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Backup Docs 09/27/2011 (CR)Agenda Item #: r Meeting Date _ Presented by: MEMORANDUM Date: December 11, 2009 To: Planning Board Members From: Kris Van Lengen, City Planner Subject: Tigertail Beach CCCLV 09 -01; FV 09 -01 Public Hearing Issue: The Collier County Board of County Commissioners proposes a new restroom facility, beach walkover and associated improvements at the Tigertail Public Beach. These amenities are proposed seaward of the Coastal Construction Control Line (CCCL) and for this reason require a variance under Land Development Code (LDC) Section 30- 756. In addition, the restroom fac94 is planned below minimum flood elevation, and therefore requires a flood variance pursuant to Ordinance 98 -18. Discussion: This Petition is made by Clint Perryman, Project Manager in the Coastal Zone Management Department of Collier County. The proposed utility, restroom and walkover improvements at Tigertail Beach are included on the attached aerial map. An additional aerial map depicts the proposed area of exotic removal and restoration. Also attached is a cross section of the walkover structure. The subject property is located within the Public Conservation District on the Future Land Use Map of the City's Comprehensive Plan and designated Conservation /Special Treatment on the official zoning map. The allowed permitted uses include public parks, open space, recreational areas and nature trails, along with accessory uses such as restroom facilities and walkways. Notices for Public Hearing on both variances were posted at the property location, advertised as required and mailed to property owners within 300 feet of the parcel location within the prescribed timeframes. As of December 7, correspondence was received from seven (7) individuals and included as an attachment to this packet. Agenda Item # r � 7 Meeting Date Presented by. September 27, 2011 BCC agenda item 8. B. Sierra Club Calusa Group Comments on Vanderbilt Beach Park restrooms project includes general comments and recommendations to improve beach access along Collier County's coastline: The Sierra Club's comments and recommendations reflect our motto "Explore, Enjoy, and Protect" our outdoor areas and natural resources. The Calusa Group has nearly two thousand members. All of our state chapters and regional groups comprise a national membership that exceeds a million people. One thing unites us and our collective efforts. It's best stated as ensuring that our outstanding natural environment is preserved and protected for our and our future generations enjoyment of activities that don't degrade the natural environment. The Vanderbilt Beach Park restrooms improvement project has been discussed by the Calusa Group for almost two years. We believe this project muddles and is not consistent with what constitutes good beach access and beach access improvements. Sierra Calusa Group recommendations specific to Vanderbilt Beach Park: The Sierra Calusa Group recommends against the variance to change the location of the Coastal Construction Control Line / Coastal Construction Setback Line if it is being done in order to allow construction of a massive elevated structure on the sandy beach at Vanderbilt Beach Park. We do not believe this is consistent with improving beach access or good planning practices for coastal beach areas. General Sierra Calusa Group recommendations to improve beach access: 1) Acknowledgment that people go to the beach to enjoy the outdoors experience and interact with the nature that exists there. 2) Recognition that beach areas have natural wind and wave influences that should be maintained and supported in any planning for public amenities. 3) There are significant variations of beach characteristics within the different beach segments in Collier County. This had been incorporated into past planning and should be included in current and future planning for differing levels of service consistent with those beach area characteristics. 4) An accurate description of the county's coastal beach segments should preface assessment and planning for levels of service to be provided therein. Urban beach areas and conservation preserve beach areas identified as such. 5) Planning to improve beach access should proceed from a basic premise of a generally accepted concept that good beach access requires nearby parking and restrooms adjacent to areas easily accessed by the public. CCCLV 09 -01: This Petition pertains to the restroom facility, the elevated dune walkover, and related infrastructure, located more than 360 feet seaward of the CCCL. The proposed 32'x 15' restroom will be served by a water main and pump station and will include an outdoor shower and information kiosk. The walkover will extend approximately 340 feet through mangrove and dune areas, and will include an observation area at the beach terminus. A proposed Resolution is attached. LDC Section 30 -756 provides procedures for obtaining a variance from the Coastal Construction Control Line. At its core is the requirement to show "compliance with the City's Comprehensive Plan, Conservation and Coastal Management Element." Goal 1.5.2 of the Conservation and Coastal Management Element (CCME) of the Comprehensive Plan directs that the City "Increase public awareness of critical wildlife areas and natural preserves by education, allowing appropriate access, but also reporting violations of the rules and regulations to the appropriate agencies." The Petitioner states: "Over the years, the County has received countless complaints concerning the distance to the beach and the difficulty, particularly for families with children, of accessing the Gulf of Mexico shoreline from the existing park access points. The main objective of this project is to provide the public the most direct path possible (within the County's property) to access the Gulf of Mexico Shoreline. This important public project will provide an ADA- compliant walkway that substantially reduces the distance that beach patrons currently have to walk ... and will greatly improve the amenities for the public, especially the disabled, to enjoy at Tigertail Beach Park. The walkway also includes an observation area at the end of the walkway that will provide an important amenity for the disabled (e.g. wheelchair bound or infirm) public patronizing the park. These visitors are unable to travel across the beach to observe extensive wildlife on Sand Dollar Island. The observation area allows those visitors to access this visually beautiful natural environment. This design feature came as a result of considerable input from interested parties, including the public and private environmental groups such as the Audubon Society. None of Tigertail's existing beach access areas include this type of feature and we expect that it will greatly enhance the park's amenities, especially for the disabled." Goal 1.8.3.1 of the CCME also requires that the owner achieve all federal and state permits prior to the issuance of any building permit. In connection with these planned enhancements, the County has obtained all required permits, including: 2 • FDEP: CCCL permit for restroom, utility lines and walkover • FDEP: ERP permit for mangrove impacts and mitigation (walkover) • ACOE: Army Corps permit for mangrove impacts. These agencies have placed important conditions on the construction of the elevated walkover, including agency oversight during construction, removal of exotic vegetation and restoration of disturbed areas, a 10' wide (maximum) construction area, use of turbidity screens and suggested construction only during the dry season. FV 09 -01: The prnpnsed.amenities at Tigertail Beach are within the following FEMA classification: FEMA Flood Insurance Rate Map Community #: 120426: Panel #: 0803 G: Located in Flood Hazard Area: VE- 14.3 and 15.3 (NGVD) According to the standards adopted under Ordinance 98 -18 (Standards for Floodplain Management), all new construction in a VE zone must be built so that the lowest structural element of the floor is at or above the base flood elevation. Non - residential structures may be flood - proofed in lieu of being elevated. Section 901.3 of the City of Marco Island Floodplain Management Ordinance (adopted through Ord. 98 -18), states "all buildings and structures of all use groups except residential may be flood - proofed with walls which are substantially impermeable to the passage of water below the base flood level and with structural components capable of resisting hydrostatic and hydrodynamic loads, and particularly, the effects of buoyancy." This variance is being requested to allow the proposed restroom to be wet flood - proofed, which would allow the floodwater to enter the structure, instead of dry flood - proofed, where the floodwater is prevented from entering the structure, as provided in Chapter 10 of Ordinance 98 -18. Break -away walls will be built into the structure so that during flooding conditions the floodwater will enter the structure when the hydrostatic pressure reaches a specific load. The reinforced walls will be constructed with flood resistant materials to minimize rebuilding costs in the event of flooding. Staff has reviewed this petition in accordance with Section 1001.4 of Ordinance 98 -18, which lists the considerations upon review of a variance from the floodplain construction requirements, and finds the following: a. Would the granting of this request create a danger that materials may be swept onto other lands to the injury others? This structure will be wet flood - proofed with break -away walls, which are designed specifically for flood events. It is not anticipated that the granting of the variance will create a risk of injury or damage. b. Would the granting of this request create a danger to life and property due to flooding or erosion damage? 3 There is no anticipated danger to life due to flooding because this is a non - habitable structure. A flood event will result in a minor, quantifiable loss to the restroom facility only. c. What is the susceptibility of the proposed facility and its contents to flood damage and what effect would such damage be to the individual owner? This structure has been designed to be minimally affected by floodwaters and, therefore, little damage from flooding is expected. Collier County will be responsible for maintenance and repair. d. What is the importance of the services provided by the proposed facility to the community? Presently, there is one public restroom facility located near the entrance of the park. The proposed restroom is designed to serve those visitors who will access the beach at the proposed walkover several hundred yards to the south. The restroom amenity will serve an access point designed to provide visitors, including infirm and disabled individuals, with improved access to an observation platform and to the beach areas. e. Is it necessary for the facility to be located on a waterfront location (where applicable)? This facility has been designed to serve individuals using the beach park and as such, it is important for the facility to be located as designed. f. Is there an availability of alternative locations, not subject to flooding or erosion damage for the proposed use? All accessible locations at Tigertail are located in a special flood hazard area. Therefore, there is no alternative location at the beach park which would avoid the flood variance requirement and still meet the intended use of the facility. g. Is the proposed use compatible with existing and anticipated development? Presently, the existing development at the park consists of a parking lot, restrooms and beach walkovers. The park uses are passive in nature. The proposed restroom is compatible with existing uses. h. What is the relationship of the proposed use to the comprehensive plan and floodplain management program for the area? The proposed use is compatible with the comprehensive plan by promoting education and access to wildlife areas. Additionally, the facility will be adequately anchored and designed to prevent flotation, collapse (except for break -away walls) and permanent lateral movement due to flooding. L Would there be safe access to the property in times of flood for ordinary and emergency vehicles? This is a non - habitable structure. Safe access during time of flooding may be available, although the need should be minimal. 4 j. What are the expected heights, velocity, duration, rate of rise and sediment transport of the floodwaters and effects of wave action, if applicable, expected at the site? This restroom facility is located in a VE- 15.3 flood zone. This means that there is a greater than 1 % chance of flooding to 15.3 feet NGVD above sea level within a 100 - year storm event. The type of flooding that could be expected is high velocity (storm surge) flood waters. Wave action during a hurricane event can be expected 3 feet and higher, over and above the surge. k. What are the costs of providing governmental services during and after flood conditions including maintenance and repair of public utilities and facilities such as sewer, gas, electrical, and water systems, and streets and bridges? There is no anticipated cost of providing governmental services during and after flood conditions other than those normally provided throughout the City of Marco Island. Collier County will be responsible for the repair or replacement of damaged items. Staff Recommendation: Based upon the design and purpose of the improvements as described above, staff recommends that the Marco Island Planning Board recommend the following Petitions for approval: CCCLV 09 -01 and FV 09 -01. Requested Actions: 1. Recommend approval to the Board of Zoning Appeals the Petition for a Variance from the Coastal Construction Control Line for purposes of constructing a restroom with associated utilities and elevated dune walk -over at Tigertail Beach, ( CCCLV 09 -01); 2. Recommend approval to the Board of Zoning Appeals the Petition for a Variance from the Floodplain standards in Ordinance 98 -18 for purposes of constructing a restroom at Tigertail Beach (FV 09 -01). 5 Agenda !tem # 7, fleeting Gate Presented' by: < �` September 27, 2011 BCC agenda item 8. B. Sierra Club Calusa Group Comments on Vanderbilt Beach Park restrooms project includes general comments and recommendations to improve beach access along Collier County's coastline: The Sierra Club's comments and recommendations reflect our motto "Explore, Enjoy, and Protect" our outdoor areas and natural resources. The Calusa Group has nearly two thousand members. All of our state chapters and regional groups comprise a national membership that exceeds a million people. One thing unites us and our collective efforts. It's best stated as ensuring that our outstanding natural environment is preserved and protected for our and our future generations enjoyment of activities that don't degrade the natural environment. The Vanderbilt Beach Park restrooms improvement project has been discussed by the Calusa Group for almost two years. We believe this project muddles and is not consistent with what constitutes good beach access and beach access improvements. Sierra Calusa Group recommendations specific to Vanderbilt Beach Park: The Sierra Calusa Group recommends against the variance to change the location of the Coastal Construction Control Line / Coastal Construction Setback Line if it is being done in order to allow construction of a massive elevated structure on the sandy beach at Vanderbilt Beach Park. We do not believe this is consistent with improving beach access or good planning practices for coastal beach areas. General Sierra Calusa Group recommendations to improve beach access: 1) Acknowledgment that people go to the beach to enjoy the outdoors experience and interact with the nature that exists there. 2) Recognition that beach areas have natural wind and wave influences that should be maintained and supported in any planning for public amenities. 3) There are significant variations of beach characteristics within the different beach segments in Collier County. This had been incorporated into past planning and should be included in current and future planning for differing levels of service consistent with those beach area characteristics. 4) An accurate description of the county's coastal beach segments should preface assessment and planning for levels of service to be provided therein. Urban beach areas and conservation preserve beach areas identified as such. 5) Planning to improve beach access should proceed from a basic premise of a generally accepted concept that good beach access requires nearby parking and restrooms adjacent to areas easily accessed by the public. Collier County's coastline is segmented by its passes into coastal barrier beaches. The Vanderbilt Beach segment is the Northernmost segment of our barrier beaches. The Vanderbilt beach segment actually has three popular public parks spaced fairly equally along its length and each one has dedicated parking areas and restroom facilities. From North to South those public beach parks are Delnor- Wiggins State Park, Vanderbilt Beach Park, and Clam Pass Beach Park. Vanderbilt Beach Park is the only public beach in Collier County that has restroom amenities and a dedicated parking garage adjacent to it. In this important consideration it provides better beach access than other County beaches. The Vanderbilt Beach segment of barrier beach from Wiggins Pass to Clam Pass has a concentration of parking and restrooms that is not to be found anywhere else in Collier County. This certainly does not exist in the Parkshore segment of barrier beach from Clam Pass to Doctors Pass nor in the segment from Doctors Pass to the Gordon River, nor on Marco Island. In short, there is nowhere in Collier County that has better public beach access than what occurs on the Vanderbilt Beach segment of Collier County's coastline. The Vanderbilt barrier beach segment also contains the The Clam Pass /Clam Bay undeveloped Coastal Barrier System mapped as Clam Pass FL -64. It's composed of 570 acres that includes the only coastal creek and lagoon system in SW Florida that is protected by a Conservation Easement to remain in its meandering shallow condition within a mixed mangroves forest and banked by dense mangroves. The Sierra Club members, Collier County residents and visitors will benefit to the greatest degree when planning is done that recognizes and preserves natural amenities while providing beach access that's consistent with individual beach area characteristics along the Vanderbilt beach segment and other Collier County coastal segments. These recommendations and background information is provided to Collier County by the Sierra Calusa Group of SW Florida. .., „ . 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' 1 i k t' ' Nifirk0" 9 { ..' f It , 7. — "fie Oat i ` i;" 1 r • •1r he i, I14 1 ! ; .- ( r • t ' r��F .s 'r I s . r t , IA c t r r . I . I �u'„1 . , , . ,•.... . . ,• ,. . . , ■ { \ -,--„, .. ,.-. Jlf _ � ��- . ., . , , .... ,., .._ , 4/(0, _ ;:„..,-..... _....„.,,,,..., , . .„, _ F i ..... „.. , . .11 . j�— 41 t c 4 IN- ' c- ' . ' ! , r_ 1 ` ..� :• ' --- -k `hr .., } •_-_: . _: d ' ' ` i ' a /t yr` r r j • 4 i • hyir" t .' , ' i� rr / ft- ,nt `. "� .* _ - . - '!'''.-.. " r fr s:"'1:''f ' ■ tiN _ � p * V - i00- 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. ArnoldMichelle From: StringerThomas Sent: Tuesday, September 27, 2011 8:25 AM To: ArnoldMichelle Subject: FW: Medicaid Transportation Good morning. I am providing another statement from Sunrise for your review. Thank you. Thomas E. Stringer, Jr. General Manager Collier Area Transit 8300 Radio Rd, Naples, FL 34104 239.252.4997 - - - -- Original Message---- - From: Ellie VanderMeuse mailso: evandermeuse(asunrisegroup.orgl Sent: Monday, September 26, 2(il 11:00 PM To: StringerThomas Subject: Medicaid Transportation Dear Mr. Stringer, I regret that I will not be ahle to attend the County Comissioner's Meeting on Tuesday. I need to be in Miami for a mee Ong all day. Unfortunatly our management staff is limited these days and I don't have anyone -se to send. Mr. Stringer, these are hard times for everyone providing services to people vith disabilities. The cost of fuel and inflation make it very difficult to operate within bLJget. It is my hope that the CAT system will be able to find a way to continue providing Medicaid services as so many Collier County residents have the benefit of one point of access to service. Because Paratransit can toggle between TD, ADA and Medicaid the consumer can have their needs met by one provider. I am sure this is an advantage for the Paratransit system to streamline and maximize usage with less waste. Administrative costs, etc. F ase let me know how I can help. Sincerely, Ellie VanderMeuse, Director of Operations United Cerebral Palsy of Southwest Florida Sunrise Community of Collier County D sect T: 239.643.5338 ext 101 Cell: 239 - 682 -5609 Fax: 239.643.4937 Email: Evandermeuse(@sunriseg P org CONFIDENTIALITY NOTICE: This e-mail and any files transmitted with it are confidential and are intended solely for the u,e of the individual or entity to which they are addressed. This communication may also contai material protected and governed by the Health Insurance and Portability and AccUuntabili; Act (HIPAA). If you are not the intended recipient of this e- mail and the information it c rains or if you are not the employee or agent responsible for delivering this e-mail and th information it contains to the intended recipient, be advised that you have received this c ail in error and that any use, dissemination, forwarding, printing or copying of this e ,pail is strictly prohibited. If you have received this e-mail in error, please contact the e nder of this message. 1 cP_ ArnoldMichelle j4 tvc/ From: StringerThomas Sent: Monday, September 26, 2011 4:53 PM To: ArnoldMichelle Subject: FW: Medicaid Transporation /BCC Meeting on Tuesday, September 27, 2011 From Joyce on Medicaid /TD Thomas E. Stringer, Jr. General Manager Collier Area Transit 8300 Radio Rd, Naples, FL 34104 239.252.4997 - - - -- Original Message---- - From: Joyce A. Graham rmailto :jgraham(@sunrisegroup.orR1 Sent: Monday, September 26, 2011 3:49 PM To: StringerThomas Subject: RE: Medicaid Transporation /BCC Meeting on Tuesday, September 27, 2011 Thank you. Just returned to the office. Have been working in the community all day. Unfortunately, I am booked all Tuesday morning and Ellie will be at a meeting in Miami. It is our understanding that our program is through the TD, not Medicaid. The issue with Medicaid paid transportation would be for our folks to either go from their homes or from our Day Training Program to their doctors' appointments ... affordably! When they leave the County, we are usually able to arrange for their transportation by a Med Waiver provider. I do have one individual who frequently uses the Medicaid transportation to go to her appointments at David Lawrence and she finds even that to be a financial strain many months. Our prior experiences (pre -CAT) with Medicaid providers has been less than acceptable. I also find it very hard to believe that there are independent companies willing to run at such a MAJOR loss without support. The 'grants' that have covered our ADT transportation have spoiled us! Many individuals in other counties are not able to receive the services they need due to not being able to afford transportation and the State no longer reimburses individuals who require transportation. Joyce A. Graham, Community Services Manager Sunrise Community of Collier County 3984 Arnold Ave. Naples, FL 34104 Office: (239) 643 -5338 ext. 103 Cell: (239) 595 -8986 Fax: (239) 643 -4937 * * * * * * * * ** PLEASE NOTE * * * * * * * * * * ** This E- Mail /telefax message and any documents accompanying this transmission may contain privileged and /or confidential information and is intended solely for the addressee(s) named above. If you are not the intended addressee /recipient, you are hereby notified that any use of, disclosure, copying, distribution, or reliance on the contents of this E- Mail /telefax information is strictly prohibited and may result in legal action against you. Please reply to the sender advising of the error in transmission and immediately delete /destroy the message and any accompanying documents. Thank you. l�v From: StringerThomas ( mailto :ThomasStringer(@colliereov net] Sent: Mon 9/26/2011 12:08 PM To: Joyce A. Graham Subject: Medicaid Transporation /BCC Meeting on Tuesday, September 27, 2011 Hello Joyce. I hope all is well. I left you a voice message a little while ago. Since I found your email, I decided to write to you as well. We at CAT wanted to let you know that the Board of County Commissioners is meeting tomorrow as part of their regular bi- monthly meeting. One of the items that is on the agenda is proposed changes to paratransit services in the future and the possibility that CAT will no longer provide Medicaid transportation sometime in late 2012(although no exact date has been determined). Since citizens that receive transportation to Sunrise may be affected, we wanted to make sure that you are aware of the meeting. Having a representative from the LCB present would be ideal, since you have insight as to how many people would be affected from your agency. Should you need additional information, please contact Glama Carter at 239 - 252 -5832 or myself at 239 - 252 -4997. The meeting starts at 9:00AM, however, we are not sure when the paratransit item will come up so we cannot provide a precise time. I want to stress that no final decision has been made, but as changes to the way Medicaid transportation is provided statewide, Collier Area Transit and Collier County would be affected by those changes in Medicaid transportation. Thank you in advance. <https: / /mail.sunrisegroup.org /exchange /igraham/ Drafts /RE• %20Medicaid %2OTransporation xF8FF B CC% 20Meeting %20on %2OTuesday, %2OSeptember %2027, %202011 EML/al9a8e38-25b2-4le9-9fb6- 2lfecffc82a4> Thomas E. Stringer, Jr. General Manager Collier Area Transit 8300 Radio Rd, Naples, FL 34104 239.252.4997 Under Florida Law, e-mail addresses are public records. If you do not want your e-mail address released in response to a public records request, do not send electronic mail to this entity. Instead, contact this office by telephone or in writing. 2 . Agencua item * P— neepiny Date P;ese!- ed by We, the undersigned, want the Board of County C to amend the ordinance mandating permits for wa er ea er re - We need the Commission to include multi -family dwellings under the current exemptions for the replacement of "like for like" water heaters. 101 NAME ADDRESS CU f TELEPHONE L X35 33`I (l 5� 22 k \ens° tech 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi-family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE J�v -7 A,) Y 'lit r-V-5 - 14&0 ;7 0e,,0a>te& _7uspnk Ros, LReU'4_Z_cx:)z_ ZZ3q)&OI-St77 r I WoAv, I f7� TAtjj 0e, j4­P ITC NHW, 49- 4CT- 1-703 pofl� V , � F1_ `P(�er5or, q ',Son S 101 «`e, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. ti ADDRESS TELEPHONE 7 Or 157Iq —jag OF 3&11� -7Z c,,-- o 33 247 6Qa-o Unified 09- 19 -'11 09;26 FROM -The Drain Masters 2395933031 T -296 P001/001 F -012 101 We, the undersigned, want the board of County Commissioners of Collier County, to amend the ordinance Mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water beaters. Business Name: The Drain ?Masters of A.meno Jnc. Email :office a thedrainmasters.com NAMI ADDRESS `1'ELEMON71! Please fax back to 239- 947 -7161 as soon as possible ,�)oc� "Sk�s 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS c/ � 111 %,' ✓S T, r: 17-P L �275z S' /nG b�2 9 TELEPHONE y95- -�1� 2 -Ecfi - 41 0 -4 f " �C,Z3 u's VlUrnb� Sep 21 20-1.1 7: 1 1 €1M 9o%j l e :lesson Plumbing 239- 732 -71 BG P . 1 301 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- famity dwellings under the current exemptions for the replacement of "like for lake" water heaters. Bu..siness Name, liail: '/i Wl 1 NANI M ADDRESS TELEPHONE _L�>i Please fax back to 239 -447 -7161 as soon as possible UU�3\c, OSsfur �1um�ir�J- - 101 «'e, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. «'e need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ���/ �, ADDRESS/ V TELEPHONE q1 as' lb,'T f26�I, P', c q 7 7 NA c,E 6�11 1!5Z_)4ZA U24- 12-2 ay-b �- PW rnbir-�q 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE �t1-.l L /i. E J f 7 1'�-✓ (11.4.1CY » �Z L�j i r1 C�1� A� 5» Zed Cenwry t"-wmbiug, Inc. Naples, FL 3411?6 -1962 239-353-7654 cen�uf-y Pury*Jr� 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. N A_tiiE z ADDRESS TELEPHONE 2tidCL-00(U ham rDC1L Pl�r,�bir� 091/20/2011 13:19 FAX 239 394 4497 Paul Stein Plumbing 00001/0001 101 AlVe. the undersigned, want the Board of County Commissioners of Collier County. to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi-family dwellings under the current exemptions for the replacement of "like for like" water heaters. fvtVi5 " r'1V6"i �i`✓t Business Name: Email: c) � ,z 4:',1 �' . c 0 � NAME ADDRESS TELEPHONE Please fax back to 239- 947 -7161 as soon as possible �avl Skein V SEP 21,2011 10:30A ESTATE PLUMBING 2394555355 MINr9.11 V.1G KttVtb MURVIRb WTV41 f lb! >ZJV43 'JSN_3 101 We. the undersigned, want the Board of County Commis boners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwcHings under the current exemptions for the rtplacement of "like for like" water heaters. Business Name; 5 GZ "e f 14!r4,,Emai1: 6" if) _ vo i ri NAME ADDRESS TELEPHONE y 4 , =i Please fax back to 239 - 947 -7161 as soon as possible �S�Ct1� alumbi�r�, J p 1 F ii age +11 ,EP : 4 : _': SA REEVES PLiiNKNG i , C� � 7 1 Fa7c 09/16/2010 11:17 12394555782 SUMMERS PLUMBING SER PAGE 01/01 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water beater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water beaters. Business Nam NAME e' \ MQ955 b &ail: cx F. � �� �� \� . I � � • !_x.11 t. � • Please fax back to 239 - 947 -7161 as soon as possible Svm"Tf-,S �1um1�nJ 2011 -09-16 1122 SUMMERS PI UMRIN 12394555782 Paae 111 09121/2011 09:10 239 - 466 -0520 DALQ PLUMBING INC PAGE 01/02 101 We, the undersi„ ned, want the Board of County Commissioners oifCollier County, to amend the ordinance mandatting permits. for water heater replacements. We need tt a Commission to include multi-family dwellings under the current exemptions for the replacement of "lithe for like" water heaters. ADDRESS TELEPHONE TWA :D -77 1`Ci10 Plurra�l r� 1 ©1 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME bit L) Aqu'��a V�ui ADDRESS TELEPHONE KI A bit L) Aqu'��a V�ui ADDRESS TELEPHONE KI We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE jrZ4��6 -F_-�oc(L A-U,(_ /U C--.;- C-bv utp V�octc ;q7-ciZt �Y -W-- Ae A) e— � 1� ��CCIi� V�cc�_ "Umbi� ..4 •.t r 0 1 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE t I IC r . �`�f -zit f E'ra R P l C,7, Y Fib siof vWMv),II 9 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE tw�C1 n C�irieS PIUYnbi� . . ` 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE 711 19- v� Lt \co VAUMUr% 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE �3'76 1 gt & �Ill°I Su nW�S� 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE ;✓,. W a,+t 2 VI A 11.E C; 1 C) q � a A-4v c, 7 N06v-3� WCrIef Vl Umbi � !u We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE no �. , �► h • C CI'�r1i�S �n9e�s �lumbir� 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE - ��i'7 -j3 �C� �/ ��, t. G'i- ..'C/� /.�f ��� �lz�� .`K` • J,' �i.:j �5���x ����i�.� r `Vyt Pct A)m�:er We. the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS + n T i �lar�er Wetter WoY►C_S TELEPHONE 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS _ TELEPHONE LX �anY-ee plumbing ,"14 n "I'm We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE �asm C, Plumuir� We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE ' L) I d XLSS L11 ��7 YesS 4v 42 I'l / c-(" ev ,a 1)/ d a\V\AUAs Plumbir� poi , We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. ADDRESS TELEPHONE 21 Wcw }�ecki -erS DiIrCC+- 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. N INME �J ADDRESS TELEPHONE ir?�P/� 'ter / /�,r/ 1L/•�t &Z zAt 7 ��r�r�cle �►umbir� 1CQ1 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE id 0c . 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE 1 Pumbn9 �'�pairs Pumbn9 �'�pairs n1l We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. '-NAME ADDRESS TELEPHONE E i !�� `, 1��i I � 1 � � .L\l y�Y W V� ��•k�) � �- � T� j ✓i ���vv S I t - `1 -� &) k-I P\OA-�nury-A Plvr,nbi� C__ - We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi - family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME ADDRESS TELEPHONE C,Qf f i CS Pl Umbaq ,Inc, 101 We, the undersigned, want the Board of County Commissioners of Collier County, to amend the ordinance mandating permits for water heater replacements. We need the Commission to include multi- family dwellings under the current exemptions for the replacement of "like for like" water heaters. NAME IN P1uYY),ber ADDRESS /(" ;`)c TELEPHONE I �r��� <<r 11A Commissioner Hiller Input The County Attorney is charged with the responsibility of planning, directing and reviewing the activities and operations of the Office of the County Attorney. The County Attorney is the legal advisor and counsel for the Board of County Commissioners, its advisory boards and advisory committees. The County Attorney also provides legal counsel to and assists the County Manager and his agencies in order to facilitate the goals and objectives established for the County Manager by the Board of County Commissioners. The County Attorney, through the assistant county attorneys and supporting staff, represent the County in wide - ranging complex litigation relating to implementation of government policies and capital projects, eminent domain, personal injury, property damage, workplace /personnel matters, finance and land use. In addition to litigation, he is counsel to the County's divisions and departments for their daily operations. In this regard, the County Attorney is responsible for the review of all policy documents (resolutions), legislation (ordinances and special acts), and the drafting, legal review and revision of all contracts, real property conveyance documents and other Board signatory documents. The County Attorney's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Attorney's performance. By custom, 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. Individual evaluations are then totaled and averaged to determine the Board's collective position. The following Action Plan illustrates and reviews Board expectations for the County Attorney for the 2010 -2011 Fiscal Year. The Action Plan is based on the broad areas generally expected to be performed by the Managing Partner of a significant law firm, including: legal advice; leadership and organizational direction; communications; fiscal management; and personnel management. Page 1 of 12 Goals for Fiscal Year 2010 -11: I have and will continue to initiate changes to create a more efficient work environment. This will include hiring and retaining the best employees, focusing on how to conduct business with better customer service results and making internal changes that result in a more efficient and effective work product. With the closing of our Horseshoe Office and permanent reduction in staff through voluntary attrition, the County Attorney Office has completed its restructuring to assure that Requests for Legal Services are completed promptly, and that there will be overlapping areas of expertise within the Office. To increase our efficiency, this effort will require further improvements in our planning, assignment of responsibilities, and establishment of accountability to assure continued enhancement within the agency. Specific areas that I propose as part of next year's action plan are: Continuing Goals 1. Oral Presentations at Meetings. I will continue to work to assure that both the County Attorney's and the County Attorney Office's presentations at Board of County Commissioners' meetings, advisory board meetings, and workshops are clear, concise and effective. All presenters will be charged with making presentations that avoid legalese and focus on the legal issue in a simple, understandable and brief manner. Self Analysis: No change from last year. This Office will continue to endeavor to follow former County Manager Jim Mudd's sage approach of the "three B's with respect to Board presentations; that you Be Brief, Be Brilliant, and Be Gone." An ongoing discussion at this Office is peer evaluation of our responses and presentations at Board meetings to help identify when we have not been as concise, clear and responsive as we would wish. I will continue to seek improvement in this area. Commissioner Comments: Complete, Current, and Timely advice is required. I hope you will advise me as such next year. Page 2 of 12 ilA Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 1 Page 2 of 12 ilA ilA 2. Written Legal Advice. Both the County Attorney and the County Attorney Office will provide professional, objective, unbiased legal advice to the Board of County Commissioners, its advisory boards and committees, the County Manager and his agencies and employees as necessary for formulation and implementation of legislative policies and projects. Responses will avoid legalese and focus on the legal issue in a simple, understandable and brief manner. Self Analysis: The continuing direction to all attorneys is to keep their writing clear, concise, and to the point. Commissioner Comment: Complete, correct, and Timely advice is required. I hope you will advise me properly in the coming year. 3. Processing Requests for Legal Services. Last year, this Office's response time for responding to Requests for Legal Services within 48 hours of receipt was maintained at 80% or more. As always, a number of legal assignments, due to their complex nature, take weeks and even months to complete. Accordingly, on a going forward basis, this Office will continue to achieve an ongoing 48 -hour (or less) turnaround time on 80% of all future Requests for Legal Services received from the Board of County Commissioners and County Manager agencies. A report will be run from Client Profiles (this Office's data management system) to determine turnaround time. This will include preparation and review of documents for legal sufficiency prior to consideration by the Board of County Commissioners for Board action, including, but not limited to, agreements, contracts, deeds, leases, bonds, ordinances, resolutions, and other legal documents requested by County Commissioners, the County Manager, or the staff. Self Analysis: The response time to Requests for Legal Services has stabilized in the range of 85 — 95% of all RLS's being processed within 48 hours. As always, a number of legal assignments, due to their complex nature, take weeks and even months to complete. I believe the Office has fully achieved my goals in this area, the results of which are demonstrated in the next Goal and Objective, which is Client Satisfaction/Peer Review. Commissioner Comment: Page 3 of 12 Below Standards Meets Standards Exceeds Standards 1 2 3 F-Rating 1 3. Processing Requests for Legal Services. Last year, this Office's response time for responding to Requests for Legal Services within 48 hours of receipt was maintained at 80% or more. As always, a number of legal assignments, due to their complex nature, take weeks and even months to complete. Accordingly, on a going forward basis, this Office will continue to achieve an ongoing 48 -hour (or less) turnaround time on 80% of all future Requests for Legal Services received from the Board of County Commissioners and County Manager agencies. A report will be run from Client Profiles (this Office's data management system) to determine turnaround time. This will include preparation and review of documents for legal sufficiency prior to consideration by the Board of County Commissioners for Board action, including, but not limited to, agreements, contracts, deeds, leases, bonds, ordinances, resolutions, and other legal documents requested by County Commissioners, the County Manager, or the staff. Self Analysis: The response time to Requests for Legal Services has stabilized in the range of 85 — 95% of all RLS's being processed within 48 hours. As always, a number of legal assignments, due to their complex nature, take weeks and even months to complete. I believe the Office has fully achieved my goals in this area, the results of which are demonstrated in the next Goal and Objective, which is Client Satisfaction/Peer Review. Commissioner Comment: Page 3 of 12 11A 4. Client Satisfaction/ Peer Review. Client satisfaction continues to be a major goal of this Office. In furtherance of this goal, I have instituted a practice in which performance evaluation reports are sent to the various Division Administrators and Managers each year to assess the performance of each attorney in the Office. The reports rate the attorneys on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Individual evaluations are then totaled and averaged to determine this Office's collective score, with a goal of 75% rating level- for exceeding expectations. Client reviews will factor into each of the Assistant County Attorney's performance evaluations. Self Analysis: Again this year, an Attorney- Client Feedback form was provided to the County Manager, Division Administrators, and select Department Directors to solicit their opinions regarding the services they receive from the County Attorney Office. These results are utilized to shift workloads if departments are not satisfied with our services; they are also utilized in the attorney's individual annual performance evaluations. The following is a chart showing a comparison of 2008, 2009, 2010 and 2011 overall client feedback. As you can see, during my tenure as County Attorney we have eliminated the "Does Not Meet" portion of the evaluation, with the majority of the Office now exceeding the client's expectations. Page 4 of 12 Below Standards Meets Standards Exceeds Standards 1 2 3 F7R-ating 2 4. Client Satisfaction/ Peer Review. Client satisfaction continues to be a major goal of this Office. In furtherance of this goal, I have instituted a practice in which performance evaluation reports are sent to the various Division Administrators and Managers each year to assess the performance of each attorney in the Office. The reports rate the attorneys on a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Individual evaluations are then totaled and averaged to determine this Office's collective score, with a goal of 75% rating level- for exceeding expectations. Client reviews will factor into each of the Assistant County Attorney's performance evaluations. Self Analysis: Again this year, an Attorney- Client Feedback form was provided to the County Manager, Division Administrators, and select Department Directors to solicit their opinions regarding the services they receive from the County Attorney Office. These results are utilized to shift workloads if departments are not satisfied with our services; they are also utilized in the attorney's individual annual performance evaluations. The following is a chart showing a comparison of 2008, 2009, 2010 and 2011 overall client feedback. As you can see, during my tenure as County Attorney we have eliminated the "Does Not Meet" portion of the evaluation, with the majority of the Office now exceeding the client's expectations. Page 4 of 12 70% 60% 50 % 40 % 30% 20% 10% 0 % 11A Comparison of 2008, 2009, 2010 and 2011 Attorney - Client Feedback Overall Results Exceeds Meets Does Not Meet NIA ■ 2008 E2009 52010 ■ 2011 Commissioner Comment: 5. Fiscal Management. I will continue to develop and effectively administer an annual budget for the Office of the County Attorney in conformance with policies adopted by the Board of County Commissioners, while at the same time improving the quality of this Office. It is my intent to continue to permanently reduce this Office's Support Staff through normal attrition until I reach a ratio of approximately 1 support staff person per attorney, which my research has found is typical throughout County Attorney Offices in this State. Self Analysis: On a net cost to general fund analysis, this Office has reduced expenditures from $3,097,300 in FY 2009, to the current request of $2,366,600 in FY 2012, while eliminating twelve positions in that same time period. As set forth in that attached chart, during that period this Office met or exceeded Board budget direction: Page 5 of 12 Below Standards Meets Standards Exceeds Standards 1 2 3 F—R—afing 2 5. Fiscal Management. I will continue to develop and effectively administer an annual budget for the Office of the County Attorney in conformance with policies adopted by the Board of County Commissioners, while at the same time improving the quality of this Office. It is my intent to continue to permanently reduce this Office's Support Staff through normal attrition until I reach a ratio of approximately 1 support staff person per attorney, which my research has found is typical throughout County Attorney Offices in this State. Self Analysis: On a net cost to general fund analysis, this Office has reduced expenditures from $3,097,300 in FY 2009, to the current request of $2,366,600 in FY 2012, while eliminating twelve positions in that same time period. As set forth in that attached chart, during that period this Office met or exceeded Board budget direction: Page 5 of 12 IWAI ■ Board Direction Percentage Decrease Per Year / Net Cost to General Fund (departments directed to prepare 2 budgets: 1- 3% decrease; 1- 251 decrease) ■ Percentage Decrease Per Year / Net Cost to General Fu nd 14 12 0 10 S 5 4.5 S 5.0 4 3 3 2 0 FY 09 FY 10 FY 11 FY 12 The reduction in personnel was accomplished with no loss in service due to a general decline in County business (especially land use), and by cross - training the assistant county attorneys and staff. Again this year I did not request any funds for Capital Outlay. Commissioner Comment: 6. Public Records and Sunshine Law. This Office will continue to educate and update County staff, and advisory board members through periodic workshops /seminars, (e.g. Sunshine Law, Public Records Act, State and local ethics law). This Office will also conduct seminars with staff on various topics of interest. Self Analysis: By the end of August 2011, this Office will have made 6 presentations /workshops / seminars to County staff and advisory board meetings. 1. September 22, 2010 — FMLA / ADA training for Human Resources; Page 6 of 12 Below Standards Meets Standards Exceeds Standards 1 2 3 -Rating 2 6. Public Records and Sunshine Law. This Office will continue to educate and update County staff, and advisory board members through periodic workshops /seminars, (e.g. Sunshine Law, Public Records Act, State and local ethics law). This Office will also conduct seminars with staff on various topics of interest. Self Analysis: By the end of August 2011, this Office will have made 6 presentations /workshops / seminars to County staff and advisory board meetings. 1. September 22, 2010 — FMLA / ADA training for Human Resources; Page 6 of 12 iia 2. October 14, 2010 — Sunshine Law, Public Records and Ethics presentation to advisory boards; 3. November 17, 2010 — Guest lecture at Ave Maria Law School re County Use Issues and proceedings; 4. February 9, 2011 Public Records, Ethics presentation to Domestic Animal Services; 5. February 14 — Ethics presentation to the Airport Authority; 6. March 9, 2011 — Sunshine Law, Public Records and Ethics presentation to Parks and Recreation supervisors and managers; Our Power Point presentations relating to Government in the Sunshine, Public Records Act. Ethics Laws and Social Networking are available on the internet at www.collieraov.net on the County Attorney web page for viewing by advisory board members, staff and the public. Commissioner Comment: 7. Litigation. _ We will continue to prepare and distribute concise quarterly reports for the Board with respect to current litigation, including potential or anticipated legal issues that may come before the Board of County Commissioners. We will also evaluate the degree to which the County Attorney's Office and outside counsel achieves satisfctory outcome on litigation. Self Analysis: I have provided the Board with litigation update reports on October, 15, 2010; January 14, 2011; April 14, 2011 and July 29, 2011. A description of all of these cases is set forth in this report. The next report will be provided in October, 2011. As you will have noted from those reports, this Office manages a substantial amount of litigation. As of the July, 2011 report there was a total of 286 open cases, the bulk of which concern foreclosures (16 1) and eminent domain (24). From October 1, 2010, to the present there was no decision which materially adversely affected the County. Highlighted closed cases since October 1, 2010 include the following: Construction cases. The County had three complicated construction cases with combined claims of $28.5 million against the County. We were able to settle all of these cases for just under $100,000 in funds not already budgeted or retained for these completed road projects. These cases were as follows: Page 7 of 12 Below Standards Meets Standards Exceeds Standards 1 2 3 F-Rating 2 7. Litigation. _ We will continue to prepare and distribute concise quarterly reports for the Board with respect to current litigation, including potential or anticipated legal issues that may come before the Board of County Commissioners. We will also evaluate the degree to which the County Attorney's Office and outside counsel achieves satisfctory outcome on litigation. Self Analysis: I have provided the Board with litigation update reports on October, 15, 2010; January 14, 2011; April 14, 2011 and July 29, 2011. A description of all of these cases is set forth in this report. The next report will be provided in October, 2011. As you will have noted from those reports, this Office manages a substantial amount of litigation. As of the July, 2011 report there was a total of 286 open cases, the bulk of which concern foreclosures (16 1) and eminent domain (24). From October 1, 2010, to the present there was no decision which materially adversely affected the County. Highlighted closed cases since October 1, 2010 include the following: Construction cases. The County had three complicated construction cases with combined claims of $28.5 million against the County. We were able to settle all of these cases for just under $100,000 in funds not already budgeted or retained for these completed road projects. These cases were as follows: Page 7 of 12 ilA 1. John Carlo, Inc. v Collier County, Case No. 07- 311 -CA [Immokalee Road Case] and 2. Collier County v John Carlo, Inc., Case No. 09- 8724 -CA [Rattlesnake Hammock Case] [Attorneys: Jacqueline Hubbard /outside counsel Paul Ullom] There were two construction cases involving John Carlo. Inc. ( "Carlo "), concerning the Immokalee Road Widening Project and the Rattlesnake Hammock Road Widening Project. Combined claims against the County in these cases two exceeded $14.5 million. On October 22, 2010, a full day of mediation was held and a global settlement was reached with respect to both cases, approved by the Board on November 9, 2010. The County agreed to pay Carlo $4,300,000, of which all but approximately $58,000 of this settlement in came out of retainage and other unexpended funds from these two Projects. 3. Ker Enterprises [Armadillo Underground] v APAC v. Collier County, Case No. 08- 3496-CA; Vanderbilt Beach Road Project [Attorneys: Jacqueline Hubbard /Gregory Woods] This case involved a subcontractor [Armadillo] suing the contractor [APAC] for claims relating to the Vanderbilt Beach Road Project. The contractor brought the County into the lawsuit as a third party defendant claiming breach of contract and damages. Claims against the County totaled $14 million. On May 20, 2011, the parties mediated the case for nearly twelve (12) hours and ultimately reached a settlement agreement, approved by the Board at its June 14, 2011 meeting. The County agreed to pay APAC a total of $4,500,000, of which all but $40,520 of this settlement in came out of retainage and other unexpended funds from this Project. Other closed cases of interest are as follows: 1. Jerry & Kimberlea Blocker v. Collier County, Case No. 2D10 -1025, LT 08 -66 -CA [Attorneys: Jacqueline Hubbard /Jeff Wright] (PARTIALLY COVERED CASE) This and related cases stem from an improperly zoned mobile home park owned by the Blockers. Oral Argument held December 15, 2009; both parties have submitted proposed orders to judge. On February 8, 2010, Judge Hayes entered the Final Appeal Order denying the Blockers' Appeal. On March 9, 2010, the Blockers filed a Petition for Writ of Certiorari with the 2nd DCA. On March 8, 2010, the Blockers appealed the decree to 2nd DCA for Case Nos. 08- 66 -CA. The Blockers filed with the 2nd DCA a Request for Oral Argument. On November 10, 2010, the District Court of Appeal upheld the decision of the Circuit Court in favor of the County. This case is closed; however, the Blockers' Bert Harris case against the County and the County's foreclosure case against the Blockers are still pending before the Circuit Court. 2. John Lundin v. Fred Coyle, et al., Case No. 10- 6034 -CA [sunshine law] [Attorneys: Jacqueline Hubbard /outside counsel Greg Stewart] Page 8 of 12 11A Complaint was served on October 18, 2010 for Declaratory and Injunctive Relief relating to the tour of the Jackson Labs facilities by two commissioners, alleging a violation of the Sunshine Law. The County responded to the Complaint by filing a Motion to Dismiss on November 8, 2010. A hearing on the County's Motion to Dismiss was scheduled and noticed for March 1, 2011, and the deposition of the Plaintiff was noticed and set for April 13, 2011. Plaintiff then voluntarily dismissed his action on February 4, 2011. 3. Aqua Development [Attorney: Jeff Wright] As a result of County traffic improvements relating to and directly benefiting the Aqua Development, which were necessary due to the private developer's failure to perform work under a County right -of -way permit; the developer became indebted to the County in the amount of $147,155.39. Through communications between the County Attorney's Office and counsel for the developer, the County was able to avoid litigation and recover 100% of the amount due. This amount was obtained by a draw on previously escrowed funds ($76,351.12), plus a January 2011 cash payment from the developer ($70,804.27). 4. Monroe County a Priceline.com, Inc., et al.; Case No. 09- 10004 -CIV [Attorney: Steven Williams] On the Tax Collector's recommendation, Collier County joined a class of Plaintiffs in a federal action against online travel agencies that failed to remit bed taxes to numerous municipal Tax Collectors for the actual cost paid by a hotel guest for a hotel room. Settlement was reached by the Plaintiff on behalf of the class and the matter was dismissed by the Court on February 15, 2011. The County- received $567,645.82 in proceeds from the settlement. 5. McDonald Transit Associates, Inc. v. Collier County, et al., Case No. 10- 5490 -CA [Primary Attorney: Steven Williams] McDonald Transit, the current CAT transit operator, filed a bid protest contesting the County's current contract to a new company. Following Special Master findings and the Board of County Commissioners' adoption of those findings to uphold the contract award, McDonald filed suit in Circuit Court on September 13, 2010. McDonald's lawsuit sought an injunction stopping the County from entering into the contract with the new company. The County was served with the lawsuit at 3:22 PM on September 27, 2010. The Court dismissed the lawsuit at 3:35 PM on the same day. An Amended Complaint was filed on October 6, 2010, which was dismissed on March 23, 2011. 6. Surety Construction, 11 -RMG -00215 [Attorney: Colleen Greene] This case involved damage to Building H as a result of negligent installation of a dishwasher. The Settlement Agreement for the total amount of damages ($88,559.00) was approved by the BCC on the May 10, 2011 BCC Agenda. 9. Collier County v. South Florida Water Management District and Big Cypress Basin, Case No. 09- 7419 -CA [Primary Attorney: Jacqueline Hubbard] Page 9of12 11A On August 24, 2009, the County filed suit against South Florida Water Management District and Big Cypress Basin for Breach of Contract resulting from the failure to provide 640 acres for an ATV park. Settlement was been reached with SWFMD to pay the County a total lump sum of $3 million and SWFMD agreeing to extend the Canal Maintenance Agreement. On June 27, 2011, a fully executed Stipulated Notice of Dismissal with Prejudice was filed with the Court. 10. Barbara Burgeson v Collier County, Henning, Chrzanowski & Moss, Case No. 09- 2010 -CA [Primary Attorney: Jacqueline Hubbard] (PARTIALLY COVERED CASE) Collier County was served with the Complaint in this matter on March 13, 2009 by former employee. With respect to Collier County, the Complaint alleged Violation of the Florida Equal Pay Act; Violation of the General Labor Regulations; Violation of the FCRA, Fla. Stat. § 760.10; Sexual Harassment in Violation of FCRA, Fla. Stat. §760.01; Retaliation; and Negligent Supervision. Additional claims were made against Commissioner Henning and former employees Rudy Moss and Stan Chrzanowski. The Insurance Carrier elected to settle the entire matter on behalf of all of the defendants in the sum of $75,000.00, paid solely by the County's insurance carrier (which sum was far less than what the carrier would have paid for a successful defense of this matter). The settlement agreement was approved by the BCC at its June 28, 2011 meeting. The Plaintiff also has a pending bankruptcy case, and payment will be made only upon a signed Order from the Bankruptcy Court, approving the settlement. Commissioner Comment: Projects for this Fiscal Year 1. Work with staff to reduce the number of amendments to the Land Development Code. Self Analysis: Incomplete, as the Board directed no changes to the LDC. Commissioner Comment: Identify & consider Recommending changes. Below Standards Meets Standards Exceeds Standards 1 2 3 Ratin 1 2 Projects for this Fiscal Year 1. Work with staff to reduce the number of amendments to the Land Development Code. Self Analysis: Incomplete, as the Board directed no changes to the LDC. Commissioner Comment: Identify & consider Recommending changes. Page 10 of 12 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 1 Page 10 of 12 11A 2. Work with staff to streamline the process for a quicker turnaround for responses to public records requests. Self Analysis: We continue to work frequently with staff to ensure public records requests are responded to in a timely, efficient and lawful manner. This Office regularly fields questions and responds to requests from staff, the press and public the relating to public records requests. Commissioner Comment: 3. Monitor advertising of ordinances to ensure accuracy and timeliness. Self Analysis: Beginning in 2009, with the assistance of the County Manager's Office and the Clerk to the Board, this Office has monitored all legal advertisements for public hearings before the Board of County Commissioners. The purpose was to ensure that all legal ads met statutory and Code requirements and made part of record as back -up material for the agenda item. Since then, our oversight has expanded to include legal ads for the Planning Commission. In addition to working with the department in drafting legal ads, our Office receives copies of all ad requests, which are reviewed by the assigned attorney before they are forwarded to the Naples Daily News. Support staff then verifies that the ads are published correctly. Our goal in taking on this responsibility is to avoid the delays, waste, and the potential for legal challenge associated with defective advertising. We also actively seek to reduce costs by combining ads where possible and by not running ads where not required. Commissioner Comment: Below Meets Exceeds Standards Standards Standards 1 2 3 F-Rating 2 Page 11 of 12 Below Standards Meets Standards Exceeds Standards 1 1 2 1 _ 3 F-Rating 1 2 3. Monitor advertising of ordinances to ensure accuracy and timeliness. Self Analysis: Beginning in 2009, with the assistance of the County Manager's Office and the Clerk to the Board, this Office has monitored all legal advertisements for public hearings before the Board of County Commissioners. The purpose was to ensure that all legal ads met statutory and Code requirements and made part of record as back -up material for the agenda item. Since then, our oversight has expanded to include legal ads for the Planning Commission. In addition to working with the department in drafting legal ads, our Office receives copies of all ad requests, which are reviewed by the assigned attorney before they are forwarded to the Naples Daily News. Support staff then verifies that the ads are published correctly. Our goal in taking on this responsibility is to avoid the delays, waste, and the potential for legal challenge associated with defective advertising. We also actively seek to reduce costs by combining ads where possible and by not running ads where not required. Commissioner Comment: Below Meets Exceeds Standards Standards Standards 1 2 3 F-Rating 2 Page 11 of 12 I IA 4. Cross -train attorneys and support staff to expand the knowledge base within the office as we continue to become more efficient. Self Analysis: We continue to work diligently to cross - train attorneys and support staff so that we are able to work more efficiently and effectively. Every day -to -day Office function now has at least two attorneys with hands on experience. Commissioner Comment: 5. Place more presentations on the web site so that staff and advisory boards can watch at their convenience. Self Analysis: Updated Power Point presentations relating to Government in the Sunshine, Public Records, Ethics Laws, and Social Networking have been placed on the county's website (www.collier og v.net) for viewing by staff, advisory board members, Board of County Commissioners and the public. Commissioner Comment: Below Meets Exceeds Standards Standards Standards 1 2 3 Rating 2 Page 12 of 12 Below Standards Meets Standards Exceeds Standards 1 2 3 Ratin 2-F- 5. Place more presentations on the web site so that staff and advisory boards can watch at their convenience. Self Analysis: Updated Power Point presentations relating to Government in the Sunshine, Public Records, Ethics Laws, and Social Networking have been placed on the county's website (www.collier og v.net) for viewing by staff, advisory board members, Board of County Commissioners and the public. Commissioner Comment: Below Meets Exceeds Standards Standards Standards 1 2 3 Rating 2 Page 12 of 12 11A COUNTY ATTORNEY FY 2010 - 2011 ACTION PLAN / EVALUATION SUMMARY OF RATINGS Overall Average 1 2.33 coa60 /64 Overall Percentage 78% COMMISSIONER ITEM FIALA COYLE HILLER HENNING COLETTA AVERAGE Oral Presentations at Meetings 3.00 2.00 1.00 2.00 3.00 2.20 Written Legal Advice 3.00 2.00 1.00 2.00 3.00 2.20 Processing Requests for Legal Services 3.00 2.50 2.00 2.00 3.00 2.50 Client Satisfaction / Peer Review 2.50 2.50 2.00 2.00 3.00 2.40 Fiscal Management 2.50 2.50 2.00 3.00 3.00 2.60 Public Records and Sunshine Law 3.00 2.00 2.00 2.00 3.00 2.40 Liti ation 3.00 2.00 2.00 2.00 3.00 2.40 Amendments to the Land Development Code 2.00 2.00 1.00 2.00 3.00 2.00 Public Records Requests 2.50 2.00 2.00 2.00 2.50 2.20 Advertising 2.50 2.00 2.00 2.00 3.00 2.30 Cross -train Attorneys and Support Staff 2.50 2.00 2.00 3.00 3.00 2.50 Presentations on Web Site 2.50 2.00 2.00 2.00 3.00 2.30 Averages Per Commissioner 1 2.67 1 2.13 1 1.75 1 2.17 1 2.96 Overall Average 1 2.33 coa60 /64 Overall Percentage 78% kr-_�)f � V EXECUTIVE SUMMARY The Annual Performance Appraisal for the Airport Authority Executive Director 13A1 OBJECTIVE: To complete the performance appraisal of the Airport Authority's Executive Director for Fiscal Year 2010 -2011. CONSIDERATIONS: The Executive Director of the Airport Authority reports directly to the Board of County Commissioners. In order to ensure that the Executive Director's work performance is coordinated with the direction of the full Board, an annual appraisal and merit consideration are provided for in the Executive Director's Employment Agreement. The roles and duties of the Executive Director are set forth Ordinance 2010 -10, The Airport Authority Administrative Code, and in his contract. The Executive Director has been available to meet individually with Commissioners and has provided a self - appraisal relating to performance standards. The Executive Director's Employment Agreement provides that on the date general wage adjustments are granted generally to Collier County employees, the Executive Director's base salary shall be modified to reflect the general wage adjustment granted to other County employees. Upon the successful completion of goals and objectives completed or attained during the fiscal year, the Executive Director may be eligible for a merit adjustment. Any annual performance -based merit adjustment shall not exceed a maximum of ten percent (10 %) of the Executive Director's annual base salary. The Executive Director waives any merit adjustment for Fiscal Year 2012. FISCAL IMPACT: There is no fiscal impact associate with this item. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this item. RECOMMENDATION: The Board of County Commissioners completed the annual performance appraisal for the Airport Authority Executive Director. Submitted by: Chris Curry, Executive Director, Airport Authority 13A1 COLLIER COUNTY AIRPORT AUTHORITY INTEROFFICE MEMORANDUM TO: Commissioner Donna Fiala, District 1 Commissioner Georgia Hiller, District 2 Commissioner Tom Henning, District 3 Commissioner Fred W. Coyle, Chairman, District 4 Commissioner James N. Coletta, Vice - Chairman, District 5 FROM: Chris Curry, Executive Director, Airport Authority DATE: August 26, 2011 RE: Executive Director FY 2010 — 2011 Action Plan /Evaluation Attached is a blank Executive Director FY 2010 — 2011 Action Plan with Performance Review Measures. This is provided for your review and comments. I have also provided my self - analysis to assist in your review. I am hoping to have this placed on the second agenda in September 2011. To meet the published agenda deadline, I would appreciate if you would please return your graded packets to me by Monday, September 12 so that I may consolidate the ratings for presentation at the September 27, 2011 Board meeting. I will be available to meet with each of you individually if you desire to discuss any questions, comments or suggestions, or feel free to provide me any comments or suggestions by individual note or memorandum. If you should have any questions about this appraisal task or wish to meet with me, please contact me at your convenience. 13A1 FY 2010/2011 Action Plan Chris Curry, Executive Director, Airport Authority The Executive Director of the Airport Authority is the Chief Operating officer of the Authority, and works under the direction of the Board of County Commissioners, acting as the Airport Authority. The Executive Director shall: • Be responsible for the administration, management and operation of the County airports and airport facilities. • Formulate and prepare recommendations regarding policies, rules and regulations, directives, programs, agreements, sub - leases, leases, contracts, and all other documents that require consideration, action, or approval of the Authority. • Implement all lawful directives of the Authority. • Prepare annual budgets and annual reports for approval of the Authority and the Board. • Recommend employment, direct, supervise, and recommend personnel actions regarding Airport Authority employees in accordance with the County's Human Resources Policies and Procedures. • Carry out other powers and duties as may lawfully be assigned by the Authority. The Executive Director's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the Executive Director's performance. The attached evaluation form is based on the form utilized to evaluate other County contract personnel performance. This performance -based evaluation utilizes a rating scale of 1 to 3 for each objective, with 1 being Below Standards, 2 being Meets Standards, and 3 being Exceed Standards. Individual evaluations will be totaled and averaged to determine the Board's collective position. The evaluation form illustrates and reviews expectations for the Executive Director for the 2010 -2011 Fiscal Year. The goals are based on broad areas generally expected to be performed by the Airport Directors, including: leadership and organizational direction; communications; fiscal management; and personnel management. The Continuing Goals specifies goals and objectives for Fiscal Year 2011 -2012. 13A1 Airport Authority Executive Director Evaluation Form Goals for Fiscal Year 2010 — 2011 1. Administration, Management and Operations of the airports and airport facilities I have and will continue to initiate changes to expand the Collier County airports in accordance with the Airport Master Plan. I will strive to create business opportunities in a touch economical climate. Self Analysis: Marco Island Executive Airport - The aircraft apron expansion and parking lot relocation project was completed in November 2010. (approximately $800,000). - The approximately $7M taxiway project is underway, with completion estimated in January 2012. This project will significantly increase capacity and enhance safety. Without a taxiway, several aircraft companies and schools are prohibited from using the airport due to safety concerns. - Approximately $60,000 is being spent on security enhancements, which are being funded 100% by FDOT. Immokalee Regional Airport - The first phase of a 20,000 square foot manufacturing facility funded by the USDA and Collier County is expected to be completed by September 2011. - Rehabilitation of the runway lighting, funded by FDOT, is getting underway. - The South Florida Water Management District Environment Resource Permit for Phase II development was received in August 2011. Everglades Airpark - Completion of the south end taxiway project - Sealing of the asphalt around the t- hangar building has been completed. - Discussions with Mayor Hamilton for consideration of possible transfer of the airpark to Everglades City are on going. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 2. Airport Policies, Rules and Regulations, Programs and Agreements 3. 13 Al I will strive to develop, streamline and implement consistency and standardized methods of operation. It is my goal to comply with all grant assurances required by the Federal Aviation Administration and the Florida Department of Transportation. I would like to create agreements that are fair to all tenants and Collier County while meeting fair market value requirements. Self Analysis: New standard t- hangar and tie -down agreements for the airports were created and approved by the Authority. At the Marco Island Airport, new agreements were negotiated with Marco Aviation for air charter service, Enterprise Car Rental, and Corporate Jet for aircraft detailing. The Enterprise Car Rental agreement incorporated the Immokalee Regional Airport and Everglades City Airpark. At the Immokalee Airport, a lease with Turbo Services for new construction was finalized in April 2011. New agreements were negotiated with Mr. Hester, IHRA, Turbo Services, Serenity Construction Services, and Exec Air. New agreements with DC Air and Greg Shepard, South Florida Defense Antiquities Museum, Inc are currently being negotiated. Commissioner Comments: Authority /Board Directive(s): Make Airports More Self- Sufficient It is my goal to make the Collier County Airports more self- sufficient. At the Immokalee Regional Airport, I requested two appraisals to determine fair market value pricing. These appraisals were used to assist with the new Rates and Charges schedule. In the future, the same appraisal format will be used for Marco Island Executive Airport and Everglades City Airpark. Self Analysis: A Rate and Charges schedule for 2011 was set and approved by the Authority in January. The last schedule was approved in 2002. Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 Authority /Board Directive(s): Make Airports More Self- Sufficient It is my goal to make the Collier County Airports more self- sufficient. At the Immokalee Regional Airport, I requested two appraisals to determine fair market value pricing. These appraisals were used to assist with the new Rates and Charges schedule. In the future, the same appraisal format will be used for Marco Island Executive Airport and Everglades City Airpark. Self Analysis: A Rate and Charges schedule for 2011 was set and approved by the Authority in January. The last schedule was approved in 2002. 13 Al New landing fees at Marco Island Executive Airport are expected to garner approximately $20,000 in new revenue that can be used as County match contributions for Capital Improvement Projects. Fuel sales in Gallons have increased from 2010. - Everglades City Airpark increased 62.4% - Immokalee Regional Airport increased 8.1% - Marco Island Airport increased by 5.2% Land lease revenue is up about 19.5% T- hangars are at 100% occupancy at the Marco Island and Everglades airports, and 90% at Immokalee. Commissioner Comments: 4. Authority Budget I will continue to develop and effectively manage the Authority's budget. Self Analysis: Finance reports comparing actual revenues and expenses with budgeted revenues and expenses are provided to the Authority, the County Manager, and Finance on a quarterly basis. The proposed FY2012 Budget was presented to the County Manager in May and the Board of County Commissioners in June. Commissioner Comments: L Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 4. Authority Budget I will continue to develop and effectively manage the Authority's budget. Self Analysis: Finance reports comparing actual revenues and expenses with budgeted revenues and expenses are provided to the Authority, the County Manager, and Finance on a quarterly basis. The proposed FY2012 Budget was presented to the County Manager in May and the Board of County Commissioners in June. Commissioner Comments: L Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 13A1 S. Authority Personnel I have and will continue to initiate changes to create a more efficient work environment. The will include hiring and retaining the best employees and focusing on how to conduct better customer services Self Analysis: A staffing study was requested and conducted by Human Resources to determine appropriate staffing levels for the Collier County Airports. It is my opinion that this study supports the minimum staffing at our airports. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 13A1 CONTINUING GOALS FISCAL YEAR 2011- 2012 1. Operate Safe and Efficient Airports The Collier County Airports has experienced a few minor accidents with single engine aircraft pilots this year but none that involved loss of life. There were no accidents that the FAA attributed to an unsafe airport environment. We will continue to enhance and maintain airport equipment in a good state of repair to ensure a high level of safety. Policies and regulations will be updated to provide current safety practices utilized in the industry. In addition, recurring training will be administered to all employees to ensure exposure to the best industry standard practices. Commissioner Comments: 2. Strive to become more Self- Sufficient The airports made great strides this year to become more Self- Sufficient. This is a requirement of Collier county, Federal Aviation Administration and the state of Florida Department of Transportation. We will continue to pursue new business opportunities for aviation use and non - aviation use of property at all airports. Existing leases will be reviewed prior to expiration dates, and the airport will negotiate new rates base on fair market value rates. Commissioner Comments: Below Meets Exceed Standards Standards Standards Rating 1 2 3 Rating 2 2. Strive to become more Self- Sufficient The airports made great strides this year to become more Self- Sufficient. This is a requirement of Collier county, Federal Aviation Administration and the state of Florida Department of Transportation. We will continue to pursue new business opportunities for aviation use and non - aviation use of property at all airports. Existing leases will be reviewed prior to expiration dates, and the airport will negotiate new rates base on fair market value rates. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 13A1 3. Comply with all County, State and Federal Standards The administrative alignment of the Airport Authority was changed significantly last year. The former Airport Authority is now the Airport Advisory Board and the Board of County Commissioners serve as the Airport Authority. As such the Administrative Code for the Airport Authority is outdated. The Airport Rules and Regulations and Minimum Standards have not been updated to reflect current operational requirements. We will work on updating Airport Rules and Regulations, Minimum Standards and the Administrative Code or variation thereof, to ensure we are in compliance with current county, state and federal standards. We will also ensure that all airports comply with the requirements for grant assurances. Commissioner Comments: 4. Identify Projects by Priority to Obtain Grant Opportunities The most beneficial means to develop county airports is through federal and state grant opportunities. The Collier County Airports have a twenty year master plan that is required to receive the greatest potential of grant funds. The Airports will continuously update the Joint Automated Capital Improvement Plan to ensure our projects are prioritized. We will work closely with the MPO, FDOT and FAA to ensure that information and costs provided are accurate. We will also seek other grant opportunities that may be available through other agencies. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 4. Identify Projects by Priority to Obtain Grant Opportunities The most beneficial means to develop county airports is through federal and state grant opportunities. The Collier County Airports have a twenty year master plan that is required to receive the greatest potential of grant funds. The Airports will continuously update the Joint Automated Capital Improvement Plan to ensure our projects are prioritized. We will work closely with the MPO, FDOT and FAA to ensure that information and costs provided are accurate. We will also seek other grant opportunities that may be available through other agencies. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 13A1 S. Client Satisfaction /Customer Service We are striving to provide the highest level of customer service to our tenants and visiting pilots. This year we will develop a customer service form to help us to better evaluate our performance. We will also monitor websites that allow pilots to comment on their experience at our airports. I have attached the comments received via AIRNAV for all Collier County Airports over the past year. Commissioner Comments: 6. Upgrade Safety and Security at the Airport's Over the past year, we have noticed issues associated with the security at the Collier County Airports. We have conducted an independent security evaluation to determine alternatives to improving security We have noticed that the County has a great security monitoring program located on the County campus. Marco Island Executive Airport has a grant to upgrade security and we are also seeking one for the Immokalee Regional Airport. We would like to have connectivity with the County campus to enhance our security with 24 hour monitoring. Commissioner Comments: z, Below Standards Meets Standards Exceed Standards 1 2 3 Rating 1 2 3 6. Upgrade Safety and Security at the Airport's Over the past year, we have noticed issues associated with the security at the Collier County Airports. We have conducted an independent security evaluation to determine alternatives to improving security We have noticed that the County has a great security monitoring program located on the County campus. Marco Island Executive Airport has a grant to upgrade security and we are also seeking one for the Immokalee Regional Airport. We would like to have connectivity with the County campus to enhance our security with 24 hour monitoring. Commissioner Comments: z, Below Meets Exceed Standards Standards Standards 1 2 3 Rating 2 7. Public Outreach /Build Public Good Will Airports are an intregal part of communities and serve as generators of economic development. The public must always be reminded of those benefits. 13A1 I will continue to promote the advantages of an airport to the communities and will seek to be a good ambassador. I have attended rotary meetings, Community Redevelopment Agency (CRA) meetings, met with the editorial board of the Naples daily news, Greater Collier County Chamber of Commerce and became a member of the Eastern Collier County Chamber of Commerce. I will continue to seek other ways that I can adequately serve to enhance the relationship between the Airport's and communities. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 13A 1 1 Patricia L. Morgan From: MitchellIan <IanMitchell @colliergov.net> Sent: Thursday, October 11, 2012 8:15 AM To: Patricia L. Morgan Subject: FW: Chris Curry Eval 2010 -2011 From Commissioner Hiller Attachments: Chris Curry Eval 2010- 2011.pdf Hi Trish, This needs to go against Item 13A1 on the 9 -27 -11 BCC meeting From: RaineyJennifer Sent: Thursday, October 11, 2012 7:50 AM To: MitchellIan Subject: Chris Curry Eval 2010 -2011 From Commissioner Hiller Ian, as requested attached is the copy of Chris Curry's evaluation from last year. Thank you, ,Jennifer Rainey Executive Aide to Board of County Commissioners Aide to Commissioner Georgia Hiller, District #2 3299 Tamiami Trail East, Suite # 303 Naples, FL 34112 (239) 252 -8602 (239) 252 -6407 Fax Under F„ orda Law, e rnai- axd6es.; =s are Pub i rewords if you ,to not Want yow e ,ma l address raze aced in response to a pu iic records request, do not send eiectronir mail to this e fi'y. instead, contaact this ra??ice t y ieica, >ho?e or in 4�rrting. 4--mp- r�2� v� on t�o iltt (Z -Po� 7�m �13e� 9(2- 7(iz -'�- 13A1 COLLIER COUNTY AIRPORT AUTHORITY INTEROFFICE! MEMORANDUM TO: Commissioner Donna Fiala, District 1 Commissioner Georgia Hiller, District 2 Commissioner Tom Henning, District 3 Commissioner Fred W. Coyle, Chairman, District 4 Commissioner James N. Coletta, Vice - Chairman, District 5 FROM: Chris Curry, Executive Director, Airport Authority DATE: August 26, 2011 RE: I Executive Director FY 2010 — 2011 Action Plan /Evaluation Attached is a blank Executive Director FY 2010 — 2011 Action Plan with Performance Review Measures. This is provided for your review and comments. I have also provided my self - analysis to assist in your review. I am hoping to have this placed on the second agenda in September 2011. To meet the published agenda deadline, I would appreciate if you would please return your graded packets to me by Monday, September 12 so that I may consolidate the ratings for presentation at the September 27, 2011 Board meeting. I will be available to meet with each of you individually if you desire to discuss any questions, comments or suggestions, or feel free to provide me any comments or suggestions by individual note or memorandum. If you should have any questions about this appraisal task or wish to meet with me, please contact me at your convenience. 13A1 Commissioner Hiller Input EXECUTIVE SUMMARY The Annual Performance Appraisal for the Airport Authority Executive Director OBJECTIVE: To complete the performance appraisal of the Airport Authority's Executive Director for Fiscal Year 2010 -2011. CONSIDERATIONS: The Executive Director of the Airport Authority reports directly to the Board of County Commissioners. In order to ensure that the Executive Director's work performance is coordinated with the direction of the full Board, an annual appraisal and merit consideration are provided for in the Executive Director's Employment Agreement. The roles and duties of the Executive Director are set forth Ordinance 2010 -10, The Airport Authority Administrative Code, and in his contract. The Executive Director has been available to meet individually with Commissioners and has provided a self - appraisal relating to performance standards. The Executive Director's Employment Agreement provides that on the date general wage adjustments are granted generally to Collier County employees, the Executive Director's base salary shall be modified to reflect the general wage adjustment granted to other County employees. Upon the successful completion of goals and objectives completed or attained during the fiscal year, the Executive Director may be eligible for a merit adjustment. Any annual performance -based merit, adjustment shall not exceed a maximum of ten percent (10 %) of the Executive Director's annual base salary. The Executive Director waives any merit adjustment for Fiscal Year 2012. FISCAL IMPACT: There is no fiscal impact associate with this item. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this item. RECOMMENDATION: The Board of County Commissioners completed the annual performance appraisal for the Airport Authority Executive Director. Submitted by: Chris Curry, Executive Director, Airport Authority 13 A 1 �� FY 2010/2011 Action Plan Chris Curry, Executive Director, Airport Authority The Executive Director of the Airport Authority is the Chief Operating officer of the Authority, and works under the direction of the Board of County Commissioners, acting as the Airport Authority. The Executive Director shall: • Be responsible for the administration, management and operation of the County airports and airport facilities. • Formulate and prepare recommendations regarding policies, rules and regulations, directives, programs, agreements, sub - leases, leases, contracts, and all other documents that require consideration, action, or approval of the Authority. • Implement all lawful directives of the Authority. • Prepare annual budgets and annual reports for approval of the Authority and the Board. • Recommend employment, direct, supervise, and recommend personnel actions regarding Airport Authority employees in accordance with the County's Human Resources Policies and Procedures. • Carry out other powers and duties as may lawfully be assigned by the Authority. The Executive Director's Employment Agreement rwith the Board of County Commissioners provides for an annual evaluation of the Executive Director's performance. The attached evaluation form is based on the form utilized to evaluate other County contract personnel performance. This performance -based evaluation utilizes a rating scale of 1 to 3 for each objective, with 1 being Below Standards, 2 being Meets Standards, and 3 being Exceed Standards. Individual evaluations will be totaled and averaged to determine the Board's collective position. The evaluation form illustrates and reviews expectations for the Executive Director for the 2010 -2011 Fiscal Year. The goals are based on broad areas generally expected to be performed by the Airport Directors, including: leadership and organizational direction; communications; fiscal management; and personnel management. The Continuing Goals specifies goals and objectives for Fiscal Year 2011 -2012. 13A1 Airport. Authority Executive Director Evaluation Form Goals for Fiscal Year 2010 — 2011 1. Administration, Management and Operations of the airports and airport facilities I have and will continue to initiate changes to expand the Collier County airports in accordance with the Airport Master Plan. I will strive to create business opportunities in a touch economical climate. Self Analysis: Marco Island Executive Airport - The aircraft apron expansion and parking lot relocation project was completed in November 2010. (approximately $800,000). - The approximately $7M taxiway project is underway, with completion estimated in January 2012. This project will significantly increase capacity and enhance safety. Without a taxiway, several aircraft companies and schools are prohibited from using the airport due to safety concerns. - Approximately $60,000 is being spent on security enhancements, which are being funded 100% by FDOT. immokalee Regional Airport - The first phase of a 20,000 square foot manufacturing facility funded by the USDA and Collier County is expected to be completed by September 2011. - Rehabilitation of the runway lighting, funded by FDOT, is getting underway. - The South Florida Water Management District Environment Resource Permit for Phase II development was received'in August 2011. Everglades Airpark Completion of the south end taxiway project Sealing of the asphalt around the t- hangar building has been completed. Discussions with Mayor Hamilton for consideration of possible transfer of the airpark to Everglades City are on going. Commissioner Comments: Below i Standards Meets Standards Exceed Standards _.._. _ Z - - -, 3 Rating 2 13A1 2. Airport Policies, Rules and Regulations, Programs and Agreements I will strive to develop, streamline and implement consistency and standardized methods of operation. It is my goal to comply with all grant assurances required by the Federal Aviation Administration and the Florida Department of Transportation. 1 would like to create agreements that are fair to all tenants and Collier County while meeting fair market value requirements. Self Analysis: New standard t- hangar and tie -down agreements for the airports were created and approved by the Authority. At the Marco Island Airport, new agreements were negotiated with Marco Aviation for air charter service, Enterprise Car Rental, and Corporate Jet for aircraft detailing. The Enterprise Car Rental agreement incorporated the Immokalee Regional Airport and Everglades City Airpark. At the Immokalee Airport, a lease with Turbo Services for new construction was finalized in April 2011. New agreements were negotiated with Mr. Hester, IHRA, Turbo Services, Serenity Construction Services, and Exec Air. New agreements with DC Air and Greg Shepard, South Florida Defense Antiquities Museum, Inc are currently being negotiated. Commissioner Comments: 3. Authority /Board Directive(s): Make Airports More Self - Sufficient It is my goal to make the Collier County Airports more self- sufficient. At the Immokalee Regional Airport, I requested two appraisals to determine fair market value pricing. These appraisals were used to assist;with the,new Rates and Charges schedule. In the future, the same appraisal format will be used for Marco island Executive Airport and Everglades City Airpark. Self Analysis: A Rate and Charges schedule for 2011 was set and approved by the Authority in January. The last schedule was approved in 2002. Below Standards Meets Exceed Standards Standards ._.:,_......_._.. 1 .__ 2 3 Rating .._........._.... -- 2 3. Authority /Board Directive(s): Make Airports More Self - Sufficient It is my goal to make the Collier County Airports more self- sufficient. At the Immokalee Regional Airport, I requested two appraisals to determine fair market value pricing. These appraisals were used to assist;with the,new Rates and Charges schedule. In the future, the same appraisal format will be used for Marco island Executive Airport and Everglades City Airpark. Self Analysis: A Rate and Charges schedule for 2011 was set and approved by the Authority in January. The last schedule was approved in 2002. 13A1 a New landing fees at Marco Island Executive Airport are expected to garner approximately $20,000 in new revenue that can be used as County match contributions for Capital Improvement Projects. Fuel sales in Gallons have increased from 2010. - Everglades City Airpark increased 62.4% - Immokalee Regional Airport increased 8.1% - Marco Island Airport increased by 5.2% Land lease revenue is up about 19.5% T- hangars are at 100% occupancy at the Marco Island and Everglades airports, and 90% at Immokalee. Commissioner Comments: 4. Authority Budget I will continue to develop and effectively manage the Authority's budget. Self Analysis: Finance reports comparing actual revenues and expenses with budgeted revenues and expenses are provided to the Authority, the County Manager, and Finance on a quarterly basis. The proposed FY2012 Budget was presented to the County Manager in May and the Board of County Commissioners in June. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 4. Authority Budget I will continue to develop and effectively manage the Authority's budget. Self Analysis: Finance reports comparing actual revenues and expenses with budgeted revenues and expenses are provided to the Authority, the County Manager, and Finance on a quarterly basis. The proposed FY2012 Budget was presented to the County Manager in May and the Board of County Commissioners in June. Commissioner Comments: Below` Standards Meets Standards Exceed Standards 1 2 3 Rating 2 13A1 5. Authority Personnel I have and will continue to initiate changes to create a more efficient work environment. The will include hiring and retaining the best employees and focusing on how to conduct better customer services Self Analysis: A staffing study was requested and conducted by Human Resources to determine appropriate staffing levels for the Collier County Airports. It is my opinion that this study supports the minimum staffing at our airports. Commissioner Comments: Below Meets Exceed Standards .. . .. _......._ .. . Standards ...... ....- ........ _ . Standards - 1 2 -- - - - -- 3 Rating 2 13A1 CONTINUING GOALS FISCAL YEAR 2011- 2012 1. Operate Safe and Efficient Airports The Collier County Airports has experienced a few minor accidents with single engine aircraft pilots this year but none that involved loss of life. There were no accidents that the FAA attributed to an unsafe airport environment. We will continue to enhance and maintain airport equipment in a good state of repair to ensure a high level of safety. Policies and regulations will be updated to provide current safety practices utilized in the industry. In addition, recurring training will be administered to all employees to ensure exposure to the best industry standard practices. Commissioner Comments: 2. Strive to become more Self- Sufficient The airports made great strides this year to become more Self- Sufficient. This is a requirement of Collier county, Federal Aviation Administration and the state of Florida Department of Transportation. We will continue to pursue new business opportunities for aviation use and non - aviation use of property at all airports. Existing leases will be reviewed prior to expiration dates, and the airport will negotiate new rates base on fair market value rates. Commissioner Comments: f Below Standards Meets Standards Exceed Standards .._. _.:..._ _ 1 2 3 ..... .........:......_. Rating ___..._..__. __ 2 2. Strive to become more Self- Sufficient The airports made great strides this year to become more Self- Sufficient. This is a requirement of Collier county, Federal Aviation Administration and the state of Florida Department of Transportation. We will continue to pursue new business opportunities for aviation use and non - aviation use of property at all airports. Existing leases will be reviewed prior to expiration dates, and the airport will negotiate new rates base on fair market value rates. Commissioner Comments: f Below Standards Meets Standards Exceed j Standards 1 2 3 Rating 2 13A1 3. Comply with all County, State and Federal Standards The administrative alignment of the Airport Authority was changed significantly last year. The former Airport Authority is now the Airport Advisory Board and the Board of County Commissioners serve as the Airport Authority. As such the Administrative Code for the Airport Authority is outdated. The Airport Rules and Regulations and Minimum Standards have not been updated to reflect current operational requirements. We will work on updating Airport Rules and Regulations, Minimum Standards and the Administrative Code or variation thereof, to ensure we are in compliance with current county, state and federal standards. We will also ensure that all airports comply with the requirements for grant assurances. Commissioner Comments: _.. Below 1 Meets Standards Standards - -- - ..._.... Exceed T Standards Exceed Standards ............... . 1 2 -- 3 Rating 2 Rating 4. Identify Projects by Priority to Obtain Grant Opportunities The most beneficial means to develop county airports is through federal and state grant opportunities. The Collier County Airports have a twenty year master plan that is required to receive the greatest potential of grant funds. The Airports will continuously update the Joint Automated Capital Improvement Plan to ensure our projects are prioritized. We will work closely with the MPO, FDOT and FAA to ensure that information and costs provided are accurate. We will also seek other grant opportunities that may be available through other agencies. Commissioner Comments: Below Standards Meets Standards Exceed Standards 1 2 3 Rating 2 _-- 13A1 S. Client Satisfaction /Customer Service We are striving to provide the highest level of customer service to our tenants and visiting pilots. This year we will develop a customer service form to help us to better evaluate our performance. We will also monitor websites that allow pilots to comment on their experience at our airports. I have attached the comments received via AIRNAV for all Collier County Airports over the past year. Commissioner Comments: b. Upgrade Safety and Security at the Airport's Over the past year, we have noticed issues associated with the security at the Collier County Airports. We have conducted an independent security evaluation to determine alternatives to improving security We have noticed that the County has a great security monitoring program located on the County campus. Marco Island Executive Airport has a grant to upgrade security and we are also seeking one for the Immokalee Regional Airport. We would like to have connectivity with the County campus to enhance our security with 24 hour monitoring. Commissioner Comments: Below Meets Exceed 1 Standards Standards Standards - 1 -- .._._. _.... 2 3 _ Rating b. Upgrade Safety and Security at the Airport's Over the past year, we have noticed issues associated with the security at the Collier County Airports. We have conducted an independent security evaluation to determine alternatives to improving security We have noticed that the County has a great security monitoring program located on the County campus. Marco Island Executive Airport has a grant to upgrade security and we are also seeking one for the Immokalee Regional Airport. We would like to have connectivity with the County campus to enhance our security with 24 hour monitoring. Commissioner Comments: 7. Public Outreach /Build Public Good Will Airports are an intregal part, of communities and serve as generators of economic development. The public must always be reminded of those benefits. - -- Below Standards -- —i--- — ......... Meets Exceed Standards 1 Standards 1 2 3 Rating 2 7. Public Outreach /Build Public Good Will Airports are an intregal part, of communities and serve as generators of economic development. The public must always be reminded of those benefits. 13 A 1 �+ I will continue to promote the advantages of an airport to the communities and will seek to be a good ambassador. I have attended rotary meetings, Community Redevelopment Agency (CRA) meetings, met with the editorial board of the Naples daily news, Greater Collier County Chamber of Commerce and became a member of the Eastern Collier County Chamber of Commerce. I will continue to seek other ways that I can adequately serve to enhance the relationship between the Airport's and communities. 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Georgia Hiller [georgiahiller @mac.com] Sent: Saturday, September 24, 20115:30 PM To: HillerGeorgia ag =!)d , ,te ., 4 / g- reser,te4 by _ oM -, A.1eet, .i i:)et> �/Z T" 17IL- LtF12 • For immediate release: September 22, 2011 • NEWS RELEASE • Precedent - Setting Fluoride Personal Injury Case Filed • Dental Fluorosis Complaint Is First In an Expected Flood of Public • & Private • Sector Claims • Ellijay, GA Dental industry representatives have long fretted in • their • professional journals that fluoride providers could one day face legal • actions for harm caused by ingested fluorides. • The fear was that the citizens with a permanent staining and • disfigurement • of teeth called 'dental fluorosisz would bring legal actions upon • learning • that fluorides they had swallowed had caused the damage to their • teeth. • Now, after this year's admission by federal officials that • fluorides are • causing increasing amounts of fluorosis, an era of fluoride • personal injury • and toxic tort litigation appears poised to begin with the recent • filing of • a precedent - setting case in the Federal District Court in Maryland. • The legal action was filed against corporate giants Nestle USA • Inc., Nestle • Waters North America, Inc., and Gerber Products Company on behalf of a • teenage girl with multiple permanent teeth disfigured by dental • fluorosis. • The complaint notes that as a baby and young child, around 90% of • the water • the girl consumed was fluoridated bottled water sold by the Nestle • defendants. The girl's parents had purchased the water based on its • advertised dental benefit for children. • According to the lead attorney on the case, Washington D.C. -based • Chris • Nidel, the young woman's family now faces significant costs for • damage- covering dental veneers. • The financial impact of the teen's fluorosis is even greater over • the long https : / /mail.colliergov.netlowal ?ae= Item& t = IPM .Note &id= RgAAAACBw7hYJwxlSLoTg... 9/27/2011 Fwd: Precedent - Setting Fluoride Personal Injury Case Filed Against Nestle! Page 2 of 4 • term. The veneers will need to be replaced four or five times, • resulting in • a lifetime potential cost of more than $100,000 in dental expenses. > Attorney Nidel points to a photo of his client's teeth. 3In this > case, a • photo really is worth a thousand words ,2 he states. 3The water • providers had • a responsibility to warn their customers about fluorosis, but they • did not .2 • He says the girl's mother told him, 3I thought I was doing the • right thing • for my daughter when she was a child, by giving her bottled water that • contained fluoride. Her teeth have now been permanently damaged by • fluorosis. She is extremely self - conscious about her smile. Her • friends ask • her about her teeth. And now we're faced with extensive cosmetic • restorations. It's not simple, and it's expensive .2 • Seeking compensation for the teen's teeth damage and its impacts, the • complaint lists counts of strict liability, negligence, breach of • implied • warranty, fraud, and negligent infliction of emotional distress. • Public health professional Daniel G. Stockin of The Lillie Center • Inc., a • firm working to end water fluoridation, says, 3I believe water • utilities • will note that the bottled waters that are the focus of this complaint • contained around 0.8 parts per million of fluoride, which is right • near the • amount that public utilities add to their water. We know that • millions of • people have dental fluorosis, and that minority populations are • disproportionately harmed by it. People are not being openly told what • fluorosis really is or how it can impact their lives. I think it • will be • very interesting to see the revelations that come out now, as fluoride • product sellers and fluoridated water endorsers begin to be placed • under • oath in all sorts of fluoride - related legal actions .2 • Stockin adds, 3There were also warnings in dental and other • publications • that fluorides could potentially cause bone disorders, kidney harm, • and • thyroid impairment. I believe we'll quickly see fluoride lawsuits > grow way > beyond fluorosis cases.' • Attorney Nidel says, 3We're at the beginning of what looks to be an • absolutely enormous wave of new fluoride litigation. There are so many • harmed teenagers with fluorosis. We have the government's own data • to prove • that. Potentially millions with fluorosis will want to talk to an • attorney, • and believe me, plaintiff attorneys and the plaintiffs' bar are • beginning to • educate themselves about all this .2 https : / /mail.colliergov.netlowal ?ae= Item& t = IPM. Note &id= RgAAAACBw7hYJwxlSLoTg... 9/27/2011 Fwd: Precedent - Setting Fluoride Personal Injury Case Filed Against Nestle! Page 3 of 4 . 'The National Research Council's 2006 fluoride report raised I 15• • concerns about • possible harm that goes well beyond dental fluorosis ,2 he • continues. 3It • appears that millions of kidney patients and diabetics were not • told about • their increased susceptibility to harm from fluorides by their water • providers or healthcare professionals ,2 he says. > Reference Links / Sources: > * Full text of filed complaint and client teeth photo: see two links > at. • * Example of dental journal discussing potential litigation related to • fluorosis: 'It is only a matter of time until a case is brought • that gets • public attention. The risk is that noticeable fluorosis will be • perceived by • the public as a toxic consequence of fluoride ingestion which, • arguably, • it is (57) and there will be a reaction against all uses of • fluoride S2 • Riordan, PJ: Fluoride supplements for young children: an analysis • of the • literature focusing on benefits and risks. Community Dent Oral • Epidemiol • 1999; 27: p.81. > * Other photos of dental fluorosis: < > > < > < > > * CDC's data showing minorities with disproportionate amounts of • dental • fluorosis (see table 23): < > > * National Research Council report on fluorides: see 'Susceptible > Subpopulations section pp. 350 -51: > & > 3 sensitive > population S2 info, p. 30: > < > > * EPA and HHS press release on lowered fluoride level in water in > response > to increase in dental fluorosis: > < > > NEWS RELEASE CONTACT: • Daniel G. Stockin, MPH The Lillie Center, Inc. P.O. Box 839 Ellijay • GA 30540 https : / /mail.colliergov.netlowal ?ae= Item &t =IPM .Note &id= RgAAAACBw7hYJwxlSLoTg... 9/27/2011 Fwd: Precedent - Setting Fluoride Personal Injury Case Filed Against Nestle! Page 4 of 4 > Ph: 706- 669 -0786 <tel:706- 669 -0786> email: 15 > stockin2 @yahoo.comweb: Georgia https : / /mail.colliergov.netlowal ?ae= Item &t =IPM .Note &id= RgAAAACBw7hYJwxISLoTg... 9/27/2011