Agenda 09/25/2018 Item #11E09/25/2018
EXECUTIVE SUMMARY
Recommendation to Complete the Annual Performance Appraisal for the County Manager.
OBJECTIVE: To complete the performance appraisal of the County Manager.
CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In
order to ensure that the County Manager’s work performance is coordinated with the direction of the full
Board, an annual appraisal and merit consideration are provided in the County Manager Employment
Agreement.
The annual work plan (Action Plan) was previously developed by the Board. The County Manager has
been available to meet individually with Commissioners and has provided a self-appraisal relating to the
performance standards for review.
The County Manager Employment Agreement provides that on the date general wage adjustments are
granted generally to Collier County employees, the County Manager’s base salary shall be modified to
reflect the general wage adjustment granted to other County employees. If a satisfactory performance
rating is provided by the Board of County Commissioners, merit pay shall be awarded from 3% minimum
to a 10% maximum. Per the Employment Agreement, all such merit adjustments shall be included in the
County Manager’s base salary. However, to be consistent with the adopted FY2018 budget guidance, the
County Manager voluntarily requests that no merit pay be considered.
FISCAL IMPACT: Funds are appropriated in the County Manager Office budget.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this
item.
RECOMMENDATION: The Board of County Commissioners completes the annual performance
appraisal process for the County Manager.
Submitted by: Leo E. Ochs, Jr., County Manager
ATTACHMENT(S)
1. FY2019 Grading Pages and Tally Sheet (DOCX)
2. CM's 2018 Self-Appraisal - 08.29.2018 (PDF)
3. Commissioner Fiala, District 1 (PDF)
4. Commissioner Solis, District 2 (PDF)
5. Commissioner Saunders, District 3 (PDF)
6. Commissioner Taylor, District 4 (PDF)
7. Commissioner McDaniel, District 5 (PDF)
11.E
Packet Pg. 510
09/25/2018
COLLIER COUNTY
Board of County Commissioners
Item Number: 11.E
Doc ID: 6787
Item Summary: Recommendation to complete the Annual Performance Appraisal for the County
Manager. (Leo E. Ochs, Jr., County Manager)
Meeting Date: 09/25/2018
Prepared by:
Title: Executive Secretary to County Manager – County Manager's Office
Name: MaryJo Brock
09/19/2018 8:12 AM
Submitted by:
Title: County Manager – County Manager's Office
Name: Leo E. Ochs
09/19/2018 8:12 AM
Approved By:
Review:
Office of Management and Budget MaryJo Brock Level 3 OMB Gatekeeper Review Skipped 09/19/2018 8:06 AM
County Attorney's Office MaryJo Brock Level 3 County Attorney's Office Review Skipped 09/19/2018 8:06 AM
County Attorney's Office MaryJo Brock CAO Preview Skipped 09/19/2018 8:06 AM
County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 09/19/2018 10:56 AM
Board of County Commissioners MaryJo Brock Meeting Pending 09/25/2018 9:00 AM
11.E
Packet Pg. 511
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
Below
Standards
Some improvements and/or early good performance levels in a few areas
Results not reported for many to most areas of importance to the
organization’s key business requirements
2
Meets
Standards
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 benchmarks--show areas of strength and/or good to
very good relative performance levels
Business results address most key customer, market, and process
requirements
3
Exceeds
Standards
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
Final
Standard
Rating Scale
Needs Improvement Meets Expectations Exceeds Expectations
1.00 – 1.66 1.67 – 2.33 2.34 – 3.00
11.E.1
Packet Pg. 512 Attachment: FY2019 Grading Pages and Tally Sheet (6787 : Annual Performance Appraisal for the County Manager)
Tally Sheet
Action Plan Goals
LEADERSHIP AND
ORGANIZATIONAL
DIRECTION
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.00 3.00 3.00 2.50 3.00
OPERATIONAL
EFFECTIVENESS
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.00 3.00 3.00 2.25 3.00
PERFORMANCE
MANAGEMENT AND
WORKFORCE
DEVELOPMENT
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.50 3.00 3.00 2.00 3.00
POLICY EXECUTION AND
SUPPORT TO THE BOARD
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
3.00 3.00 3.00 2.75 2.00
BUDGET AND FINANCIAL
MANAGEMENT
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
3.00 3.00 3.00 2.50 2.00
CAPITAL IMPROVEMENTS
AND ASSET MANAGEMENT
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
3.00 3.00 3.00 2.25 2.00
PUBLIC INFORMATION AND
COMMUNITY RELATIONS
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.50 2.50 3.00 2.00 2.00
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
Average Grade/Commissioner 2.57 2.93 3.00 2.32 2.43
Final Standard Rating Scale Needs Improvement Meets
Expectations
Exceeds
Expectations
1.00-1.66 1.67-2.33 2.34-3.00
Overall Average Grade 2.65
11.E.1
Packet Pg. 513 Attachment: FY2019 Grading Pages and Tally Sheet (6787 : Annual Performance Appraisal for the County Manager)
COUNTY MANAGER’S 2018
SELF-APPRAISAL
11.E.2
Packet Pg. 514 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION
Objective #1:
To provide clear and consistent direction to the County
workforce; to consistently display professionalism and personal
and business ethics consistent with Agency guiding principles; to
maintain focus and commitment to long range strategic planning
as the key to achieving Agency’s vision and mission; to achieve
organizational results through the collective efforts of a
knowledgeable and motivated workforce; to implement
strategies, plans and tactics to effectively achieve operational
and program goals and objectives; to anticipate and analyze
problems and to develop effective and innovative solutions.
11.E.2
Packet Pg. 515 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 2
On September 10, 2018 Collier County experienced
Hurricane Irma. All County maintained major roadways were
cleared within three days. Frontline services were restored
within five business days, and all infrastructure was
stabilized within 30 days. The recovery effort managed by
the County included a debris clearing mission that collected
3.6 million cubic yards in record time and ahead of season.
Collier County was the 1st in the state to qualify/certify and
receive FEMA reimbursements. Initiatives were put in place
with Board support to assist private sector recovery with
minimal delay and streamlined processes.
11.E.2
Packet Pg. 516 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 3
The Community and Human Services Division developed a new long-term Community Housing Plan in tandem with the Affordable Housing Advisory Committee and an ad hoc stakeholders group. The purpose of the plan is to incentivize the development of housing that is affordable throughout Collier County. Ten elements of the plan were adopted by the Board, including direction to create a community land trust, creation of a housing trust fund, extending the time periods for future impact fee deferrals and increasing the allowable densities under the affordable housing density bonus program. The balance of the plan will be considered for Board adoption in the coming year.
11.E.2
Packet Pg. 517 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 4
The Board directed staff to expeditiously evaluate the acquisition of
the Golden Gate Utility. The system condition was evaluated, and a
feasibility report was developed within three months. The Board
approved the acquisition plan on February 27, and closing took
place on March 1, 2018. Interconnections to the County’s existing
water system have also been completed. The transition was
seamless to the customers and a plan is being developed for
additional water connections within the service area.
11.E.2
Packet Pg. 518 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 5
The Collier County Water-Sewer district requested Board approval
for the boundary expansion in the North East area. County Staff
worked cooperatively with the land owners in the North East to
develop a coalition in support of the expansion. The expansion is
planned for Board approval in September.
11.E.2
Packet Pg. 519 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 6
The County Manager routinely evaluates the organizational
structure of the agency and looks for ways to optimize
performance. With the increased demand for new capital projects
and ongoing maintenance needs, the Facilities Management
division was placed under the Public Utilities Department (PUD).
This was done to take advantage of the strong fiscal team in PUD,
strengthen controls, and improve project delivery.
Capital projects are reviewed quarterly in an agency wide “Caps
Track” meeting to ensure coordination and accountability.
11.E.2
Packet Pg. 520 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 7
Following hurricane Irma, the Federal Emergency Management
Agency, without notice to Florida counties, changed its policy
regarding the eligibility of School District’s to directly recover its
shelter and emergency transportation cost.
The County developed a new Interlocal Agreement to address
shelter and transportation cost, that are clearly outlined in Florida
General Statute in response to the policy change.
The School District continues to support our County and
Emergency Management Division by expanding local shelter
capability with both personnel and facilities. Staff anticipates that
the Interlocal Agreement will be executed in September.
11.E.2
Packet Pg. 521 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 8
As part of the Collier Inc. business model the County continued to
expand the Quality Assurance/Quality Control (QA/QC) program.
The County has received 15,819 responses to 418 surveys since
October 1, 2017. Data from the survey are used to improve
and enhance specific programs and services to serve the
customers of the County more effectively. Routinely team
members meet to discuss the feedback received, and share lessons
learned with the rest of the team from different Departments and
Divisions. We have adopted the “Plan, Do, Check, and Act”
philosophy throughout the organization. (QA/QC guide attached)
11.E.2
Packet Pg. 522 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 9
The County Manager’s Office has developed an Economic
Conditions Report. The goal of this report is to identify key
indicators related to Collier County’s health, analyze the
associated data, and extrapolate trends. The overview will also
allow senior management to monitor national, regional, and
Collier specific conditions and adjust operations and plan
accordingly. (report attached)
11.E.2
Packet Pg. 523 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
LEADERSHIP AND ORGANIZATIONAL DIRECTION 10
Collier County is routinely recognized as a “best in class” place to
live or destination to visit by third party organizations that survey
and track this type of information. Perhaps the most prestigious is
the Gallup-Sharecare Well-Being index. In its 2016-2017 report,
the most recent report published, the Naples-Marco Island-
Immokalee metropolitan area was ranked number 1 out of 186
communities across the country for the third year in a row.
The Well-Being Index score for the Naples metro area has climbed
to 67.6 for 2016-2017 from 66.3 in 2015-2016. This uptick has
come amid a significant decline in well-being nationally.
11.E.2
Packet Pg. 524 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
Objective #2:
To implement plans and effectively deploy organizational
resources to achieve operational objectives; to implement
best management practices and business systems designed
to maintain quality service, control costs and improve
customer satisfaction; to implement business process
improvement initiatives to improve operational efficiency
and quality of products and services; to implement
policies, procedures and reporting systems to insure
financial and operational accountability and internal
controls.
11.E.2
Packet Pg. 525 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The County Manager initiated agency-wide internal controls
program continues to implement internal controls in selected
divisions based on a formal risk assessment. The internal control
program leverages a cloud-based software to implement, manage
and document internal controls that are specifically tailored to
each operating unit. Currently, this system is being used to
effectively manage 18 divisions with 252 users, 951 specific
internal controls, and 155 process improvements.
12
11.E.2
Packet Pg. 526 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The agency initiated a review, by an outside vendor, of all
utility and telecommunication bills to ensure the County is
billed on the lowest applicable rates, and to ensure that all
bills are for active accounts. The Board approved this service
that is based solely on a percentage of savings that are
realized. The review is approximately 75% complete and
some savings have been identified. Estimated completion is
by the end of the fiscal year.
13
11.E.2
Packet Pg. 527 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The County Manager directed the team to consolidate our
payment processing services. The County processes over
$90,000,000 annually in payment processing and is currently
using a diverse range of payment systems. An internal team
evaluated 11 proposals and have begun contract negotiations
with the selected vendor. Significant savings and efficiencies
are anticipated as a result of the reduced processing fees
achieved through economies of scale and a single platform
to collect payments.
14
11.E.2
Packet Pg. 528 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
To improve delivery of high quality customer care and
provide more direct access to the range of services provided
by Collier County Government, a multi-department team is
developing a state-of-the-art Collier 311 system. The Board
approved the contract on November 14, 2017. This system
will allow customers to request certain services, report
issues, and access knowledge base articles online, with a
smartphone app, and through a 311-call center. Internal
testing and training is underway. Public rollout is planned for
the 2019 season in January.
15
11.E.2
Packet Pg. 529 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
For the second year in a row, the Domestic Animal Services
Division achieve a live release rate of 92%, which means that
12 out of 13 animals brought into the shelter were adopted
out. More than 2,500 dogs, cats and other animals were
adopted out in the past year.
Interim electrical and cooling upgrades have been installed.
New facility planning is ongoing.
16
11.E.2
Packet Pg. 530 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The Public Transit and Neighborhood Enhancement Division
completed a project to improve passenger access throughout
the CAT bus system as part of our ongoing efforts to maintain
compliance with the Americans with Disabilities Act (ADA).
These improvements included completing the passenger
waiting area at the Radio Road transfer station and making
38 bus stops and shelters more ADA accessible. The CAT bus
routes are also integrated into Google Maps and available on
the MyStop app.
17
11.E.2
Packet Pg. 531 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
A self-managed team was formed with the objective of
formalizing and streamlining the process by which County
divisions and constitutionals plan, acquire, and construct
additional service space. A GIS inventory and interactive GIS
application were developed to provide the ability to search
for parcels or related requests for space. Lastly, as part of
the asset management initiative, an effort to inventory and
integrate all the County’s interior space is underway to be
utilized for interior space planning optimization and asset
management.
18
11.E.2
Packet Pg. 532 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The Facilities division established a preventative maintenance
program that refurbishes existing facilities. Six (6) facilities
including Sugden Park, Domestic Animal Services, Golden Gate
Aquatic, and Fitness Center, the Golden Gate Community Center,
Immokalee Sherriff’s Substation, Immokalee Government Center,
Vineyards Community Park, and Marco Island Historical Museum
will be completed in 2018. This preventative maintenance
program systematically addresses electrical, plumbing and air-
conditioning maintenance to ensure those features are working to
their optimum level. Additionally, each facility and their outlying
buildings and signage are cleaned, water proofed and painted,
creating a clean and professional appearance for our visitors and
residents.
19
11.E.2
Packet Pg. 533 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The County’s Bureau of Emergency Services Division received an Outstanding Achievement Award from the 2018 National Hurricane Conference. The award is in recognition of outstanding work in maintaining the community safety through innovative and extended preparedness efforts and sound leadership exemplified through its response to Hurricane Irma in September 2017. This recognition is testimony to the excellence of leadership and dedication, from the Board of County Commissions, to the first responders and all county and partner agency personnel, that kept our residents safe throughout the storm, and allowed the county to quickly recover from the devastation.
20
11.E.2
Packet Pg. 534 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
Overall building permit application volume increased by 75
percent, partly due to Hurricane Irma activity, comparing
from January through May 2017 to January through May
2018, causing a backlog. The Growth Management Business
Center reduced the permitting intake backlog from 10 days
to same day processing. Staff worked early mornings, late
evenings, and multiple weekends for several weeks to
eliminate the backlog.
21
11.E.2
Packet Pg. 535 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The County’s light-emitting diode (LED) Street Light
Conversion Program is on track to convert all of the county’s
street lights from high-pressure sodium to LED luminaires
and achieve a 60% energy savings. To-date, the transition is
approximately 25% complete.
22
11.E.2
Packet Pg. 536 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The County’s three airports (Marco Island Executive Airport,
Immokalee Regional Airport, Everglades Airpark) will mark
their fourth consecutive year in 2018 for generating an
operating profit. This has also been another record year for
fuel sales. Additionally, construction has begun at the Marco
Island Executive Airport for a new terminal valued at over
$16M with grants funding approximately $14M of the cost.
23
11.E.2
Packet Pg. 537 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The County’s Fleet Management Division maintained over 3,000 vehicles and equipment items with an overall 96.4% operational availability rate. This ensured constant availability of vehicles and equipment to support county government operations in providing services to its citizens.
The Division continued developing capital recovery funds so that future replacement of vehicles and heavy equipment can be conducted in a methodical and structured manner. The last recession resulted in a $20M backlog in vehicle and equipment replacements which in turn resulted in increased downtime and increased maintenance cost to the County. The backlog was reduced by replacement of 106 vehicles and heavy equipment items in FY18 to $3.8M.
24
11.E.2
Packet Pg. 538 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
In 2018, Collier County EMS responded to 44,764 calls for service
and had 29,614 transports. The Cardiac Arrest Resuscitation rate
was 24% while the national average is 8%. Quick response units and
zone rotation management continue to optimize response time,
and defer the need for additional units.
25
11.E.2
Packet Pg. 539 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
Collier County’s tourism metrics year to date are very strong.
Visitation is up 1.2 percent over the prior calendar year (January
through July). More importantly, the economic impact from
visitors is $1.48 billion, an increase of 4.2 percent over 2017
(January through July). Diversification into sports and arts &
culture tourism strategies are gaining momentum and expanding
our destination’s appeal. With Board approval and support,
revenue will be generated through the sale of naming rights for
County facilities.
26
11.E.2
Packet Pg. 540 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The mission of the Bayshore CRA continued to see positive private
investment in the area with the Celebration Food Truck Park
construction and Ankrolab Brewing Company ground breaking in
2018. These establishments support the continued development of
the CRA, helping to establish a culinary destination in Collier
County along the Bayshore Drive Corridor. Staff in conjunction
with the contract buyer, completed the Gateway Triangle rezone
and staff solidified the cell tower relocation agreement in order to
facilitate a closing in 2019.
27
11.E.2
Packet Pg. 541 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
Collier County was awarded a Transportation Investment Generating Economic Recovery (TIGER)
Grant in the amount of $13,132,691 aimed at revitalizing Immokalee’s infrastructure.
This grant will fund the Immokalee Complete Streets Project, including –
•20 miles of concrete sidewalks
•1 mile of shared-use path
•20 miles of upgraded drainage/ditch and swales
•32 intersection enhancing treatments at priority intersections
•Enhanced bus stop amenities/shelters including 22 bus shelters, 35 benches, and 25 bike racks
•Construction of a Bus Transfer Station at the Collier County Health Department in Immokalee
•Comprehensive lighting improvements including five miles of street lights and 106 lit
intersections
•A five-mile neighborhood bike boulevard network with traffic calming and wayfinding
28
11.E.2
Packet Pg. 542 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
OPERATIONAL EFFECTIVENESS
The 2018 US Open Pickleball Championships set new attendance
and participant records for Collier County. This year’s event
attracted 2,000 participants and an estimated 10,000+ spectators
for 4,300 matches. The championship court, which holds up to
1,300 people, was sold out for 3 of the 7 days The event was live
streamed on CBS Live and Facebook promoting the destination and
appeal of Collier County.
29
11.E.2
Packet Pg. 543 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT
Objective #3:
To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions.
11.E.2
Packet Pg. 544 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 31
The County Manager and the senior leadership team
routinely recognize exceptional performance and service to
the County through:
•Monthly service awards
•Values in practice (VIP) program
•Public recognition on Board agendas
These opportunities are used to identify positive behavior
and reinforce the agency’s commitment to professionalism,
ethical business practices, and following our guiding
principles.
11.E.2
Packet Pg. 545 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 32
At the direction of the County Manager’s Office, the Human
Resources Division has established a dual-track career
progression path for Project Managers, for those with an
engineering or a non-engineering background. This will allow
the County to attract and retain quality project managers to
better meet the agency’s needs.
11.E.2
Packet Pg. 546 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 33
The County held a negotiation training program. As of August, 52
employees throughout the agency have participated in the
Negotiations Training class. Another 27 employees have been
identified to attend. Afterwards a ROI will be conducted with the
Human Resources Department and a determination made if a
follow-up session will be offered.
The Procurement Division provided training to the agency
regarding the procurement process. This training ensures that the
agency team has the appropriate knowledge of the procurement
process, and will help ensure the timely contract management,
development of effective scopes, and general understanding
throughout the procurement process.
11.E.2
Packet Pg. 547 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 34
The Human Resources Division introduced the Learning
Journey Roadmap for County employees, through Collier
University, the agency’s online Learning Management System
portal. This system provides a consistent level of knowledge
in key human resources and business topics important to the
success of each team member and the agency.
11.E.2
Packet Pg. 548 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 35
In support of workforce development, the agency continues to support our best and
brightest with advanced leadership training.
Certified Public Manager(CPM)/Certified Supervisory Manager(CSM) Participation:The 2013-
14 CPM class had 27 participants and the 2015-16 class had 29 participants. We completed a
Certified Supervisory Manager (CSM) class in December 2017 with 27 participants, and an
additional 26 will receive their CPM next month.
Project Management Professional Certification: HR is currently engaged in discussions with
a training provider to bring PMP training on site. We anticipate offering the program twice
per year, with the first session to be scheduled in November 2018. The pricing is expected
to be considerably less than the costs of sending individuals off-site to participate. We look
forward to sharing more information as soon as the details are available.
Leadership Challenge: 72 leaders at the Manager level and above participated in the
Leadership Challenge training offered in 2017.
11.E.2
Packet Pg. 549 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 36
While the agency always strives to train and promote from within,
certain positions require unique and advanced skill sets. When not
available locally, the agency is not averse to broadening the
search area. In 2018, a recruiting firm began a national search for
a facilities director and a solid waste director. These two divisions
are critical areas that require specialized talent to manage
growth, develop efficiencies, and maintain compliance.
11.E.2
Packet Pg. 550 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 37
After three summers piloting a successful high school internship
program that has received positive feedback, the County has
expanded the Internship Program in include undergraduate and
graduate students participating in an accredited college or
university internship program. The internship program, approved
in the summer of 2018, provides a supervised experiential learning
opportunity for an individual, enrolled in a college, university, or
local high school program. This will allow students to integrate
knowledge and theory learned in the classroom with the practical
application and skills development in a professional setting. The
program will provide Collier County leadership and team members
with the opportunity to guide and evaluate talent, while gaining
assistance with projects.
11.E.2
Packet Pg. 551 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PERFORMANCE MANAGEMENT AND WORKFORCE
DEVELOPMENT 38
In recognition of the Counties dedication to the well-being of
employees by allowing for flexibility and support in the workplace,
Collier Child Care Resources recognized Collier County as a Family
Friendly Business, in January. An on campus wellness center open
to all County employees and constitutionals is under construction.
11.E.2
Packet Pg. 552 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD
Objective #4:
To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County’s federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government.
11.E.2
Packet Pg. 553 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 40
The Annual Update and Inventory Report (AUIR)/Capital
Improvement Element (CIE) on new and replacement public
facilities was completed. In addition, the commercial and
industrial land use inventories was updated to better
evaluate requests for additional facilities. In 2018, the Board
adopted the use of Collier Interactive Growth Model (CIGM).
The CIGM will be used to better forecast population growth
and provide the Board with a more predictable development
pattern.
11.E.2
Packet Pg. 554 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 41
The Zoning Services Section completed over 48 Land Use
petitions, took ownership of Land Development Code (LDC)
Amendments, and provided the LDC Amendment
coordination for numerous cycles of amendments. Moreover,
the US 41 Corridor Study was completed and accepted by the
Board in spring of 2018, and the Bayshore Overlay restudy
has begun.
11.E.2
Packet Pg. 555 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 42
Updating of four Growth Management Plan area restudies is
proceeding, with two of the four planning efforts reaching
the public hearings for transmittal and adoption to the State
of Florida.
11.E.2
Packet Pg. 556 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 43
On July 10, 2018, the Board approved amendments to the
Utilities Standards to implement new annual reporting
requirements for private pump stations and require
inspection and enforcement action by the Public Utilities
Department. Furthermore, the amendments will facilitate
the conveyance of private pump stations and associated
collection systems to the County if the owner brings them
into compliance with current utilities standards.
11.E.2
Packet Pg. 557 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 44
Collier County established a Stormwater Utility for the
unincorporated area of the county. The stormwater utility
fee establishes a dedicated funding source for stormwater
services and will generate approximately $21 million in FY
2019.
11.E.2
Packet Pg. 558 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 45
The Board approved an Interlocal Agreement with Everglades
City on September 26, 2017 to assist the Everglades City
Water and Wastewater Utility System in recovery efforts for
their critical infrastructure post-IRMA. A second Interlocal
Agreement was approved on December 12, 2017 to provide
the utility technical support and assistance for their next
stage of recovery. The agreement also contemplates
emergency management and oversight, if needed.
11.E.2
Packet Pg. 559 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 46
A four -year extension to the reciprocal use agreement with
the City of Naples governing beach parking and
parks/recreation programs was negotiated. As with the
previous agreement, the extended agreement maintains the
practice of providing free access to beach parking spaces
within the City limits for County residents and common parks
program fees being charged to City and County residents
alike.
11.E.2
Packet Pg. 560 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 47
The Board approved the initial concept for and the
development of the Collier County Sports and Event
Complex. This complex will be a world class destination that
will draw tournaments and events to Collier County. A
Construction Manager At Risk and design team has been
selected. On May 4, 2018 the County closed on the purchase
of 60 +/-acres from City Gate for the initial phase of
development. An internal team is working with the design
firms to bring the project forward.
11.E.2
Packet Pg. 561 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 48
The Board awarded the Naming Rights contract to a top
international firm. The vendor will act as the County’s agent
to find sponsors and negotiate contracts for the naming
rights of assets at the future Collier County Sports and Event
Complex. These naming right contracts, once approved by
the Board, will serve as an alternate source of revenue for
the County and offset the construction, maintenance, and
replacement of sports and event complex amenities.
11.E.2
Packet Pg. 562 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 49
The County Manager is working with the County Attorney to
develop an Municipal Self Taxing Unit (MSTU) that would
generate revenue by a special assessment to offset the cost
to repair private roadways. Some privately maintained roads
are in such disrepair that emergency vehicles and first
responders are restricted due to access issues. This MSTU
would allow the County to make necessary repairs to private
roads to provide access to emergency vehicles.
11.E.2
Packet Pg. 563 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 50
At the June 26, 2018 Board Meeting the Board conditionally
approved a Certificate of Public Convenience and Necessity
(COPCN) to allow the City of Marco Island to operate its own
ambulance service. The conditional approval stated that two
conditions must be met. Voters must approve the August 28,
2018 referendum and the County will not reimburse the City
for any ad valorem taxes paid in support of Countywide EMS.
11.E.2
Packet Pg. 564 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 51
Collier County updated the Animal Control ordinance this
year. An evaluation was prepared by Maddie’s Shelter
Medicine Program at the University of Florida identified
several updates and staff incorporated the necessary
changes into the ordinance. The Board adopted this
amended ordinance at the June 26, 2018 Board meeting.
11.E.2
Packet Pg. 565 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 52
The Board adopted an ordinance at the July 10, 2018 to
create Innovation Zone 9. This Interchange Activity Center
will facilitate economic development in the Golden Gate
area. The revenue generated, an estimated $120,000, will
be deposited into an trust fund. The funds can only be
accessed with Board approval for validated economic
development projects.
11.E.2
Packet Pg. 566 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 53
This year the County’s Legislative Affairs team tracked 509 bills
through the legislative process as well as facilitated several
meetings with State and Federal agencies and offices along with
the County’s lobbyists. To advance the County’s 2018
Administrative and Legislative priorities, meetings were held in
April with Federal agencies and offices and in January with State
agencies and offices. These meetings discussed available
programs, funding opportunities, and upcoming legislation. The
action of the Legislative Affairs team led to positive actions
supporting home rule and preventing onerous legislation. (See
attached overview)
11.E.2
Packet Pg. 567 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 54
The Board approved a Resolution in February allowing the
Conservation Collier Program to give additional weight to certain
criteria: to urban lands, those lands that provide access for
recreation, for buffer lands, for lands that benefit water resources
and for projects with partners. The process will allow
Conservation Collier to get guidance prior to each new cycle to
see if any particular criteria should be provided additional weight.
Additionally Board acceptance of most of the A-list proposals will
nearly double the size of the program from 4,090 acres to 7,682
acres, if the remainder can all be acquired. Staff is working to
acquire the approved properties.
11.E.2
Packet Pg. 568 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 55
The County’s Information Technology (IT) Division uses industry
best practices and recommendations from National Security
Agencies to defend the agency’s technology systems and data from
attacks. Using filters, updates, and backups help prevent the
opportunity for most attacks. The Intrusion Detection Service
reviews, identifies, and reports incidents of malicious activity on a
monthly basis. Network administrators investigate these reports
and take necessary action to mitigate risk. The steps that the IT
division has taken cannot guarantee prevention of an attack, these
prudent steps will limit damage and allow the County to recover.
11.E.2
Packet Pg. 569 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 56
There were 5 BCC workshops in FY 2018, that facilitated a more
open and in-depth discussion on topics important to the Board and
the community. Workshop topics included:
•Infrastructure funding (Sales Tax)
•Hurricane Irma After Action
•Immokalee and Bayshore Gateway Triangle CRAs
•The Blue Zones project and community development
•Mental Health
11.E.2
Packet Pg. 570 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
POLICY EXECUTION AND SUPPORT TO THE BOARD 57
County Staff brought Land Development Codes to the Board at the
June 26, 2018 meeting, and were continued to the fall. These
amendments address several areas that were identified following
Hurricane Irma such as:
•Suggested to draft an ordinance that expands the on-site
generator capabilities for licensed health care facilities.
•Suggested establishing a local ordinance to help address
evacuation shelter deficits.
•Suggested strengthening the emergency generator
requirements for commercial gas stations located near the
interstate highway and multi-pump stations located further
inland.
11.E.2
Packet Pg. 571 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT
Objective #5:
To prepare a balanced budget in accordance with Board
established budget guidance; to make the best possible use
of public funds with the awareness of the need to operate
efficiently and effectively; to proactively monitor and
manage fiscal activities, including reserve levels and
revenue forecasts; to actively manage the County’s debt
structure and financing mechanisms; to work cooperatively
with the Clerk of Courts on internal audits and the
preparation of the CAFR.
11.E.2
Packet Pg. 572 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 59
The Office of Management and Budget, following BCC guidance,
successfully prepared and presented a FY 2019 budget that is
millage neutral; increased reserves in the General Fund (001) and
Unincorporated Area General Fund (111); supports continued clean
up from Hurricane Irma; dedicates $23 million to new and
replacement general governmental capital projects; continues
debt reduction and prudent debt management; and funds
expanded services necessary to support new capital facilities,
execute capital projects and meet the expected commitment to
exemplary front line services enjoyed by residents and visitors.
11.E.2
Packet Pg. 573 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 60
Collier County has received the Distinguished Budget Presentation
Award for its 2017 budget from the Government Finance Officers
Association (GFOA).The award is the highest form of recognition
in governmental budgeting and marks the 31st straight year Collier
County has received the GFOA honor.
In order to receive the budget award, the county is required to
satisfy nationally recognized guidelines for effective budget
presentation. The guidelines are designed to assess how well the
budget serves as a policy document, a financial plan, an
operations guide and a communications device. Budget
documents must be rated ‘proficient’ in all four categories to
receive an award.”
11.E.2
Packet Pg. 574 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 61
FY 2018 will be the third consecutive fiscal year that the
County airports will finish with an operating surplus. This has
been accomplished by reducing overhead, revamping the
rates and fees structure, and improving customer relations.
11.E.2
Packet Pg. 575 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 62
A One -Cent Sales Surtax was approved by the Board to appear on the
November 6, 2018 General Election Ballot. If approved by voters the
sales tax is estimated to generate $470 Million over a 7 year period. The
revenue would be shared between the County and the three
municipalities, with the County share approximately $420 Million. This
revenue will help the County to diversify its revenue streams and address
several infrastructure needs without the need to borrow money. I the
equivalent amount of revenue were to be borrowed the County could pay
approximately $187 to $255 Million in interest. The County Manager has
developed an informational website, collieronecenttax.com, organized
public information meetings, and worked with a State selected auditor to
perform the mandatory operational audit.
11.E.2
Packet Pg. 576 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 63
The County’s Coastal Zone Management received
notification by the United States Army Corps of Engineers
(USACE) that grant funding of $3 million was included in a
recent supplemental appropriation to the USACE for a
Feasibility Study to determine if Collier County would be
eligible for long-term federal grants to re-nourish our
beaches. This grant has been over 10 years in development.
11.E.2
Packet Pg. 577 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 64
The Fleet Management Division for the second year,
continued to refurbish and remount ambulance bodies on
new chassis. This saves the County $30K -$40K on each
ambulance rather than ordering a completely new
replacement. The Division completed five remounts in FY18
with five more planned in FY19.
11.E.2
Packet Pg. 578 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 65
The CAFR (Comprehensive Annual Financial Report) for FY 2017
was very positive. There were no “material weaknesses” regarding
the following CAFR elements: Financial Statement, Major Federal
Programs, and Major State Projects.
11.E.2
Packet Pg. 579 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
BUDGET AND FINANCIAL MANAGEMENT 66
In February 2018, S&P Global Ratings raised Collier County’s credit
rating on all revenue bond debt from AA+ to AAA while affirming a
stable outlook. This is indicative of the County’s solid revenue
framework, budgetary flexibility and overall solid cash position. In
January 2018 Moody’s Investor Service “Annual Comment on
Collier County” indicated that the County’s credit position remains
strong with a robust financial position, extensive tax base and
favorable cash balances.
11.E.2
Packet Pg. 580 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT
Objective #6:
To responsibly plan, construct and maintain the County’s critical
public infrastructure and capital assets to ensure sustainability
for the future; to annually conduct the combined AUIR/CIE
review of service levels and capital improvements with the CCPC
and BCC; to insure capital projects and contracts are managed in
full compliance with BCC policies and agency guidelines; to
implement and evaluate the potential of the approved pilot
asset management system and develop funding
recommendations to sustain the quality of the County’s
established infrastructure and facilities.
11.E.2
Packet Pg. 581 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 68
Collier County established an agreement for the maintenance of the SR-29
(also known as the Barron Collier) Canal with the South Florida Water
Management District (SFWMD) with SFWMD contributing funds. The canal has
become an important drainage outfall for a significant part of the Town of
Immokalee, Farm Workers Village, SR-29, and many agricultural and preserve
lands to the south of Immokalee.
In 2015, due to a lack of maintenance, the canal was observed to be in poor
condition and not functioning as required. It was subsequently determined
that the canal is primarily located on private property and as such, no
government entity had maintenance responsibilities. Collier County has now
acquired all the drainage, access and maintenance easements needed to
operate and maintain the canal for the health, safety, and welfare of local
property owners and travelers of SR-29.
11.E.2
Packet Pg. 582 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 69
A new Cartegraph OMS Asset Management system was
implemented in the Growth Management Department under
budget and ahead of schedule despite losing over a month
because of Hurricane Irma. By planning, managing and
implanting the conversion effort internally, the team saved
the county at least $500,000 versus using outside
consultants. In addition, by planning, managing and
coordinating the associated asset collection effort the in-
house team saved the county at least $1 million versus using
outside contractors to collect this data.
11.E.2
Packet Pg. 583 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 70
The Transportation Engineering Division completed two
major roadway improvement projects. The $20 million
Golden Gate Boulevard Improvement Project from east of
Wilson Boulevard to east of 18th Street expanded the two-
lane rural roadway to a four-lane urban roadway.
Improvements were made to the stormwater management
system, and bike lanes and sidewalks were added.
11.E.2
Packet Pg. 584 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 71
The $21.5 million Collier Boulevard Improvements Project
(Green to Golden Gate boulevards) widened the roadway
from four to six lanes, plus reconstructed three major
intersections (at Green Boulevard, Pine Ridge Road & White
Boulevard) with updated traffic signals and street lighting. In
addition, a new bridge at Green Boulevard over the CR 951
canal was constructed, and bike lanes, bus stops and multi-
use pathways were added.
11.E.2
Packet Pg. 585 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 72
The Road Maintenance Division completed a $2.5 million
resurfacing and pavement marking project of approximately
2.5 miles of Golden Gate Boulevard (Collier Boulevard to
Wilson Boulevard) and resurfaced about one-half mile of
Goodland Drive at a cost of $50,000.
11.E.2
Packet Pg. 586 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 73
Two landscape beautification projects were also completed
on time and under budget; Collier Boulevard from US 41 East
to Marino Circle for approximately $1.1 million; and Santa
Barbara Boulevard from Davis Boulevard to the bridge at I-75
for approximately $46,000. Plus, 111 irrigation controllers
were replaced along the county’s roadway landscape areas
to ensure better maintenance of landscape. Also, the
Goodlette-Frank Canal was cleared of vegetation,
hydroseeded and fertilized to stabilize the canal banks.
11.E.2
Packet Pg. 587 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 74
Vanderbilt Drive Cul-de-sacs Public Utility Renewal is a multi-year seven-
phase neighborhood intensive project initiated in October 2016 that
removes and replaces aging asbestos-cement water mains and clay sewer
lines and installs a new stormwater management system along Vanderbilt
Drive and fourteen tributary cul-de-sacs.Phases 1 and 2 were completed
in 2017, and Phase 3 was substantially completed in June 2018.
Work in Phases 4 and 5 has been deferred until damaged areas from
Hurricane Irma can be stabilized.Instead, work shifted to Phases 6 and
7, which are scheduled to be complete in January 2019.The remaining
Phases 4 and 5 are planned to resume in January 2019 with final
completion anticipated in November 2019.Concurrently, the Vanderbilt
Beach MSTU has been energizing sections of its electrical undergrounding
project as utility work is completed.
11.E.2
Packet Pg. 588 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 75
The Northeast Recycling Drop-Off Center (NERDC) completed
and will be ready for grand-opening in fall 2018.This state-
of-the-art recycling facility, completed within budget, is
equipped to accept all household hazardous items, such as
paint, oil, fluorescent light bulbs, tires and more. This
facility will further enhance the County’s vital recycling
efforts, thereby increasing the life of our Landfill. The
opening of the new NERDC was extended to incorporate
installation of a new watermain to connect this premier
facility to the County’s water system and provide access for
the future Big Corkscrew Island Regional Park.
11.E.2
Packet Pg. 589 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 76
The County constructed the Eagle Lakes Aquatic Facility at
Eagle Lakes Community Park. The facility includes a lap
pool, family pool, kiddie pool and two slides. This facility is
the fourth aquatic facility in Collier County and will serve
the residents, visitors, and High School Swim teams in the
East Naples community. The aquatic facility was opened on
June 29th, Father’s Day. The project was much needed and
well received by the East Naples Community residents.
11.E.2
Packet Pg. 590 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 77
Major renovations to the Cocohatchee boat park and Lake
Trafford Park were completed. The docks at both locations,
which were more than 30 years old, were replaced. The
Cocohatchee project also included seawall repairs, electrical
and lighting upgrades. The new dock at Lake Trafford is
made from Ipe wood (which has a considerably longer useful
life) and includes additional lighting that runs the length of
the new pier.
11.E.2
Packet Pg. 591 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 78
The restoration of the Tavern Club Car at the Naples Depot
Museum was completed and opened to the public in March.
The 1947 Seaboard Air Line Observation Car will be used as a
themed rental space available to the public for special
events.
11.E.2
Packet Pg. 592 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PUBLIC INFORMATION AND COMMUNITY RELATIONS
Objective #7:
To sustain public trust and confidence in County government; to
promote transparency and public involvement in County
government; to meet regularly with citizens, civic groups,
businesses and homeowner associations; to ensure that public
requests for information and assistance are responded to in a
timely and accurate manner; to improve knowledge of
government programs and services and encourage citizen
participation by providing understandable and complete
information to the public; to work collaboratively with other
governmental and non-profit organizations to achieve common
goals and mutual interests.
11.E.2
Packet Pg. 593 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PUBLIC INFORMATION AND COMMUNITY RELATIONS 80
The Communication and Customer Relations Division achieved the following milestones in 2018:
•Social media continues to be a powerful tool for disseminating important information to our residents and visitors.The County’s primary Facebook, Twitter and YouTube pages experienced a combined total of 5,233,700 impressions in FY 18. The newly launched and very popular Spanish Facebook page, Condado de Collier, keeps the Latino community informed and connected to their government.
•Over 1,600 press releases and E-notices were distributied, including hundreds of emergency information releases during the wildfires in the spring, floods in the summer and Hurricane Irma. Initiated a new texting feature to provide another means for our residents to receive important county information on mobile phones.
11.E.2
Packet Pg. 594 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PUBLIC INFORMATION AND COMMUNITY RELATIONS 81
The Communication and Customer Relations Division achieved the
following milestones in 2018 (continued):
•Completed major updates to the boardroom visual infrastructure
including telestrator which allows the operator to draw freehand
sketch. We televised and live-streamed over 400 hours of
commission and advisory board meetings with closed captioning.
•Initiated a hurricane preparedness public information campaign on
all CAT buses using audio announcements produced in-house in
English, Spanish and Creole.
•Produced the popular Hurricane Irma video for the Naples is Rockin'
benefit concert, and produced 15 shorter videos featuring county
services, events and programs.
11.E.2
Packet Pg. 595 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PUBLIC INFORMATION AND COMMUNITY RELATIONS 82
Road Maintenance staff with the help of several Florida
Forest Service crews and a county contractor that assisted
with Jet-Vacs cleared Collier County roadways of debris for
safe travel within three days.
11.E.2
Packet Pg. 596 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PUBLIC INFORMATION AND COMMUNITY RELATIONS 83
The 2018 Summer Reading Program by the Collier County Public
Libraries had more than 29,000 adults, teens and children
participate. One goal of the program is to keep school-age
children reading during the summer months.
Electronic (or E-book) book circulation increased by 21%.
11.E.2
Packet Pg. 597 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
PUBLIC INFORMATION AND COMMUNITY RELATIONS 84
Staff supported a number of town hall meetings for commissioners
in 2018 covering a wide range of topics.
In the last year public notice for 551 public meetings was
advertised for Board meetings, MSTU meetings, Advisory Board
Meetings, and Public Hearings. This count includes the 13 regular
Board meetings. Additionally, 45 neighborhood information
meetings & 29 public information meetings were held by the
Growth Management Department in 2018.
11.E.2
Packet Pg. 598 Attachment: CM's 2018 Self-Appraisal - 08.29.2018 (6787 : Annual Performance Appraisal
Commissioner Fiala
District I
Fiscal Year 2018 Annual Performance Evaluation
Leo E. Ochs, Jr. County Manager
The County Manager's Employment Agreement with the Board of County
Commissioners provides for an annual evaluation of the County Manager's performance.
Historically, this performance has been measured against performance objectives set
forth in that year's annual Action Plan, by rating each of the performance objectives on a
1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being
Exceeds Standards. Guidelines for scoring the evaluation applying this scale are
enclosed. Individual evaluations are then totaled and averaged to determine the Board's
collective position.
The County Manager is tasked with canying out the policy direction provided by the
Board of County Commissioners. The position functions as the CEO, providing
leadership and direction over the day-to-day operations and management ofthe
employees of the Board of County Commissioners. The following Action Plan describes
goals and performance expectations for the County Manager for Fiscal Year 2018. These
goals are based on the broad areas generally expected to be performed by the Chief
Executive Officer.
11.E.3
Packet Pg. 599 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
Scoring Guidelines for Annual Performance Review
Score Result
I
Below
Standards
o Some improvements and/or early good performance levels in a few areas
o Results not reported for many to most areas of importance to the
organization's key business requirements
)
Meets
Standards
o Improvement trends and/or good performance levels reported for most
areas of importance to the organization's key business requirements
o No pattern of adverse trends and no poor performance levels in areas of
importance to the organization's key business requirements
o Some trends and/or current performance levels--evaluated against
relevant comparisons and/or benchmarks--show areas of strenglh and/or
good to very good relative performance levels
o Business results address most key customer, market, and process
requirements
3
Exceeds
Standards
o 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
o Evidence of industry and benchmark leadership demonstrated in many
areas
o Business results fully address key customer, market, process, and action
plan requirements
Final Standard Ratins Scale Needs Improvement Meets Expectations Exceeds Expectations
1.00-1.66 1.67-2.33 2.34-3.00
11.E.3
Packet Pg. 600 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
County Manager Self-Assessment for
Action Plan Results for Fiscal Year 2018
1. Leadership and Organizational Direction - To provide clear and consistent direction to the
County workforce; to consistently display professionalism and personal and business ethics
consistent with Agency guiding principles; to maintain focus and commitment to long range
strategic planning as the key to achieving Agency's vision and mission; to achieve
organizational results through the collective efforts of a knowledgeable and motivated
workforce; to implement strategies, plans and tactics to effectively achieve operational and
program goals and objectives; to anticipate and analyze problems and to develop effective
and innovative solutions.
A dedicated. prol'essional and talerrted senior leadership teanr contiuues to ef-fectively direct
aud tttotivate tltc County rvorkfbrcc to cany out thc policy dircctives and operatiorral
ob.iectivcs of thc BCC. Ma.ior program and service goals and ob.iectives are aligned around
the Vision. Mission arrd Strategic lrocus Areas embodied in the Board's strategic plan. as well
as by the Board's adopted budget policy. Proactive nranagernent and stewardship of Agency
lrunrau. tlnancial and physical assets remains a priority focus of the leadership team. Staff
cotrtitrues to seek opportunities to t-rlltirttize resources. upgrade service levels and irnprove
accourttability arrd to irnplernent cost elfective. innovative solutions to a number ol'
challe rrging and/or unanticipated issues that have arisen duriug this review period.
(Pleusa sce thc cnc'losetl reporlJbr ,Vtccitic crccornpl i:;hnrcnts in lhi.s ltu:lbnnancc ureut
Below
Standard
Meets
Standard
Exceeds
Standard1
23
Rating
Commissioner Comments:
Cornmunication is still the problem. and it seems to grow worse and more wide spread with each
passing year. Take for instance: the Storm Water Fee issue. The Commissioners should have
been advised that you were sending the letter and let them see it first. The reaction would have
been different because the letter would have been different. I'm sure. Then the Lely/St Andrews
Lift Station a month before that: again. I. as their commissioner. had no idea this was even going
to happen. nor did the people. I'm not sure how the gentleman who stood up at the BCC meeting
during public comments knew about it. but that is the first I knew. It appears that staff goes
ahead and does what it is planning. and doesn't say an),thing to the BCC. thinking "what they
don't know. won't huft them". Each year I write about this in your evaluation. but each year the
practice gets worse and more prevalent. It tells me the leadership needs improvement! It's so
easlz to say "the cornmissioners have approved this". when we had no idea to what depths it has
gone from the original approval. Leo. this needs to change.
11.E.3
Packet Pg. 601 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
2. Operational Effectiveness -To implement plans and effectively deploy organizational
resources to achieve operational objectives; to implement best management practices and
business systems designed to maintain quality service, controlcosts and improve customer
satisfaction; to implement business process improvement initiatives to improve operational
efficiency and quality of products and services; to implement policies, procedures and
reporting systems to insure financial and operational accountability and internal controls.
The County Martager contitrues to place a strong ernphasis on rnanagelnent practices and
busirtess systenls that lrelp our organization irnprove service. control costs and delight our
cLlstorners. Perfbnnancc nleasurcrnertt and bencltmarking have becn integrated into our
stratcgic. operational arrd fiuancial planning et-fofts. Business process improventent
initiatives corttitrue to be irnplernented in an eflbrt to elirnirrate waste and improve tlre quality
of our services. Managentent conducts lbrrnal assessnlents of our business risks and has
cnacted nreasures to inrprove our' financial and operational accountability.
(Plcu,sc sec thc enc'loscd reporlJir.spcc'i/ic uc'complishnrcnts in thi,s ltedbrntunca ureut
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating2
Commissioner Comments:
I think right now our performance is not getting great accolades or delights. The confidence in
our government is slipping. and I for one. don't want to see it slip backward an), further. I think each and
every department wants to give great service and works hard to get the respect from the residents and
taxpayers. but they don't make the decisions. ... .......you do. You know how much I like you and wish
the best for you. but when I have to find out fiom the public about something we should have known. I
loose confidence in vou. and I don't want to feel that wav.
11.E.3
Packet Pg. 602 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
3.Performance Management and Workforce Development - To recruit and retain talent
needed to provide best value services to customers; to maintain a comprehensive personnel
management system fully compliant with applicable employment and labor relations laws; to
maintain a market based compensation and benefit program; to maintain a performance
management system fully aligned with agency strategic and operational plans featuring
measurable performance objectives, best practices and industry benchmark comparisons; to
provide comprehensive employee training and skill enhancement programs, including an
effective succession planning program to identifu and train mid managers with the desire and
ability to step into senior management positions.
-flre Agcncy's lcadership tealn proactivcly rnanages all lircets of pcrsonnel nranagerncnt to
iusule our ability to recruit and retain enrployees, provide conrpetitive pay and benef-it
progranls and rnaintairt contpliance rvith relevartt laborarrd ernployrnent laws. The HI{
departrncnt has corrtinued to otfer efl'ective carcer developrnent. recognitiorr prograurs. in-
house training of}-crings and a fbrrnal succcssion planning program fbr aspiring fhturc leaders.
't'he Risk Mattagenrent Departnretrt cor.rtinues to deliver a self-insurance and progressive loss
prevention prograrn that is iunovative. market cornpetitive. actuarially sound and accountable.
(l)lcu.sa scc lhc cnc'losccl rcportitr,spec'iJic uc'corrqtlishnrcnts in lhi:; ltu:/brnruncc arau.)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating 2 1/2
Com missioner Com ments:
I'm very happy that we work hard to keep our employees through benefits and recognition
programs and career development. Our employees are too good to lose them to another business. As a
team. they make us proud constantly. I'm happy we provide a good insurance and health program to our
employees. That's a benefit some companies cannot afford to give them. They make us look good!
11.E.3
Packet Pg. 603 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
4. Policy Execution and Support to the Board - To effectively implement directives and
policy of the Board; to timely and effectively respond to Board requests for information or
assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible,
clearly written and contain appropriate and suffrcient financial analysis and legal review; to
provide recommendations for new and/or improved Board policies and ordinances; to provide
effective staff support to BCC Advisory Boards and Committees; to assist the Board with
preparation and execution of the County's federaland state legislative programs; to provide
the BCC with timely, accurate reports concerning matters of importance to County
government.
StalThas workccl etfectivcly to executc nunrerous policy and program initiatives directed by
tlre Board durirrg tlris review period under tiglrt deadlines. Stalf responses to BCC inquiries
and inlbrmation requests ltave been tirnely, accurate and thorough. with very l-ew exceptit-lns.
Wc havc devclollcd a first-ratcr lcgislativc attairs progranr t-eaturing prolbssional in-lrouse
talertt supportecl by expert l'ederal and state contract lobbyists. StafThas rvorked diligentl-v to
insure that nrartagenrent reports. presentations and executive surnrnaries are accurate.
thorouglt, clearly written and contain appropriate and sr.rfficicnt flnancial arralysis and legal
rovicw.
(l'lau:;a sea tlrc anclosetl raprtrtlitr.\tacilic'ucc'orttpli.shnrcnl:; in thi.s peUitt'ttrtrrtt't,ururt
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating3
Commissioner Com ments:
11.E.3
Packet Pg. 604 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
5。Budget and Financial Management - To prepare a balanced budget in accordance with
Board established budget guidance; to make the best possible use of public funds with the
awareness of the need to operate efficiently and effectively; to proactively monitor and
manage fiscal activities, including reserve levels and revenue forecasts; to actively manage
the County's debt structure and financing mechanisms; to work cooperatively with the Clerk
of Courts on internal audits and the preparation of the CAFR.
'l'he County Manager and stafl'continue to work prudently and ef1'ectively to strike a balarrce
between lunding tbr contirtued and expanded progranrs and operations driven by growth,
scrvicc denrands arrd policy irritiatives with the need to fund replacement capital
infrastructure and maintenance as well as new capital initiatives. Based on Board approved
budget guidarrce, stalTproduced a FY 2018 budget that rnaintained the general tirnd arrd
tuttincorporated area general lirnd rnillage rates: increased general fund reserves; maintained a
policy cotnpliant debt position: satisfied state unfurrded lnandates: enlranced fiorrt line
operating services and allocated limited resources to high priority capital improvements and
asset mairttenarrce and replacernent. Aggressive rnanagernent of the debt portfolio since I.-Y
2010 continuesto prove beneficialthrough reduced annual non growth related revenue bond
dcbt service paid by the general ftnd. The County's irnplied corporate issuer credit rating was
elevated to AAA by Standard and Poor's. the highest available in the industry.
Tlte corporate officc of grants cornpliance continues to pay dividends with respect to
irnproving grant nlanagernent and audit conrpliance. The Board received a lavorable year
ending 201 7 Consolidated Annual Finarrcial Reporl (CAITR) and efTorts continue to enhance
intenral systcms and processes to ensurc continued favorable CAFR results.
(l'lca,sc sce the enclosccl report./br:;ltcc'ilic uccomplishntents in thi.s ltalbnnant'c areut
Below
Standard
Meets
Standard
Exceeds
Standard23
Rating3
Com missioner Comments:
11.E.3
Packet Pg. 605 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
6. Capital Improvements and Asset Management - To responsibly plan, construct and
maintain the County's critical public infrastructure and capital assets to ensure sustainability
for the future; to annually conduct the combined AUIR/CIE review of service levels and
capital improvements with the CCPC and BCC; to insure capital projects and contracts are
managed in full compliance with BCC policies and agency guidelines; to implement and
evaluate the potential of the approved pilot asset management system and develop funding
recommendations to sustain the quality of the County's established infrastructure and
facilities.
Allcapital pro.iects autlrorized in the FY 2018 budget are procceding on schedule and within
budgct. Prcparations are wellunderrvay tbr prescrttatiorr of thc annual.loint ALJIR/ClE report
to the llCC itt Noverttber. after CCPC review, which will provide an integrated.
conrprehensive rcview ol-the 5 year capital program that addresses level olservice standards.
specilic project details and complete funding plans. The County Manager has insured that
critical intl'astnrcture and equiprnent rnaintenance and replacernents were funded in the
FY20l 8 and the proposed FY20l9 budgets.
(Plausa l;ec llrc enc:lo,vcd rcporlJir slteci/ic'ucc'ornplishmcnt:; in this ?ef/bnnunc'e ureu)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating3
Commissioner Comments:
The Community in which I live thanks the commissioners. the budget management and the county
manager for the excellent pool they are now swimming in. From young to old. thev all love it!
11.E.3
Packet Pg. 606 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
7. Public Information and Community Relations - To sustain public trust and confidence in
County government; to promote transparency and public involvement in County government;
to meet regularly with citizens, civic groups, businesses and homeowner associations; to
ensure that public requests for information and assistance are responded to in a timely and
accurate manner; to improve knowledge of government programs and services and encourage
citizen participation by providing understandable and complete information to the public; to
work collaboratively with other governmental and non-profit organizations to achieve
common goals and mutual interests.
Tlre County Manager continues to promote public trust and confidencc irr county govemrnent
through nurnerous public speaking engagements. television interviews. service on community
leadership organizations and fiequent outreach to nunrerous civic. business and educational
institutions attd associations. 'l'he Of flce of Corntnunication and Custolner Relations
efficiently and effectivcly handles a large volume of citizen service and public records
requests. 'l'lre Agency lssue Managernent System (AIMS) continues to provide a tast. reliable
tnethod lbr the disposition of constituent service requests and cornplaints. A concefted ellbrt
has been nrade to irnprove tlre public's knowledge of the responsibilities and activities of
thcir county governnrerrt using a varicty of cornrnunicatiorr tools. In addition to traditional
print and nredia outreach. stalThas significantly expanded the use of social media. upgraded
attd irnproved the county website and the collier government television station to get our
nrcssage out to thc custonter.
'l'he County Manager ltas also developed and uurlured effective working relationships with
offlcials in the Constitutional Offices. rnurricipal governrnents. independent fire districts.
water rnarragernent district and our local state legislative delegation in order to advance our
conrl'lon goals and mutual interests.
(Plcuse see llru cnclosed reporl ./ir:;pecilic'accornili.shnrcnt.s in tlris pct:fbrmunc'a urca.t
Below
Standard
Meets
Standard
Exceeds
Standard13
Rating 21/2
Commissioner Com ments:
We have a long way to go to better communicate with the public. to let them know what we are
doing behind the scenes. what plans are in the works. what we hope to achieve. and where we would like to
take our government in the next few years. Sometimes we think everyone knows. but actually. they don't.
We used to have regular television programs showing people what we were doing. highlighting different
departments. exclaiming over employee accomplishments. what new buildings have been approved. and
even a look at ways we work with other agencies within the counry. such as Rookery Bay. People always
had the government channel to keep up with us. From what I can see. we do not do that anymore. That's
a real loss to the public and to our communication with the public. Many found it entertaining. We should
go back to some of those practices.
I'm encouraged to see the better relationship with the Clerk of Courts office. as well as the
continued good relationship with the other constitutional officers.
11.E.3
Packet Pg. 607 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
ADDITIONAL GOMMENTS
I know we can do a better iob. and I'd like to help in anvwav I can to make
that happen.
Leo, vou alwavs make a qreat impression on the public with vour manner of dress
and vour knowledoe and easv qoinq personalitv. People eniov beinq around vou.
and that includes me!
Donna Fiala
11.E.3
Packet Pg. 608 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
Commissioner SignaturE
11.E.3
Packet Pg. 609 Attachment: Commissioner Fiala, District 1 (6787 : Annual Performance Appraisal for the County Manager)
CorrmissiOner S01is
District 2
-―
―
―
ofrlce Ofthe County Manager
30AR●Ort部 鮮粘鵬品円淑LR3Date:
To:
From:
August 30, 2018
Board of County Commissioners
Leo E.Och、JL Counw Manager'式 の
SubJect PerformanceAppraisa!
Consistent with the requirements of my employment agreement, please find
enclosed a self appraisal of performance with respect to the objectives outlined in
my FY2018 Action Plan. The Action Plan document contains a rating scale for
your use in completing the County Manager's FY2018 performance evaluation.
Please return your graded packets to me on or before September 14, 2018 so
that I may consolidate the grades for presentation at the Septembet 2S,2018
Board meeting.
lf you would like to meet to discuss your rating, please let me know and l'll make
the arangements.
Thank you for granting me the privilege of serving as your County Manager.
11.E.4
Packet Pg. 610 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
Fiscal Year 2018 Annual Performance Evaluation
Leo E. Ochs, Jr. County Manager
The County Manager's Employment Agrcement with the Board of County
Commissioners provides for an annual evaluation of the County Manager's perfonnance.
Historically, this performance has been measured against perfbrmance objectives set
forth in that year's annual Action Plan, by rating each of the performance objectives on a
I to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being
Exceeds Standards. Guidelines for scoring the evaluation applying this scale are
enclosed. Individual evaluations arc then totaled and averaged to determine the Boatd's
collective position.
The County Managel is tasked with canying out the policy direction provided by the
Board of County Commissioners. The position functions as the CEO, providing
leadership and direction over the day-to-day operations and management of the
ernployees of the Board of County Commissioners. The following Action Plan describes
goals and performance expectations for the County Manager for Fiscal Yeat 2018. These
goals are based on the broad areas generally expected to be performed by the Chief
Executive Officer.
11.E.4
Packet Pg. 611 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
Scorittg Guidelirres for Annual Performance Review
Score Rosult
I
Below
Standartls
Some improvements ond/or early good performance levels in a few
afeas
Results not reported for many to most areas of irnportance to the
organization's key business requirements
2
Meets
Standards
. lmprovement trends and/or good performance levels reported for tnost
arcas of importance to the organization's key business requirements
r No pattern of adverse trcnds and no poor performance levels in ateas of
impoftance to the organization's key business rcquircments
r Some ffends 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, rnarket, and process
lequirements
3
Exceeds
Standards
o Cunent performance is excellertt in most areas of importance to the
organization's key business requircrnents
. Excellerrt improvement trcnds and/or sustained excellent perfonnance
levels in most areas
. Evidence of industry and benohmark leaderslrip demonstrated in many
allas
o Business results fully address key customer, market, process, and
action plan requirements
Final Standard Ilatins Scale Needs Imnrovement Meets Exnectations Exceeds Exnectations
1.00-1.66 1.67-2.33 2.34-3.00
11.E.4
Packet Pg. 612 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
County Mnnager Self-Assessment for
Action Plan Results for Fiscal Year 2018
l. Leaderuhip antl Organizational Direction - To provide clear and consistent direction to the
County workforce; to consistently display professionalism and pemonal and business ethics
colrsistent wi(h Agency guiding principles; to maintain focus and commitment to long range
stmtegic planning as the key to achieving Agency's vision and mission; to achieve
organizational rcsults through tlre collective effofts of a knowledgeable and motivated
workforce; to implement strategies, plans and tactics to effectively achieve operational and
prograrn goals and objectives; to anticipate and analyze problems and to develop effective
and innovative solutions.
A <lcclicated, prol'cssional arrd talcnlcd scrrior lcadct'slrip teaur cotttittues to cllbctivcly dircct
arrcl nrotivatc thc Courrty rvurkfbrcc to culty ottt tltc policy direclivcs attd oglcratioltal
otr.icctivcs ol'thc IICC. Mnjol progranr ancl scrvice goals artclobjectivcs arc aligrrccl at'ottntl
thc Vision. Missiorr anrl Stlatcgic l'ocus Areas enttrodied in tlte lloartl's strategic 1llan. as wcll
ns by thc Boald's acloplcd budget policy. I)roactivc tttanagctttcttt attcl stcwarclshill ol'Agcrrcy
huurarr, llnarrcialarrd physicalassets renrairts a priority lbcus tll'the leadership teartr. Stal'l'
corrtirrucs to seck t'lpporturrities to ogrtiruizc rcsourccs, upgrade selvicc levels attd itttprove
accorrulability and to inrplcrrrcut cost cllbctivc. ittuovativc soltttiotts to a ttttttttrcr of
clrallcrrging and/rlr urrarrticillatcrl issucs lhat ltave arisctt clurittg tltis rcvicrv;rcriod.
(l'letxc sae tlrc arr:lo;;ecl rqxn'lJitt'qrccilic ucc'ottutlishmanll; irt thi:s ltcttbnruurca ureu)
Belorv
Standard
Mccts
Standnrrl
Exceeds
Stnndard1
RntingX
Conrntissioner Contmettts:
11.E.4
Packet Pg. 613 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
2. Opcrational Eflectiveness -To irnplement plans attd effectively deploy or3anizational
resources to achieve operational objectives; to implement best management ptactioes and
business syslems designed to maintain quality service, conhol costs and improve customet'
satisfaotion; to irnplement business process improvem€nt initiatives to imptove operational
efficiency aud quality of products and ser/ices; to implernent policies, procedures and
repo ing systems to insurc financial and operational accountability and intemal controls.
'l hc (i)unly Marragcl contirrucs to plircc il s(rolrg, ctnphasis ott lltzln{gcnlcnt ptacticcs nnd
brsincss syslerns lhal hclp orr olgattiz;tlion intptovc sctvicc. conlrol costs and dclight ottr
ctstonlcrs. l)crlirrnralrce nre sur?nlcnt lnd lrcnchrnnrking hlvc bcen ittteglatcd inttl otrr'
strillcBic, ol)crational and linancial 1;lanning cffolts. Bttsittcss ptoccss intptovctncnt
initiutivcs conlintrc to lrc inrplenrcnted in arr cllirr( lo elinrinatc wastc and intptovc thc qualily
ol'orrt sctviccs. Managctnenl cortdttcts lirrnral asscsstnet)ts ol'oul busincss t'isks and has
cnaclcd rno surrs to inrprovc out linancial and o;:ctitlional accottntability.
(Plausc;aa lhc enclosad rcun'l lin'rltccilic ucunn islnu '; in lhis natitnrunca ut'c<r)
BelorY
Stsndard
Meets
Staudnrd
Excccds
Stsndard123
lLatirg ン
Conrnlissiolrcr Commelrts:
11.E.4
Packet Pg. 614 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
3.I'erformance Msnagement snd Workforce Development - To recruit and retain talent
needed to provide best value services to eustomers; lo maintain a comprehensivo personnel
managem€nt system fully cornpliant with applicable employment and labor rclations laws; to
rnaintain a market based compensation and benefit progt"m; to maintain a performance
managelnent system fully aligned with agency sh"tegic and operational plans featuring
rneasumble pelfolrnance objectives, best plactices and industry benchrnark comparisons; to
plovide conrprelrensive employee training and skill enhancement programs, including an
effective succession plaruing prograrn to identify and train mid managers with the desire and
ability to step into senior nranagement positiolls.
'l ltc Agctrcy's lcadoship tcarn proactivcly rnnnagcs nll lirccts ol'pcrsonrrel nlanflgsrncnt lo
irrsrrlc oul atrilily lo lccluit and rclairr crrpltryccs. plovidc colnpctitivc pay and trcrrclit
proglarrts and nrairrlairr colrpliarrce rvilh relcvnnt labor alxl crl;tloynrent larvs. 'l'hc llll
(lcplrtrncnt lras corrtirrrrcd lo olli'r' c ll'cct ivc carccl <lcvcloptncnt. r'ccognilion ploglanrs, in-
lxrusc trairting ofl'clirgs and a lblrrral succcssion plannirrg;tlogranr tbl aspiring lirlurc lcadcrc.
'l'ltc llisk Managcr))cnt Dep nrcnt conlinucs to dclivcr a sell-insurarrcc and progressivc loss
l)rcvcntion l)roglanr lhat is irrnovntivc, rnflrkcl conrl)elitive, rclrralially surrrrd arrcl accourrtable.
(l'lutst':iaa lltt, trtt'loskl rqxnl lbr sprilic tt< corttltli,tlt rcnts irt tltils ?aUi trttutcc o'kt)
Belorv
Strlldard
Mccls
Standard
Iixcccds
SlalldaId12
Ita t ing
(lonruissioncl C0Drlrrcllls:
」 ) く
11.E.4
Packet Pg. 615 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
Policy Execution flrd Support to the Board -To effectively implement directives and
policy ofthc Board; to tirnely and effectively respond to Board requests for infonnation or
assistalrce; to insure BCC meeting agenda materials are accurate, thorough, accessible,
clearly written and contain appropriate and suflicient financial analysis and legal rcview; to
providc recommendations for new and/or irnproved Board policies and ordinances; to prcvide
effective staffsuppo( to BCC Advisory Boards and Cornmittees; to sssist tlre Board with
pteparatiotr and execution ofthe County's federal and state legislative programs; to provide
the BCC with timely, accumte reports concerning matters of impofiance to County
governrnent.
Stali'has rvolkcrl cllcclivcll, lo oxcculc luntcrotrs 1;olicy altd ;lroglanr irritiativcs rlircctcd by
lhc lloartl duling tlris lcvicrv pct iod undcr tight dendlirrcs. S(al'l' rcslxntscs to BCC irrquirics
antl inlixntalion rcqucsls havc been tinrely, accrrate and lhorough, rvilh vcry lbw cxceptions.
Wc hlvc dovclopcrl a lilst-ratc lcgislntivc allhirs proglarn tbatulilrg protbssionnl ilr-housc
lalcnl slrl)l)ollcd by cxpc t'cdcftrl and stiltc co[tract lobbyists. StalT lras rvorkcd diligclrtly to
ittstrc that nlflnagcntcnl rcpolls, l)lcscn(iltions anrl cxecutive surrrrrrarics 0le accrrmtc,
lhorouglr, clcally rvritlcn arrd corrtain applopriatc and suf'ficicnt finarrcial analysis and lcgll
rcvicrv.
(l>lcut;a:;cc tltc c'ttclotiul relxfl lor ,tltt'cifr utttnu itlttttt'tttl; itt tlris lelfornontc orLttl
Ilclow
Standard
Meets
Standard
Exceeds
Standard13
Ilrlting X.
Conlmissiollcr ConrmcIls:
11.E.4
Packet Pg. 616 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
5,Budget and Financial Manngement - To plepare a balanced budget in accordance with
Board established budget guidance; to make the best possible use of public funds with the
awareness of the need to opemte efficiently and effectively; to proactively rnonitor and
manage fiscal activities, including reserve levels and rEvenue forccasts; to actively rnanage
tlte County's debt structure and financing mechanisms; to work cooperatively with the Clerk
of Courts orr irrtenral audits and the prepamtion of the CAFR.
'l'lrc Corrrrly Marragcr arxl stal'l'corrlinrrc lo rvollt prudenlly and ell'cctivcly to strike a lralattce
bclrvccrr [urrdiug lirr coutirrtred arrd cxparrdcd plograrns arrd opcratious clrivcu by grorvlh,
sclvicc rlcruautls ancl llolicy initialivcs rvith tlrc ncccl to thnd replacenrcnt capital
irrli'aslructurc arrtlrnairrlcnance as rvcllas rrcw caglital initiativcs. llasccl on Boald apprrrvcd
budgc'l guiclance. stal'l'prtxlucetla FY 2018 budget that rnaintaiucclthc genernl lirnd arrd
tuttittcorpotated arca geueral lirrrd urillage ralesl ittcrcased gencral lirrrd rtselvcs; rttaitttainecl it
policl, corrtllliirrrt clcbt position; salisl'iccl statc utrlurtdccl rnandatcs; crrlranccrl liont lirrc
opcratirrg scrviccs aucl allocatcd liuritcd rcsoin'ccs to lriglr llriority callital inrproverncrrts ancl
asscl rrrairrlcrrarrcc auri rc;rlacernerrl. Aggrcssivc rrrarragernent ol'llre clcbt portlblio sirrcc l;Y
20 l0 corrtirrues to t)rovc llcrrcficial tlrnurgh rcduccrl arrrrual rron grorvtlr rclatccl rcvcnuc lrottd
clcbt scrvicc paicl by thc gcrrcral firrrd. Tlre Counly's iurplicd corlloratc issucr crcclit ratirtg was
clcvatccl to AAA by Staudartl arrd l)oor's. the lriglrest available in the irr<luslry.
'l'ltc cor;loratc ollicc of gratrts corttpliarrcc corttittucs l<l pay clividcncls witlr rcspcct to
irrtllrovittg grflnl nlflnagerncnt and audit cornpliattce. 'l'lte lJoard rcceivecl a lhvomblc year
cutling 20I 7 Corrsolitlated Anuual Irirtaucial Report (CAl;R) arrd eUblts contirruc to erthattce
intcrttal sys(cnrs and ploccsscs to cnsurc contirrucd firvorablc Cn lrl( rcsults,
(Plause s<,c llrc ctrckt,sccl rqnrl-fttr,vrcc'ilic uccotttltli,rlnncnt,s in lhi,s ltctlirnruncc u'eu)
Belorv
Standard
Meets
Standard
Exceeds
Stnndard123
RatiugX
Comnrissioncr Com merrts:
11.E.4
Packet Pg. 617 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
6.Cnpital Improvements and Asset Management - To rcsponsibly plan, construct and
rnaintain the County's critical public infrastructure and capital assets to ensul'e sustainability
for the future; to annually conduct the combined AUIR/CIE review of service levels and
capital imprcvements with the CCPC and BCC; to insure capital projects and contracts are
managed in fullcornpliance with BCC policies and agency guidelines; to implement and
evaluate the potential of the approved pilot asset management system and develop funding
recornrnendatious to sustain the quality of the County's established infrastructure and
facilities.
Allcapitnl proiccts authorizctl in (lro FY 2018 budgct:rlc proccctlirrg on sclrcrlulc attd rvithin
btrtlgcl. Prcparaliurrs nrc wcll rrrrdcrnay lru prcsentittiott ol'tltc attttuitl.ioirrt ALJIR/Clli lcport
to tlrc llCC irr Novsrnbcr. alict'CCl'C rcvicu,. which rvill plovide att integratcd,
corrrltrchcrrsivc lcvicrv ol'tltc 5 ycar ca;lital progranl lltat addresscs lcvcl ol'service slattdarcls.
spccilic pro.icct clctails arrd corulllctc furrding plarrs. 'l'lrc Couttty Managcr ltas insttrctl that
criticnl irrlmstructure arrcl ctlrripurent rrraintcrrancc att<l rcplaccrncrrts wcrc lirrrclcd irr tlrc
l;\'201 8 and thc ;lrolxrsed FY20 l9 budgcts.
(ltlutl;c ,scc llrc ur:lo:sad ralxtt'l lbr .VrcciJic' ucc'otttnli:;hnrcttts irt llti,s ltct:lirnrunce u'cc)
Belorv
Standard
Meets
Standard
Exceeds
Standard123
Rating メ
Conrrrrissioncr Corn merrts:
11.E.4
Packet Pg. 618 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
7, Public lnformolion nnd Community Reistions - To sustain public trust and confidence in
County govemnrent; to promote transparency and public involvement in County govenrment;
to meet rcgularly with citizens, civic groups, businesses and homeowner associations; to
ensure lhat public requests for infonnation and assistance are responded to in a timely and
accurate manner; to improve knowledge ofgovelnment progmms and services and encouruge
citizen palticipation by providing undershndable and complete inforrnation to the public; to
wolk collaboratively with other govenrmental and non-profit organizations to achieve
comrnon goals and mutual interests.
'l hc County Managcr continucs lo pronro(c ptll)lic trirst und corrtirlcncc in county govcrtltncnt
(ltn)ugh nunlcrous public spenkirrg engagcnlcnts, tclcvisklrr inlclvicws, sclvicc on cornntunity
lcadership olganizalions and lle(luenl outrcflch to nurncrous civic, business aud educutiolral
irstiluliorrs urrd nssociations. 'l'hc Oliicc ol'Corrntun icalion and Custonter l{elalions
cllicicrrlly and cfli:clivcly ltandlcs rt lugc volLttnc ol'citizcn service rnd ptttrlic ttcords
rctpres(s. 'l'hc Agcrtcy Issuc Maragcnlort Systcnr (AIMS) continucs to proviclc:t lhst, r'clinblc
nrsthotl l'o[ lhc (lisposi(iurr ol'corrslilucnl scrvicc rcqrrests and cornplaints. A cottccttcd el'fotl
has bccn rnadc to iruprovc lhc;lrblic's krxrrvlcdgc ofthc t'cspottsitrilitics and activilics of
llrcil cotrnty govcrllncnt using il vilricty ol conlrn u n icatiou tools. Irr rddition to tla(litiotlal
plirrt anrl nrctlia oullcoch. stalTlras signilicantly cxpnrrdcd lhe usc ol'social nredia. ttpgradecl
arrrl irlploved lhe county rvcbsite and lhe collier govelnnrcnt lclevisiort sln(ion lo gL't ottt'
nrcssflg,c oul lo tlrc cUstuntcr.
'l hc Courtty Managct ltas also tlcvelopd and nutttrrctl ellbctivc wot*inB relatiortships lvilh
ollicials irr thc Conslitutional Ofticcs. nrunicipal govclnnlcnts, indcpcndcnt firc distlicts,
watcr nllnrgcnlcnt district nd our locill slillc lcgislativc dclcgatiorr in orrlct kr advancc otll'
corlnron goals and nlutual interests.
( l'lau:sa sac thc utclosatl runrt lor Etacilic uccoutttlishncntti itt lhis ?er.frntnrutca urau)
Llelorv
Stnlldrrd
Mccts
Stn dor(l
Ercceds
Strnderd:23Rn(i g
Com rrissioncr Conments:
11.E.4
Packet Pg. 619 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
ADDIT10NAL COMMENTS
Commissioner Signature
11.E.4
Packet Pg. 620 Attachment: Commissioner Solis, District 2 (6787 : Annual Performance Appraisal for the County Manager)
Commissioner Saunders
District 3
ぷ騨測譜も馴靡
Date:
lo:
From:
August 30, 2018
Board of County Commissioners
Leo E. Ochs, Jr., County Manager V O
Subject: PerformanceAppraisa!
Consistent with the requirements of my employment agreement, please find
enclosed a setf appraisal of performance with respect to the objectives outlined in
my FY2018 Action Plan. The Action Plan document contains a rating scale for
your use in completing the County Manager's FY2018 performance evaluation.
Please return your graded packets to me on or before September 14, 2018 so
that I may consolidate the grades for presentation at the September 25,2018
Board meeting.
lf you would like to meet to discuss your rating, please let me know and l'll make
the arrangements.
Thank you for granting me the privilege of serving as your County Manager.
Office of the County anager
11.E.5
Packet Pg. 621 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
Fiscal Year 2018 Annual Performance Evaluation
Leo E. Ochs, Jr. County Manager
The County Manager's Employment Agreement with the Board of County
Commissioners provides for an annual evaluation ofthe County Manager's performance.
Historically, this performance has been measured against performance objectives set
forth in that year's annual Action Plan, by rating each ofthe performance objectives on a
I to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being
Exceeds Standards. Guidelines for scoring the evaluation applying this scale are
enclosed. Individual evaluations are then totaled and averaged to determine the Board's
collective position.
The County Manager is tasked with canying out the policy direction provided by the
Board of County Commissioners. The position functions as the CEO, providing
leadership and direction over the day-to-day operations and management of the
employees of the Board of County Commissioners. The following Action Plan describes
goals and performance expectations for the County Manager for Fiscal Year 2018. These
goals are based on the broad areas generally expected to be performed by the Chief
Executive Officer.
11.E.5
Packet Pg. 622 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
Scoring Guidelines for Annual Performance Review
Score Result
I
Below
Standards
Some improvements and/or early good performance levels in a few
areas
Results not reported for many to most areas of importance to the
organization's key business requirements
2
Meets
Standards
Improvement trends and/or good performance levels reported for most
areas of importance to the organization's key business requirements
No pattem 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 benchmarks--show areas of strength
and/or good to very good relative performance levels
Business results address most key customer, market. and process
requirements
3
Exceeds
Standards
o Current performance is excellent in most areas of importance to the
organization's key business requirements
o Excellent improvement trends and/or sustained excellent performance
levels in most areas
. Evidence of industry and benchmark leadership demonstrated in many
areas
o Business results fully address key customer, market, process, and
action plan requirements
Final Standard Ratins Scale Needs Improvement Meets Bxnectations Exceeds Expectations
1.00-1.66 1.67-2.33 2.34-3.00
11.E.5
Packet Pg. 623 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
County Manager Self-Assessment for
Action PIan Results for Fiscal Year 2018
1. Leadership and Organizational Direction - To provide clear and consistent direction to the
County workforce; to consistently display professionalism and personal and business ethics
consistent with Agency guiding principles; to maintain focus and commitment to long range
strategic planning as the key to achieving Agency's vision and mission; to achieve
organizational results through the collective efforts of a knowledgeable and motivated
workforce; to implement strategies, plans and tactics to effectively achieve operational and
program goals and objectives; to anticipate and analyze problems and to develop effective
and innovative solutions.
A declicated. proll'ssional and talented senior leadcrship tearn continues to efl'ectivcly direct
attd tnotivate thc County rvorkfbrce to carry out the policy directives and ope ratioual
objectives ol'the IICC. Major prograrr and service goals and objectives are aligned around
the Visiorr. Mission and Strategic l:ocus Areas etnbodied in the Board's strategic plarr. as rvell
as by the Board's adopted budgct policy. Proactive rnanagenlcnt aud stervardship of Agency
hunran. financial and physical assets rernairrs a priority fbcus olthe leadership tearn. Stalf
continues to seek opportunities ttl oplirrrize resources. upgrade service levels and irnprove
accountability and to implernent cost eff-ective. inuovative solutious to a nunrbcr of
challcnging and/or unanticipated issues that havc arisen duriug this revierv periocl.
(Pleusc :;ea tha cnclo.sed rcltorl .lbr spcci/ic' ucconrylishmant.s in tlti,s perrttrnrunc'a urea)
Below
Standard
Meets
Standard
Exceeds
Standard1
3
Rating3
Commissioner Com ments:
11.E.5
Packet Pg. 624 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
2. Operational Effectiveness -To implement plans and effectively deploy organizational
resources to achieve operational objectives; to implement best management practices and
business systems designed to maintain quality service, control costs and improve customer
satisfaction; to implement business process improvement initiatives to improve operational
efficiency and quality of products and services; to implement policies, procedures and
reporting systems to insure financial and operational accountability and internal controls.
1'lte County Marragcr continues to placc a stroug cnrphasis olr nranagernent practiccs and
business systcms that hclp our organization itnprovc service. control costs and delight our
custonrers. Perlornrauce nreasurenlent and berrchnrarking have been integrated into our
strate-ulic. operational attd fiuancial 1;lannirtg efforts. Business process irnprovcrrrcttt
initiativcs continue to be irnplenrented in an efl<lrt to elirninate waste and irnprovc the cluality
ol-clur selvices. Managernent corrducts lbnnal assessnrents olour business risks and lras
enacted nreasures to irnprove our financial aud clperational accountability.
(Plcu.sc :;aa tlrc cnclo,sad ra?orllitr spcci/ic'ucctunplishmerils in tlris ltct:litrmunc'c urea)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating3
Commissioner Com ments:
11.E.5
Packet Pg. 625 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
3.Perf'ormance Management and Workforce Development - To recruit and retain talent
needed to provide best value services to customers; to maintain a comprehensive personnel
management system fully compliant with applicable employment and labor relations laws; to
maintain a market based compensation and benefit program; to maintain a performance
management system fully aligned with agency strategic and operational plans featuring
measurable performance objectives, best practices and industry benchmark comparisons; to
provide comprehensive employee training and skill enhancement programs, including an
effective succession planning program to identifi and train mid managers with the desire and
ability to step into senior management positions.
'fhe Agcncy's lcadershill teaur proactivclv nrana-scs all luccts olpersonnel managerncnt to
insurc our abilitl,to recruit arrd rctain ernployees. provide conrpetitivc pay and bcnefit
progranls and rnairrtain cornpliauce witlr rele'vartt laborand ernploynrcnt laws. 'l'he HR
ciepartnrcut has corrtinued to offer clfectivc career clcvelolrrncnt. recognitiorr prograrns. in-
housc trairrirrg ofl'erings and a forrnal succcssiorr plarrning program fbr aspirirrg futurc lcaders.
'l'he ltisk Managenrent Dcpartnrent continues to delivcr a sell'-insurance aud lrrogrcssive loss
prevention progranl tlrat is innovative" rnarket corrtpetitive. actuarially sound and accountable.
(l'lcul;c sca llta attc'losacl reporl /ir lqtec'i/ic uc'c:otrutlisltnrcnls in lhi.s ltcffirnrurtcc arau)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating
Commissioner Com ments:
11.E.5
Packet Pg. 626 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
4. Policy Execution and Support to the Board - To effectively implement directives and
policy of the Board; to timely and effectively respond to Board requests for information or
assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible,
clearly written and contain appropriate and sufficient financial analysis and legal review; to
provide recommendations for new and/or improved Board policies and ordinances; to provide
effective staff support to BCC Advisory Boards and Committees; to assist the Board with
preparation and execution of the County's federal and state legislative programs; to provide
the BCC with timely, accurate reports concerning matters of importance to County
government.
Staff has rvorked cffbctively to execute nulnel'or.ls policy and progranr initiatives directed by
the []oard during this revierv periocl under tight deadlines. StatTresponses to BCC inquiries
and inlbrrnation requests have been tilnely. accurate and thorough. with very few exceptiorrs.
Wc ltave devcloped a first-rate legislative aflhirs program f-eaturing prof-essional in-house
talent slrpporlcd by expcrt f'edcral and statc contract lobbyists. Staff has worked diligcntly to
ittsure that tnartagement reports" presentations and executive surnrnaries are accuratc,
tlrorough. clearly written and contain appropriate and sufficient llnancial analysis and legal
rcview.
(Please sca lhc ertc'lo,sccl report.lbr.spec'ific uc'conrylishnrcnls in lhi,s lerrttnnunce at'eu)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating
Commissioner Comments:
11.E.5
Packet Pg. 627 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
5。Budget and Financial Management - To prepare a balanced budget in accordance with
Board established budget guidance; to make the best possible use of public funds with the
awareness of the need to operate efficiently and effectively; to proactively monitor and
manage fiscal activities, including reserve levels and revenue forecasts; to actively manage
the County's debt structure and financing mechanisms; to work cooperatively with the Clerk
of Courts on internal audits and the preparation of the CAFR.
The County Manager aud staff continue to work prudcntly and eff-cctively to strike a balance
betlveen lirnding for coutinued and expanded proglarns and operations driven by growth,
servicc dcnrands and policy initiatives with thc need to tirnd rcplacement capital
infrastnrcture and rnaintenancc as well as new capital initiativcs. Based on Board approved
budget guidance. stalf ;rroduced a F'Y 2018 budget that rnaintained the general firnd and
unincorporated area general fund rnillage rates: increased general fund reserves; nraiutained a
policy compliant debt position: satisfied state unlunded rnandates: enhanced fi'ont line
operating scrvices and allocated lirnited resources to lriglr priority capital irnprovements and
asset lnaintenance and replacernent. Aggressive lrarlagernent of the debt portlblio since I:Y
2010 continucs to prove beneficial through reduced annual non growth rclatcd revcnuc botrd
debt scrvice paid by the general flrrd. The County's inrplicd colporate issuer credit rating was
elevated to AAA by Standard and Poor's. tlre highest available in the industry.
The corporate ofllcc of grants conrpliauce continues to pay dividends with respect to
irnproving grant nranagernent and audit compliance. The l]oard received a lhvorable year
ending 2017 Consolidated Annual Financial Repoft (CAFR) and eflbrts continue to enhance
intcrnal systerns and proccsses to cnsure continucd favorable CAFR results.
(Plcase sac lhc enc'lo,sccl report lbr:;pec'iJic uc'corttplishnrcnl.s in this palfirnrunce areu)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating
Com missioner Com ments:
11.E.5
Packet Pg. 628 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
6. Capital Improvements and Asset Management - To responsibly plan, construct and
maintain the County's critical public infrastructure and capital assets to ensure sustainability
for the future; to annually conduct the combined AUIFJCIE review of service levels and
capital improvements with the CCPC and BCC; to insure capital projects and contracts are
managed in full compliance with BCC policies and agency guidelines;to implement and
evaluate the potential of the approved pilot asset management system and develop funding
recommendations to sustain the quality of the County's established infrastructure and
facilities.
All capital pro.iccts authorized in the FY 2018 bud-rret arc procecding on sclredule and within
bud-uet. Prepamtions arc wcllundcrway fbr presentation of the annual.ioint AUIR/ClE report
to the []CC in Novernber. trllerCCPC revierv. r.r,ltich rvill provide an integrated.
cornprehcnsive review,of tlre 5 year capital program that addresses level of service standards.
specific project cletails and complete funding plans. The County Mauagcr has insured that
critical intiastructure and cquipment nraintcnarrce and rcplacerncnts wcre firndcd in the
l:Y201 8 and the proposed FY20l9 budgets.
(Pleusa.scc llrc cnclosed rcport ./itr sltcci/ic'crcc'ornpli,shmcnl,s in tltis pct:lbnnunc'c urca)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating ヨ
Com missioner Com ments:
11.E.5
Packet Pg. 629 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
7. Public Information and Community Relations - To sustain public trust and confidence in
County government; to promote transparency and public involvement in County government;
to meet regularly with citizens, civic groups, businesses and homeowner associations; to
ensure that public requests for information and assistance are responded to in a timely and
accurate manner; to improve knowledge of government programs and services and encourage
citizen participation by providing understandable and complete information to the public; to
work collaboratively with other governmental and non-profit organizations to achieve
common goals and mutual interests.
Tltc County Managcr continues to pronrotc public trust and confidence in county governrnent
through rturnerous public speaking cngagements. televisitln interviews. service on comnrunity
leaderslrip organizatiorts artd frequent outreach to rtunrerous civic. busirress and educational
ittstitutions and associations. The Ofllce of Communicatiorr arrd Custonrer Relations
cl cicntly and eftbctively handles a large volume of citizerr service and public records
rcclttcsts. The A-eency lssue Mattagelncnt Systetn (AIMS) continues to providc a fast. reliable
Ittcthod lbr the disposition of constituent service requests and cornplaints. A concerted ef'fort
has bccn rnade to irnprovc tlre public's knowledge of the responsibilities and activities of
thcir county govcrnnrcnt using a variety of conrnunication tools. ln addition to traditional
;rrint and tttedia outreach. stalf has si-enilicantly expanded the use of social nredia. upgraded
artd irtrproved tlre county website and the collier governrnent television station to get our
nrcssa-qc out to the crrstorner.
'l'he County Manager has also developed and nuflured effective u,orkin-9 relatiorrships with
otllcials in the Constitutional Offices. rnunicipal govcnrments. independeltt flrc districts.
watcr urarlagerncnt district and our local statc legislativc delegation in order to advance our
con.lrnon goals and rnutual interests.
(Plause l;ec the urclol;ed rcporl fttr spcc:ific'acc'ttrnplishnrcnt:; in this pelfin"nrunc'a urcat
Below
Standard
Meets
Standard
Exceeds
Standard13
RatingJ
Commissioner Comments:
11.E.5
Packet Pg. 630 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
ADDIT10NAL COMMENTS
Commissioner Signature
11.E.5
Packet Pg. 631 Attachment: Commissioner Saunders, District 3 (6787 : Annual Performance Appraisal for the County Manager)
Commissioner Taylor
District 4
County Manager Self-Assessment for
Action Plan Results for Fiscal Year 2018
1. Leadership and Organizational Direction - To provide clear and consistent direction to the
County workforce; to consistently display professionalism and personal and business ethics
consistent with Agency guiding principles; to maintain focus and commitment to long range
strategic planning as the key to achieving Agency's vision and mission; to achieve
organizational results through the collective efforts of a knowledgeable and motivated
workforce; to implement strategies, plans and tactics to effectively achieve operational and
program goals and objectives; to anticipate and analyze problems and to develop effective
and innovative solutions.
A dedicated, professional and talented senior leadership team continues to effectively direct
and motivate the County workforce to carry out the policy directives and operational
objectives of the BCC. Major program and service goals and objectives are aligned around
the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well
as by the Board's adopted budget policy. Proactive management and stewardship of Agency
human, financial and physical assets remains a priority focus of the leadership team. Staff
continues to seek opportunities to optimize resources, upgrade service levels and improve
accountability and to implement cost effective, innovative solutions to a number of
challenging and/or unanticipated issues that have arisen during this review period.
(Please see the enclosed report.for specific accomplishments in this pefformance areat
Below
Standard
Meets
Standard
Exceeds
Standard1
Rating 夕 ′、Jθ
Commissioner Comments:
11.E.6
Packet Pg. 632 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
2. Operational Effectiveness -To implement plans and effectively deploy organizational
resources to achieve operational objectives; to implement best management practices and
business systems designed to maintain quality service, control costs and improve customer
satisfaction; to implement business process improvement initiatives to improve operational
efficiency and quality of products and services; to implement policies, procedures and
reporting systems to insure financial and operational accountability and internal controls.
1.ltc Cotutty Martager cotttinucs to placc a stlottg crnphasis on nranagcnrent ltracticcs and
bttsittcss systetns that hclp our orqanization irnprove scrvicc. corrtrol cclsts and delight our
custottrers. Perlbrrnartce nreasurenrent and bcnchrnarking have been irrtegrated into our
stratcgic. opcratiottal and fiuarrcial plarrrrirrg cllbrts. Busincss proccss inrprovcrncnt
initiativcs contittue to bc itnlrlcrnentecl in an cllilrt to clinrinate rvastc and irnprrlvc tlrc quality
ol'clur services. Managctttettt cortducts lbrrnal assessrnerrts ol'our business risks and has
cttacted lneasures to itnlrrove our firancial and operatiorral accountability.
(Plcusa :;aa tlrc attclo;;acl rcporllbr.UtcciJic'ttc'c'ttrtrpli,shnrcrrt,s in thi:i pctlbrnruttc't, urcut
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating 4-,e
Commissioner Com ments:
11.E.6
Packet Pg. 633 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
3.Performance Management and Workforce Development - To recruit and retain talent
needed to provide best value services to customers; to maintain a comprehensive personnel
management system fully compliant with applicable employment and labor relations laws; to
maintain a market based compensation and benefit program; to maintain a performance
management system fully aligned with agency strategic and operational plans featuring
measurable performance objectives, best practices and industry benchmark comparisons; to
provide comprehensive employee training and skillenhancement programs, including an
effective succession planning program to identifo and train mid managers with the desire and
ability to step into senior management positions.
-l'lre Agency's lcadcrship tcaut proactivclv rnanagcs all lircets of pcrsonnel rnanagcnrcnt to
irrsurc our ability ttl rccruit arrd rctain ernployccs. provicle cornpetitive pay antl lrenetlt
progranls and rrrtrintain cornpliance rvitlr relevant labor and ernploynrent laws. 'l'he FIR
dcpaftnrent hns continued to of'fcr cf fcctive career developrncnt. rccognitiorr prograrns. in-
Irousc trairring otl'crings and a fbrrnal succcssion planniug progranr fbr aspirirrg future leaclcrs.
'l'he Risk Managernent L)epartnrent continues to deliver a sell--insurance and progressive loss
prevention prograrn that is innovative. rnarkel cornpetitive. actualially scnrnd arrd acccnrntable.
(l'lau,sa sce lhc arrc'lo:;ecl raporl .lir .spe c'i/ic crc'c:ornplishnrcnt,s in lhi,s peffirnrunt:c urcul
Below
Standard
Meets
Standard
Exceeds
Standard1
2 ,コL3
Rating
Com missioner Comments:
11.E.6
Packet Pg. 634 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
4.Policy Execution and Support to the Board - To effectively implement directives and
policy of the Board; to timely and effectively respond to Board requests for information or
assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible,
clearly written and contain appropriate and sufficient financial analysis and legal review; to
provide recommendations for new and/or improved Board policies and ordinances; to provide
effective staff support to BCC Advisory Boards and Committees; to assist the Board with
preparation and execution of the County's federal and state legislative programs; to provide
the BCC with timely, accurate reports concerning matters of importance to County
government.
StalTlras rvorkcd clfbctivcll,'to exccute nunlerous policl,'and prograrn initiatives directcd by
the Board during tlris revierv period undel tiglrt deadlines. Stall'responses to BCC inquiries
and inlbnnatiorr rccluests lrave been tirnel,v. accurate and tlrorough. rvith verv few exceptit'rtts.
Wc ltavc dcvclopcd a Ilrst-ratc legislative affairs prograllr l'eaturing prol'essional in-ltouse
talcrrt supl;orted lry expcl't fbdcral arrd statc contract lobbyists. Staff has rvorked diligently to
irrsurc that nranagenlent reports, lrresentations arrd cxecutive sun.rrrraries arc acculate,
tlrorough. clearly rvrittcn antl contain appropriate arrd sufflcient financial arralysis and lcgal
rcvicw.
(Plcu,sa,vcc tlrc arrc'lo.sad reltorl Jbr l;pec'ilit: uc'cornltlislmrcrtl,'; in lhis parrttntrunc:c areut
Com missioner Comments:
/し ッみ
11.E.6
Packet Pg. 635 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
5。Budget and f inancial Management - To prepare a balanced budget in accordance with
Board established budget guidance; to make the best possible use of public funds with the
awareness of the need to operate efficiently and effectively; to proactively monitor and
manage fiscal activities, including reserve levels and revenue forecasts; to actively manage
the County's debt structure and financing mechanisms;to work cooperatively with the Clerk
of Courts on internal audits and the preparation of the CAFR.
'fhe County Manager and staff continue to work prudcntly and eff-ectively to strikc a balance
betrveett f unding fbr continued and expanded prograrns and operations driven by grolvth.
scrvice dcrnands arrd policy initiativcs with the rrccd to firnd replacenrent capital
intiastructure and rnaintenance as rvell as new capital initiatives. Based on Board approved
budget guidance. stalTproduced a IrY 2018 budget tlrat rnaintairred the general tund and
unincorporated area general fund millage rates: increased general fund reserves; rnaintained a
policy corrtpliant debt positit'rn: satisfied state unfunded nrandatcs; enhanccd fi'ont line
opcrating serviccs and allocated lirnitcd l'esources to high priority capital inrprovcrnents and
asset rnairrtenance and replacernent. Aggrc-ssivc rnanagernent of the debt porllolio since FY
20 l0 contirrues to provc beneficial through rcduced annual non grorvth related rcvenuc bond
debt servicc paid by thc gcneral firnd. Thc County's implied corporate issucr credit rating was
elevated to AAA by Standard and Poor's. tlre lrighest available irr the industry.
'l'lre corporate ofllce of grants cornpliauce continues to pay dividends with rcspect to
irnproving grant managernerrt arrd audit cornpliance. Tlre Board received a lavorable year
ending 201 7 Corrsolidated Annual Financial Repoft (CAFR) and efforls continue to errhance
intcrrral systerrrs and processes to ensurc continued favorable CAFR results.
(l)lau.se sac lhc enc'loscd reporl .fir.Utcci/ic: uc'complishntents in lhis partbnnanc:c ureu)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating e.-{o
Com missioner Comments:
ynry
11.E.6
Packet Pg. 636 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
6。Capital Improvements and Asset Management - To responsibly plan, construct and
maintain the County's critical public infrastructure and capital assets to ensure sustainability
for the future; to annually conduct the combined AUIR/CIE review of service levels and
capital improvements with the CCPC and BCC; to insure capital projects and contracts are
managed in full compliance with BCC policies and agency guidelines; to implement and
evaluate the potential of the approved pilot asset management system and develop funding
recommendations to sustain the quality of the County's established infrastructure and
facilities.
Allcapital pro.iccts autlrorized in tlre FY 2018 budgct are proceeding on schcdule and w,ithin
budget. Prepamtiorrs are well underway fbr presentatiou ol'tlre annual-ioint AUIR/ClE report
to the BCC ilt Novetttber. after CCPC review. which rvill provide an integrated.
cotnpreherrsive revicw ol'the 5 year capital progranr tlrat addre'sses level olservice standards.
spccilic proicct dctails and cornplete funding plans. -fhe County Managcr has insured that
critical infi'astructurc and cquiprneut rnaintenancc and replacernents werc fundcd in the
FY20l 8 arrd the proposed FY20l9 budgets.
(Pleu.se l;cc tlrc anclosed rcporl Jbr spccific' uccltrnpli.shmant,s in this peflbrmuncc urea)
Below
Standard
Meets
Standard
Exceeds
Standard123
Rating *)
Com m issioner Comments:
pw
11.E.6
Packet Pg. 637 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
7. Public Information and Community Relations - To sustain public trust and confidence in
County government; to promote transparency and public involvement in County government;
to meet regularly with citizens, civic groups, businesses and homeowner associations; to
ensure that public requests for information and assistance are responded to in a timely and
accurate manner; to improve knowledge of government programs and services and encourage
citizen participation by providing understandable and complete information to the public; to
work collaboratively with other governmental and non-profit organizations to achieve
common goals and mutual interests.
The County Manager continues to promote public trust and confidence in county government
through numerous public speaking engagements, television interviews, service on community
leadership organizations and frequent outreach to numerous civic, business and educational
institutions and associations. The Office of Communication and Customer Relations
efficiently and effectively handles a large volume of citizen service and public records
requests. The Agency Issue Management System (AIMS) continues to provide a fast, reliable
method for the disposition of constituent service requests and complaints. A concerted effort
has been made to improve the public's knowledge of the responsibilities and activities of
their county government using a variety of communication tools. In addition to traditional
print and media outreach, staff has significantly expanded the use of social media, upgraded
and improved the county website and the collier government television station to get our
message out to the customer.
The County Manager has also developed and nurtured effective working relationships with
officials in the Constitutional Offices, municipal governments, independent fire districts,
water management district and our local state legislative delegation in order to advance our
common goals and mutual interests.
(Please see the enclosed reportfor specific accomplishments in this performance area)
Below
Standard
Meets
Standard
Exceeds
Standard
I3
Rating 夏
Commissioner Comments:
k+,
11.E.6
Packet Pg. 638 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
ADDIT10NAL COMMENTS
,/taL u zn a-ta e/ a,
Ltr,% *o-tt f%..',q-zat 4aan ,/ea/rz<Lo.
ノr・ イをクε″/勿 幽笹菫立2_
_∠2年 %″″〆〃蒻 ∂″´珍″笏
βr″4耽ε麒 `,
えたノ“多々/Commissioner Signature
11.E.6
Packet Pg. 639 Attachment: Commissioner Taylor, District 4 (6787 : Annual Performance Appraisal for the County Manager)
CommisSiOner McDaniel
District 5
Date:
To:
F『om:
August 30,2018 濡 淵調 :臨
Board of Gounty Commissioners
Leo tt Och、JLCounwManager f´ρ
Subject: PerformanceAppraisal
Consistent with the requirements of my employment agreement, please find
enclosed a seif appraisal of performance with respect to the objectives outlined in
my FY2018 Action Plan. The Action Plan document contains a rating scale for
your use in completing the County Manager's FY20'18 performance evaluation.
Please return your graded packets to me on or before September 14, 2018 so
that I may consolidate the grades for presentation at the September 25,20'18
Board meeting.
lf you would like to meet to discuss your rating, please let me know and l'll make
the arrangements.
Thank you for granting me the privilege of serving as your County Manager.
11.E.7
Packet Pg. 640 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
Fiscal Year 2018 Annual Performance Evaluation
Leo E. Ochs, Jr. County Manager
The County Manager's Employment Agreement with the Board of County
Commissioners provides for an annual evaluation ofthe County Manager's performance.
Historically, this performance has been measured against performance objectives set
forth in that year's annual Action Plan, by rating each of the performance objectives on a
I to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being
Exceeds Standards. Guidelines for scoring the evaluation applying this scale are
enclosed. Individual evaluations are then totaled and averaged to determine the Board's
collective position.
The County Manager is tasked with carrying out the policy direction provided by the
Board of County Commissioners. The position fi.rnctions as the CEO, providing
leadership and direction over the day-to-day operations and management ofthe
employees of the Board of County Commissioners. The following Action Plan describes
goals and performance expectations for the County Manager for Fiscal Year 201 8. These
goals are based on the broad areas generally expected to be performed by the Chief
Executive Officer.
11.E.7
Packet Pg. 641 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
Scoring Guidelines for Annual Performance Review
Score Result
I
Below
Standards
Some improvements and/or early good performance levels in a few
areas
Results not reported for many to most areas of importance to the
organization's key business requirements
2
Meets
Standards
Improvement trends and/or good, performance levels repofted for most
areas of importance to the organization's key business requirements
No paftem ofadverse 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 benchmarks--show areas of strength
and/or good to very good relative performance levels
Business results address most key customer, market, and process
requirements
1
Exceeds
Standards
o Current performance is excellent in most areas of importance to the
organization's key business requiremenlso Excellent improvement trends andlor sustained excellent performance
levels in most areaso Evidence of industry and benchmark leadership demonstrated in many
areas. Business results fully address key customer, market, process, and
action plan requirements
Final Standard Ratins Scale Needs Improvement Meets Expectations Exceeds Expectations
100-166 167-233 234-300
11.E.7
Packet Pg. 642 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
County Manager Self-Assessment for
Action PIan Results for Fiscal Year 2018
1. Leadership and Organizational Direction - To provide clear and consistent direction to the
County workforce; to consistently display professionalism and personal and business ethics
consistent with Agency guiding principles; to maintain focus and commitment to long range
strategic planning as the key to achieving Agency's vision and mission; to achieve
organizational results through the collective effiofts of a knowledgeable and motivated
workforce; to implement strategies, plans and tactics to effectively achieve operational and
program goals and objectives; to anticipate and analyze problems and to develop effective
and innovative solutions.
A dedicated, professional and talented seuior leaderslrip teanr coutinues to effectively direct
attd ntotivate tlte County workfbrce to cany out the policy directives aud operational
objectives o1'tlre BCC. Major program and service goals and objectives are aligrred around
the Vision, Mission and Strategic Focus Areas ernbodied in the Board's stlategic plan, as rvell
as by the Board's adopted budget policy. Proactive mauageurcllt and steu,ardship of Agency
Itutnan, financial and physical assets renrains a priority focus ol'the leaderslrip team. Staff
cotttittues to seek opporttrnities to optinrize resources, upgrade service levels and irnprove
accorrntability and to intpletuent cost eff'ective. innovative solutious to a nunrlrer of
challenging and/ot' unanticipated issues that have arisen during this review period.
(Pleuse sea lhe enclosed rqtorl./br specific acconnlishme nts in this pellbrmrmce orea)
Below
Standard
Meets
Standard
Exceeds
Standard
I23
Rating L-/
Com missioner Com ments:
11.E.7
Packet Pg. 643 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
2. Operational Effectiveness -To implement plans and effectively deploy organizational
resources to achieve operational objectives; to implement best management practices and
business systems designed to maintain quality service, control costs and improve customer
satisfaction; to implement business process improvement initiatives to improve operational
efficiency and quality of products and services; to implement policies, procedures and
reporting systems to insure financial and operational accountability and internal controls.
Tlre Counfy Mauager continues to place a strolrg entphasis on nranagelnent practices and
business systenrs that help our organization intprove service, control costs and delight our
custonrers. Perlornrance nreasurement and benchrnarking have beerr integrated into our
strategic, operational and fiuancia[ planning efforts. Business process inrprovement
iuitiatives continue to be implernented in an ef'fort to eliminate rvaste and improve the quality
of our sen,ices. Marragenrent conducts fbrnral assessnrents of oLrl business risks and has
enacted nreasures to inrprove our financial and operational accountability.
(Pleetse see llrc enclosed raport.for speci/ic crccornplisltmerrl,s iu tltis per'/bnntrnce crreai
Below
Standard
Meets
Standard
Exceeds
Standard
I23/Rating/Com missioner Com ments:
11.E.7
Packet Pg. 644 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
3.Performance Management and Workforce Development - To recruit and retain talent
needed to provide best value seruices to customers; to maintain a comprehensive personnel
management system fully compliant with applicable employment and labor relations laws; to
maintain a market based cornpensation and benefit program; to maintain a perfonnance
management system fully aligned with agency strategic and operationalplans featuring
measurable performance objectives, best practices and industry benchmark comparisons;to
provide comprehensive employee training and skillenhancement programs, including an
effective succession planning program to identifu and train mid managers with the desire and
ability to step into senior management positions.
The Agency's leadershill teanr proactively nranages all facets of personnel rnanagernent to
insure our ability to recruit and retain employees. provide contpetitive pay and [renefit
programs and ntaintaiu contpliance with relevant labor and ernploylnent larvs. The HR
departtttettt has contiuued to offer effective cal'eel'developrnent, recogrritiorr prograrus, in-
house trainirg offeliugs and a fonnal successiort planning progratn for aspiring firture leaders.
The Risk Managenrent Departruertt continues to deliver a sell'-insurance and progressive loss
prevention program that is ittnovative, nrarket conrpetitive. actuarially sourrd and accountable.
(Please see lhe enclosecl rep<trt.for specilic ucc<trnplislmrenl.s in this per:fot'nrutrc'c urcu)
Com missioner Com ments:
11.E.7
Packet Pg. 645 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
4.Policy Execution and Support to the Board - To effectively implement directives and
policy of the Board; to timely and effectively respond to Board requests for information or
assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible,
clearly written and contain appropriate and sufficient financial analysis and legal review; to
provide recommendations for new and/or improved Board policies and ordinances; to provide
effective staff support to BCC Advisory Boards and Committees; to assist the Board with
preparation and execution of the County's federal and state legislative programs; to provide
the BCC with timely, accurate repofts concerning matters of importance to County
government.
Stalf has worked effectively to execute nunrel'or-rs policy and program initiatives clirected by
the Board dtrrirrg tltis revierv period urrder tiglrt deadlines. Staff resporrses to BCC inquiries
and ittl'ortnatiott requests have beett tirnely. accurate and tlrorough. rvitlr very few exceptious.
We have develolted a first-rate legislative affairs plogrant featuring professional in-house
talettt supported by expert federal and state corrtract lobbyists. Staft-has worked diligently to
itrsttre that ntanagettrettt relrorts, presentations and executive surnntaries are accurate.
tltorough, clearly rvrittett and contain appropriate and sufficient fitrancial analysis and legal
review.
(Plca,se see llte enclosed reporl .for specific occotnltlishrnents in thi.s pe(/bnnance areql
Below
Standard
Meets
Standard
Exceeds
SJandard12/3Rating/ノ ∂刻
11.E.7
Packet Pg. 646 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
5。Budget and Financial Management - To prepare a balanced budget in accordance with
Board established budget guidance; to make the best possible use of public funds with the
awareness of the need to operate efficiently and effectively; to proactively monitor and
manage fiscal activities, including reserve levels and revenue forecasts; to actively manage
the County's debt structure and financing mechanisms; to work cooperatively with the Clerk
of Courts on internal audits and the preparation of the CAFR.
The Couttty Mattager and stal'f cotttinue to rvork prudently and effectively to strike a balance
betu,eelt funding for cotttirtued and expanded programs and operations driven by groMh,
service dentattds arrd policy initiatives with the need to firnd replacement capital
infi'astt'ttctttt'e artd mainterlance as well as new capital iuitiatives. Based on Boald approved
budget gr.ridattce, staff ploduced a FY 201 8 budget tlrat rnairrtained the general fund and
ttttittcorporated area gerteral fund rnillage rates; irrcreased gerreral fund reserves; mairrtained a
policy cotnpliant debt position: satisfied state unfunded rnandates; enhauced fi'ont line
operating services aud allocated lirnited resources to high priority capital itnprovelnents and
asset maintenattce artd replacenrent. Aggressive nlanagentent ol'the debt portlolio since FY
2010 continues to prove beneficial through reduced annual norr glowth related levelrue borrd
clebt service paid by the general fund. The County's implied corporate issuer credit rating was
elevated to AAA by Standard and Poor's, the highest available in the industry.
Tlte corpot'ate office of grauts cornpliauce continues to pay dividends with respect to
itnproving gt'attt tmanagernent and audit compliance. The Board received a favorable year
ending 2017 Consolidated Annual Financial Report (CAFR) and effofts continue to enhance
internal systents and processes to ensure continued favorable CAFR results.
(Please see lhe cnclo,sed report.for speci.fic occornplishilrents in thi.s pef./brrrtance area)
Below
Standard
Meets
Standard
Exceeds
Standard
I2/3Rating ノ
Commissioner Commen
11.E.7
Packet Pg. 647 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
6。Capital Improvements and Asset Management - To responsibly plan, construct and
rnaintain the County's critical public infrastructure and capital assets to ensure sustainability
for the future; to annually conduct the combined AUIR/CIE review of service levels and
capital improvements with the CCPC and BCC; to insure capital projects and contracts are
managed in full compliance with BCC policies and agency guidelines; to implement and
evaluate the potential of the approved pilot asset management system and develop funding
recommendations to sustain the quality of the County's established infrastructure and
facilities.
All capital pro.iects authorized in the FY 2018 bLrdget are proceeding on schedule and witlrin
btrdget. Preparatiotts are rvell utrderu,ay fbr preserrtation of the arrnualjoint AUIR/CIE report
to the BCC in Noventber, after CCPC revierv. rvhich will provide an integrated,
conrprehettsive revierv ol'the 5 year capital pfogranl tlrat addresses Ievel of service standards,
specific project details aud conrplete funding plans. The County Manager has insr,rred that
critical infl'astructut'e arrd equipment nraintenance and replacernents \\,ere funded in the
FY20l 8 and the proposed FY20l9 budgets.
(Pleuse see the ertclosecl reporl.for speci,fic accttrttplishments in this pe(bnntrnce oreal
Below
Standard
Meets
Standar/
Exceeds
Standard
I 2/3Rating ty
Commissigner
11.E.7
Packet Pg. 648 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
7. Public Information and Community Relations - To sustain public trust and confidence in
County government; to promote transparency and public involvement in County government;
to meet regularly with citizens, civic groups, businesses and homeowner associations; to
ensure that public requests for information and assistance are responded to in a timely and
accurate manner; to improve knowledge of government programs and services and encourage
citizen participation by providing understandable and complete information to the public; to
work collaboratively with other govemmental and non-profit organizations to achieve
common goals and mutual interests.
The County Mattager continttes to promote public tnrst and confidence in county governrnent
through lrulnerous public speaking engagenrents. televisiou interviews, service on cornrlunity
leadelship organizations attd fi'equent outreach to nunrerorrs civic, busirress arrd educatiorral
institutions attd associatiotts. The Office of Conrurunication and Custonter Relations
efficiently and effectively handles a lar-ee volume of citizen service and public records
requests. The Agency Issue Mattagenrent Systenr (AfMS) continues to provicle a fast, reliable
nrethod for the disposition of constituerrt service requests and colnplaints. A concerted eflort
has been ntade to irnprove the public's knorvledge of tlre responsibilities and activities of
tlteir counfy governmerrt using a variety of comnrunication tools. In addition to traditional
lrrint attd lnedia outreach, stafl'has signilicantly exparrded the use o['social meclia, upgraded
atld itttproved the courrty u,ebsite arrd the collier governnrent televisiorr statiorr to get our
nressage out to tlte custotner.
The Cotrnty Mattager ltas also developed and uut'tured etl'ective working relationships rvith
offlcials in thc Constitutional Offices. municipal govenrnrents. indeperrdent flre districts.
r,r,ater ntanagellent district and our local state legislative delegation in order to advance our
conlrrron goals and nrutual interests.
(Pleuse see llte attcloscd raltorl .fttr speci/ic accorrrytli,shmcnt,s in lhis per:lformunc,e cn,ea)
Below
Standard
Meets
StandardT
Exceeds
Standard1/3Rating γ
Com m issioner Com ments:
11.E.7
Packet Pg. 649 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)
ADDIT10NAL COMMENTS
κ
11.E.7
Packet Pg. 650 Attachment: Commissioner McDaniel, District 5 (6787 : Annual Performance Appraisal for the County Manager)