Agenda 09/28/2010 Item #10B
Aaenaa Itern No.1 08
September 28.2010
Page " of 14
EXECUTIVE SUMMARY
RECOMMENDATION TO REVIEW AND APPROVE THE FY2011 ANNUAL WORK PLAN FOR THE
COUNTY MANAGER
OBJECTIVE: To approve the annual work plan 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 work plan is developed by which the County Manager will be
graded throughout the fiscal year.
The County Manager's present contract requires that this work plan be developed in good faith
between the Board of County Commissioners and Employee and adopted by the Board prior to
October 1 of each fiscal year for implementation in the next fiscal year.
FISCAL IMPACT:
There is no fiscal impact associated with this item.
-
GROWTH MANAGEMENT: There is no growth management impact associated with this item.
RECOMMENDATION: That the Board of County Commissioners review and approve the
FY2011 Annual Work Plan for the County Manager.
Prepared by:
Leo E. Ochs, Jr., County Manager
1
Aqenda Item hh 108
September 2(:;, 2010
Paqe 2 of 14
FY2011 Action Plan
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-ta-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 2010 through September 2011. 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 Visitors. The County Mission will be accomplished by dedicating its
resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals:
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.
SFA. 3. Community Health and Human Services - To Improve the quality of life and promote personal 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.
2
p,QGIlOa item hJU. 'i 03
SSDlembe:" 2':) 20'10
C:'ap8 :i of 1 ~
Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the
areaS on my KRAjappraisal form.
Result
. Some improvements and/or early good performance levels in a few areas
. Results not reported for many to most areas of importance to the organjzation's
key business requirements
2
. 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
importance to the organization's key business requirements
. Some trends and/or current performance levels--evaluated against relevant
comparisons and/or benchmarksnshow areas of strength and/or good to very
good relative performance levels
. Business results address most key customer, market, and process requirements
Meets
5tandaras
~
3
. Current performance is excellent in most areas of importance to the
organization's key business requirements
. Excellent improvement trends and/or sustained excellent performance 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
Exceeds
Standards
II Final Standard Rating
Scale
I
--------T- .
'! Needs Improvement ! Meets Expectations
Exceeds Expectations
~_..__ ___.._n__..
1.00 - 1.66
---- ----...."...
-I
0.67 - 2}~..
2.34 - 3.00
3
l\genda Itern r~o. 10B
Seoternber 28. 2010
, Page 4 of 1..:1
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
I Standard Standard Standard
1 2 3
C.1 (Internal) The County Manager will be expected to
provide the Bee with timely and accurate responses to
requests for information, as well as, coordinating drafts for I
plans, fees and controversial ordinances with the Bee ,
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
speaking engagement per month on average, as well as, I
developing new means to provide information to the public
regarding County information.
i
, C.3 (External) The County Manager will be expected to ensure I ,
that the organization has systems in place to ensure that the
general public is responded to in a timely and accurate I J
manner. Also, improve Public Relations by providing more 1
understandable and complete information to the public.
i
LEADERSHIP/
ORGANIZATIONAL DIRECTION
Below
Standard
1
Meets
Standard
2
Exceeds
Standard
3
L.l The County Manager will ensure that there is a clear
direction that is communicated throughout the organization.
I
--I
I
L.2 The County Manager will ensure that all executive
summary reports provided to the Board have specific and clear
recommendations.
4
;\oenCkl Item I'lJCJ, 108
SePtember 22.. 20~iO
F;8~le :; of 1 ~
! L.3 The County Manager will provide opportunities for the Board of
j County Commissioners to discuss and set proactive policy direction
I . .
I on key commumty Issues.
PERSONNEL MANAGEMENT
Below
Standard
Meets
Standard
Exceeds
Standard
3
1 Z I
i I
I
P.1 The County Manager will ensure that the County follows the
Board's established policies for the hiring and management of its I
employees. , i
, I
P.2 The County Manager will provide to the Board an annual pay I , I
i I
plan as part of the budget that will provide for an organized means
for salary administration.
LJ
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. S. Economic Development - To help
create a business climate that promotes a diversified, growing economy consistent with the established growth
management plans and community desires.
I
I
GROWTH MANAGEMENT ------1-. -'~e=-r Meets
__ ~:t:::rd i Stanzd:rd I,.:
G.1 The County Manager will ensure that tl1~ Land Development I --. ~ l
Code (LDC) IS responsive to community needs and consistently
applied. The BCC will provide guidance to the staff to these ends.
Complete development of an Administrative Code.
Exceeds
Standard
3
~-l
I
I
,
-'j
G.2 The County Manager will continue to implement measures
i to improve customer service in Growth Management Division
(GMD). Expected outcome is to get permits and development
review items back to the customer within established standards,
and to reduce the number of repetitive reviews
5
Agenda Itern NO.1 08
September 28 2010
Page 6 of 14
G.3 The County Manager will provide staff coordination through
a series of citizen committees to study and implement numerous
community planning initiatives.
G.4 The County Manager will prepare for adoption of a financially ! i
feasible Annual Update and Inventory Report (AUIR) and r
amendment of the Capital Improvement Element (ClE) of the
GMP with the CIE found in compliance by the Fiorida 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 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.
CP.2 The County Manager will provide regular updates to the i
County Commission on key capital projects in a manner which is
easy to understand and timely.
CP.3 The County Manager wili ensure that for each key capital
project that there is dearly established responsibility, budgets and
schedules for each. The Manager will also implement business
processes that will control costs and cost overruns.
FINANCIAL MANAGEMENT
Below Meets I Exceeds
Standard Standard Standard
1 2 3
Iy, I
ty
ext ,
-I
!
~
F.l The County Manager will present an opportunity annual
prior to the development of the annual budget, for the Coun
Commission to have a policy level discussion regarding the n
year's annual budget.
I
6
,t.:\oenaa item r\io. 108
September 23. 2Cl1 0
Page 7 of '!~
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.
j F.3 The County Manager will present a budg~t for FY12 that-;~
I be in keeping with State mandated property tax reforms and I
meets BCC guidance.
I FA The County Manager will provide annual updates of user fees
and other non-Ad Valorem revenue, i.e. impact fees, grants, etc.
F.5 The County Manager will work cooperatively with the Clerk of
Courts on the preparation of the CAFR and respond promptly and J
thoroughly to any Issues raised by the external auditors.
-~---
Goals for Fiscal Year 2011:
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 lO-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. Develop
a system of integrated strategic, operational and budget planning with related performance measurements.
Conduct an annual or bi-annual BCC Strategic Planning Workshop.
I Below
! Standard
1
I Meets
I
i Standard
i 2
_L_
-l
Exceeds
, Standard
13 i
L__~~
i Rating
2. Long Range Planning. Continue to develop and execute a variety of long range planning initiatives including
the following:
. Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011.
. Complete the Master Mobiilty Plan by September 2011
. Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by
January 2011.
. Complete the Long Range Transportation Plan Update by January 2011.
. Develop a Surface Water Master Plan that integrates the results of the Watershed Management Plan,
Flood Plain Management Plan and Storm Water Management Plan by February 201l.
. Complete the 2010 Census and bring redistricting options/maps to the BCC in late summer 2011.
7
Aqenda Item NO.1 08
September 28,2010
Page 8 of 14
,.-- I
I Below Meets Exceeds
Standard Standard Standard
11 2 3
I Rating L
3. Improved use of technologv 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
expanded utilization of the upgraded SAP financial management system; a replacement of the automated
budget software; an upgraded Bee agenda system and continued steps toward an agency-wide electronic
document/records management system. Develop additional opportunities to transact business wJcustomers
on-line.
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating
4. Succession Planning. Continue to implement the plan 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.
Continue cross-training, employee development, and succession planning endeavors.
Below Meets Exceeds
Standard Standard Standard
1 2 3
i Rating.
5. Continued develooment of the Federal and State legislative Programs. Advance the County's legislative
program through continued development of relationships with federal and state elected officials, working
collaboratively with our lobbyists and with the Florida Association of Counties.
i
Below Meets Exceeds
Standard Standard Standard
1 2 3
[ Rating I
,
6. Successful capital proiect management. FYll will see a relatively modest capital construction program.
Managing these projects to successful and timely completion will be a priority.
A. Infrastructure Improvement projects of Interest:
. Collier Boulevard from Davis Boulevard to Golden Gate Main Canal
. Oil Well Road Multi-Laning
. Davis Boulevard from Collier Boulevard to Radio Road
8
,i\~)enGc:; Iterr: f\Jo. ; DB
~)8ptem2er 2~: 291 ~J
:..YCl9E' ~ c: 1'-i
. Obtain approval from the FHWA and FOOT of Interchange Justification Report (IJR) for Everglades
Boulevard Interchange at 1-75
. North County Water Reclamation Facility Alignment Project
. North Collier Regional Water Treatment Plant Water Ouality Sustainability Project
. Landfill Gas to Energy Project
. North Collier Recycling Center
Below
, Standard
11
L Rating _____
B. Other Significant County ProJects:
Meets
Standard
2
Exceeds
Standard
3
. FPL and Collier Boulevard Greenway Projects
. Lely Area Storm Water Improvement Project {LASIP,
. Design and permitting for permanent Transfer St<3tion construction <3t Collier County Government
Center
. N<3ples Depot Renovation
. Bluebill Avenue Public Beach Access, Restrooms <3nd Intersection Improvements
. Gordon River Greenway
. Wiggins and Clam Pass Dredging
. Margood Park
. Bayview Boat Park
. Immokalee South Park
i Below
i Standard
c-
, 1
I Rating =L
7. Overall Operational Improvements.
Meets
Standard
2
Exceeds
Standard
3
I
I
I
I
I
,
..----
A. Continue efforts to improve the plan review and building permitting process
. Complete the implemention and fielding of GMD CityVlew Permitting and Land Use business
software system by April 2011.
. Complete and field the first phase of electronic plan submittal and reviews no later than january
2011.
. Implement credit card payment system in GMD no later than January 2011.
Below
Standard
1
l Rating
9
Meets
Standard
2
i Exceeds
! Standard
13
HJ___~
Aaenda It8m No. 108
September 28, 20 '10
Page 10 of 14
B. Grant Program Management - Continue efforts to improve all aspects of County grant program
management through consolidation of resources and centralized administration of acquisition,
compliance, accounting and reporting requirements.
Below Meets Exceeds
~~ard Standard Standard
1 2 3
j Rati ng
C. Continue to refine and enhance the Operations Management Tracking System lOPS 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 Bee can
utilize to report goal progress to constituents (stakeholders).
Below Meets Exceeds I
Standard Standard Standard I
1 2 3
! Rating
D. Improve emergency preparedness planning and response capabilities.
. Continue to refine and exercise emergency preparedness planning should the community be
impacted by a Pandemic flu outbreak.
. 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.
. 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.
. Continue efforts to address the ALS/BlS delivery system studies in conjunction with the Board of
County Commissioners and the Blue Ribbon Task Force recommendations.
. Evaluate cost-benefit of contracting with local hospital systems for inter-facility transports.
. Prepare ambulance fee update study.
I Meets I
Below ! Exceeds
,
Standard i Standard Standard
1 '2 3 i
! Rating I I
E. Asset Management - Continue efforts to implement an automated system to record and track the
location, type, condition, value and useful life of County infrastructure and assets.
10
,4aenJa item !\JC:_ i OE
September ~e, 2D 1 0
~'aQE) '1 i Of 14
;
,
i'Rating
Below
: Standard
=
Meets
Standard
2
Exceeds
Standard
3
F. Business Process and Performance Improvements.
. Further implement XCEL to include participation from all divisions and other key offices.
Continue quarterly reporting approach to improve visibility of existing and improved internal
controls.
XCEL 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.
. Maintain strong emphasis on process improvement, evaluating organizational structures,
assessing staffing levels and workload requirements and talent management. Greater
participation in Kaizen and similar efforts, exploring best practices, etc.
'I Below Meets
Standard Standard
iR;,t;;;-g~~----~---
I Exceeds
I Standard
!3
G. Energy Management & Conservation - continue efforts to reduce energy consumption and promote
a sustainable environment.
. Continue aggressive management and execution of the Energy Efficiency Conservation Block
Grant (EECBG) program.
. Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county
property owners to make energy efficiency and wind resistance improvements to their homes
with loans repaid as special non-ad valorem assessments of their property tax bill.
. Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop
implementation plans.
i---.
j Below
. Standard
1
Meets
Standard
: 2
-t
-r:xceedS
! Standard
3
i Rating
H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods.
. Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the
Property Maintenance Ordinance to include, enforcement of abandoned properties and
implementation of the Bee-approved foreclosure initiatives.
. Promote the purchase, renovation and resale of abandoned and foreclosed properties to
qualified buyers.
11
Aaenda l-rem Nc. 108
September 28.2010
Dage 1~ of 14
Below Meets Exceeds
Standard Standard Standard
1 2 3
I Rating
I. 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 $17 for each $1
spent.
. Grow year-round hotel occupancy levels to 72%.
. Develop a plan to increase the athletic/sporting event market in the County.
. Coordinate stakeholder input regarding potential reallocation of TDC revenues and present
findings to Bee in a workshop by end of November 2011.
Below Meets Exceeds
Standard Standard Standard
1 2 3
r Rating
J. Business and Economic Development
. Develop, in conjunction with community stakeholders, an action plan that helps promote
business recovery, growth and diversification.
. Develop a plan to improve the competitiveness of the County's economic incentive programs.
. Develop a modified Fast Track Permitting process.
. Work with the EDC to explore opportunities to improve the results and accountability of the
public jprivate partnership.
.
I::
I ;:~~:
y=
I I
w i Meets Exceeds
dard Standard Standard
2 3
-
I Rating
12
,1,\oenOCillsrn r~0_ ': OB
Septemoer 28,2]10
:':'aqe 1~; of
Commissioner's Comments:
Commissioners Sue:e:estions for Imorovement:
13
/\gena3 lterY! hk. 1 DB
September 28 2010
Page 14 of 1L1
COLLIER COUNTY
BOARD OC :;OUNTY :;OMMISSIONERS
Item Number:
Item Summary:
10B
Meeting Date:
Recommendation to review and approve the FY2011 Annual Work Plan for the County
Manager. (Leo E Ochs. Jr.. County Manager;
9/28/2010 9:0000 AM
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
9f22/2C10 1 :40 PM
~'~.\