Agenda 02/24/2009 Item #14A
Agenda Item No, 14A
February 24, 2009
Page 1 of 50
EXECUTIVE SUMMARY
Recommendation to the Community Redevelopment Agency (CRA) to approve
the 2008 annual performance evaluation for the Immokalee CRA Executive
Director and authorize a 4.2 percent cost of living adjustment.
OBJECTIVE: To complete the 2008 annual performance evaluation for the Immokalee
CRA Executive Director and authorize a 4,2 percent cost of living adjustment.
BACKGROUND: The Immokalee CRA Executive Director is a CRA contract employee
that reports directly to the CRA Board and manages two CRA employees, She routinely
meets with the CRA Board's appointed Immokalee Local Redevelopment Advisory
Board to plan and execute the current CRA Immokalee Area Master Plan (lAMP) and
Redevelopment Plan while working with the Immokalee Master Plan and Visioning
Committee (IMPVC) to develop the new Draft lAMP, the Enterprise Zone Agency, and
meets collectively and individually (when required) with CRA Board members to conduct
CRA business and budgetary matters, The Local Advisory Board meets annually to
determine the Immokalee CRA annual Operational Plan and the CRA Board in January
to review and recommend approval of the Plan,
CONSIDERATIONS: The Executive Director has enclosed a self-evaluation document
that includes 2008 CRA objectives and accomplishments as well as goals for the
upcoming two years, Enclosed also are the Local CRA Advisory Board member's
completed evaluation package as backup. Exhibit A is a summary of all CRA Advisory
Board scores and Exhibit B is appraisal of the Executive Director completed by
Commissioner Coletta, with comments.
FISCAL IMPACT: Sufficient dollars exist within the proposed FY09 Fund (186) budget
to fund a Collier County 4,2 percent cost of living adjustment. No budget amendments
are necessary at this time,
GROWTH MANAGEMENT IMPACT: There is no growth management impact with this
item.
ADVISORY BOARD RECOMMENDATION: By unanimous vote, during the regular
meeting of the Immokalee Local Redevelopment Advisory Board on January 26, 2009,
the Advisory Board voted to recommend to the CRA authorization of a 4,2 percent cost
of living adjustment for the Immokalee Executive Director,
RECOMMENDATION: That the CRA Board complete the annual performance appraisal
process and authorize a 4,2 percent cost of living adjustment for the Immokalee CRA
Executive Director,
Prepared by: Penny S, Phillippi
Executive Director, Immokalee Community Redevelopment Agency
Page I of I
Agenda Item No, 14A
February 24,2009
Page 2 of 50
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
Item Number:
Item Summary:
14A
Meeting Date:
Recommendation to the Community Redevelopment Agency (eRA) to approve the 2008
annual performance evaluation for the Immokalee eRA Executive Director and authorize a
4.2 percent cost of living adjustment
2/24/2009 9:00:00 AM
Prepared By
Penny Phillippi
BCC
Immokalee, eRA
County Redevelopment Agency
Date
2/21200910:47:26 AM
Approved By
OMS Coordinator
County Manager's Office
OMS Coordinator
Date
Office of Management & Budget
2/3/200910:33 AM
Approved By
Penny Phillippi
Bec
Immokalee, eRA
County Redevelopment Agency
Date
214/2009 11 :26 AM
Approved By
Mark Isackson
Budget Analyst
Office of Management & Budget
Date
County Manager's Office
2113/20093:20 PM
Approved By
James V. Mudd
County Manager
Date
Board of County
Commissioners
County Manager's Office
2113120096:21 PM
file://C :\Agenda Test\Export\ I 24-February%2024, %202009\ 14, %20AIRPOR T%20A UTHO.., 2/l8/2009
A~v'IJa Ilvlll f4u. 14A
February 24,2009
Collier County Community Redevelopment Agency (CRA) Page 3 of 50
Executive Director Performance Evaluation
Name: Penny Phillippi
Period: December 3, 2007 10 December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of I
components and their relationships; deveioping solulions for critical issues.
COOPERATION -- Working effectively wilh olhers to achieve common goals- V
board of directors, volunteers, staff, other orQanizations and the communitv,
CREATIVITY - Improvement of the organization by exploring new ideas; seeks t/
addilional knowledoe, skills and advancement opportunilies,
COMMUNICATION - Oral and wrillen presentalion of ideas, both within and V
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with V
a minimum of direction; tries new Ideas, willing to experiment and take risks,
JUDGMENT - Formation of sound evaluations by careful study of available facts c/
and options and minimiZing personal bias in decision makinq,
RELIABILITY ANO EFFECTIVENESS - Consistenlly delivers results, V
dependable; instills confidence in others,
Comments:
PROFESSIONAL ATTRIBUTES
0 1 2 3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of Ihe CRA's j.,S
mission and objeclives; understanding of the fundamentals required for
organizational effectiveness,
PLANNING - Balanced development of long-term strategic objectives, annual V
budgeling and forecasting and staying ahead of day-Io-day activilies,
COMMUNITY IMAGE - Consistent positioning as a respected community v"
leader; effective interrace with bustness executive and other civic leaders and
development of the CRA's brand imaqe,
FINANCIAL MANAGEMENT - Thorough grounding in asset management and V
Financial resoonsibility; prudent judgment on Financial mailers,
COMMUNITY NEELJS ASSESMENT - Thoughtful analysis of community needs --~ -V-
and sensitivity to effective allocation of grants and community programs,
ASSET DEVELOPMENT - Knowledge of contemporary fund raising [vA
techniques; personal comfort and effectiveness in major gift request situations.
attention to melhodical ionoer-term develooment reauirement.
LEADERSHIP - Effectively motivates the aclion of others - staff, board, .a-/'"
volunteers and others; focuses on the fulure of the CRA,
Commonts:
~.;<"'1'~'~' "'1>~":"." r . - , :~ " ,'~
Agenda Item NO, 14A
February 24, 2009
Page 4 of 50
SUPEj:{VISORY PERFORMANCE:
I
0 1 2 3
ORGANIZA nON - Establishes staff goals, assigns priorities, details ;/
aclions, creates time schedules and follOWS through to successfully
achieve aoals and resoonsibilities for the work unit.
--..----
LEADERSHIP - Leads by example, V
TRAINING - Assists subordinates in developing and utilizing knowledge and ~
skills to complete assigned responsibilities,
COACHING/COUNSELING - Explains or demonstrates work techniques to t/
subordinates and provides feedback for their performance,
EMPLOYEE DEVELOPMENT Assesses the strengths and weaknesses of
subordinates and works out a program of conlinuing developmental abilities .l.s
so that Ihe subordinate's iob knowledne, skills and results can be increased,
ECONOMY - Effectivety con trots costs and manages resources to bring about /
effective utilization of money, technology, human resources and time,
FOCUS ON DIVERSITY - Implements positive actions are to assure V
comoliance,with policies and practices relative to employee diversity issues,
Comments:
OVERALL EVALUATION
Areas of Consistent High Performance
f) p\// 'I
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1.cl!cnd:
o :::: F!lils to mccL Requirements
1 = Mcet~ Requirements
2 = Exceeds Reqnirements
3 "'" OOlstanding Pcrfonnance
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Agenda Item No, 14A
Collier County Community Redevelopment Agency (CR.8wu~ig~~ ~~~6
Executive Director Performance Evaluation
Name: Penny Phillippi
Period: December 3, 2007 to December 3, 2008
51/G ')
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of X
components and their relationships; developing solutions for critical issues,
COOPERATION - Working effectively with others to achieve common goals- X
board of directors, volunleers, staff, other oroanizations and the communitv,
CREATIVITY -Improvement of the organization by exploring new ideas; seeks X
additional knowledae skills and advancement oooortunities,
COMMUNICATION - Oral and wrilten presentation of ideas, both within and X
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with X
a minimum of direction; tries new ideas, willing to experiment and take risks,
JUDGMENT - Formation of sound evaluations by careful study of available facts X
and options and minimizlno personal bias in decision makino',
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, X
dependable; Instills confidence in others,
lct/;h \
Comments:
As a new professional (1 yr.) in our community, Ms, Phillippi has done an outstanding job becoming a
_l'arl of our community,
PROFESSIONAL ATTRIBUTES
-- _om .. ~ -'-,.'--
0 1 2 3
-~-~._._,,--
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the eRA's
mission and objectives; understanding of the fundamentals required for X
orQanizational effectiveness, ~~ - ---- ~ -
PLANNING - Balanced development of long-term strategic objectives, annual X
budgeting and forecastina and staYing ahead of day-to-day activities,
COMMUNiTY IMAGE - Consistent positioning as a respected community --~, ..-
leader; effective interface with business executive and other civic leaders and X
develonment of the CRA's brand imaae,
FINANCIAL MANAGEMENT - Thorough grounding in asset management and X
financial responsibility; prudent judgment on financial matters,
COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs X
and sensitivity to effective allocation of grants and community oroorams,
ASSET DEVELOPMENT - Knowledge of contemparary fund raising
techniques; personal comfort and effectiveness in major gift request situations. X
attention to methodicallonll.er:term development reauirement.
LEADERSHIP - Effectively motivates the action of others - staff, board, X
-"(Jlunteers and others; focuses on the future of the CRA. -
11(1 \
Comments:
Ms, Philiippi is a self-assured professional whose only weakness is that she is more about "pretly"
than 'functional".
Agenda Item No, 14A
February 24, 2009
Page 9 of 50
SUPERVISORY PERFORMANCE:
-~-_.
0 1 2 3
ORGANIZATION - Establishes staff goals, assigns priorities, details
actions, creates time schedules and follows through to successfully X
achieve ooals and resoonsibllllles for the work unit.
LEADERSHIP - Leads by example, X
TRAINING - Assists subordinates in developing and utilizing knowledge and X
skills to comolete assigned responsibilities,
COACHING/COUNSELING - Explains or demonstrates work techniques to X
subordinates and provides feedback for their performance,
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of
subordinates and works out a program of continuing developmental abilities X
so that the subordinate's job knowledge, skills and results can be increased, -~._- _.._~
ECONOMY - Effectively controls costs and manages resources to bring about X
effective utilization of money, technology, human resources and time, , ~
FOCUS ON DIVERSITY - Implements positive actions are to assure X
~_cS'mpliance with policies and practices relative to employee diversity issues,
) {-f l
;2,
,
Comments:
The quality of her staff (which is outstanding, is a,r11easure of her leadership,
OVERALL EVALUATION
Areas of Consistent High Performance
Developmental Needs
Agenda Item No, 14A
February 24,2009
Page 10 of 50
This evaluation has been reviewed and discussed:
Penny s,~~' ~:~torrCQ~lier County CRA (Immokalee)
Fred N, Thomas, Jr,;-ehairman-ott e Imino A Advisory Board
Dale
/0 D~c- ()'iJ/
Dale
Collier County Commissioner Jim Coletta
Date
Donna Fiala, Chairman of the Collier County CRA Board
Date
Legend:
o = Fails to meet Requirement'
I ~ Meets Requirements
2 ~ Exceeds Requirements
3 = Outstanding Performance
Agenda Item No, 14A
Collier County Community Redevelopment Agency (CR~~~e 2141 ~f~6
Executive Director Performance Evaluation
Name: Penny Phillippi
{3b
I
period: December 3, 2007 to December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of ><
components and their relafionships; developing solutions for critical issues,
COOPERATION - Working effectively with others to achieve common goals- )(
board of directors, volunteers staff other oraanizations and the community,
CREATIVITY -Improvement of the organization by exploring neW ideas: seeks X
additional knowledqe, skills and advancement onaortunities,
COMMUNICATION - Oral and written presentation of ideas, both within and y+
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with X
a minimum of direction; tries new ideas, willing to experiment and take risks,
JUDGMENT - Formation of sound evaiuations by careful study of available facts '>(
and ontions and minimizina oersonal bias in decision makino,
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, X
dependable; instills confidence in others,
)\
Comments:
<;cY'e..r-p flllrJ.'f"61V1 '11r @(jr {NmmC(.!1 iiy
PROFESSIONAL ATTRIBUTES
o
1
2
3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's
mission and objectives: understanding of the fundamentats required for
organizational ,effectiveness, _
PLANNING - Balanced development of long-term strategic objectives, annual
budgeting ilnd }orllC-"sting and staying ahead of day-to-day activiti~s._____,
COMMUNITY IMAGE - Consistent positioning as a respected community
leader; effective interface with business executive and other civic leaders and
develo ment of the CR/';sjlrand ima~e,
FINANCIAL MANAGEMENT - Thorough grounding in asset management and
financial responsibility; prudent judgment on financial matters, ____
COMMUNiTY NEEDS ASSESMENT - Thoughtful analysis of community needs
and senl>itivitx_to effective allocation of grants and communit)'jJrclllrams,
ASSET DEVELOPMENT - Knowledge of contemporary fund raising
techniques; personal comfort and effectiveness in major gift request situations,
attention to methodical Ion er-term (\~v_eiopment requirement.
LEADERSHIP - Effectively motivates the action of others - staff, board,
volunteers and others: focuses on the future of the CRA,
><
Y,'
><
X
x-
X
2\
Comments:
J~~ Jidk,pJ a-hud fer e(lc;ellfr ef!eJ;,e -di!
(Ie LfV
--- ./
Agenda Item No, 14A
February 24,2009
Page 12 of 50
SUPERVISORY PERFORMANCE:
0 1 2 3
. ORGANIZATION - Establishes staff goals. assigns priorities, details
actions, creates time schedules and follows through to successfully X
achieve Goals and responsibilities for the work wlit.
LEADERSHIP - Leads by example, X
TRAINING - Assists subordinates in developing and utilizing knowledge and '<
skills to complete assianed responsibilities, "
COACHING/COUNSELING - Explains or demonstrates work techniques to y
subordinates and provides feedback for Iheir performance,
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of
subordinates and works out a program of continuing developmental abilities ><
~o that the subordinate's job knowledge, skills and results can be increased,
ECONOMY - Effectively controls costs and manages resources to bring about 'I
effective utilization of money, technology. human resources and time,
FOCUS ON DIVERSITY -Implements positive actions are to assure y
L<:.ompliance with policies and practices relative, to emolovee diversity issues,
2\
Comments:
OVERALL EVALUATION
Areas of Consistent High Performance
i0
Developmental Needs
f
I?JJd(!JM
~J~ c#eers
This evaluation has been reviewed and discussed:
ctor, Collier C<;>unty CRA (Immokalee) Date
RJc\Jord -\-\-e,er':S ~
Agenda Item No, 14A
February 24,2009
Page 13 of 50
Collier County Commissioner Jlni Coletta Date
Donna Fiala, Chairman of the Collier County CRA Board Date
Le~end:
o ~ Fails to meet Requirements
I ~ Meets Requirements
2 = Exceeds Requirements
3 = Outstanding Performance
Agenda Item No, 14A
Collier County Community Redevelopment Agency (CR~~~ie ~~ ;~g6
Executive Director Performance Evaluation
Name: Penny Phillippi
11'1 G :5
Period: December 3, 2007 to December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of V
components and their relationships; developing solutions for critical issues,
COOPERATION - Working effectively with others to achieve common goals- V
board of directors, volunteers, staff, other orQanizations and the communitv,
CREATIVITY -Improvement of the organization by exploring new ideas; seeks V
additional knowledoe, skills and advancement opportunities,
COMMUNICATION - Oral and written presentation of ideas, both within and V
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with V
a minimum of direction; tries new ideas, willing to experiment and take risks,
JUDGMENT - Formation of sound evaluations by careful study of available facts V
and options and minimizino personal bias in decision makinQ,
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, ./'
dependable' instills confidence in others,
,~
Comments:
PROFESSIONAL ATTRIBUTES
.---.,,--
0 1 2 3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's
mission and objectives; understanding of the fundamentals required for ./
oroanizational effectiveness,
PLANNING - Balanced development of long-term slrategic objectives, annual V
budgeting and forecasting and staying ahead of day-to-day activities, __ _,__ ------- --
COMMUNITY IMAGE - Consistent positioning as a respected community
leader; effective interface with business executive and other civic leaders and ,/
develooment of the CRA's bral1Q.!rnage,
FINANCIAL MANAGEMENT - Thorough grounding In asset management and V
financial responsibility; prudent judgment on financial matters,
COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs ..;
and sensitivity to effective allocation of grants and c()~m..u-'l,it)1 progi~f!ls_,___ ----.".-
ASSET DEVELOPMENT - Knowledge of contemporary fund raising V
techniques; personal comfort and effectiveness in major gift request situations,
attention to methodicallonQer-term development requirement.
LEADERSHIP - Effectively motivates the action of others - staff, board, J
volunteers and others; focuses()n_t~Ellu_ture of the CRA,
1~
Comments:
Agenda Item No, 14A
February 24, 2009
Page 15 of 50
SUPERVISORY PERFORMANCE:
ORGANIZATION - Establishes staff goals, assigns prlorilies, details
actions. creates time schedules and follows through to successfully
achieve oals and responsibilities for the work unit.
LEADERSHIP - Leads by example,
TRAINING - Assists subordinates in developing and utilizing knowledge and
skills to complete assigned responsibilities,
COACHING/COUNSELING - Explains or demonstrates work techniques to
subordinates and rovides feedback for their performance,
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of
subordinates and works out a program of continuing developmental abilities
so that the subordinate's job knowled e, skills and results can be increased,
ECONOMY - Effectively controls costs and manages resources to bring about
effectiveu!i1ization of mone , technology, human resources and time,
FOCUS ON DIVERSITY - Implements positive actions are to assure
. compliance with policies and practices relative to emploY,ee diversi issues,
0 2 3
V"'"
V
V
V
V
V
f
v' '11\
Comments:
--
OVERALL EVALUATION
Areas of Consistent High Performance
_ ~~~ ~~ (>'M)., riL>,n-..'~4
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Developmental Needs
0~^ p-
Agenda Item No, 14A
February 24,2009
Page 16 of 50
This evaluation has been reviewed and discussed:
Penny S, Phillippi, Executive Director, Collier County CRA (Immokalee) Dale
Ary:\.. Sq\CIZGtV
ory Board Member
Collier County Commissioner Jim Coletta
Date
Date
Donna Fiala, Chairman of the Collier County CRA Board
Le.end:
o ~ Fails to meet Requirements
1 ~ Meets Requirements
2 = Exceeds Requirements
3 ~ Outstanding Pel'fonnance
Agenda Item No, 14A
Collier County Community Redevelopment Agency (CRJfj'~~;{e 21i ~~g6
Executive Director Performance Evaluation
Period: December 3, 2007 to December 3, 2008
&') )&J
Name: Penny Phillippi
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to idenlification of y
components and their relationships; developing solutions for critical issues,
COOPERATION - Working effectively with others to achieve common goals- ....
board of directors, volunteers, staff, other oroanizations and the community,
CREATIVITY - Improvement of the organization by exploring new ideas; seeKs r
additional knowledoe, skills and advancement oooortunities,
COMMUNICATION - Oral and written presentation of ideas, both within and y
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with V-
a minimum of direction; tries new ideas, willing to experiment and take risKs,
JUDGMENT - Formation of sound evaluations by careful study of available facts V
and ootions and minimizina oersonal bias in decision makino',
RELIABILITY AND EFFECTIVENESS - Consistently delivers resuits, v'
deoendable; instills confidence in others,
2\
Comments:
PROFESSIONAL ATTRIBUTES
-
0 1 2 3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's
mission and objectives; understanding of the fundamentals required for y'
oraanizational effectiveness,
------ ----
PLANNING - Balanced development of long-term strategic objectives, annual
budgeting and forecasting and slaying ahead of day-to-day activities, v
COMMUNITY IMAGE - Consistent positioning as a respected community
leader; effective inlerface with business executive and other civic leaders and v
develooment of the CRA's brand imaae, ------ --
FINANCIAL MANAGEMENT - Thorough grounding in asset management and V
financial responsibility; prudElI1_Uudgment on financial matters, - -,-
COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs V
and sensilivity 10 effective allocation of grants and community programs,
ASSET DEVELOPMENT - Knowledge of contemporary fund raising
techniques; personal comforl and effectiveness in major gift request situations, l/
attention to methodicallonoer-term develoDment requi~rnent.
LEADERSHIP - Effectively motivates the action of others - staff, board, V
volunteers and others; focuses on the future of the CRA.
:2._1
Comments:
Agenda Item No, 14A
February 24, 2009
Page 18 of 50
SUPERVISORY PERFORMANCE:
0 1 2 3
~------
ORGANIZATION - Establishes staff goals, assigns priorities, details
actions. creates time schedules and follows through to successfully ,/
achieve ooals and resoonsibilities for the work unit. --
LEADERSHI P - Leads by example, ./
TRAINING - Assists subordinates in developing and utilizing knowledge and V
skills to complete assigned responsibilities,
-
COACHING/COUNSELING - Explains or demonstrates work techniques to v
subordinates and provides feedback for their performance,
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of
subordinates and works out a program of continuing developmental abilities ./
so that the subordinate's job knowledge, skills and results can be increased,
ECONOMY - Effectively controls cosis and manages resources to bring about "....
effective utilization of monev, technology, human_ resources and time,
FOCUS ON DIVERSITY -Implements positive actions are to assure V
~plianc~'IIith policies and practices relaliveto employee diversity issues,
) 1(9- \
Comments:
OVERALL EVALUATION
Areas of Consistent High Performance
Developmental Needs
This evaluation has been reviewed and discussed:
Aaenda Item No, 14A
~ February 24, 2009
Page 19 of 50
, e Director 2C~ (Im::ee:
~ <:\,0\':::.
RA Advisory Board Member
Date
Date
C>~
,,-,
Collier County Commissioner Jim Coletta
Date
Donna Fiala, Chairman of the Collier County CRA Board
I..el!cnd:
o ~ Fails to meet Requirements
1 ~ Meets Requirements
2 = Exceeds Requitements
3 = Ontstanding Performance
Date
Agenda Item No, 14A
Collier County Community Redevelopment Agency (CR~~:~e 22~ ~7g6
Executive Director Performance Evaluation
Name: Penny Phillippi
Period: December 3, 2007 to December 3, 2008
ul
) (0
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of J
components and their relationships; developing solutions for critical issues,
COOPERATION - Working effectively with others to achieve common goa1s- ../
board of directors, volunteers, staff, other oroanizations and the community,
CREATIVITY -Improvement of the organization by'exploring new ideas; seeks
additional knowledae, skills and advancement oODortunities, ,/
COMMUNICATION - Oral and written presentation of ideas, both within and -/
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with V
a minimum of direction; tries new ideas, willing to experiment and take risks,
JUDGMENT - Formation of sound evaluations by careful study of available facts /
and ootions and minimizina oersonal bias in decision makina,
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, V
deoendable; inslills confidence in others,
14)9 \
Comments:
PROFESSIONAL ATTRIBUTES
0 1 2 3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's
mission and objectives; understanding of the fundamentals required for ,/
oraanizational effectiveness,
PLANNING - Balanced development of long-term strategic objectives, annual
budaetina and forecastina and staying ahead of day-to-day activities. \/
COMMUNITY IMAGE - Consistent positioning as a respected community /
leader; effective interface with business executive and other civic leaders and
deveiopment .of the CRA's brand image, ,_
FINANCIAL MANAGEMENT - Thorough grounding in asset management and ,/
financial responsibility; prudent judgment on financial matters,
COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs /
and sensitivity to effective allocation of grants and community programsc,
ASSET DEVELOPMENT - Knowledge of contemporary fund raising
techniques; personal comfort and effectiveness in major gift request situations, ' /
attention to methodicallonaer-term development requirelTlent.
LEADERSHIP - Effectiveiy motivates the action of others - staff, board, ~
volunteers and others; focuses on the future of the CRA.
\1(1 \
Comments:
Agenda Item No, 14A
February 24, 2009
Page 21 of 50
SUPERVISORY PERFORMANCE:
-~
0 1 2 3
$, details ~-
essfully ,/
..~
g knowledge and v
rk techniques to ./
d weaknesses of
pmental abilities ../
an be increased,
rces to bring about J
and time,
to assure /
diversity issues,
IG!~ \
ORGANIZATION - Estabiishes staff goals, assigns prioritie
actions, creates time schedules and follows through to succ
,achiev~ goals 8QclIesponsibilities for the work unit.
LEADERSHIP - Leads by example,
TRAINING - Assists subordinates in developing and utilizin
skills to com lete assl ned responsibilities.
COACHING/COUNSELING - Explains or demonstrates wo
subordinates and rovides feedback for their perforrn_a!1Ee,
EMPLOYEE DEVELOPMENT - Assesses the strengths an
subordinates and works out a program of continuing develo
so that the subordinate's 'ob knowled e, skills and results c
ECONOMY - Effectively controls cosls and manages resou
effective utilization of money, technology, human resource~
FOCUS ON DIVERSITY -Implements positive actions are
com iiance with olicies and practices relalive to employee_
Comments:
f&M'6 ~ ~bee~~N'(< c.UllJ ~-l 10 t7UA ('O""r"O/\ ~';J, ~V\d O'\~
0C''1i1A'\, L cd \ 0-- . ""J CWA -\ t.00::0 ~.\o CJ.v.. uri-~ I'VJ')l.1ia//)'--P y\.9.f.
OVERALL EVALUATION
Areas of Consistent High Performance
Developmental Needs
This evaluation has been reviewed and discussed:
Agenda Item No, 14A
February 24,2009
Page 22 of 50
Dale
Penny S, PhilliP~ Executive Director, Collier County CRA (Immokalee)
J C'
'. I,d"'< \j e ,', ,'\)
ard Member ,J
Collier County Commissioner Jim Colella
Dale
Donna Fiala. Chairman of the Collier County CRA Board
Date
Le2end:
o = Fails to meet Reqnirements
1 ~ Meets Requil'ements
2 ~ Exceeds Requirements
3 ~ Outstanding Performance
Agenda Item No, 14A
Collier County Community Redevelopment Agency (crf~~~~e 22i ~7~6
Executive Director Performance Evaluation
Name: Penny Phillippi
~1k)
Period: December 3, 2007 to December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of ~
components and their relationships; developing solutions for critical issues,
COOPERATION - Working effectively with others to achieve common goals- I"
board of directors, volunteers, stall, other orqanizations and the communilv,
CREATIViTY -Improvement ofthe organization by exploring new ideas; seeks IA
additional knowledae, skills and advancement opportunities,
COMMUNICATION - Oral and written presentation of ideas, both within and y
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with y
a minimum of direction; tries new ideas, willing to experiment and take risks,
JU DGMENT - Formation of sound evaluations by careful study of availabte facts y
and ootions and minimizina personal bias in decision makina,
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, X
deoendable; instills confidence in others,
2\
Comments:
PROFESSIONAL ATTRIBUTES
o
1
2
3
ORGANiZAtioNAL UNDERSTANDING - Brea<tii,-of knowledge of the CRA's
mission and objectives; understanding of the fundamentals required for
or anizalional effectiveness,
PLANNING - Batanced development of long-term slrategic objectives, annual
budgeling and forecastin and staying ahead of day-to-da activities,
COMMUNITY IMAGE - Consistent positioning-as a respected communily
leader; effective interface with business executive and other civic leaders and
develo me.nt of the CRA's brand image, ..
FINANCIAL MANAGEMENT - Thorough grounding in asset management and
financial responsibility; prudent judgment on financial matters,
COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of communily needs
and sensitivily to effe,ctiv_e allocation of grants and community pro rams,
ASSET DEVELOPMENT -.,: Knowledge of contemporary fund raising
techniques; personal comfort and effectiveness in major gift request situations,
attention to methodical longer-term development requirement.
LEADERSHIP - Effectively motivates the action of others - staff, board,
volunteers and others; focuses on Ihe future of the CRA,
i'll.
Comments:
Agenda Item No, 14A
February 24, 2009
Page 24 of 50
SUPERVISORY PERFORMANCE:
o
1
2
3
LEADERSHIP - Leads by example,
TRAINING - Assists subordinates in developing and utilizing knowledge and
skills to complete assi ned res onsibiiities,
COACHING/COUNSELING - Explains or demonstrates work techniques to
subordinates and rovides feedback for their erformance.
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of
subordinates and works out a program of continuing developmental abilities
so that the subordinate's 'ob knowled e, skills and results can be increased,
ECONOMY - Effectively controls costs and manages resources to bring about
effective ulilization of mone ,technolo y, human resources and time,
FOCUS ON DIVERSITY -Implements positive actions are to assure
compliance with olicles and practices relative to emplo ee diversity issues,
ORGANIZATION - Establishes staff goals, assigns priorities, details
actions, creates time schedules and follows through to successfully
achieve oals and res onsibilities for the work unit.
\
x
l1J.A
Comments:
~f.F' I'"' 'r
/.J 1ft) ZI::'0L 6l~'.56:r ((\ J f1'\tr1'OI-<tf)L-c.b;
OVERALL EVALUATION
Areas of Consistent High Performance
Developmental Needs
Agenda Item No, 14A
February 24,2009
Page 25 of 50
This evaluation has been reviewed and discussed:
Penny S, Phillippi, Executive Director, Collier County CRA (Immokalee)
Date
Collier County Commissioner Jim Coletta
Date
Donna Fiala, Chairman of the Collier County CRA Board
Date
Lel!end:
o = Fails to meet Requirements
t ~ Meets Requirements
2 ~ Exceeds Requirements
3 ~ Outstanding Performance
Agenda Item No, 14A
Collier County Community Redevelopment Agency (CR1S;')~:ie 22ci ~~~6
Executive Director Performance Evaluation
Name: Penny Phillippi
CJ/o
Period: December 3, 2007 to December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of /"
components and their relationships; developing solutions for critical issues, ,~
COOPERATION - Working effectively with others \0 achieve common goals- V
board of directors, volunteers. staff, other orQanizations and the communitv.
CREATIVITY -Improvement of the organization by exploring new ideas; seeks /"
additional knowiedne, skills and advancement onnortunitles,
COMMUNICATION.. Oral and written presentation of ideas, both within and \.--/1.--
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with V
a minimum of direction; tries new ideas, willing to experiment and take risks,
JUDGMENT.. Formation of sound evaluations by careful study of available facts L/'
and ootions and minimizinQ personal bias in decision makinn,
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, V
denendable; Instills confidence in others,
2.\
Comments:
PROFESSIONAL ATTRIBUTES
--
0 1 2 3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's
mission and objectives; understanding of the fundamentals required for L.,/
orQanizational effectiveness,
PLANNING - Balanced development of long-term strategic objectives, annual V~
budgeting and forecasting and staying ahead of day-to-dav activities, ..
COMMUNITY IMAGE - Consistent positioning as a respected community ",/
leader; effective interface with business executive and other civic leaders and V
develonment of the CRA's brand imaQe,
FINANCIAL MANAGEMENT - Thorough grounding in asset management and ....--
financial responsibilitv;prudent iudqment on financial matters.
COMMUNtTY NEEDS ASSESMENT - Thoughtful analysis of community needs /
and sensitivity to ~ffective allocation of grants and communi~ograms,
ASSET DEVELOPMENT - Knowledge of contemporary fund raising
techniques; personal comfort and effectiveness In major gill request situations, /
attention to methodical ionger-term development reouirement. ~ V
-
LEADERSHIP - Effectively motivates the action of others - staff, board, '~
volunteers and others; focuses on the future of.. the CRA.
1.\
Comments:
Agenda Item No, 14A
February 24,2009
Page 27 of 50
SUPERVISORY PERFORMANCE:
-- .---+
0 1 2 3
ORGANIZATION - Establishes staff goals', 'assigns priorities, details ,-
actions, creates lime schedules and follows through to successfully -/
achieve aoals and resaonsibilities for the wor~,unih
LEADERSHIP -- Leads by example, t/
--'-
TRAI NING - Assists subordinates In developing and utilizing knowledge and \/
skills to complete assianed responsibilities,
COACHING/COUNSELING -- Explains or demonstrates work techniques to /
subordinates and provides feedback for their performance, ,
EMPLOYEE DEVELOPMENT -- Assesses the strengths and weaknesses of
subordinates and works out a program of continuing developmental abilities l/
so thatlhe subordinate's iob knowledae, skills and results can be increased,
ECONOMY -- Effectively controls costs and manages resources to bring about V
effeclive utilization of money, technology, human resources and time, _
FOCUS ON DIVERSITY -Implements positive actions are to assure t/
compliance with policies and practices relative to employee diversity Issues, ,
.z\
Comments:
( //1(11/ qJL.,
{-1,V'd J'
.d~, I
c--/- '\_ ((), c' (If
. " ( "f1\C6 -(}(X'/l
OVERALL EVALUATION
\ :{ /'''''--E' ( /) "Q \
(:) .~_,^\ ;:.~'<. /l,J' - _._:._
('JA;,' ' cIA c ,
~\,/\" 0 ~(~J!.fLQ_)
cV'cV" ,
Agenda Item No, 14A
February 24, 2009
Page 28 of 50
This evaluation has been reviewed and discussed:
Penny?, Phillippi, Executive Director, Collier County CRA (Immokalee) Date
/-2, 1~7,O'2)
)(: I, VC (5'(;\ --r.". '(.L,~/ Date
Collier County Commissioner Jim Coletta
Date
Donna Fiala, Chairman of the Collier County CRA Board
Date
Le~end:
o ~ Fails to meet Requirements
I = Meets Requirements
2 = Exceeds Requirements
3 = Outstanding Pelformance
Agenda Item No, 14A
Collier County Community Redevelopment Agency (CRA)~:~e 22~ ;~g6
Executive Director Performance Evaluation
Name: Penny Phillippi
~&')
Period: December 3, 2007 to December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination. leading to identification of )
components and their relationships; developing solutions for critical issues,
COOPERATION - Working effectively with others to achieve common goals- "?
board of directors volunteers, staff, other organizations and the communitv,
CREATIVITY - Improvement of the organization by exploring new ideas; seeks 7
additional knowledae, skills and advancement oooortunities,
COMMUNICATION - Oral and written presentation of ideas, both within and :5
outside the Agency; understands and follows established policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities wilh 3
a minimum of direction; tries new ideas, willing to experiment and take risks,
JUDGMENT - Formallon of sound evaluations by careful study of available facts S
and ootions and minimizinn nersonal bias in decision makino,
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, 3
deoendable; instills confidence in others,
;;(\
Comments: d' b t - <;-J (\. n Ii -
E;!cRkt-<-t-- c~~ " <U ~c. u--L ~AJ2~, -..\ '\Ac~
PROFESSIONAL ATTRIBUTES
~--,.".."-
0 1 2 3
-':Sreadth of knowledge of the CRA's ,.-
f the fundamentals required for '7
,)
-.
long-term strategic objectives, annual \S
head of day-Io-day activities, /
ionlng as a respected community
executive and other civic leaders and --7
;;,
--------
grounding in asset management and :2
t on financial matters, ="'
..__..u__
houghtful analysis of community needs -2.
rants and community programs, ----......- '7
f contemporary fund raising F
veness in major gift request situations.
lopment requirement. ,,/
e action of others - staff, board, -<'2
ture of the CRA, _/
ORGANIZATIONAL UNDERSTANDING
mission and objectives; understanding 0
or anizational effectiveness,
PLANNING - Balanced development of
bud etin and forecasting and staying a
COMMUNITY IMAGE - Consistent posit
leader; effective interface with business
develo ment of the CRA's brand imag,e,
FINANCIAL MANAGEMENT - Thorough
financial responsibility; prudent judgmen
COMMUNITY NEEDS ASSESMENT - T
and sensitivity to effective allocation of 9
ASSET DEVELOPMENT - Knowledge 0
techniques; personal comfort and effecti
attention to methodical longer-term deve
LEADERSHIP - Effectively motivates th
volunteers and olhers;locuses on the fu
,-
Comments:
Agenda Item No, 14A
February 24, 2009
Page 30 of 50
SUPERVISORY PERFORMANCE:
-
0 1 2 3
ORGANIZATION - Establishes staff goals, assigns priorities, details
actions, creates time schedules and follows through to successfully -z;
achieve Qoals and responsibilities for the work unit. .-
LEADERSHIP - Leads by example, ~<:
;>
~
TRAINING - Assists subordinates in developing and utilizing knowledge and :s
skills to complete assigned responsibilities,
COACHING/COUNSELING - Explains or demonstrates work techniques to S
subordinates and provides feedback for their performance,
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of
subordinates and works out a program of continuing developmental abilities ?
so that the subordinate's iob knowledae, skills and results can be increased".., ,., ..., r/
ECONOMY - Effectively controls costs and manages resources to bring about
effective utilization of money, technoloQY, human resources and time,
FOCUS ON DIVERSITY - Implements positive actions are to assure 3
comoliance with policies and practices relative to employee diversity issues, .,-
(?"
Comments:
1 "(2 \
OVERALL EVALUATION
Areas of Consistent High perfo.rma. nee . ). . . ~.' .~. .
~ ~...~ ~.~ ~~~~~
f '+~. fY'-'"J;)~> ~f n. o. ~.
Developmental Needs
This evaluation has been reviewed and discussed:
Penny S, Phillippi,
G//
Imm7
Collier County Commissioner Jim Coletta
)
r County CRA (Immokalee)
Date
C'
Date
Agenda Item No, 14A
February 24, 2009
Page 31 of 50
o~
Donna Fiala, Chairman of the Collier County eRA Board
Date
[.e~el\d:
o = Fails to mt:et Requirements
[ = Meets Requirements
2 ,..-, Exceeds Requirements
3 = OutsWnding Performance
Agenda Item No, 14A
Collier County Community Redevelopment Agency (CR1iJ~~~ 23i ~~~6
Executive Director Performance Evaluation
Name: Penny Phillippi
F)
;)~ G;
Peried: December 3, 2007 to. December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Crilical problem examination, leading to Identificatian of V
components and their relatianships; develaping solutions for critical issues,
COOPERATION - Working effE!ctively with others to achieve common goals - /
board af directors, volunteers, staff, other oraanizations and the cammunitv.
CREATIVITY - Improvement of the organization by exploring new ideas; seeks ,/
additional knowledae, skills and advancement oooortunities,
COMMUNICATION - Oral and written presentation of ideas, both within and V
outside the Agency; understands and follaws established pal icy,
INITtA TIVE - Self-confident, enthusiastic performance of responsibilities with ../
a minimum af direction; tries new ideas. willing to experiment and take risks,
JUDGMENT - Formalion of sound evaluatians by careful study of available facts v'
and ootions and minimizina oersanal bias in decision makino.
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, V
deoendable; instills confidence in others,
~\
Comments:
PROFESSIONAL ATTRIBUTES
------...-
0 1 2 3
ORGANIZATIONAL UNDERSTANDING - Breadth of knawledge of the CRA's v.'
mission and objectives; understanding af the fundamentals required for
araanizational effecliveness, .
PLANNING - Balanced development of long.term strategic objectives, annual ..;
budgetino and forecasling and stavino ahead ofSL1!y-to-dav activities,
COMMUNITY IMAGE - Consistent positioning as a respected community -/
leader; effective interface with business executive and other civic leaders and
develooment af the CRA's brand image, -.
FINANCIAL MANAGEMENT - Thorough grounding in asset management and 1/
financial responsibility; prudent judgment on financial matters,
COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs V
and sensitiVity to effective allocalion of grants and communil}'programs,
ASSET DEVELOPMENT - Knowledge of contemporary fund raising .j
techniques; personal comfort and effectiveness in majar gift request situations.
attention to methodicallonaer-term development renuirement.
LEADERSHIP - Effectively motivates the action of others - staff, board, ./
volunteers and others; focuses on the future of the CRA. .,
i1/1-.\
Comments:
Agenda Item No. 14A
February 24. 2009
Page 33 of 50
SUPERVISORY PERFORMANCE:
--~-,_._-
0 1 2 3
-ORGANIZATION - Establishes staff goals, assigns priorities, details
actions, creales time schedules and follows through to successfully v
achieve ooals and resoonsibilities for the work unit -
LEADERSHIP - Leads by example. V
.-- V
TRAINING - Assists subordinates in developing and utilizing knowledge and ~
skills 10 complete assigned responsibilities.
COACHING/COUNSEliNG - Explains or demonstrates work techniques to r1J 4
subordinates and provides feedback for their performance. .- --.
EMPLOYEE DEVELOPMENT - Assesses the slrengths and weaknesses of ,
subordinates and works out a program of continuing deveiopmentai abilities y; e-
so that the subordinate's job knowledge, skills and resul.ts can be increased.
ECONOMY - Effecllvely controls costs and manages resources to bring about V
effective utilization of money, technology, human resollr()lls and time. .-
FOCUS ON DIVERSITY - implements positive actions are to assure ./
compliance with oolicies and oractices relative to employee diversllv Issues.
Comments:
11 {1- \
OVERALL EVALUATION
Areas of Consistent High Performance
~I:'IO p', ; '> 1\ 1"""\ fr.(-.c",l~.J I s((,'lld IWtJ f~'MaAl.hl( f-","c" -\-No (..1"",- ~Xr~'(L:Uo<'"
I~ i 11""k.,\-,y" ;>\~JV ""'j-~lA"''''' "",IJ rftn""""'J,..!- C""""'''t fDllc;e.!....K>.oO froQ(,.l...>{t~.
~hb~AS l~ k.~ I":!' ~.-...~ htlf l~.~ '!'I\.L e(l..fl/r",p.c ~C\..t'lLA - L-<"J':"1 A 'Wi d'Vt....H'
,(0'1' 0" ~""""_:~ Un\.~"Y>..~ ,
Developmental Needs
Agenda Item No. 14A
February 24,2009
Page 34 of 50
This evaluation has been reviewed and discussed:
Penny S. Phillippi, Executive Director, Collier County CRA (Immokalee) Date
~ t0~~'I~ \- (,- \'I\l;I~
mokalee CRA Ad IS ry BOard Member
Collier County Commissioner Jim Coletta Dale
Donna Fiala, Chairman of the Collier County CRA Board Date
Le2cnd:
o = Fails to meet Requirements
I ~ Meets Requirements
2 = Exceeds Requirements
3 ~ Outstanding Pel'fOlmance
Agenda Item No. 14A
Collier County Community Redevelopment Agency (CR"A~~~~e23~ ~?~6
Executive Director Performance Evaluation
Name: Penny Phillippi
PerIod: December 3, 2007 to 'December 3, 2008
~I-(
~)
PERSONAL PERFORMANCE FACTORS:
.
0 1 2 3
ANALYSIS - Critical problem examination, leading to identification of '. \J
components and their relationships; developing solutions for critical issues.
COOPERATION - Working effectively wilh others to achieve common goals - \;
board of directors, volunteers staff, other oroanizations and the communilv.
CREATIVITY -Improvemenl of the organization by exploring new ideas; seeks \
additional knowledoe, skills and advancement opportunities.
COMMUNICATION - Oral and written presentation of ideas, both within and \
outside the Agency; understands and follows eslablished policy,
INITIATIVE - Self-confident, enthusiastic performance of responsibilities with \.c.
a minimum of direction; tries new ideas, willing to experiment and take risks.
JUDGMENT - Formalion of sound evalualions by careful study of available facts \,
and ootions and minimizlno oersonai bias in decision making. ~
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, \
deoendable; instills confidence in others,
'1L\
Comments:
PROFESSIONAL ATTRIBUTES
- -...- --
0 1 2 3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's \;
mission and objectives; understanding of the fundamentals required for
orQanizational effe.ctiveness. .m.... -..-
PLANNING - Balanced development of long-term strategic objectives, annual "'.
budgeting and forecastinQ and staving ahead of day-to-day activities.
COMMUNITY IMAGE - Consistent positioning as a respected community
leader; effective interface with business executive and other civic leaders and ""
develooment of the CRA's brand image. -.
FINANCIAL MANAGEMENT - Thorough grounding in asset management and .~
financial resp.c>nsibllity; prudent judgment on financial matters. . .
COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs ,-.
..and sensitivity to effective allocation of grants and community promams.
ASSET DEVELOPMENT - Knowledge of contemporary fund raising \;
techniques; personal comfort and effectiveness in major gift request situations,
attention to methodicallonoer-term develooment requirement.
LEADERSHIP - Effectively motivates the action of others - staff, board,
volunteers and others; focuses on the future of the CRA. ' .
"
----- .
IIA
Comments:
Agenda Item No. 14A
February 24, 2009
Page 36 of 50
SUPERVISORY PERFORMANCE:
0 1 2 3
~.. ~. -. -.-. --~~._~._.-
ORGANIZA TrON :.: Establishes staff goals, assigns priorities, details
actions, creates time schedules and follows through to successfully "
achieve ooals and resoonsibilities for the work unit. -
LEADERSHIP - Leads by example. \.;
TRAINING - Assists subordinales in developing and utilizing knowledge and \,
skills to complete assiQned responsibilities.
COACHING/COUNSELING - Explains or demonstrates work techniques to \ .
subordinates and provides feedback for their performance. v
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of
subordinates and works out a program of continuing devetopmental abilities \;
so that the subordinate's job knowledqe skills and results can be increased.
ECONOMY - Effectively controls costs and manages resources to bring aboul \J
effective utilizalion of money, technoloqy, human resources and time.
FOCUS ON DIVERSITY -Implements positive actions are to assure "-.J
compliance with policies and practices relatiVE;! to._e.mployee diversitv issues.
\'\
Comments:
OVERALL EVALUATION
Areas of Consistent High Performance
Developmental Needs
Agenda Item No. 14A
February 24,2009
Page 37 of 50
This evaluation has been reviewed and discussed:
Penny S. Phillippi, Executive Director, Collier County CRA (Immokalee) Date
"J_ch;, J;;_t~-, ~A 1;,
1m okalse CRAAdvisory Board Member
Collier County Commissioner Jim Coletta
Date
Donna Fiala, Chairman of the Collier County CRA Board
Date
Le2end:
o ~ Fails to meet Requirements
I ~ Meets Requirements
2 = Exceeds Requiremellts
3 = Outstanding PerformElnce
Agenda Item No. 14A
ier County Community Redevelopment Agency (CRA)ebr~~~e 23ci ~~g~
Executive Director Performance Evaluation
Name: Penny Phillippi
Clks
Period: December 3, 2007 to December 3, 2008
PERSONAL PERFORMANCE FACTORS:
0 1 2 3
ANALYSIS - Critical problem examination, leading to Identification of ---
components and their relationships; developing solutions for critical issues.
COOPERATION - Working effectively with others to achieve common goals- ,-/
board of directors volunteers, staff, other oraanizations and the communitv.
CREATIVITY - Improvement of the organization by exploring new ideas; seeks ,/
additional knowledae skills and advancement opportunities.
COMMUNICATION - Oral and written presentation of ideas, both within and .......--
outside the Agency; understands and follows established policy.
INITIATIVE - Self-confident, enthusiastic performance of responsibilities wilh ---
a minimum of direction; tries new ideas, willing to experiment and take risks.
JUDGMENT - Formation of sound evaluations by careful study of available facts ".-
and ootions and minimlzino oersonal bias in decision makino.
RELIABILITY AND EFFECTIVENESS - Consistently delivers results, /"
deoendable; instills confidence in others.
J\
Comments:
PROFESSIONAL ATTRIBUTES
o
1
2
3
ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's
mission and objectives; understanding of the fundamentals required for
or anizational effectiveness.
PLANNING - Balanced development of long-term strategic objectives, annual
bud ellng and forecastin and sta Ing ahead of day-to-day activities.
COMMUNITY IMAGE - Consistent positioning as a respected community
leader; effeclive interface with business executive and other civic leaders and
develo ment of the CRA's brand ima e.
FINANCIAL MANAGEMENT - Thorough grounding in asset management and
financial res onsibility; prudent 'ud ment,Sln financial matters. _
COMMUNiTY NEEDS ASSESMENT - Thoughtful analysis of community needs
and sensitivit to effective allocation of grants and community programs.
ASSET DEVELOPMENT - Knowledge of contemporary fund raising
techniques; personal comfort and effectiveness in major gift request situations,
aUention to methodical Ion er-term develo ment re(jlJir,ement.
LEADERSHIP - Effectively motivates the action of others - staff, board,
volunteers and others; focuses on the future of the CRA.
:;.0
Comments:
Agenda Item No. 14A
February 24, 2009
Page 39 of 50
SUPERVISORY PERFORMANCE:
_._~-
0 1 2 3
ORGANIZATION - Establishes staff goals, assigns priorities. details L-/
actions, creates time schedules and follows through to successfully
achieve coals and resDonsibililies for the work unit.
LEADERSHIP - Leads byexample. ",/'
---..--.. .-..--
TRAINING - Assists subordinates in developing and utilizing knowledge and t/
skills to complete assi~Irl.lld responsibilities.
COACHING/COUNSELING - Explains or demonstrates work techniques to J"
subordinates and provides feedback for their performance.
EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of ~
subordinates and works out a program of continuing developmental abilities
so that the subordinate's lob knowledne, skills and results can be increased.
ECONOMY - Effectively controls costs and manages resources to bring about V
effective utilization of monev, technology, human resources and lime. .
FOCUS ON DIVERSITY - Implemenls positive actions are to assure V
compliance with policies and practices relative to employee diversity issues.,
::1..0
Comments:
OVERALL EVALUATION
Areas of Consistent High Performance
jf.llM.W\,v~r,..,,,, J ~c{I\I\~II\(r
Developmental Needs
This evaluation has been reviewed and discussed:
Agenda Item No. 14A
February 24, 2009
Page 40 of 50
Penny S. Phillippi, Executive Director, Collier County CRA (Immokalee) Dale
~~;;:;t . \1)"""" 'r~D \5""1'1\\<l;1fz.- 'f6.-ocj
~tRA Advisory Board Member Date
Collier County Commissioner Jim Coletta
Dale
Donna Fiala, Chairman of the Collier County CRA Board
Date
Le2end:
o = Fails to meet Requirements
I = Meets Requirements
2 ~ Exceeds Requirements
3 = Outstanding Performance
Agenda Item No. 14A
February 24,2009
Page 41 of 50
Collier County Community Redevelopment Agency
Immokalee Executive Director Performance Evaluation
Name: Penny Spaulding Phillippi
Title: Executive Director
Review Date: December 17, 2008
Division: Collier County CRA
Department: Immokalee
Period: 12/03/2007 -12/03/2008
Section I - Performance Review
A. Goals and Objectives: Please list and discuss major goals, objectives and projects
covered by this review and briefly state the status of each. In addition, include goals and
objectives for next two years. (Attach additional pages as necessary):
Goal 1
Objective 1
Objective 2
Objective 3
Objective 4
Create a eRA presence in the Immokalee community.
By July 31, 2008, institute an Immokalee Community Redevelopment Agency
(CRA) office and organizational structure within the Immokalee downtown area
by establishing a physical office with all necessary accoutrements (supplies,
furniture, equipment and electronics); develop operational policies and
procedures; create two new staff positions; and hire and train staff.
By December 3, 2008, establish a CRA presence in Immokalee with strong,
focused contact with churches, civic, nonprofit and governmental organizations,
businesses, potential entrepreneurs and citizens.
By December 31, 2010, execute an Immokalee CRA office demonstration project
on Immokalee's Main Street by locating and acquiring a suitable site; creating a
design that Is consistent with the town realm; and has adequate office space for
economic development partners.
By December 3, 2008, the Immokalee CRA Director will consistently administer
the duties of liaison to the Immokalee Area Local Redevelopment Agency
Advisory Board (Immokalee CRA Advisory Board) by managing meetings,
meeting agendas and minutes, and executing direction of the Advisory Board
and CRA Board as required.
Results:
Objecfive 1 was completed a month ahead of schedule as the Immokalee CRA office has been
established at 310 Alachua St. in Immokalee. Two full time staff members have been hired,
Bradley Muckel, Project Manager and Christie Betancourt, Administrative Assistant. Each have
received training in all County required classes, such as SAP, and have received specialized
CRA training through the Florida Redevelopment Association. Further, standard operating
procedures for the Immokalee office have been developed along with ancillary personnel
policies in cooperation with the Bayshore Gateway CRA and the County's Legal Department.
This document will be used as a tool to insure fair treatment through the establishment of an
appellate process for CRA staff on performance evaluation issues.
Objective 2 has been accomplished by attendance at many Immokalee CRA initiated meetings,
civic meetings, door to door contact with merchants, news articles, and the establishment of an
on line presence via a joint venture with the Bayshore Gateway CRA. During 2008 Immokalee
CRA staff worked on the design layout and content for the first ever, free standing Collier
County Community Redevelopment Agency Web site. The main framework and content of the
site was initially created in house by CRA staff. In October of 2008, Pauli Systems of Naples,
Florida were hired to strategically target the web site content and to hone the overall web site
1
Agenda Item No. 14A
February 24, 2009
Page 42 of 50
design. Pauli Systems will be redesigning and organizing the site content on an ongoing basis
with guidance from Immokalee CRA staff. Seeking to focus the site content on the multi-cultural
feel of the Immokalee urban area is in fact part of the effort described below under Goal 3,
Objectives 2 and 3, tourism and eco-tourism, and to pull together all resources for residents,
businesses and potential entrepreneurs. Site content will also focus on marketing enterprise
development opportunities by communicating the various incentive programs available not only
to the businesses already operating in the area, but also to organizations in other regions
seeking expansion.
Objective 3 is in the process of locating a site for the demonstration project.
Objective 4 was accompiished on a routine basis.
Goal 2:
Objective 1
Objective 2
Objective 3:
Objective 4:
Objective 5:
Objective 6:
Objective 7:
Objective 8:
Move the Immokalee Area Master Planning process forward.
By December 31, 2008, the Immokalee CRA will complete the Draft Immokalee
Area Master Plan (lAMP) by retaining a planning consulting firm, work with the
firm to finalize the lAMP and the Future Land Use Map, receive citizen
comments, and submit the Final Draft lAMP to Collier County Planning
Department for review as a Comprehensive Plan Amendment.
By March 31, 2009, the Immokalee CRA will complete the Transportation
StudyiPlan by working with the firm retained to finalize the lAMP, receive citizen
comments, and submit to the Collier County Planning Department as part of the
Comprehensive Plan Amendment.
By December 31, 2010, begin implementation of a completed set of Immokalee
specific Land Development Codes (LDCs) by working with the firm retained to
finalize the lAMP.
By December 15, 2009, the Immokaiee CRA will develop an interim set of LDCs
to provide for deviations from certain LDCs in the Immokalee Urban Designated
Area by working with the Collier County Planning Commission and the Collier
County Planning Department, through the firm retained to finalize the lAMP.
By December 31, 2009 and concurrent to the development of LDCs, the
Immokalee CRA will develop an Immokalee specific Public Realm and Town
Design by working with the firm retained to finalize the lAMP as a Change Order
to the current contract.
By December 31, 2009, the Immokalee CRA will complete its Capital
Improvements Plan by working with the firm retained to finalize the lAMP.
By December 31, 2010, the Immokalee CRA will complete an update to the
Immokalee Redevelopment Plan to ensure consistency with the newly adopted
lAMP, LDCs and ancillary planning documents.
By December 3, 2008, the Immokalee CRA Director will consistently administer
the duties of liaison to the Immokalee Master Plan and Visioning Committee
(IMPVC) by managing meetings, meeting agendas and minutes, and executing
direction of the IMPVC as required.
Results:
The goal to move the Immokalee lAMP forward, to include a redrafting the current lAMP, a
Future Land Use Map, creating a Transportation Plan, a Public Realm and Town Design,
Immokalee specific LDCs, Interim LDCs, a Capital Improvements Plan and finally an updated
Redevelopment Plan required an ongoing and concentrated focus for all Immokalee CRA
activities during 2008 that will continue to through 2010.
2
Agenda Item No. 14A
February 24, 2009
Page 43 of 50
During 2008, with close coordination with the County's Purchasing and Legal Departments, a
Request for Proposals (RFP) was issued and within two months, a planning consulting firm,
RWA, Inc., was retained. The extremely time sensitive contractual agreement includes the
delivery of the updated lAMP by December of 2009.
Accomplished under Objective 1, to date, the lAMP and Future Land Use Map revisions have
been completed, vetted in public forums, commented upon and adjustments executed; and
submitted on December 3, 2008 to the County's Comprehensive Planning Department for
review prior to transmittal to the Florida Department of Community Affairs (DCA) in the form of a
Comprehensive Plan Amendment.
Objective 2, the Transportation Study and Plan, fall under the contractual agreement with RWA,
Inc. who partnered with the firm of Tindale-Oliver & Associates, Inc., a planning and engineering
firm, for the delivery of this product. During 2008, Tindale-Oliver gathered data and began the
modeling process associated with a Transportation Plan.
Objective 3 and 4, the development of Immokalee specific LDCs and an interim set of LDCs
providing for a process for deviation from current LDCs are being designed to address the
distinct needs of the community toward the development of new businesses and industries. For
example, in the landscape design, the community wishes to require Florida Xeriscape
landscaping principals and techniques to reduce water use and yard waste. These LDCs and
the interim LDCs deviation process are currently under construction by RWA, Inc., in close
communication with the Immokalee community via public forums and the Immokalee CRA
Advisory Board.
Red Flag Program
During 2008, the Immokalee CRA Advisory Board and staff received numerous requests for
assistance from entitles seeking a deviation from certain LDCs. The Board of County
Commissioners recommended that the LDC should be amended to establish a process to
specifically allow for deviations to the LDC for projects in the Immokalee Urban Area as
described above. While the process is being developed, the Immokalee CRA Advisory Board
established a program called the "Red Flag" program as a vehicle for requests for support from
the Advisory Board in a public forum. Entities needing assistance simply notify the Immokalee
CRA staff and provide clear background information on the issue. The issue is then placed on
the Advisory Board's regular monthly agenda to be heard. The Advisory Board will either make
a recommendation that the BCC to grant the deviation or advise the entity that the Board is
unable to assist. To date, the Immokalee CRA Advisory Board has heard approximately ten
cases and provided assistance to (1) the Florida State Farmer's Market in their request to
rebuild with FEMA funds, (2) the Collier County Housing Authority in conjunction with a
substantial rehabilitation of 150 units referred to as "Phase I" of Farm Worker Village, which
required a number of deviations from LDC provisions, (3) the Immokalee Shell Gas Station with
zoning issues, (4) Eugenio Herrera, local business owner, zoning issues, (5) the Church of the
Nazarene with LDC issues, (6) the Family Dollar Store, and (7) slgnage citations received by
numerous business owners in Immokalee.
Objective 5 represents a town design for the Immokalee that will identify and brand the
community with its wealth of deep rooted knowledge, various socio-political, socio-economic
and socio-cultural attributes, including the physical environment and the activities, institutions
and cultures that produce Immokalee's character. The Public Realm and Town Design will
provide guidance for the preservation and enhancement of the community's identity in a
workable graphiC plan. It is imperative that the Public Realm and Town Design be completed
3
Agenda Item No. 14A
February 24,2009
Page 44 of 50
and publicly examined and accepted as the standard prior to the completion of the LDCs. To
complete this objective, RWA, Inc. has partnered with the firm of Land Design Innovations, Inc.
A Change Order to the RWA, Inc. contract with the Board of County Commissioners has been
executed.
Objecfives 6 and 7 will not be addressed until a final lAMP has been approved by DCA.
Objective 8 was routinely accomplished.
Goal 3
Objective 1
Objective 2
Objective 3
Objective 4
Enhance and diversify economic development in Immokalee.
By December 31, 2010, the Immokalee CRA will seek ways to incentivize
economic development in Immokalee by researching Impediments to economic
development, incentives currently available in Immokalee and other CRAs,
developing and implementing new programs, aggressively promoting incentive
programs, and continuing the long standing partnership with the Collier County
Economic Development Council (EDC).
By December 31, 2009, the Immokalee CRA will promote tourism as a means to
diversify the local economy by solidifying a theme of cultural pluralism; creating a
downtown fagade program to reinforce the theme (see LDCs), develop
partnerships with the Tourist Development Council, EDC, Chamber of
Commerce, local leaders in the Haitian, Mexican and Seminole communities,
develop a marketing plan to promote Immokaiee, assist in the development of a
downtown merchants association, inventory current cultural events, seek support
for cultural events, and explore purchase and or donation of public or private
lands for parks/plazas.
By December 31, 2010, the Immokalee CRA will seek ways to promote eco-
tourism in and around Immokalee by creating an inventory of available
resources, incorporating resources into promotional materials, supporting and
partnering with Conservation Collier in the purchase and development of Pepper
Ranch, working with County Transportation Department and local merchants to
utilize the Florida DOT Tourist Directional Sign (TODS) program, and working
with the County's Habitat Conservation Plan Advisory Committee.
By December 3, 2008, the Immokalee CRA Director will consistently administer
the duties of Coordinator for the Immokalee Enterprise Zone (EZone) by
managing meetings, meeting agendas and minutes, submitting State required
Annual and Quarterly reports, marketing the Ezone and executing direction of the
IMPVC as required.
Results:
Goal 3, economic development, received major emphasis by the Immokalee CRA during 2008.
During the economic downturn of 2008, the Immokalee CRA began laying the groundwork and
preparing tools to address impediments and offer incentives to offset some of the obstacles that
hinder new business and industry, in preparation for future growth and development.
Objective 1 was initiated with reviewing existing incentives, programs available as successful
models at the Bayshore Gateway CRA and other local CRAs around the state. Impediments to
development of new industries were also studied. The first incentives reviewed were those of
the Ezone. The EZone Coordinator responsibilities have been transferred from Comprehensive
Planning Department to the Immokalee CRA to provide local coordination of the program. All
Immokalee CRA staff and Board members have been thoroughly trained on the various EZone
incentive programs. The Immokalee CRA has created a standard operation procedure (SOP)
4
Agenda Item No. 14A
February 24, 2009
Page 45 of 50
manual to be used by staff in the implementation of the EZone programs. The SOP includes
language pertaining to each particular incentive program inherent in the EZone classification
and how interested parties can take advantage of these programs. The SOP also details how
the program is to be marketed to ensure increased participation In each of the incentive
programs. As part of the marketing initiative in the program, Immokalee CRA staff has
developed an EZone brochure that will be displayed In strategic locations throughout central
and south Florida. The Immokalee CRA Web page, periodic radio and newspaper
advertisements will also be used as marketing channeis. The Immokalee CRA has included in
the marketing of incentives, the Collier County Board of County Commissioners' economic
development incentive programs administered in partnership with the EDC. The Immokalee
CRA will continue to maintain the partnership with the EDC.
Commercial Fa<;:ade Improvement Grant Program
The Immokalee CRA staff developed a Commercial Fa<;:ade Improvement Grant Program to
enhance the visual quality and appeal of commercial properties in Immokalee. Applicants have
the potential to be awarded up to $20,000 for these improvements. Eligible activities Include a
wide range of improvements and enhancements such as structural upgrades, storefronts, paint,
windows, parking and landscaping. Immokalee CRA staff distributes program information in
English, Spanish and Creole to the public via newspaper advertisements, radio spots and by
program flyers to all Immokalee businesses on an ongoing basis. Collier County Code
Enforcement assists with program information dissemination.
The Immokalee CRA staff has drafted an Impact Fee Reimbursement Program to provide up to
50% reimbursement of Impact Fees to eligible new employers in the Urban Designated Area
over a period of five to ten years. This program is scheduled for completion by July of 2009.
Lands Available List
Lastly, recognizing the lack of a comprehensive database of available properties in typical real
estate advertising systems, the Immokalee CRA compiled a comprehensive list of all
commercial and industrial properties for sale or lease in the urban area. The list was compiled
through local community research and is updated on a monthly basis to ensure accuracy. The
Lands Available List is been posted on the CRA Web site, and is made available in hard copy at
both the Immokalee CRA and Chamber of Commerce offices.
Objective 2 The objective to promote tourism is a long range goal tied in part to the
development at the Seminole Casino; the reduction in number of Migrant farmworkers; and the
downturn of the economy. The first task was a search for the vision of how Immokalee will look
as it greets the future economy. To this end, the Public Realm and Town Design described in
Goal 1 , Objective 5 is being developed. The purpose of this plan Is to integrate the Immokalee
community though architectural and planning guidelines to create a sense of place with distinct
and identifiable entrances to the downtown core area, as well as create gathering places that
would mesh with the multi-cultural theme and background of the Immokalee citizens which
would ultimately enhance the quality of life for the Immokaiee community and attract regional
tourism. The development of Immokalee specific LDCs are crucial to this initiative as well as
the Commercial Fa<;:ade Grant described above under Goal 3, Objective 1. The new LDCs will
allow Fa<;:ade Grant applicants to transform the commercial structures into the desired multi-
cultural town design.
Local cultural festivals have been inventoried to be placed on the Web page for advertisements.
New events planned for 2009, in partnership with local citizens, are a Haitian Flag Day event
and a Mexican Independence Day event. To these ends, a downtown merchants association
5
Agenda Item No. 14A
February 24,2009
Page 46 of 50
will be developed during 2009. Partnerships with the Tourist Development Council, the EDC,
the Chamber of Commerce, and the Mexican and Haitian Consulate, and the Seminole Tribe of
Florida will be sought to bring these events to fruition.
Objective 3 The promotion of eco-tourism is a natural fit for a rural area land locked by
nature. Immokalee CRA staff inventoried all available eco-tourism opportunities during 2008
and will feature those sites on the CRA Web site. Immokalee CRA staff has been working with
Collier County Transportation staff in an attempt to activate the Florida Department of
Transportation's new program of allowing tourist oriented directional sign (TODS) to be placed
in Rural Areas of Chronic Economic Concern (RACEC). This program will bring continuity to all
of the Immokalee area points of interest. These signs can be placed on state roads as far as 25
miles from a tourist site. The TODS program will be a valuable attribute to fostering eco-tourism
initiatives in the Immokalee area by assisting seasonal recreational visitors in discovering all
that the area has to offer thus, stimulating the local economy. This initiative is targeted for
completion during 2009.
Toward eco-tourism development, the Immokalee CRA will continue to work closely with
Conservation Collier during the purchase of Pepper Ranch and will actively participate in the
development of the management plan.
Objective 4 was accomplished.
Goal 4 Develop a network of streets, bike paths, sidewalks and stormwater
infrastructure that are efficient and safe.
Objective 1 By 2010, the Immokalee CRA will Improve stormwater management and surface
drainage in Immokalee by developing a funding plan to implement the
Stormwater Master Plan, partner with or create an MSTU that deals with
stormwater, seek a partnership with the South Florida Water Management
District (Big Basin) to address stonmwater issues in Immokalee.
Objective 2 By 2010, the Immokalee CRA will seek to improve and maintain interior streets in
Immokalee by stimulating community awareness, Interest and participation in
planning opportunities; seek and partner with private development; provide
representation to various Transportation committees, partner with or create an
MSTU that deals with streets and sidewalks, complete Capital Improvements
Plan (see Objective 1).
Results:
Objective 1 and 2 became intertwined during 2008. In response to the deplorable flooding
conditions caused by tropical storm Faye in September 2008, Immokalee CRA staff has met
with the local MSTU Beautification Committee to propose a partnership with the Immokalee
CRA and an expansion of the committee's responsibilities and geographic boundaries to
address issues such as storm water drainage, sidewalks, and overall roadway maintenance.
The beatification MSTU is currently restricted to the Main Street district and concentrates its
efforts (funds and grants) on beautification projects. The proposed Immokalee CRA/MSTU
partnership would combine both organizations efforts and funding sources and grant
opportunities to address infrastructure deficiencies including but not limited to stormwater, street
repair and maintenance as well as sidewalks. The Collier County Transportation Department
and Legal staff are Investigating the ramifications of the MSTU expansion and the potential CRA
partnerships.
6
GoalS
Objective 1
Objective 2
Objective 3
Agenda Item No. 14A
February 24,2009
Page 47 of 50
Improve living conditions in Immokalee.
By December 31, 2009 the Immokalee CRA will work with the Collier County
Housing Department and both for and non-profit housing providers toward
improved housing stock by providing assistance with infrastructure needs;
partnering with Collier County Code Enforcement to eliminate unsafe blight in
neighborhoods; and develop incentives for the development of market rate
housing.
By December 31,2010, the Immokalee CRA will seek medical providers to locate
into Immokalee toward expanded medical facilities and services by researching
methodologies used by other underserved communities.
By December 2009, the Immokalee CRA will seek to partner with educational
institutions of higher learning, the Southwest Florida Workforce Development
Board and potential employers toward bringing education opportunities focused
on employment readiness to Immokalee.
Objective 1 was met In several ways during 2008 with the Immokalee CRA providing
infrastructure assistance for affordable housing, providing staff to assist in hurricane recovery
efforts, by providing support for the rehabilitation of Farm Worker's Village, bringing training to
Immokalee for green development, and by joining a local coalition of housing providers.
Esperanza Place
In February 2008, the Immokalee Local Redeveiopment Agency Advisory Board recommended
that the CRA Board authorize support to Esperanza Place in the amount of $600,000 to be
distributed in increments of $200,000 per year for three years, beginning In FY 2009 and ending
in FY 2011. In June of 2008, the CRA Board approved the commitment of funds. This
affordable housing development is being built jointly by two not-for-profit developers, the
Empowerment Alliance of Southwest Florida and Florida Non-Profit Services, Inc. and will
provide 176 rental units for Farmworker families and 60 single family homeownership units. The
commitment of Immokalee CRA Tax Increment Funds (TIF) is to be used toward infrastructure
to the development. Construction at Esperanza Place will begin early in 2009.
Disaster Recovery Initiative (DRI) Program
In partnership with the Collier County Housing Department, the Immokalee CRA staff provided
outreach. intake and certifications for the Collier County Community Development Block Grant
(CDBG) DRI housing assistance program. Outreach included live radio broadcast to ensure
program participation from the Spanish speaking community, notices published in English,
Spanish and Creole were placed in the local newspaper and hand ftyers distributed throughout
the community. Applications were received for a total of three months however, over 100 were
distributed and direct application assistance was provided to 89 households. Of those, 55 of the
applications were 100% complete and were conveyed to the Collier County Housing
Department.
Florida Green Home Designation Certification Course
The Immokalee CRA successfully sponsored a Florida Green Home Designation Certification
Course in Immokalee under the auspices of the Florida Solar Energy Center (FSEC) and the
Florida Green Building Coalition. The class was taught by Eric Martin, Senior Research
Engineer in the Buildings Research Division at the FSEC. He holds a Bachelor of Science in
Chemical Engineering and a Master of Science in Environmental Engineering, both from the
Florida Institute of Technology. Mr. Martin has been active In the state as well as national green
building movement through his work at FSEC, and through previous service on the Board of
Directors for the Florida Green Building Coalition, Inc., and the LEEDTM Homes Committee of
7
Agenda Item No. 14A
February 24,2009
Page 48 of 50
the US Green Building Council. Over 40 participants enrolled in the class from areas all over
the State of Florida. The Immokalee CRA Director received her certification as a Green Building
Inspector after successfully completing the test.
Objective 2, seeking medical providers is an on-going endeavor. The Immokalee CRA paid
$250,000 to the FSU toward the rehabilitation of the School of Medicine during 2008. This was
a long term project that Is yielding very successful results in Immokalee. The Immokalee CRA
will continue to research opportunities to address the gaps in health care in Immokalee.
Objective 3, under the leadership of Dr. Joseph Heinzman of Hodges University, had reached
fruition in Immokalee. The Immokalee CRA Executive Director is a member of the Education
Committee for the Immokalee Chamber of Commerce. The committee is made up of educators,
business people, Small Business Development Centers and Interested citizens. The goals of
the committee are to 1) prepare students for post secondary education opportunities and to
enter to workforce, and 2) promote education and training of business and to support
entrepreneurship and business incubation. Through this committee's partnership, Hodges
University is now, for the first time, offering a degree program in business in Immokalee.
Others who have joined the endeavor include Edison State College, Ave Marla University, iTech
Immokalee Technical Center, Collier County Public Schools, Florida Gulf Coast University
and Southwest Florida Workforce Development Board.
B. Accomplishments/Achievements: Please list and briefly describe the most important
accomplishments you achieved during the past performance appraisal period. (Attach
additional pages as necessary).
As described above under "Results";
1. December 2007 planning CRA Advisory Board workshop for 2008 Operational Plan.
2. RFP/contract process to procure planning consultant.
3. Red Flag Program.
4. Interim LDC deviation process.
5. Delivery of the Draft lAMP and FLUM to Comprehensive Planning.
6. Established CRA presence in Immokalee.
7. Marketing CRA and its programs via Web Page and media.
8. Establishing the "Lands Available List".
9. Commercial Fagade Improvement Program development.
10. Enterprise Zone training and marketing.
11. Immokalee DRI housing assistance.
12. Esperanza Place Grant and Agreement.
13. Florida Green Home Designation Certification Course in Immokalee.
14. Partnerships for economic development, housing and education.
15. Finalizing payment and closing contractual agreement with FSU.
16. Manage the activities of the Advisory Board, IMPVC and EZone Board.
C. Unusual Circumstances: List and briefiy describe any unusual circumstances,
unplanned projects, changed priorities, or special problems or conditions that have
occurred since your last review.
The most unusual circumstance was the fact that the consultant who had been retained to
complete the lAMP process for the Immokalee CRA asked an exorbitant fee. With a great deal
of assistance from the County's Purchasing Department I quickly procured another consultant at
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Agenda Item No. 14A
February 24, 2009
Page 49 of 50
a more reasonable rate however, this action delayed the submittal of the lAMP to
Comprehensive Planning by a full six months. Noteworthy that the Draft lAMP was submitted
on December 3, 2008 which was one year to the day from my date of hire at the Immokalee
CRA.
D. Performance Appraisal: Briefly describe your assessment of your overall performance
for the last evaluation period.
During this initial year of operation I believe the Immokalee CRA has made great strides with an
Executive Director at the helm. Therefore, I would say my overall performance has been
excellent.
Section II - Employee Development
A. Education and Training Update: List any job-related courses, training, or seminars in
which you have enrolled or completed since your last review.
Collier County Training
New Employee Hire
Benefits Training
Safety Training
Gov Max Training
SAP Workflow
SAP Purchasing
Purchasing Card Training
Novus Training
Other Training
Collier County Supervisor of Elections Office
Poll Worker Training
Naples, Florida
3" Annual Rural Tourism Economic Development Summit
A Proper Mix of Economic & Tourism
Sebring, Florida
Florida Solar Enerov Center
Florida Green Home Designation Certification Course
Immokalee, Florida
Brownfields Redevelopment Workshop
Turning Up the Green through Brownfield Redevelopment
St. Petersburg, Florida
Florida Brownfields Association
2008 Florida Brownfield Association Annual Conference
St. Petersburg Beach, Florida
Florida Redevelopment Association
2008 Florida Redevelopment Association Annual Conference
Inter-Disciplinary Solutions for Urban Development
Standards, Regulations and Livable Communities: Sustainable Change
Whose TIF is it? (And Other Questions About Financial Resources)
Redevelopment as a Growth Management Tool
Cost Effective Green Development Fantasy or Fantastic
Hands-On Design Training for Public Officials
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February 24, 2009
Page 50 of 50
Tampa, Florida
Southwest Florida Enterprise Center (City of Ft. Myers CRA)
Entrepreneur School
Ft. Myers, Florida
B. Personal Development: List or discuss those areas which you believe you can improve
upon during the next performance appraisal period. Also, list specific future promotional
or other career development goals. (Attach additional pages as necessary).
The business of operating a CRA requires specialized training. This training is available
through the Florida Redevelopment Association's Certification Program, the Academy for
Redevelopment Administrators, and various Economic Development Associations. These are
the types of educational opportunities I will be seeking during 2009.
c. Organizational Support: Describe any specific development activities or improvements
your supervisor or the organization can undertake to assist in your department.
None
Section III . Performance Objectives
List the major performance objectives you would like to accomplish during the next
appraisal period. For each, indicate the objective, how it should be measured, and by
when it should be accomplished.
The Immokalee CRA will continue to address the objectives listed above. In addition, the
Executive Director's performance objectives will mirror the objectives described in the Draft
lAMP. These are very broad and far reaching objectives.
The first priority and objective is enhancement and diversification Economic Development.
The second objective is to begin growing smart Housinq stock into a viable market.
The third objective addresses Infrastructure and public services.
The fourth objective deals with Natural Resource protection and eco-tourism opportunities.
The fifth and sixth objectives deal with Land Use and Urban Form, planning for the town design,
pedestrian environment, and tourism.
The final objective requires Interqovernmental Coordination to ensure services in the future.
Based upon the new Draft lAMP, to ensure implementation of the community's objectives, the
Immokalee CRA will hold a series of workshops to map out the strategic and operational plans
for the Immokalee CRA to be completed by March 31, 2009.
IMMOKJ>..LEE eRA
Community Redevelopment Agency
iThe PI~ce to c~11 Home'
10