nelson had put $1 million for the Interstate
75/Everglades Boulevard Interchange PD&E Study in the Senate Transportation Bill that was
approved by the Transportation Subcommittee,
Also during FY 20 I 0, a total of $2,922,000 in federal dollars was awarded to the following
four Collier County projects on the FY2010 Federal Agenda list:
. Gordon Pass dredging $ 722,000
. Interstate 75/Collier Boulevard/SR 84 (Davis Boulevard) $ 800,000
. Emergency Services Center $ 800,000
. Health Care Access/Physician Led Access Network (PLAN) $ 600,000
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9. Successful caoital project management. FYlO will see a relatively modest capital
construction program. Managing these projects to successful and timely completion will be a
priority.
A. Road Improvement Projects of Interest:
I) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal
This one-mile project is scheduled to go to bid by the end of calendar year 2010.
Plans call for widening OOer BOlllevanl from four to ~t ~, and also
includes capacity improvements to approximately one-quarter mile of Beck
Boulevard as well as the northbound 1-75 off ramp. Construction is expected to
begin in the first quarter of2011 and take about two years to complete.
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2) Oil Well Road multi-laning
Work continues on schedule. Contractor continues working on both eastern
and western segments of the project. Final completion scheduled for Februarv
ZQ12.
3) Santa Barbara Boulevard Extension
Santa Barbara Boulevard Extension 6 laning was opened to traffic on AU2:ust 2.
w.o.
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4) Davis Boulevard from Collier Boulevard to Radio Road
This three-quarters of a mile project calls for building a variable four to six lane
roadway divided by a median with sidewalk and on-road bike lanes on both sides
of the roadway. Design was handled by FDOT. Collier County is providing the
construction funds with an agreement from FDOT to provide reimbursement
starting in fiscal year 2012. Construction is expected to begin in the first quarter
of 20 II and take about two years to complete.
5) Obtain approval from the FHW A and FDOT of Interchange Justification Report
(IJR) for Everglades Boulevard Interchange at 1-75
Staff anticipates submittal of the Interchange Justification Report (IJR) by the
end of calendar year 201 O. This schedule is subject to FDOT/FHW A reviews.
6) Completion of the 1-75/ Immokalee Interchange.
Project completed and all lanes opened to traffic on April 23, 20 10.
7) Repaving within budgeting constraints
Road Maintenance has resurfaced 85 lane miles of pavement within budget. Road
Maintenance has also restriped 200 lane miles of roadway which includes lane
lines, pavement message, stop bars, raised pavement markers, etc.
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B. Utility Improvement and Public Safety Projects:
1) North County Water Reclamation Facility Alignment Project
This project will provide reduced chemical costs, reduced electrical costs,
reduced bleach usage, and more compliant, reliable, and sustainable reclaimed
water production, storage, and delivery. The project also provides additional
odor control to comply with the county's "zero offsite odors" policy.
The first phase of the project consists of lining two existing unlined reclaimed
water storage ponds; improving pond perimeter berms; improving adjacent pond
roads; installing piping and valves between the ponds; installing covers on the
aeration basins and installing two new odor control units; equipping the existing
plant headworks with new odor control units; replacing alSO HP blower with a
new 300 HP blower and air flow modulating valves and air flow meter; and,
adding a new bleach system to the filters in the oxidation ditch treatment train.
The project is on track to meet the November 20 II completion date.
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2) North Collier Regional Water Treatment Plant Water Quality Sustainability
Project
This project will improve the quality of finished potable water, improve the
efficiency of the water treatment processes, enhance the efficiency of controlling
odors, and provide an annual savings in chemical usage and labor costs of
approximately $450,000.
The first phase of the project includes replacing the degasifier and odor control
systems; adding an odor control system; and rehabilitating the c1earwell.
The final completion date for construction is slated for December 2010. The
project is on track to meet the completion date.
3) Finalize the landfill gas to energy project agreement and initiate construction
All applicable permits have been obtained and the Notice to Proceed for
construction was issued on July 2, 20 I O. Construction began August 1, 20 I 0,
with an estimated completion date of March 2011.
4) Bldg F security lobby improvements
Building F SecuritylLobby improvements were completed on January 21", 2010.
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I) Collier Boulevard Boat Park
Completed on time and on budget. Grand Opening held May 22, 20 I O.
2) Goodland Boat Ramp
Opened to the public on August 20, 20 I O.
3) FPL and Collier Boulevard Greenway Projects
The Collier Greenway, located between US 41 and Davis Boulevard, was opened
on October 10,2009. Notice to Proceed to construction for the FPL Greenway
(from Rattlesnake to Radio) was issued on July 27, 20]0 with construction
commencing on August 2, 2010.
4) Marco Island Rose Hall Addition
The Library opened Rose Hall on schedule and within budget guidelines during
FY 2010. Ribbon cutting ceremony was held February 26, 2010.
5) Manatee Community Park
After completion of design, future work on this project will be suspended
pending BCC review and approval ofthe Parks Master Plan currently underway.
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Draft master plan expected by the end of calendar year with presentation to BCC
in early 2011.
6) Lely Area Storm Water Improvement Project (LASIP)
The LASIP Regional project consists of30 individual components or sub-
projects. To date, nine projects have been completed, three projects are currently
under construction, 17 projects are in design and one project (County Barn Road)
is pending. All projects are scheduled to be completed by July of2015.
7) Conditional Use for CAT Transfer Station at Radio Road, and design and
permitting for permanent Transfer Station construction at Collier County
Government Center
The Conditional Use Permit for the Radio Road transfer station was approved by
the BCC on March 23, 2010.
The purpose of a permanent transfer facility, to be located adjacent to the parking
garage at the Collier County Government Center, is to replace the temporary
facility. that currently exists near the museum parking lot. A TM has been working
toward the design and permitting for this new facility. A grant has been obtained
from FDOT for the construction of the facility; scheduled for cOlJ.lpletion by
December 31, 2012.
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8) East Naples Community Park Soccer Field
Project completed Spring FY 10 within budget. Grand Opening Ceremony held
May 2010.
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9) Phase 2 of Naples Depot Renovation
Exhibit construction is well underway. It is expected that the Naples Depot will
re-open to the public on January 7, 2011.
10) Bluebill Ave. Public Beach Access, Restrooms & Intersection Improvements
The Site Development Plan Amendment review process is currently in progress
with the Growth Management Division; the application for the FDEP permit has
been submitted and is currently under review; currently working with the
transportation engineering staff/consultants to review the preliminary feasibility
study for the turnaround design concept at the intersection of Bluebill Ave. &
Gulf Shore Dr. Scheduled for completion by September 1,2011.
1 I) Gordon River Greenway
Project near completion at 30% design. Rezone and SDP anticipated completion
May 2011; construction to be completed by winter 2012.
12) Deinor Wiggins State Park Inter-local agreement with FDEP for increased access
and parking.
Project on hold due to a request from the State to delay improvements until they
are able to survey walk-in usage during 20 II tourist season.
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13) Marco Island Museum commissioning and operation. - Develop ajoint board
for the Marco Island Museum; complete temporary exhibit plan and displays;
hegin operations on a reduced weekly schedule. Open to public within three
months of obtaining CO.
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The Marco Island Museum's three main buildings have been substantially completed by the
Marco Island Historical Society and are awaiting final CO. The Collier County Museum has
prepared a conceptual exhibit plan for the new galleries. This plan has been approved by the
Marco Island Historical Society and an exhibit construction contract has been executed with the
Museum's exhibit fabrication firm. Permanent displays will be finished and installed in phases, as
budget resources allow. The Collier County Museum has also identified and pooled surplus
exhibit cases and graphic elements for use as temporary exhibits, once the facility has been
transferred to County ownership. One professional staff position has heen approved and the
Museum has requested an operating budget of $1 09,200 for FY2011 and a capital budget of
$]09,300 to assist with construction of permanent displays.
The main gallery at the Marco Island Museum is currently being operated by volunteers on a
reduced weekly schedule under a temporary CO. Final transfer of the facility to the County is
now anticipated for October 2010.
14) Elks Club renovation and Property Appraiser Office relocation.
Property Appraiser's Building completed and Office relocated July 2010.
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10. Overall Ooerational Imorovements:
A. Implement Next Stage of Contract Administration Plan Initiatives.
I) Continue use of value engineering reviews for larger construction contracts.
Contract administration staff continues the practice of value engineering reviews
for larger construction contracts when appropriate, such as the Oil Well Road
project. Changes in the economy have resulted in more favorable pricing for
construction projects.
2) Pursue efforts through legislative delegation and F AC to amend Consultants
Competitive Negotiation Act (CCNA) to enhance competition.
Proposed revisions to the CCNA were part of the BCC's adopted 2010 State
Legislative Agenda. Despite efforts by staff and F AC, no changes were adopted
during the 2010 legislative session.
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3) Implement and manage Local Vendor Preference Policy
In its second year of implementation, staff continues to manage and monitor the
Local Vendor Preference Policy. In June, staff presented a two-year report
regarding the performance of the program and the Board elected to retain the
program indefinitely and directed staff to work with a local economic
development task force to discuss further possible changes to the policy.
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Agenda Item NO.1 OA
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The percentage of dollars spent with Collier vendors has increased considerably
from an average of39.7% annually for the three years preceding the adoption of
the local vendor preference policy to 50.5% during the first two years of the
program; or from $171 million per year to $213 million per year.
4) Vigilantly monitor spending at the purchase order level and identii)' opportunities
to maximize purchasing efficiencies
In an effort to better monitor spending at the purchase order level and identii)'
opportunities to maximize purchasing efficiencies, Purchasing Department staff
combined and re-competed numerous contracts (cell phones, printing, uniforms,
chemicals, engineering services, architectural services) resulting in significant
savings to the agency as well as standardization and ease in obtaining goods and
services.
5) Continue SAP business software enhancements for project and contract
management
SAP enhancements implemented over the past two years continue to create
efficiencies for the agency. As indicated earlier in this review, staff has
implemented the project management suite and document management systems
to support project management. The document management component also
provides a platform for improved contract management.
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3
.
B. Continue to refine and enhance the Operations Management Tracking System
(OPS Track) that measures efficiency, productivity and effectiveness, as well as,
the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that
monitors project expenditures and timeliness. Begin the implementation of a
Customer (Citizen) Centric Performance Measures Program that the BCC can
utilize to report goal progress to constituents (stakeholders).
Management continues to refine the performance measures utilized for OpsTrack.
This year the measures were presented to the Productivity Committee for their
review and they were pleased to see this in effect. Staff secured a Trailblazer
Grant to assist with development of Citizen Centric Performance Measures. Also a
working group has been established to lead citizen focus groups to identify their
preferred performance measures. Measures are to be developed by August 31,
2011.
.
I Below
Page 21 of 32
-.
Meets
Exceeds
Agenda Item No. 10A
September 28, 2010
Page 70 of 147
.",
Standard
1
Standard
2
Standard
3
C. Improve emergency preparedness planning & response capabilities.
I) Continue to refine and exercise emergency preparedness planning should the
community be impacted by a Pandemic flu outbreak.
In collaboration with the Health Department, efforts for the 2009/10 season were
highly successful and are on-going.
2) Seek and present financing opportunities for a replacement or supplemental
MedFlight helicopter. Improve helicopter systems management, programming
and safety
MedFlight continues to receive high marks from the FAA and independent safety
reviews. The workplace and current leadership received high marks during this
evaluation period. The aircraft is eleven years old, but remains in very good
condition. Eventual replacement must be considered in the next few years.
3) Continue efforts to build our emergency management program in a fashion so as
to meet or exceed national requirements for accreditation under the National
Emergency Management Accreditation Program and National Fire Protection
Association (NFPA)- Standard 1600
Accreditation preparation and gap analysis efforts will begin in August of 20 I 0
due to the availability of grant funds to assist in this effort.
4) Continue our efforts to build a disaster resistant community by means of disaster
drills, exercises, and joint planning with community partners. Include testing of
our preparedness to fast-hreaking (Haz-Mat, School crisis) events
Staff continues to assist the community and a number of agencies in an all-
hazards approach to preparedness, response, mitigation and recovery. A multi-
agency hurricane preparedness exercise was held atthe ESC on May 10,2010.
5) Seek funding options and develop strategic plans to address the high call volume
along Alligator Alley which frequently overtaxes the Ochopee Fire Department
due to travel distances
The impacts to Ochopee generated by 1-75 continue to be significant. Several
legislative discussions have occurred and work in this area is on-going.
6) Seek funding sources to ensure Emergency Medical Services can lease purchase
several replacement ambulances due to age and mileage.
While a total of five ambulances were ordered with a combination of lease and
revenue funds, EMS remains approximately five vehicles behind the established
replacement schedule. Staff will continue to seek funding resources and
alternatives to replace the aging vehicles scheduled for rotation.
..
Page 22 of 32
Agenda Item No. 10A
September 28, 2010
Page 71 of 147
.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating 2. q~'l
D. Continue to implement the beach access initiatives and update the 2003 Beach and
Water Master Plan by May 2009. The Productivity Committee is still reviewing
the updated plan, once complete the review with their recommendations will be
presented to the BCC. Continue to bring opportunities to the BCC for direction.
Plan has been updated and the Parks and Recreation Advisory Board (P ARAB)
has reviewed the plan. The updated plan will be presented to the BCC in
conjunction with the Parks Master Plan by the end of calendar year 20 I O.
Below
Standard
1
Meets
Standard
2
,2
Exceeds
Standard
3
.
E. Work with the South Florida Water Management District (SFWMD) Governing
Board to develop a SFWMD - wide, year- round irrigation rule that meets the
needs of the Utility and that is consistent with the Collier County Irrigation
Ordinance (#2002-17)
On March 15,20]0, a Year-Round Conservation (Irrigation) Rule went into effect
across the South Florida Water Management District (SFWMD), including Collier
County. The new rule is consistent with the three~day per week restrictions
contained in the Collier County Irrigation Ordinance (2002~ 17 .
Below
Standard
1
Meets
Standard
2
2.
Exceeds
Standard
3
F. Initiate Watershed Management Plan studies and associated Long Range
Stormwater Management Plans.
.
I) Manage the development of the County's continuing stages of the Watershed
Management Plan according to GMP policies. Modeling consultants were
hired in FY09 to support the schedule for completion of the plans in 2010.
The Watershed Management Plan model update is in the final stage of
completion. The consultants have adjusted their schedules to be ahle to
complete this work by the end of the calendar year.
Page 23 of 32
Agenda Item No. 10A
September 28, 2010
Page 72 of 147
~
2) Implement Phase 2 of the County's Watershed Management Plan and
pursuantto the GMP complete the study by 20 I O.
Work on Phase 2 of the Watershed Management Plans has begun and is
scheduled for completion by the end of the calendar year.
3) Manage the implementation of the Floodplain Management Planning
Committee (FMPC) goals, policies and objectives defined in the 2008
Floodplain Management Plan (FMP) through the Action Plan contained in
Section 7.1 of the FMP.
The Floodplain Management Planning Committee has been working with
staff to address corrective measures needed in the 2008 Floodplain
Management Plan (FMP) for the Community Rating System scoring
requirements. The 2009 progress report was presented to the Board of
County Commissioners on Mayll, 2010.
In July 2010, FEMA notified Collier County that our Community Rating
System under the National Flood Insurance Program (NFIP) has been
upgraded from Class 7 to Class 6 which means a 20% discount in the cost of
flood insurance premiums for NFIP policies issued or renewed in the Special
Flood Hazard Area on or after May I, 2010.
)
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
G. Continue efforts in Public Utilities to implement an automated system to record and
track the location, type, condition, value and useful life of County Utility
infrastructure and assets.
Work continues on this effort to develop a comprehensive automated inventory data
base of all Public Utility physical assets. The goal is a reliable and risk hardened
infrastructure that delivers maximum utility at hest value cost, stays in compliance,
and meets demand. The Asset Management Project Delivery Team continues to
review other systems, obtain data from other counties, and establish procedures to
continue moving this project forward.
In full partnership with the Information Technology Department and Finance, staff
intends to develop an Enterprise Asset Management (EAM) System utilizing SAP
software. This is an ongoing effort. The next step is to procure services for
professional engineering and technical services.
--
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
Page 24 of 32
Agenda Item No. 10A
September 28, 2010
Page 73 of 147
.
H. Implement Audit Corrections. Implement and monitor policies and procedures
needed to address the findings identified by the external auditor relative to our federal
and state housing grant programs. Goal for FY 2010 is to have decreased audit
findings. Make necessary adjustments to the newly implemented Health and Human
Services Department self-monitoring/audit system.
A reduced number of audit findings were noted in the FY 09 external audit. The
Housing, Human and Veteran Services Department has continued to do quarterly
internal monitoring, along with monitoring from all grantor agencies and the Federal
General Accounting Office. The Department is working to further standardize and
refine compliance activities.
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
I.
Better Utilization of County Resources.
.
I) XCEL (Expect Compliance at Every Level) - This is an internal control review
and improvement methodology deployed throughout the agency to provide a
structure for management to evaluate the effectiveness of internal controls and to
improve, if necessary. Further implement XCEL to include participation from all
divisions and other key offices. Create quarterly reporting approach to improve
visihility of existing and improved internal controls.
All divisions and Departments are fully engaged in the program. Quarterly
reports regarding on-time completion of risk assessments and action plans are
provided as part ofOpsTrack. To date 305, or almost 40% of the agency's
processes have been assessed for financial, compliance and operational risk with
controls improved as deemed necessary.
2) Perform Construction Engineering and Inspection (CEI) with in-house staff for
Santa Barbara Boulevard Extension and one or both of the Oil Well projects.
Using in-house Construction Engineering and Inspection (CEI), staff has saved
the county approximately $9 million on the Santa Barbara Boulevard Extension
and Oil Well Road projects.
.
3) Center for Business Process Excellence - This is a matrix organized team of
professionals engaged in business process improvement. Their goal is to take on
2 - 4 County Manager's Office-prioritized analysis and improvement projects
annually. Complete a minimum of 2 process or organizational improvement
projects, 'Lean Government' Initiates.
During FY 10, the team engaged in 15 improvement projects (See Tab 2), six of
which utilized the Lean Government approach. Seven of these touched all
Divisions in the agency, and several involved interagency teams with the Clerk
Page 25 of 32
Agenda Item No. 10A
September 28,2010
Page 74 of 147
4
of Courts Finance department. Each has yielded positive outcomes in terms of
improving efficiency and quality of services.
4) Implement and monitor coordinated FEMA Reimbursement Process. Resolve
FEMA reimbursements from Katrina, Wilma, and Gabrielle.
Several years ago, the County petitioned the Florida Department of Emergency
Management and FEMA to review our application and request for an additional
$20M reimbursement for storm related damages for the above named events. On
August 27,2010, staff was notified that FEMA has obligated $9,486,535 in
reimbursements for County expenses related to Hurricanes Katrina and Wilma.
These funds will be transferred to the County via electronic fund transfer by
September 13, 2010.
Tropical Storm Gabrielle is controlled by FEMA Region IV in Atlanta. They
have not agreed on the additional $IIM we are requesting from this storm.
Working with Florida Department of Emergency Management, staff petitioned
FEMA to re-open the account and address our request. This item will probably
take us an additional 6 to 9 months to resolve.
5) Implement the Grant Management Program.
During FY 10, staff implemented a software solution to track and monitor grant
applications programs, expenditures and requirements to better track the grant
application process in order to improve both record keeping and compliance.
This was done with the cooperation of the Clerk's Finance Department.
)
6) Successful implementation of year two of Well ness-focused, Advocacy-based
healthcare plan.
At a time when healthcare costs are skyrocketing, our innovative wellness-
focused health plan has allowed us to provide good benefits at a stable cost. The
program emphasizes early detection and treatment of chronic conditions such as
diabetes and heart disease indicators. Early detection helps avoid the excessive
costs associated with treating catastrophic illnesses that frequently occur as a
result of no regular program of wellness and early disease identification and
intervention. The program provides lower premium contributions for employees
who agree to annual wellness examinations and participation in disease
prevention programs and activities. In 20 I 0, 95% of our covered employees
qualified for the premium plan.
---
7) Continue enforcement and regulation of the Minimum Housing Standards
Ordinance and the Property Maintenance Ordinance to include, enforcement of
abandoned properties; implementation of the BCC-approved foreclosure
initiatives; enforcement of Rental Registration requirements; and fix associated
operational and fiscal processes. Promote the purchase, remodel and
maintenance of affordable workforce housing in Collier County with partners and
staff. Obligate NSP-I funds through the purchase and remodel of 40 homes by
Septemher 20 I 0 and submit reports on time.
Housing, Human and Veterans Services, to date, has purchased 52 neighborhood
stabilization properties, and all, except for vacant land, are being remodeled. The
Page 26 of 32
Agenda Item No. 10A
September 28, 2010
Page 75 of 147
.
target of obligating all funds by September 2010 is on schedule. All reports have
been submitted on time.
Code Enforcement has worked aggressively on the Foreclosure Task Force and
Blight Prevention program to proactively reduce areas of blight within the
county. The program has been nationally recognized by the National Association
of Counties for an achievement award. The Department has been active in
working with banks and lenders to achieve voluntary compliance efforts versus
enforcement in order to address code violations in foreclosed properties.
I~he minimum housing standards, property maintenance ordinance and BCC i
! approved foreclosure initiatives have resulted in banks expending $1,601,049 to \
i abate 1,195 code violations in Collier County. A comprehensive programEJas
; developed, in conjunction with NABOR, to identifY code violations and code
! cases prior to a buyer purchasing a property in Collier County. The rental
f registration program was discontinued by the BCC.
'--
.
8) Strong emphasis on process improvement, evaluating organizational structures,
assessing staffmg levels and workload requirements and talent management.
Greater participation in Kaizen and similar efforts, implementing ITIL in IT,
exploring hest practices, etc.
This has been an area of emphasis since I became the County Manager. I
established the Office of Corporate Planning and Performance Improvement to
identifY opportunities to improve efficiency, eliminate duplication, and
streamline operations. 15 separate process improvement projects were
undertaken this fiscal year. A primary example of the positive impacts and
influences of this Office is the contributions that it made in the planning and
implementation of the new Growth Management Division, particularly in the
design of new business processes and service models. In addition, over 500 hours
of education on these subjects/techniques have been provided throughout the
organ ization.
9) Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel
and develop implementation plans.
Fleet Management, in close cooperation with the Alternative Transportation
Modes Department, continues to pursue alternative fueling options. Based on
current available information, Compressed Natural Gas (CNG) and hybrid
vehicles continue to be the most viable solutions for Collier County. Because of
the high investment cost and long lead times, Facilities Management,
Transportation, and Public Utilities staff are coordinating with Fleet Management
to develop an Alternative Fuels Plan for the future. The first meeting was held at
the end of June.
.
Page 27 of 32
Agenda Item No. 10A
September 28, 2010
Page 76 of 147
.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating ...,"" "
J. Actively Monitor the Impact to Tourism resulting from the infusion of additional
advertising funds because of the declared 'Economic Emergency'. Attain Return on
Investment from advertising and promotion at an average of $20, while trying to
increase economic impact from tourism expenditures by 6%. Continue the quarterly
reports to the BCC and to the media on our tourism successes.
The Return on Investment (ROI) part of this goal has been met, but the economic
impact goal has not been met.
The Return On Investment from the campaign launched in the first quarter of 20 I 0,
.funded by the infusion of dollars from Beach Renourishment Reserves, was invested
in a much enhanced first and second quarter advertising campaign and the first ever
S W Florida campaign. The new visitors attracted by this new campaign have resulted
in the following spending from new visitors to our area as reported to the BCC on
May 25, 2010:
'-
(In spending per visitor attracted to our area from the above campaign for each dollar
invested in advertising)
New York
Chicago
Philadelphia
Average:
$23.61
$23.33
$14.09
$20.87 in new visitor spending for each advertising dollar
invested.
Other economic measures of the increased marketing efforts in 2010:
. The economic impact from tourism on our community has increased
3.8% through June over the same period in FY 09. This is short of the
goal of a 6% increase due to the economic crisis our area has
experienced over the past year.
. Visitor counts have increased by 349,300 or +4.7% to date over last year.
. Occupancy in Collier accommodations is up 8.3% over 2009.
. TDC tax revenue is up $619,850 over the same period last year.
""..
. Now that the Deepwater Horizon oil well is capped, the chances of further
increases in all of these statistics, including the ROl from the infusion of beach
reserve funds for marketing should improve.
Page 28 of 32
Agenda Item No. 10A
September 28, 2010
Page 77 of 147
.
. Results reported to the BCC quarterly and to the TDC and the media monthly.
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
K. Seek BCC direction on FY 10 Referendum for Fire and EMS consolidation under
the BCC during the primary or general election in 2010.
A citizen driven straw ballot initiative was brought forth to the Board of County
Commissioners on May 11,2010. On May 25, 2010, the Board voted to place a
ballot question on the November 2, 20 10 Ballot regarding consolidation of
independent fire districts.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating '=I.~
.
L. Select and Transition a new County Manager.
Completed
Below
Standard
1
I Ratin
Meets
Standard
2
Exceeds
Standard
3
M. Diffuse over the next two years the adverse financial impacts of the Clerk's unilateral
decision to not honor the 2002 MOU with the BCC.
This issue is closed. The laws have changed and now the Clerk is required to return
interest to the BCC on a monthly basis, and is doing so. Necessary General Fund
interest income adjustments were successfully incorporated into the FY 20 I 0 budget.
Below
Standard
1
.
Meets
Standard
2
Exceeds
Standard
3
N. Seek a sufficient funding guarantee from Marco Island to fix 92A, Goodland Drive,
before the 2002-2017 interlocal agreement with Marco Island expires. We will
Page 29 of 32
Agenda Item No. 10A
September 28, 2010
Page 78 of 147
probably have to escrow the last two years of the County's transfer to pay for the
$1.8M estimated project.
Staff met with and exchanged correspondence with the Marco Island City Manager to
verify that the last two years of the County's transfer will be withheld if Marco Island
has not already implemented improvements to 92A, Goodland Drive.
..
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
O. Conservation Collier 'True up' as far as Maintenance trust is concerned prior to
2013. Curtail further land buys until this is done.
An in-depth analysis was conducted by the Office of Management and Budget in
conjunction with Conservation Collier staff to determine an appropriate fund balance
requirement for land management in perpetuity. Funds were transferred to the
management fund to cover these costs.
All new land purchases include an assessment (if not direct fund transfer) ofthe costs
of management in the future.
J
Below
Standard
1
Meets
Standard
2
2..
Exceeds
Standard
3
P. Evaluate the public benefit of continuing the ALS engine program and explore
opportunities to further improve a county-wide integrated first responder system.
Collier County EMS under the direction of the County Medical Director maintains an
on-going evaluation of ALS Engine program. Presently a Blue-Ribhon Committee
consisting of members of the medical community, along with Fire, EMS and Law
Enforcement agencies and the Chamber are reviewing the best delivery
mechanism(s) in light of diverse system delivery needs, varying Fire service
capabilities and current best practice standards. Presently, the City of Naples,
Ochopee Fire, Isles of Capri Fire and Marco City Fire are participants in the ALS
program.
Below
Standard
1
~
Page 30 of 32
Meets
Standard
2
.
Exceeds
Standard
3
Agenda Item No. 10A
September 28,2010
Page 79 of 147
.
Q. Investigate Economic Development Funding
. Innovation Zones
After a year-long collaborative effort, the enabling ordinance for the Innovation
Zones was adopted by the Board in May (20 I 0).
. Economic Incentives
Under the leadership of the newly appointed Executive Director for Business and
Economic Development, these incentive programs are being reviewed and
analyzed for potential improvements to provide incentive packages that better
address the needs oflocal businesses as well as those companies seeking to
relocate to Collier County.
In July, the BCC approved Haynes Corp. into the Fee Payment Assistance, Job
Creation Investment, Job Retention Investment and Fast Track Regulatory
Process programs for the expansion oftbeir corporate headquarters in Collier
County which will result in the retention of 45 local jobs along with the creation
of 20 new jobs.
Coordinated with the BCC and the EDC to recognize the Collier County
Business of the Month at Board meetings.
.
. Fast Track Permitting
May 25, 20 I 0 the BCC approved a GMD sponsored fast track process for Florida
Specialties to bring 25 new jobs to lmmokalee and directed staff to update the
fast track process to be more proactive.
. Infrastructure Investments (Camp Keais Road improvements/Indian Gaming
Compact)
The Seminole Indian Gaming Compact between the Seminole Tribe of Florida
and the State of Florida was ratified by the Florida Legislature on April 19, 2010
and was subsequently approved by Gov. Crist on April 28. Camp Keais Road is
listed as an unfunded need and included in the list of impacted road network for
inclusion in the Indian Road Report (IRR).
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
.
R. Complete the 2010 Census and Facilitate SOE redistricting efforts.
County staff has met with Supervisor of Elections staff to initiate a redistricting
time line for this complex project. The 20 I 0 census count has been completed, and
the County will receive the population data from the Census Bureau in A11:i!.lQlJ, at
which time several re-districting options/maps will be created (in house) using strict
legal criteria, followed by a public vetting period. One map will eventually be
Page 31 of 32
Agenda Item No. 10A
September 28, 2010
Page 80 of 147
r4
approved by the BCC and subsequently the Department of Justice in the summer/fall
of2011.
.)
~
Page 32 of 32
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
Agenda Item No. 10A
September 28,2010
Page 81 of 147
Commissioner Henning
Agenda Item No. 10A
September 28,2010
Page 82 of 147
Board of Collier County Commissioners
Donna Fiala
District 1
Frank Halas
Districl2
Tom Henning
District 3
Fred W. Coyle
Dislrict4
Jim Coletta
DistrictS
September 13,2010
County Manager Leo Ochs
3301 Tamiami Trail East
Naples, FL 34112
Re: FY 2010 Performance Review
Dear County Manager Ochs:
I have decided to take a different approach to satisfy your request for my comments and
suggestions regarding your Self Appraisal for FY20 I O. I will not complete the score sheet
as you have presented as I choose to offer my comments in letter format as shown below.
When you became Deputy County Manager in 2002, I was confident that your
contributions to Collier County would be exceptional. Becoming County Manager earlier
this year included some very critical challenges, but you have stepped in and fulfilled the
obligations of this position with the best interest of the constituents of Collier County at
heart. While filling the shoes of former County Manager Mudd was a big task, I commend
you for taking charge and stepping up to the plate as you have done.
I would like to commend you for your accomplishments during your first year as County
Manager including, but not limited to, the budget and financial management element of
what has become a very difficult economic recession, for your efforts in the economic
recovery and business development for the future of Collier County, and for your efforts in
the modification and organizational changes implemented to be fiscally responsible while
continuing to serve the residents as needed. These changes have been imperative under
these tough economic times and I encourage and support your efforts to continue the
forward trend of fiscal responsibility and maintaining areas of health, safety and welfare.
I would like to report that my recommendation for your review be 100% exceptional, or
3's for each category across the board. I am confident this upcoming year's challenges
will be difficult, but know that you will overcome any hurdles that may come your way. I
would also like to compliment staff and their support as we know it has taken a lot of time
and effort to get to where we are today.
W. Harmon Turner Building. 3301 East Tarniami Trail. Naples, Florida 34112.239-252-8097. FAX 239-252-3602
Agenda Item No. 10A
September 28,2010
Page 83 of 147
Page 2
I respect and appreciate that you have chosen to decline a merit payor a base salary
adjustment to stay consistent with the restrictions applied to the rest of the County work
force. This is an obvious expression ofleading by example and I agree that this is what is
in the best interest of Collier County.
I look forward to working with you during the upcoming year and offer any assistance I
may provide to support you in the challenges you will be facing. My door is always open
and I am happy to assist where I am able.
I look forward to working with you to best serve the citizens of our community.
g
TH; pas
Commissioner Coletta
Agenda Item No. 10A
September 28, 2010
Page 84 of 147
Agenda Item No. 10A
September 28,2010
Page 85 of 147
.
Below are the standards for scoring the self-appraisal. These should help you decide on how to
grade each of the areas of my KRAlappraisal form.
.
Score Res nit
1 . Some improvements and/or early good performance levels in a few areas
Below . Results not reported for many' to most areas of importance to the
Standards organization's key business requirements
. Improvement trends and/or good performance levels reported for most
areas of importance to the organization's key business requirements
2 . No pattern of adverse trends and no poor performance levels in areas of
Meets importance to the organization's key business requirements
Standards . Some trends and/or current performance levels--evaluated against
relevant comparisons and/or benchmarks--show areas of strength and/or
good to very good relative performance levels
. Business results address most key customer, market, and process
requirements
. Current performance is excellent in most areas of importance to the
3 organization's key husiness requirements
Exceeds . Excellent improvement trends and/or sustained excellent performance
Standards levels in most areas
. Evidence of industry and benchmark leadership demonstrated in many
I areas
I . Business results fully address key customer, market, process, and action
I plan requirements I
I
Final Needs Meets Exceeds
Standard Improvement Expectations Expectations
Rating
1.00-1.66 1.67-2.33 2.34-3.00
.
Page 2 of 32
-4
)
...
Agenda Item No. lOA
September 28,2010
Page 86 of 147
The following areas of Communications; Leadership/Organizational Direction; Personnel
Management support the Strategic Focus Area 6 - Local Governance - To sustain public trust &
confidence in County government through sound public policy decisions, expert professional
management and active citizen participation.
COMMUNICATIONS Below Meets Exceeds
Standards Standards Standards
1 2 3
C.I (Internal) The County Manager will be expected to
provide the BCC with timely and accurate responses to 3
requests for information, as well as, coordinating drafts for
plans, fees and controversial ordinances with the BCC
members before the information "oes nublic.
RESULTS; Staff responses to BCC inquiries have been timely, accurate and thorough, with very
few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with
each Commissioner, which are also used to provide regular updates on items of specific interest.
In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal
meetings, telephone contacts and e-mail communications. Concerted effort has been made to
provide timely notifications, read-ahead material, and advanced briefings on all high profile
uocominl! al!enda items and media issues.
C.2 (External) The County Manager will be expected to
provide information to the public through a minimum of 3
one soeaking engagement oer month on average, as well as,
developing new means to provide information to the public
re"ardin" County information. RESULTS: The County Manager has spoken at 29 public engagements during the past year
including local TV and radio news programs, business and industry associations, civic and
homeowner associations and numerous service clubs (see listing at Tab 1). particularly
noteworthy was a series of six focus group round table sessions I hosted with a cross section of
business leaders to exchange ideas on how County government can help facilitate business
recovery and economic development.
In addition to the more conventional methods of public information, Twitter, Facehook and
Y ouTube accounts for the County Manager's Agency were launched in the past year - expanding
the communication channels used to provide information to residents and visitors. The County
web site continues to be an informative, accessible and useful site for thousands of visitors each
month who are seeking information about County services and programs. In the first nine months
of the current fiscal year, there were 1,007,566 unique visitor sessions to the Collier web site,
The web site home page was redesigned during the past year. Special pages for the Deepwater oil
spill, red light cameras and the FEMA flood maps were established. The website was
reorganized to have all forms and online services (e-commerce) in one location. Streaming Video
of County Commission meetings and other events, as well as Video on Demand have proven to
be increasingly popular and convenient ways to provide information to the public.
C.3 (External) The County Manager will be expected to
ensure that the organization has systems in place to ensure
that the general public is responded to in a timely and 3
accurate manner. Also, improve Public Relations hy
providing more understandable and complete information to
the nublic.
Page 3 of 32
.
.
.
Agenda Item No. 10A
September 28,2010
Page 87 of 147
RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable
method for intake of constituent service requests and complaints, as well as a useful tool for
tracking these items to completion and reporting results. 434 AIMS issues were recorded,
managed and resolved during FY09. For FY 2010, response rates for constituent contact
onlbefore five business days is 99%, while response rates for issues closed onlbefore five
business days is 88%.
More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues
to process all non-personnel public records requests in an accurate and timely fashion. 175 public
records requests were processed in FY 09.
Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between
800-1000 hours of live meetings annually. Recent special programming included hurricane and
wildfire preparedness, FEMA flood map and eco-tourism along with 26 new episodes of the
County's pet adoption program and 22 new episodes of the County's news magazine program.
. Concerted effort was made this year to more directly communicate with the public through the
use of guest commentaries in the NDN and participating as a featured columnist in the North
Naples Journal and the Pelican Bay Journal - submitting monthly columns for each publication.
County publications like the Annual Report and the quarterly electronic newsletter are other
examples of this strategy.
LEADERSHlPI Below Meets Exceeds
ORGANIZATIONAL DIRECTION Standard Standard Standard
1 2 3
L.I The County Manager will ensure that there is a clear 3
direction that is communicated throughout the organization. . RESULTS: A clearly defined, formally established organization structure and management chain
of command is used to communicate operational objectives, policy directives and routine business
information to the County workforce. !\1ajor program and service goals and objectives are
aligned around the Board's strategic plan and Division five year business plans, which are, in
turn, incorporated into each department's annual work program and individual employee
\
,
performance objectives and key result areas. Regularly scheduled Division staff meetings have
been held with attendance and input of staff from the Clerk of Courts, County Attorney, CRA &
Airport Directors.
I try to engage in as much direct interaction with County staff as possible, participating regularly
in events like our new employee orientation sessions, service award breakfasts, semi-annual
senior management retreats and informal field visits to each operating division at least once each
year. I also continue to use the employee newsletter and the e-mail system to communicate with
our workforce.
L.2 The County Manager will ensure that all executive
summary reports provided to the Board have specific and clear 3
, recommendations.
Page 4 of 32
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Agenda Item No. 10A
September 28,2010
Page 88 of 147
RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough,
clearly written and contain appropriate and sufficient financial analysis and legal review. We also
continue to seek ways to make the entire agenda preparation and review process easier, faster and
more convenient for the BCC, staff and public to use and access. In that regard, the County's new
automated agenda system, "Agenda Central" has been developed and will go-live in early FY 11.
This new system will further improve the quality of Executive Summaries and streamline the
a"enda oreoaration orocess.
L.3 The County Manager will provide opportunities for the J
Board of County Commissioners to discuss and set proactive
I oolicv direction on kev community issues. RESULTS: Seven workshops were held in FY 2010 giving the Board many opportunities to
discuss key community issues. The Strategic Planning Workshop held on March 11, 20 I 0
defined the Board of County Commissioners as leaders in addressing the pressing economic &
business issues currently facing our community. The Foreclosure Task Force Workshop held on
March 2, 20 I 0 provided another opportunity for the Board to set important public policy. The
BCC continued to be actively involved with state and federal issues, working in collaboration
with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and
Washington D.C.
PERSONNEL MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
P.I The County Manager will ensure that the County follows J
the Board's established policies for the hiring and management
of its emnlovees. RESULTS: The County Manager's Office, in frequent consultation with the HR Department and
the County Attorney's Office, actively manages the compensation and personnel management
system, insuring compliance with all relevant employment and labor laws and county policies.
Several updates to agency policies and procedures were completed in the past year.
Staffing in the County Manager's Agency is down approximately 22% from its peak in 2007.
Since that time, our focus has changed from recruiting to meet rapid growth to an emphasis on
reducing the workforce while maintaining services and sustaining employee morale. To that end,
our HR Department (which also saw a significant reduction in its staffing) maintained its
employee recognition program, increased its in-house training offerings, and continues to provide
targeted and comprehensive HR services. Reductions in force have been administered in strict
accordance with annlicable emnlovment laws and County Drocedures.
P.2 The County Manager will provide to the Board an annual ..J
pay plan as part of the budget that will provide for an
or"anized means for salarv administration.
RESULTS: Again this year, the Human Resources Department conducted the annual
compensation and benchmarking survey with in-house resources. The study revealed that the
County's compensation plan is generally competitive with equally sized and situated agencies.
The FYI 0 Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on
September 15, 2009. The HR Department will submit the FYI] Pay Plan for BCC approval at its
Sentember 14, 20] 0 meeting.
Page 5 of 32
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Agenda Item NO.1 OA
September 28, 2010
Page 89 of 147
The following area of Growth Management supports Strategic Focus Areas SFA. 1.
Neighborhood PreservatioD & EnhancemeDt - To preserve and enhance the safety, quality,
value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth
Management - To responsibly manage community growth, development and redevelopment,
while enhancing the natural environment; and SFA. 5. EcoDomic DevelopmeDt- To help create
a business climate that promotes a diversified, growing economy consistent with the established
growth management plans and community desires.
GROWTH MANAGEMENT Below Meets Exceeds
Standard StaDdard Standard
1 2 3
G.l The County Manager will supervise the revision;
reorganization; update of outdated and obsolete provisions 3
of the Land Development Code (LDC). The BCC will
provide guidance to the staff to these ends. Complete
development of an Administrative Code. Significantly
reduce LDC changes submitted.
RESULTS: Significant progress had been made toward completion of an Administrative Code.
Presentations of the preliminary draft and remaining project schedule have been made to DSAC,
CCPC and the BCC. A comprehensive staff review of the consultant's initial work product is
progressing on schedule. The schedule calls for bringing the proposed code to the BCC for
adoption in early 201 ] . The Growth Management Division's planning and regulatory section
completed the most recent round of BCC directed LDC updates along with corresponding
changes to the Comprehensive Plan. Final adoption hearings were held in June of2010.
G.2 The County Manager will continue to implement
measures to improve customer service in CDES. Expected J
outcome is to get permits and development review items
back to the public within established standards, and to
reduce the number of reoetitive reviews.
RESULTS: A complete reorganization of the former CDES Division was implemented in early
2010 with the primary goal of improved customer service, streamlined business processes and
rigorous fiscal management. In January 2010, the Growth Management Division's (GMD)
Business Center and Client Services sections were formed to address and remove redundant
business processes by combining similar land use and building permit functions. As a result of
this business initiative. staff was able to deliver more responsive and personalized service to their
customers and significantly decrease overhead and operational costs.
In June 2010, the GMD revised the building permit application and review process, reducing the
: required number of plan sets and the total number of days to review building plans from thirty
days to fifteen days for commercial permits with greater than three types of trades, ten days for
commercial pemiits with less than three types of trades, and five days for all one and two family
and single trade commercial permits. Additional plan review performance measures are being
investigated to further improve the current processes, while determining how to best incorporate
an electronic plan submittal and review option and a crcdit card payment option for clients.
The GMD staff and Human Resources staff developed a customer service training course that
identified key initiatives designed to improve internal and external customer service skills. The
trainin ro ram was im lemented division wide. Customer and indust feedback to the
Page 6 of 32
Agenda Item No. 10A
September 28, 2010
Page 90 of 147
~
chan es im lemented to date have been ve ositive.
G.3 The County Manager will provide staff coordination )
through a series of citizen committees to study and
im lement numerous communi lannin initiatives.
RESULTS: Comprehensive Planning's staffing of the Horizon Study Oversight Committee
continued this past year with the Oversight committee successfully overseeing the annual update
of the Collier Inter-Active Growth Model.
Comprehensive planning also held multiple public meetings to gather public input for the
Evaluation and Appraisal Report (EAR). The EAR is part of a 5 year cycle that evaluates the
effectiveness of the Growth Management Plan. The EAR is on schedule and anticipated to be
completed in the spring of 20] 1.
The Collier MPO has several citizen committees including the Citizen Advisory Committee
(CAC), the Pathways Advisory Committee (PAC) and the Local Coordinating Board for the
Transportation Disadvantaged (LCB). The CAC reviews, comments on and endorses aU
documents presented to the MPO Board for approval. The PAC reviews, comments on and
endorses documents presented to the MPO Board but relating specifically to pathways and bicycle
facilities. The LCB reviews documents relating to the paratransit system. The MPO also hosts
ro'ect worksho sand ublic meetin s relatin to s ecific ro'ects.
GROWl'H MANAGEMENT (Con't)
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
GA The County Manager will prepare for adoption of a
fmancially feasible Annual Update and Inventory Report
(AVIR) and amendment of the Capital Improvement
Element (CIE) of the GMP with the CIE found in
compliance by the Florida Department of Community
Affairs DCA .
RESULTS: In 2009, staff coordinated both the AUlR and the ClE to successful adoption by the
BCC and the Department of Community Affairs. Both documents were adopted as finacially
feasible capital improvement plans that will ensure compliance with concurrency management
regulations. In 2010, through efforts of the new GMD administration, the AUIR and the CIE will
be combined into a single review and approval process to eliminate inefficencies and bring
greater consistency to both work products while maintaing regulatory compliance with the DCA
submittal re urements.
The following areas of Capital Project and Financial Management support Strategic Focus Areas
SFA.. 1. Neighborhood Preservation & Enhancement - To preserve and enhance the safety,
quality, value, character, and heritage of our neighborhoods, communities and region; SF A. 4.
Mobility - To provide for the various mobility needs ofthe community and the region while
respecting and enhancing the character of our diverse neighborhoods; and SF A. 6. Local
Governance - To sustain public trust & confidence in County government through sound public
policy decisions, expert professional management and active citizen participation.
,..
Page 7 of 32
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Agenda Item No. lOA
September 28, 2010
Page 91 of147
CAPITAL PROJECT MANAGEMENT
Below Meets Exceeds
Standard Standard Standard
1 2 3
CP, I The County Manager will provide a capita} budget that
will clearly describe the capital projects proposed for the 3
following fiscal year along with the proposed means for
funding such oroiects.
RESULTS: The FY 20] 0 adopted budget, as well as the FY 20 II proposed budget, contains a
comprehensive annual capital improvement program section which provides a detailed
description of actual and anticipated capital revenue sources and expenses by fund and project.
CP.2 The County Manager will provide regular updates to 3
the County Commission on key capital projects in a manner
which is easv to understand and timelv. RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific
capital projects. Combining the annual AUIR and CIE will provide the Board an integrated,
comprehensive review of the capital program that addresses level of service standards, specific
I oroiect details and comolete funding olans.
CP.3 The County Manager will ensure that for each key
capital project that there is clearly established responsibility, J
budgets and schedules for each. The Manager will also
implement business processes that will control costs and cost I
overruns.
RESULTS: An integrated automated tracking system continues to be utilized by all divisions to
monitor project results. Agency wide systems have been implemented to standardize and
improve our capital project planning, execution and administration. In addition to the
improvements made in the AUIR and capital budgeting processes mentioned earlier in this
review, refined systems ofprocurement, contract management, value engineering, change order
review, contractor performance compliance and regular staff training have all contributed to a
well managed capital improvement program.
FINANCIAL MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
F.I The County Manager will present an opportunity 3
annually, prior to the development of the annual budget, for
the County Commission to have a policy level discussion
regarding the next year's annual budget.
RESULTS: Annually, the County Manager provides the BCC with recommended polices and
measures to guide the development of the Collier County budget. The FY 2011 proposed budget
policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on
February 23, 20 I O.
F.2 The County Manager will develop an annual budget that
will be presented to the County Commission in workshop L3
format and then again in accordance with statute for public
participation through a series of two separate public -
hearings. Continue to make improvements to the budgeting
I orocess.
~,
Page 8 of 32
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Agenda Item No. 10A
September 28, 2010
Page 92 of 147
RESULTS: The proposed FY 2011 County budget was presented to the Board during the annual
workshop held on June 24, 2010. A millage neutral proposed budget was presented and the
maximum ad valorem millage rates were set on July 27, 2010. Puhlic hearing dates in September
were announced.
F.3 The County Manager will present a budget for FYI! that J
will be in keeping with State mandated property tax reforms.
A millage neutral position will also be nrenared. RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented
resulting in a 5.6% reduction in the general fund with no significant reductions in front line
services, no planned lay-offs or furloughs, no new user fees, no planned facility closures and a
4.2% reduction in full time employees. Annual debt service is fully funded and compliant with
BCC Debt Management policy. This was a significant accomplishment given the 11.6%
reduction in County wide taxable property values and the challenges presented by the local
economic recession. Great credit goes to the talented and dedicated County staff and the
Constitutional Officers for successfully achieving this objective. Achieving a millage neutral
position in 2012 and beyond will be exceedingly more difficult if taxable property values
continue to decline and service demands continue at traditional levels.
F.4 The County Manager will provide annual updates of user !)
fees and other non-Ad Valorem revenue, i.e. impact fees,
grants, etc.
RESULTS:
User Fees - No new user fees are planned in FY 2011. During the fiscal year, staffwill continue
to evaluate the ability of current user fees- such as water and sewer rates, planning and building
permit fees, recreation and boat launch fees, Right of Way permit fees and EMS transport fees- to
meet budget projections and offset or help to offset enterprise and internal service costs.
Grants- The Grants Office reports annually on grants applied for and awarded. For FY09, 88% of
grant applications were approved for a total of $42.9 million. The report for FY 10 is planned for
presentation to the BCC in October-November 2010.
Impact Fees-In December of 2009, the Board of County Commissioners reset the impact fee study
schedule that had been suspended since March of2009. Beginning in January 2010 impact fee
studies commenced for School, Law Enforcement and Government Buildings Impact Fees. Law
Enforcement and Government Buildings include an additional task to conduct a level of service
study and provide recommendations. This task was added as a result of direction given during the
AUIR process. Beginning in March 2010, studies commenced for Library, EMS and Dependent
Fire Impact Fees. Additionally, the impact fee indexing cycle for FY 20 I 0 includes Community
and Regional Parks and Correctional Facilities. Road Impact Fees were also scheduled to be
indexed, however due to the volatility in costs statewide, as well as other cost and credit issues, a
more comprehensive update is being prepared in place of the indexing. All studies are moving
forward for presentation to the BCC during the last quarter of calendar year 201 O. Data will be
available for use during the upcoming AUIR process (related to Government Buildings and Law
Enforcement LOS).
F.5 The County Manager will work cooperatively with the J
Clerk of Courts on the preparation of the CAFR and respond
promptly and thoroughly to any issues raised by the external
auditors.
Page 9 of 32
Agenda Item No. 10A
September 28, 2010
Page 93 of 147
RESVL TS: The year ending September 30, 2009 Comprehensive Annual Financial Report
(CAFR) was accepted by the Board on March 9, 20 I O. The CAFR process begins with pre-audit
work generally in July/August. Full audit work usually begins in November and culminates with
Board acceptance in the Spring. Throughout this process the County Manager's Agency works
closely with the Clerk's Finance Department in reviewing audit comments and addressing any
audit questions. An internal audit oversight committee consisting of representatives from both
agencies has been established to help facilitate production of a thorough and timely annual
external audit.
.
Goals for Fisc:aI Year 2010:
As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the
annual evaluation weight.
1. Execution of the County's 10 Year Strategic Plan. Continue execution ofthe County's 10-
Year Strategic Plan and alignment of the entire County ManagerlBCC Agency organization
around that plan by integrating multi-year business plans, annual operational work plans and
individual performance goals and objectives. Under the guidance and coordination of the
Strategic Excellence Program for Ultimate Performance (STEP-UP) Team, continue
translating the Strategic Plan and Strategy Map into the Balanced Scorecard format.
Conduct an annual or bi-annual BCC Strategic Planning Workshop.
.
RESULTS:
Each Division and Executive Office prepared an updated five year and annual work plan for the
County Manager, all of which are developed in alignment with the strategic plan and goals of the
agency. To create the linkage to each employee's contribution toward the strategic goals, aligned
KRA's are developed for each employee. The annual Strategic Planning Workshop was held on
March 11, 20 10 with participation and significant buy-in from community business leaders
resulting in the creation of an in-house business and economic development initiative and the
BCC endorsement of a community-based Economic Recovery Task Force.
I
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating "7
2. East ofCR95I Studv. Finalize a long range County plan for infrastructure improvements
East of CR 951, along with a solid financial and land use plan that supports it. Complete the
East ofCR 951 Study and the corresponding interim update of Long-Range Transportation
Plan (LRTP). Development of the Collier County Master Mobility Plan (MMP) was
approved by the BCC on July 28, 2009. When fully established/phased, the MMP will guide
the need and location ofland use development, public services (government facilities,
libraries, EMS, parks, schools, fire, law enforcement, etc.), multi-modal transportation and
private development, while protecting environmentally sensitive land and habitat in
unincorporated Collier County.
.
Page 10 of 32
Agenda Item NO.1 OA
September 28,2010
Page 94 of 147
~
RESULTS:
Comprehensive Planning staff successfully presented to the BCC the Horizon Study Phase Two
report, which the Board accepted in combination with acceptance of the Collier Inter-Active
Growth Model (ClGM) as a planning tool. The CIGM was relied upon for the 2007-2008
Growth Management Plan Amendments in evaluating the commercial market needs analysis
against the amendment information.
Master Mobility Plan kick-off I scoping meetings have been held with consultants and data
collection is under way.j>dditu;mal funding has been identified by the Grants Office. County
staff, in conjunction with the Urban Land Institute, held a stakeholders meeting on Thursday,
May 13,2010. Completion is expected mid to late 2011.
The 2035 LRTP update is being conducted now and is expected to be completed in December
2010. Staff anticipates an interim update following the census and will incorporate results of the
E. of CR 951 study as needed to accommodate the county needs.
3. Community Development. We will continue to focus on improvmg the bus mess processes
within the Division and amending the codes to manage growth better and instill smart growth
tenets. In addition, PUD Monitoring with focus on implementing the PUD "final inspection"
compliance program to validate all PUD requirements and commitments prior to turnover and
continue to prepare for Board approval recommendations to "close out" essentially completed
PUDs. We will manage and monitor the FEMA Flood Insurance Rate Map (FIRM) restudy
process. The primary focus over the next year will be the completion for the digital FIRMs
by the FEMA contractor and then the implementation of the public awareness, Post-
Preliminary Process for all the mandated community reviews, meetings, notifications, appeals
process and six-month compliance period targeting for a final implementation by March
2011. In cooperation with the Collier Building Industry Association (CBIA) and the
Development Services Advisory Council (DSAC), staffwill complete fee studies for
Permitting and Land Use (Fund 131) and Building Review and Permitting (Fund 113) and
package and prepare it for Board review and eventual approval. These studies will contain all
emperical data and analysis to justii)' the proposed increase and will be formulated to provide
the needed revenue to support current staff operations and to re-build sufficient reserves.
Also complete the implemention and fielding of our divisional CityView Permitting and Land
Use business software system and field the new IVR system for scheduling building
inspections.
Below Meets Exceeds
Standard Standard Standard
1 2 3
r Rating S
--
RESULTS:
Imoroved Land Use and Permitting Review Processes: In June 2010, the Growth Management
Division (GMD) was created through a significant reorganization. Services provided that were
similar in nature were combined and streamlined to maximize efficiencies, contain costs, and
further improve customer service levels. This resulted in an additional $2.5 million savings in
annual reoccurring operating costs, the elimination of35 FTE's, and a reduction from ten
departments to six departments. Improvements in these areas have been documented and
favorably acknowledged by our customers.
Page 11 of 32
Agenda Item No. 10A
September 28, 2010
Page 95 of 147
.
PUD Monitoring and Insoection: The Code Enforcment Department assumed the responsibility of
providing two Property Owners Association meetings annually. The first meeting was conducted
in February 2010. The second meeting is scheduled for October 2010.
Staff has brought a total of IS PUD close outs to the BCC since October I, 2009 and anticipates
bringing 10 more to the BCC by the end of FY201 O. Currently a total of 49 PUDs have been
closed out. Staff continues to process the required annual monitoring reports.
While PUD monitoring has been reduced to a single planner from the initial team off our, the
monitoring program has been maintained by the use of the electronic Commitment Tracking
System (CTS). Phase two development of the CTS was approved by the County Manager to
further the efficiency gained by the original project. The CTS has been endorsed as an agency
wide tool to manage commitments.
.
FEMA Flood Maps:
Hundreds of property owners in all areas of Collier County attended a series of Federal
Emergency Management Agency (FEMA) public workshops held in August to assist residents in
identifYing their current flood zones and their new flood zones given the proposed changes under
the new Digital Flood Insurance Rate Maps (DFlRMs) released to Collier County in July. The
meetings gave property owners the opportunity to view the new maps, understand how their
properties may be affected and learn more about the financial steps that they may need to take to
comply with federal flood insurance requirements. Several press releases were issued and ads
were placed in the Naples Daily News, Collier Citizen and Immokalee Bulletin promoting the
meetings.
Altogether up to 50,000 structures throughout Collier County may be affected by the flood zone
changes under the new DFlRMs that were released and made public by FEMA. A special web
page has been set up at www.colliergov.net/floodmaos that contains information on flood
insurance requirements, options to consider on seeking exemptions along with an interactive map
that allows you to check on your property's current flood zone designation and the proposed
flood zone designation under the new DFlRM.
Fee Studies: The BCC approved the recommended building permit fee increases in January of
2010 with the endorsement of Collier Building Industry Association (CBIA). The fee increases
included performance measures that must be met by the building department or face refunds for
late reviews. Due to the slowdown in planning and site development activity, the land use review
fee study was suspended by the new management team with greater emphasis placed instead on
cross training and shared responsibilities with the general fund related staff from comprehensive
planning and transportation planning.
CitvView Software: The GMD administration has partnered with IT and the vendor to develop an
updated CityView delivery schedule and has begun the testing of the final phase of City View,
with full implementation scheduled for the Spring 2011.
.
Below
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1
Meets
Standard
2
Exceeds
Standard
3
Page 12 of 32
Agenda Item No. 10A
September 28, 2010
Page 96 of 147
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4. Imoroved use of technology and web site. Staff continues to look for opportunities to utilize
available technology to provide services faster, cheaper and better, Improvements planned
for the next year include a new land use and building permitting system with improved
reporting capabilities; expanded utilization of the upgraded SAP financial management
system; continued refinements to the automated budget, project, and contract management
systems; and continued steps toward an agency-wide electronic document/records
management system. Completion and go-live ofIT projects (Sire - ECM, Agenda
Management, SAP Document Management, Grants Management, and Misc Billing;
migration to Office 2007, implement Exchange Upgrade). Develop additional opportunities
to transact business wi
customers on-line.
RESULTS:
As funding and human resources continue to trend downward, requests for and reliance upon
technology to help improve efficiencies and increase productivity continue to increase. Great
strides toward that end were made during FYlO. Using the reliable SAP platform, staff
implemented the project management suite enhanced by a document management system.
Using this same technology, staff developed and implemented Grants Management,
Miscellaneous Billing, and PUD Permit Monitoring Systems.
The Electronic Content Management system (ECM) is also in use providing the capability to
electronically store and retrieve documents and reduce costs associated with storage of paper
records, Implementation of an upgraded BCC Agenda system is expected to be in place by
end of2010.
Migration to Office 2007 was completed without incident. Migration to Windows 7 began
this summer on a voluntary basis with all users moving to the new operating system during
FY II. This year the Safepoint system, which provides GPS coordinates for any 800 mhz
radio on the system, became operational.
The County Manager's Office, in coordination with the Growth Management Division staff,
has begun the analysis of electronic plan review. Process mapping has been conducted with
the building department staff to identifY the most efficient method to convert paper reviews to
electronic reviews by the end of the calendar year.
The Miscellaneous Billing application of SAP went live with the Utility Billing and Customer
Service (UBCS) module on October I, 2009. The application has been utilized effectively
since that time. This project is complete.
Utility Billing and Customer Service (UBCS) accepts credit card payments from customers
via the Integrated Voice Response System (IVR) and on the Collier County website using the
"I want to pay" functionality. UBCS is implementing Electronic Bill Presentment (E-bill), to
provide customers with web-based electronic utility bill receipt, viewing, and payment in a
secure payment environment by the second quarter of FY20 11
...
Page 13 of 32
Agenda Item No. 10A
September 28,2010
Page 97 of 147
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Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating :z .Ilr
5. Succession Planning. Continue to implement the plan developed in '07 to identify and train a
group of people below the Division and Department level who have the desire and ability to
step into higher management positions. First participants began in October 2008; pending
funding, second group to begin application process in June 2010 for October 2010 start.
Continue cross-training, employee development, and succession planning endeavors.
RESULTS:
The first group of employees to participate in the County's Succession Planning effort
completed the program in June 2010. Each has found ways individually to use the skill sets'
they developed or enhanced through the program to contribute to their respective
departments' success and together they collaborated on a project to develop ways in which
the County might contribute to economic development efforts.
.
To better meet the needs of the organization, the next group of participants will be those
intemalleaders preparing for the mid-manager level. Applications for the program will be
taken through August with four to six participants selected to start the program in October.
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
6. Continued develooment of the State Legislative Prolp"am. Refine the County's legislative
program through continued development of relationships with elected officials and county
staff in Southwest Florida and statewide, monitoring legislative affairs in collaboration with
our state lohbyist and networking regularly with the Florida Association of Counties.
RESULTS:
Collier County government continued to develop and execute an effective State legislative
program for the 20 I 0 Legislative Session. The Board, staff and contract lobbyist firm
worked collaboratively with our legislative delegation and the Florida Association of
Counties to promote legislative proposals favorable to Collier County and to defeat
legislation that would erode the Board's home rule authority or impose additional unfunded
mandates. The Board successfully influenced the outcome of several legislative proposals
including the Seminole gaming compact, the Fire District Consolidation Bills, Offshore Oil
Drilling and relief for condo owners from fire sprinkler retrofit requirements.
.
Page 14 of 32
Agenda Item No. 10A
September 28, 2010
Page 98 of 147
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Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating .3
7. Growth Management. Continue to effectively and efficiently enforce and interpret the
Collier County Growth Management Plan (GMP), Collier County Land Development Code
(LDC) and Collier County Code of Laws and Ordinances and provide a dynamic GMP and
LDC implementation, interpretation, and amendment environment to respond to community
standards and preferences consistent with Florida Statutes. Maintain coordination and
cooperation with the Collier County Public Schools in schools facilities planning through the
Interlocal Agreements required by Florida Statutes to include adoption of the Public Schools
Facilities Element with school concUrrency component. Continue to implement the Transfer
of Development Rights (TOR) Program of the Rural Fringe Mixed-Use District and its future
land use restrictions. Continue to implement the Rural Lands Stewardship Area (RLSA)
Stewardship Credit Program and associated Stewardship Sending Area (SSA) and
Stewardship Receiving Area' (SRA) designations through regulatory oversight and
interpretation of the provisions of the Rural Fringe Mixed-Use District (RFMU). Analyze
financially feasible capital plans to ensure consistency with the State mandated changes to the
Growth Management Plan. By January 201], the County will transmit to DCA the County's
2011 EAR report pursuant to 9J5, Florida Administrative Code.
RESULTS:
The Growth Management Division (GMD) has successfully managed the updates to the LDC
and the GMP and is progressing forward on schedule with EAR based amendments. Staff is
also working with the School District to complete the update of the School Board Review
(SBR) interlocal agreement by December of 20 I O. A final draft will be presented to the BCC
by the end ofthe calendar year.
In FY I 0 there was an average of 70 new Code Enforcement cases opened every week to
effectively and efficiently enforce the LDC and Code of Laws and Ordinances.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Ratinl! ~
8. Federal Legislative Program. - Continue development of successful program in cooperation
with the County's federal lobbyist and enhancing the partnerships with the Congressional
Delegation members and their staff.
"
Page 15 of 32
Agenda Item No. 10A
September 28, 2010
Page 99 of 147
.
RESULTS:
In January 2010, the Board of County Commissioners approved the Collier County Fiscal
Year 201 I Federal Legislative Agenda, The agenda projects were then presented on February
25, 2010 by Commission Vice Chair Frank Halas and the County Manager in one-on-one
meetings to members of Collier County's Congressional Delegation, including Congressman
Connie Mack, Congressman Mario Diaz-Balart, and Senator Bill Nelson in Washington, D.C.
In July 2010, the BCC received word that Sen. Nelson had put $1 million for the Interstate
75/Everglades Boulevard Interchange PD&E Study in the Senate Transportation Bill that was
approved by the Transportation Subcommittee.
Also during FY 2010, a total of$2,922,000 in federal dollars was awarded to the following
four Collier County projects on the FY20 I 0 Federal Agenda list:
. Gordon Pass dredging $ 722,000
. Interstate 75/Collier Boulevard/SR 84 (Davis Boulevard) $ 800,000
. Emergency Services Center $ 800,000
. Health Care Access/Physician Led Access Network (PLAN) $ 600,000
.
Below Meets Exceeds
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9. Successful caDital Droiect management. FYIO will see a relatively modest capital
construction program. Managing these projects to successful and timely completion will be a
priority.
A. Road Improvement Projects of Interest:
]) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal
This one-mile project is scheduled to go to bid by the end of calendar year 201 O.
Plans call for widening Collier Boulevard from four to eight lanes, and also
includes capacity improvements to approximately one-quarter mile of Beck
Boulevard as well as the northbound 1-75 offramp. Construction is expected to
begin in the first quarter of 20 II and take about two years to complete.
2) Oil Well Road multi-laning
Work continues on schedule. Contractor continues working on both eastern
and western segments of the project. Final completion scheduled for February
2012.
.
3) Santa Barhara Boulevard Extension
Santa Barbara Boulevard Extension 6 laning was opened to traffic on August 2,
2010.
~
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.J
4) Davis Boulevard from Collier Boulevard to Radio Road
This three-quarters of a mile project calls for building a variable four to six lane
roadway divided by a median with sidewalk and on-road bike lanes on both sides
of the roadway. Design was handled by FDOT. Collier County is providing the.
construction funds with an agreement from FDOT to provide reimbursement
starting in fiscal year 2012. Construction is expected to begin in the first quarter
of 20 11 and take about two years to complete.
5) Obtain approval from the FHW A and FDOT of Interchange Justification Report
(UR) for Everglades Boulevard Interchange at 1-75
Staff anticipates submittal of the Interchange Justification Report (UR) by the
end of calendar year 2010. This schedule is subject to FDOT/FHWA reviews.
6) Completion of the 1-75 / 1mmokalee Interchange.
Project completed and all lanes opened to traffic on April 23, 20] O.
7) Repaving within budgeting constraints
Road Maintenance has resurfaced 85 lane miles of pavement within budget. Road
Maintenance has also restriped 200 lane miles of roadway which includes lane
lines, pavement message, stop bars, raised pavement markers, etc.
Below Meets Exceeds
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I Rating :l,r
B. Utility Improvement and Public Safety Projects:
1) North County Water Reclamation Facility Alignment Project
This project will provide reduced chemical costs, reduced electrical costs,
reduced bleach usage, and more compliant, reliable, and sustainable reclaimed
water production, storage, and delivery. The project also provides additional
odor control to comply with the county's "zero offsite odors" policy.
The first phase of the project consists of lining two existing unlined reclaimed
water storage ponds; improving pond perimeter berms; improving adjacent pond
roads; installing piping and valves between the ponds; installing covers on the
aeration basins and installing two new odor control units; equipping the existing
plant headworks with new odor control units; replacing a ] 50 HP blower with a
new 300 HP blower and air flow modulating valves and air flow meter; and,
adding a new bleach system to the filters in the oxidation ditch treatment train.
The project is on track to meet the November 2011 completion date.
..
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Agenda Item No. 10A
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.
2) North Collier Regional Water Treatment Plant Water Quality Sustainability
Project
This project will improve the quality of finished potable water, improve the
efficiency of the water treatment processes, enhance the efficiency of controlling
odors, and provide an annual savings in chemical usage and labor costs of
approximately $450,000.
The first phase of the project includes replacing the degasifier and odor control
systems; adding an odor control system; and rehabilitating the clearwell.
The final completion date for construction is slated for December 20 I O. The
project is on track to meet the completion date.
3) Finalize the landfill gas to energy project agreement and initiate construction
All applicable permits have been obtained and the Notice to Proceed for
construction was issued on July 2,2010. Construction began August I, 2010,
with an estimated completion date of March 20 II .
4) Bldg F security lobby improvements
Building F SecurityfLobby improvements were completed on January 2 1', 2010.
C. Other Significant County Project
Below Meets Exceeds
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s: .,...
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I) Collier Boulevard Boat Park
Completed on time and on budget. Grand Opening held May 22, 20 I O.
2) Goodland Boat Ramp
Opened to the public on August 20, 20 I O.
3) FPL and Collier Boulevard Greenway Projects
The Collier Greenway, located between US 41 and Davis Boulevard, was opened
on October 10, 2009. Notice to Proceed to construction for the FPL Greenway
(from Rattlesnake to Radio) was issued on July 27, 2010 with construction
commencing on August 2, 2010.
4) Marco Island Rose Hall Addition
The Library opened Rose Hall on schedule and within budget guidelines during
FY 2010. Ribbon cutting ceremony was held February 26, 2010.
.
5) Manatee Community Park
After completion of design, future work on this project will be suspended
pending BCC review and approval of the Parks Master Plan currently underway.
..--...
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Draft master plan expected by the end of calendar year with presentation to BCC
in early 20 II.
6) Lely Area Storm Water Improvement Project (LASIP)
The LASIP Regional project consists of30 individual components or sub-
projects. To date, nine projects have been completed, three projects are currently
under construction, 17 projects are in design and one project (County Barn Road)
is pending. All projects are scheduled to be completed by July of2015.
7) Conditional Use for CAT Transfer Station at Radio Road, and design and
permitting for permanent Transfer Station construction at Collier County
Government Center
The Conditional Use Permit for the Radio Road transfer station was approved by
the BCC on March 23, 2010.
The purpose of a permanent transfer facility, to be located adjacent to the parking
garage at the Collier County Government Center, is to replace the temporary
facility that currently exists near the museum parking lot. A TM has been working
toward the design and permitting for this new facility. A grant has been obtained
from FDOT for the construction of the facility; scheduled for completion by
December 31,2012.
-
8) East Naples Community Park Soccer Field
Project completed Spring FY10 within budget. Grand Opening Ceremony held
May 201 O.
9) Phase 2 of Naples Depot Renovation
Exhibit construction is well underway. It is expected that the Naples Depot will
re-open to the public on January 7, 2011.
10) Bluebill Ave. Public Beach Access, Restrooms & Intersection Improvements
The Site Development Plan Amendment review process is currently in progress
with the Growth Management Division; the application for the FDEP permit has
been submitted and is currently under review; currently working with the
transportation engineering staff/consultants to review the preliminary feasibility
study for the turnaround design concept at the intersection of Bluebill Ave. &
Gulf Shore Dr. Scheduled for completion by September 1, 2011.
II) Gordon River Greenway
Project near completion at 30% design. Rezone and SDP anticipated completion
May 2011; construction to be completed by winter 2012.
12) Delnor Wiggins State Park Inter-local agreement with FDEP for increased access
and parking.
Project on hold due to a request from the State to delay improvements until they
are able to survey walk-in usage during 2011 tourist season.
.
13) Marco Island Museum commissioning and operation. - Develop ajoint board
for the Marco Island Museum; complete temporary exhibit plan and displays;
begin operations on a reduced weekly schedule. Open to public within three
months of obtaining CO.
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.
The Marco Island Museum's three main buildings have been substantially completed by the
Marco Island Historical Society and are awaiting final CO. The Collier County Museum has
prepared a conceptual exhibit plan for the new galleries. This plan has been approved hy the
Marco Island Historical Society and an exhibit construction contract has been executed with the
Museum's exhibit fabrication firm. Permanent displays will be finished and installed in phases, as
budget resources allow. The Collier County Museum has also identified and pooled surplus
exhibit cases and graphic elements for use as temporary exhibits, once the facility has been
transferred to County ownership. One professional staff position has been approved and the
Museum has requested an operating budget of$109,200 for FY201l and a capital budget of
$109,300 to assist with construction of permanent displays.
The main gallery at the Marco Island Museum is currently being operated by volunteers on a
reduced weekly schedule under a temporary CO. Final transfer of the facility to the County is
now anticipated for October 20 I O.
14) Elks Club renovation and Property Appraiser Office relocation.
Property Appraiser's Building completed and Office relocated July 20 I O.
.
Below Meets Exceeds
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10. Overall Ooerationallmorovements:
A. Implement Next Stage of Contract Administration Plan Initiatives.
I) Continue use of value engineering reviews for larger construction contracts.
Contract administration staff continues the practice of value engineering reviews
for larger construction contracts when appropriate, such as the Oil Well Road
project. Changes in the economy have resulted in more favorable pricing for
construction projects.
2) Pursue efforts through legislative delegation and F AC to amend Consultants
Competitive Negotiation Act (CCNA) to enhance competition.
Proposed revisions to the CCNA were part of the BCC's adopted 2010 State
Legislative Agenda. Despite efforts by staff and F AC, no changes were adopted
during the 2010 legislative session.
.
3) Implement and manage Local Vendor Preference Policy
In its second year of implementation, staff continues to manage and monitor the
Local Vendor Preference Policy. In June, staff presented a two-year report
regarding the performance ofthe program and the Board elected to retain the
program indefinitely and directed staff to work with a local economic
development task force to discuss further possible changes to the policy.
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Agenda Item No. 10A
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'"
The percentage of dollars spent with Collier vendors has increased considerably
from an average of 39.7% annually for the three years preceding the adoption of
the local vendor preference policy to 50.5% during the first two years of the
program; or from $171 million per year to $213 million per year.
4) Vigilantly monitor spending at the purchase order level and identii)' opportunities
to maximize purchasing efficiencies
In an effort to better monitor spending at the purchase order level and identii)'
opportunities to maximize purchasing efficiencies, Purchasing Department staff
combined and re-competed numerous contracts (cell phones, printing, uniforms,
chemicals, engineering services, architectural services) resulting in significant
savings to the agency as well as standardization and ease in obtaining goods and
services.
5) Continue SAP business software enhancements for project and contract
management
SAP enhancements implemented over the past two years continue to create
efficiencies for the agency. As indicated earlier in this review, staff has
implemented the project management suite and document management systems
to support project management. The document management component also
provides a platform for improved contract management.
)
Below Meets Exceeds
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...
B. Continue to refine and enhance the Operations Management Tracking System
(OPS Track) that measures efficiency, productivity and effectiveness, as well as,
the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that
monitors project expenditures and timeliness. Begin the implementation of a
Customer (Citizen) Centric Performance Measures Program that the BCC can
utilize to report goal progress to constituents (stakeholders).
Management continues to refine the performance measures utilized for OpsTrack.
This year the measures were presented to the Productivity Committee for their
review and they were pleased to see this in effect. Staff secured a Trailblazer
Grant to assist with development of Citizen Centric Performance Measures. Also a
working group has been established to lead citizen focus groups to identify their
preferred performance measures. Measures are to be developed by August 3 I,
2011.
"
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Agenda Item No. 10A
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Page 105 of 147
.
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C. Improve emergency preparedness planning & response capabilities.
I) Continue to refine and exercise emergency preparedness planning should the
community be impacted by a Pandemic flu outbreak.
In collaboration with the Health Department, efforts for the 2009/1 0 season were
highly successful and are on-going.
2) Seek and present financing opportunities for a replacement or supplemental
MedFlight helicopter. Improve helicopter systems management, programming
and safety
MedFlight continues to receive high marks from the FAA and independent safety
reviews. The workplace and current leadership received high marks during this
evaluation period. The aircraft is eleven years old, but remains in very good
condition. Eventual replacement must be considered in the next few years.
.
3) Continue efforts to build our emergency management program in a fashion so as
to meet or exceed national requirements for accreditation under the National
Emergency Management Accreditation Program and National Fire Protection
Association (NFPA)- Standard 1600
Accreditation preparation and gap analysis efforts will begin in August of2010
due to the availability of grant funds to assist in this effort.
4) Continue our efforts to build a disaster resistant community by means of disaster
drills, exercises, and joint planning with community partners. Include testing of
our preparedness to fast-breaking (Haz-Mat, School crisis) events
Staff continues to assist the community and a number of agencies in an all-
hazards approach to preparedness, response, mitigation and recovery. A multi-
agency hurricane preparedness exercise was held at the ESC on May JO,2010.
5) Seek funding options and develop strategic plans to address the high call volume
along Alligator Alley which frequently overtaxes the Ochopee Fire Department
due to travel distances
The impacts to Ochopee generated by 1-75 continue to be significant. Several
legislative discussions have occurred and work in this area is on-going.
6) Seek funding sources to ensure Emergency Medical Services can lease purchase
several replacement ambulances due to age and mileage.
While a total of five ambulances were ordered with a combination oflease and
revenue funds, EMS remains approximately five vehicles behind the established
replacement schedule. Staff will continue to seek funding resources and
alternatives to replace the aging vehicles scheduled for rotation.
.
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Below Meets Exceeds
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D. Continue to implement the beach access initiatives and update the 2003 Beach and
Water Master Plan by May 2009. The Productivity Committee is still reviewing
the updated plan, once complete the review with their recommendations will be
presented to the BCe. Continue to bring opportunities to the BCC for direction.
Plan has been updated and the Parks and Recreation Advisory Board (PARAB)
has reviewed the plan. The updated plan will be presented to the BCC in
conjunction with the Parks Master Plan by the end of calendar year 2010.
Below Meets Exceeds
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)
E. Work with the South Florida Water Management District (SFWMD) Governing
Board to develop a SFWMD - wide, year- round irrigation rule that meets the
needs of the Utility and that is consistent with the Collier County Irrigation
Ordinance (#2002-17)
On March 15,2010, a Year-Round Conservation (Irrigation) Rule went into effect
across the South Florida Water Management District (SFWMD), including Collier
County. The new rule is consistent with the three-day per week restrictions
contained in the Collier County Irrigation Ordinance (2002-17).
Below Meets Exceeds
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F. Initiate Watershed Management Plan studies and associated Long Range
Stormwater Management Plans.
~
1) Manage the development of the County's continuing stages of the Watershed
Management Plan according to GMP policies. Modeling consultants were
hired in FY09 to support the schedule for completion of the plans in 2010.
The Watershed Management Plan model update is in the final stage of
completion. The consultants have adjusted their schedules to be able to
complete this work by the end of the calendar year.
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.
2) Implement Phase 2 of the County's Watershed Management Plan and
pursuant to the GMP complete the study by 2010.
Work on Phase 2 of the Watershed Management Plans has begun and is
scheduled for completion by the end of the calendar year.
3) Manage the implementation of the Floodplain Management Planning
Committee (FMPC) goals, policies and objectives defmed in the 2008
Floodplain Management Plan (FMP) through the Action Plan contained in
Section 7.1 of the FMP'
The Floodplain Management Planning Committee has been working with
staff to address corrective measures needed in the 2008 Floodplain
Management Plan (FMP) for the Community Rating System scoring
requirements. The 2009 progress report was presented to the Board of
County Commissioners on May1l, 2010.
In July 2010, FEMA notified Collier County that our Community Rating
System under the National Flood Insurance Program (NFIP) has been
upgraded from Class 7 to Class 6 which means a 20% discount in the cost of
flood insurance premiums for NFIP policies issued or renewed in the Special
Flood Hazard Area on or after May 1, 20 I O.
.
Below Meets Exceeds
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G. Continue efforts in Public Utilities to implement an automated system to record and
track the location, type, condition, value and useful life of County Utility
infrastructure and assets.
Work continues on this effort to develop a comprehensive automated inventory data
base of all Public Utility physical assets. The goal is a reliable and risk hardened
infrastructure that delivers maximum utility at best value cost, stays in compliance,
and meets demand. The Asset Management Project Delivery Team continues to
review other systems, obtain data from other counties, and estahlish procedures to
continue moving this project forward.
In full partnership with the Information Technology Department and Finance, staff
intends to develop an Enterprise Asset Management (EAM) System utilizing SAP
software. This is an ongoing effort. The next step is to procure services for
professional engineering and technical services.
.
Below
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2
Exceeds
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Agenda Item No. 10A
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H. Implement Audit Corrections. Implement and monitor policies and procedures
needed to address the findings identified by the external auditor relative to our federal
and state housing grant programs. Goal for FY 2010 is to have decreased audit
findings. Make necessary adjustments to the newly implemented Health and Human
Services Department self-monitoring/audit system.
A reduced number of audit findings were noted in the FY 09 external audit. The
Housing, Human and Veteran Services Department has continued to do quarterly
internal monitoring, along with monitoring from all grantor agencies and the Federal
General Accounting Office. The Department is working to further standardize and
refine compliance activities.
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1. Better Utilization of County Resources.
( . I) XCEL (Expect Compliance at Every Level) - This is an internal control review
and improvement methodology deployed throughout the agency to provide a
structure for management to evaluate the effectiveness of internal controls and to
improve, if necessary. Further implement XCEL to include participation from all
divisions and other key offices. Create quarterly reporting approach to improve
visibility of existing and improved internal controls.
All divisions and Departments are fully engaged in the program. Quarterly
reports regarding on-time completion of risk assessments and action plans are
provided as part of OpsTrack. To date 305, or almost 40% ofthe agency's
processes have been assessed for financial, compliance and operational risk with
controls improved as deemed necessary.
2) Perform Construction Engineering and Inspection (CEI) with in-house staff for
Santa Barbara Boulevard Extension and one or both of the Oil Well projects.
Using in-house Construction Engineering and Inspection (CEI), staff has saved
the county approximately $9 million on the Santa Barbara Boulevard Extension
and Oil Well Road projects.
.
3) Center for Business Process Excellence - This is a matrix organized team of
professionals engaged in business process improvement. Their goal is to take on
2 - 4 County Manager's Office-prioritized analysis and improvement projects
annually. Complete a minimum of 2 process or organizational improvement
projects, 'Lean Government' Initiates.
During FY 10, the team engaged in 15 improvement projects (See Tab 2), six of
which utilized the Lean Goverrunent approach. Seven of these touched all
Divisions in the agency, and several involved interagency teams with the Clerk
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.
of Courts Finance department. Each has yielded positive outcomes in terms of
improving efficiency and quality of services.
4) Implement and monitor coordinated FEMA Reimbursement Process. Resolve
FEMA reimbursements from Katrina, Wilma, and Gabrielle.
Several years ago, the County petitioned the Florida Department of Emergency
Management and FEMA to review our appl ication and request for an additional
$20M reimbursement for storm related damages for the above named events. On
August 27, 2010, staff was notified that FEMA has obligated $9,486,535 in
reimbursements for County expenses related to Hurricanes Katrina and Wilma.
These funds will be transferred to the County via electronic fund transfer by
September 13,20 I O.
Tropical Storm Gabrielle is controlled by FEMA Region IV in Atlanta. They
have not agreed on the additional $1 I M we are requesting from this storm.
Working with Florida Department of Emergency Management, staff petitioned
FEMA to re-open the account and address our request. This item will probably
take us an additional 6 to 9 months to resolve.
5) Implement the Grant Management Program.
During FY 10, staff implemented a software solution to track and monitor grant
applications programs, expenditures and requirements to better track the grant
application process in order to improve both record keeping and compliance.
This was done with the cooperation of the Clerk's Finance Department.
.
6) Successful implementation of year two of Well ness-focused, Advocacy-based
healthcare plan.
At a time when healthcare costs are skyrocketing, our innovative wellness-
focused health plan has allowed us to provide good benefits at a stable cost. The
program emphasizes early detection and treatment of chronic conditions such as
diabetes and heart disease indicators. Early detection helps avoid the excessive
costs associated with treating catastrophic illnesses that frequently occur as a
result of no regular program ofwellness and early disease identification and
intervention. The program provides lower premium contributions for employees
who agree to annual wellness examinations and participation in disease
prevention programs and activities. In 20 I 0, 95% of our covered employees
qualified for the premium plan.
.
7) Continue enforcement and regulation of the Minimum Housing Standards
Ordinance and the Property Maintenance Ordinance to include, enforcement of
abandoned properties; implementation of the BCC-approved foreclosure
initiatives; enforcement of Rental Registration requirements; and fix associated
operational and fiscal processes. Promote the purchase, remodel and
maintenance of affordable workforce housing in Collier County with partners and
staff. Obligate NSP-I funds through the purchase and remodel of 40 homes by
September 20 I 0 and submit reports on time.
Housing, Human and Veterans Services, to date, has purchased 52 neighborhood
stabilization properties, and all, except for vacant land, are being remodeled. The
-."
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Agenda Item No. 10A
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-4
target of obligating all funds by September 2010 is on schedule. All reports have
heen submitted on time.
Code Enforcement has worked aggressively on the Foreclosure Task Force and
Blight Prevention program to proactively reduce areas of blight within the
county. The program has been nationally recognized by the National Association
of Counties for an achievement award. The Department has been active in
working with banks and lenders to achieve voluntary compliance efforts versus
enforcement in order to address code violations in foreclosed properties.
The minimum housing standards, property maintenance ordinance and BCC
approved foreclosure initiatives have resulted in banks expending $1,601,049 to
abate I,] 95 code violations in Collier County. A comprehensive program was
developed, in conjunction with NABOR, to identii)' code violations and code
cases prior to a buyer purchasing a property in Collier County. The rental
registration program was discontinued by the BCC.
,
,
8) Strong emphasis on process improvement, evaluating organizational structures,
assessing staffmg levels and workload requirements and talent management.
Greater participation in Kaizen and similar efforts, implementing ITIL in IT,
exploring best practices, etc.
This has been an area of emphasis since I became the County Manager. I
established the Office of Corporate Planning and Performance Improvement to
identify opportunities to improve efficiency, eliminate duplication, and
streamline operations. 15 separate process improvement projects were
undertaken this fiscal year. A primary example of the positive impacts and
influences of this Office is the contributions that it made in the planning and
implementation of the new Growth Management Division, particularly in the
design of new business processes and service models. In addition, over 500 hours
of education on these subjects/techniques have been provided throughout the
organization.
9) Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel
and develop implementation plans.
Fleet Management, in close cooperation with the Alternative Transportation
Modes Department, continues to pursue alternative fueling options. Based on
current available information, Compressed Natural Gas (CNG) and hybrid
vehicles continue to be the most viable solutions for Collier County. Because of
the high investment cost and long lead times, Facilities Management,
Transportation, and Puhlic Utilities staff are coordinating with Fleet Management
to develop an Alternative Fuels Plan for the future. The first meeting was held at
the end of June.
...
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.
I"~
Below Meets Exceeds
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Actively Monitor the Impact to Tourism resulting from the infusion of additional
advertising funds because of the declared 'Economic Emergency'. Attain Return on
Investment from advertising and promotion at an average of $20, while trying to
increase economic impact from tourism expenditures by 6%. Continue the quarterly
reports to the BCC and to the media on our tourism successes.
The Return on Investment (ROI) part of this goal has been met, but the economic
impact goal has not been met.
The Return On Investment from the campaign launched in the first quarter of 20 I 0,
funded by the infusion of dollars from Beach Renourishment Reserves, was invested
in a much enhanced first and second quarter advertising campaign and the first ever
SW Florida campaign. The new visitors attracted by this new campaign have resulted
in the following spending from new visitors to our area as reported to the BCC on
May 25, 2010:
.
(In spending per visitor attracted to our area from the above campaign for each dollar
invested in advertisine)
New York
Chicago
Philadelphia
Average:
$23.61
$23.33
$14.09
$20.87 in new visitor spending for each advertising dollar
invested.
Other economic measures of the increased marketing efforts in 20 J 0:
. The economic impact from tourism on our community has increased
3.8% through June over the same period in FY 09. This is short of the
goal of a 6% increase due to the economic crisis our area has
experienced over the past year.
. Visitor counts have increased by 349,300 or +4.7% to date over last year.
. Occupancy in Collier accommodations is up 8.3% over 2009.
. TDC tax revenue is up $6 J 9,850 over the same period last year.
.
. Now that the Deepwater Horizon oil well is capped, the chances of further
increases in all of these statistics, including the ROI from the infusion of beach
reserve funds for marketing should improve.
Page 28 of 32
Agenda Item No. 10A
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. Results reported to the BCC quarterly and to the TDC and the media monthly.
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K. Seek BCC direction on FY 10 Referendum for Fire and EMS consolidation under
the BCC during the primary or general election in 2010.
A citizen driven straw ballot initiative was brought forth to the Board of County
Commissioners on May 11,2010. On May 25,2010, the Board voted to place a
ballot question on the November 2,2010 Ballot regarding consolidation of
independent fire districts.
Below Meets Exceeds
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)
L. Select and Transition a new County Manager.
Completed
Below Meets Exceeds
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M. Diffuse over the next two years the adverse financial impacts of the Clerk's unilateral
decision to not honor the 2002 MOU with the BCC.
This issue is closed. The laws have changed and now the Clerk is required to return
interest to the BCC on a monthly basis, and is doing so. Necessary General Fund
interest income adjustments were successfully incorporated into the FY 2010 budget.
Below Meets Exceeds
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N. Seek a sufficient funding guarantee from Marco Island to fix 92A, Goodland Drive,
before the 2002-2017 interlocal agreement with Marco Island expires. We will
Page 29 of 32
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.
probably have to escrow the last two years of the County's transfer to pay for the
$I.8M estimated project.
Staff met with and exchanged correspondence with the Marco Island City Manager to
verii)' that the last two years of the County's transfer will be withheld if Marco Island
has not already implemented improvements to 92A, Goodland Drive.
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O. Conservation Collier 'True up' as far as Maintenance trust is concerned prior to
2013. Curtail further land buys until this is done.
An in-depth analysis was conducted by the Office of Management and Budget in
conjunction with Conservation Collier staff to determine an appropriate fund balance
requirement for iand matlagement in perpetuity. Funds were transferred to the
management fund to cover these costs.
All new land purchases include an assessment (if not direct fund transfer) of the costs
of management in the future.
.
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P. Evaluate the public benefit of continuing the ALS engine program and explore
opportunities to further improve a county-wide integrated first responder system.
Collier County EMS under the direction of the County Medical Director maintains an
on-going evaluation of ALS Engine program. Presently a Blue-Ribbon Committee
consisting of members of the medical community. along with Fire, EMS and Law
Enforcement agencies and the Chamber are reviewing the best delivery
mechanism(s) in light of diverse system delivery needs, varying Fire service
capabilities and current best practice standards. Presently, the City of Naples,
Ochopee Fire, Isles of Capri Fire and Marco City Fire are participants in the ALS
program.
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Agenda Item No. 10A
September 28,2010
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Q. Investigate Economic Development Funding
. Innovation Zones
After a year-long collaborative effort, the enabling ordinance for the Innovation
Zones was adopted by the Board in May (20 I 0).
. Economic Incentives
Under the leadership of the newly appointed Executive Director for Business and
Economic Development, these incentive programs are being reviewed and
analyzed for potential improvements to provide incentive packages that better
address the needs of local businesses as well as those companies seeking to
relocate to Collier County.
In July, the BCC approved Haynes Corp. into the Fee Payment Assistance, Job
Creation Investment, Job Retention Investment and Fast Track Regulatory
Process programs for the expansion of their corporate headquarters in Collier
County which will result in the retention of 45 local jobs along with the creation
of20 new jobs.
Coordinated with the BCC and the EDC to recognize the Collier County
Business of the Month at Board meetings.
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. Fast Track Permitting
May 25, 20 I 0 the BCC approved a GMD sponsored fast track process for Florida
Specialties to bring 25 new jobs to Immokalee and directed staff to update the
fast track process to be more proactive.
. Infrastructure Investments (Camp Keais Road improvements/Indian Gaming
Compact)
The Seminole Indian Gaming Compact between the Seminole Tribe of Florida
and the State of Florida was ratified by the Florida Legislature on April 19, 2010
and was subsequently approved by Gov. Crist on April 28. Camp Keais Road is
listed as an unfunded need and included in the list of impacted road network for
inclusion in the Indian Road Report (lRR).
Below Meets Exceeds
Standard Standard Standard
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R. Complete the 2010 Census and Facilitate SOE redistricting efforts.
County staff has met with Supervisor of Elections staff to initiate a redistricting
timcline for this complex project. The 201 0 census count has been completed, and
the County will receive the population data from the Census Bureau in April 201], at
which time several re-districting options/maps will be created (in house) using strict
legal criteria, followed by a public vetting period. One map will eventually be
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Agenda Item NO.1 OA
September 28, 2010
Page 115 of 147
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approved by the BCC and subsequently the Department of Justice in the summer/fall
of20ll.
Below Meets Exceeds
Standard Standard Standard
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Agenda Item No. 10A
September 28, 2010
Page 116 of 147
Commissioner Coyle
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Agenda Item No. 10A
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Page 117 of 147
Below are the standards for scoring the self-appraisal. These should help you decide on how to
grade each of the areas of my KRNappraisal form.
Score Result
1 . Some improvements and/or early good performance levels in a few areas
Below . Results not reported for many to most areas of importance to the
Standards organization's key business requirements
. Improvement trends and/or good performance levels reported for most
areas of importance to the organization's key business requirements
2 . No pattern of adverse trends and no poor performance levels in areas of
Meets importance to the organization's key business requirements
Standards . Some trends and/or current performance levels--evaluated against
relevant comparisons and/or benchmarks--show areas of strength and/or
good to very good relative performance levels
. Business results address most key cllstomer, market, and process
requirements
I
. Current performance is excellent in most areas of importance to the
3 organization's key business requirements
Exceeds . Excellent improvement trends and/or sustained excellent performance
Standards levels in most areas
. Evidence of industry and benchmark leadership demonstrated in many
areas
. Business results fully address key customer, market, process, and action
plan requirements
Final Needs Meets Exceeds
Standard Improvement Expectations Expectations
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1.00-1.66 1.67-2.33 2.34-3.00
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The following areas of Communications; Leadership/Organizational Direction; Personnel
Management support the Strategic Focus Area 6 - Local Governance - To sustain public trust &
confidence in County government through sound public policy decisions, expert professional
management and active citizen participation.
COMMUNICATIONS Below Meets Exceeds
Standards Standards Standards
1 2 3
C.I (Internal) The County Manager will be expected to
provide the BCC with timely and accurate responses to 2...5
requests for information, as well as, coordinating drafts for
plans, fees and controversial ordinances with the BCC
members before the information goes public.
RESULTS: Staff responses to BCC inquiries have been timely, accurate and thorough, with very
few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with
each Commissioner, which are also used to provide regular updates on items of specific interest.
In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal
meetings, telephone contacts and e-mail communications. Concerted effort has been made to
provide timely notifications, read-ahead material, and advanced briefings on all high profile
upcoming agenda items and media issues.
C.2 (External) The County Manager will be expected to
provide information to the public through a minimum of
one soeaking engagement oer month on average, as well as, 3
developing new means to provide information to the puhlic
regarding County information.
RESULTS: The County Manager has spoken at 29 public engagements during the past year
including local TV and radio news programs, business and industry associations, civic and
homeowner associations and numerous service clubs (see listing at Tab 1). Particularly
noteworthy was a series of six focus group round table sessions 1 hosted with a cross section of
business leaders to exchange ideas on how County government can help facilitate business
recovery and economic development.
In addition to the more conventional methods of public information, Twitter, Facebook and
Y ouTube accounts for the County Manager's Agency were launched in the past year - expanding
the communication channels used to provide information to residents and visitors. The County
web site continues to be an informative, accessible and useful site for thousands of visitors each
month who are seeking information about County services and programs. In the first nine months
of the current fiscal year, there were 1,007,566 unique visitor sessions to the Collier web site.
The web site home page was redesigned during the past year. Special pages for the Deepwater oil
spill, red light cameras and the FEMA flood maps were established. The website was
reorganized to have all forms and online services (e-commerce) in one location. Streaming Video
of County Commission meetings and other events, as well as Video on Demand have proven to
be increasingly popular and convenient ways to provide information to the public.
C.3 (External) The County Manager will be expected to
ensure that the organization has systems in place to ensure
that the general public is responded to in a timely and 3
accurate manner. Also, improve Public Relations by
providing more understandable and complete information to
the public.
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Agenda Item No. 10A
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Page 119 of 147
RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable
method for intake of constituent service requests and complaints, as well as a useful tool for
tracking these items to completion and reporting results. 434 AIMS issues were recorded,
managed and resolved during FY09. For FY 2010, response rates for constituent contact
onlbefore five business days is 99%, while response rates for issues closed onlbefore five
business days is 88%.
More than 700 news releases/meeting notices are issued annually. The Citizen Liaison continues
to process all non-personnel public records requests in an accurate and timely fashion. 175 public
records requests were processed in FY 09.
Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between
800-1000 hours of live meetings annually. Recent special programming included hurricane and
wildfire preparedness, FEMA flood map and eco-tourism along with 26 new episodes of the
County's pet adoption program and 22 new episodes of the County's news magazine program.
Concerted effort was made this year to more directly communicate with the public through the
use of guest commentaries in the NDN and participating as a featured. columnist in the North
Naples Journal and the Pelican Bay Joumal- submitting monthly columns for each publication.
County publications like the Annual Report and the quarterly electronic newsletter are other
examples ofthis strategy.
LEADERSmP/ Below Meets Exceeds
ORGANIZATIONAL DIRECTION Standard Standard Standard
1 2 3
L.I The County Manager will ensure that there is a clear
direction that is communicated throughout the organization. 3
RESULTS: A clearly defined, formally established organization structure and management chain
of command is used to communicate operational objectives, policy directives and routine business
information to the County workforce. Major program and service goals and objectives are
aligned around the Board's strategic plan and Division five year business plans, which are, in
turn, incorporated into each department's annual work program and individual employee
performance objectives and key result areas. Regularly scheduled Division staff meetings have
been held with attendance and input of staff from the Clerk of Courts, County Attorney, CRA &
Airport Directors.
I try to engage in as much direct interaction with County staff as possible, participating regularly
in events like our new employee orientation sessions, service award breakfasts, semi-annual
senior management retreats and informal field visits to each operating division at least once each
year. I also continue to use the employee newsletter and the e-mail system to communicate with
our workforce.
L.2 The County Manager will ensure that all executive
summary reports provided to the Board have specific and clear ~.5
recommendations.
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RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough,
clearly written and contain appropriate and sufficient financial analysis and legal review. We also
continue to seek ways to make the entire agenda preparation and review process easier, faster and
more convenient for the BCC, staff and public to use and access. In that regard, the County's new
automated agenda system, "Agenda Central" has been developed and will go-live in early FY II.
This new system will further improve the quality of Executive Summaries and streamline the
agenda oreoaration Process.
LJ The County Manager will provide opportunities for the
Board of County Commissioners to discuss and set proactive 3
oolicv direction on kev community issues. RESULTS: Seven workshops were held in FY 2010 giving the Board many opportunities to
discuss key community issues. The Strategic Planning Workshop held on March] I, 2010
defined the Board of County Commissioners as leaders in addressing the pressing economic &
business issues currently facing our community. The Foreclosure Task Force Workshop held on
March 2, 2010 provided another opportunity for the Board to set important public policy. The
BCC continued to be actively involved with state and federal issues, working in collaboration
with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and
Washington D.C.
PERSONNEL MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
P.I The County Manager will ensure that the County follows
the Board's established policies for the hiring and management 3
of its emoloyees. RESULTS: The County Manager's Office, in frequent consultation with the HR Department and
the County Attorney's Office, actively manages the compensation and personnel management
system, insuring compliance with all relevant employment and labor laws and county policies.
Several updates to agency policies and procedures were completed in the past year.
Staffing in the County Manager's Agency is down approximately 22% from its peak in 2007.
Since that time, our focus has changed from recruiting to meet rapid growth to an emphasis on
reducing the workforce while maintaining services and sustaining employee morale. To that end,
our HR Department (which also saw a significant reduction in its staffing) maintained its
employee recognition program, increased its in-house training offerings, and continues to provide
targeted and comprehensive HR services. Reductions in force have been administered in strict
accordance with applicable emolovment laws and County procedures.
P.2 The County Manager will provide to the Board an annual
pay plan as part of the budget that will provide for an 3
organized means for salary administration.
RESULTS: Again this year, the Human Resources Department conducted the annual
compensation and benchmarking survey with in-house resources. The study revealed that the
County's compensation plan is generally competitive with equally sized and situated agencies.
The FY I 0 Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on
September 15, 2009. The HR Department will submit the FY 11 Pay Plan for BCC approval at its
Seotember 14, 20 10 meeting.
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Agenda Item No. 10A
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The following area of Growth Management supports Strategic Focus Areas SF A. 1.
Neighborhood Preservation & Enhancement - To preserve and enhance the safety, quality,
value, character, and heritage of our neighborhoods, communities and region; SF A. 2. Growth
Management - To responsibly manage community growth, development and redevelopment,
while enhancing the natural environment; and SFA. 5. Economic Development - To help create
a business climate that promotes a diversified, growing economy consistent with the established
growth management plans and community desires.
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GROWTH MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
G.l The County Manager will supervise the revision;
reorganization; update of outdated and obsolete provisions
of the Land Development Code (LDC). The BCC will .3
provide guidance to the staff to these ends. Complete
development of an Administrative Code. Significantly
reduce LDC chan~es submitted.
RESULTS: Significant progress had been made toward completion of an Administrative Code.
Presentations of the preliminary draft and remaining project schedule have been made to DSAC,
CCPC and the BCC. A comprehensive staff review of the consultant's initial work product is
progressing on schedule. The schedule calls for bringing the proposed code to the BCC for
adoption in early 2011. The Growth Management Division's planning and regulatory section
completed the most recent round of BCe directed LDe updates along with corresponding
changes to the Comprehensive Plan. Final adoption hearings were held in June of201O.
G.2 The County Manager will continue to implement
measures to improve customer service in CDES. Expected
outcome is to get permits and development review items 3
back to the public within established standards, and to
reduce the number of repetitive reviews.
RESULTS: A complete reorganization of the former CDES Division was implemented in early
2010 with the primary goal of improved customer service, streamlined business processes and
rigorous fiscal management. In January 2010, the GroW1h Management Division's (GMD)
Business Center and Client Services sections were formed to address and remove redundant
business processes by combining similar land use and building permit functions. As a result of
this business initiative, staff was able to deliver more responsive and personalized service to their
customers and significantly decrease overhead and operational costs.
. In June 2010, the GMD revised the building permit application and review process, reducing the
required number of plan sets and the total number of days to review building plans from thirty
days to fifteen days for commercial permits with greater than three types of trades, ten days for
commercial permits with less than three types of trades, and five days for all one and two family
and single trade commercial permits. Additional plan review performance measures are being
investigated to further improve the current processes, while deternlining how to best incorporate
an electronic plan suhmittal and review option and a credit card payment option for clients.
The GMD staff and Human Resources staff developed a customer service training course that
identified key initiatives designed to improve internal and external customer service skills. The
trainin~ nro~ram was imolemented division wide. Customer and industry feedback to the
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Agenda Item No. 10A
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chan es im lemented to date have been ve sitive.
G.3 The County Manager will provide staff coordination
through a series of citizen committees to study and ...3
im lement numerous communi lannin initiatives.
RESULTS: Comprehensive Planning's staffing of the Horizon Study Oversight Committee
continued this past year with the Oversight committee successfully overseeing the annual update
of the Collier Inter-Active Growth Model.
Comprehensive planning also held multiple public meetings to gather public input for the
Evaluation and Appraisal Report (EAR). The EAR is part of a 5 year cycle that evaluates the
effectiveness of the Growth Management Plan. The EAR is on schedule and anticipated to be
completed in the spring of 20 II.
The Collier MPO has several citizen committees including the Citizen Advisory Committee
(CAC), the Pathways Advisory Committee (PAC) and the Local Coordinating Board for the
Transportation Disadvantaged (LCB). The CAC reviews, comments on and endorses all
documents presented to the MPO Board for approval. The PAC reviews, comments on and
endorses documents presented to the MPO Board but relating specifically to pathways and bicycle
facilities. The LCB reviews documents relating to the paratransit system. The MPO also hosts
ro'ect worksho sand ublic meetin s relatin to s ecific roO ects,
GROWTH MANAGEMENT (COD't)
Meets
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Exceeds
Standard
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Standard
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GA The County Manager will prepare for adoption of a
financially feasible Annual Update and Inventory Report
(AUIR) and amendment of the Capital Improvement -3
Element (CIE) of the GMP with the CIE found in
compliance by the Florida Department of Community
Affairs CA.
RESULTS: In 2009, staff coordinated both the AUIR and the ClE to successful adoption by the
BCC and the Department of Community Affairs. Both documents were adopted as finacially
feasible capital improvement plans that will ensure compliance with concurrency management
regulations. In 2010, through efforts of the new GMD administration, the AUIR and the ClE will
be combined into a single review and approval process to eliminate inefficencies and bring
greater consistency to both work products while maintaing regulatory compliance with the DCA
submittal re urements.
The following areas of Capital Project and Financial Management support Strategic Focus Areas
SFA.1. Neighborhood PreservatioD & Enhancement - To preserve and enhance the safety,
quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4.
Mobility - To provide for the various mobility needs of the community and the region while
respecting and enhancing the character of our diverse neighborhoods; and SF A. 6. Local
Governance - To sustain public trust & confidence in County government through sound public
policy decisions, expert professional management and active citizen participation.
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Agenda Item No. 10A
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CAPITAL PROJECT MANAGEMENT
Below Meets Exceeds
Standard Standard Standard
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CP.l The County Manager will provide a capital budget that
will clearly describe the capital projects proposed for the 3
following fiscal year along with the proposed means for
fundin2 such oroiects.
RESULTS: The FY 20 I 0 adopted budget, as well as the FY 2011 proposed budget, contains a
comprehensive annual capital improvement program section which provides a detailed
description of actual and anticipated capital revenue sources and expenses by fund and project.
CP.2 The County Manager will provide regular updates to
the County Commission on key capital projects in a manner 2...5.
which is easv to understand and timelv.
RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific
capital projects. Combining the annual A UIR and CIE will provide the Board an integrated,
comprehensive review of the capital program that addresses level of service standards, specific
nroiect details and comDlete fundin2 Dlans.
CP.3 The County Manager will ensure that for each key
, capital project that there is clearly established responsibility,
budgets and schedules for each. The Manager will also -3
implement business processes that will control costs and cost
overruns.
RESULTS: An integrated automated tracking system continues to be utilized by all divisions to
monitor project results. Agency wide systems have been implemented to standardize and
improve our capital project planning, execution and administration. In addition to the
improvements made in the A UlR and capital budgeting processes mentioned earlier in this
review, refined systems of procurement, contract management, value engineering, change order
review, contractor performance compliance and regular staff training have all contributed to a
well managed capital improvement program.
FINANCIAL MANAGEMENT Below Meets Exceeds
Standard Standard Standard
1 2 3
F.I The County Manager will present an opportunity
annually, prior to the development of the annual budget, for 3
the County Commission to have a policy level discussion i
rel!arding the next vear's annual budget. I RESULTS: Annually, the County Manager provides the BCC with recommended polices and
measures to guide the development of the Collier County budget. The FY 2011 proposed budget
policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on
Februarv 23, 20 I O.
F.2 The County Manager will develop an annual budget that
will be presented to the County Commission in workshop
format and then again in accordance with statute for public ..3
participation through a series of two separate public
hearings. Continue to make improvements to the budgeting I
! nrocess.
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RESULTS: The proposed FY 2011 County budget was presented to the Board during the annual
workshop held on June 24, 20 I O. A millage neutral proposed budget was presented and the
maximum ad valorem millage rates were set on July 27,2010. Public hearing dates in September
were announced.
F.3 The County Manager will present a budget for FY II that
will be in keeping with State mandated property tax reforms. 3
A millage neutral oosition will also be prepared.
RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented
resulting in a 5.6% reduction in the general fund with no significant reductions in front line
services, no planned lay-offs or furloughs, no new user fees, no planned facility closures and a
4.2% reduction in full time employees. Annual debt service is fully funded and compliant with
BCC Debt Management policy. This was a significant accomplishment given the 11.6%
reduction in County wide taxable property values and the challenges presented by the local
economic recession. Great credit goes to the talented and dedicated County staff and the
Constitutional Officers for successfully achieving this objective. Achieving a millage neutral
position in 2012 and beyond will be exceedingly more difficult iftaxable property values
continue to decline and service demands continue at traditional levels.
FA The County Manager Will provide annual updates of user
fees and other non-Ad Valorem revenue, i.e. impact fees, '2...5
grants, etc.
RESULTS:
User Fees - No new user fees are planned in FY 201 1. During the fiscal year, staffwill continue
to evaluate the ability of current user fees- such as water and sewer rates, planning and building
permit fees, recreation and boat launch fees, Right of Way permit fees and EMS transport fees- to
meet budget projections and offset or help to offset enterprise and internal service costs.
Grants- The Grants Office reports annually on grants applied for and awarded. For FY09, 88% of
grant applications were approved for a total of $42.9 million. The report for FY I 0 is planned for
presentation to the BCC in October-November 2010.
Imoact Fees-In December of2009, the Board of County Commissioners reset the impact fee study
schedule that had been suspended since March of2009. Beginning in January 2010 impact fee
studies commenced for School, Law Enforcement and Government Buildings Impact Fees. Law
Enforcement and Government Buildings include an additional task to conduct a level of service
study and provide recommendations. This task was added as a result of direction given during the
AUIR process. Beginning in March 20 I 0, studies commenced for Library, EMS and Dependent
Fire Impact Fees. Additionally, the impact fee indexing cycle for FY 2010 includes Community
and Regional Parks and Correctional Facilities. Road Impact Fees were also scheduled to be
indexed, however due to the volatility in costs statewide, as well as other cost and credit issues, a
more comprehensive update is heing prepared in place of the indexing. All studies are moving
forward for presentation to the BCC during the last quarter of calendar year 20 I O. Data will be
available for use during the upcoming AUIR process (related to Government Buildings and Law
Enforcement LOS).
F.5 The County Manager will work cooperatively with the
Clerk of Courts on the preparation of the CAFR and respond ..3
promptly and thoroughly to any issues raised by the external
auditors.
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RESULTS: The year ending September 30, 2009 Comprehensive Annual Financial Report
(CAFR) was accepted by the Board on March 9, 20 I O. The CAFR process begins with pre-audit
work generally in July/August. Full audit work usually begins in November and culminates with
Board acceptance in the Spring. Throughout this process the County Manager's Agency works
closely with the Clerk's Finance Department in reviewing audit comments and addressing any
audit questions. An internal audit oversight committee consisting of representatives from both
agencies has been established to help facilitate production of a thorough and timely annual
external audit.
Goals for Fiscal Year 2010:
As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the
annual evaluation weight.
1. Execution of the County's 10 Year Strategic Plan. Continue execution of the County's 10-
Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization
around that plan by integrating multi-year business plans, annual operational work plans and
individual performance goals and objectives. Under the guidance and coordination of the
Strategic Excellence Program for Ultimate Performance (STEP-UP) Team, continue
translating the Strategic Plan and Strategy Map into the Balanced Scorecard format.
Conduct an annual or bi-annual BCC Strategic Planning Workshop.
RESULTS:
Each Division and Executive Office prepared an updated five year and annual work plan for the
County Manager, all of which are developed in alignment with the strategic plan and goals of the
agency. To create the linkage to each employee's contribution toward the strategic goals, aligned
KRA's are developed for each employee. The annual Strategic Planning Workshop was held on
March 11,20 I 0 with participation and significant buy-in from community business leaders
resulting in the creation of an in-house business and economic development initiative and the
BCC endorsement of a community-based Economic Recovery Task Force.
Below Meets Exceeds
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2. East ofCR95I Studv. Finalize a long range County plan for infrastructure improvements
East of CR 951, along with a solid financial and land use plan that supports it. Complete the
East ofCR 951 Study and the corresponding interim update of Long-Range Transportation
Plan (LRTP). Development of the Collier County Master Mobility Plan (MMP) was
approved by the BCC on July 28, 2009. When fully established/phased, the MMP will guide
the need and location of land use development, public services (government facilities,
libraries, EMS, parks, schools, fire, law enforcement, etc.), multi-modal transportation and
private development, while protecting environmentally sensitive land and habitat in
unincorporated Collier County.
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RESULTS:
Comprehensive Planning staff successfully presented to the BCC the Horizon Study Phase Two
report, which the Board accepted in combination with acceptance of the Collier Inter-Active
Growth Model (CIGM) as a planning tool. The CIGM was relied upon for the 2007-2008
Growth Management Plan Amendments in evaluating the commercial market needs analysis
against the amendment information.
Master Mobility Plan kick-off I scoping meetings have been held with consultants and data
collection is under way. Additional funding has been identified by the Grants Office. County
staff, in conjunction with the Urban Land Institute, held a stakeholders meeting on Thursday,
May 13,2010. Completion is expected mid to late 2011.
The 2035 LRTP update is being conducted now and is expected to he completed in December
20 I O. Staff anticipates an interim update following the census and will incorporate results of the
E. of CR 951 study as needed to accommodate the county needs.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating ..,.
3. Community Develooment. We will continue to focus on improving the business processes
within the Division and amending the codes to manage growth better and instill smart growth
tenets. In addition, PUD Monitoring with focus on implementing the PUD "final inspection"
compliance program to validate all PUD requirements and commitments prior to turnover and
continue to prepare for Board approval recommendations to "close out" essentially completed
PUDs. We will manage and monitor the FEMA Flood Insurance Rate Map (FIRM) restudy
process. The primary focus over the next year will be the completion for the digital FIRMs
by the FEMA contractor and then the implementation of the public awareness, Post-
Preliminary Process for all the mandated community reviews, meetings, notifications, appeals
process and six-month compliance period targeting for a final implementation by March
2011. In cooperation with the Collier Building Industry Association (CBIA) and the
Development Services Advisory Council (DSAC), staff will complete fee studies for
Permitting and Land Use (Fund 131) and Building Review and Permitting (Fund 113) and
package and prepare it for Board review and eventual approval. These studies will contain all
emperical data and analysis to justii)' the proposed increase and will be formulated to provide
the needed revenue to support current staff operations and to re-build sufficient reserves.
Also complete the implemention and fielding of our divisional CityView Permitting and Land
Use business software system and field the new IVR system for scheduling building
inspections.
RESULTS:
lmoroved Land Use and Permitting Review Processes: In June 2010, the Growth Management
Division (GMD) was created through a significant reorganization. Services provided that were
similar in nature were combined and streamlined to maximize efficiencies, contain costs, and
further improve customer service levels. This resulted in an additional $2.5 million savings in
annual reoccurring operating costs, the elimination of35 FTE's, and a reduction from ten
departments to six departments. Improvements in these areas have been documented and
favorably acknowledged by our customers.
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Agenda Item No. 10A
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PUD Monitoring and Inspection: The Code Enforcment Department assumed the responsibility of
providing two Property Owners Association meetings annually. The first meeting was conducted
in February 20 I O. The second meeting is scheduled for October 201 O.
Staff has brought a total of I 5 PUD close outs to the BCC since October 1, 2009 and anticipates
bringing 10 more to the Bee by the end of FY20 1 O. Currently a total of 49 PUDs have been
closed out. Staff continues to process the required annual monitoring reports.
While PUD monitoring has been reduced to a single planner from the initial team of four, the
monitoring program has been maintained by the use of the electronic Commitment Tracking
System (CTS). Phase two development of the CTS was approved by the County Manager to
further the efficiency gained by the original project. The eTS has been endorsed as an agency
wide tool to manage commitments.
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FEMA Flood MaDs:
Hundreds of property owners in all areas of Collier County attended a series of Federal
Emergency Management Agency (FEMA) public workshops held in August to assist residents in
identii)'ing their current flood zones and their new flood zones given the proposed changes under
the new Digital Flood Insurance Rate Maps (DFIRMs) released to Collier County in July. The
meetings gave property owners the opportunity to view the new maps, understand how their
properties may be affected and learn more about the financial steps that they may need to take to
comply with federal flood insurance requirements. Several press releases were issued and ads
were placed in the Naples Daily News, Collier Citizen and Immokalee Bulletin promoting the
meetings.
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Altogether up to 50,000 structures throughout Collier County may be affected by the flood zone
changes under the new DFIRMs that were released and made public by FEMA. A special web
page has been set up at www.colliergov.net/floodmaDs that contains information on flood
insurance requirements, options to consider on seeking exemptions along with an interactive map
that allows you to check on your property's current flood zone designation and the proposed
flood zone designation under the new DFIRM.
Fee Studies: The BCe approved the recommended building permit fee increases in January of
2010 with the endorsement of Collier Building Industry Association (CBIA). The fee increases
included performance measures that must be met by the building department or face refunds for
late reviews. Due to the slowdown in planning and site development activity, the land use review
fee study was suspended by the new management team with greater emphasis placed instead on
cross training and shared responsibilities with the general fund related stafffTom comprehensive
planning and transportation planning.
CitvView Software: The GMD administration has partncred with IT and the vendor to develop an
updated CityView delivery schedule and has begun the testing ofthe final phase of City View,
with full implementation scheduled for the Spring 20 II.
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4. Imoroved use oftechnololZV and web site. Staff continues to look for opportunities to utilize
available tecImology to provide services faster, cheaper and better. Improvements planned
for the next year include a new land use and building permitting system with improved
reporting capabilities; expanded utilization of the upgraded SAP fmancial management
system; continued refinements to the automated budget, project, and contract management
systems; and continued steps toward an agency-wide electronic document/records
management system. Completion and go-live of IT projects (Sire - ECM, Agenda
Management, SAP Document Management, Grants Management, and Misc Billing;
migration to Office 2007, implement Exchange Upgrade). Develop additional opportunities
to transact business wi
customers on-line.
RESULTS:
As funding and human resources continue to trend downward, requests for and reliance upon
technology to help improve efficiencies and increase productivity continue to increase. Great
strides toward that end were made during FYIO. Using the reliable SAP platform, staff
implemented the project management suite enhanced hy a document management system.
Using this same technology, staff developed and implemented Grants Management,
Miscellaneous Billing, and PUD Permit Monitoring Systems.
-)
The Electronic Content Management system (ECM) is also in use providing the capability to
electronically store and retrieve documents and reduce costs associated with storage of paper
records. Implementation of an upgraded BCC Agenda system is expected to be in place by
end of2010.
Migration to Office 2007 was completed without incident. Migration to Windows 7 began
this summer on a voluntary basis with all users moving to the new operating system during
FYI!. This year the Safepoint system, which provides GPS coordinates for any 800 mhz
radio on the system, became operational.
The County Manager's Office, in coordination with the Growth Management Division staff,
has begun the analysis of electronic plan review. Process mapping has been conducted with
the building department staff to identii)' the most efficient method to convert paper reviews to
electronic reviews by the end of the calendar year.
The Miscellaneous Billing application of SAP went live with the Utility Billing and Customer
Service (UBCS) module on Octoher 1, 2009. The application has been utilized effectively
since that time. This project is complete.
Utility Billing and Customer Service (UBCS) accepts credit card payments from customers
via the Integrated Voice Response System (IVR) and on the Collier County website using the
"I want to pay" functionality. UBCS is implementing Electronic Bill Presentment (E-bill), to
provide customers with web-based electronic utility hill receipt, viewing, and payment in a
secure payment environment by the second quarter of FY20 II
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5. Succession Planning. Continue to implement the plan developed in '07 to identii)' and train a
group of people below the Division and Department level who have the desire and ability to
step into higher management positions. First participants began in October 2008; pending
funding, second group to begin application process in June 2010 for October 2010 start.
Continue cross-training, employee development, and succession planning endeavors.
RESULTS:
The first group of employees to participate in the County's Succession Planning effort
. completed the program in June 2010. Each has found ways individually to use the skill sets
they developed or enhanced through the program to contrihute to their respective
departments' success and together they collaborated on a projectto develop ways in which
the County might contribute to economic development efforts.
.
To better meet the needs of the organization, the next group of participants will be those
internal leaders preparing for the mid-manager level. Applications for the program will be
taken through August with four to six participants selected to start the program in October.
(
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6. Continued develooment of the State Legislative Program. Refine the County's legislative
program through continued development of relationships with elected officials and county
staff in Southwest Florida and statewide, monitoring legislative affairs in collaboration with
our state lobbyist and networking regularly with the Florida Association of Counties.
RESULTS:
Collier County government continued to develop and execute an effective State legislative
program for the 20 I 0 Legislative Session. The Board, staff and contract lobbyist firm
worked collaboratively with our legislative delegation and the Florida Association of
Counties to promote legislative proposals favorable to Collier County and to defeat
legislation that would erode the Board's home rule authority or impose additional unfunded
mandates. The Board successfully influenced the outcome of several legislative proposals
including the Seminole gaming compact, the Fire District Consolidation Bills, Offshore Oil
Drilling and relief for condo owners from fire sprinkler retrofit requirements.
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7. Growth Management. Continue to effectively and efficiently enforce and interpret the
Collier County Growth Management Plan (GMP), ColIier County Land Development Code
(LDC) and Collier County Code of Laws and Ordinances and provide a dynamic GMP and
LDC implementation, interpretation, and amendment environment to respond to community
standards and preferences consistent with Florida Statutes. Maintain coordination and
cooperation with the ColIier County Public Schools in schools facilities planning through the
Interlocal Agreements required by Florida Statutes to include adoption of the Public Schools
Facilities Element with school concurrency component. Continue to implement the Transfer
of Development Rights (TDR) Program of the Rural Fringe Mixed-Use District and its future
land use restrictions. Continue to implement the Rural Lands Stewardship Area (RLSA)
Stewardship Credit Program and associated Stewardship Sending Area (SSA) and
Stewardship Receiving Area (SRA) designations through regulatory oversight and
interpretation of the provisions of the Rural Fringe Mixed-Use District (RFMV). Analyze
fmancially feasible capital plans to ensure consistency with the State mandated changes to the
Growth Management Plan. By January 2011, the County will transmit to DCA the County's
2011 EAR report pursuant to 9J5, Florida Administrative Code.
)
RESULTS:
The Growth Management Division (GMD) has successfully managed the updates to the LDC
and the GMP and is progressing forward on schedule with EAR based amendments. Staffis
also working with the School District to complete the update of the School Board Review
(SBR) interlocal agreement by December of 20 1 O. A final draft will be presented to the BCC
by the end of the calendar year.
In FY I 0 there was an average of 70 new Code Enforcement cases opened every week to
effectively and efficiently enforce the LDC and Code of Laws and Ordinances.
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8. Federal Legislative Program. - Continue development of successful program in cooperation
with the County's federal lobbyist and enhancing the partnerships with the Congressional
Delegation members and their staff.
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RESULTS:
In January 20 I 0, the Board of County Commissioners approved the Collier County Fiscal
Year 2011 Federal Legislative Agenda. The agenda projects were then presented on February
25,2010 by Commission Vice Chair Frank Halas and the County Manager in one-on-one
meetings to members of Collier County's Congressional Delegation, including Congressman
Connie Mack, Congressman Mario Diaz-Balart, and Senator Bill Nelson in Washington, D.C.
In July 20 I 0, the BCC received word that Sen. Nelson had put $1 million for the Interstate
75/Everglades Boulevard Interchange PD&E Study in the Senate Transportation Bill that was
approved by the Transportation Subcommittee.
',-~
Also during FY 20] 0, a total of $2,922,000 in federal dollars was awarded to the following
four Collier County projects on the FY201 0 Federal Agenda list:
. Gordon Pass dredging $ 722,000
. Interstate 75/Collier Boulevard/SR 84 (Davis Boulevard) $ 800,000
. Emergency Services Center $ 800,000
. Health Care Access/Physician Led Access Network (PLAN) $ 600,000
.
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9. Successful caoital project manalrement. FYIO will see a relatively modest capital
construction program. Managing these projects to successful and timely completion will be a
priority.
A. Road Improvement Projects ofInterest:
]) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal
This one-mile project is scheduled to go to bid by the end of calendar year 2010.
Plans call for widening Collier Boulevard from four to eight lanes, and also
includes capacity improvements to approximately one-quarter mile of Beck
Boulevard as well as the northbound 1-75 off ramp. Construction is expected to
begin in the first quarter of 20 II and take about two years to complete.
2) Oil Well Road multi-Ianing
Work continues on schedule. Contractor continues working on both eastern
and western segments of the project. Final completion scheduled for February
2012.
.
3) Santa Barbara Boulevard Extension
Santa Barbara Boulevard Extension 6 laning was opened to traffic on August 2,
2010.
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4) Davis Boulevard from Collier Boulevard to Radio Road
This three-quarters of a mile project calls for building a variable four to six lane
roadway divided by a median with sidewalk and on-road bike lanes on both sides
of the roadway. Design was handled by FDOT. Collier County is providing the
construction funds with an agreement from FDOT to provide reimbursement
starting in fiscal year 2012. Construction is expected to begin in the first quarter
of 20 II and take about two years to complete.
5) Obtain approval from the FHW A and FDOT of Interchange Justification Report
(DR) for Everglades Boulevard Interchange at 1-75
Staff anticipates submittal of the Interchange Justification Report (IJR) by the
end of calendar year 201 O. This schedule is subject to FDOTIFHW A reviews.
6) Completion of the 1-75 / Immokalee Interchange.
Project completed and all lanes opened to traffic on April 23, 2010.
7) Repaving within budgeting constraints
Road Maintenance has resurfaced 85 lane miles of pavement within budget. Road
Maintenance has also restriped 200 lane miles of roadway which includes lane
lines, pavement message, stop bars, raised pavement markers, etc.
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B. Utility Improvement and Public Safety Projects:
1) North County Water Reclamation Facility Alignment Project
This project will provide reduced chemical costs, reduced electrical costs,
reduced bleach usage, and more compliant, reliable, and sustainable reclaimed
water production, storage, and delivery. The project also provides additional
odor control to comply with the county's "zero offsite odors" policy.
The first phase of the project consists of lining two existing unlined reclaimed
water storage ponds; improving pond perimeter berms; improving adjacent pond
roads; installing piping and valves between the ponds; installing covers on the
aeration basins and installing two new odor control units; equipping the existing
plant headworks with new odor control units; replacing alSO HP blower with a
new 300 HP blower and air flow modulating valves and air flow meter; and,
adding a new bleach system to the filters in the oxidation ditch treatment train.
The project is on track to meet the November 2011 completion date.
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2) North Collier Regional Water Treatment Plant Water Quality Sustainability
Proj ect
This project will improve the quality of finished potable water, improve the
efficiency of the water treatment processes, enhance the efficiency of controlling
odors, and provide an annual savings in chemical usage and labor costs of
approximately $450,000.
'---
The first phase of the project includes replacing the degasifier and odor control
systems; adding an odor control system; and rehabilitating the c1earwell.
The final completion date for construction is slated for December 201 O. The
project is on track to meet the completion date.
3) Finalize the landfill gas to energy project agreement and initiate construction
All applicable permits have been obtained and the Notice to Proceed for
construction was issued on July 2, 2010. Construction began August 1,2010,
with an estimated completion date of March 2011.
4) Bldg F security lobby improvements
Building F SecuritylLobby improvements were completed on January 21 ",2010.
C. Other Significant County Projects:
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I) Collier Boulevard Boat Park
Completed on time and on budget. Grand Opening held May 22, 2010.
2) Goodland Boat Ramp
Opened to the public on August 20, 2010.
3) FPL and Collier Boulevard Greenway Projects
The Collier Greenway, located between US 41 and Davis Boulevard, was opened
on October 10,2009. Notice to Proceed to construction for the FPL Greenway
(from Rattlesnake to Radio) was issued on July 27,2010 with construction
commencing on August 2, 2010.
4) Marco Island Rose Hall Addition
The Library opened Rose Hall on schedule and within budget guidelines during
FY 20 I O. Ribbon cutting ceremony was held February 26, 20 I O.
.
5) Manatee Community Park
After completion of design, future work on this project will be suspended
pending BCC review and approval of the Parks Master Plan currently underway.
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Draft master plan expected by the end of calendar year with presentation to BCC
in early 2011.
6) Lely Area Storm Water Improvement Project (LASIP)
The LASIP Regional project consists of 30 individual components or sub-
projects. To date, nine projects have been completed, three projects are currently
under construction, 17 projects are in design and one project (County Barn Road)
is pending. All projects are scheduled to be completed by July of2015.
7) Conditional Use for CAT Transfer Station at Radio Road, and design and
permitting for permanent Transfer Station construction at Collier County
Government Center
The Conditional Use Permit for the Radio Road transfer station was approved by
the BCC on March 23, 2010.
The purpose of a permanent transfer facility, to be located adjacent to the parking
garage at the Collier County Government Center, is to replace the temporary
facility that currently exists near the museum parking lot. A TM has been working
toward the design and permitting for this new facility. A grant has been obtained
from FDOT for the construction of the facility; scheduled for completion by
December 31 , 2012.
8) East Naples Community Park Soccer Field
Project completed Spring FY I 0 within budget. Grand Opening Ceremony held
May 2010.
9) Phase 2 of Naples Depot Renovation
Exhibit construction is well underway. It is expected that the Naples Depot will
re-open to the public on January 7, 2011.
10) Bluebill Ave. Public Beach Access, Restrooms & Intersection Improvements
The Site Development Plan Amendment review process is currently in progress
with the Growth Management Division; the application for the FDEP permit has
been submitted and is currently under review; currently working with the
transportation engineering staff/consultants to review the preliminary feasibility
study for the turnaround design concept at the intersection ofBluebilJ Ave. &
Gulf Shore Dr. Scheduled for completion by September 1, 2011.
11) Gordon River Greenway
Project near completion at 30% design. Rezone and SDP anticipated completion
May 20 I ] ; construction to be completed by winter 2012.
12) Deinor Wiggins State Park Inter-local agreement with FDEP for increased access
and parking.
Project on hold due to a request from the State to delay improvements until they
are able to survey walk-in usage during 20 II tourist season.
fA
13) Marco Island Museum commissioning and operation. - Develop a joint board
for the Marco Island Museum; complete temporary exhibit plan and displays;
begin operations on a reduced weekly schedule. Open to public within three
months of obtaining CO.
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The Marco Island Museum's three main buildings have been substantially completed by the
Marco Island Historical Society and are awaiting final CO. The Collier County Museum has
prepared a conceptual exhibit plan for the new galleries. This plan has been approved by the
Marco Island Historical Society and an exhibit construction contract has been executed with the
Museum's exhibit fabrication firm. Permanent displays will be finished and installed in phases, as
budget resources allow. The Collier County Museum has also identified and pooled surplus
exhibit cases and graphic elements for use as temporary exhibits, once the facility has been
transferred to County ownership. One professional staff position has been approved and the
Museum has requested an operating budget of $1 09,200 for FY20 11 and a capital budget of
$] 09,300 to assist with construction of permanent displays.
The main gallery at the Marco Island Museum is currently being operated by volunteers on a
reduced weekly schedule under a temporary CO. Final transfer of the facility to the County is
now anticipated for October 20 I O.
14) Elks Club renovation and Property Appraiser Office relocation.
Property Appraiser's Building completed and Office relocated July 2.0 10.
.
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10. Overall Operational Imorovements:
A. Implement Next Stage of Contract Administration Plan Initiatives.
I) Continue use of value engineering reviews for larger construction contracts.
Contract administration staff continues the practice of value engineering reviews
for larger construction contracts when appropriate, such as the Oil Well Road
project. Changes in the economy have resulted in more favorable pricing for
construction projects.
2) Pursue efforts through legislative delegation and F AC to amend Consultants
Competitive Negotiation Act (CCNA) to enhance competition.
Proposed revisions to the CCNA were part of the BCC's adopted 2010 State
Legislative Agenda. Despite efforts by staff and F AC, no changes were adopted
during the 20] 0 legislative session.
.
3) Implement and manage Local Vendor Preference Policy
In its second year of implementation, staff continues to manage and monitor the
Local Vendor Preference Policy. In June, staff presented a two-year report
regarding the performance of the program and the Board elected to retain the
program indefinitely and directed staff to work with a local economic
development task force to discuss further possible changes to the policy.
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Agenda Item NO.1 OA
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The percentage of dollars spent with Collier vendors has increased considerably
from an average of 39. 7% annually for the three years preceding the adoption of
the local vendor preference policy to 50.5% during the first two years of the
program; or from $171 million per year to $213 million per year.
4) Vigilantly monitor spending at the purchase order level and identii)' opportunities
to maximize purchasing efficiencies
In an effort to better monitor spending at the purchase order level and identii)'
opportunities to maximize purchasing efficiencies, Purchasing Department staff
combined and re-competed numerous contracts (cell phones, printing, uniforms,
chemicals, engineering services, architectural services) resulting in significant
savings to the agency as well as standardization and ease in obtaining goods and
services.
5) Continue SAP business software enhancements for project and contract
management
SAP enhancements implemented over the past two years continue to create
efficiencies for the agency. As indicated earlier in this review, staff has
implemented the project management suite and document management systems
to support project management. The document management component also
provides a platform for improved contract management.
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B. Continue to refine and enhance the Operations Management Tracking System
(OPS Track) that measures efficiency, productivity and effectiveness, as well as,
the Capital Projects Tracking System (Caps Track, now SAP Pro-Tools) that
monitors project expenditures and timeliness. Begin the implementation of a
Customer (Citizen) Centric Performance Measures Program that the BCC can
utilize to report goal progress to constituents (stakeholders).
Management continues to refine the performance measures utilized for OpsTrack.
This year the measures were presented to the Productivity Committee for their
review and they were pleased to see this in effect. Staff secured a Trailblazer
Grant to assist with development of Citizen Centric Performance Measures. Also a
working group has been established to lead citizen focus groups to identity their
preferred performance measures. Measures are to be developed by August 31,
2011.
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C. Improve emergency preparedness planning & response capabilities.
I) Continue to refine and exercise emergency preparedness planning should the
community be impacted by a Pandemic flu outbreak.
In collaboration with the Health Department, efforts for the 2009/1 0 season were
highly successful and are on-going.
2) Seek and present fmancing opportunities for a replacement or supplemental
MedFlight helicopter. Improve helicopter systems management, programming
and safety
MedFlight continues to receive high marks from the FAA and independent safety
reviews. The workplace and current leadership received high marks during this
evaluation period. The aircraft is eleven years old, but remains in very good
condition. Eventual replacement must be considered in the next few years.
.
3) Continue efforts to build our emergency management program in a fashion so as
to meet or exceed national requirements for accreditation under the National
Emergency Management Accreditation Program and National Fire Protection
Association (NFPA)- Standard 1600
Accreditation preparation and gap analysis efforts will begin in August of2010
due to the availability of grant funds to assist in this effort.
l"
4) Continue our efforts to build a disaster resistant community by means of disaster
drills, exercises, and joint planning with community partners. Include testing of
our preparedness to fast-breaking (Haz-Mat, School crisis) events
Staff continues to assist the community and a number of agencies in an all-
hazards approach to preparedness, response, mitigation and recovery. A multi-
agency hurricane preparedness exercise was held at the ESC on May 10,2010.
5) Seek funding options and develop strategic plans to address the high call volume
along Alligator Alley which frequently overtaxes the Ochopee Fire Department
due to travel distances
The impacts to Ochopee generated by 1-75 continue to be significant. Several
legislative discussions have occurred and work in this area is on-going.
6) Seek funding sources to ensure Emergency Medical Services can lease purchase
several replacement ambulances due to age and mileage.
While a total of five ambulances were ordered with a combination of lease and
revenue funds, EMS remains approximately five vehicles behind the established
replacement schedule. Staffwill continue to seek funding resources and
alternatives to replace the aging vehicles scheduled for rotation.
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D. Continue to implement the beach access initiatives and update the 2003 Beach and
Water Master Plan by May 2009. The Productivity Committee is still reviewing
the updated plan, once complete the review with their recommendations will be
presented to the BCC. Continue to bring opportunities to the BCC for direction,
Plan has been updated and the Parks and Recreation Advisory Board (PARAB)
has reviewed the plan. The updated plan will he presented to the BCC in
conjunction with the Parks Master Plan by the end of calendar year 20 I O.
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E. Work with the South Florida Water Management District (SFWMD) Governing
Board to develop a SFWMD - wide, year- round irrigation rule that meets the
needs of the Utility and that is consistent with the Collier County Irrigation
Ordinance (#2002-17)
On March 15,2010, a Year-Round Conservation (Irrigation) Rule went into effect
across the South Florida Water Management District (SFWMD), including Collier
County. The new rule is consistent with the three-day per week restrictions
contained in the Collier County Irrigation Ordinance 2002-17 .
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F. Initiate Watershed Management Plan studies and associated Long Range
Stormwater Management Plans.
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I) Manage the development of the County's continuing stages of the Watershed
Management Plan according to GMP policies. Modeling consultants were
hired in FY09 to support the schedule for completion ofthe plans in 2010.
The Watershed Management Plan model update is in the final stage of
completion. The consultants have adjusted their schedules to be able to
complete this work by the end of the calendar year.
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2) Implement Phase 2 of the County's Watershed Management Plan and
pursuant to the GMP complete the study by 20 I O.
Work on Phase 2 of the Watershed Management Plans has begun and is
scheduled for completion by the end of the calendar year.
3) Manage the implementation of the Floodplain Management Planning
Committee (FMPC) goals, policies and objectives defmed in the 2008
Floodplain Management Plan (FMP) through the Action Plan contained in
Section 7.1 of the FMP.
The Floodplain Management Planning Committee has been working with
staff to address corrective measures needed in the 2008 Floodplain
Management Plan (FMP) for the Community Rating System scoring
requirements. The 2009 progress report was presented to the Board of
County Commissioners on Mayll, 2010.
In July 20] 0, FEMA notified Collier County that our Community Rating
System under the National Flood Insurance Program (NFlP) has been
upgraded from Class 7 to Class 6 which means a 20% discount in the cost of
flood insurance premiums for NFlP policies issued or renewed in the Special
Flood Hazard Area on or after May I, 20 I O.
.
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G. Continue efforts in Public Utilities to implement an automated system to record and
track the location, type, condition, value and useful life of County Utility
infrastructure and assets.
Work continues on this effort to develop a comprehensive automated inventory data
base of all Public Utility physical assets. The goal is a reliable and risk hardened
infrastructure that delivers maximum utility at best value cost, stays in compliance,
and meets demand. The Asset Management Project Delivery Team continues to
review other systems, obtain data from other counties, and establish procedures to
continue moving this project forward.
In full partnership with the Information Technology Department and Finance, staff
intends to develop an Enterprise Asset Management (EAM) System utilizing SAP
software. This is an ongoing effort. The next step is to procure services for
professional engineering and technical services.
.
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H. Implement Audit Corrections. Implement and monitor policies and procedures
needed to address the findings identified by the external auditor relative to our federal
and state housing grant programs. Goal for FY 2010 is to have decreased audit
findings. Make necessary adjustments to the newly implemented Health and Human
Services Department self-monitoring/audit system.
A reduced number of audit findings were noted in the FY 09 external audit. The
Housing, Human and Veteran Services Department has continued to do quarterly
internal monitoring, along with monitoring from all grantor agencies and the Federal
General Accounting Office. The Department is working to further standardize and
refine compliance activities.
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1.
Better Utilization of County Resources.
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1) XCEL (Expect Compliance at Every Level) - This is an internal control review
and improvement methodology deployed throughout the agency to provide a
structure for management to evaluate the effectiveness of internal controls and to
improve, if necessary. Further implement XCEL to include participation from all
divisions and other key offices. Create quarterly reporting approach to improve
visibility of existing and improved internal controls.
All divisions and Departments are fully engaged in the program. Quarterly
reports regarding on-time completion of risk assessments and action plans are
provided as part ofOpsTrack. To date 305, or almost 40% of the agency's
processes have been assessed for financial, compliance and operational risk with
controls improved as deemed necessary.
2) Perform Construction Engineering and Inspection (CEI) with in-house staff for
Santa Barbara Boulevard Extension and one or both of the Oil Well projects.
Using in-house Construction Engineering and Inspection (CEl), staff has saved
the county approximately $9 million on the Santa Barbara Boulevard Extension
and Oil Well Road projects.
",.,.
3) Center for Business Process Excellence - This is a matrix organized team of
professionals engaged in business process improvement. Their goal is to take on
2 - 4 County Manager's Office-prioritized analysis and improvement projects
annually. Complete a minimum of2 process or organizational improvement
projects, 'Lean Government' Initiates.
During FY 10, the team engaged in 15 improvement projects (See Tab 2), six of
which utilized the Lean Government approach. Seven of these touched all
Divisions in the agency, and several involved interagency teams with the Clerk
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of Courts Finance department. Each has yielded positive outcomes in terms of
improving efficiency and quality of services.
4) Implement and monitor coordinated FEMA Reimbursement Process. Resolve
FEMA reimbursements from Katrina, Wilma, and Gabrielle.
Several years ago, the County petitioned the Florida Department of Emergency
Management and FEMA to review our application and request for an additional
$20M reimbursement for storm related damages for the above named events. On
August 27,2010, staff was notified that FEMA has obligated $9,486,535 in
reimbursements for County expenses related to Hurricanes Katrina and Wilma.
These funds will be transferred to the County via electronic fund transfer by
September 13,2010.
Tropical Storm Gabrielle is controlled by FEMA Region IV in Atlanta. They
have not agreed on the additional $IIM we are requesting from this storm.
Working with Florida Department of Emergency Management, staff petitioned
FEMA to re-open the account and address our request. This item will probably
take us an additional 6 to 9 months to resolve.
5) Implementthe Grant Management Program.
During FY 10, staff implemented a software solution to track and monitor grant
applications programs, expenditures and requirements to better track the grant
application process in order to improve both record keeping and compliance.
This was done with the cooperation of the Clerk's Finance Department.
.
6) Successful implementation of year two ofWellness-focused, Advocacy-based
healthcare plan.
At a time when healthcare costs are skyrocketing, our innovative wellness-
focused health plan has allowed us to provide good benefits at a stable cost. The
program emphasizes early detection and treatment of chronic conditions such as
diabetes and heart disease indicators. Early detection helps avoid the excessive
costs associated with treating catastrophic illnesses that frequently occur as a
result of no regular program ofwellness and early disease identification and
intervention. The program provides lower premium contrihutions for employees
who agree to annual wellness examinations and participation in disease
prevention programs and activities. In 2010, 95% of our covered employees
qualified for the premium plan.
.
7) Continue enforcement and regulation of the Minimum Housing Standards
Ordinance and the Property Maintenance Ordinance to include, enforcement of
abandoned properties; implementation of the BCC-approved foreclosure
initiatives; enforcement of Rental Registration requirements; and fix associated
operational and fiscal processes. Promote the purchase, remodel and
maintenance of affordable workforce housing in Collier County with partners and
staff. Obligate NSP-I funds through the purchase and remodel of 40 homes by
September 2010 and submit reports on time.
Housing, Human and Veterans Services, to date, has purchased 52 neighborhood
stabilization properties, and all, except for vacant land, are being remodeled. The
/---...,
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Agenda Item No. 10A
September 28, 2010
Page 142 of 147
.,
target of obligating all funds by September 20 I 0 is on schedule. All reports have
been submitted on time.
Code Enforcement has worked aggressively on the Foreclosure Task Force and
Blight Prevention program to proactively reduce areas of blight within the
county. The program has been nationally recognized by the National Association
of Counties for an achievement award. The Department has been active in
working with banks and lenders to achieve voluntary compliance efforts versus
enforcement in order to address code violations in foreclosed properties.
The minimum housing standards, property maintenance ordinance and BCC
approved foreclosure initiatives have resulted in banks expending $1,60 I ,049 to
abate 1,195 code violations in Collier County. A comprehensive program was
developed, in conjunction with NABOR, to identii)' code violations and code
cases prior to a buyer purchasing a property in Collier County. The rental
registration program was discontinued by the BCC.
8) Strong emphasis on process improvement, evaluating organizational structures,
assessing staffing levels and workload requirements and talent management.
Greater participation in Kaizen and similar efforts, implementing ITIL in IT,
exploring best practices, etc.
This has been an area of emphasis since I became the County Manager. I
established the Office of Corporate Planning and Performance Improvement to
identii)' opportunities to improve efficiency, eliminate duplication, and
streamline operations. ] 5 separate process improvement projects were
undertaken this fiscal year. A primary example of the positive impacts and
influences of this Office is the contributions that it made in the planning and
implementation of the new Growth Management Division, particularly in the
design of new business processes and service models. In addition, over 500 hours
of education on these subjects/techniques have been provided throughout the
organization.
9) Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel
and develop implementation plans.
Fleet Management, in close cooperation with the Alternative Transportation
Modes Department, continues to pursue alternative fueling options. Based on
current available information, Compressed Natural Gas (CNG) and hybrid
vehicles continue to he the most viable solutions for Collier County. Because of
the high investment cost and long lead times, Facilities Management,
Transportation, and Public Utilities staff are coordinating with Fleet Management
to develop an Alternative Fuels Plan for the future. The first meeting was held at
the end of June.
IA.
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Agenda Item No. 10A
September 28, 2010
Page 143 of 147
.
Below Meets Exceeds
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I Rating ~
J. Actively Monitor the Impact to Tourism resulting from the infusion of additional
advertising funds because of the declared 'Economic Emergency'. Attain Return on
Investtnent from advertising and promotion at an average of $20, while trYing to
increase economic impact from tourism expenditures by 6%. Continue the quarterly
reports to the BCC and to the media on our tourism successes.
The Return on Investtnent (ROl) part of this goal has been met, but the economic
impact goal has not been met.
The Return On Investment from the campaign launched in the first quarter of 20 I 0,
funded by the infusion of dollars from Beach Renourishment Reserves, was invested
in a much enhanced first and second quarter advertising campaign and the first ever
SW Florida campaign. The new visitors attracted by this new campaign have resulted
in the following spending from new visitors to our area as reported to the BCC on
May 25, 2010:
.
(In spending per visitor attracted to our area from the above campaign for each dollar
invested in advertising)
New York
Chicago
Philadelphia
Average;
$23.61
$23 .3 3
$14.09
$20.87 in new visitor spending for each advertising dol1ar
invested.
Other economic measures of the increased marketing efforts in 20] 0:
. The economic impact from tourism on our community has increased
3.8% through June over the same period in FY 09. This is short of the
goal of a 6% increase due to the economic crisis our area has
experienced over the past year.
. Visitor counts have increased by 349,300 or +4.7% to date over last year.
. Occupancy in Collier accommodations is up 8.3% over 2009.
. TDC tax revenue is up $6] 9,850 over the same period last year.
.
. Now that the Deepwater Horizon oil well is capped, the chances of further
increases in all of these statistics, including the ROl from the infusion of beach
reserve funds for marketing should improve.
Page 28 of 32
Agenda Item No. 10A
September 28, 2010
Page 144 of 147
..
. Results reported to the BCC quarterly and to the TDC and the media monthly.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating 2...
K. Seek BCC direction on FY 10 Referendum for Fire and EMS consolidation under
the BCC during the primary or general election in 2010,
A citizen driven straw ballot initiative was brought forth to the Board of County
Commissioners on May 11,2010. On May 25, 2010, the Board voted to place a
ballot question on the November 2,2010 Ballot regarding consolidation of
independent fire districts.
Below
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1
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2
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3
)
L. Sd"vt di,,i Transition a new County Manager.
Completed
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3
M. Diffuse over the next two years the adverse fmancial impacts of the Clerk's unilateral
decision to not honor the 2002 MOU with the BCC.
This issue is closed. The laws have changed and now the Clerk is required to return
interest to the BCC on a monthly basis, and is doing so. Necessary General Fund
interest income adjustments were successfully incorporated into the FY 20 I 0 budget.
Below Meets Exceeds
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1 2 3
I Rating .2.. .-"
~
N. Seek a sufficient funding guarantee from Marco Island to fix 92A, Goodland Drive,
before the 2002-2017 interlocal agreement with Marco Island expires. We will
Page 29 of 32
Agenda Item No. 10A
September 28,2010
Page 145 of 147
.
probably have to escrow the last two years of the County's transfer to pay for the
$1.8M estimated project.
Staff met with and exchanged correspondence with the Marco Island City Manager to
verifY that the last two years of the County's transfer will be withheld if Marco Island
has not already implemented improvements to 92A, Goodland Drive.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating , Z-
O. Conservation Collier 'True up' as far as Maintenance trust is concerned prior to
2013. Curtail further land huys until this is done.
An in-depth analysis was conducted by the Office of Management and Budget in
conjunction with Conservation Collier staff to determine an appropriate fund balance
requirement for land management in perpetuity. Funds were transferred to the
management fund to cover these costs.
All new land purchases include an assessment (if not direct fund transfer) of the costs
of management in the future.
.
Below Meets Exceeds
Standard Standard Standard
1 2 3
, Rating ~
-
l
P. Evaluate the public benefit of continuing the ALS engine program and explore
opportunities to further improve a county-wide integrated first responder system,
Collier County EMS under the direction of the County Medical Director maintains an
on-going evaluation of ALS Engine program. Presently a Blue-Ribbon Committee
consisting of members of the medical community, along with Fire, EMS and Law
Enforcement agencies and the Chamber are reviewing the best delivery
mechanism(s) in light of diverse system delivery needs, varying Fire service
capabilities and current best practice standards. Presently, the City of Naples,
Ochopee Fire, Isles of Capri Fire and Marco City Fire are participants in the ALS
program.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating 2.. ~ c:
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Page 30 of 32
..
..
)
Agenda Item No. lOA
September 28, 2010
Page 146 of 147
Q. Investigate Economic Development Funding
. Innovation Zones
After a year-long collaborative effort, the enabling ordinance for the lnnovation
Zones was adopted by the Board in May (2010).
. Economic Incentives
Under the leadership of the newly appointed Executive Director for Business and
Economic Development, these incentive programs are being reviewed and
analyzed for potential improvements to provide incentive packages that better
address the needs of local businesses as well as those companies seeking to
relocate to Collier County.
In July, the BCC approved Haynes Corp. into the Fee Payment Assistance, Job
Creation Investment, Job Retention Investment and Fast Track Regulatory
Process programs for the expansion of their corporate headquarters in Collier
County which will result in the retention of 45 local jobs along with the creation
of20 new jobs.
Coordinated with the BCC and the EDC to recognize the Collier County
Business of the Month at Board meetings.
. Fast Track Permitting
May 25, 2010 the BCC approved a GMD sponsored fast track process for Florida
Specialties to bring 25 new jobs to Immokalee and directed staff to update the
fast track process to be more proactive.
. Infrastructure Investments (Camp Keais Road improvementsllndian Gaming
Compact)
The Seminole Indian Gaming Compact between the Seminole Tribe of Florida
and the State of Florida was ratified by the Florida Legislature on April 19, 2010
and was subsequently approved by Gov. Crist on April 28. Camp Keais Road is
listed as an unfunded need and included in the list of impacted road network for
inclusion in the Indian Road Report (IRR).
Below
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R. Complete the 2010 Census and Facilitate SOE redistricting efforts.
County staff has met with Supervisor of Elections staff to initiate a redistricting
timeline for this complex project. The 2010 census count has been completed, and
the County will receive the population data from the Census Bureau in Apri1201 J, at
which time several re-districting options/maps will be created (in house) using strict
legal criteria, followed by a public vetting period. One map will eventually be
Page 31 of 32
Agenda Item No. 10A
September 28,2010
Page 147 of 147
.
approved by the BCC and subsequently the Department of Justice in the summer/fall
of2011.
Below Meets Exceeds
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i Ratill,[ 2.. .-5
.
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