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Backup Documents 09/27/2011 Item #10Ai00- Co er CaHnty Office of the County Manager MEMORANDUM Date: September 1, 2011 To: Board of County Commissioners From: Leo E. Ochs, Jr., County Manager Subject: FY2011 Performance Review Consistent with the requirements of my employment agreement, please find enclosed my Self Appraisal for fiscal year 2011. It has been a year of significant change and difficult challenges for our organization, but I believe with your support and the tremendous work of our dedicated staff, much was accomplished. Please return your graded packets to me on or before September 19, so that I may consolidate the grades for presentation at the September 27, 2011 Board meeting. If you would like to meet to discuss your rating, please let me know and I'll make the arrangements. In keeping with our past practice during these difficult budget conditions, I will decline any merit pay or base salary adjustment to stay consistent with the restrictions applied to the rest of the County work force. Thank you for granting me the privilege of serving as your County Manager. Commissioner Hiller Input The County Manager is tasked with carrying out the policy direction provided by the Board of FY2011 Action Plan Leo E. Ochs, Jr., County Manager County Commissioners. He is by ordinance to provide leadership for the day -to -day operations of the employees of the Board of County Commissioners. The following Action Plan is developed in an effort to provide clear expectations for the County Manager for the period from October 2010 through September 2011. The Action plan is based on the broad areas generally expected to be performed by the Executive Officer, including: communications, leadership, organizational direction, financial oversight, personnel, growth and capital project management. This part of the action plan represents 40% of the annual evaluation weight. Each Goal for the fiscal year will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas are further categorized as to their pertinence and support of the FY 10 Strategic Focus Areas (SFA) and their Goals for Collier County that are enumerated below: It is Collier County's Vision — To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our County's Mission - To Deliver High Quality, Best - Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: SFA. 1. Quality of Place — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SFA. 2. Growth Management — To responsibly plan and manage community growth, development and redevelopment, and protect the natural environment. SFA. 3. Community Health, Wellness and Human Services — To improve the quality of life and promote personal self - reliance and independence. SFA. 4. Infrastructure and Capital Asset Management— To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future. SFA. 5. Economic Development — To support a business climate that promotes a sustainable, diversified and growing economy. SFA. 6. Governance — To sustain public trust and confidence in County government through sound public policy, professional management, and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. Below are the standards for scoring the self - appraisal. These should help you decide on how to grade each of the areas on my KRA/appraisal form. Score Result 1 • Some improvements and /or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements • Improvement trends and /or good performance levels reported for most areas of importance to the organization's key business requirements 2 . No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards . Some trends and /or current performance levels -- evaluated against relevant comparisons and /or benchmarks - -show areas of strength and /or good to very good relative performance levels • Business results address most key customer, market, and process requirements • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds . Excellent improvement trends and /or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00-1.66 1.67-2.33 2.34-3.00 Honorable Board of County Commissioners: I'm pleased to present to you the accomplishments achieved under the County Manager's FY2011 Action Plan. This past year has again been an exceptionally challenging and rewarding year for County government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer expectations, County staff has continued to deliver high - quality, best -value services, programs and facilities to our residents and visitors, as detailed throughout this Action Plan report. I lead a first -rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and developing a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency's vision of becoming the best community in America to live, work and visit. While every area of this performance report has received specific attention during this review period, the following important issues received my highest attention and priority this past year. Budget and Financial Management The Board once again set rigorous budget guidance for FY 2012 requiring no increase in property tax rates, despite a 5% average reduction in taxable property values County -wide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in operating hours and no planned layoffs or furloughs in FY 2012. In addition, staff maintained a fully funded and policy compliant debt management program and maximized opportunities to stabilize and lower debt service costs. Despite additional reductions in ad valorem general fund revenues in FY 2012, staff was able to increase the fund's reserve position by approximately $41VI and achieve the 2.5% contingency reserve policy objective established in budget guidance. Finally, the Board received a favorable year ending FY 2010 Consolidated Annual Financial Report with fewer findings than the previous audit period. Economic Recovery and Business Development With Board support and endorsement, staff has continued the efforts begun last year to establish a more customer focused business and regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Significant progress has been made in processing building permit applications and land use reviews, streamlining regulations and managing costs. Staff has also worked closely with the Economic Development Council, Chamber of Commerce and community business leaders to evaluate and develop alternatives to the current public - private partnership formed to promote business and economic development. Concepts and recommendations will be presented for BCC consideration at the September 23, 2011 EDC workshop. Organizational Effectiveness and Accountability I have continued to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and satisfy our customers' reasonable expectations. We have integrated performance measurement and benchmarking into our strategic, operational and budget planning efforts. We continue to implement business process improvement initiatives in an effort to eliminate waste and improve the quality of our services. We continue to conduct formal assessments of our business risks and make efforts to improve our financial and operational accountability. We strive to be a self- initiating, self- correcting organization that takes proactive measures to avoid mistakes and, when mistakes occur, moves decisively to implement corrective measures and procedures to avoid similar problems in the future. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to provide best -value services and programs in these very challenging times. The following areas of Communications; Leadership /Organizational Direction; Personnel Management support the Strategic Focus Area 6 - Governance — To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. COMMUNICATIONS Below Meets Exceeds Standard Standard Standard 1 2 3 C.1 (Internal) The County Manager will be expected to 1.67 provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the information goes public. RESULTS: Staff responses to BCC inquiries have been timely, accurate and thorough, with very few exceptions. Regularly scheduled BCC agenda review meetings have been maintained with each Commissioner, which are also used to provide regular updates on items of specific interest. In addition, Commissioners have 24/7 accessibility to the County Manager and staff via personal meetings, telephone contacts and e-mail communications. Concerted effort has been made to provide timely notifications, read -ahead material, and advanced briefings on all high profile upcoming a enda items and media issues. C.2 (External) The County Manager will be expected to 2.33 provide information to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide information to the public regarding County information. RESULTS: The County Manager has spoken at 16 public engagements during the past year including local TV and radio news programs, business and industry associations, civic and homeowner associations and numerous service clubs. In addition to the more conventional methods of public information, Twitter, Facebook and YouTube accounts for the County Manager's Agency were launched in the past year — expanding the communication channels used to provide information to residents and visitors. The County web site continues to be an informative, accessible and useful site for thousands of visitors each month who are seeking information about County services and programs. A mobile version of the county website compatible with smart- phones has been established. Web site streaming video has been made compatible for Mac users. Staff continues to explore the use of other mobile technologies as part of an evolving customer service strategy. C.3 (External) The County Manager will be expected to 2.33 ensure that the organization has systems in place to ensure that the general public is responded to in a timely and accurate manner. Also, improve Public Relations by providing more understandable and complete information to the public. RESULTS: The Agency Issue Management System (AIMS) continues to provide a fast, reliable method for intake of constituent service requests and complaints, as well as a useful tool for tracking these items to completion and reporting results. 323 AIMS issues were recorded, managed and resolved thru August 31, 2011. For FY 2011, response rates for constituent contact on /before five business days is 99 %, while response rates for issues closed on /before five business days is 83 %. More than 700 news releases /meeting notices are issued annually. The Citizen Liaison continues to process all non - personnel public records requests in an accurate and timely fashion. 199 public records requests were processed in FY 11, through June 30. 215 were processed in FY 2010. Collier TV (Channel 97) offers 24 hours of programming, 7 days a week and broadcasts between 800 -1000 hours of live meetings annually, including several off -site meetings. Recent special programming included hurricane and wildfire preparedness, FEMA flood map information, and a series of videos produced for the Public Utilities Division, along with 26 new episodes of the County's pet adoption program. LEADERSHIP/ Below Meets Exceeds ORGANIZATIONAL DIRECTION Standard Standard Standard 1 2 3 L.l The County Manager will ensure that there is a clear 1.67 direction that is communicated throughout the organization. RESULTS: A clearly defined, formally established organization structure and management chain of command is used to communicate operational objectives, policy directives and routine business information to the County workforce. Major program and service goals and objectives are aligned around the Board's strategic plan and Division five year business plans, which are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result areas. Regularly scheduled Division staff meetings have been held with attendance and input of staff from the Clerk of Courts, County Attorney, CRA & Airport Directors. I try to engage in as much direct interaction with County staff as possible, participating regularly in events like our new employee orientation sessions, service award breakfasts, semi - annual senior management retreats and informal field visits to each operating division at least once each year. I also continue to use the employee newsletter and the e-mail system to communicate with our workforce. L.2 The County Manager will ensure that all executive 1.67 summary reports provided to the Board have specific and clear recommendations. RESULTS: Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. We also continue to seek ways to make the entire agenda preparation and review process easier, faster and more convenient for the BCC, staff and public to use and access. In that regard, the County's new automated agenda system, "Agenda Central" went live in early FY 2011. L.3 The County Manager will provide opportunities for the 1.67 Board of County Commissioners to discuss and set proactive policy direction on key community issues. RESULTS: Six workshops were held in FY 2011 giving the Board many opportunities to discuss key community issues. Workshops with both the Naples City Council and the District School Board provided elected officials opportunities to review important public policy and service level issues. The Strategic Planning Workshop held on March 11, 2011 provided an opportunity to confirm and update important areas of public policy and service standards. The EDC Workshop held the same day gave the Board of County Commissioners a forum to discuss and debate strategies and plans for the pressing economic & business issues currently facing our community. The BCC continued to be actively involved with state and federal issues, working in collaboration with the County's lobbyists to ensure our legislative priorities were advanced in Tallahassee and Washington D.C. PERSONNEL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 P.1 The County Manager will ensure that the County follows 1.67 the Board's established policies for the hiring and management of its employees. RESULTS: The County Manager's Office, in frequent consultation with the HR Department and the County Attorney's Office, actively manages the compensation and personnel management system, focusing on compliance with all relevant employment and labor laws and county policies. Several updates to agency policies and procedures were completed in the past year. The HR Department maintained its employee recognition program, increased its in -house training offerings, and continues to provide targeted and com rehensive HR services. P.2 The County Manager will provide to the Board an annual 1.67 pay plan as part of the budget that will provide for an organized means for salary administration. RESULTS: Again this year, the Human Resources Department conducted the annual compensation and benchmarking survey with in -house resources. The study revealed that the County's compensation plan is generally competitive with equally sized and situated agencies. The FY11 Compensation Plan, with no adjustments to pay ranges, was approved by the BCC on September 28, 2010. The HR Department will submit the FY12 Pay Plan for BCC approval at its September 27, 2011 meeting. The following area of Growth Management supports Strategic Focus Areas SFA. 1. Quality of Place — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management — To responsibly plan and manage community growth, development, redevelopment, and protect the natural environment and SFA. 5. Economic Development — To support a business climate that promotes a sustainable, diversified and growing economy. GROWTH MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 G.1 The County Manager will ensure that the Land 1.66 Development Code (LDC) is responsive to community needs and consistently applied. The BCC will provide guidance to the staff to these ends. Complete development of an Administrative Code. RESULTS: The proposed new Administrative Code is expected to be delivered to the Development Services Advisory Committee (DSAC) and the Collier County Planning Commission (CCPC) by October 2011 for their review and recommendations, with BCC review and approval scheduled for the end of calendar year 2011. Staff is also preparing recommended LDC updates and a draft administrative review process for routine approvals, minor deviations to the LDC and minor amendments to PUDs. Staff briefed the BCC on this effort on June 28, 2011. G.2 The County Manager will continue to implement 2.33 measures to improve customer service in Growth Management Division (GMD). Expected outcome is to get permits and development review items back to the customer within established standards, and to reduce the number of repetitive reviews. RESULTS: In January 2010, the Growth Management Division's (GMD) Business Center and Client Services sections were formed to address and remove redundant business processes by combining similar land use and building permit functions. As a result of this business initiative, staff was able to deliver more responsive and personalized service to their customers and significantly decrease overhead and operational costs. In June 2010, the GMD revised the building permit application and review process, reducing the required number of plan sets and the total number of days to review building plans. Tracking data on these reviews has documented that reviews are meeting or exceeding established standards and no refunds for untimely reviews have been issued. Additional value added services implemented this year include an electronic plan submittal and review option and a credit card payment option for clients. Customer and industry feedback to the changes implemented to date have been very positive. G.3 The County Manager will provide staff coordination 1.66 through a series of citizen committees to study and implement numerous community planning initiatives. RESULTS: Staff provides administrative and technical support to a variety of on -going community planning initiatives including the following: Citizens Advisory Committee (CAC), Technical Advisory Committee (TAC), Pathway Advisory Committee (PAC), Development Services Advisory Committee (DSAC), Environmental Advisory Council (EAC), Historical and Archaeological Advisory Board, Productivity Committee, Flood Plain Management Committee (FPMC), Community Traffic Safety Team, Master Mobility Plan citizen stakeholders, East of 951 Horizon Committee, Civic Associations, MPO meetings, MSTU Boards, Local Coordinating Board (LCB). GA The County Manager will prepare for adoption of a 1 11.75 financially feasible Annual Update and Inventory Report (AUIR) and amendment of the Capital Improvement Below Meets Exceeds Element (CIE) of the GMP with the CIE found in Standard Standard Standard compliance by the Florida Department of Community 1 2 3 Affairs (DCA). 1.75 RESULTS: The 2010 AUIR/CIE was approved by the BCC on November 10, 2010. After a number of modifications, the DCA accepted the CIE on April 11, 2011. The 2011 AUIR/CIE is on schedule to be reviewed and approved by the CCPC by October 31, 2011 with the BCC scheduled for approval at a special November 15, 2011 hearing. The following areas of Capital Project and Financial Management support Strategic Focus Areas SFA. 1. Quality of Place — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4. Infrastructure and Capital Asset Management — To responsibly plan, construct and maintain the county's critical public infrastructure and capital assets to ensure sustainability for the future; and SFA. 6. Governance — To sustain public trust and confidence in county government through sound public policy, professional management, and active citizen participation. CAPITAL PROJECT MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 CP.I The County Manager will provide a capital budget that 1.75 will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for funding such projects. RESULTS: The FY 2011 adopted budget, as well as the FY 2012 proposed budget, contains a comprehensive annual capital improvement program section which provides a detailed description of actual and anticipated capital revenue sources and expenses by fund and project. CP.2 The County Manager will provide regular updates to 1.75 the County Commission on key capital projects in a manner which is easy to understand and timely. RESULTS: Staff communicates regularly with each Commissioner to provide updates on specific capital projects. Combining the annual AUIR and CIE provides the Board an integrated, comprehensive review of the capital program that addresses level of service standards, specific project details and complete funding plans. CP.3 The County Manager will ensure that for each key 1.75 capital project that there is clearly established responsibility, budgets and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. RESULTS: An integrated automated tracking system continues to be utilized by all divisions to monitor project results. Agency wide systems have been implemented to standardize and improve our capital project planning, execution and administration. In addition to the improvements made in the AUIR and capital budgeting processes mentioned earlier in this review, efforts to improve systems of procurement, contract management, value engineering, change order utilization, contractor performance compliance and regular staff training are on-going. FINANCIAL MANAGEMENT Below Meets Exceeds Standard Standard Standard 1 2 3 F.1 The County Manager will present an opportunity 2 annually, prior to the development of the annual budget, for the County Commission to have a policy level discussion regarding the next ear's annual budget. RESULTS: Annually, the County Manager provides the BCC with recommended polices and measures to guide the development of the Collier County budget. The FY 2012 proposed budget policy was reviewed and endorsed by the Productivity Committee and adopted by the Board on February 22, 2011. F.2 The County Manager will develop an annual budget that 2 will be presented to the County Commission in workshop format and then again in accordance with statute for public participation through a series of two separate public hearings ' I I RESULTS: The proposed FY 2012 County budget was presented to the Board during the annual workshop held on June 16, 2011. A millage neutral proposed budget was presented and the maximum ad valorem millage rates were set on July 26, 2011. Public hearing dates in September were confirmed for September 8 and 22, 2011. F.3 The County Manager will present a budget for FY12 that 2 will be in keeping with State mandated property tax reforms 7 and meets BCC guidance. RESULTS: In keeping with the Board's guidance, a millage neutral budget was presented resulting in a 3% reduction in the general fund with no significant reductions in front line services, no planned lay -offs or furloughs, no new user fees, no planned facility closures and no new position requests. Annual debt service is fully funded and compliant with BCC Debt Management policy and general fund contingency reserves have been increased to comply with budget guidance. This was a significant accomplishment given the 5.1% reduction in County wide taxable property values and the challenges presented by the local economic recession. F.4 The County Manager will provide annual updates of user 2 fees and other non -Ad Valorem revenue, i.e. impact fees, rants, etc. RESULTS: User Fees: No new fees or increased fees were issued in FY2011, nor are any planned in FY2012. Staff will evaluate the market competitiveness of current fee structures and make any recommendations in conjunction with the FY 2013 budget policy proposal. Impact Fees- Impact Fee studies that commenced or were in process in FY 2010 have all been completed, with the exception of School, which is awaiting the transmittal of the School Board recommendation. Additionally, the impact fee indexing cycle for FY 2010 was completed for Community and Regional Parks and Correctional Facilities. Road Impact Fees were reduced by 42 %. In October 2010, the Board approved a 50% reduction of the then current School Impact Fee rates, based on the School Board's recommendation. This reduction is scheduled to remain in place until October of 2012, at which time the rates will be revaluated. The current study, described above, is being completed in order to comply with local and statutory requirements for impact fees studies. Due to the timing of the adoption of the above studies and indexing, the 2011 indexing will be prepared in the fall of 2011. This indexing will include Road, Parks, Library, Government Buildings, Law Enforcement, Dependent Fire, EMS and Correctional Facilities. Required full studies scheduled for 2012 include Road, Parks and Correctional Facilities. Grants -The FY10 annual Grant Report was presented to the Board of County Commissioners on December 14, 2010. In FY10 78% of grant applications were awarded for a total award amount of $38 million. As of August 31, 2011, $39 million in grant funding has been submitted for FY11, with a success rate of 99% for those that have had a funding decision determined. Approximately $10 million of current funding requests are still pending award by grantors. The final FY11 report will be presented to the BCC in November 2011. F.5 The County Manager will work cooperatively with the 2 Clerk of Courts on the preparation of the CAFR and respond promptly and thoroughly to any issues raised by the external auditors. RESULTS: The year ending September 30, 2010 Comprehensive Annual Financial Report (CAFR) was accepted by the Board on March 8, 2011. The County Manager's Agency works closely with the Clerk's Finance Department in reviewing audit comments and addressing any audit questions. An internal audit oversight committee consisting of representatives from both agencies has been established to help facilitate production of a thorough and timely annual external audit. Goals for Fiscal Year 2011: As a reminder, each goal for the Fiscal Year will also be evaluated and will represent 60% of the annual evaluation weight. Execution of the County's 10 Year Strategic Plan. Continue execution of the County's 10 -Year Strategic Plan and alignment of the entire County Manager /BCC Agency organization around that plan by integrating multi -year business plans, annual operational work plans and individual performance goals and objectives. Develop a system of integrated strategic, operational and budget planning with related performance measurements. Conduct an annual or bi- annual BCC Strategic Planning Workshop. RESULTS: First year implementation of an integrated strategic, operating and budget planning cycle is in progress (and will be referred to as the Planning and Performance Management Lifecycle). An updated and enhanced strategic plan was approved by the BCC in March. Staff then created 5 and 1 year business plans and performance measures for FY 12 that are aligned to the budget. Below Meets Exceeds Standard Standard Standard 1 12 13 Rating 1 11.67 2. Long Range Planning. Continue to develop and execute a variety of long range planning initiatives including the following: • Complete and transmit the Evaluation and Appraisal Report to the DCA by March 2011. • Completed. Adopted by the BCC on January 31, 2011, submitted to DCA on February 9, 2011 and found in compliance by DCA on April 15, 2011. Complete the Master Mobility Plan by September 2011. • The original schedule was modified to accommodate requests for additional public involvement. The current schedule calls for submission of the draft Master Mobility Plan to the BCC in November and the final on December 13, 2011. A website has been established and 2 public stakeholder meetings have been conducted with 3 more planned in October and November. Complete the Parks Master Plan, including beach access & boat launch facility recommnedations, by January 2011. • Parks and Recreation brought the master plan to the Board of County Commissioners for approval on February 22, 2011. The Board of County Commissioners directed staff to create more opportunities for vetting the master plan with the public. Public meetings with the Commissioners were held on April 6, 2011 at South Regional Library and April 7, 2011 at University Extension Office. Feedback from these public meetings along with recommendations for adoption of the Parks and Recreation Master Plan are scheduled for presentation to the Board of County Commissioners at their September 13, 2011 regularly scheduled meeting. • Complete the Long Range Transportation Plan Update by January 2011. • The final Plan was approved by the MPO Board on December 10, 2010. Develop a Surface Water Master Plan that integrates the results of the Watershed Management Plan, Flood Plain Management Plan and Storm Water Management Plan by February 2011. • In November 2010, the BCC approved a change to the schedule to allow the public greater opportunity to provide input to the Watershed Management Plans (WNW). In order to receive as much public input as possible, staff has conducted the following meetings and presentations: EAC (7), DSAC (2), CCPC (5), General Public Meetings (8). Staff expects to bring the final recommendations to the BCC by October 31, 2011. The Floodplain Management Plan Update Report was approved by the BCC on June 14, 2011. • Complete the 2010 Census and bring redistricting options /maps to the BCC in late summer 2011. • Staff is still on schedule to hold public hearings and submit map options to the BCC for consideration in September 2011. A Project Management Plan, proposed redistricting criteria, and hiring a consultant to provide an RESULTS: independent review of the process was accepted by the BCC on April 26, 2011. The School Board has agreed to use the same boundaries as the BCC. Staff completed five (5) alternative maps on July 6, 2011. Meetings with County Advisory committees and the general public were conducted in August. This item is scheduled for presentation to the BCC on September 13, 2011. Improved use of technology and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency -wide electronic document/records management system. Develop additional opportunities to transact business w /customers on -line. RESULTS: Efforts continue to transact more business with customers on -line. The Airport Authority, Communication and Customer Relations, DAS, Library, EMS, Parks, Solid Waste, Growth Management and Utility Billing Customer Service now accept credit cards for certain on -line transactions. GMD has also initiated electronic submission of applications for "single trade permits." Upgrades to the automated budget and agenda management systems were also implemented to improve efficiency. Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 2 Improved use of technology and web site. Staff continues to look for opportunities to utilize available technology to provide services faster, cheaper and better. Improvements planned for the next year include expanded utilization of the upgraded SAP financial management system; a replacement of the automated budget software; an upgraded BCC agenda system and continued steps toward an agency -wide electronic document/records management system. Develop additional opportunities to transact business w /customers on -line. RESULTS: Efforts continue to transact more business with customers on -line. The Airport Authority, Communication and Customer Relations, DAS, Library, EMS, Parks, Solid Waste, Growth Management and Utility Billing Customer Service now accept credit cards for certain on -line transactions. GMD has also initiated electronic submission of applications for "single trade permits." Upgrades to the automated budget and agenda management systems were also implemented to improve efficiency. 4. Succession Plannine. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross - training, employee development, and succession planning endeavors. RESULTS: Graduated the first class of the Succession Planning program and selected candidates for the second group, who began a two year program geared at developing promising supervisors into strong management candidates. In -house training programs are now the Agency's primary source of employee development and numerous programs are offered through our HR department in subject matter ranging from management and leadership to communications and inter - personal skills to personal improvement to technical skills. Below Standard Meets Standard Exceeds Standard 1 2 3 [Rating 2 4. Succession Plannine. Continue to implement the plan to identify and train a group of people below the Division and Department level who have the desire and ability to step into higher management positions. Continue cross - training, employee development, and succession planning endeavors. RESULTS: Graduated the first class of the Succession Planning program and selected candidates for the second group, who began a two year program geared at developing promising supervisors into strong management candidates. In -house training programs are now the Agency's primary source of employee development and numerous programs are offered through our HR department in subject matter ranging from management and leadership to communications and inter - personal skills to personal improvement to technical skills. 5. Continued development of the Federal and State Legislative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESULTS: The approved federal agenda was presented to the congressional delegation and agency officials during the D.C. trip in March, 2011. In May, Governor Scott signed SB 2152 which includes language that dedicates excess toll revenue from the Alligator Alley toll road to develop and operate a fire station at Mile Marker 63 to provide fire and rescue services on the Alley – a critical public safety need. Staff accompanied two commissioners to Tallahassee for FAC Legislative Day and meetings with the Governor, cabinet officials, and agency directors during the 2011 legislative session. The BCC set its 2012 state legislative priorities at the July 26, 2011 BCC meeting. Below Standard Meets Standard Exceeds Standard 1 2 3 FRiating 1.67 5. Continued development of the Federal and State Legislative Programs. Advance the County's legislative program through continued development of relationships with federal and state elected officials, working collaboratively with our lobbyists and with the Florida Association of Counties. RESULTS: The approved federal agenda was presented to the congressional delegation and agency officials during the D.C. trip in March, 2011. In May, Governor Scott signed SB 2152 which includes language that dedicates excess toll revenue from the Alligator Alley toll road to develop and operate a fire station at Mile Marker 63 to provide fire and rescue services on the Alley – a critical public safety need. Staff accompanied two commissioners to Tallahassee for FAC Legislative Day and meetings with the Governor, cabinet officials, and agency directors during the 2011 legislative session. The BCC set its 2012 state legislative priorities at the July 26, 2011 BCC meeting. 6. Successful capital project management. FY11 will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects of Interest: • Collier Boulevard from Davis Boulevard to Golden Gate Main Canal Contract awarded to Astaldi at 6/14 BCC Meeting. Construction Engineering and Inspection (CEI) contract was awarded to Atkins on June 28, 2011. Notice to Proceed (NTP) was issued to Atkins for CEI services on August 26, 2011. NTP will be issued to Astaldi to commence construction by October 1, 2011. This project has been combined with and is following the same construction schedule as the Davis Boulevard from Collier Boulevard to Radio Road Project (see below). Oil Well Road Multi - Laning • Construction 60% completed. Anticipated completion by early Summer 2012 • Davis Boulevard from Collier Boulevard to Radio Road Below Standard Meets Standard Exceeds Standard 1 2 3 FR—ating 2 6. Successful capital project management. FY11 will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Infrastructure Improvement projects of Interest: • Collier Boulevard from Davis Boulevard to Golden Gate Main Canal Contract awarded to Astaldi at 6/14 BCC Meeting. Construction Engineering and Inspection (CEI) contract was awarded to Atkins on June 28, 2011. Notice to Proceed (NTP) was issued to Atkins for CEI services on August 26, 2011. NTP will be issued to Astaldi to commence construction by October 1, 2011. This project has been combined with and is following the same construction schedule as the Davis Boulevard from Collier Boulevard to Radio Road Project (see below). Oil Well Road Multi - Laning • Construction 60% completed. Anticipated completion by early Summer 2012 • Davis Boulevard from Collier Boulevard to Radio Road RESULTS: • This project has been combined with and is following the same construction schedule as the Collier Boulevard from Davis Boulevard to Golden Gate Main Canal project (see above). An advancement with reimbursement Joint Participation Agreement (JPA) with FDOT was executed and provides for FDOT to reimburse up to $20M for the combined project in ten quarterly payments beginning after July 1, 2012. • Obtain approval from the FHWA and FDOT of Interchange Justification Report (IJR) for Everglades Boulevard Interchange at I -75 • Draft of IJR to be completed by December 30, 2011 • North County Water Reclamation Facility Alignment Project • All aeration basin repair and replacement work is complete. All odor control work is complete. Bleach facility upgrades are complete. Both pond linings are complete. Substantial completion was the end of August 2011. Final completion is slated for the end of November 2011. • North Collier Regional Water Treatment Plant Water Quality Sustainability Project • Degasifier units 1 and 2 placed into service in December 2010. Degasifier units 3 and 4 placed into service in March 2011. Final project completion was July 15, 2011. • Landfill Gas to Energy Project • The Landfill Gas to Energy Facility received a Certificate of Occupancy on May 6, 2011, and began exporting power to Florida Power and Light. The County received its first payment for gas sales from Waste Management Renewable Energy Inc., on June 20, 2011. • North Collier Recycling Center • The project was completed the end of August 2011, ahead of schedule and on budget. B. Other Significant County Projects: • FPL and Collier Boulevard Greenway Projects • Completed February 2011 Below Standard Meets Standard Exceeds Standard 1 2 3 Fg—ating 2 B. Other Significant County Projects: • FPL and Collier Boulevard Greenway Projects • Completed February 2011 • Lely Area Storm Water Improvement Project (LASIP) • Two LASIP Projects: Northwest Royal Box Culvert and Whitaker Road Weir Swale Improvements and Box Culvert were awarded by the BCC on January 25, 2011 for construction and the construction is underway. As of June 2, 2011, 37% of the work completed. Fifteen (15) other LASIP projects are in various phases of design and right - of -way acquisition. The LASIP projects are progressing on schedule per the Construction Plan schedule. • Design and permitting for permanent Transfer Station construction at Collier County Government Center • Design and permitting currently scheduled to be let to bid for construction by October 2011. • Naples Depot Renovation • The building restoration and exhibit plan was completed and the Naples Depot Museum was reopened to the public on January 7, 2011. The facility is fully staffed and open to visitors six days per week with over 90% of its permanent exhibits in place. Final exhibit installation will be completed by December 2011. • Bluebill Avenue Public Beach Access, Restrooms and Intersection Improvements • This project will be split into two parts; the walkover, turnaround, drop off and infrastructure was approved by the BCC on July 26, 2011 with substantial completion scheduled by December 1, 2011. The bathroom building will not be constructed until the proposed AE zone FEMA Flood Map designation is adopted. • Gordon River Greenway • Currently, the project is at 60% design. Rezoning of the park was completed summer 2011. Planned design to be presented to the BCC in November 2011. • Wiggins and Clam Pass Dredging • Wiggins Pass Maintenance Dredging was completed in March 2011. Clam Pass Tidal Flushing Maintenance Dredging permit is still pending from Florida Department Environmental Protection and The United States Army Corps of Engineers based on an outstanding Biological Opinion from United States Fish and Wildlife Service. • Margood Park • Construction began on July 6, 2011. Initial project construction to include installation of bocce ball, volleyball, horseshoe pit, clearing of property, and establishment of parking area for kayak/canoers. • Bayview Boat Park • Phase I completed in January 2011. The design of Phase II and III is proceeding and permits are expected to be issued by the end of calendar year 2011. • Immokalee South Park • Contract awarded; construction to be completed by spring 2012. RESULTS: 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process RESULTS: • Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 2011. Staff has implemented Phase III (Building Plan Review , Inspections, and Contractor's Liscening) of the CityView application and expects to go -live with the final phase of portal in September 2011. • Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. Staff is currently accepting and reviewing single trade permits via fax, email, and pdf file exchange, and reviewing digitally. In June 2011 the Board of County Commissioners approved a contract with the County's current ECM provider (SIRE) to provide their Active Review Module to support the digital review and mark -up of building permits, land use submittals, and capital project plans. The anticipated go -live for this application is January/February 2012. • Implement credit card payment system in GMD no later than January 2011. Completed in December 2010. Process in place and Website active for online payment. Below Standard Below Standard Meets Standard Exceeds Standard 1 2 3 FR—ating 2 7. Overall Operational Improvements. A. Continue efforts to improve the plan review and building permitting process RESULTS: • Complete the implemention and fielding of GMD CityView Permitting and Land Use business software system by April 2011. Staff has implemented Phase III (Building Plan Review , Inspections, and Contractor's Liscening) of the CityView application and expects to go -live with the final phase of portal in September 2011. • Complete and field the first phase of electronic plan submittal and reviews no later than January 2011. Staff is currently accepting and reviewing single trade permits via fax, email, and pdf file exchange, and reviewing digitally. In June 2011 the Board of County Commissioners approved a contract with the County's current ECM provider (SIRE) to provide their Active Review Module to support the digital review and mark -up of building permits, land use submittals, and capital project plans. The anticipated go -live for this application is January/February 2012. • Implement credit card payment system in GMD no later than January 2011. Completed in December 2010. Process in place and Website active for online payment. Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 1.67 B. Grant Program Management — Continue efforts to improve all aspects of County grant program management through consolidation of resources and centralized administration of acquisition, compliance, accounting and reporting requirements. The Grants Management Office was strengthened with the hiring of two grants accountants to provide agency -wide assistance with grant compliance. As the volume of grant funded initiatives increases, this highly specialized skill set becomes more in demand. While the program began its efforts in the HHSV and Transportation areas, this is a county -wide resource designed to ensure full compliance with the complex requirements associated with the use of grant funds. RESULTS: C. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro - Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Due to the transition to the new planning and performance management lifecycle, OpsTrack was suspended for FYI I. However, new, more meaningful measures have been developed and quarterly monitoring will begin in FY 12 that includes projection trending for a five year horizon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback. Measures identified will be transitioned into the FY 12 performance management cycle. RESULTS: Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 2 C. Continue to refine and enhance the Operations Management Tracking System (OPS Track) that measures efficiency, productivity and effectiveness, as well as the Capital Projects Tracking System (Caps Track, now SAP Pro - Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Due to the transition to the new planning and performance management lifecycle, OpsTrack was suspended for FYI I. However, new, more meaningful measures have been developed and quarterly monitoring will begin in FY 12 that includes projection trending for a five year horizon. In April, Citizen Centric Performance Measures focus groups were held to provide additional feedback. Measures identified will be transitioned into the FY 12 performance management cycle. RESULTS: D. Improve emergency preparedness planning and response capabilities. • Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 1.66 D. Improve emergency preparedness planning and response capabilities. • Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. RESULTS: Collier County Emergency Management and the Collier County Health Department maintain plans, polices, procedures and resources should another outbreak occur. The threat of pandemic for this flu season has been low. On -going monitoring and coordination with the State and Federal health officials will continue indefinitely to ensure reasonable planning assumptions and local capabilities. Continue efforts to build our emergency management program in a fashion so as to meet or exceed national requirements for accreditation under the National Emergency Management Accreditation Program and National Fire Protection Association (NFPA)- Standard 1600. Collier County Emergency Management staff has completed all document submission for pre- accreditation assessment. Emergency Medical Services and MedFlight have completed 80% of their review and submission for national accreditation for those respective organizations. Accreditation for EMS and MedFlight should be completed by 4"' Quarter of 2011. Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances. Approved legislative support from the Board of County Commissioners resulted in the successful efforts to advocate passage of legislation (SB -2152) that was signed by Governor Scott May 26, 2011 that dedicates surplus toll revenues for the development and annual operation of a Collier County Fire /EMS facility at Mile Marker 63. Collier County and Ochopee Fire held a preliminary kick -off meeting in August of 2011 to develop a project charter and discuss facility location and construction options. Continue efforts to address the ALS /BLS delivery system studies in conjunction with the Board of County Commissioners and the Blue Ribbon Task Force recommendations. The Blue Ribbon Task Force has completed its presentations and work - session with the Board of County Commissioners. A draft public safety committee ordinance is currently under review with stakeholders. Evaluate cost - benefit of contracting with local hospital systems for inter - facility transports. Cost benefit and operational analysis concluded that County EMS should maintain primary responsibility for Pre - Hospital Emergency Medical Services and private hospitals should retain primary responsibility for patient transports between their facilities. Prepare ambulance fee update study. The Board of County Commissioners did not endorse any rate increase studies. Staff will continue to monitor rate fees around the state and review with its billing consultant as needed. Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 1.5 E. Asset Management - Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County infrastructure and assets. • Implementation of an Asset Management system was initiated by Public Utilities. The initial needs assessment for the project was completed resulting in the specifications for engaging a consultant to develop an implementation plan. This engagement will result in the specifications for a system design and is intended to be scalable and adaptable throughout the organization. A recommendation is forthcoming to the BCC in September, 2011. RESULTS: F. Business Process and Performance Improvements. • Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and improved internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls. This effort is on- going. RESULTS: • Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizen style process improvement or similar initiatives, plus the rollout of the strategic planning and performance measures process improvements. In addition, began a project to implement electronic plan submittal and review, a significant process improvement for the agency; and have started an in -depth process and system analysis of the capital project processes of the agency. Finally, to maintain currency on best practices, Collier initiated a local government process improvement consortium which has held three quarterly meetings and is focused on exchange of methods for improving government operations. Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 1.66 F. Business Process and Performance Improvements. • Further implement XCEL to include participation from all divisions and other key offices. Continue quarterly reporting approach to improve visibility of existing and improved internal controls. XCEL is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls. This effort is on- going. RESULTS: • Maintain strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, exploring best practices, etc. In FY 11, staff has undertaken three Kaizen style process improvement or similar initiatives, plus the rollout of the strategic planning and performance measures process improvements. In addition, began a project to implement electronic plan submittal and review, a significant process improvement for the agency; and have started an in -depth process and system analysis of the capital project processes of the agency. Finally, to maintain currency on best practices, Collier initiated a local government process improvement consortium which has held three quarterly meetings and is focused on exchange of methods for improving government operations. Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 2 G. Energy Management & Conservation — continue efforts to reduce energy consumption and promote a sustainable environment. RESULTS: Continue aggressive management and execution of the Energy Efficiency Conservation Block Grant (EECBG) program. Collier County has been aggressively implementing this cross - divisional federal grant and has obligated all funds for projects that include lighting retrofits, solar panels on utility carts, mechanical improvements, improvements to traffic flow, energy efficient technology training for building reviewers and inspectors and a multi- faceted planning effort aimed at reducing vehicle miles traveled. The Department of Energy performed two on -site monitoring visits and all comments received to date indicate that Collier County is managing an exemplary project. Continue efforts to implement a Property Assessed Clean Energy (PACE) program allowing county property owners to make energy efficiency and wind resistance improvements to their homes with loans repaid as special non -ad valorem assessments of their property tax bill. The BCC authorized staff to release a Request for Information (RFI) for models and services to administer a PACE program. The RFI yielded two potential providers and will be evaluated by the task force in September for a recommendation and update to the BCC in October or November 2011. Staff continues to monitor progress at the federal level and recently introduced legislation that would allow state programs to proceed. Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Staff continues to believe this is a viable option, however, the initial capital investment is significant and implementation slow as it requires costly conversions or replacing rolling stock. Most funding opportunities require cost sharing, the sources of which have not been identified. Staff continues to explore partnership opportunities that might offset the initial capital outlay. H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. • Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC - approved foreclosure initiatives. Below Standard Meets Standard Exceeds Standard 1 2 3 Ratin 2 H. Continue proactive actions to maintain the safety, appearance and character of our neighborhoods. • Continue enforcement and regulation of the Minimum Housing Standards Ordinance and the Property Maintenance Ordinance to include, enforcement of abandoned properties and implementation of the BCC - approved foreclosure initiatives. RESULTS: RESULTS: Provided monthly updates on Code Enforcement website for foreclosure resources and participated in scheduled Foreclosure Task Force events for community members. • Promote the purchase, renovation and resale of abandoned and foreclosed properties to qualified buyers. In FY 2011, using Neighborhood Stabilization Program (NSP) funding, a total of fifteen (15) foreclosed properties have been acquired. Renovation has been completed on sixteen (16) previously purchased NSP properties, and renovation is ongoing at six (6) properties. In FY 2011, a total of ten (10) homes have been resold to qualified buyers. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared `Economic Emergency'. • Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. The Return on Investment for each dollar invested in destination advertising and marketing as compared to visitor spending resulting from that investment is calculated at $19.50 for Quarters 1, 2 and 3 of FY 11. This is down $1.15 from FY 10 due to the slow economic recovery resulting in low hotel rates and reduced consumer spending. • Grow year -round hotel occupancy levels to 72 %. Hotel Occupancy as calculated through June of 2011 stands at 72.2% up 4.4% over the same period in 2010. The slower July - September period will bring the fiscal year average down, but we are predicting we will end the fiscal year at 64 %, up 1.3% over 2010. • Develop a plan to increase the athletic /sporting event market in the County. The number of visitors and participants attending amateur sports events in our community continues to grow with hotel room nights at 6,185 through June as compared to 4,218 for all of FY 10. • Coordinate stakeholder input regarding potential reallocation of TDC revenues and present findings to BCC in a workshop by end of November 2011. A new TDC sub - committee held their first meeting on April 1, 2011 and those meetings continued through August with public input. We plan to review the recommendations with various community stakeholder groups and plan to report to the BCC by November, 2011 on the committee's recommendations. Below Meets Exceeds Below Standard Meets Standard Exceeds Standard 1 2 3 Rating 2 Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared `Economic Emergency'. • Attain Return on Investment from advertising and promotion at an average of $17 for each $1 spent. The Return on Investment for each dollar invested in destination advertising and marketing as compared to visitor spending resulting from that investment is calculated at $19.50 for Quarters 1, 2 and 3 of FY 11. This is down $1.15 from FY 10 due to the slow economic recovery resulting in low hotel rates and reduced consumer spending. • Grow year -round hotel occupancy levels to 72 %. Hotel Occupancy as calculated through June of 2011 stands at 72.2% up 4.4% over the same period in 2010. The slower July - September period will bring the fiscal year average down, but we are predicting we will end the fiscal year at 64 %, up 1.3% over 2010. • Develop a plan to increase the athletic /sporting event market in the County. The number of visitors and participants attending amateur sports events in our community continues to grow with hotel room nights at 6,185 through June as compared to 4,218 for all of FY 10. • Coordinate stakeholder input regarding potential reallocation of TDC revenues and present findings to BCC in a workshop by end of November 2011. A new TDC sub - committee held their first meeting on April 1, 2011 and those meetings continued through August with public input. We plan to review the recommendations with various community stakeholder groups and plan to report to the BCC by November, 2011 on the committee's recommendations. Below Meets Exceeds RESULTS: Business and Economic Development Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. In August 2010, the Manager co- hosted a series of six "economic climate" workshops with 90 of Collier County's business leaders to solicit ideas for improving the local economy. I have also worked collaboratively with the Chamber and Hodges University to gather information from comparable local governments about the structure and function of economic development programs. That effort is continuing into a more detailed second phase of data collection and analysis. This effort is scheduled for completion by the end of 2011. In March 2011, the BCC authorized the staff and the EDC to conduct a series of public workshops to solicit input and develop a new plan for promoting economic and business development in the County. The results of that work will be the subject of a workshop on September 23, 2011. Develop a plan to improve the competitiveness of the County's economic incentive programs. Research into alternative incentive program information is on- going. Final plan recommendations will be contingent on BCC directions coming out of the September workshop. • Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before the BCC for consideration in early 2012. Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Options to the current structure and functions of the public /private partnership with the goal of improving Collier's competitiveness, results and accountability will be a primary discussion point at the September 23, 2011 BCC workshop. Standard IStandard I Standard 1 12 13 [Rating 11.5 Business and Economic Development Develop, in conjunction with community stakeholders, an action plan that helps promote business recovery, growth and diversification. In August 2010, the Manager co- hosted a series of six "economic climate" workshops with 90 of Collier County's business leaders to solicit ideas for improving the local economy. I have also worked collaboratively with the Chamber and Hodges University to gather information from comparable local governments about the structure and function of economic development programs. That effort is continuing into a more detailed second phase of data collection and analysis. This effort is scheduled for completion by the end of 2011. In March 2011, the BCC authorized the staff and the EDC to conduct a series of public workshops to solicit input and develop a new plan for promoting economic and business development in the County. The results of that work will be the subject of a workshop on September 23, 2011. Develop a plan to improve the competitiveness of the County's economic incentive programs. Research into alternative incentive program information is on- going. Final plan recommendations will be contingent on BCC directions coming out of the September workshop. • Develop a modified Fast Track Permitting process. Fast Track modifications are expected to go before the BCC for consideration in early 2012. Work with the EDC to explore opportunities to improve the results and accountability of the public /private partnership. Options to the current structure and functions of the public /private partnership with the goal of improving Collier's competitiveness, results and accountability will be a primary discussion point at the September 23, 2011 BCC workshop. Below Standard Meets Standard Exceeds Standard 1 2 3 Ratin 2 Commissioner's Comments: Mr. Ochs is a very pleasant and courteous gentleman. Commissioners Suggestions for Improvement: Mr. Ochs reliance on the direction of certain commissioners is resulting in performance below the potential I believe he has. This evaluation is not intended as a reflection of staffs performance. It is intended to be a reflection of the management of staff.