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Agenda 09/23/2008 Item #10AItem # 10A September 23, 2008 Page 1 of 112 EXECUTIVE SUMMARY THE ANNUAL PERFORMANCE APPRAISAL FOR THE COUNTY MANAGER OBJECTIVE: To complete the annual performance appraisal for the County Manager. CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In order to assure that his work performance is coordinated with the direction of the full Board, an annual appraisal is conducted. An annual work plan (Action Plan) was developed. The County Manager has provided a commentary and self - appraisal as a starting point for this year's appraisal. He has met individually (when required) with each Board member to discuss the past year's performance to determine what elements Board members recommend or direct to be performed better or differently and what aspects of the office operation were done well. A compilation of the Commissioners' evaluations is included along with their general comments and suggestions. The County Manager Employment Agreement provides that on the date general wage adjustments are granted generally to Collier County employees, the County Manager's base salary shall be modified to reflect the general wage adjustment granted to other County employees. Merit pay is also available if the Board feels that the County Manager has "met" or "exceeded" the Board's expectations. Merit pay can be awarded from 3% (minimum) to a 10% (maximum). By the existing contract, all such merit adjustments shall be included in the Manager's base salary. However, to be consistent with the cost savings predicated by budget cuts for FY09, the County Manager, voluntarily requests, that no merit pay be considered. FISCAL IMPACT: Funding for the Manager's salary is available in his office budget. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this item. RECOMMENDATION: That the Board of County Commissioners complete the annual performance appraisal process for the County Manager. Prepared by: ames V. Mudd, County anager The annual performance appraisal for the County Manager. (Jim Mudd, County Manager) Prepared By: Department County Manager's Office Approved By: Department Approval County Attorney Approved Approved By: Department Approval Office of Management and Approved Budget Approved By: Department Approval County Manager's Approved Office ATTACHMENTS: Name: Description: D ES County Manager Annual Performance Aooraisal.pdf Executive Summary 0 Jim Mudd Actipp_Plan BCC Grade Summary Grade Summary doc 0 Commissioner Hearing's comment — _ _ -- Hearing's Date 9/17/2008 9:31:49 AM commn s pdf Commissioner Henning's Comments D CommiS$igmar Hgla$' Commentapdf Commissioner Halas' Comments D Commissioner Fiala's Comments.o df Commissioner Fiala's Comments D Co rnissioner_Watts's com ments.odf Commissioner Coletta's Comments D Self Agaraisal Cover Memopdf Self Appraisal Cover Memo D , im Mudd Aotign PIan2 FV0708.doc County Manager Self Appraisal D Tabs 1-5. of Tabs 1 5 Date 9/1712008 11:54 AM Date 9/17/2008 1:10 PM Date 9/17/2008 4:20 PM Type: Executive Summary Backup Material Backup Material Backup Material Backup Material Backup Material Cover Memo Backup Material Backup Material Item # 10A September 23, 2008 Page 2 of 112 Item # 10A September 23, 2008 Page 3 of 112 The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. He is by ordinance to provide leadership for the day - 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 2007 through September 2008. 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 FY 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 08 Strategic Focus Areas (SFA) and their Goals for Collier County that are enumerated below: It is Collier County's Ksion - To Strive to be the Best Community in America to Live, Work, and Play. From this Vision t7ows the statement of our County's Mission - To Deliver High Quality, Best Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals: SFA. 1. Neighborhood Preservation & Enhancement- To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SFA. 2. Growth Management - To responsibly manage community growth, development and redevelopment, while enhancing the natural environment. SFA. 3. Community Health and Human Services - To improve the quality of life and promote personal self - reliance and independence through improved access to community health care and human services for those most in need. SFA. 4. Mobility - To provide for the various mobility needs of the community and the region while respecting and enhancing the character of our diverse neighborhoods. SFA. 5. Economic Development - To help create a business climate that promotes a diversified, growIng economy consistent with the established growth management plans and community desires. SFA. 6. Local Governance - To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. Page 1 of 15 Item # 10A September 23, 2008 Page 4 of 112 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 1 Below Standards a Some improvements and /or early good performance levels in a few areas . Results not reported for many to most areas of importance to the organization's key business requirements Improvement trends and /or good performance levels reported for Standard most areas of importance to the organization's key business Meets requirements 2 • No pattern of adverse trends and no poor performance levels in Meets areas of importance to the organization's key business Standards requirements • Some trends and /or current performance levels — evaluated against relevant comparisons and /or benchmarks — show areas of 1 1.67 -2.33 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 organization's key business requirements 3 • Excellent improvement trends and /or sustained excellent Exceeds performance levels in most areas Standards . Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Standard Needs Meets Exceeds Improvement Expectations Expectations Rating Scale 1.00 -1.66 1 1.67 -2.33 2.34 -3.00 Page 2 of 15 Item # 10A September 23, 2008 Page 5 of 112 The following area of Communications supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. NR - Not Received COMMUNICATIONS Comm. Henn in Comm. Fiala Comm. Colette Comm. Hales Comm. Coyle C.1 (Internal) The County Manager will be expected to provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts 1.5 3 3 2.98 NR for plans, fees and controversial ordinances with the BCC members before the information goes public. COMMUNICATIONS Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle C.2 (External) The County Manager will be expected to provide information to the public through a minimum of one speaking 2.75 3 3 3 NR engagement per month on average, as well as, developing new means to provide information to the public regarding County information. COMMUNICATIONS Comm. Henning i Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle C.3 (External) The County Manager will be expected to ensure that the organization has systems in place to ensure that the 1.5 3 3 2.97 NR 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. The following area of Leadership /Organizational Direction supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. Page 3 of 15 Item # 10A September 23, 2008 Page 6 of 112 The following area of Personnel Management supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. PERSONNEL MANAGEMENT Comm. Comm. Comm. Comm. Comm. LEADERSHIP[ Henning Fiala Coletta Halas Coyle ORGANIZATIONAL DIRECTION 2.3 3 3 2.96 NR LA The County Manager will ensure that there is a clear direction that is 3 3 3 3 NR communicated throughout the organization. P.2 The County Manager will provide to the Board an annual pay plan as part of the Comm. Comm. Comm. Comm. Comm. LEADERSHIP / Henning Fiala Coletta Halas Coyle ORGANIZATIONAL DIRECTION L.2 The County Manager will ensure that all executive summary reports provided to the 1.6 3 3 2.96 NR Board have specific and clear recommendations. Comm. Comm. Comm. Comm. Comm. LEADERSHIP/ Henning Fiala Coletta Halas Coyle ORGANIZATIONAL DIRECTION L.3 The County Manager will provide opportunities for the Board of County 2.3 3 3 3 NR Commissioners to discuss and set proactive policy direction on key community issues. The following area of Personnel Management supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. PERSONNEL MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle PA The County Manager will ensure that the County follows the Board's established policies for the hiring and management of 2.3 3 3 2.96 NR its employees. PERSONNEL MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle P.2 The County Manager will provide to the Board an annual pay plan as part of the 2.3 3 3 2.93 NR budget that will provide for an organized means for salary administration. Page 4 of 15 Item # 10A September 23, 2008 Page 7 of 112 The following area of Growth Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement— To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management — To responsibly manage community growth, development and redevelopment, while enhancing the natural environment; and SFA. S. Economic Development — To help create a business climate that promotes a diversified, growing economy consistent with the established growth management plans and community desires. GROWTH MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Hales Comm. Coyle G.1 The County Manager will continue to provide staff focus to get the 2nd EAR GMP amendments approved by DCA, and 2 3 2 2.98 NR prepare implementing LDC amendments. GROWTH MANAGEMENT Comm. Henning Comm. Fiala Comm. Colelta Comm. Halas Comm. Coyle G.2 The County Manager will supervise the revision; reorganization; update of outdated and obsolete provisions of the Land 2.3 3 2 3 NR Development Code (LDC). The BCC will provide guidance to the staff to these ends. GROWTH MANAGEMENT Comm. Henning Comm. Fiala Comm. Colette Comm. Hales Comm. Coyle G.3 The County Manager will continue to implement measures to improve customer service in CDES. Expected outcome is to 2.3 3 2 2.93 NR get permits and development review items back to the public within established standards, and to reduce the number of repetitive reviews. Increase the number of approvals to 75% after the 2d review. GROWTH MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle G.4 The County Manager will provide staff coordination through a series of citizen committees to study and implement 2.3 3 3 2.94 NR numerous community planning initiatives. Page 5 of 15 Item # 10A September 23, 2008 Page 8 of 112 The following area of Capital Project Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4. Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of our diverse neighborhoods; and SFA. 6. Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. mm CAPITAL PROJECT MANAGEMENT Henning Comm. Fiala Comm. colettComm. a ComHaim . Coc,,,,im. e CP.1 The County Manager will provide a capital budget that will clearly describe the capital projects proposed for the following 2.3 3 3 3 NR fiscal year along with the proposed means for funding such projects. CAPITAL PROJECT MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Co Vie CP.2 The County Manager will provide regular updates to the County Commission on key capital projects in a manner which is 2.3 3 3 2.95 NR easy to understand and timely. CAPITAL PROJECT MANAGEMENT Comm. Hennin Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle CP.3 The County Manager will ensure that for each key capital project that there is 3 3 3 3 NR clearly established responsibility, budgets and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. The following area of Financial Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4. Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of our diverse neighborhoods; and SFA. 6. Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. Page 6 of 15 Item # 10A September 23, 2008 Page 9 of 112 FINANCIAL MANAGEMENT Comm. Henninq Comm. Fiala Comm. Coietta Comm. Haias Comm. Coyle F.1 The County Manager will present an opportunity annually, prior to the development of the annual budget, for the 1.3 3 County Commission to have a policy level 3 3 NR discussion regarding the next year's annual budget. FINANCIAL MANAGEMENT Comm. Comm. Comm. Comm. Comm. Henning Fiala Coietta Haias Coyle F.2 The County Manager will develop an annual budget that will be presented to the County Commission in workshop format and 2.3 3 then again in accordance with statute for 3 3 NR public participation through a series of two separate public hearings. Continue to make improvements to the budgeting rocess. FINANCIAL MANAGEMENT Comm. Henning Comm. Fiala Comm. Coietta Comm. Haias Comm. Coyle F.3 The County Manager will present a budget for FY09 that will not cause the BCC to have to raise the ad valorem millage rate 2.3 3 3 3 NR to compensate for a growth slow down in FY08 and a corresponding devaluation of propeq values. FINANCIAL MANAGEMENT Comm. 1iiLCC'111':Q: Comm. Comm. Hennin Haias Coyle F.4 The County Manager will provide annual updates of user fees and other non -Ad Valorem revenue, i.e. impact fees, grants, 2.3 3 3 2.99 NR etc. FINANCIAL MANAGEMENT Comm. Comm. Comm. Comm. Comm. Henning Fiala Coietta Haias co ie F.5 The County Manager will work cooperatively with the Clerk of Courts on the preparation of the CAFR and respond 1.5 3 3 3 NR promptly and thoroughly to any issues raised by the external auditors. Page 7 of 15 Item # 10A September 23, 2008 Page 10 of 112 The following section represents the additional goals that were presented to the BCC in September 2007. Below each goal is a rating box. Again the same rating scale of 1 to 3 is used. This area of the report accounts for 60% of the annual evaluation rating. Goals for Fiscal Year 2008: 1. Following through on the County's 10 Year Strategic Plan. Continue to implement the BCC approved strategic plan and align the organization around that plan by integrating multi -year business plans, annual operational work plans and individual performance goals and objectives. 2. East of CR951 Study. Finalize a long range County plan for infrastructure improvements East of CR 951, along with a solid financial and land use plan that supports it. The East of 951 Study is very important to the County. We need to make sure that the resources, expertise and dedication are applied Countywide to this study to make it a success. Complete the second phase of the East of 951 study. Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Coletta Halas Coyle 1. Following through on the County's 10 I z.3 3 3 2.95 NR Year Strategic Plan 2. East of CR951 Study. Finalize a long range County plan for infrastructure improvements East of CR 951, along with a solid financial and land use plan that supports it. The East of 951 Study is very important to the County. We need to make sure that the resources, expertise and dedication are applied Countywide to this study to make it a success. Complete the second phase of the East of 951 study. 3. Community Development. We will continue to focus on improving the business processes within the Division and amending the codes to manage growth better and instill smart growth tenets. In addition, conduct at least 2 PUD/IOU workshops; continue to manage the FIRM restudy process as renegotiated with FEMA; implement business process improvements. Prepare for BCC approval to effectively close out at least 50 PUDs. Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Colette Halas Coyle 2. East of CR951 Study I 2.3 3 3 2.9 NR 3. Community Development. We will continue to focus on improving the business processes within the Division and amending the codes to manage growth better and instill smart growth tenets. In addition, conduct at least 2 PUD/IOU workshops; continue to manage the FIRM restudy process as renegotiated with FEMA; implement business process improvements. Prepare for BCC approval to effectively close out at least 50 PUDs. Page 8 of 15 Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Coletta Halas Coyle 3. Community Development. I 2.3 I 3 I 3 I 2.88 I NR I I Page 8 of 15 Item # 10A September 23, 2008 Page 11 of 112 4. 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 a new automated BCC agenda system; a new land use and building permitting system with improved reporting capabilities; expanded utilization of the newly upgraded SAP financial management system; continued refinements to the automated budget and project management systems; and initial steps toward an agency -wide electronic document/records management system. Website improvements planned for this year include the implementation of a `video on demand' feature. 5. Succession Planning. Implement the plan developed in `07 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. Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Colette Halas Coyle 4. Improved use of technology & web site at the State Legislative level. 2.5 3 2.5 3 NR 5. Succession Planning. Implement the plan developed in `07 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. 6. Development of more reeional streneth at the State Leeislative level. Continue to strengthen relationships that have been formed between Collier, Lee, Charlotte, Sarasota, Glades and Hendry Counties to develop even more unified positions on issues that affect Southwest Florida from Tallahassee. Analyze impact of January "Super Exemption" referendum. Comm . Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Hennin Fiala Colette Halas Coyle 5. Succession Planning at the State Legislative level. 2.3 3 3 3 NR 6. Development of more reeional streneth at the State Leeislative level. Continue to strengthen relationships that have been formed between Collier, Lee, Charlotte, Sarasota, Glades and Hendry Counties to develop even more unified positions on issues that affect Southwest Florida from Tallahassee. Analyze impact of January "Super Exemption" referendum. Page 9 of 15 Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Colette Halas Coyle 6. Development of more regional strength at the State Legislative level. z.3 3 z.s 3 NR Page 9 of 15 Item # 10A September 23, 2008 Page 12 of 112 Growth Management. Make sure that we stay on top of SB360 and its impact on the County Growth Management Plan. Make the required State deadlines. Work to correct the needed "glitches" to the state's Growth Management Bill. Implement updated Concurrency Management System with Proportionate Share. In conjunction with the Collier County School Board, develop implementation plans to comply with the mandates for school concurrency as defined in the state Growth Management Bill — SB360. Adopt Public Schools Facilities Element with school concurrency component and revised interlocal agreement focused on adoption by BCC and School Board prior to March 1, 2008. Analyze financially feasible capital plans to ensure consistency with the State mandated changes to the Growth Management Plan. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm ' Henning Fiala Coletta Halas Co le 7. Growth Management management. Road Improvement Projects 2.3 3 3 2.8 NR 8. Federal Lobbyist. - Cultivate interactive, interdependent relationships with our federal lobbyists and key legislative aids and Representatives and Senators in Washington, D.C. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 8. Federal Lobbyist. management. Road Improvement Projects 2.3 3 3 3 NR 9. Successful capital project management. FY08 will see another large capital construction program. Managing these projects to successful and timely completion will be a priority. A. Road Improvement Projects of Interest: GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Co le 9.A. Successful capital project management. Road Improvement Projects 1 3 3 z.�s NR Page 10 of 15 Item # 10A September 23, 2008 Page 13 of 112 B. Critical Utility Improvement Projects: GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. 9.D. Successful capital project Rennin Fiala Coletta Hal, Coyle 9.13. Successful capital project 2.5 3 3 2.98 NR management. Critical Utility Improvement 2.3 3 3 3 NR Projects C. Public Safety Projects: GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. 9.D. Successful capital project Henning Fiala Coletta Halas Coyle 9.C. Successful capital project 2.5 3 3 2.98 NR management. Public Safety Projects 1.3 3 3 2.95 NR D. Other Significant County Projects: GOALS FOR FY 2008 Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Co le 9.D. Successful capital project Henning Fiala Coletta Halas Coyle management. Other Significant County 2.5 3 3 2.98 NR Projects 2.5 3 3 3 NR 10. Overall Operational Improvements: A. Implement Next Stage of Contract Administration Plan Initiatives. B. Refine the implementation of the Operations Management Tracking System (Ops Track) that measures efficiency, productivity and effectiveness. Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Coletta Halas Coyle 10.A. Contracting Initiatives 2.5 3 3 3 NR B. Refine the implementation of the Operations Management Tracking System (Ops Track) that measures efficiency, productivity and effectiveness. Page 11 of 15 Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Coletta Halas Coyle 10.13. Refine Implementation of Ops Track 2.5 3 3 2.99 NR Page 11 of 15 Item # 10A September 23, 2008 Page 14 of 112 C. Improve emergency preparedness planning & response capabilities. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Colette Halas Coyle 10.C. Improve Emergency Preparedness Initiatives 2.3 3 3 3 NR D. Continue to implement the beach and boat access initiatives to include land purchases, retention of consultants for design, permitting and construction; and finalize any inter -local agreements for public access. Analyze the feasibility of the Vanderbilt Pier and the acquisition of the Pulling property. E. Address the Irrigation Quality Water Master Plan and Policy. Develop and implement a policy to meet the growing demands for customer irrigation water needs. Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Colette Hales Co le 10.D. Implement Beach & Boat Access Initiatives z.3 3 3 2.97 NR E. Address the Irrigation Quality Water Master Plan and Policy. Develop and implement a policy to meet the growing demands for customer irrigation water needs. F. Initiate Watershed Management Plan (WMP) studies and associated Long Range Stormwater Management Plans. Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Colette Hales co le 10.E. Implement IQ Water Master Plan 2.3 3 3 2.S NR F. Initiate Watershed Management Plan (WMP) studies and associated Long Range Stormwater Management Plans. G. Revise the current Stormwater Funding Policy. The change in policy is predicated by the 2007 tax reform legislation. Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Coletta Halas Coyle 10.F Initiate Watershed Management Plans 1.6 3 3 2.9 NR G. Revise the current Stormwater Funding Policy. The change in policy is predicated by the 2007 tax reform legislation. Page 12 of 15 Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Coletta Halas Co le 10.G. Revise Stormwater Funding Policy 2.3 3 3 3 NR Page 12 of 15 Item # 10A September 23, 2008 Page 15 of 112 H. Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County assets. L Implement Audit Corrections. 1) Minimize audit findings in the Housing and Human Services Department by external auditor. 2) Implement actions in accordance with Audit Response regarding grant reporting and compliance 3) Enhance internal controls to effectively monitor the affordable housing impact fee deferrals Comm. Comm. Comm. Comm. Comm. GOALS FOR FY 2008 Henning Fiala Coletta Halas Coyle 10.H. Implement Asset Management 2.3 3 3 2.7 NR L Implement Audit Corrections. 1) Minimize audit findings in the Housing and Human Services Department by external auditor. 2) Implement actions in accordance with Audit Response regarding grant reporting and compliance 3) Enhance internal controls to effectively monitor the affordable housing impact fee deferrals Page 13 of 15 Comm. Comm. Comm. Comm. Comm.�I GOALS FOR FY 2008 Henning Fiala Coletta Halas Coyle 10.I. Implement Audit Corrections 1 3 3 2.75 NR Page 13 of 15 Item # 10A September 23, 2008 Page 16 of 112 Tally Sheet Final Comm. Hennin Comm. Fiala Comm. Coletta Comm. Halas Comm. Co le Meets Exceeds Standard Improvement Expectations Expectations Communications; Leadership; Personnel, Growth, Capital Project, and Financial Management Average Grade 40% 2.17 3.0 2.85 2.98 NR 1.67 -2.33 2.34 -3.00 Goals for FY2007 Grade 60% 2.13 3.0 2.95 2.92 NR Average Grade /Commissioner 2.15 3.0 2.91 2.94 NR Overall Average Grade 2.75 x4 Final Needs Meets Exceeds Standard Improvement Expectations Expectations Rating Scale 1.00 -1.66 1.67 -2.33 2.34 -3.00 From the County Manager's Contract: Section 7: Salary Such annual performance based merit adjustment shall not exceed a maximum of ten percent (10 %) of the Employee's annual base salary. The minimum increase for satisfactory performance under such performance based merit system will equal the average percentage salary adjustment provided to all County employees for the given fiscal year or three percent (3 %) whichever is greater. All such merit adjustments shall be included in the Employee's base salary. Page 14 of 15 Item # 10A September 23, 2008 Page 17 of 112 Concluding Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. I lead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. The staff has been encouraged by the Board's desire to make good decisions on behalf of the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that I was able to "exceed your expectations" as the County Manager. Commissioner's Comments: Commissioners Sueeestions for Improvement: -- Prepared by: Page 15 of 15 Q0M#W1S3110A.) 4Ael1qf W Xr I.OMvMt47T5 tember 088 cf Concluding Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. I lead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. The staff has been encouraged by the Board's desire to make good decisions on behalf of the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that I was able to "exceed your expectations" as the County Manager. Commissioner's Comments: Cl The Board has not approved a fee for house pump inspections. This fee also is not on the fee schedule, but the public is charged for this fee. What other fees are being charged without the approval of the board? C2 In the Future I would like to see more speaking engagements to C3 Constituent ask for specific information on bonding on 07121. Still has not received all information. Did receive some information on 9110 L2 some agenda item are still confusing and would like to see more information on change orders, I trust the results above will always be a work in progress. I'm happy with your view of the consent items, P1 I agree the above is very proactive; I still have concern with county staff beyond their duties and authority more work needs to be done in this area (CDES) Gl This action item needs to be revised in the future. EAR based amendments are complete G2 I personal would like to be less restrictive on growth being there is no growth in the county... CP3 Hank Jones is an asset for the county; he has demonstrated positive oversight in capital projects Fl I think it's a big mistake to budget such a high level of turnback money. I hope Board members are not disappointed if turnback does not come in as budgeted or anticipated F5 I agree Staff does work well with the Constitutional Officers, it's the upper management that is lacking. &mmIsce` yue�c it Veha"' `ommtN7S September 23, 2008 04kape 11 ToAl 12 2008 Goals (9) The frustration by the Public and shared by me with the construction of VBR is at a boiling point. If this road project was completed on time there would be landscaping installed by now. (9) C My concern with all the EMS projects placed hold, why would anybody recommend deleting two existing units from the fleet. (9) H You have not addressed the audit results of last year. I don't remember seeing how those comments were to be addressed. Capital Projects: Great stride in the area above. The recommendations I would add would be the following. Capital projects up front planning should not change if a Staff member has some afterthought for changing plans, which cost the taxpayer. Also I have concerns some capital projects are not manage to benefit the taxpayer. A stricter read in favor of the County would save dollars Commissioners Sua¢estions for Improvement, I ask you to work closer with the County Attorney's Office to head off some law suites and or pick and choose the battles to benefit all. I trust with new leadership in Ms. Flagg will help in this area. With the continuing down turn of the economy and the effects to the Citizens we all need to adjust our belts Prepared by: Jim Mudd l t)At►n/S-vdaJ,r+L T' # m 110A tituTS rr,cAtrit • Since being elected to the Collier County Board of Commissioners, I have had the oRportunity of being directly involved and observing the inner workings of our county government daily and first hand I also have had the opportunity to interface with many other counties faced with the same problems that we face. These experiences convince me reguired to meet current and future needs engendered by high growth rates and has been able to provide the amenities that our citizens demand. in the common good Although in the ultimate good, they slow and complicate forward movement We also have been faced in the past two years with an unprecedented (and in some cases unplanned sudden loss of revenue. Some counties are nearing financial crisis. Others are struggling to maintain vital services or were forced to raise taxes. Not this one. I believe this is the result in good part of the foresight of the county manager and his ability to manage the business of government. • Given the complicated nature of the beast the level of accomplishment in the public good is astonishing. There is a marked difference between the position of this county now and where it was six years ago when many vital services were failing outright or were struggling to maintain adequate capacity. Much of this improvement can be attributed to Jim Mudd's capacity to envision what is needed to meet directions set by the Board and develop a clear path to realization of the vision that Jim Mudd and the board share and to Jim Mudd's ability to implement needed steps guiding well chosen and well supervised Directors and Department Managers. There are onlv two areas where I would like _to_see _improvement of administrative functioning from deRartments that fall under Mr. Mudd's supervision. I would like to see better communication from department heads regarding emerging problems in my district - particularly delays in major transportation and flooding projects and in building and major code violations. I also would like to a more proactive and creative approach to storm water issues which are not being addressed, in particular Pine Ridge, Willoughby Acres, and Naples Park runoff. These solutions proposed and partially implemented have not solved the problems which are long existing and also create problems in adiacent neighborhoods. We cannot have given these our best and most creative efforts. In closing I would like to add that by example Jim Mudd inspires dedication hard work, and • a striving for excellence among all who are employed by Collier County. Jim Mudd, you have excelled in all areas of management Thank you for your continued exemplary service. OOMM183 /OA%9J;nF#/TOR4 3 1l 6IYl/NPMT S September 23, 2008 P e 21 o 11 '4 rt Otto Deferral program. A flow chart has been created and the possibility of "automated" approvals and using technology to improve efficiencies is being investigated. Concluding Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. I lead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. • The staff has been encouraged by the Board's desire to make good decisions on behalf of the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that I was able to "exceed your expectations" as the County Manager. i Page 54 of 55 Below Standards Meets Standards Exceeds Standards 1 2 4 3 Rating Concluding Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. I lead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. • The staff has been encouraged by the Board's desire to make good decisions on behalf of the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that I was able to "exceed your expectations" as the County Manager. i Page 54 of 55 E 0 LXfxmts' gout, A-A" 4's September 23, �Ont►ng4TS P�meB� ctse(p08 The following area of Communications supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. COMMUNICATIONS Below standards Meets standards Exceeds standards 1 2 3 C.1 (Internal) The County Manager will be expected to 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: Each County Commissioner has been provided direct access to each division via email, and one -on -one agendas have been maintained with each Commissioner through their meetings with the County Manager to track on -going issues, and the Microsoft Task system has been used to track turn - around issues. The deployed Agency Issues Management System (AIMS) has helped the staff better track turn - around correspondence throughout the agency. Insisted on a five working day turn - around rule with Divisions. For FY08, we have a 98.6% success rate in this regard. Also there were 8% fewer inquiries in FY08 than in FY07. Please remember that FY07 had 30% fewer inquiries than in FY06. This continuing trend leads me to believe that required information is getting out to the taxpayers of the County through our other multiple, reliable County sources. Continued to hold administrators accountable. Have seen an immense change on timeliness of responses to the Commissioners and to the public. We are bordering on 100% contact within 5 days with the public and we are answering their concerns 89% of the time within the 5 day rule. Staff has greatly improved at providing Commissioners with pre- briefs on controversial issues. Over the last six years, this area has steadily often stronger with each passing year. COMMUNICATIONS Below standards Meets standards Exceeds Standards 1 2 3 C.2 (External) The County Manager will be expected to provide information to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide information to the public regarding County information. Results: The manager has spoken at 32 engagements during the year, set up one Commissioner District Town Hall meeting, and is a regular columnist in the North Naples Journal and the Pelican Bay Journal - submitting monthly columns for each publication. Been involved in a total of 38 TV, Radio, Newspaper pieces, and Public Interaction engagements during this year. (See listing at Tab 1). Continued to rejuvenate the government TV station programming, as well as the Collier County Government Annual Report. Used the County TV station effectively to get valuable information out to the public (from County Highlights to Emergency /Hurricane preparedness during Tropical Storm Fay), Video on Demand was added to the Collier weh site in Qrt. 2007. This Page 4 of 55 • C &%M13s►oaslS FA�4 5 &&ftwTS September 23, 2008 P%$ 0519 (0 drafting of the controversial, new Towing Ordinance which came together during some 8 meetings with staff, towing stakeholders and Sheriff representatives. This ordinance will be presented to the BCC in September for approval. LEADERSHIP/ Below Standards Meets Standards Exceeds Standards ORGANIZATIONAL DIRECTION 1 2 3 L.2 The County Manager will ensure that all executive summary reports provided to the Board have specific and clear recommendations. Results: Continued to reinforce a revised executive summary review process whereby the OMB and Clerk of Courts review for financial accuracy, the County Attorney authors the Legal Review /Consideration section and reviews for legal sufficiency, and the Deputy County Manager reviews, as well as a separate review by the County Manager. All agendas are previewed and critiqued in full at Division Staff meetings prior to going to print, including potential legal issues with the attending County Attorney. The implemented electronic agenda system ( NOVUS) has reinforced reviews at every level of the organization. During the year, only 53 out of 1,689 items got pulled from the consent and summary agendas by the BCC members. That represents a 3% needs - further- clarification rate or a 97% success /clear rate. The upgrade to NOVUS took effect this Summer and it is being used for the first time starting with the 9/9/08 BCC agenda. The old NOVUS system was not supported by the vendor anymore. The new system will ultimately be faster and easier to use. The entire electronic agenda is on the county web a e at least four days prior to each meeting. LEADERSHIP / Below standards Meets standards Exceeds standards ORGANIZATIONAL DIRECTION 1 2 3 1.3 The County Manager will provide opportunities for the Board of County Commissioners to discuss and set proactive policy direction on key community issues. Results: A thorough set of 39 workshops and a District town hall were developed to provide an opportunity to discuss in depth the major issues facing the government, the organization and the County. A strategic planning session was included as part of the workshop series. Each of these has provided the BCC with significantly improved opportunity to provide policy level direction. (See List of workshops at Tab 3). The BCC's involvement with State and Federal issues has also significantly increased this year through heightened interaction with both our lobbyists and Federal /State representatives to accomplish Collier County approved legislative priorities. The following area of Personnel Management supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. Page 7 of 55 �o 17A • • //�elm's /�Lfr 410�A�A 3 COM/M'VAI S September 21, 2008 P19 o� q 1 Results: Expertly and professionally implemented and enforced all aspects of the County's Land Development Code and Growth management Plan. In addition, effectively implemented a disciplined LDC Amendment process as well as strict policy guidelines for submittal and timing of proposed amendments. Completed the Second Cycle 2007 and am currently completing the one Land Development Code Cycle for 2008 where 61 proposed LDC amendments were acted on by the EAC, the DSAC and the CCPC during numerous public meeting held between June 2008 and September 2008 and are in the process of being finalized for consideration by the BCC at scheduled meeting in late September and early October. The preponderance of the LDC amendments are the implementing land development regulations predicated on the Evaluation and Appraisal Report (EAR) based GMP amendments approved by the Board last year. The amendments included environmental development standards developed to provide more options and alternatives to include off -site mitigation regarding native preservation requirements for developments in the urban area. Initiated contract with White & Smith, LLC Planning and Law Group to work with staff to update and re -write sections of the Land Development Code and to begin the developing the County's first Administrative Code, and action that will begin to remove all of the administrative requirements and language in the existing LDC and place in an accompanying administrative code. Work will continue on this initiative throughout 2008 and into 2009. Conducted 5 BCC Workshops where BCC guidance to staff was made: 1. PUD Monitoring Workshop #9 — October 10, 2007 2. BCC AUIR Special Meeting/Workshop — November 5 2007 3. EDC Workshop — January 8, 2008 4. BCC /SFWMD Water Workshop — February 29, 2008 5. BCC Fire Review Task Force Workshop — March 18, 2008 GROWTH MANAGEMENT Standarrds standards Standards 1 2 3 G.3 County Manager will continue to implement measures to improve customer service in CDES. 3 Expected outcome is to get permits and development review items back to the public within established standards, and to reduce the number of repetitive reviews. Increase the number of approvals to 75% after the 2d review. Results: Continued with Process Improvement Initiatives to improve processing and efficiency of Land Use and Site Plan applications as well as applications for Building Permits. However, due to the downturn in permitting activity and with the significant reduction in permitting revenue most of the initiatives related to additional staffing have been curtailed. This past year staffs focus was dedicated primarily on process review and evaluations related to the work Flow process associated with the development and fielding of the CityView business process software for the management of the workflow for all aspect of the zoning, land use and building permitting operations within CDES and its supporting review elements within public utilities and transportation. The contractor i,z now fnrused nn the Zoning, Environmental and Engineering review land use modules Page 11 of 55 �t iYYr ¢rtc+MS -�X c�UCm.t. • _• 040#nl 4J#a<'19K, 5 Stember 23, 2C C�WnuwrS PepP 2tgf„10 f, positioned to execute because of excellent prior planning, and subsequent support from the Board, which I briefly described in my opening comments on Page 3 of this assessment. FINANCIAL MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 F.2 The County Manager will develop an annual budget that will be presented to the County Commission in workshop format and then again in 2 accordance with statute for public participation J through a series of two separate public hearings. Continue to make improvements to the budgeting process. Results: Public hearings were conducted in September 2007 for the FY08 budget and Budget workshops for FY09 were held in June 2008. The public hearings for FY 09 will be held in Sept 2008. Again this year, the Budget was presented functionally instead of by fund type. This made the budget understandable to everyone. Successfully implemented the GovMax budgeting database software program in FY 07 and expanded its functionality to include capital projects in FY08. The utility of the program was borne out in responding to Commissioners' questions during the FY 08 budget workshops. Phenomenal accomplishments that previous managers said couldn't be done. GovMax's transparency was instrumental in bringing on a new OMB director midway through the FY09 budget process. In addition, the OMB multi -year budget forecasting tool that is used to help the BCC set budget guidance is becoming more useful for the Board in displaying major budget issues in the out years. The County implemented a budget monitoring tool during FY 2008 which provides summary level payroll information on a biweekly basis to monitor and compare payroll costs to budget. We have also fine tuned our Operations Tracking tool this year. This tool provides summary information on a quarterly basis on revenues, expenditures and performance measures. Data is tracked and compared to both current budgetary benchmarks and to historical actual data. It identifies and graphs leading and lagging indicators, and provides a real time ability to manage pro - actively. The County staff has successfully developed and will implement on October 1, 2008, the SAP financial Budgetary Control Structure (BCS). BCS is a significant change in the financial process. It will enhance the accounting /budgeting for both operating and capital elements. For example, the cost centers developed for Tropical Storm FAY required about four hours of building and implementing effort; under BCS this would require a few minutes time to initiate. BCS is a required background tool for RPM (Resource Portfolio Management), asset management and other dashboard solutions. FINANCIAL MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 F.3 The County Manager will present a budget for FY09 that will not cause the BCC to have to raise the ad valorem millage rate to compensate for a growth J slow down in FY08 and a corresponding devaluation of property values. Page 19 of 55 XA 1 ' r' 0 C� E `.ptNM1s sioNe< &A#.4(SA Se tember 23, 008 P of _ _ A7 D. Continue to implement the beach and boat access initiatives to include land purchases, retention of consultants for design, permitting and construction; and finalize any inter -local agreements for public access. Analyze the feasibility of the Vanderbilt Pier and the acquisition of the Pulling property. RESULTS: Coastal Zone Management (CZM) has entered into professional services contracts with five consultants that will allow us to design, permit and construct beach and water facilities. We are actively working with FDEP and Delnor Wiggins Sate Park to expand parking and carrying capacity. CZM is updating it master plan for beach park facilities and beach access. Additionally an aggressive water/boat access plan has been developed with planned developments being engineered /permitted at Caxambas Pass, 951 boat ramp, Bayview boat ramp, Goodland Boat Park and Golden Gate boat ramp. The BCC has voted to not proceed with the Vanderbilt Pier and has directed staff to seek community input into revitalizing the current restroom facilities at Vanderbilt Beach. A community meeting will be held in the fall to solicit input. The Deputy County Manager and Public Services Administrator have met with Mr. Pulling and discussions continue. The County is awaiting successful resolution between the City of Naples and the Pulling family before entering into an agreement to develop the property. E. Address the Irrigation Quality Water Master Plan and Policy. Develop and implement a policy to meet the growing demands for customer irrigation water needs. RESULTS: Staff reviewed with the County Manager an IQ Water Policy; the BCC approved the policy in October 2007. Staff is now developing the IQ Master Plan and fee study for BCC approval and implementation in early FY 2009. In addition, 80 percent of the county landscape medians are on reclaimed water. Below Standards Meets Standards Exceeds Standards 1 2 3 Rating E. Address the Irrigation Quality Water Master Plan and Policy. Develop and implement a policy to meet the growing demands for customer irrigation water needs. RESULTS: Staff reviewed with the County Manager an IQ Water Policy; the BCC approved the policy in October 2007. Staff is now developing the IQ Master Plan and fee study for BCC approval and implementation in early FY 2009. In addition, 80 percent of the county landscape medians are on reclaimed water. Page 50 of 55 a.v�"'• Below Standards Meets Standards Exceeds Standards 1 2 3 Rating Page 50 of 55 a.v�"'• (20 A1M153IDg1t,e eo"SA.Irs l OJeA 1 O nSeptember 23, Pag ) f+&?— 1 20 F I2 Deferral program. A flow chart has been created and the possibility of "automated" approvals and using technology to improve efficiencies is being investigated. Concluding Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. I lead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. The staff has been encouraged by the Board's desire to make good decisions on behalf of • the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that I was able to "exceed your expectations" as the County Manager. • Page 54 of 55 J/ Below Standards Meets Standards Exceeds Standards 1 2 3 Rating Concluding Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. I lead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. The staff has been encouraged by the Board's desire to make good decisions on behalf of • the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that I was able to "exceed your expectations" as the County Manager. • Page 54 of 55 J/ • 0 C, J ��1aomMSS1V e � 1;0 AMVivT% �Q1re September 23, 2^008 Pag�i}C� — %#fJ technology enables staff to create a video library of BCC and other county meetings on Collier Television, which are archived and available for viewing on demand through the web site. The archive also allows users to view individual items from the BCC and other committee agendas. Meetings are still streamed live at www.colliergov.net/ty. Distributed quarterly, an electronic, external county newsletter to over 1,000 homeowner and civic associations, business groups, and individuals. Many of the HOAs send the newsletter along to their members which means circulation is well into the thousands. The PUD Quarterly from CDES continues to get relevant information to existing developments throughout Collier County. The redesigned County web site continues to be a valuable source of information for residents and visitors. In the first 11 months of the current fiscal year, there were 1,498,393 unique visitor sessions to the Collier web site — an increase of 42 percent over the same 11 -month period in the previous year (a session is initiated when a visitor arrives at our site and ends when the browser is closed). There was also a sharp increase in web site visitors seeking emergency information the day before Tropical Storm Fay made landfall in Collier County - 12,831 visitor sessions when the daily average in August was approximately 4,600 sessions. The North Collier Government Services Center has been open since June 5, 2006 and has served a total of 160,723 customers through Aug. 15, 2008. About 10 percent of the transactions at the North Collier Government Center involve BCC services including beach stickers and water bill payments. The Tax Collector's Office added license plate renewal services at the center in February 2008. The building and its services continue to be well received by the public. COMMUNICATIONS Standards Standards Standards 1 2 3 C.3 (External) The County Manager will be expected to ensure that the organization has / systems in place to ensure that the general public is responded to in a timely and accurate manner. V/ Also, improve Public Relations by providing more pM a h understandable and complete information to the (r�gMS public. fV d dG Results: The Manager's and the BCC exec office system for tracking internal and (nu external correspondence is the Agency Issues Management System (AIMS). We continued to use this system to track all correspondence throughout the agency. AIMS has not only brought efficiencies to the BCC and Manager's offices but it has eliminated a whole host of redundant log tracking processes at every level of the Manager's Ar organization. A quarterly AIMS report makes sure nothing gets dropped. Insisted on a five working day turn - around rule with Divisions. Held administrators accountable. There is an immense change on timeliness of responses to the Commissioners and to the public. FY08 saw 517 AIMS items; again we are achieving a 98% response rate and able to close out 89% of the issues within the five days. Plus we have instituted several layers of staff review before an answer is provided to the public to insure an accurate information response. The Communications and Customer Relations Dept. matrix organizational structure continues to be extremely successful in making sure that the County's position /action also gets out. I also believe that the Manager's Office has been very aggressive in this regard. The County TV Station is immensely better in format, content, and appearance then it has been in past years. Produced a new hurricane preparedness Drorwarn that is being widely distributed to HOAs, hurricane seminar Page 5 of 55 w 5 VV,� i- 1- CAo rite a� 'D' 0 • • l_MN1 s'10A)cK &IQe.w*11 A nn September 23, 2008 00*0Tw t -t:p P#O,ga J3 20f 1A attendees, etc. The City of Naples asked for permission to broadcast the hurricane show on its channel. Several TV broadcast programs hosted by the Commissioners have been produced and broadcast covering topics including limerock roads, dangerous dogs /animal control, Senior Friendship Center, U.S. 41 landscaping, brushfire prevention, residential and commercial watering restrictions, and road construction. The following area of Leadership /Organizational Direction supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. Below Standards meets Standards Standards ORGANIZATIONAL DIRECTION 1 2 3 LA The County Manager will ensure that there is a clear direction that is communicated throughout the organization. Results: Continuing to refine the FY06 -10 County Strategic Plan which the BCC was briefed on during our workshop on March 4, 2008. lam continuing to vertically align the organization processes against the Strategic Focus Areas (SFA) approved by the BCC on May 9, 2006. These SFAs are enumerated on page 1 of this report. Fine tuning every employee's KRAs against these Strategic Areas. The Divisions' and Separate Departments' 5 -year business plans are aligned with the new County Strategic Plan. Used the chain of command to push and pull information throughout the organization and held the Chain of Command accountable to do it correctly. Used the automated tasking system to keep track of time sensitive information requirements. Continued to use the County "Journal" employee newsletter to disseminate information in a paperless environment. "Round tables" within each division still provide an opportunity for employees and managers to regularly discuss issues. Continued to send numerous direct messages from the County Manager to all employees i.e. e- mails, County Manager column in the Journal and videotaped messages on safety, along with direct mailings to all employees. Again, concentrated on making the chain of command responsible and accountable for getting the word out. Division and Department newsletters have been developed. Talked with employees at each orientation session and at each appreciation breakfast, as well as, other important occasions (Specifics at Tab 2). Because the County Attorney and the Clerk of Courts are an integral part of an effective functioning County Manager's organization both attend and participate in all the County Manager staff meetings. Formalized meetings with all Constitutional Officers have been held when needed. Have tried to use more informal individual meetings throughout the year. This is an area where we continue to make huge progress. The interchange between all agencies continues to be superb. Continued to extensively coordinate with the School Superintendent; Airport, CRA, PBSD, BCB, and EDC Directors; Marco and Naples City Managers; Collier Fire Chiefs; Mayor of Everglades City; FDOT, FDEP, Rookery Bay and SFWMD staffs; the Chamber of Commerce and CBIA Directors; and other Florida County Managers. Played an active role in the SW Florida Consortium Day, and with other FAC activities during the year. Met with the FDEP staff in Tallahassee on July 2nd to get the problems with Delnor Wiggins State Park resolved. Since then County and State staffs are working together aggressively on this endeavor. Also personally supervised the Page 6 of 55 .r Z eP v • &01IS31047g4z l A/i291'rX "IV A September 23, 2008 drafting of the controversial, new Towing Ordinance which came together during some 8 meetings with staff, towing stakeholders and Sheriff representatives. This ordinance will be presented to the BCC in September for approval. LEADERSHIP / standards Standards Standards ORGANIZATIONAL DIRECTION 1 2 3 L.2 The County Manager will ensure that all executive summary reports provided to the Board / have specific and clear recommendations. — Results: Continued to reinforce a revised executive summary review process whereby the OMB and Clerk of Courts review for financial accuracy, the County Attorney authors the Legal Review /Consideration section and reviews for legal sufficiency, and the Deputy County Manager reviews, as well as a separate review by the County Manager. All agendas are previewed and critiqued in full at Division Staff meetings prior to going to print, including potential legal issues with the attending County Attorney. The implemented electronic agenda system ( NOVUS) has reinforced reviews at every level of the organization. During the year, only 53 out of 1,689 items got pulled from the consent and summary agendas by the BCC members. That represents a 3% needs - further- clarification rate or a 97% success /clear rate. The upgrade to NOVUS took effect this Summer and it is being used for the first time starting with the 9/9/08 BCC agenda. The old NOVUS system was not supported by the vendor anymore. The new system will ultimately be faster and easier to use. The entire electronic agenda is on the county web a e at least four days prior to each meeting. LEADERSHIP / Standards Standards Standards ORGANIZATIONAL DIRECTION 1 2 3 L.3 The County Manager will provide opportunities for the Board of County Commissioners to discuss and set proactive polity direction on key community issues. Results: A thorough set of 39 workshops and a District town hall were developed to provide an opportunity to discuss in depth the major issues facing the government, the organization and the County. A strategic planning session was included as part of the workshop series. Each of these has provided the BCC with significantly improved opportunity to provide policy level direction. (See List of workshops at Tab 3). The BCC's involvement with State and Federal issues has also significantly increased this year through heightened interaction with both our lobbyists and Federal /State representatives to accomplish Collier County approved legislative priorities. The following area of Personnel Management supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. Page 7 of 55 • W] • CoMMrssld�� Cakith * September 23, 2008 �oMrp¢.urs �A6Pa 31 I%C salary /pay rate to exceed the maximum of the pay range. Unfortunately, the lean budget for this year does not allow us to provide merit awards for FY `08 performance. This will save the County approximately $1.6M. The County will continue to acknowledge performance through the use of increases through Career Progression and Certification Programs, the use of the Thanks Card Program and in -house acknowledgement of superior performance. Pay plans were provided to the BCC for approval in Sept 07 and will be again in Sept 08. Annually, under normal circumstances, the County surveys the market and adjusts pay plans accordingly, however this will not happen in FY09 and the pay ranges will not be adjusted. The following area of Growth Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management — To responsibly manage community growth, development and redevelopment, while enhancing the natural environment, and SFA. S. Economic Development — To help create a business climate that promotes a diversified, growing economy consistent with the established growth management plans and community desires. GROWTH MANAGEMENT Below Standards Meets Standards Exceeds Standards 1 2 3 G.1 The County Manager will continue to provide staff focus to get the 2nd EAR GMP amendments approved by DCA, and prepare implementing LDC amendments. Results: Analyzed and responded to DCA's July 2006 ORC report with subsequent reviews by the EAC and CCPC prior to the BCC adoption hearing. Staffed and packaged EAR for adoption hearings by the CCPC and BCC and on January 25, 2007 the Board, by special hearing, voted unanimously to adopt EAR Based GMP Amendments. Subsequent to that adoption, the Florida Department of Community Affairs issued a "Statement of Intent" finding a portion of said EAR Based GMP Amendments not in compliance. Although in most instances a finding of not in compliance would appear to be a major stumbling block to growth management in Collier County, the inconsistencies noted by DCA in its Statement of Intent were limited to two specific areas of the GMP -- first, the DCA found the GMP Future Land Use Map series related to Section 24 in North Belle Meade and the associated text amendments not in compliance; second, the DCA found the response to the Objections, Recommendations and Comments report related to the Capital Improvement Element (CIE) not in compliance. Staff successfully negotiated with DCA the first financially feasible County CIE in the State of Florida wherein the BCC executed the settlement agreement on January 29, 2008. We are currently addressing the Section 24 related issues and are in negotiations with the affected property owners and interveners with the intent of settling with the DCA through a compliance agreement for the Board's approval as soon as the property owners and interveners can reach a practical solution acceptable to all parties. Completed consistency reviews for 17 land use petitions for the 2005 GMP amendment cycle. Transmittal hearings by the BCC occurred in June and July of 2007. At the transmittal hearing 4 petitions were withdrawn Page 9 of 55 a, �� `'C' TS r` �,A tf JQ J� or t • • • `Omfl9lS wvA) $ti°- LOfeTTArltjm # 10A /) „rnm 3 �pSepttem2ber 23, 01Y PA NE (y a;f 3/ o§f-112 Results: Expertly and professionally implemented and enforced all aspects of the County's Land Development Code and Growth management Plan. In addition, effectively implemented a disciplined LDC Amendment process as well as strict policy guidelines for submittal and timing of proposed amendments. Completed the Second Cycle 2007 and am currently completing the one Land Development Code Cycle for 2008 where 61 proposed LDC amendments were acted on by the EAC, the DSAC and the CCPC during numerous public meeting held between June 2008 and September 2008 and are in the process of being finalized for consideration by the BCC at scheduled meeting in late September and early October. The preponderance of the LDC amendments are the implementing land development regulations predicated on the Evaluation and Appraisal Report (EAR) based GMP amendments approved by the Board last year. The amendments included environmental development standards developed to provide more options and alternatives to include off -site mitigation regarding native preservation requirements for developments in the urban area. Initiated contract with White & Smith, LLC Planning and Law Group to work with staff to update and re -write sections of the Land Development Code and to begin the developing the County's first Administrative Code, and action that will begin to remove all of the administrative requirements and language in the existing LDC and place in an accompanying administrative code. Work will continue on this initiative throughout 2008 and into 2009. Conducted 5 BCC Workshops where BCC guidance to staff was made: 1. PUD Monitoring Workshop #9 — October 10, 2007 2. BCC AUIR Special Meeting/Workshop — November 5 2007 3. EDC Workshop — January 8, 2008 4. BCC /SFWMD Water Workshop — February 29, 2008 5. BCC Fire Review Task Force Workshop — March 18, 2008 GROWTH MANAGEMENT Standards Standards Standards 1 z s G.3 County Manager will continue to implement measures to improve customer service in CDES. Expected outcome is to get permits and development review items back to the public within established standards, and to reduce the number of repetitive reviews. Increase the number of approvals to 75% after the 2d review. Results: Continued with Process Improvement Initiatives to improve processing and efficiency of Land Use and Site Plan applications as well as applications for Building Permits. However, due to the downturn in permitting activity and with the significant reduction in permitting revenue most of the initiatives related to additional staffing have been curtailed. This past year staff's focus was dedicated primarily on process review and evaluations related to the work flow process associated with the development and fielding of the CityView business process software for the management of the workflow for all aspect of the zoning, land use and building permitting operations within CDES and its supporting review elements within public utilities and transportation. The contractor is now focused on the Zoning, Environmental and Engineering review land use modules Page 11 of 55 I �r 3\ I • KI �OM m (IS 510 a se eq&rOr A September 23, 2( l OMn12N t� pAOge'7 j7*1 M application and review process as needed, all with a focus on finalizing work flows and process verification of applicable software modules related to the fielding of the CityView permitting and land use business software system. In addition, in order to train and keep our applicant's and customer's informed and up to date on land use, plan and plat application processes and requirements, the department conducted 4 separate training and awareness sessions with the industry over this past year. The firms that attended were: Vanasse Daylor, Hole Montes, Heidt & Associates, Davidson Engineering, Waldrop Engineering, Wilson Miller, Banks Engineering, Coastal Engineering, Johnson Engineering, Agnoli, Barber & Brundage; Cheffy, Passidamo, Wilson & Johnson; Graef Anhalt Schemer & Associates, CPH Engineering and Q. Grady Minor. Code Enforcement: Developed and produced a citizen awareness program to advise the public on how to present a code case before the Special Master. Regarding PUD reviews, CDES is bringing forth 25 PUD's scheduled for consideration in late September to the BCC for declaration of closeout. A first for the agency. The PUD monitoring process has proven difficult to develop and coordinate horizontally with staff across divisions. To help alleviate this difficulty, I had Transportation Planning develop the Commitment Tracking System (CTS). Training across the agency has begun and the "Go Live" date is the first September BCC hearing date. This will supplement and help manage the PUD tracking by CDES. GROWTH MANAGEMENT Con't Standarrds Stana�ards Standards 1 2 3 G.4 The County Manager will provide staff coordination through a series of citizen committees to study and implement numerous community Dlanninq initiatives. Results: Again, we have been quite successful in that regard. The Immokalee CRA, Immokalee Area Master Plan & Visioning Committee and the East of 951 Horizon Study are all actions that staff is fully engaged in. The East of 951 infrastructure study consists of a multiyear project to assess the level of investment in capital facilities and human resources needed at the build -out horizon to balance the expectations of Collier's residents for urban standards, public facilities infrastructure, public safety and human services levels of service and associated estimated costs. The study is effectively coordinating capital facilities and infrastructure planning on the horizon with The Big Cypress Stewardship District, The Ave Marie Community District, the fire districts, and the Sheriff's Office. The Horizon Study is concentrating on preparation to respond to the needs of future exurban populations based on the current adopted Growth Management Plan and Future Land Use Map. That first phase of the study conducted last year focused on information gathering and assembly into an organized and coordinated set of options and related costs. This Preliminary/first phase report for the East of CR 951 Horizon Study was presented to the BCC at its May 24, 2006 Special Meeting and based on Board guidance staff has actively coordinated monthly meetings of the East of 951 Horizon Committee. In addition Comprehensive Planning with Board approval contracted with Van Buskirk, Ryfell & Associates to develop an Interactive Growth Model for the area east of CR 951. The Page 13 of 55 �e r � o q, 36,411$13401,0- cq4 W.S eoM MlS M j September 23, 2008 PLO Rocf ti Y_ • August 18 — Meeting scheduled but was postponed due to Tropical Storm Fay; meeting was rescheduled to September P. • September — Complete Final Report to the BCC and present to the BCC — As of this writing there were two scheduled meetings for the Horizon Study Committee: September 3`a and September 8a'. The final presentation to the BCC is scheduled for September 29, 2008, but it should be pointed out that staff has received two entails from individual committee members requesting a delay in the final presentation to the BCC due to the need to resolve outstanding issues before a final presentation is made to the BCC. As noted, the Collier Inter - Active Growth Model (CIGM) consultants presented the finalized baseline to the committee at their May 12`h meeting and presented the build -out results to the committee at their July meeting. The build -out results will be provided to the Long -Range Transportation Plan (LRTP) consultants as part of the LRTP update. The committee has been presented with the final baseline conditions and the supply side build -out results. There is one additional update to be provided to the committee related to the demand side build -out results, where the supply side results are compared to the demand side results and potential gaps can be identified. This was scheduled to be provided to the committee at their September 8h meeting. The process of a draft presentation to the Master Committee, then the official public participation meeting was duplicated for each public participation meeting. It should be • noted that the Storrnwater Management meeting held on April 14`h was the last officially scheduled public participation meeting. The questionnaires for each of these meetings have focused upon the department/division presenting, but have also contained questions keyed to the main components of the preliminary report. Rating Below Standards Meets Standards Exceeds Standards L 2 3 3. Community Development. We will continue to focus on improving the business processes within the Division and amending the codes to manage growth better and instill smart growth tenets. In addition, conduct at least 2 PUD /IOU workshops; continue to manage the FIRM restudy process as renegotiated with FEMA; implement business process improvements. Prepare for BCC approval to effectively close out at least 50 PUDs. RESULTS: The Community Development and Environmental Services Division (CDES) effectively administered the County's GMP, LDC, and Code of Laws consistent with state requirements that were changed by Senate Bill 360 — the Growth Management Law — and provided the Florida Department of Community Affairs (DCA) with • amendments consistent with BCC direction. Additionally, CDES prepared an evolving AUIR as this planning tool continues to provide direction with respect to the timing and financing of necessary capital facilities and infrastructure and finalized preparation of Evaluation and Appraisal Report (EAR) based LDC amendments. Page 26 of 55 • �vmmfss�oN�2 l.o�eT�j»� 10A ((%% Septe ber 23, l' jNffl4 Al T's >lffli� �aR*3Mff 112 GovMax upgrade to incorporate the capital budget module (used for FY09 budget) The Public Utilities Wastewater Department continues to optimize resources using GIS, SCADA, DFS, and iFIX for automation in the field and the plants. The Department's latest addition is web -based real time monitoring of reuse water levels and delivery of the product to meet the customer demand. Wastewater Gems is completed and in the process of being brought in house for further integration with Engineering, as well as collection capacity assessment. The Solid Waste and Utility Billing and Customer Service Departments coordinated the Hurricanes Charlie and Wilma FEMA/state final closeout audit. Final audit recommendations identified only minor deficiencies relating to mathematical errors from contractors. FEMA and state audit representatives expressed their admiration for Collier County's handling of the two storm events through the use of technologies, including a demonstration of AshBritt's Debris Information Management System to provide easy access to truck certifications and load ticket data. This process will most likely become the standard in the state for this mission area (accounting and auditing records). A Hurricane Debris Removal tracking web site was developed for the Division. A web - based Alarm Notification System was installed at the Collier County Landfill for the flare and main leachate lift station that automatically notifies appropriate staff as soon as an issue arises and documents action through email. Water Gems was utilized for all hydraulic analysis and modeling done for the Water and Wastewater master plans approved by the BCC on June 24, 2008. The Utility Billing and Customer Service Department installed an Interactive Voice Response System (IVR) to provide both outbound and inbound call capabilities. Outbound call capabilities include pending shut -off notification (courtesy calls), emergency alerts, and non - emergency informational messages. Inbound call capabilities include scheduling bulky item pickups, access to utility account information for billing and payment history; account balances, consumption history, and the ability to make debit/credit card utility payments over the telephone without talking to a service representative. The IVR has voice recognition capabilities in both English and Spanish. The IVR went live to all customers in July 2008. I V 5. Successr6n` Pl`annine Implement the plan developed in `07 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. RESULTS: Transportation staff throughout the division has been sent to the leadership �„ J institute and Human Resources (HR) sponsored leadership programs. This training for b L Page 30 of 55 j&ytS Below Standards Meets Standards Exceeds Standards 1 2 3 Rating a V 5. Successr6n` Pl`annine Implement the plan developed in `07 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. RESULTS: Transportation staff throughout the division has been sent to the leadership �„ J institute and Human Resources (HR) sponsored leadership programs. This training for b L Page 30 of 55 j&ytS etall S Sroo44 UefTWM # 1 O �� September 23, 2008 CaM1K"r% F'►+i;Qagr!3o ff 1�2 Rule. In the 2008 Legislative Session, the successes were those bills that did not pass. At the June FAC Conference in Miami the first piece of legislation to be named as one of those victories because it failed was the Clerk's bill, which was undoubtedly one of the most time - consuming and contentious battles that FAC faced during the 2008 Session. In 2008, there were numerous efforts to erode the home rule authority of county governments with legislation proposed in Tallahassee that put advocates and lobbyists in a very defensive posture during the 2008 Legislative Session. Unfunded mandates, restrictions or moratoriums on local ordinances, and erosion of BCC powers put local governments in opposition to many bills put forward by their representatives in the Legislature. In addition to the Clerk's bill, other major issues during 2008 included aggregate mining preemption, fertilizer local ordinance preemption, public construction contracting preemption, impact fee reductions, growth management revisions, agricultural enclave zoning preemptions, etc., that helped to facilitate extraordinary cooperation and communication between County staff, lobbyists and FAC. All worked together to formulate strategies to defeat, amend, or compromise on the many anti -local government bills. The 2007 legislative tax reform and the January 2008 statewide referendum, known as Amendment 1, imposed a significant mandate on local government. The County Manager implemented an in -depth review of the impact of both the legislative tax reform and Amendment 1 on the Fiscal Year 2009 budget and beyond. As a result of the review, • the Fiscal Year 2009 budget policy and the proposed budget presented to the BCC during the budget workshops in June 2008 reflected the impact of both. There were no surprises and the BCC received clear choices. Also of interest, Tansportation Planning and the MPO have been spending more time with Florida Department of Transportation (FDOT) representatives and adjacent counties to coordinate the review of developments of regional impact (DRI's) such as Babcock Ranch. The BCC approved at the June 10, 2008, meeting Collier County's Water -Sewer District joining with a new Southwest Florida Water Management Advisory Team. This group will be working on regional regulatory water quality and resources issues and will include utilities from Collier and Lee counties as an adjunct to the South Florida Water Management District communication effort. Below Meets l.xceeds Standards Standards Standards 1 2 3 Rating 00, rAV L LL:- it_ Ivy refit �, C t_L4 J� - 1,c . • 7. Growth Management. Make sure that we stay on top of SB360 and its impact on the County Growth Management Plan. Make the required State deadlines. Work to correct the needed "glitches" to the state's Growth Management Bill. Implement updated Concurrcnc-y ".Management System with Propo borate S...I. Page 33 of 55 &K 01-T QL,¢ 1pmM4 A) TS September 23, 2008 PrialW 311 0 212 In conjunction with the Collier County School Board, develop implementation plans to comply with the mandates for school concurrency as defined in the state Growth Management Bill — SB360. Adopt Public Schools Facilities Element with school concurrency component and revised interlocal agreement focused on adoption by BCC and School Board prior to March 1, 2008. Analyze financially feasible capital plans to ensure consistency with the State mandated changes to the Growth Management Plan. RESULTS: The major growth management bills put forth by both the Senate and the House during the 2008 Legislative Session did not pass, but some provisions were included in the transportation package. That legislation authorizes indexing of tolls based on the Consumer Price Index (CPI). The bills also include language requiring local governments to amend their comprehensive plans to address airport land use compatibility by June 2011. Current law relating to transportation concurrency backlog authorities is amended to authorize the issuance of bonds as well as increase the amount of ad valorem tax increment the authorities are authorized to collect. Staff effectively monitored and analyzed the impacts of any and all changes to Senate Bill 360 and provided the County Manager with its analysis consistent with the BCC's direction. There has been ongoing interaction with the Collier County School Board staff and • municipal staffs with an end goal of adopting a Public Schools Facility Element, Inter - local Agreement and revisions to the Future Use and Intergovernmental Elements prior to December 1, 2008, which is the statutory deadline. These items were transmitted to the DCA, which is aware there are issues that need to be resolved. Furthermore, the municipalities did not timely transmit their respective deliverables to the DCA which has slowed the process. This is a statewide problem as many governments are either in litigation or are not even at the transmittal stage. The aforementioned situations are the result of ongoing disagreements and lack of coordination between local governments and school boards. Adoption hearings for the Public School Facilities Element and the associated Inter -local Agreement were /are scheduled with the Collier County Planning Commission on August 29, 2008 and the BCC on October 14, 2008. Transportation staff has implemented the proportionate share ordinance and is pleased to report that there has not been a single application to use it. They have responded on time to requests for bill reviews. Staff has also prepared a contingency plan should any legislation surprise us in the future with a mobility fee (like proposed in legislation that failed in the 2008 Legislative Session) or relaxation of concurrency rules. The concurrency management system has been updated to Cartesoft and staff completed a full review of vested trips with the exception of some of the large DRI's. � CY\ 4�� o - Page 34 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating � CY\ 4�� o - Page 34 of 55 bmmisstoov ve- /n x 4 YX *14 N rwE Ue -rTA4# 10A September 23, 2 PA(%q- ��8, Vi 40 d. Collier Blvd (CR 951 North & South) • ( CR 951 North , the section between Golden Gate Boulevard and Immokalee Road) Contractor is preparing the final layer of asphalt pavement, as well as continuing to work on various punch list items. We anticipate that all 6 lanes will be open to traffic by the end of September 2009. Well ahead of schedule and on budget • (CR 951 South , US 41 to Davis Boulevard) The contractor is currently placing asphalt on various sections within this 6.5 miles. Expected completion is on time in September 2009. e. Oil Well Road multi- laning Design plans are at 100% and we are working with the developer, Ave Maria, who is obtaining the environmental permits. The project is expected to be let to construction in the Spring of 2009. f Santa Barbara Blvd. • 11 Widening of Santa Barbara Blvd. from 4 lanes to 6 lanes is progressing ahead of scheduled and has an expected completion of August 2009. The 5.2 mile project is on budget. g. Submittal of Interchange Justification Report (UR) for Everglades at I -75 Interchange to FHWA/FDOT. The IJR will be submitted in October 2008. A federal earmark provides some funding ($245,000) along with FDOT funding to begin the PD &E study in November, 2008. h. Pave another 10 to 15 miles of limerock roads. 100 percent complete; total of 13.39 centerline miles. B. Critical Utility Improvement Projects: RESULTS: 1) South County Water Plant and Wellfield Expansion The South County Regional Water Treatment Plant (SCRWTP) 20 -MGD Wellfield Expansion directional drills and piping have been completed and 19 wells drilled; 17 vaults are also complete. The project is continuing as planned. Phase 1, consisting of I1 wells, has been made available to the SCRWTP for use. Phase 2 is currently scheduled for final completion by November 8, 2008. The design of the North East County Regional Water Treatment Plant and Wastewater Reclamation Project is continuing as planned. The design is at 99 percent complete with a completion date of September 2008. Page 38 of 55 2 Below Standards Meets Standards Exceeds Standards 1 2 3 Ratin ✓ B. Critical Utility Improvement Projects: RESULTS: 1) South County Water Plant and Wellfield Expansion The South County Regional Water Treatment Plant (SCRWTP) 20 -MGD Wellfield Expansion directional drills and piping have been completed and 19 wells drilled; 17 vaults are also complete. The project is continuing as planned. Phase 1, consisting of I1 wells, has been made available to the SCRWTP for use. Phase 2 is currently scheduled for final completion by November 8, 2008. The design of the North East County Regional Water Treatment Plant and Wastewater Reclamation Project is continuing as planned. The design is at 99 percent complete with a completion date of September 2008. Page 38 of 55 2 Item # 10A September 23, 2008 Page 39 of 112 Memorandum To: Board of County Commissioners From: J }FF of udd ounty anager Date: September 8, 2008 Subject: FY -08 Self Appraisal Attached you will find my Self Appraisal for FY -08. It was a challenging time and I believe that I, along with my staff, have met those challenges head on and have been quite successful Please return your graded packets to me by September 16, so that I may consolidate the grades for presentation at the September 23, 2008 Board of County Commissioners meeting. At that meeting, I plan to decline any merit pay /adjustment to stay consistent with the rest of the County employees. If you would like to talk to me about this annual rating, please call my office to schedule a time for us to meet. Thank you for a great year. Office of the County Manager Item # 10A September 23, 2008 Page 40 of 112 The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. He is by ordinance to provide leadership for the day - 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 2007 through September 2008. 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 FY 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 08 Strategic Focus Areas (SFA) and their Goals for Collier County that are enumerated below: It is Collier County's Vision — To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our County's Mission - To Deliver High Quality, Best Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SFA. 2. Gro wth Management — To responsibly manage community growth, development and redevelopment, while enhancing the natural environment. SFA. 3. Community Health and Human Services — To Improve the quality of life and promote personal self - reliance and independence through improved access to community health care and human services for those most in need. SFA. 4. Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of our diverse neighborhoods. SFA. 5. Economic Development — To help create a business climate that promotes a diversified, growing economy consistent with the established growth management plans and community desires. SFA. 6. Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. Page 1 of 55 Item # 10A September 23, 2008 Page 41 of 112 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 1 Below Standards Results . Some improvements and /or early good performance levels in a few areas . Results not reported for many to most areas of importance to the organization's key business requirements • Improvement trends and /or good performance levels reported for most areas of importance to the organization's key business Meets requirements 2 • No pattern of adverse trends and no poor performance levels in Meets areas of importance to the organization's key business Standards requirements • Some trends and /or current performance levels — evaluated against relevant comparisons and /or benchmarks — show areas of 1.67 -2.33 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 organization's key business requirements 3 • Excellent improvement trends and /or sustained excellent Exceeds performance levels in most areas Standards • Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Needs Meets Exceeds Standard Improvement Expectations Expectations Rating 1.00 -1.66 1.67 -2.33 2.34 -3.00 Page 2 of 55 Item # 10A September 23, 2008 Page 42 of 112 I'm pleased to present to you the accomplishments achieved under the County Manager's FY 2008 Action Plan. This has been an exceptionally challenging and very successful year for County government. Despite declining revenues, increasing costs, a reduced workforce and increasing service demands, 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 play. We have continued to successfully execute an aggressive 5 year capital improvement program guided by the Board- approved Capital Improvement Element (CIE). Most projects have been completed on schedule and budget and we continue to refine and improve our project and contract management systems, as well as our procurement practices. For the first time in many years, this County's public infrastructure is largely concurrent with demand and we have the means and methods in place to stay in front of the demand curve going forward. It must be noted however that due to a reduction in population growth and declining program revenues (impact fees, gas taxes, etc.), future capital improvement programming will be substantially curtailed in the near tern as available revenues are applied to long -term capital debt service requirements. Operating expenses are under increasing inflationary pressures due to the rapidly escalating cost of energy related commodities, as well as increasing costs of property insurance and health benefits. Operating revenues derived from property, sales and gas taxes have all declined due to a combination of legislative reforms and a severely depressed local economy negatively impacted by the collapse ofthe local construction industry. Staff has responded to this challenge to do more with less by initiating several proactive measures during the past year to deliver services better, cheaper and faster. We have continued the General Fund hiring freeze, offered an early retirement incentive to further reduce headcount, reduced overtime expenditures, eliminated employee merit pay and, as a last resort, laid off employees in CDES when user fees could no longer sustain operating costs. Staff has also initiated several programs designed to institutionalize quality assurance and stringent internal controls into our major business processes. We have leveraged our investment in technology to gain further operating efficiencies and improve customer service. To help offset the loss of local revenues, staff, under Board guidance, has worked aggressively and successfully this past year with both federal and state officials to obtain funding for important social service, environmental and public safety projects and programs. This effort must continue in earnest. Let's now move into the specifics of my self assessment. Page 3 of 55 Item # 10A September 23, 2008 Page 43 of 112 The following area of Communications supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. COMMUNICATIONS Below Standards Meets Standards Exceeds Standards 1 2 3 CA (Internal) The County Manager will be expected to 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: Each County Commissioner has been provided direct access to each division via email, and one -on -one agendas have been maintained with each Commissioner through their meetings with the County Manager to track on -going issues, and the Microsoft Task system has been used to track turn - around issues. The deployed Agency Issues Management System (AIMS) has helped the staff better track turn - around correspondence throughout the agency. Insisted on a five working day turn - around rule with Divisions. For FY08, we have a 98.6% success rate in this regard. Also there were 8% fewer inquiries in FY08 than in FY07. Please remember that FY07 had 30% fewer inquiries than in FY06. This continuing trend leads me to believe that required information is getting out to the taxpayers of the County through our other multiple, reliable County sources. Continued to hold administrators accountable. Have seen an immense change on timeliness of responses to the Commissioners and to the public. We are bordering on 100% contact within 5 days with the public and we are answering their concerns 89% of the time within the 5 day rule. Staff has greatly improved at providing Commissioners with pre- briefs on controversial issues. Over the last six years, this area has steadily often stronger with each passing year. COMMUNICATIONS Below Standards Meets Standards Exceeds Standards 1 2 3 C.2 (External) The County Manager will be expected to provide information to the public through a minimum of one speaking engagement per month on average, as well as, developing new means to provide information to the public regarding County information. Results: The manager has spoken at 32 engagements during the year, set up one Commissioner District Town Hall meeting, and is a regular columnist in the North Naples Journal and the Pelican Bay Journal - submitting monthly columns for each publication. Been involved in a total of 38 TV, Radio, Newspaper pieces, and Public Interaction engagements during this year. (See listing at Tab 1). Continued to rejuvenate the government TV station programming, as well as the Collier County Government Annual Report. Used the County TV station effectively to get valuable information out to the public (from County Highlights to Emergency/Hurricane preparedness during Tropical Storm Fay). Video on Demand was added to the Collier web site in Oct. 2007. This Page 4 of 55 Item # 10A September 23, 2008 Page 44 of 112 technology enables staff to create a video library of BCC and other county meetings on Collier Television, which are archived and available for viewing on demand through the web site. The archive also allows users to view individual items from the BCC and other committee agendas. Meetings are still streamed live at www.collierclov.net /tv. Distributed quarterly, an electronic, external county newsletter to over 1,000 homeowner and civic associations, business groups, and individuals. Many of the HOAs send the newsletter along to their members which means circulation is well into the thousands. The PUD Quarterly from CDES continues to get relevant information to existing developments throughout Collier County. The redesigned County web site continues to be a valuable source of information for residents and visitors. In the first 11 months of the current fiscal year, there were 1,498,393 unique visitor sessions to the Collier web site — an increase of 42 percent over the same 11 -month period in the previous year (a session is initiated when a visitor arrives at our site and ends when the browser is closed). There was also a sharp increase in web site visitors seeking emergency information the day before Tropical Storm Fay made landfall in Collier County - 12,831 visitor sessions when the daily average in August was approximately 4,600 sessions. The North Collier Government Services Center has been open since June 5, 2006 and has served a total of 160,723 customers through Aug.15, 2008. About 10 percent of the transactions at the North Collier Government Center involve BCC services including beach stickers and water bill payments. The Tax Collector's Office added license plate renewal services at the center in February 2008. The building and its services continue to be well received by the public. COMMUNICATIONS Below Standards Meets Standards Exceeds Standards 1 2 3 C.3 (External) The County Manager will be expected to 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 Manager's and the BCC exec office system for tracking internal and external correspondence is the Agency Issues Management System (AIMS). We continued to use this system to track all correspondence throughout the agency. AIMS has not only brought efficiencies to the BCC and Manager's offices but it has eliminated a whole host of redundant log tracking processes at every level of the Manager's organization. A quarterly AIMS report makes sure nothing gets dropped. Insisted on a five working day turn - around rule with Divisions. Held administrators accountable. There is an immense change on timeliness of responses to the Commissioners and to the public. FY08 saw 517 AIMS items; again we are achieving a 98% response rate and able to close out 89% of the issues within the five days. Plus we have instituted several layers of staff review before an answer is provided to the public to insure an accurate information response. The Communications and Customer Relations Dept. matrix organizational structure continues to be extremely successful in making sure that the County's position /action also gets out. I also believe that the Manager's Office has been very aggressive in this regard. The County TV Station is immensely better in format, content, and appearance then it has been in past years. Produced a new hurricane preparedness program that is being widely distributed to HOAs, hurricane Seminar attendees, etc. The City of Naples asked for permission to broadcast the hurricane show Page 5 of 55 Item # 10A September 23, 2008 Page 45 of 112 on its channel. Several TV broadcast programs hosted by the Commissioners have been produced and broadcast covering topics including limerock roads, dangerous dogs /animal control, Senior Friendship Center, U.S. 41 landscaping, brushfire prevention, residential and commercial watering restrictions, and road construction. The following area of Leadership /Organizational Direction supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. LEADERSHIP/ Below standards Meets Standards Exceeds Standards ORGANIZATIONAL DIRECTION 1 Z 3 LA The County Manager will ensure that there is a clear direction that is communicated throughout the organization. Results: Continuing to refine the FY06 -10 County Strategic Plan which the BCC was briefed on during our workshop on March 4, 2008. I am continuing to vertically align the organization processes against the Strategic Focus Areas (SFA) approved by the BCC on May 9, 2006. These SFAS are enumerated on page 1 of this report. Fine tuning every employee's KRAs against these Strategic Areas. The Divisions' and Separate Departments' 5 -year business plans are aligned with the new County Strategic Plan. Used the chain of command to push and pull information throughout the organization and held the Chain of Command accountable to do it correctly. Used the automated tasking system to keep track of time sensitive information requirements. Continued to use the County "Journal" employee newsletter to disseminate information in a paperless environment. "Round tables" within each division still provide an opportunity for employees and managers to regularly discuss issues. Continued to send numerous direct messages from the County Manager to all employees i.e. e- mails, County Manager column in the Journal and videotaped messages on safety, along with direct mailings to all employees. Again, concentrated on making the chain of command responsible and accountable for getting the word out. Division and Department newsletters have been developed. Talked with employees at each orientation session and at each appreciation breakfast, as well as, other important occasions (Specifics at Tab 2). Because the County Attorney and the Clerk of Courts are an integral part of an effective functioning County Manager's organization both attend and participate in all the County Manager staff meetings. Formalized meetings with all Constitutional Officers have been held when needed. Have tried to use more informal individual meetings throughout the year. This is an area where we continue to make huge progress. The interchange between all agencies continues to be superb. Continued to extensively coordinate with the School Superintendent; Airport, CRA, PBSD, BCB, and EDC Directors; Marco and Naples City Managers; Collier Fire Chiefs; Mayor of Everglades City; FDOT, FDEP, Rookery Bay and SFWMD staffs; the Chamber of Commerce and CBIA Directors; and other Florida County Managers. Played an active role in the SW Florida Consortium Day, and with other FAC activities during the year. Met with the FDEP staff in Tallahassee on July 2nd to get the problems with Delnor Wiggins State Park resolved. Since then County and State staffs are working together aggressively on this endeavor, Also personally supervised the drafting of the controversial, new Towing Ordinance which came together during some 8 Page 6 of 55 Item # 10A September 23, 2008 Page 46 of 112 meetings with staff, towing stakeholders and Sheriff representatives. This ordinance will be presented to the BCC in September for approval. LEADERSHIP Below Standards Meets Standards Exceeds Standards ORGANIZATIONAL DIRECTION 1 2 3 L.2 The County Manager will ensure that all executive summary reports provided to the Board havespecific and clear recommendations. Results: Continued to reinforce a revised executive summary review process whereby the OMB and Clerk of Courts review for financial accuracy, the County Attorney authors the Legal Review /Consideration section and reviews for legal sufficiency, and the Deputy County Manager reviews, as well as a separate review by the County Manager. All agendas are previewed and critiqued in full at Division Staff meetings prior to going to print, including potential legal issues with the attending County Attorney. The implemented electronic agenda system ( NOVUS) has reinforced reviews at every level of the organization. During the year, only 53 out of 1,689 items got pulled from the consent and summary agendas by the BCC members. That represents a 3% needs - further- clarification rate or a 97% success /clear rate. The upgrade to NOVUS took effect this Summer and it is being used for the first time starting with the 9/9/08 BCC agenda. The old NOVUS system was not supported by the vendor anymore. The new system will ultimately be faster and easier to use. The entire electronic agenda is on the county web a e at least four days prior to each meeting. LEADERSHIP Below Standards Meets Standards Exceeds Standards ORGANIZATIONAL DIRECTION 1 2 3 L.3 The County Manager will provide opportunities for the Board of County Commissioners to discuss and set proactive policy direction on key community issues. Results: A thorough set of 39 workshops and a District town hall were developed to provide an opportunity to discuss in depth the major issues facing the government, the organization and the County. A strategic planning session was included as part of the workshop series. Each of these has provided the BCC with significantly improved opportunity to provide policy level direction. (See List of workshops at Tab 3). The BCC's involvement with State and Federal issues has also significantly increased this year through heightened interaction with both our lobbyists and Federal /State representatives to accomplish Collier County approved legislative priorities. The following area of Personnel Management supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. Page 7 of 55 Item # 10A September 23, 2008 Page 47 of 112 PERSONNEL MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 P.1 The County Manager will ensure that the County follows the Board's established policies for the hiring and management of its employees. Results: The County Manager's Office serves as the final appeal step in the grievance process assuring adherence to Board approved policies and procedures. Training classes have been created for hiring in order to ensure that those employees interviewing understand federal law & County Policy relating to the hiring process. Continued to reinforce the recommendations from the '03 ethics audit, the County Ethics Ordinance and the Manager's Policy into every employee. Employee turnover rate is 14.43% (up from 13.47% in '07 and down from 16.7% in '06); 256 employees left County service during this year, including 49 Voluntary Separation Incentive Program selectees, and we had on average 67 vacancies monthly (not including frozen positions), a vacancy rate of 3.78% , 54% less than the 8.18% '07. As of September 1, 2008, there are 358 vacant positions within the BCC in all funds. Of those vacancies, roughly 320 have been frozen or are on hold. These positions include both those in the General Fund and Enterprise Funds. Some have had funding removed in FY08 and in FY09 if the positions are funded by General Fund monies, while Enterprise funded positions have been placed on hold and will not be filled unless revenues allow personnel expenditures. Adjusting the figures for these frozen /on hold positions brings the vacancy number to 38, or 2.14 %, as of 9/1/08 (38 vacancies /1774 funded positions). Our vacancy position this year has saved the County $4.3M. It's still extremely hard to retain and attract qualified employees. The high cost of living and, to a much lesser extent this year, housing in the area is adversely affecting recruitment. We have hired a very strong Employee and Labor Relations Manager whose primary goal continues to be to improve recruitment. During the year, we have taken aggressive action to streamline the hiring process and maintain a competitive pay and benefit program. This and an ailing economy have slowed the exodus of existing employees, and significantly improved our non - frozen vacancy posture. The continued hiring freeze for FY09 will undoubtedly undo some of the relative progress that we made this year. PERSONNEL MANAGEMENT Below standards Meets standards Exceeds standards' 1 2 3 P.2 The County Manager will provide to the Board an annual pay plan as part of the budget that will provide for an organized means for salary administration. Results: The pay plan was revised for FY08. We continue to have a good pay plan; over 58% of the employees in the County make wages /salaries that are below the market point in their pay range. This is a much - improved statistic from where we were in 2003 — 72 %, and we are in the acceptable range, within + / -10% from the market point. In this uncertain economic time, we will continue to monitor this statistic well into the foreseeable future. The highlights of our plan for FY08 - Most employees will receive a 4.2% cost of living adjustment (COLA) which will be added to their base pay. However, some employees whose salaries /pay rates are at or near the maximum of their ranges may receive no COLA or a partial COLA since a pay adjustment cannot cause a Page 8 of 55 Item # 10A September 23, 2008 Page 48 of 112 salary /pay rate to exceed the maximum of the pay range. Unfortunately, the lean budget for this year does not allow us to provide merit awards for FY `O8 performance. This will save the County approximately $1.6M. The County will continue to acknowledge performance through the use of increases through Career Progression and Certification Programs, the use of the Thanks Card Program and in -house acknowledgement of superior performance. Pay plans were provided to the BCC for approval in Sept 07 and will be again in Sept 08. Annually, under normal circumstances, the County surveys the market and adjusts pay plans accordingly, however this will not happen in FY09 and the pay ranqes will not be adjusted. The following area of Growth Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 2. Growth Management — To responsibly manage community growth, development and redevelopment, while enhancing the natural environment, and SFA. S. Economic Development — To help create a business climate that promotes a diversified, growing economy consistent with the established growth management plans and community desires. GROWTH MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 G.1 The County Manager will continue to provide staff focus to get the 2nd EAR GMP amendments approved by DCA, and prepare implementing LDC amendments. Results: Analyzed and responded to DCA's July 2006 ORC report with subsequent reviews by the EAC and CCPC prior to the BCC adoption hearing. Staffed and packaged EAR for adoption hearings by the CCPC and BCC and on January 25, 2007 the Board, by special hearing, voted unanimously to adopt EAR Based GMP Amendments. Subsequent to that adoption, the Florida Department of Community Affairs issued a "Statement of Intent" finding a portion of said EAR Based GMP Amendments not in compliance. Although in most instances a finding of not in compliance would appear to be a major stumbling block to growth management in Collier County, the inconsistencies noted by DCA in its Statement of Intent were limited to two specific areas of the GMP -- first, the DCA found the GMP Future Land Use Map series related to Section 24 In North Belle Meade and the associated text amendments not in compliance; second, the DCA found the response to the Objections, Recommendations and Comments report related to the Capital Improvement Element (CIE) not in compliance. Staff successfully negotiated with DCA the first financially feasible County CIE in the State of Florida wherein the BCC executed the settlement agreement on January 29, 2008. We are currently addressing the Section 24 related issues and are in negotiations with the affected property owners and interveners with the intent of settling with the DCA through a compliance agreement for the Board's approval as soon as the property owners and interveners can reach a practical solution acceptable to all parties. Completed consistency reviews for 17 land use petitions for the 2005 GMP amendment cycle. Transmittal hearings by the BCC occurred in June and July of 2007. At the transmittal hearing 4 petitions were withdrawn Page 9 of 55 Item # 10A September 23, 2008 Page 49 of 112 at the request of the petitioner and 5 were denied transmittal by the BCC. The BCC adopted 8 of the 17 amendments on December 4, 2007 which had an effective date of February 20, 2008. Regarding the environmental standards, staff developed and the BCC adopted various GMP amendments that have the objective of providing a more efficient approach to habitat protection and project reviews. Staff worked with the EAC and various stakeholders to craft the amendments to accomplish this objective. LDC amendments for EAR -based amendments are planned for 2008 Cycle 1. Specific criteria approved and requiring implementation of LDC guidance: Description (CCME Policy) Watershed Management Plan Obective 2.1 Watershed Management Interim Standards (Policy 2.1.4 Lead Zinc copper loadings in post development analysis (Policy 2.3.6 Assessment of current Harvey Harper Analysis (Policy 2.3.6 Delineate future Land Use designations and /or sub - districts where mineral extractions are allowed. The Collier County Land Development Code (LDC) may allow mineral extraction activities in appropriate zoning districts consistent with the provisions and limitations contained within this Plan. (Policy 5.1.1 Monitor the status of all established state water quality monitoring programs for mineral extraction activities. (Policy 5.1.4 Reclamation standards for mineral extraction activities shall be as required by the 1986 State of Florida Resource Extraction Reclamation Act, and as referenced in Section 22 -112, of the Collier County Code of Laws and Ordinances as amended. (Policy 5.2.1 Periodically assess quantities of minable mineral resources to inventory and assess the existing mineral reserves in Collier County. The inventory and assessment will incorporate use of a GIS -based database of all areas within the County that are permitted, either by right, or through a conditional use permit, to conduct mineral extraction operations as well as the volume of fill that is permitted to be removed for each such active mineral extraction operation. (Policy 5.3.1 Native Vegetation definition LDC amendment (Policy 6.1.1 1 LDC criteria for determining dimensional criteria for preserves (Policy 6.1.1 2 Conservation mechanisms (Policy 6.1.1 3 New Priority for preserved ve etative communities (Policy 6.1.1 4 Recreational Uses criteria in Preserves (Policy 6.1.1 5 a Stormwater Uses criteria in Preserves (Policy 6.1.1 5 b Preserve Management Plan revisions in LDC (Policy 6.1.1 6 Offsite vegetation retention alternatives (Policy 6.1.1 9 Criteria for determining conditions for re-creating native vegetation on site (Policy 6.1.1 10 Deviation Process (Policy 6.1.1 11 EIS Thresholds (Policy 6.1.8 Lake Trafford Wetland requirement (Policy 6.2.4 4 Listed Plants LDRs (Policy 7.1.6) GROWTH MANAGEMENT Below Meets Exceeds Standards I Standards I Standards G.2 County Manager will supervise the revision; reorganization; update of outdated and obsolete provisions of the Land Development Code (LDC). The BCC will provide guidance to the staff to these ends. Page 10 of 55 Item # 10A September 23, 2008 Page 50 of 112 Results: Expertly and professionally implemented and enforced all aspects of the County's Land Development Code and Growth management Plan. In addition, effectively implemented a disciplined LDC Amendment process as well as strict policy guidelines for submittal and timing of proposed amendments. Completed the Second Cycle 2007 and am currently completing the one Land Development Code Cycle for 2008 where 61 proposed LDC amendments were acted on by the EAC, the DSAC and the CCPC during numerous public meeting held between June 2008 and September 2008 and are in the process of being finalized for consideration by the BCC at scheduled meeting in late September and early October. The preponderance of the LDC amendments are the implementing land development regulations predicated on the Evaluation and Appraisal Report (EAR) based GMP amendments approved by the Board last year. The amendments included environmental development standards developed to provide more options and alternatives to include off -site mitigation regarding native preservation requirements for developments in the urban area. Initiated contract with White & Smith, LLC Planning and Law Group to work with staff to update and re -write sections of the Land Development Code and to begin the developing the County's first Administrative Code, and action that will begin to remove all of the administrative requirements and language in the existing LDC and place in an accompanying administrative code. Work will continue on this initiative throughout 2008 and into 2009. Conducted 5 BCC Workshops where BCC guidance to staff was made: 1. PUD Monitoring Workshop #9 — October 10, 2007 2. BCC AUIR Special Meeting /Workshop — November 5 2007 3. EDC Workshop — January 8, 2008 4. BCC /SFWMD Water Workshop — February 29, 2008 5. BCC Fire Review Task Force Workshop — March 18, 2008 GROWTH MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 G.3 County Manager will continue to implement measures to improve customer service in CDES. Expected outcome is to get permits and development review items back to the public within established standards, and to reduce the number of repetitive reviews. Increase the number of approvals to 75% after the 2d review. Results: Continued with Process Improvement Initiatives to improve processing and efficiency of Land Use and Site Plan applications as well as applications for Building Permits. However, due to the downturn in permitting activity and with the significant reduction in permitting revenue most of the initiatives related to additional staffing have been curtailed. This past year staff's focus was dedicated primarily on process review and evaluations related to the work flow process associated with the development and fielding of the CityView business process software for the management of the workflow for all aspect of the zoning, land use and building permitting operations within CDES and its supporting review elements within piihlir iitilities anri transportation, The contras *.or is now focused on the Zoning, Environmental and Engineering review land use modules Page 11 of 55 Item # 10A September 23, 2008 Page 51 of 112 and will then transition to the Building review module. This project remains within budget; however, due to complexities with integrating all aspects of the land use and building modules, the contractor is asking for an additional 4 months to finalize and integrate all processes and as such the "go live" date is projected for April 2009. We are continuing to make progress in decreasing the number of repetitive reviews as the following data indicates. 3 or Less 4 or More 5 or more SDPs 2005 57.94% 42.06% 23.02% 2006 75.36% 24.64% 2.90% 2007 84.62% 15.38% 0.00% 2008 78.67% 17.33% 4.00% SDPAs 3 or Less 4 or More 5 or more 2005 54.29% 45.71% 25.71% 2006 97.62% 2.38% 0.00% 2007 96.43% 3.57% 0.00% 2008 97.62% 2.38% 0.00% SDPIs 3 or Less 4 or More 5 or more 2005 89.24% 10.76% 8.07% 2006 98.07% 1.93% 0.00% 2007 99.18% 0.82% 0.00% 2008 99.55% 0.45% 0.00% I credit this accomplishment to the establishment of work intake teams and the establishment of efficient common protocols for them to work within. Building Department: One of the most significant initiatives this past year was the department's initiative to improve and integrate its operations with the Collier County Fire Review Official. The staff provided staff support to the Fire Review Task Force and assisted as required to achieve Duties of Task Force as well as finalizing a report and presentation to the BCC - Actions led to resolving issues and concerns of the public, the County, the fire control districts and the development industry related to fire review and inspections associated with the building plan review and permitting process. CDES Operations: Quantified and documented all County Addressing Processes within the CD+ application, creating the first operational manual for that operations function. Additionally, in anticipation for the role out of the CityView Land Development Software application, the addressing processes have been streamlined and primarily automated through the use of high level GIS programming and database modeling. The addressing function will be primarily performed in the GIS environment with exception to interpreting plans and providing review results within the City View application. This has significantly reduced the need for additional review staff and allows for a high quality of automation and data integrity through a single application. Zoning, Engineering and Environmental Departments: Continued focus on all departmental processes, to eliminate redundancies and streamline and modify permit Page 12 of 55 Item # 10A September 23, 2008 Page 52 of 112 application and review process as needed, all with a focus on finalizing work flows and process verification of applicable software modules related to the fielding of the CityView permitting and land use business software system. In addition, in order to train and keep our applicant's and customer's informed and up to date on land use, plan and plat application processes and requirements, the department conducted 4 separate training and awareness sessions with the industry over this past year. The firms that attended were: Vanasse Daylor, Hole Montes, Heidt & Associates, Davidson Engineering, Waldrop Engineering, Wilson Miller, Banks Engineering, Coastal Engineering, Johnson Engineering, Agnoli, Barber & Brundage; Cheffy, Passidamo, Wilson & Johnson; Graef Anhalt Schemer & Associates, CPH Engineering and Q. Grady Minor. Code Enforcement: Developed and produced a citizen awareness program to advise the public on how to present a code case before the Special Master. Regarding PUD reviews, CDES is bringing forth 25 PUD's scheduled for consideration in late September to the BCC for declaration of closeout. A first for the agency. The PUD monitoring process has proven difficult to develop and coordinate horizontally with staff across divisions. To help alleviate this difficulty, I had Transportation Planning develop the Commitment Tracking System (CTS). Training across the agency has begun and the "Go Live" date is the first September BCC hearing date. This will supplement and help manage the PUD tracking by CDES. GROWTH MANAGEMENT Con't Below standards Meets standards Exceeds standards 1 2 3 G.4 The County Manager will provide staff coordination through a series of citizen committees to study and implement numerous community planning initiatives. Results: Again, we have been quite successful in that regard. The Immokalee CRA, Immokalee Area Master Plan & Visioning Committee and the East of 951 Horizon Study are all actions that staff is fully engaged in. The East of 951 infrastructure study consists of a multiyear project to assess the level of investment in capital facilities and human resources needed at the build -out horizon to balance the expectations of Collier's residents for urban standards, public facilities infrastructure, public safety and human services levels of service and associated estimated costs. The study is effectively coordinating capital facilities and infrastructure planning on the horizon with The Big Cypress Stewardship District, The Ave Marie Community District, the fire districts, and the Sheriffs Office. The Horizon Study is concentrating on preparation to respond to the needs of future exurban populations based on the current adopted Growth Management Plan and Future Land Use Map. That first phase of the study conducted last year focused on information gathering and assembly into an organized and coordinated set of options and related costs. This Preliminary/first phase report for the East of CR 951 Horizon Study was presented to the BCC at its May 24, 2006 Special Meeting and based on Board guidance staff has actively coordinated monthly meetings of the East of 951 Horizon Committee. In addition Comprehensive Planning with Board approval contracted with Van Buskirk, Ryfell & Associates to develop an Interactive Growth Model for the area east of CR 951. The Page 13 of 55 Item # 10A September 23, 2008 Page 53 of 112 East of CR 951 Horizon Study Public Participation process is ongoing and is the second phase of the East of CR 951 Infrastructure and Services Horizon Study. The progress of phase II is detailed in the following paragraphs. The first five Master Committee meetings were utilized for organizational and educational purposes. The first year the committee focused on Public Utilities Division, Parks and Libraries, and the Sherriffs Department level of service options identified within the Preliminary Report, as well as alternative and options,. This past year the committee expanded its analysis of the remaining level of service areas as noted below: • On August 13, 2007 the Committee heard a draft presentation from Emergency Medical Services and received a presentation from the Golden Gate and Big Corkscrew Island Fire Districts on September 10tH • On October 8, 2007 the Committee held its third public participation meeting focusing on the Fire Districts and EMS. Approximately 40 people attended the public participation meeting. • On December 10, 2007 the Transportation Services Department made a presentation to the Horizon Study Master Committee in Immokalee, at the Walker Career and Service Center, approximately 30 people were in attendance. • The Committee held a second meeting in December on the 18th to make up for the missed meeting in November. At the meeting on the 181h, the Committee heard an update from Van Buskirk and Associates on the progress of the Inter - Active growth model. In addition the Committee evaluated decisions regarding to the sample survey distribution, as well as question contents. • On January 14, 2008 the fourth public participation meeting was held at the Agricultural Extension office with approximately 50 people in attendance, the meeting focused upon transportation. At the conclusion of the meeting there were thirty -five survey questionnaires which were returned to the public polling consultant. • On February 12th, the Committee heard the draft presentations from Amy Taylor of the Collier County School District the School Board. A second Horizon Study Committee meeting was held on February 19, at the Ag Center that focused on the Collier County Inter -Active Growth Model and the strategy for survey distribution. • On March 10tH, the Committee held a public participation meeting focusing on future schools within the Study area. The meeting was attended by approximately 35 members of the general public. • On April 14th, the Committee heard a presentation from the Flood Plain Committee; approximately 45 people attended the meeting. The May meeting was held on the 12th, the Committee received a presentation from the Inter - Active Growth Model consultants regarding the remaining questions within the baseline data and the expectations for the July meeting which focused on the Build -Out Report. Additionally, the Committee finalized the approval of the distribution of the preliminary survey. • On May 19th, the preliminary survey was provided to 2,150 registered voter households throughout the study area. The preliminary survey was designed to elicit responses concerning the generalized topics of each of the division /departments within the preliminary report and was designed to identify households willing to participate within the final survey, which will be more specific to each of the questions facing the components of the preliminary report. As of the date of this update (two weeks from the distribution), the preliminary survey has received a 26% Page 14 of 55 Item # 10A September 23, 2008 Page 54 of 112 tabulated responses of the preliminary survey was the center of the June Horizon Study meeting. The July 2008 Horizon Study meeting focused upon the final presentation of the Growth Model to the Committee. The August meeting was postponed to September 3rd due to Tropical Storm Fay. The September 3rd meeting was a final presentation from transportation services regarding the Estates bridge study. The Horizon Committee is scheduled for two final public meetings prior to the September 29`h presentation to the BCC. For each of the public participation meetings short survey questionnaires were distributed to those in attendance regarding the meeting's presentations to help gauge public opinion and preferences for the delivery of the service. These questionnaires will form the basis for the final survey that will be distributed by Fraser & Mohlke and Associates to a targeted sample of household at the conclusion of the public participation process. The remaining prospective schedule for the public participation meetings and the Horizon Study Master Committee is tentatively set forth as follows: September 8th — Complete position points and Final Report to the BCC September 23rd — Review PowerPoint presentation for the September 291h Horizon Study Presentation to the BCC September 291h — Presentation of the Horizon study to the BCC, public participation phase wrap -up, bridge study wrap -up and Collier Inter - Active Growth Model Continued to support the Immokalee Master Plan and Visioning Committee (IMPVC) with staff guidance and assistance. Help the committee develop its proposal to amend the Immokalee Master Plan. In addition, provided ongoing administration, management and staff support for the Immokalee CRA and ongoing staff support for the Immokalee Rural Enterprise Zone and have met all state mandated reporting requirements (e.g., quarterly reports and the annual report). The lead for the IMPVC master planning efforts has been assumed by Penny Phillippi, the Immokalee CRA Executive Director. Staff role within the master planning effort has transitioned from a lead role to one of providing feedback on the drafts of the Immokalee Master Plan, as provided by the IMPVC. Also, with the hire of Ms. Phillippi as the executive director of the Immokalee CRA, staff's role has transitioned from a lead role in the efforts of the CRA to that of a support function, providing data and support information as requested. Additionally, the staff's lead role within the Immokalee Rural Enterprise Zone (EZDA) is being transitioned to Ms. Phillippi through the proper procedural mechanism required by State Statutes. It should be noted that staff did prepare and file with the State office of Tourism and Trade the required quarterly report for April 1 thru June 30 of the EZDA. Staff continues to provide assistance to the Habitat Conservation Plan Advisory Committee ( HCPAC) in order for the Committee to provide its recommendations to the BCC for listed species protection. The Committee has identified the Immokalee Urban area (IUA), excluding the RLSA, as an area where a Habitat Conservation Plan (HCP) would be beneficial. To that end, the HCPAC has developed a grant proposal to receive federal funds to complete an HCP for the IUA. The objectives of this HCP proposal are: Enhance the recovery and long -term viability of the threatened and endangered species within the IUA boundaries; Maintain and manage viable populations of listed and unlisted species by following current guidelines for maintenance of healthy populations; Page 15 of 55 Item # 10A September 23, 2008 Page 55 of 112 Identify, prioritize, and protect the habitats required for the well -being of these populations; Encourage development in locations and ways that will avoid, minimize and /or mitigate for any "incidental take" that may occur; Provide for the mitigation monies, land acquisition, and other mitigation efforts for properties within the IUA to be applied within the IUA to benefit its local ecology and economy; Provide greater regulatory certainty during future private and municipal /federal development and redevelopment within the IUA; and Improve the efficiency of the listed species permitting process and in doing so to encourage environmentally appropriate economic development. The proposal was developed by the HCPAC and placed on the 9/9/08 BCC agenda for BCC approval. The following area of Capital Project Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region: SFA. 4. Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of the diverse neighborhoods. and SFA. 6. Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management ..... CAPITAL PROJECT MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 CP.1 The County Manager will provide a capital budget that will clearly describe the capital projects proposed for the following fiscal year along with the proposed means for funding such projects. Results: The budgets provided for FY 08 and 09 included specific capital sections that explained the capital projects in great detail and clearly indicated, by fund, the source of funds for each project. Working through the Finance Committee and the County Financial Advisor, staff has implemented effective capital project financing programs that minimize carrying costs, maximize flexibility and maintain overall debt limits below those established in the Board's debt policy. This is an area that will be increasingly challenging as revenue sources decline due to the economic downturn and legislative mandates. Compounding this uncertain situation is the solvency of the world financial markets and our ability to borrow money in the future. A standardized tracking system is in place to allow staff, the BCC and the public to know project status at any given time. This summer we have been working to implement the Project Management System (RPM), a SAP centric application, which will replace SKIRE and CAPS TRACK. RPM is scheduled to be online in October 2008. This new system will be more user friendly and totally automated. The BCC AUIR workshop on November 5, 2007 also gave increased visibility on this important area. Page 16 of 55 Item # 10A September 23, 2008 Page 56 of 112 CAPITAL PROJECT MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 CP.2 The County Manager will provide regular updates to the County Commission on key capital projects in a manner which is easy to understand and timely. Results: The standardized tracking system is being converted and updated to allow staff, the BCC and the public to know project status at any given time. The AUIR workshop is much more focused about staying concurrent in every County category, which entails a detailed discussion of current and projected County capital projects. In addition, have asked staff to meet with Commissioners on specific projects and update them periodically on critical projects (i.e. water status reports, road building projects, intersection improvements, new facilities, etc.). Have instituted weekly and monthly reports on road construction and water availability status. Have guided on -going efforts to improve and refine the capital projects management tracking and reporting process. Streamlined the reporting format to make it easier to review and evaluate projects, and integrated GIS into the presentation format. Will work with the IT Director to maintain the "dash board" feature for on- demand project status reports with the new SAP Project Management System. Have instituted a contractor presentation on a specific ongoing capital project at each regular BCC meeting. This has given the BCC 'another view'to analyze our capital projects execution. CAPITAL PROJECT MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 CP.3 The County Manager will ensure that for each key 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: Developed capital project assignments, full project teams, budgets and schedules. The teams included the capital projects managers, and staff from Real Property, Purchasing, the County Attorney's office, etc. to send a clear message that the successful completion of these projects requires coordination by an entire team of employees. Have worked diligently to modify contract management procedures with staff and the Clerk of Courts to put controls in place to control project costs. This is a multi -year effort that continues to be implemented and institutionalized. Implemented and refined unique change order and work order approval and oversight process. Submit monthly reports to Board summarizing administrative change and work order activity. Continued to conduct agency wide contracting and project manager training to standardize procedures and controls. Working diligently on an agency -wide automated project management program that can be used by the entire organization. Significant improvements in this area were realized last year with the adoption of a uniform project management process and implementation of the Skire Unifier software. Approximately 100 users are licensed and trained to enter and monitor project status through this hosted software solution. Current projects are entered in the system, allowing PMs and licensed users to monitor expenditures, schedules, and issues in real time. We have evaluated the functionality, costs and benefits, advantages and disadvantages of Page 17 of 55 Item # 10A September 23, 2008 Page 57 of 112 permanently adopting this strategy and integrating it with our Financial System (SAP). This year, we implemented several measures that allowed us to better control and manage our capital projects. The process of implementing an automated project management system (first Skire, then SAP's RPM) gave us an in -depth understanding of the processes and opened lines of communication between all managers involved. Additionally, we implemented a bi- weekly project review that holds project managers accountable for variances from schedules and budgets while also giving management upfront information about project status. In addition, several changes to project contracting procedures implemented in Feb '07 continued to pay us dividends in 2008 including pre -spec meeting for projects over $211, value engineering, requiring greater and more detailed justification, processing zero dollar changes by letter rather than change order, increased involvement of specialists in negotiation process, and increased use of professional estimators in design process. Fully integrated the Transportation action items from the Productivity Committee and Board workshop designed to enhance utility locates in plans, address conflicts during construction and reduce change orders in construction contracts. To date, all 34 action items have been completed /incorporated into contracts/ processes of Transportation. The following area of Financial Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region: SFA. 4. Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of the diverse neighborhoods. and SFA. 6. Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management ..... FINANCIAL MANAGEMENT Below Standards Meets standards Exceeds standards 1 2 3 F.1 The County Manager will present an opportunity annually, prior to the development of the annual budget, for the County Commission to have a policy level discussion regarding the next year's annual budget. Results: In February 2008, an item was included on the BCC agenda that provided a proposed budget policy for the upcoming fiscal year; the OMB Director and Manager presented this policy and provided the opportunity for the BCC members to discuss these key issues prior to the staff's development of the annual budgets. This budget guidance was detailed, exacting and demanding. The Productivity Committee was consulted during its drafting and they recommended in some cases an even more austere final product. Again, knowing what is expected early on makes a huge difference in Budget preparation. Budget results are at Tab 4. As can be seen from these results, the County Manager's organization continues to be a bargain compared to neighboring counties. Updated multi -year forecasts were provided to facilitate Board understanding of policy and funding issues associated with FY 09 budget decisions. The tax reform legislation finalized in June 2007 coupled with Amendment 1's passage in January 2008 caused a major re- examination of our budgets at every level, but we were Page 18 of 55 Item # 10A September 23, 2008 Page 58 of 112 positioned to execute because of excellent prior planning, and subsequent support from the Board, which I briefly described in my opening comments on Page 3 of this assessment. FINANCIAL MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 F.2 The County Manager will develop an annual budget that will be presented to the County Commission in workshop format and then again in accordance with statute for public participation through a series of two separate public hearings. Continue to make improvements to the budgeting process. Results: Public hearings were conducted in September 2007 for the FY08 budget and Budget workshops for FY09 were held in June 2008. The public hearings for FY 09 will be held in Sept 2008. Again this year, the Budget was presented functionally instead of by fund type. This made the budget understandable to everyone. Successfully implemented the GovMax budgeting database software program in FY 07 and expanded its functionality to include capital projects in FY08. The utility of the program was borne out in responding to Commissioners' questions during the FY 08 budget workshops. Phenomenal accomplishments that previous managers said couldn't be done. GovMax's transparency was instrumental in bringing on a new OMB director midway through the FY09 budget process. In addition, the OMB multi -year budget forecasting tool that is used to help the BCC set budget guidance is becoming more useful for the Board in displaying major budget issues in the out years. The County implemented a budget monitoring tool during FY 2008 which provides summary level payroll information on a biweekly basis to monitor and compare payroll costs to budget. We have also fine tuned our Operations Tracking tool this year. This tool provides summary information on a quarterly basis on revenues, expenditures and performance measures. Data is tracked and compared to both current budgetary benchmarks and to historical actual data. It identifies and graphs leading and lagging indicators, and provides a real time ability to manage pro - actively. The County staff has successfully developed and will implement on October 1, 2008, the SAP financial Budgetary Control Structure (BCS). BCS is a significant change in the financial process. It will enhance the accounting /budgeting for both operating and capital elements. For example, the cost centers developed for Tropical Storm FAY required about four hours of building and implementing effort; under BCS this would require a few minutes time to initiate. BCS is a required background tool for RPM (Resource Portfolio Management), asset management and other dashboard solutions. FINANCIAL MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 F.3 The County Manager will present a budget for FY09 that will not cause the BCC to have to raise the ad valorem millage rate to compensate for a growth slow down in FY08 and a corresponding devaluation of property values. Page 19 of 55 Item # 10A September 23, 2008 Page 59 of 112 Results: Legislative tax reforms and the state -wide tax referendum vote in January, 2008, presented a unique financial challenge to Collier County. And, Truth in Millage (TRIM) requirements placed a significant compliance burden on the County. The FY 2008 budget experienced a statutorily required rollback of millage rates. Collier County was required to decrease millage rates 9 percent for FY 2008. For FY 2009, both the market value and the taxable value in Collier County experienced declines in the billions of dollars. This is the first time in recent history that market and taxable values have decreased. Annual increases in taxable values over the past 10 years have ranged from increases of 7.1% to 25.4 %. The impact of tax reform on Collier County has been further exacerbated by the economic downturn in the state; state shared revenues (sales taxes, state revenue sharing and gas taxes) have decreased substantially. The budget policy for FY 2009, developed by me and approved by the Board in February, 2008, was austere and it accurately predicted the impact both of the tax legislation and the January referendum. The Budget presented for FY09 was a 4.38% reduction in ad valorum taxes. See Tab 5. Both millage rates, General Fund and Unincorporated Fund, remained millage neutral. The tentative budget presented to and adopted by the Board in July met the millage neutral requirement with no reduction to essential services. We met the Board's budgetary directives; there was no reduction in essential service levels and a portion of the non - essential reductions may be reinstated if the turnback of excess fees exceeds forecasts. The Budget overall was a reduction of 19.2 %. The Productivity Committee did an in -depth review of the '09 County budget. Their reviews and candor are always welcome. On a precautionary note, the CDES budget for FY09 and its execution will be closely monitored because of the continuing uncertainty/downturn in construction countywide. FINANCIAL MANAGEMENT Below standards Meets standards Exceeds standards 1 2 3 F.4 The County Manager will provide annual updates of user fees and other non -Ad Valorem revenue, i.e. impact fees rants etc. Results: All fees have been updated per study or CPI indexed. All impact fees are progressing on schedule with the required update study or localized index (as applicable). Tindale- Oliver and Associates, Inc. remains on contract to provide annual consulting services related to impact fees. This approach has proven to be a benefit to the County as Tindale - Oliver is well versed in all aspects of the County's impact fee program and are able to provide time - sensitive responses as well as routine guidance on a wide - variety of impact fee - related issues that arise. Consistent with the direction given by the Board of County Commissioners during the adoption of the 2007 AUIR, the full update study of the Parks Impact Fees is being conducted one year early and is scheduled to be substantially complete for review concurrent with the 2008 AUIR. The update to the Water and Sewer Impact Fees was adopted by the Board in June 2008, The Correctional Facilities Impact Fee is also being updated in accordance with the 3 -year requirement and will be available for review during the AUIR process, with consideration for adoption by the Board by December 2008. The full update study of the Transportation Impact Fee is nearing completion and is tentatively scheduled for consideration by the Board also in December 2008. Related to the impact fees with required indexing, the Board adopted the Impact Fee Page 20 of 55 Item # 10A September 23, 2008 Page 60 of 112 Indexing Study in June 2007 and implemented in January 2008. This study localized the indexing methodology used to annually index each of the County's impact fees to better represent the cost of providing growth- necessitated capital improvements in Collier County. The models contained in the study, used to generated the specific indices, are updated annually, which is consistent with Section 163.31801, Florida Statutes, (Florida Impact Fee Act), requiring the most recent and localized data be used in impact fee calculations. The indexing models have been updated for 2008. The proposed indexing is scheduled for presentation to the advisory committees (DSAC and Productivity Committee) in October 2008 and presentation to the Board for consideration in November 2008. The following impact fees are scheduled for an indexing adjustment: • Educational Facilities Impact Fee • EMS Impact Fee • Fire Impact Fee (Dependent Districts) • General Government Building Impact Fee • Law Enforcement Impact Fee Indexing • Library Impact Fee Indexing Effective administration of the County's Impact Fee Program continues to be a top priority, including the accurate collection of impact fees related to building permits and other development, the management of all Developer Contribution Agreements related to impact fees, and the collection and tracking process of the payments of estimated Transportation Impact Fees required to obtain a Certificate of Adequate Public Facilities for the County's Concurrency Program. All fees have been update throughout the agency with the exception of CDES fees for service. They have not been updated since 2003. Until the construction situation starts taking an upswing, I continue to recommend that we wait to update these fees across all categories of CDES work products. In the Grant arena, so far in FY08, 86 grant applications were submitted with 78% of the proposals funded as of this week for a total grant award of $47 million. We still have 19 proposals pending with grantors totaling $8 million. Three of the proposals included in the $8 million pending fiigure are due for BCC consideration on 9/9/08. This year every division and several executive /manager offices have contributed to the effort to secure grant funding. We continue to develop relationships with non - profit entities to serve as fiscal agent or to commit staff or other resources to their important projects. I am pleased with our efforts and the efforts of the county employees who have endeavored to secure this funding, and believe $47 million is admirable in the face of declining and disappearing federal and state funding resources. We also believe the efforts being undertaken to ensure compliance with grant requirements will benefit the aaencv as a whole and will only help our attempts to receive additional funding. Below standards meets exceeds FINANCIAL MANAGEMENT Standards Standards I Standard F.5 The County Manager will work cooperatively with the Clerk of Courts on the preparation of the CAR and respond promptly and thoroughly to any issues raised by the external auditors. Page 21 of 55 Item # 10A September 23, 2008 Page 61 of 112 Results: Continued to work on this relationship extremely hard this year. Have been thoroughly responsive to external audits, etc. Continued to work well with the Clerk's staff in the preparation, conduct, corrections, and future improvements to the annual CAFR process. Have worked with the new auditor to make this year's audit a success. Made comments on the 2008 CAFR. The CAFR process in '08 was significantly improved, more exacting, detailed, and more encompassing than past years mainly due to a new auditing firm selection. The Board's new external auditors started the FY 2007 audit in the beginning of FY 2008. We took a pro- active approach to reviewing both the FY 2007 audit report and the auditors' progress on the audit for both the FY 2007 and the FY 2008 audit reports. He reviewed the audit report for both accuracy and for proper disclosures. Issues (management letter comments) identified by the audit were reviewed and corrective actions were implemented before the audit was released. The Manager) and Clerk staffs work together through every phase of the CAFR process. The Clerk's', reluctance since 2005 to sign an adequate management letter has been largely overcome because of the recent court ruling in this regard. Initiated a major compliance program in the Manager's Agency known as "XCEL" or Expect Compliance at Every ' Level. This program, developed and implemented at the direction of the County Manager, enhances and demonstrates my commitment to the Board that we will continue to apply successful private business practices and corporate strategies to Collier County governmental processes. XCEL is designed as a structured process to assess and identify risks in the daily business activities used to conduct county business. It will provide a process to identify and mitigate business and financial risks, to document /develop and monitor internal controls procedures, and to provide a structured method for review by County management. XCEL focuses on reliability of financial information, financial controls and financial reporting, along with compliance with statutory and regulatory requirements. This program will ultimately help us correct audit findings in a more timely fashion. The County uses a Finance Committee composed of individuals from the County Manager's Agency and the Clerk's Agency. Committee members have specific financial expertise and experience, knowledge of County operations and knowledge of state laws and accounting rules for governments. This committee reviews all long -term financing requirements, monitors the County's financial health, strengths, capacity for borrowing and provides periodic reports and recommendations to the County Manager for use in implementing Board policy. During FY 2008, the Finance Committee reviewed proposed capital project financing for Transportation, Public Utilities, Sheriff's Fleet Facility and EMS facilities. In addition, the Committee reviewed and made recommendations on the following non - capital financial projects: Acquisition of the Pepper Ranch with Conservation Collier funds; Use of Special Assessment funds (money) for the Pine Ridge and Naples Production Industrial Parks MSTU (This activity resulted in the elimination of two annual ad valorem tax levies starting with the budget for FY 2009); Bond insurance concerns resulting from the downgrading of surety contractors for two Collier County bond issues; Impact of the Florida Supreme Courts ruling in the Strand Case on the CRA's ability to incur debt; Developed a recommendation to avoid arbitrage rebate payments on the utility bonds; Responded to national credit rating organizations inquiries. Page 22 of 55 Item # 10A September 23, 2008 Page 62 of 112 Goals for Fiscal Year 2008: I will continue to build on the successes of this year and inculcate many of the changes that have been made. Creating a better work environment, finding the best employees, keeping and improving them, focusing on how to conduct business with better customer service results, making internal changes that result in work being done smarter, faster, more efficiently or effectively. The Manager's agency is changing to a self initiating and correcting organization at all levels. We are making the "routine" truly routine, and we all know that great organizations do routine things routinely! This will require continued improvement in our planning, refining assignments and responsibilities, and establishing/maintaining accountability. Specific areas of improvement that I propose as part of next year's action plan would include: 1. Following through on the County's 10 Year Strategic Plan. Continue to implement the BCC approved strategic plan and align the organization around that plan by integrating multi -year business plans, annual operational work plans and individual performance goals and objectives. RESULTS: The Strategic Excellence Program for Ultimate Performance (STEP -UP) Project Team and I collectively presented to the Board of County Commissioners (BCC) at the annual Strategic Planning Workshop a report on continued implementation of the agency's Board- approved 10 -Year Strategic Plan. The STEP -UP Team, comprised of staff representing all five major divisions and four executive office departments, is continuing to integrate the five -year operational and one -year tactical work plans of each division/department as well as linking them to the Key Result Areas (KRA's) of individual employees. Key Results Areas (KRA's) are designed to be vertically integrated (nested) to the goals defined by the County's I 0 -Year Strategic Plan. Integration flows from the I0 -Year Strategic Plan to the County Manager, to Division Administrators, to Directors, etc. Staff has also continued translating the Strategic Plan into the Balanced Scorecard format, which was somewhat hindered by budget reductions that resulted in decreases in some services and product delivery to our customers. Despite the obstacles and distractions, the STEP -UP Team has continued to promote the Strategic Plan and pursued deployment and increased awareness to staff and the public through exposure via various communication channels and vehicles, including STEP -UP training, articles in the Journal and Around Your Comruunity, and inclusion in Collier County's 2007,41inual Report and the Office of Management and Budget's annual Budget Book. Of particular note, a pacesetter in the STEP -UP program, the Public Utilities Division has coordinated its five -year business (operational) plan, with strategic goals and business milestones established. The plan is tracked quarterly to ensure emphasis on results and delivery to meet the requirements. The plan is in full alignment with the revised strategic approach, the Balanced Scorecard, which has been endorsed by the BCC. Public Utilities Page 23 of 55 Item # 10A September 23, 2008 Page 63 of 112 intends on fully detailing the specifics of planned execution, and providing a measurement system of leading indicators and lagging measures, benchmarking their progress and quality of service with other similar utility operations. This will link directly to the new performance measurement system being developed for the county. In addition, the Transportation Division has developed Strategic Score Cards for the division and its individual departments together with its five -year Strategic Work Plan, aligning it to the BCC/County Manager Agency's Strategic Plan. Transportation has also updated their staffs KRA's to include and contribute to the four Key Perspectives of the Strategic Plan: Serve the Customer, Manage Financial Resources, Run the Business and Build the Team. 2. East of CR951 Study. Finalize a long range County plan for infrastructure improvements East of CR 951, along with a solid financial and land use plan that supports it. The East of 951 Study is very important to the County. We need to make sure that the resources, expertise and dedication are applied Countywide to this study to make it a success. Complete the second phase of the East of 951 study. RESULTS: This project is presently on schedule, but it is quite possible that the project may be extended beyond the completion date as many stakeholder committees take a longer amount of time when fine tuning the "Final Report." The full Master committee is scheduled to brief the BCC on the final report on September 29, 2008. As a reminder, we are in the East of CR951 Horizon Study Public Participation process which is the second phase of the East of CR951 Infrastructure and Services Horizon Study. The first phase of the project was an 18 -month assessment of three potential infrastructure and service provisions from the various infrastructure and service providing divisions /departments throughout the County. The second phase is a projected 22 -month process of polling and soliciting input from the residents of the study area in relation to their perspectives related to those identified potential growth outlays and the cost associated with those outlays. The opinions and preferences expressed by the public during Phase II of the East of CR951 Study will form the basis of recommendations to the BCC from the Master Committee concerning not only level of service expectations, but general attitudes toward growth and how the community sees growth affecting the area east of CR951. To date, the process is 18 months into that projected Phase 11, 22- month process. The Horizon Study Public Participation Master Committee, a committee partially appointed by the BCC on September 26, 2006, and fully filled on November 28, 2006, is directing the public participation phase of the project. To date, the Master Committee, which has been the driver of the process, has met 15 times at the University of Florida Agricultural Extension office at 14700 Immokalee Road, with the exception of the first meeting and a December transportation meeting held in Immokalee. Page 24 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 2. East of CR951 Study. Finalize a long range County plan for infrastructure improvements East of CR 951, along with a solid financial and land use plan that supports it. The East of 951 Study is very important to the County. We need to make sure that the resources, expertise and dedication are applied Countywide to this study to make it a success. Complete the second phase of the East of 951 study. RESULTS: This project is presently on schedule, but it is quite possible that the project may be extended beyond the completion date as many stakeholder committees take a longer amount of time when fine tuning the "Final Report." The full Master committee is scheduled to brief the BCC on the final report on September 29, 2008. As a reminder, we are in the East of CR951 Horizon Study Public Participation process which is the second phase of the East of CR951 Infrastructure and Services Horizon Study. The first phase of the project was an 18 -month assessment of three potential infrastructure and service provisions from the various infrastructure and service providing divisions /departments throughout the County. The second phase is a projected 22 -month process of polling and soliciting input from the residents of the study area in relation to their perspectives related to those identified potential growth outlays and the cost associated with those outlays. The opinions and preferences expressed by the public during Phase II of the East of CR951 Study will form the basis of recommendations to the BCC from the Master Committee concerning not only level of service expectations, but general attitudes toward growth and how the community sees growth affecting the area east of CR951. To date, the process is 18 months into that projected Phase 11, 22- month process. The Horizon Study Public Participation Master Committee, a committee partially appointed by the BCC on September 26, 2006, and fully filled on November 28, 2006, is directing the public participation phase of the project. To date, the Master Committee, which has been the driver of the process, has met 15 times at the University of Florida Agricultural Extension office at 14700 Immokalee Road, with the exception of the first meeting and a December transportation meeting held in Immokalee. Page 24 of 55 Item # 10A September 23, 2008 Page 64 of 112 The first five Master Committee meetings through Fiscal Year 2007 were for organizational and educational purposes. On October 8, 2007, the committee held its third public participation meeting focusing on the fire districts and EMS and about 40 persons attended. The November 19, 2007, meeting was postponed due to the lack of a quorum. On December 10, 2007, the Transportation Services Division made a presentation to the Horizon Study Master Committee in Immokalee, at the Walker Career and Service Center to about 30 persons in attendance. The committee held a second meeting that month on December 181h to make up for the missed meeting in November. At that meeting the committee heard an update from Van Buskirk and Associates on the progress of the Inter - Active Growth Model. In addition the committee evaluated decisions in regards to the sample survey distribution, as well as question content. On January 14, 2008, the fourth public participation meeting was held at the Agricultural Extension office with a turnout of about 50 persons and a meeting focused on transportation. At the conclusion of the meeting, 35 survey questionnaires were turned in to the public polling consultant. On February 12`h, the committee heard the presentation from Collier County Public Schools staff member Amy Taylor. It should be noted that a second Horizon Study Committee meeting was held on February 19, at the Agricultural Extension office, which focused on the Collier County Inter- Active Growth Model and the strategy for survey distribution. On March 10, the committee held a public participation meeting focusing on future schools within the East of CR951 Study area. The meeting was attended by about 35 members of the general public. On April 14, the committee heard a presentation from the Flood Plain Committee; about 45 persons were in attendance. At the May 12`h meeting, the committee received a presentation from the Inter- Active Growth Model consultants regarding the remaining questions within the baseline data and the expectations for the July meeting which will focus on the Build -Out Report. Additionally, the committee finalized the approval of the distribution of the preliminary survey. On May 19'h, the preliminary survey was provided to 2,150 registered voter households throughout the study area. The preliminary survey was designed to elicit responses concerning the generalized topics of each of the division/departments within the preliminary report, and was designed to identify households willing to participate within the final survey, which will be more specific to each of the questions facing the components of the preliminary report. The tabulated responses of the preliminary survey were the center of the discussion of the June Horizon Study meeting. For each of the public participation meetings, short survey questionnaires were distributed to those in attendance regarding the meeting's presentations to help gauge public opinion and preferences for the delivery of the service. These questionnaires will form the basis for the final survey that will be distributed by Fraser & Mohlke & Associates to a targeted sample of households at the conclusion of the public participation process. The schedule for the public participation meetings and the Horizon Study Master Committee for the last quarter of this fiscal year was set forth as follows: • June 16 — Discussion and review of preliminary survey and final position reports • July 21 — Discussion on Inter- Active Growth Model Build -Out Report and final survey —Committee was presented the build -out report and provided for discussion the final survey preliminary results. Page 25 of 55 Item # 10A September 23, 2008 Page 65 of 112 • August 18 — Meeting scheduled but was postponed due to Tropical Storm Fay; meeting was rescheduled to September 3`d. • September — Complete Final Report to the BCC and present to the BCC — As of this writing there were two scheduled meetings for the Horizon Study Committee: September 3`d and September 8`h. The final presentation to the BCC is scheduled for September 29, 2008, but it should be pointed out that staff has received two emails from individual committee members requesting a delay in the final presentation to the BCC due to the need to resolve outstanding issues before a final presentation is made to the BCC. As noted, the Collier Inter - Active Growth Model (CIGM) consultants presented the finalized baseline to the committee at their May 12`h meeting and presented the build -out results to the committee at their July meeting. The build -out results will be provided to the Long -Range Transportation Plan (LRTP) consultants as part of the LRTP update. The committee has been presented with the final baseline conditions and the supply side build -out results. There is one additional update to be provided to the committee related to the demand side build -out results, where the supply side results are compared to the demand side results and potential gaps can be identified. This was scheduled to be provided to the committee at their September 8th meeting. The process of a draft presentation to the Master Committee, then the official public participation meeting was duplicated for each public participation meeting. It should be -- noted that the Stormwater Management meeting held on April 14`h was the last officially scheduled public participation meeting. The questionnaires for each of these meetings have focused upon the department /division presenting, but have also contained questions keyed to the main components of the preliminary report. 3. Community Development. We will continue to focus on improving the business processes within the Division and amending the codes to manage growth better and instill smart growth tenets. In addition, conduct at least 2 PUD /IOU workshops; continue to manage the FIRM restudy process as renegotiated with FEMA; implement business process improvements. Prepare for BCC approval to effectively close out at least 50 PUDs. RESULTS: The Community Development and Environmental Services Division (ODES) effectively administered the County's GMP, LDC, and Code of Laws consistent with state requirements that were changed by Senate Bill 360 — the Growth Management Law — and provided the Florida Department of Community Affairs (DCA) with arrendnnents consistent with BCC direction. Additionally, CDES prepared an evolving -- AUIR as this planning tool continues to provide direction with respect to the timing and financing of necessary capital facilities and infrastructure and finalized preparation of Evaluation and Appraisal Report (EAR) based LDC amendments. Page 26 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 3. Community Development. We will continue to focus on improving the business processes within the Division and amending the codes to manage growth better and instill smart growth tenets. In addition, conduct at least 2 PUD /IOU workshops; continue to manage the FIRM restudy process as renegotiated with FEMA; implement business process improvements. Prepare for BCC approval to effectively close out at least 50 PUDs. RESULTS: The Community Development and Environmental Services Division (ODES) effectively administered the County's GMP, LDC, and Code of Laws consistent with state requirements that were changed by Senate Bill 360 — the Growth Management Law — and provided the Florida Department of Community Affairs (DCA) with arrendnnents consistent with BCC direction. Additionally, CDES prepared an evolving -- AUIR as this planning tool continues to provide direction with respect to the timing and financing of necessary capital facilities and infrastructure and finalized preparation of Evaluation and Appraisal Report (EAR) based LDC amendments. Page 26 of 55 Item # 10A September 23, 2008 Page 66 of 112 In 2008, one Planned Unit Development (PUD) Workshop was conducted as the Board directed staff to focus its efforts on the PUD monitoring and the closeout/build -out process. ODES staff outlined a different approach to concentrate on annual monitoring and reduce the audit program. Working cooperatively, CDES and Transportation staff together developed and implemented a process for "Request for Compliance Action." We are now implementing the process and notifying developers of failures to comply with mandated commitiments as specified in the respective PUD documents. The next PUD audit workshop is scheduled for October 81h; 25 PUD's are scheduled for consideration for September by the BCC for declaration of closeout. Two "HOA Presidents" (Homeowners Association Presidents) meetings were conducted and a quarterly newsletter has continued production on schedule. Staff has also been assisted with PUD monitoring tasks by four volunteers. The Fiscal Year 2009 budget is now proposed to fund two positions from Fund 111 to conduct outreach activities. With the tilling of these two positions, staff will be able to perform more effective outreach programs and provide a more structured approach to turnover issues. CDES is continuing to manage the Flood Insurance Rate Map (FIRM) restudy process as renegotiated with the Federal Emergency Management Agency (FEMA). FIRM's are now in Setup #4 and staff continues to work with FEMA as part of the project delivery team. Staff set up and led the on -site bi- annual meeting of the consultant team. The projection is to start Digital Flood Insurance Rate Map ( DFIRM) production in March 2009. The preliminary DFIRM development effort runs until October 2008, followed by the post - preliminary process running until January 2010 at which point the new DFIRM's become effective. The County can adopt and implement the new DFIRM's upon FEMA's issuance of the Letter of Final Determination in late July 2009. The contractor is approximately 80 percent finished with his tasks. The information for Setup #4 in 6 out of the 7 interior basins has been submitted and is in review. The 7 "' basin is two - thirds submitted for Setup #4. The Setup #4 coastal information is submitted. All of these submittals are being reviewed by FEMA and CDES expects they will have comments to be addressed. Once all of Setup #4 is finalized through FEMA, the County's consultant, Tomasello, then has to pull together all the information in the final report for each of the basins and coastal. From a timing perspective, the project is scheduled to be in FEMA's hands by the end of this calendar year and they will be producing the new flood maps and taking them through the public noticing process through all of calendar year 2009 and 2010. The CDES Division, working with senior operations and management consultant Kim Grant, has reviewed every aspect of its business processes and made business and work flow process improvements throughout its organization, most notably in plan review and permitting business processes. Upgrades and /or improvements have been made in the following work processes, functions or areas: online permitting, the web site, revised and new building blocks, revised permit applications, new private provider and threshold building, monitoring programs in the building department, reviewed and streamlined the Certificate of Occupancy completion process, and numerous processes related to the hacking and controlling of permit applications through the entire plan review process. Page 27 of 55 Item # 10A September 23, 2008 Page 67 of 112 In anticipation for the role out of the CityView Land Development Software application, the addressing processes have been streamlined and primarily automated through the use of high level GIS programming and database modeling. Addressing function will be primarily performed in the GIS environment with exception to interpreting plans and providing review results within the CityView application. This has significantly reduced the need for additional review staff and allows for high quality automation and data integrity through a single application. 4. 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 a new automated BCC agenda system; a new land use and building permitting system with improved reporting capabilities; expanded utilization of the newly upgraded SAP financial management system; continued refinements to the automated budget and project management systems; and initial steps toward an agency -wide electronic document/records management system. Website improvements planned for this year include the implementation of a `video on demand' feature. RESULTS: The Communication and Customer Relations Department (CCR) launched "Video on Demand" on the County web site at the beginning of Fiscal Year 2008 in October 2007. Because Video on Demand also provides archives with replay within 12 hours, it has proven a valuable resource in reviewing BCC and all other recorded boardroom meetings when information is needed more expeditiously before written minutes become available. Information to access Video on Demand is available on the colliergov.net home page and has most definitely assisted in bringing Collier County government home through Collier Television! The County's redesigned web site was launched in October 2006 and about 1.1 million unique visitor sessions — a session is initiated when a visitor arrives at the site and ends when the browser is closed — were recorded on the site in the first 12 months. In the first 10 months of Fiscal Year 2008, there were 1,356,740 unique visitor sessions to the Collier web site, representing an increase of 43 percent over the same 10 -month period in the previous year. Adding the Video on Demand technology enables the CCR staff to create a video library of BCC and other county meetings on Collier TV, which are archived and available for viewing on demand through the web site. The archive also allows users to view individual items from the BCC and other committee agendas. Meetings are still streamed live at www.Colliergov.net/ty Colliergov.net continues to prove a user - friendly resource for citizens and visitors. Residents particularly interested in how their tax dollars are being spent can view key Page 28 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 4. 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 a new automated BCC agenda system; a new land use and building permitting system with improved reporting capabilities; expanded utilization of the newly upgraded SAP financial management system; continued refinements to the automated budget and project management systems; and initial steps toward an agency -wide electronic document/records management system. Website improvements planned for this year include the implementation of a `video on demand' feature. RESULTS: The Communication and Customer Relations Department (CCR) launched "Video on Demand" on the County web site at the beginning of Fiscal Year 2008 in October 2007. Because Video on Demand also provides archives with replay within 12 hours, it has proven a valuable resource in reviewing BCC and all other recorded boardroom meetings when information is needed more expeditiously before written minutes become available. Information to access Video on Demand is available on the colliergov.net home page and has most definitely assisted in bringing Collier County government home through Collier Television! The County's redesigned web site was launched in October 2006 and about 1.1 million unique visitor sessions — a session is initiated when a visitor arrives at the site and ends when the browser is closed — were recorded on the site in the first 12 months. In the first 10 months of Fiscal Year 2008, there were 1,356,740 unique visitor sessions to the Collier web site, representing an increase of 43 percent over the same 10 -month period in the previous year. Adding the Video on Demand technology enables the CCR staff to create a video library of BCC and other county meetings on Collier TV, which are archived and available for viewing on demand through the web site. The archive also allows users to view individual items from the BCC and other committee agendas. Meetings are still streamed live at www.Colliergov.net/ty Colliergov.net continues to prove a user - friendly resource for citizens and visitors. Residents particularly interested in how their tax dollars are being spent can view key Page 28 of 55 Item # 10A September 23, 2008 Page 68 of 112 Collier County budget documents that are available to the public on the County's web site as well as to other interested users of budgetary information. Documents available include the proposed, tentative and final budgets. This provides an opportunity for the public to follow the budget process online. The web site offers a myriad of topics at your fingertips. During the recent Tropical Storm Fay landfall at Cape Romano in Collier County on August 19, the web site received a dramatic escalation in hits, meaning it was a major resource for critical information and breaking news for citizens. Automation and technology use has taken a strong foothold in County Manager's Agency. During the last year, the Information Technology Executive Committee (ITEC) has taken the lead and gained a stronger understanding of the impacts that individual department's technology decisions make on the agency as a whole. To that end, the ITEC adopted an SAP centric stance for standardizing major automation projects. With that decision made, we created the SAP FITS (Strategic Application Planning For Implementing Technology Solutions) Team comprising members from the BCC and Clerk of Courts whose mission it is to assess agency business requirements against existing resources (primarily SAP) to develop comprehensive strategic technology plans. The Team developed the SAP Road Map, which lays out the opportunities and timelines for maximizing our central platform. This plan received the unanimous support of the ITEC. The SAP upgrade was successfully completed ahead of schedule and on budget. It laid the foundation for additional enhancements and future growth. Current SAP work includes payment processing enhancements and an automated system to process P -Card payments, which went live in August, and the Project Management System (RPM), which is the replacement to SKIRE and CAPS TRACK and is on schedule to "Go Live" in October 2008. Additionally, this system will be used to track and monitor grants. The CDES Permitting and Land Use System, CityView, project software system is essentially the platform that will implement the codified CDES business and process improvements. The first of three modules, Code Enforcement, went live in December. Currently the Planning module validation has being completed, and testing was rescheduled to begin the week of December 12°i due to a rework on the planning workflows, expecting to Go Live by February 2, 2009. Building module Gap analysis was completed on September 16, system design is scheduled for the week of January 9 with an expected Go Live date of June 1, 2009 including new IVR System. The project remains on budget with 3 months delay. Additional technoWy and automation proiects completed and/or in the works include: Implementation of FASTER Fuel Management Module (December 31, 2008) Improved Vendor Performance Evaluation System (complete, October 2007) Electronic Bidding (complete) Telephone System Improvements (multi -year project beginning summer 2008) Electronic Content Management (contract awarded by BCC on July 22, 2008) Novus Upgrade (Go Live for the September 9, 2008 BCC agenda) EMC IT Service Delivery Software (contract awarded by BCC on July 22, 2008) Continued use of building automation systems to reduce reliance on human intervention, improve efficiencies of system, and increase employee safety Page 29 of 55 Item # 10A September 23, 2008 Page 69 of 112 GovMax upgrade to incorporate the capital budget module (used for FY09 budget) The Public Utilities Wastewater Department continues to optimize resources using GIS, SCADA, DES, and iFIX for automation in the field and the plants. The Department's latest addition is web -based real time monitoring of reuse water levels and delivery of the product to meet the customer demand. Wastewater Gems is completed and in the process of being brought in house for further integration with Engineering, as well as collection capacity assessment. The Solid Waste and Utility Billing and Customer Service Departments coordinated the Hurricanes Charlie and Wilma FEMA/state final closeout audit. Final audit recommendations identified only minor deficiencies relating to mathematical errors from contractors. FEMA and state audit representatives expressed their admiration for Collier County's handling of the two storm events through the use of technologies, including a demonstration of AshBritt's Debris Information Management System to provide easy access to truck certifications and load ticket data. This process will most likely become the standard in the state for this mission area (accounting and auditing records). A Hurricane Debris Removal tracking web site was developed for the Division. A web - based Alarm Notification System was installed at the Collier County Landfill for the flare and main leachate lift station that automatically notifies appropriate staff as soon as an issue arises and documents action through email. Water Gems was utilized for all hydraulic analysis and modeling done for the Water and Wastewater master plans approved by the BCC on June 24, 2008. The Utility Billing and Customer Service Department installed an Interactive Voice Response System (IVR) to provide both outbound and inbound call capabilities. Outbound call capabilities include pending shut -off notification (courtesy calls), emergency alerts, and non - emergency informational messages. Inbound call capabilities include scheduling bulky item pickups, access to utility account information for billing and payment history; account balances, consumption history, and the ability to make debit /credit card utility payments over the telephone without talking to a service representative. The IVR has voice recognition capabilities in both English and Spanish. The IVR went live to all customers in July 2008. 5. Succession Planning. Implement the plan developed in `07 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. RESULTS: Transportation staff throughout the division has been sent to the leadership institute and Human Resources (HR) sponsored leadership programs. This training for Page 30 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 5. Succession Planning. Implement the plan developed in `07 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. RESULTS: Transportation staff throughout the division has been sent to the leadership institute and Human Resources (HR) sponsored leadership programs. This training for Page 30 of 55 Item # 10A September 23, 2008 Page 70 of 112 10 employees will be followed up with training for other staff as the program has shown itself to be very effective. The Public Services Division offers one International City /County Management Association (ICMA) Leadership and one "Five Levels of Leadership" class each year with about 27 participants. The division is working to develop a leadership opportunity for those who have graduated from the Five Levels so they can continue to expand their leadership skills through a book review of the "current hot leadership book" such as Who Moved My Cheese. We are also working very closely with the new HR initiative on Succession Planning. Staff members who meet the criteria were to apply by July 15 and HR was making selections by August 15 with the initial training starting by FY 2009. HR's Succession Planning Program was approved early this fiscal year but due to budget constraints, we had to limit the number of participants to five. The first participants will enter the program in October Fiscal Year 2009. This program will be closely monitored and revised as appropriate, but is designed to place participants in a position of readiness to step into a director (or similar position) within three years. The Public Utilities Division continues to focus on developing leaders and fostering leadership at the mid - management level with superb assistance from the Human Resources Department. They are utilizing John Maxwell's approach in seeking to achieve "Level 5 Leadership." The Division continues to follow through with developing the team as a whole. These efforts are carefully nested within the strategic, operational, and tactical objectives of the division and the county. Cross training is ongoing within the division. Team members continue to meet routinely to share experiences, workload, intelligence, and resources. The Wastewater Department is in the process of establishing horizontal and vertical depth within its organization, creating career upper mobility and bench strength. A sixth class of entry -level management team members completed front line supervisory training, and a seventh class is scheduled to begin this fall. 6. Develonment of more reeional strength at the State Legislative level. Continue to strengthen relationships that have been formed between Collier, Lee, Charlotte, Sarasota, Glades and Hendry Counties to develop even more unified positions on issues that affect Southwest Florida from Tallahassee. Analyze impact of January "Super Exemption" referendum. RESULTS: Collier County remains an active participant in the six- county Southwest Florida Legislative Consortium, which again in 2008 developed a slate of priorities with issues of importance to our common constituencies endorsed by the BCC in each of the member counties, and then presented by Consortium member Commissioners to state legislators in Tallahassee in a series of meetings scheduled on Legislative Day on April 2, 2008. Collier County's contingent which traveled to the State Capitol included BCC Vice Page 31 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 6. Develonment of more reeional strength at the State Legislative level. Continue to strengthen relationships that have been formed between Collier, Lee, Charlotte, Sarasota, Glades and Hendry Counties to develop even more unified positions on issues that affect Southwest Florida from Tallahassee. Analyze impact of January "Super Exemption" referendum. RESULTS: Collier County remains an active participant in the six- county Southwest Florida Legislative Consortium, which again in 2008 developed a slate of priorities with issues of importance to our common constituencies endorsed by the BCC in each of the member counties, and then presented by Consortium member Commissioners to state legislators in Tallahassee in a series of meetings scheduled on Legislative Day on April 2, 2008. Collier County's contingent which traveled to the State Capitol included BCC Vice Page 31 of 55 Item # 10A September 23, 2008 Page 71 of 112 Chairman Donna Fiala, Commissioners Frank Halas and Jim Coletta, along with County Staff. Charlotte County hosted the Consortium breakfast this year. Commissioners, county staff, county attorneys, and lobbyist representatives, of Collier, Lee and Sarasota counties continue to unite their efforts on this annual joint venture and endeavor to advocate on behalf of the citizens of Southwest Florida. Overall, Collier County's state legislative program has matured and developed into a year -round program. Each fall, the BCC approves its list of State Legislative Priorities. In November 2008, the BCC approved the list below, which was then presented by BCC Chairman Jim Coletta to the Collier County Legislative Delegation on November 28, 2008: Collier County's 2008 State Legislative Priorities • Continue Efforts to Decrease Insurance Costs • Affordable Housing — Remove Cap on Sadowski Housing Trust Funds • Protect Impact Fees • Real Estate Transfer Fee • Partial -Year Assessments • Protect Home Rule • Transportation Funding Tied to Seat Belt Use • Cameras at Intersections to Catch Red -Light Runners • Address Issues of Concern in Consultants Competitive Negotiation Act (CCNA) • Monitor Growth Management Developments • Support Any Attempt to Enforce Immigration Laws * Encourage State to implement statewide the Collier County Sheriff task force and Tax Collector driver license program * Encourage State to file lawsuit against federal government for failing to enforce inunigration laws • Support County Commissioners Appointing Members of the Collier County Housing Authority Board Through a successful partnership with the County's state lobbyist, J. Keith Arnold & Associates, as well as a healthy and growing relationship with the Florida Association of Counties (FAC), County Manager's staff stays in time to legislative affairs statewide. The networking among professionals and public officials in government has proven critical and the exchange of information, strategies, and best practices /policies has likewise been key and mutually- beneficial to all partners in these building relationships. Staying in touch through the plethora of media sources throughout the state is also critical as well as web sites that offer legislative updates. County Manager's staff continues to participate in weekly FAC conference calls in the "off' season. FAC holds three conferences annually which Commissioners and County Manager's staff attend. The interaction among Commissioners and County staff statewide is invaluable and the 2008 FAC Legislative Program includes many of the same priorities that Collier County includes on its list. A common theme: Protect Threatened Home Page 32 of 55 Item # 10A September 23, 2008 Page 72 of 112 Rule. In the 2008 Legislative Session, the successes were those bills that did not pass. At the June FAC Conference in Miami the first piece of legislation to be named as one of those victories because it failed was the Clerk's bill, which was undoubtedly one of the most time - consuming and contentious battles that FAC faced during the 2008 Session. In 2008, there were numerous efforts to erode the home rule authority of county governments with legislation proposed in Tallahassee that put advocates and lobbyists in a very defensive posture during the 2008 Legislative Session. Unfunded mandates, restrictions or moratoriums on local ordinances, and erosion of BCC powers put local governments in opposition to many bills put forward by their representatives in the Legislature. In addition to the Clerk's bill, other major issues during 2008 included aggregate mining preemption, fertilizer local ordinance preemption, public construction contracting preemption, impact fee reductions, growth management revisions, agricultural enclave zoning preemptions, etc., that helped to facilitate extraordinary cooperation and communication between County staff, lobbyists and FAC. All worked together to formulate strategies to defeat, amend, or compromise on the many anti -local government bills. The 2007 legislative tax reform and the January 2008 statewide referendum, known as Amendment 1, imposed a significant mandate on local government. The County Manager implemented an in -depth review of the impact of both the legislative tax reform and Amendment 1 on the Fiscal Year 2009 budget and beyond. As a result of the review, the Fiscal Year 2009 budget policy and the proposed budget presented to the BCC during the budget workshops in June 2008 reflected the impact of both. There were no surprises and the BCC received clear choices. Also of interest, Tansportation Planning and the MPO have been spending more time with Florida Department of Transportation (FDOT) representatives and adjacent counties to coordinate the review of developments of regional impact (DRI's) such as Babcock Ranch. The BCC approved at the June 10, 2008, meeting Collier County's Water -Sewer District joining with a new Southwest Florida Water Management Advisory Team. This group will be working on regional regulatory water quality and resources issues and will include utilities from Collier and Lee counties as an adjunct to the South Florida Water Management District communication effort. 7. Growth Management. Make sure that we stay on top of SB360 and its impact on the County Growth Management Plan. Make the required State deadlines. Work to correct the needed "glitches" to the state's Growth Management Bill. Implement updated Concurrency Management System with Proportionate Share. Page 33 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 �� Rating 7. Growth Management. Make sure that we stay on top of SB360 and its impact on the County Growth Management Plan. Make the required State deadlines. Work to correct the needed "glitches" to the state's Growth Management Bill. Implement updated Concurrency Management System with Proportionate Share. Page 33 of 55 Item # 10A September 23, 2008 Page 73 of 112 In conjunction with the Collier County School Board, develop implementation plans to comply with the mandates for school concurrency as defined in the state Growth Management Bill — S13360. Adopt Public Schools Facilities Element with school concurrency component and revised interlocal agreement focused on adoption by BCC and School Board prior to March 1, 2008. Analyze financially feasible capital plans to ensure consistency with the State mandated changes to the Growth Management Plan. RESULTS: The major growth management bills put forth by both the Senate and the House during the 2008 Legislative Session did not pass, but some provisions were included in the transportation package. That legislation authorizes indexing of tolls based on the Consumer Price Index (CPI). The bills also include language requiring local governments to amend their comprehensive plans to address airport land use compatibility by June 2011. Current law relating to transportation concurrency backlog authorities is amended to authorize the issuance of bonds as well as increase the amount of ad valorem tax increment the authorities are authorized to collect. Staff effectively monitored and analyzed the impacts of any and all changes to Senate Bill 360 and provided the County Manager with its analysis consistent with the BCC's direction. There has been ongoing interaction with the Collier County School Board staff and municipal staffs with an end goal of adopting a Public Schools Facility Element, Inter - local Agreement and revisions to the Future Use and Intergovernmental Elements prior to December 1, 2008, which is the statutory deadline. These items were transmitted to the DCA, which is aware there are issues that need to be resolved. Furthermore, the municipalities did not timely transmit their respective deliverables to the DCA which has slowed the process. This is a statewide problem as many governments are either in litigation or are not even at the transmittal stage. The aforementioned situations are the result of ongoing disagreements and lack of coordination between local governments and school boards. Adoption hearings for the Public School Facilities Element and the associated Inter -local Agreement were /are scheduled with the Collier County Planning Commission on August 29, 2008 and the BCC on October 14, 2008. Transportation staff has implemented the proportionate share ordinance and is pleased to report that there has not been a single application to use it. They have responded on time to requests for bill reviews. Staff has also prepared a contingency plan should any legislation surprise us in the future with a mobility fee (like proposed in legislation that failed in the 2008 Legislative Session) or relaxation of concurrency Hiles. The concurrency management system has been updated to Cartesoft and staff completed a full review of vested trips with the exception of some of the large DRI's. Page 34 of 55 Below Standards meets Standards Exceeds Standards 1 2 3 Rating _ Page 34 of 55 Item # 10A September 23, 2008 Page 74 of 112 8. Federal Lobbyist. - Cultivate interactive, interdependent relationships with our federal lobbyists and key legislative aids and Representatives and Senators in Washington, D.C. RESULTS: The County Manager's Office continues to execute a successful federal legislative program in collaboration with an exemplary federal lobbyist firm, The Ferguson Group, which is a reputable firm headquartered in Washington, D.C. with an office also in Coral Gables, Fl. We continue to nurture too our direct relationships between County Manager's staff and members of our Congressional Delegation, including Congressmen Mario Diaz -Balart and Connie Mack and Senators Bill Nelson and Mel Martinez, and their respective legislative directors, chiefs of staff, and other key staff members in Washington, D.C., as well as in Naples and in other satellite offices in Florida. In addition, the County Manager's staff serves as a conduit in scheduling, coordinating and orchestrating visits and events, forwarding communications, developing agendas and programs, planning town meetings and media conferences, arranging tours, etc. In Fiscal Year 2008, Congressman Mack held a town hall meeting and was presented a proclamation of appreciation from the BCC on March 27 in the boardroom. Congressman Diaz -Balart has visited Collier County on four separate occasions in the past year to make check presentations to the BCC for 2008 federal funding awards. Both Congressmen visited the Emergency Operations Center (EOC) with Governor Charlie Crist when he made a short visit following the landfall of Tropical Storm Fay in Collier County on August 19`h. In addition, Rep. Diaz -Balart returned for a one -on -one EOC briefing post -Fay on August 20`h. Rep. Mack was in the EOC on May 29 for a pre -2008 Hurricane Season briefing with Collier officials. Yes, Collier County has come a long way in building relationships with elected officials in Washington, D.C. Since Fiscal Year 2009 is the county's third appropriations cycle in which it is actively pursuing finding opportunities at the federal level with the services of a professional federal lobbyist firm, staff is more familiar with the process and educated about requirements. That maturity, experience and refinement of the process streamlined the development of the draft agenda. A total of 20 county projects were originally submitted for consideration to The Ferguson Group representatives for the Fiscal Year 2009 Federal Legislative Agenda. County staff and The Ferguson Group based their analysis on an identification of community needs, coupled with projects with an established momentum continuing from Fiscal Year 2008, plus an evaluation of the funding potential of each project, and an assessment based on available accounts and appropriations. Following the extensive review process, The Ferguson Group recommendation was the list below of nine projects comprising the Collier County Fiscal Year 2009 Federal Legislative Agenda, which was approved by the BCC on February 12, 2008: 1) Interstate 75 /Everglades Project Development and Environment Study 2) Lely Area Stomrwater Improvement Project 3) Interstate 75 /Collier Boulevard SR 84 Interchange 4) Technology for Emergency Services Center 5) Gordon Pass Dredging 6) Naples Bay Restoration 7) Health Care Access for the Uninsured (PLAN) Page 35 of 55 Item # 10A September 23, 2008 Page 75 of 112 8) Water Interconnects 9) Vanderbilt Lagoon That Board - approved Fiscal Year 2009 Federal Legislative Agenda was then presented in detail directly to Congressman Diaz - Balart, Sen. Nelson, and the legislative directors and staff of Congressman Connie Mack and Sen. Martinez in meetings in Washington, D.C. with the County Manager and Commissioner Frank Halas, as well as The Ferguson Group representative and Assistant to the County Manager on February 14, 2008. As of this writing, the appropriations process for 2009 has stalled, however, word has been received from Rep. Diaz - Balart's office and The Ferguson Group that there were House committee allocations for the Emergency Services Center ($350,000), Health Care Access for the Uninsured /PLAN ($150,000) and Gordon Pass Dredging ($1.24 million) thus far in the process. The Ferguson Group, County staff, and the Congressional Delegation express optimism as we all await the outcomes of the appropriations process which will continue through the end of the calendar year. Once delivered to the federal elected officials, the Fiscal Year 2009 Federal Legislative Agenda has been pursued diligently and monitored continually throughout the federal legislative process by The Ferguson Group's team of professional lobbyists. They keep in regular contact with County Manager's Office staff and publish regular reports on federal legislative affairs from Capitol Hill and Congress. The BCC and Collier community received great news about the Fiscal Year 2008 Federal Agenda projects when President Bush signed the 2008 Omnibus Appropriations Bill at the end of December 2007 and six of the nine projects were funded a total of about $3 million. Those projects include: • Big Marco Pass /Gordon Pass Dredging $1,379,568 • Healthcare access for under- and uninsured (PLAN) $ 323,911 • 1 -75 /Everglades PDE Study $ 245,000 • 1 -75 /Collier Blvd. SR 84 Interchange $ 490,000 • Technology for Emergency Services Center $ 352,500 • South Immokalee Park Community Center $ 147,000 This represented a commitment by the Congressional Delegation, the BCC, the County's lobbyist and staff to work cooperatively and diligently through the year -long appropriations process to maintain the highest level of finding for these projects. Congressman Diaz - Balart visited Collier County to present checks to Commissioners for the Emergency Services Center on April 25 where he also received a proclamation of appreciation from the BCC, the I -75 /Everglades PDE Study on May 9, PLAN on June 16, and South Immokalee Park Community Center on August 21. In addition, when Congress passed the Water Resources Development Act (WRDA), Collier County received authorization to get $5 million for water infrastructure to improve water quality of the Gordon River, and $20 million for water interconnectivity infrastructure in Collier, Lee and Charlotte counties. Funding was also authorized for Page 36 of 55 Item # 10A September 23, 2008 Page 76 of 112 studies for Collier County beaches and the Vanderbilt Lagoon. The County is pursuing those appropriations in its Fiscal Year 2009 Federal Agenda and the next WRDA bill. Overall, the County's federal legislative program is becoming finely seasoned and crafted with the relationships continually strengthened and bonds made stronger between the County Manager's Office, The Ferguson Group, the BCC and the Congressional Delegation in the best interests of the community. 9. Successful capital project management. FY08 will see another large capital construction program. Managing these projects to successful and timely completion will be a priority. A. Road Improvement Projects of Interest: RESULTS: a. Immokalee Road All three (3) projects are open to traffic from US 41 to Shady Hollow. • Immokalee Road US41 to I -75: 6 lanes are open to traffic in this 3.5 mile project. The project was completed on schedule. A separate landscaping project is currently underway. • Immokalee Road 1 -75 to CR951: 6 lanes have been open to traffic for over 6 months on this 325 mile project. The project is well ahead of schedule and on budget. The Northbrooke bridge widening was added to this project by a Change Order. The work on the bridge has been halted to address flooding concerns. Construction by the state FDOT is ongoing under I -75 (IROX project). • Immokalee Road CR951 to Shady Hollow (43rd St.): 6 lanes have been open to traffic on this 8 mile section. The project has been completed on schedule and on budget. This project has provided significant relief to congestion in the Estates. b. Rattlesnake - Hammock Road Six lanes opened to traffic and punch list items will be addressed for completion, currently scheduled for September 18, 2008. c. Vanderbilt Beach Road There has been significant progress on this project lately. Underground utilities which delayed the project, have been completed with utility ties expected to be completed by September 12, 2008. We expect completion of the entire project by December 2008. Page 37 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 9. Successful capital project management. FY08 will see another large capital construction program. Managing these projects to successful and timely completion will be a priority. A. Road Improvement Projects of Interest: RESULTS: a. Immokalee Road All three (3) projects are open to traffic from US 41 to Shady Hollow. • Immokalee Road US41 to I -75: 6 lanes are open to traffic in this 3.5 mile project. The project was completed on schedule. A separate landscaping project is currently underway. • Immokalee Road 1 -75 to CR951: 6 lanes have been open to traffic for over 6 months on this 325 mile project. The project is well ahead of schedule and on budget. The Northbrooke bridge widening was added to this project by a Change Order. The work on the bridge has been halted to address flooding concerns. Construction by the state FDOT is ongoing under I -75 (IROX project). • Immokalee Road CR951 to Shady Hollow (43rd St.): 6 lanes have been open to traffic on this 8 mile section. The project has been completed on schedule and on budget. This project has provided significant relief to congestion in the Estates. b. Rattlesnake - Hammock Road Six lanes opened to traffic and punch list items will be addressed for completion, currently scheduled for September 18, 2008. c. Vanderbilt Beach Road There has been significant progress on this project lately. Underground utilities which delayed the project, have been completed with utility ties expected to be completed by September 12, 2008. We expect completion of the entire project by December 2008. Page 37 of 55 Item # 10A September 23, 2008 Page 77 of 112 d. Collier Blvd (CR 951 North & South) • ( CR 951 North , the section between Golden Gate Boulevard and Immokalee Road) Contractor is preparing the final layer of asphalt pavement, as well as continuing to work on various punch list items. We anticipate that all 6 lanes will be open to traffic by the end of September 2009. Well ahead of schedule and on budget • (CR 951 South , US 41 to Davis Boulevard) The contractor is currently placing asphalt on various sections within this 6.5 miles. Expected completion is on time in September 2009. e. Oil Well Road multi - laning Design plans are at 100% and we are working with the developer, Ave Maria, who is obtaining the environmental permits. The project is expected to be let to construction in the Spring of 2009. f. Santa Barbara Blvd. Widening of Santa Barbara Blvd. from 4 lanes to 6 lanes is progressing ahead of scheduled and has an expected completion of August 2009. The 5.2 mile project is on budget. g. Submittal of Interchange Justification Report (IJR) for Everglades at I -75 Interchange to FHWA/FDOT. The IJR will be submitted in October 2008. A federal earmark provides some funding ($245,000) along with FDOT funding to begin the PD &E study in November, 2008. h. Pave another 10 to 15 miles of limerock roads. 100 percent complete; total of 13.39 centerline miles. B. Critical Utility Improvement Projects: RESULTS: 1) South County Water Plant and Wellfield Expansion The South County Regional Water Treatment Plant (SCRWTP) 20 -MGD Wellfield Expansion directional drills and piping have been completed and 19 wells drilled; 17 vaults are also complete. The project is continuing as planned. Phase 1, consisting of 11 wells, has been made available to the SCRWTP for use. Phase 2 is currently scheduled for final completion by November 8, 2008. The design of the North East County Regional Water Treatment Plant and Wastewater Reclamation Project is continuing as planned. The design is at 99 percent complete with a completion date of September 2008. Page 38 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating B. Critical Utility Improvement Projects: RESULTS: 1) South County Water Plant and Wellfield Expansion The South County Regional Water Treatment Plant (SCRWTP) 20 -MGD Wellfield Expansion directional drills and piping have been completed and 19 wells drilled; 17 vaults are also complete. The project is continuing as planned. Phase 1, consisting of 11 wells, has been made available to the SCRWTP for use. Phase 2 is currently scheduled for final completion by November 8, 2008. The design of the North East County Regional Water Treatment Plant and Wastewater Reclamation Project is continuing as planned. The design is at 99 percent complete with a completion date of September 2008. Page 38 of 55 Item # 10A September 23, 2008 Page 78 of 112 2) North County Sewer Plant Alignment The North County Water Reclamation Facility (NCWRF) facility improvements, including sodium hypochlorite storage and delivery for the 24.1 MGD capacity expansion and the plant in -flow routing master pumping station, are complete. Improvements to the reuse pump station, the deep injection well pumping station, and the irrigation quality pond liners are still under way. 3) Wellfield Reliability and Expansion Program The Utilities Engineering Department obtained six easement approvals from the BCC, which completes the acquisition for the Weber well string. Wells 34 and 37 associated new piping construction is proceeding smoothly. A total of 17 well site easements are committed and deeded. An additional 33 well site easements are committed by ordinances, but not deeded. There were 49 well site easements requested during pre - application meetings; however, no applications have been submitted by the developers. 4) Reclaimed Water ASR The Livingston Road Irrigation Quality (IQ) Water Aquifer Storage and Recovery (ASR) Well, pipelines, and appurtenances are complete. The next phase of this project is to achieve successful operation. Staff will monitor other ongoing Florida ASR projects and will use that information to trigger further actions related to this project. FDEP standards have been tightened, especially with residual arsenic levels, making the project timeline extend into the future. 5) NE Regional Water Treatment and Water Reclamation Facilities Northeast Facilities hibernation and Reactivation Plan: Recently, growth and population projections for Collier County have been substantially revised effectively delaying the need for new water and wastewater treatment facilities in the northeast area of the County. For this reason, the principle northeast program development items that were initiated to provide a continuous process for the design, construction and commissioning of the program will be suspended upon completion of several critical milestones. All other activities not deemed critical by the County will be suspended or placed in controlled "hibernation" until such time that reactivation of the program is required based upon County direction and specific decision criteria. A Hibernation and Reactivation Plan is being developed to document the suspension point in the development process and the activities required to restart the development process of these facilities. 6) Reclaim Cells 1 &2 at the Landfill The successful reclamation of Landfill Cells I and 2 (90 percent complete) is one year and four months ahead of schedule with project savings of more than $700,000. 7) Marco Island Recycling Center Improvements The Solid Waste Department completed the Marco Island Recycling Center tinder budget and on schedule; the facility is up and running in full capacity. The Department also implemented a new scalehouse software Page 39 of 55 Item # 10A September 23, 2008 Page 79 of 112 system that improved efficiencies and accountability. The new software system provides for unattended scales which reduce waiting time by 70 percent, improving safety and customer service. 8) Pursue a landfill gas to energy program The landfill Gas -to- Energy Project is in the final phase of negotiations with Waste Management Inc. of Florida. Florida Power and Light, Inc., have provided an acceptable feasibility study for an inter - connect to their power grid. Board review and approval is planned for October 2008. C. Public Safety Projects: RESULTS: 1) New Emergency Services Center This project is on schedule and on budget with construction to be completed in January 2009 to be followed by a four -month commissioning process, which will include the coordination of voice, data, furniture, electronics and other commissioning issues. This is an extremely complicated commissioning process due to the breadth and complexity of equipment needed by the various user departments. The building will be ready to be occupied in the spring of 2009, which is in time for Hurricane Season 2009. 2) Sheriff Special Operations Center This project was delayed about eight weeks due to material delivery issues. There were no budget overruns. The building was occupied in June and project closeout is under way. There are a few outstanding punch list items being addressed. 3) Estates ( Orangetree) Sheriffs Substation (Currently on hold) This project remains on hold as there is currently a lack of fire suppression water. It will continue on hold until Public Utilities assumes control of the Orangetree Water Utility because until that time the County cannot get adequate water pressure to the building for the fire alarm and sprinkler system. Without it, we cannot get a permit to build the building. In the interim, the Sheriff and School district have worked out a temporary alternative site solution. 4) Initiate identified repairs to bridges with structural condition rating of <50. Based on FDOT inspection, an immediate repair was made to bridge 030137 on CR 846 to repair pilings. Designs for repair of three other bridges with a sufficiency rating of less than 50 are under way and repairs are scheduled to be completed by the end of the year. The White Boulevard Bridge over the Golden Gate Main Canal (03402 1) is being addressed for replacement. Page 40 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating C. Public Safety Projects: RESULTS: 1) New Emergency Services Center This project is on schedule and on budget with construction to be completed in January 2009 to be followed by a four -month commissioning process, which will include the coordination of voice, data, furniture, electronics and other commissioning issues. This is an extremely complicated commissioning process due to the breadth and complexity of equipment needed by the various user departments. The building will be ready to be occupied in the spring of 2009, which is in time for Hurricane Season 2009. 2) Sheriff Special Operations Center This project was delayed about eight weeks due to material delivery issues. There were no budget overruns. The building was occupied in June and project closeout is under way. There are a few outstanding punch list items being addressed. 3) Estates ( Orangetree) Sheriffs Substation (Currently on hold) This project remains on hold as there is currently a lack of fire suppression water. It will continue on hold until Public Utilities assumes control of the Orangetree Water Utility because until that time the County cannot get adequate water pressure to the building for the fire alarm and sprinkler system. Without it, we cannot get a permit to build the building. In the interim, the Sheriff and School district have worked out a temporary alternative site solution. 4) Initiate identified repairs to bridges with structural condition rating of <50. Based on FDOT inspection, an immediate repair was made to bridge 030137 on CR 846 to repair pilings. Designs for repair of three other bridges with a sufficiency rating of less than 50 are under way and repairs are scheduled to be completed by the end of the year. The White Boulevard Bridge over the Golden Gate Main Canal (03402 1) is being addressed for replacement. Page 40 of 55 Item # 10A September 23, 2008 Page 80 of 112 5) Initiate future EMS station construction plans based on final BCC decisions on 2007 AUIR. This effort is on course with adjustments as recommended by the master plan and comments from the Productivity Committee. In light of current budget concerns, modular facilities are being considered in concert with the resources provided by the ALS Engine program and the adoption of the 8 minute urban /12 minute rural travel response times. Two of the four stations approved in the 2006 AUIR have been placed on hold indefinitely. A pre - application meeting for Station 73 at Vanderbilt and Logan was held and an analysis to determine the cost /feasibility of a temporary modular facility versus construction of a permanent facility is currently under way. Initial design has been completed and the SDP submitted for Station 45, a joint facility with Public Utilities at the North Wastewater (NCWRF) site at Goodlette and Immokalee Road. Budget constraints have been the predominant factor in several EMS projects that are presently on hold. Rating Below Standards Meets Standards Exceeds Standards 1 2 3 D. Other Significant County Projects: RESULTS: 1) Collier Blvd. Boat Park Environmental permitting with the FDEP was being held up by Rookery Bay's concerns about no trailer parking on the west side of the 951 boat ramp. This permit was received last week. The submerged land lease is being worked with the State. The U.S. Army Corps of Engineers ( USACE) permit has also been received. Bid Package is currently being prepared. Construction should begin this fall. 2) Goodland Boat Ramp Goodland is in the final permitting phases with the FDEP. All local issues have been resoh -ed and the submerged land leases and the conservation easement are outstanding and being worked in Tallahassee. Staff has submitted plans to CDES for its site development plan (SDP) and are awaiting the first round of comments. The USACE permit will be applied for after the FDEP permit is issued. The bid package is being prepared and we expect to start construction by the end of the year. 3) Courthouse Annex The Annex is on time and on budget. Construction will be complete by March 2009 and commissioning is expected to take two to three months. 4) Multi -year Arterial Landscape program Five (5) miles of roadways and streets were landscaped in Fiscal Year 2008 to date. Moreover, 100 percent of the projects came in within 10 percent of budget and 20 percent of schedule. Page 41 of 55 Item # 10A September 23, 2008 Page 81 of 112 5) FPL and Collier Blvd. Greenway Projects The design of the FPL Greenway is 100 percent complete. Staff is in the process of acquiring easements from two adjacent properties (Moon Lake and Crown Pointe Homeowners Association) as well as from FPL. These should be acquired before the end of the year. However, the FPL Greenway is currently underfunded. Cost estimate for the work is approximately $1 million, whereas less than $500,000 is currently available. Portions of the Collier Boulevard Greenways are now under construction. The section from Immokalee Road to Golden Gate Boulevard will be completed before the end of the year. The section from US 41 to Davis Boulevard is slated for completion by September 2009. The section from Davis Boulevard to the Golden Gate Main Canal is scheduled for construction to begin in Fiscal Year 2009. 6) Golden Gate Library The Golden Gate Branch Library construction was completed and the Branch was site of an official ribbon - cutting ceremony celebrating this welcome expansion on July 12, 2008. This project was on time and on budget. 7) Marco Island Rose Hall Addition Marco Library Addition (4000 sq. ft.) Funding of Rose Hall is through private donations and fundraising being conducted by the Marco Island Friends of the Library. Donated funds total a little over $1.3 million. Using Golden Gate and South Regional Libraries $400sq /ft as the guidelines, approximately $1.6 million is needed for the project. The State did not fund Public Library Construction grants for 2008; we are resubmitting the grant for 2009. Anticipate construction starting before the end of the calendar year. Marco Island Museum (20,894 sq. ft.) This project is being built by the Marco Island Historical Society which will turn it over to the County upon completion. Currently in design, permitting and SDP stage. They are working on a grant. The Historical Society would like to start site clearing this month if possible. No time line for construction at this time. Estimated cost around $4M. The two projects will be built on adjoining property to the MI Library and because of that, design and parking considerations have been coordinated. Construction of the two facilities are on different timelines because of funding issues. 8) South Regional Library Construction of the South Regional Library is more than 70 percent complete, and it is expected to be more than 90 percent complete by October 1, the beginning of Fiscal Year 2009. To date, the project is on time and on budget. 9) Gordon River Water Quality Park (Freedom Park) The project is currently under construction and will continue for the remainder of 2008. The Stormwater Department is building Freedom Park, a 50 -acre site with walkways, lakes, a small building. Construction is expected to be completed by June 2009. Parks and Recreation will manage the park after completion. The Freedom Memorial construction Page 42 of 55 Item # 10A September 23, 2008 Page 82 of 112 has not started and its timing is dependent on adequate donations to fund the project. Estimated cost is approximately $1.9 million. Currently being evaluated by a contractor for feasibility of phasing the project (foundation, then flag). 10) Sheriff and County Fleet Maintenance Facility The Fleet facilities are on time and on budget. Phase I — BCC Fleet was completed in January 2008; Phase II — Sheriff Facility was scheduled for completion in July but is presently on track for May 2009. The fuel island and turn lanes will begin in September and will be complete before the Sheriffs main buildings are ready for occupancy. 11) Manatee Community Park A contract with C3TS to develop a design criteria package to be used to solicit a design- construct proposal to build Manatee Park has been issued and is expected to be completed in another five months. At that time, options with pricing will be brought back to the BCC for direction. 12) Lely Area Stormwater Improvement Project (LASIP) LASIP, Phase 2 is currently under construction and will continue for the remainder of the year. The LASIP project in its entirety is scheduled to be complete in 2014, one year before the Corps of Engineers' permit expires in 2015. 13) Continued progress on the design and ROW acquisitions for the Vanderbilt Beach Road Extension Staff reported 16 closed "full takes," which includes vacant land and houses. 14) Move CAT into Morande site with transfer activities Collier Area Transit (CAT) moved into its new facility on February 7, 2008. The conditional use process for transfer activities is scheduled to commence in January 2009. At this juncture, the CAT Facility at the Morande site is completely operational. Transportation Disadvantaged bus maintenance will be moved to Radio Road once an expanded automotive technician position is added in October 2008. 15) East Naples Community Park Soccer Field Plans were submitted to the USACE and the South Florida Water Management District (SFWMD) at the end of July. Grady Minor is the engineer and they arc waiting for input and comments from both agencies. Engineers are also revising the construction drawings. Sport lights are currently on order and awaiting shipment once construction of the project is in progress. Consultants submitted for second review by the USACE and the SFWMD. The consultant has finalized contract documents and it is being bid out by the Purchasing Department. In addition, the Collier County Government Center water irrigation project was completed in April and the Jail stucco project is on track for completion in September. Page 43 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating Page 43 of 55 Item # 10A September 23, 2008 Page 83 of 112 10. Overall Operational Improvements: A. Implement Next Stage of Contract Administration Plan Initiatives. RESULTS: 1) Complete, track and assess implementation of 34 Action Items from Productivity Committee and Board Workshop designed to reduce change orders in construction contracts. Transportation has so far completed and implemented all 34 action items. All recommendations have been incorporated into ongoing processes with the recently let Santa Barbara Extension project from Davis Blvd. to Rattlesnake Hammock Rd. incorporating all the recommendations. 2) Investigate, develop and implement changes pursuant to Transportation - related construction contract issues a) Authorizing language re: relocating private utilities in construction path Language has been implemented for contracts pertaining to wells, pipeline and lift stations clarifying the need for design professionals to specify the appropriate methods for locating existing buried utilities. Language is awaiting approval from operating departments. b) Use of performance data to suspend poorly performing vendors Staff is investigating the potential for applying performance data to suspend poor performing vendors /contractors. We have not made a final determination on this. c) Debarring subcontractors A final determination has not been made on this. An annual contract has been established for underground investigations with specialty consultants. We employ Subsurface Underground Evaluation (SUE) for all of our projects. Conflicts with underground utilities are less of a problem for the county. Staff is assessing penalties for contractors who damage utility lines and has developed specifications that impose financial penalties for this purpose. d) Amend standard contract language regarding `As Built' drawings Staff amended standard transportation construction contracts to include "as- built" drawings as part of standard deliverables. The standards to be followed have been developed. They will be included in future contracts like Oil Well Road and Santa Barbara Extension. 3) Continue strategic use of value engineering reviews for larger construction contracts. Staff implemented a Value Engineering (VE) program for major construction projects and conducted user orientation sessions for new VE agreements in November 2007. We are utilizing a VE firm for late process review of Gordon River Water Quality Park, resulting in cost savings of $437,000. One other project is pending; A VE team has been assembled and will soon be reviewing the Oil Well Road project. Page 44 of 55 Item # 10A September 23, 2008 Page 84 of 112 4) Develop /deliver user training courses Staff has conducted 43 training sessions with 288 employees this year. 5) Complete internal staff training and development Formal internal training sessions started in August and were completed in January. A total of ten sessions were conducted within the purchasing department. 6) Pursue efforts through legislative delegation and FAC to amend Consultants Competitive Negotiation Act (CCNA) to enhance competition. The County Purchasing Director has received endorsements of the CCNA proposed legislation amendment from the National Institute of Governmental Purchasing (NIGP), the Florida Association of Public Purchasing Officers (FAPPO), the Florida Governmental Finance Officers Association (FGFOA), and FAC but was unable to obtain a legislative sponsor during the 2008 Legislative Session. We continue to seek sponsors in the Senate and House, and public sector support, in anticipation of the 2009 Legislative Session. In addition, County Manager's Office staff has already discussed the CCNA issue with the FAC Legislative Director John Wayne Smith at the June FAC Conference in Miami per direction of the Board at the joint BCC and Collier County Legislative Delegation Post 2008 Legislative Session Workshop held June 11. Also, County Manager's staff and Purchasing Director met in the County Manager's Office (CMO) with Mr. Smith on July 22 "d when he was here for a presentation to Sen. Saunders and he discussed with staff CCNA strategy. Since then, County Manager staff and the Purchasing Director have introduced the CCNA issue on a FAC conference call including staff from many counties and subsequently forwarded documents with more information about the issue. The CCNA issue was included in FAC's 2008 Legislative Program and I expect it will be in the 2009 platform as well. 7) Continue implementation of the Skire project management system, monitor its effectiveness and evaluate potential for integration with upgraded SAP financial system applications. The Skire /Unifier Project Management system was replaced with the SAP RPM system following BCC approval on February 12, 2008. The SAP RPM application is still in development with an anticipated `Go Live" date of October 2008. The new project management system will interface more efficiently with the SAP financial system application. Page 45 of 55 Below Standards Mee[s Standards Exceeds Standards 1 2 3 Rating Page 45 of 55 Item # 10A September 23, 2008 Page 85 of 112 B. Refine the implementation of the Operations Management Tracking System (Ops Track) that measures efficiency, productivity and effectiveness. RESULTS: The County Manager's Office continues to use the Operations Management Tracking System (OPS Track) as a valuable resource to identify and make the top management team aware of potential issues of concern that need to be addressed before they escalate and become problems. Continuing to mature, OPS Track allows the administration to be proactive rather than reactive. Through enhancements and improvements made by the STEP -UP Team which is responsible for providing quarterly data and status updates on the department directors' #1 Action Item, OPS Track continues to mature with each quarterly session, allowing the administration to make more efficient and effective business decisions on behalf of Collier County. The number of actual performance measures being reported is continuously decreasing, which is a positive enhancement. The STEP -UP Team, in coordination with the IT Executive Committee continues to evaluate various vendors of electronic performance measurement reporting systems, with a recommendation to the BCC due in early Fiscal Year 2009. To help determine standards to grade ourselves against, the County Manager's staff continues to play a leading and active role in the Florida Benchmarking Consortium (FBC) and serves on the FBC Steering Committee, as well as the Steering Committee liaison for both road repair and stormwater drainage maintenance service categories, and serves as chair of the Strategic Planning Subcommittee. During Fiscal Year 2008 staff was appointed to the FBC Executive Committee. Staff has also mentored other BCC staff and Collier County citizens in FBC participation, continues to coordinate annual data collection, and assists in identifying best practices and providing analysis for publication of the FBC annual data report. C. Improve emergency preparedness planning & response capabilities. RESULTS: 1) Refine and exercise the County Pandemic Emergency Plan This planning effort is ongoing. A number of activities are worthy of reporting: • Telecommuting programs have been developed by Administrative Services. • Information Technology (IT) networks continue to be strengthened. • Outreach information resources have been developed by a number of agencies like Public Health. • GIS resources are in place for outbreak mapping. Page 46 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating C. Improve emergency preparedness planning & response capabilities. RESULTS: 1) Refine and exercise the County Pandemic Emergency Plan This planning effort is ongoing. A number of activities are worthy of reporting: • Telecommuting programs have been developed by Administrative Services. • Information Technology (IT) networks continue to be strengthened. • Outreach information resources have been developed by a number of agencies like Public Health. • GIS resources are in place for outbreak mapping. Page 46 of 55 Item # 10A September 23, 2008 Page 86 of 112 • Hospitals have worked with the county to address surge capacity, mass casualty, security and communications. • The region has conducted a number of tabletop exercises to review resource deployment for state or federal agencies. • The County has invested in respiratory mask and hand sanitizing to minimize contamination. • The Health Department has plans and contacts to utilize neighborhood associations for outreach, pharmaceutical distribution and public health surveillance. 2) Continue to refine the `Pet Friendly' shelter initiative. • Domestic Animal Services (DAS) remains prepared to execute the Pet Friendly Shelter if necessary. Disaster Animal Response Team (DART) meetings are held monthly. DAS hosted DART training in July, thereby securing more volunteers qualified to work at the Pet Friendly Shelter if needed. • Efforts this year are ongoing with additional announcements on Collier TV and web registration. • A telephonic notification system has been established to call pre- registered pet owners for people and pet census estimates for shelter efficiency. • A FEMA grant was received to provide additional wind retro -fit to the pet friendly effort at the North Regional Park maintenance facility to minimize the impact of wind -blown rain to the interior bays. Construction of this improvement is scheduled to start within the next 90 days. • A rental generator test occurred in August for the general population shelter adjacent to the pet shelter area to assess standby power capabilities and limitations. • A prc- identified resource request for mutual aid for domestic animal operations is being planned to help address the current staffing shortfalls anticipated during times of disaster. 3) Seek and present financing opportunities for a replacement or supplemental Med Flight helicopter. Staff is reviewing a recent evaluation of the economic life of our current aircraft toward replacement. • Staff is still looking at alternative funding solutions with consideration being given to having the concessionaire activities from the possible sale of Alligator Alley and red light camera revenues as being a funding source for some of the financial burden for Med Flight replacement or supplemental aircraft. • Staff was conducting an in -house major maintenance evaluation during late June and July. Reports from the Director of Maintenance will be discussed following this service regarding life - expectancy of the critical components of the aircraft. 4) 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. • Emergency Management has begun Phase 1 of the assessment process for EMAP accreditation by utilization of an online tool. Phase I began in July Page 47 of 55 Item # 10A September 23, 2008 Page 87 of 112 of 2008. Furthermore, two members of the department will take the EMAP Assessors training in September 2008. • This is expected to take approximately 120 man hours to complete. This initial scoring will indicate the time left to meet the deficiencies from which new milestones will be set. 5) Continue our efforts to build a disaster resistant community by means of disaster drills, exercises, and joint planning with community partners. This has been one of the Emergency Management's cornerstone efforts. The Bureau has built strong alliances with the community in the following areas: Citizen Corp organization, Citizen Emergency Response Teams, strategic emergency exercise working group, Amateur Radio Emergency Communication groups, regional coordination efforts with governmental organizations and regional non -profit groups. With many of the organizations, we have established a memorandum of agreement in cases where they do not have national disaster agreements with states or the federal government. The list includes agencies such as: Catholic Charities Emmanuel Lutheran Church First Church of the Christ Scientist Florida Alert Response Team Habitat for Humanity Collier County Hunger and Homeless Coalition Immokalee Friendship House Mayflower Congregational Church Moorings Presbyterian Church Naples Civil Air Patrol Naples United Church of Christ Salvation Army Sheppard of the Glades Lutheran Church United Way of Collier County Veterans of Foreign Wars Post 7721 Marco Island YMCA Guadalupe Center Guadalupe Social Services 1 HOPE Harry Chapin Food Bank First United Methodist Church Lake Trafford Independent Baptist Church Farmworkers Village Goodwill Industries The Public Utilities Division continues to refine their emergency planning, through lessons learned, and through multi - discipline exercises, including representatives from Transportation, IT, Emergency Management, FP &L, and their emergency response and recovery contractors. The division is fully prepared for the 2008 Hurricane Season and proactively works to ensure that the appropriate resources and plans are in place well in advance of any event to maximize timely and responsive action. The Solid Page 48 of 55 6) 7) Item # 10A September 23, 2008 Page 88 of 112 Waste Department continues to prepare for the 2008 Hurricane Season by working to ensure resources and plans are in place to successfully manage a debris removal mission in the aftermath of a severe storm event. A web site is online and ready to provide the public with updates on debris removal activities. Real Estate Services and the Solid Waste staff have worked to establish 11 debris staging sites, equating to more than 206 acres, which is a substantial increase over last year's inventory. Tropical Storm Fay which passed through Collier County on August 19, 2008, has already put those plans for 2008 into execution. 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. Since the inception of this objective, the Alligator Alley transfer to a concessionaire by the State of Florida has come to the forefront of local political concerns. While the department does not take a stand on the pro's or con's of the Alley going to a concessionaire, the department has gone on record on two occasions requesting significant funding from the concessionaire to fully fund the fire, rescue and Med Flight burden of services to the area. Action is pending by the Governor and FDOT. Develop a formalized crisis communication plan for the County Manager's Agency. Communication and Customer Relations will proceed with development of a crisis communication plan during the fourth quarter of Fiscal Year 2008. This tasking is shared with the Emergency Management office, which has developed a standard operating procedure for public information and coordination during Emergency Operations Center activation. This planning and training effort will be substantially overhauled when occupancy occurs at the new Emergency Services Center. Accomplishments in the area of communication include the following: • Network Fax capability for rapid dissemination of fax documents pertaining to news releases and emergency public information advisories. • Pre- designated email list for emergency public information. • Satellite communication linkages for voice communications to the on -air radio host at WGCU FM, our primary Emergency Alert System broadcaster. • Cable audio interrupt capability to notify cable viewers on limited channels of local emergency information. • Ability to activate NOAA Weather Alert radios via the National Weather Service in Miami for a Civil Emergency Message. Page 49 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 R ating _ �_ Page 49 of 55 Item # 10A September 23, 2008 Page 89 of 112 D. Continue to implement the beach and boat access initiatives to include land purchases, retention of consultants for design, permitting and construction; and finalize any inter -local agreements for public access. Analyze the feasibility of the Vanderbilt Pier and the acquisition of the Pulling property. RESULTS: Coastal Zone Management (CZM) has entered into professional services contracts with five consultants that will allow us to design, permit and construct beach and water facilities. We are actively working with FDEP and Delnor Wiggins Sate Park to expand parking and carrying capacity. CZM is updating it master plan for beach park facilities and beach access. Additionally an aggressive water/boat access plan has been developed with planned developments being engineered /permitted at Caxambas Pass, 951 boat ramp, Bayview boat ramp, Goodland Boat Park and Golden Gate boat ramp. The BCC has voted to not proceed with the Vanderbilt Pier and has directed staff to seek community input into revitalizing the current restroom facilities at Vanderbilt Beach. A community meeting will be held in the fall to solicit input. The Deputy County Manager and Public Services Administrator have met with Mr. Pulling and discussions continue. The County is awaiting successful resolution between the City of Naples and the Pulling family before entering into an agreement to develop the property. E. Address the Irrigation Quality Water Master Plan and Policy. Develop and implement a policy to meet the growing demands for customer irrigation water needs. RESULTS: Staff reviewed with the County Manager an IQ Water Policy; the BCC approved the policy in October 2007. Staff is now developing the IQ Master Plan and fee study for BCC approval and implementation in early FY 2009. In addition, 80 percent of the county landscape medians are on reclaimed water. Below Standards Meets Standards Exceeds Standards 1 2 3 Rating E. Address the Irrigation Quality Water Master Plan and Policy. Develop and implement a policy to meet the growing demands for customer irrigation water needs. RESULTS: Staff reviewed with the County Manager an IQ Water Policy; the BCC approved the policy in October 2007. Staff is now developing the IQ Master Plan and fee study for BCC approval and implementation in early FY 2009. In addition, 80 percent of the county landscape medians are on reclaimed water. Page 50 of 55 Below Standands Meets Standards Exceeds Standards 1 2 3 Rating Page 50 of 55 Item # 10A September 23, 2008 Page 90 of 112 F. Initiate Watershed Management Plan (WMP) studies and associated Long Range Stormwater Management Plans. RESULTS: The Watershed Management Plan Prioritization Schedule had to be completed by January 2008 to keep the project on track. • Introductory meeting with EAC to present schedule for prioritization occurred on September 5`h • Technical stakeholders meeting to discuss prioritization schedule happened on September 27`h • EAC presentation and discussion on prioritization occurred on October 3`d • EAC recommendation on prioritization took place on November 7`h • BCC recommendation on prioritization occurred on November 27`h The Watershed Management Plan met all the dates set out in the above schedule. Staff has been working with the management consultant to bring the scope of the study to a manageable level. Staff has also been working with the Southwest Florida Feasibilty Study to ensure that the WMPs will be properly coordinated with this effort. Staff also obtained LiDAR funding and partnerships that reduced the cost almost 75 percent. A complete study scope is expected soon followed by a RFP release in September 2008. Stormwater is beginning a phased approach to update the Stormwater Master Plan. Phase 1: Collecting new data on existing inventory; Phase 2: Begin Hydrology and Hydraulic modeling using new data; Phase 3: Identify deficient sections of Secondary system; Phase 4: Adjust long -term Capital Improvement Projects (C1P)program based on deficiencies identified. Phase 1 has commenced. G. Revise the current Stormwater Funding Policy. The change in policy is predicated by the 2007 tax reform legislation. RESULTS: The BCC approved the new Stormwater funding policy on March 26, 2008, Agenda Item 10I and Resolution 2008 -80 was approved. This Resolution amended and clarified the funding process, but kept the .15 mil funding in the General Fund. The dollar amount of funding will vary based on taxable values. Below Standards Meets Standards Exceeds Standards 1 2 3 [Rating _ G. Revise the current Stormwater Funding Policy. The change in policy is predicated by the 2007 tax reform legislation. RESULTS: The BCC approved the new Stormwater funding policy on March 26, 2008, Agenda Item 10I and Resolution 2008 -80 was approved. This Resolution amended and clarified the funding process, but kept the .15 mil funding in the General Fund. The dollar amount of funding will vary based on taxable values. Page 51 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Ratin _ Page 51 of 55 Item # 10A September 23, 2008 Page 91 of 112 H. Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County assets. RESULTS: 1) Expand existing Asset Management efforts in Traffic Operations and initiate efforts in Road and Bridge, as well as Stormwater. The Asset Management System is 100 percent implemented in Traffic Operations. Phase II of the Traffic Ops project (remote connection from the field) is operational and being implemented. Road Maintenance is currently testing the Asset Management System and is expected to be in production by end of FY 2008. Asset collection for 1,036 centerline miles of roadway assets is 65 percent complete, final completion /delivery date is August 2008. 2) Continue effort in Public Utilities. The Asset Management project is presently in the "Team Challenge" portion of Phase I implementation. Due to immediate budget concerns, the schedule and focus of this phase were recently modified, but progress is being made to meet this new schedule. This phase will enable the division to develop a set of asset attributes to record and track by analyzing one typical master pump station. The lessons acquired from this effort will be extended to all assets in the system. 1. Implement Audit Corrections. RESULTS: The County Manager has initiated a major compliance program in the Manager's Agency known as "XCEL" or Expect Compliance at Every Level. This program is structured so ownership is at the operating level but controlled by periodic reporting and review at the County Manager's level. XCEL targets financial activities, regulatory compliance (federal, state and local ordinances /policy), and customer service. 1) Minimize audit findings in the Housing and Human Services Department by external auditor. Housing and Human Services (HHS) reduced the audit findings by 50 percent in 2008 by: • Updated and implemented Environmental Review procedures to do at the appropriate time and document correctly • Updated and implemented Community Housing Development Organization (CHDO) certification and re- certification, and checks and balances for final approval Page 52 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating 1. Implement Audit Corrections. RESULTS: The County Manager has initiated a major compliance program in the Manager's Agency known as "XCEL" or Expect Compliance at Every Level. This program is structured so ownership is at the operating level but controlled by periodic reporting and review at the County Manager's level. XCEL targets financial activities, regulatory compliance (federal, state and local ordinances /policy), and customer service. 1) Minimize audit findings in the Housing and Human Services Department by external auditor. Housing and Human Services (HHS) reduced the audit findings by 50 percent in 2008 by: • Updated and implemented Environmental Review procedures to do at the appropriate time and document correctly • Updated and implemented Community Housing Development Organization (CHDO) certification and re- certification, and checks and balances for final approval Page 52 of 55 Item # 10A September 23, 2008 Page 92 of 112 • Implemented a project checklist for Uniform Relocation Act (URA) requirements to be met • Updated policy regarding repayment of "match" money • Developed policy and procedures to ensure that program income is expended before new funds • Developed and implemented quarterly reconciliation of SHIP expenditures to the General Ledger • Continued utilizing the timesheet/calendar documentation • Provided training for staff members on work flow processes 2) Implement actions in accordance with Audit Response regarding grant reporting and compliance • Created work flow processes for all housing related grant programs • Participated in ongoing meetings, workshops and analysis with the Center for Business Process Excellence (CBPE) team 3) Enhance internal controls to effectively monitor the affordable housing impact fee deferrals HHS has put in place effective internal controls to effectively monitor the affordable housing impact fee deferral program. This is accomplished through detailed documentation, information sharing, financial tracking and regular updates to the BCC. Documentation —All applicants must submit a plethora of information, including but not limited to, proof of legal residency, federal income tax returns, bank statements and contract to purchase. Information Sharing — To better monitor the deferrals approved by the BCC, the tracking spreadsheet is stored on a public drive accessible to the impact fee deferral department at CDES. In addition to this sharing of information, HHS has a good working relationship with the impact fee department and is in regular communication with the staff regarding the program. Tracking of Data — HHS maintains a tracking spreadsheet. This report tracks all requests for deferrals, the amount of the requested deferral, various demographic information as well as information related to the proposed construction. Updates to the BCC — HHS has created an executive summary and report that is presented to the BCC at each meeting where impact fee deferrals are requested. The executive summary provides year -to -date information on the deferral program. In addition, HHS provides as exhibits a summary by impact fee trust fund of the deferral as it appears on that day's agenda, as well as year -to -date listing of impact fee deferrals approved by the BCC. HHS believes these regular updates to the BCC. and the many hands that must approve these updates prior to appearing before the BCC. provide an outstanding internal control. Process management— HHS has been working with Kim Grant and her CBPE team to solidify and improve our process management for the Impact Fee Page 53 of 55 Item # 10A September 23, 2008 Page 93 of 112 Deferral program. A flow chart has been created and the possibility of "automated" approvals and using technology to improve efficiencies is being investigated. Concludine Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. Ilead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. The staff has been encouraged by the Board's desire to make good decisions on behalf of the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that 1 was able to "exceed your expectations" as the County Manager. Commissioner's Comments: Page 54 of 55 Below Standards Meets Standards Exceeds Standards 1 2 3 Rating Concludine Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. Ilead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. The staff has been encouraged by the Board's desire to make good decisions on behalf of the entire community and the willingness of all members to spend time learning the details of important issues to be better equipped to make decisions. While there are always things in retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that 1 was able to "exceed your expectations" as the County Manager. Commissioner's Comments: Page 54 of 55 Commissioners Sunestions for Improvement: Prepared by: Jim Mudd Page 55 of 55 Item # 10A September 23, 2008 Page 94 of 112 Item # 10A September 23, Page 95 of 112 Tab 1 • • ►.J Item # 10A September 23, 2008 Page 96 of 112 FY 2008 Jim Mudd's Speaking Engagements Date Event October 5, 2007 Collier Boulevard Groundbreaking 9:00 a.m. October 10, 2007 First Wednesday Group Noon Moorings Park October 18, 2007 Leadership Collier - Growth/Regionalism Day 4:00 p.m. Club Mediterra November 1, 2007 Reserve Officers Association 11:30 a.m. Collier Athletic Club November 14, 2007 PROBUS — Professional Retirees 11:00 a.m. Vineyards Country Club November 15, 2007 Cartegraph Florida Users Conference (Opening Comments) 10:00 a.m. Risk Management Training Room November 28, 2007 Leadership Marco Class 9:00 a.m. Marco Island City Hall December 6, 2007 Harvard Alumni Club of Naples 12:45 p.m. Collier Athletic Club January 16, 2008 Wake Up Naples — Chamber event 7:30 a.m. Hilton January 16, 2008 Panel Discussion — To discuss property tax amendment 7:00 p.m. Pelican Marsh January 17, 2008 Collier County League of Women Voters 10:30 a.m. Collier Athletic Club January 17, 2008 Property Tax Legislation Forum 6:00 p.m. Hilton January 23, 2008 Panel Discussion to discuss Property Tax Legislation 6:30 p.m. Pelican Bay Property Owners Association January 24, 2008 Freedom Park Groundbreaking 10:00 a.m. Master of Ceremonies January 25, 2008 Pelican Bay Rotary Club to discuss property tax amendment. 7:30 a.m. Club at Pelican Bay February 5, 2008 Gulfshore Association of Condos Association 4:00 p.m. February 7, 2008 Minor League Noon Club at Pelican Bay February 12, 2008 Greater Naples Leadership. 8:30 a.m. February 20, 2008 Greater Naples Leadership 8:30 a.m. Collier Athletic Club March 7, 2008 The Presidents Council of Greater Naples Property Owners 8:30 a.m. Associations. Greater Naples Chamber of Commerce. April 25, 2008 Community Foundation Workshop — Liebig Art Center 8:30 a.m. April 25, 2008 Representative Marion Diaz Balart Visit and check presentation 11:00 a.m. at Emergency Services Center May 3, 2008 Volunteer Recognition Celebration. North Collier Regional 11:00 a.m. Park Exhibit Hail May 15, 2008 ASCE May Lunch Meeting, 10501 FGCU Student Union 12:00 Noon i _ • Item # 10A September 23, 2008 Page 97 of 112 May 21, 2008 District 2 Advisory Committee. St. John Evangelist Catholic 8:30 a.m. Church. June 10, 2008 Youth Leadership Collier Class of 2008. 8:30 a.m. Boardroom June 16, 2008 Representative Mario Diaz-Balart visit for Health Care Access 11:00 a.m. Project. 'Plan" Check Presentation June 18, 2008 Floridan Sidewalk Project Completion Ceremony 9:00 a.m. Parkside Elementary July 12, 2008 Ribbon Cutting Golden Gate Library 10:00 a.m. Master of Ceremonies July 15, 2008 Opening remarks. American Membrane Technology 9:00 a.m. Association Annual Conference. Marco Island July 24, 2008 Marco Kiwanis Club 7:30 a.m. Marco Island August 21, 2008 Congressional visit — "Immokalee Park" Check Presentation 3:00 p.m. • i Item # 10A September 23, 2008 Page 98 of 112 FY 2008 Jim Mudd's N and Radio Appearances /Newspaper Articles and Public Interaction October, 2007 North Naples Journal/Pelican Bay Journal — Collier County Library October 2, 2007 Logan Boulevard Ribbon Cutting 9:00 a.m. October 10, 2007 County and School Planners Regarding Interlocal 5:05 p.m. Agreement October 11, 2008 School District/County Chair /County Manager Meeting 2:00 p.m. November, 2007 North Naples Joumal /Pelican Bay Journal — Collier County Accomplishments in 2007 November, 2007 E- Newsletter — Emergency Services Center Update November 21, 2007 Celebrity Server Noon Farm City Barbe ue — Ave Maria December, 2007 North Naples Journal /Pelican Bay Journal — Collier un Accomplishments in 2007 Cont. January, 2rth Naples Journal /Pelican Bay Journal — Goals for 8 January, 2ewsletter q2008Legion — Federal Funding for Collier Projects January 12 of Honor 3:00 .m. ier Count Museum January 23, 2008 Jeff Lytle On-on -One 9:00 a.m. January 27, 2008 The Holocaust Museum — International —Remembrance 4:00 p.m. Ceremonv and World War II Box Car Dedication January 30, 2008 SW Florida Legislative Consortium 9:00 a.m. Fort Myers, FL February, 2008 North Naples Journal & Pelican Bay Journal — Federal Fundin Awards for County Projects February 6, 2008 Productivity Committee Meeting 2:45 p.m. "2009 Budget and Items of Interest February 13, 14, 2008 Washington DC 2008 Federal A enda Presentation February 24, 2008 Naples Patriotic Moment - Sugden Theater Courtyard, 5:30 p.m. March, 2008 North Naples Journal /Pelican Bay Journal — Public Services Happenings March 13, 2008 Grand Opening County Barn Facilities 11:30 a.m. April, 2008 North Naples Joumal /Pelican Bay Journal — Floodplain Mnna ement Plan 0 F-] L Item # 10A September 23, 2008 Page 99 of 112 April, 2008 E- Newsletter— Budget Update April 3, 2008 Phone Interview. Bob Harden Morning Addition WGUF 8:30 a.m. Naples FM Talk, 98. April 16, 2008 Panel discussion w/ CCSO and Police Foundation of 6:00 P.M. Washington, D.C. Impacts of immigration on our community. Hilton Hotel May, 2008 North Naples Journal/Pelican Bay Journal — Collier County Library May 9, 2008 Representative Mario Diaz -Balart visit and check 1:00 P.M. presentation for Everglades Boulevard 1 -75 May 29, 1008 Congressman Mack for EOC Brief 1:00 P.M. June, 2008 North Naples Journal/Pelican Bay Journal — Water Restrictions June 27, 2008 City of Naples /County Meeting 10:00 a.m. June 30, 2008 Phone interview with Bob Harden WGUF 7:17 a.m. June 30, 2008 School District/County Chair /County Manager Meeting 11:00 a.m. July, 2008 North Naples Journal/Pelican Bay Journal — Hurricane Preparedness July, 2008 E- Newsletter - Freedom Memorial Update July 2, 2008 Meeting with FDEP in Tallahassee, FL All day July 11, 2008 Naples Airport Authority Paragon Airlines Interest 2:30 p.m. August, 2008 North Naples Joumal /Pelican Bay Journal — Freedom Memorial August 13, 2008 Jeff Lytle One on One 9:00 a.m. September, 2008 North Naples Joumal /Pelican Bay Journal- Tourism 2 Item # 10A September 23, 2008 Page 100 of 112 Tab 2 FY -2008 - Jim Mudd's Employee Messages and Functions u • Item # 10A September 23, 2008 Page 101 of 112 September 27, 2008 Video Taping an introduction to the Defensive Driving Video. 2:00 p.m. October, 2007 Employee Newsletter — Budget Cuts October 19, 2007 Annual Department Directors /Division Administrators Meeting 9:00 a.m. — Noon October 25, 2007 Service Awards Breakfast 9:00 a.m. November 8, 2007 New Employee Orientation 8:30 a.m. December, 2007 Employee Newsletter — Action Plan January 31, 2008 Service Awards Breakfast 9:00 a.m. February 22, 2008 New Employee Orientation 8:30 a.m. March, 2008 Employee Newsletter — Voluntary Separation Incentive Pro ram Information April 24, 2008 Service Awards Breakfast 9:00 a.m. June, 2008 Employee Newsletter — Budget Reductions June 26, 2008 Service Awards Breakfast 9:00 a.m. August 14, 2008 New Employee Orientation 8:30 a.m. August 15, 2008 Flood Damage Prevention Ordinance 1:00 P.M. September, 2008 Employee Newsletter — Changes in Employee Insurance Plan September 18, 2008 Service Awards Breakfast 9:00 a.m. Item # 10A September 23, 2 Page 102 of 112 Tab 3 Item # 10A September 23, 2008 Page 103 of 112 FY 2008 Board of County Commissioners Workshop and Special Meeting Schedule Date Function Location October 10, 2007 BCC /PUD Audit Workshop Boardroom 9:00 a.m. October 11, 2007 BCC /LDC Boardroom 9:00 a.m. October 16, 2007 BCC /LDC Boardroom 5:05 p.m. October 24, 2007 BCC/LDC Boardroom 9:00 a.m. October 30, 2007 BCC/LDC Boardroom 5:05 p.m. November 2, 2007 BCC /Pre - Legislative Session Workshop Boardroom 1:00 P.M. November 5, 2007 BCC /AUIR Boardroom 9:00 a.m. November 28, 2007 Legislative Delegation Meeting Boardroom 2:00 p.m. December 4, 2007 BCC /Adoption Cycle 05 GMP Boardroom 9:00 a.m. January 8, 2008 BCC /EDC Workshop Boardroom 9:00 a.m. January 16, 2008 BCC /LDC Boardroom 5:05 p.m. January 22, 2008 BCC /LDC Boardroom 9:00 a.m. January 23, 2008 BCC /LDC Boardroom 9:00 a.m. January 25, 2008 BCC /CRA Workshop with Advisory Boardroom 10:30 a.m. Board February 5, 2008 BCC /LDC Boardroom 1:00 P.M. February 19, 2008 BCC/TDC Workshop Boardroom 9:00 a.m. February 19, 2008 BCC /LDC Meeting #4 Boardroom 5:05 p.m. February 29, 2008 BCC /SFWMD Water Workshop Boardroom 9:00 a.m. March 4, 2008 BCC /Strategic Planning Workshop Boardroom 9:00 a.m. March 4, 2008 BCC /Affordable Housing Workshop Boardroom 1:00 P.M. March 6, 2008 District 1 Town Hall Meeting Edison College 7:00 p.m. March 18, 2008 BCC /Fire Review Task Force Workshop I Boardroom 9:00 a.m. O is • Item # 10A September 23, 2008 Page 104 of 112 April 1, 2008 BCC /Airport Authority Workshop Boardroom 9:00 a.m. April 2, 2008 Southwest Florida Consortium Tallahassee, FL 8:00 a.m. — 5:00 p.m. Legislative Da April 9, 2008 BCC /County Attorney Application 9:00 a.m. — 5:00 p.m. Interviews April 15, 2008 BCC /2006 GMP Cycle Boardroom 9:00 a.m. April 29, 2008 BCC /2006 GMP Cycle Boardroom 9:00 a.m. June 11, 2008 Post 2008 Legislative Session Boardroom 1:00 P.M. Workshop June 19, 2008 FY -09 Budget Workshop Boardroom 9:00 a.m. June 20, 2008 FY -09 Budget Workshop Board 9:00 a.m. August 18, 2008 Emergency BCC Meeting regarding Boardroom 9:00 a.m. Tropical Storm Fa August 26, 2008 Emergency BCC Meeting to discuss Boardroom 3:00 P.M. Tropical Storm Fay debris removal September 4, 2008 Budget Hearing Boardroom 5:05 p.m. September 18, 2008 Budget Hearing Boardroom 5 :05 P.M. September 24, 2008 BCC /LDC Boardroom 5:00 p.m. — 9:00 p.m. September 25, 2008 BCC /GMP Amendments Boardroom 9:00 a.m. September 26, 2008 BCC /GMP Amendments Boardroom 9:00 a.m. September 29, 2008 BCC /E951 Horizon Committee Meeting Boardroom 9:00 a.m. September 30, 2008 BCC /LDC Boardroom 9:00 a.m. Item # 10A September 23, 2008 Page 105 of 112 Tab 4 • 40 • Item # 10A September 23, 2008 Page 106 of 112 m +� T C M M O U U O f4 O Q- O 0 n 0 CL 0 0 o o ^ � r L Q Lu ]�- LL yr CL L O V C I N w T ° 7 O O U U > O Q N T N C m �o � Q 00 T Q } LL m t. c 0 U J r+ C 7 M O � U m � 0 U °o o° o° o° Co °o o° o ° o ° °o 6 06 rl� 6 0 'a' M N r 6 • Item # 10A September 23, 2008 Page 107 of 112 O Go y C � � 40 cu O U Q c cc CD° U 2 GG. L Q dam+ as o w ,, O C N N O U U m R L i 0 L N T Q N "O'' C ~ Q C O 'C O V iJ A co to O U 4 N Q J O O a }� c LL. 0 0 U PIC) y eea - 0 U °o °o DLO LO V) N N < 1 to Ef} 69 EH fiJ 0 • Adherence to FY 09 Budget Policy Guidelines Item # 10A September 23, 2008 Page 108 of 112 Policy Area Budget Policy FY 09 Proposed Budget Guidelines General Fund Millage Rolled Back Rate minus Rolled Back Rate minus the impact of the impact of Amendment 1. Amendment 1 Taxable value decreased 438% County-wide. • FY09 Millage is 3.2901 see 1588 slide Difference of 0.1432 mills or 4.55% FY08 Millage is 3.1469 ■ $3.1 M UFR Funds available MSTD General Fund Millage Rolled Back Rate minus • Rolled Back Rate minus the impact of the impact of Amendment 1. Amendment 1 ■ Taxable value decreased 438% in the unincorporated area. • FY09 Millage is 0.7065 see 1588 slide Difference of 0.0153 mills or 2.21% FY08 Millage is 0.6912 ■ $2.7 M UFR Funds available General Fund Capital 0.3333 mill equivalent 03333 mill equivalent or $27,367,500 Millage • $18,425,000 Debt Service o $8,268,000 non- impact fee debt o $10,157,000 impact fee debt Storm Rater Millage 0.1500 mill equivalent 0.1500 mill equivalent or $12,070,300 Limit on New Positions No new positions. • County Manager new positions = 0 (County Manager's Agency) Continuation of the • BCC approved on 11/15/08 Agenda hiring freeze on selected 16D3, 4.6 FTE's for Service for vacancies Seniors ■ Reallocation of staff for more effective use of existing resources Agency General Fund budget The Board adopted a AEencv/Proeram Area: decreases budget policy limiting FY 09 Agency budgets BCC -3.5% to -2% of FY08 budgets County Attorney -4.1% County Manager -2.9% Note: Constitutional Courts/Related 9.4% Officer percentages at Airport Authority - 20.4% the right do not include Clerk of Courts N/A BCC paid expenses. Sheriff -2.0% Property Appraiser -0.4% Tax Collector* N/A Elections -17.7% General Fund -2.7% * Tax Collector budget submitted on Au2ust 1, 2008. C:IDoc=mts and Settings \cherylpryoal aI SettingsU mporary Intemet Files \OL.KiD\Adheance to FY 09 Budget Guidmmdoc ._4 i Policy Area Budget Policy FY 09 Proposed Guidelines Adherence to General Fund The Board adopted a budget Agency/Program Area: Budget Allocation policy limiting FY 09 Agency budgets to no more than the BCC /Co Art yes percentage their FY 04 County Manager yes budgets represented of total Courts/Related yes FY 04 General Fund budget Airport Authority yes appropriations. Road Subsidy no Debt/Capital no Storm Water* no Reserves yes Clerk of Courts N/A Sheriff yes Property Appraiser ** N/A Tax Collector ** N/A Elections yes * Storm Water capital allocation was not a component of the FY 04 General Fund budget (pie). ** Bud eta roved by State. Provide Budget Metrics Provide Comparative Budget County Manager yes Data using FY 08 adopted Sheriff yes budget data (cost and Elections no employees per capita based Tax Collector* no on unincorporated area Clerk ** yes population) by Agency for Property Appraiser* no Similar Sized Florida Counties * Budget approved by State * *Article V budget revisions Recommended counties for comparison purposes include: 1. Sarasota County 2. Lee County 3. Manatee County 4. Charlotte County 5. Marion County Overtime Overtime should be less than Department or Agency Exceptions: or equal to budgeted attrition. Airport Authority EMS & Fire Districts Water/Wastewater Solid Waste Pelican Bay Fleet Management Facilities Management Elections C:Owuments and Set:mgs\cherylpryoALoca1 Settingffeatporery Internet ResIOMMAdherence to FY 09 Budget Guidauce.doc Item # 10A September 23, 2008 Page 110 of 112 Tab 5 0 K I • Item # 10A September 23, 2008 Page 111 of 112 S 8 y� w O L' V eaet� n e Oar N r3 T G1 O� D\ N N V F e N N H y y H H y OTC T M T T O b Wp) 0p N N �Tp eFr� O O I � Fp O APO e^ s }} F O1 ° N 0 a I N F L e3 O N f`! N !I Op .y h Q T T 01 T T y N SIN M fNry Q L W y r.yNi Q b b b b b a O N n 17i w m ti N ao F Y 00 -' F F F M1 F F M1 F s d F � d c E CC Y d Cl CYS a � L w0 $ b� R; ;To °a Q u ° 2 e °o O C) N 4 W dE O O Ow u m q y 00 a F� L IL W u o 3 3 5 almmF aoS +sW Wia a e U ° Q m W 0.1 E o W Q Q L e W. S 8 y� w 0 `I Is I Item # 10A September 23, 2 Page 112 of 112 B 8 2W d e a I o j �. � ,+�i e•On n n ran n e e w F H H N H y y OHO `Dlf`1 b ! pp h < OHO N P I V gyp 1W/1 b � O �D O b O^ n C\ O O M O P N I T � I L I Mll O N V R � Mql �Op� h Q Yl 00 '� NI 1p�p 1W7 1W� G U 4 N N Y �O .ni Q ei y eY fx W O 00 W O� NO L f' N N ` yH H H H yly H H H H H H H H H H H y cl� II��II � C � I y E I I o api I L 'F O Y w m y s L e 16 fi e u E a U a fi °° U u O •� °O OI �^ 6 O ON i W y Ls s 02 co e ll w Lu Y �p V o e i YI '' u u u l e •i. >c a w yp L. <� a '� v.4 Y d a e u P ° '° � e v e, ffi p.. w a .Y.i a Y i C FRS i m Cii 1Ri' u w Y. i< < YCi I-• q °I ml FM W W�WE iW W�Q iI� k}.dIW ;' �� Dawl ICI B 8 2W d 9 /2a /os' roA cofter ant MANAGER' S OFFICE MEMORANDUM DATE: September 22, 2008 TO: Board of County Commissioners FROM: -;udd, Co ity M�Zgef SUBJECT: Annual Performance Appraisal for the County Manager, September 23, 2008 BCC Agenda Item l0A Attached is my completed FY 2008 Action Plan BCC Grade Summary, including Commissioner Coyle's scores, as well a memorandum including his comments on my performance. Both documents were received by me this date, September 22, 2008 and therefore were not included in the original printing of the Board's September 23 agenda packet. Please consider this memo and its attachments as supplements to Agenda Item 10A. wws Attachments: FY 2008 Action Plan (BCC Grade Summary) Commissioner Coyle's memorandum, dated September 22, 2008 to Jim Mudd 0Y 12,310 loA- The County Manager is tasked with carrying out the. policy direction provided by the Board of County Commissioners. He is by ordinance to provide leadership for the day - 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 2007 through September 2008. 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 FY will also be evaluated and will represent the remaining 60% of the annual evaluation weight. These areas -are further categorized as to. their pertlnence-_and' support of the .FY 08 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 W'sitors, The County Mission will be accomplished by dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with their corresponding goals SFA. Z, Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region. SFA, 2, Growth Management — To responsibly manage community growth, development and redevelopment, while enhancing the natural environment. SFA, 3 Community Health and Human Services — To improve the quality of Me and promote personal self - reliance and independence through improved access to community health care and human services for those most in need, SFA, 4, Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of our diverse neighborhoods SFA, S. Economic Development — To help create a business climate that promotes a diversified, growing economy consistent with the established growth management plans and community desires SFA. 6. Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation, At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the County Manager's performance by rating each of the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. Page 1 of 15 11W&f /6A, 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. 1 • Some improvements and/or early good performance levels in a Below few areas Standards . Results not reported for many to most areas of importance to the 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 Meets areas of importance to the organization's key business Standards requirements • Some trends and/or current performance levels — evaluated against relevant comparisons and/or benchmarks — show areas of strength and/or good to very good relative performance levels • Business results address most key customer, market, and process requirements • Current performance is excellent in most areas of importance to the organization's key business requirements 3 • Excellent improvement trends and/or sustained excellent Exceeds performance levels in most areas Standards . Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market, process, and action plan requirements Final Standard Needs Meets Exceeds Improvement Expectations Expectations Rating Scale 1.00 -1.66 1.67 -2.33 2.34 -3.00 Page 2 of 15 The following area of Communications supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. COMMUNICATIONS -Henning Comm. Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle C.1 (Internal) The County Manager will be expected to provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts 1.5 3 3. 2.98 2.5 for plans, fees and controversial ordinances - with the BCC members before the information goes public. COMMUNICATIONS Comm. Hennin Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle C.2 (External) The County Manager will be expected to provide information to the public through a minimum of one speaking 2.75 3 3 3 2.5 engagement per month on average, as well as, developing new means to provide information to the public regarding County information. COMMUNICATIONS Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle C.3 (External) The County Manager will be expected to ensure that the organization has systems in place to ensure that the 1.5 3 3 2.97 1.7 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. The following area of Leadership /Organizational Direction supports the Strategic Focus Area 6 - Local Governance - To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. Page 3 of 15 /bfl' LEADERSHIP 1 Comm. Henning Comm. Comm. Comm. Comm. n Fiala Coletta Halas Coyle ORGANIZATIONAL DIRECTION LA The County Manager will ensure that there is a clear direction that is 3 3 3 2.96 2.5 communicated throu hout the organization. LEADERSHIP Comm. Henning Comm. Fiala Comm. Colette Comm. Halas Comm. Coyle ORGANIZATIONAL DIRECTION eni Halas L.2 The County Manager will ensure that all executive summary reports provided to the Board have specific and clear x.s 3 3 2.96 t.5 recommendations. LEADERSHIP Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle ORGANIZATIONAL DIRECTION L.3 The County Manager will provide opportunities for the Board of County Commissioners to discuss and set proactive 2.3 3 3 3 2 policy direction on key communirty issues. The following area of Personnel Management supports the Strategic Focus Area 6 - Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. MANAGEMENT Comm. en n' ' ColtHa s' o comm. C n Fiala Coletta a P.1 The County Manager will ensure that the County follows the Board's established policies for the hiring and management of 2.3 3 3 2.96 2.5 its employees. MANAGEMENT H Comm. Comm. Co Comm. Ct Comm. eni Halas P.2 The County Manager will provide to the Board an annual pay plan as part of the budget that will provide for an organized 2,3 3 3 2,93 2.5 means for salary administration. Page 4 of 15 The following area of Growth Management supports Strategic Focus Areas SPA. Y. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SPA. 2. Growth Management — To responsibly manage community growth, development and redevelopment, while enhancing the natural environment, and SFA. 5. Economic Development — To help create a business climate that promotes a - diversified, growing economy consistent with the established growth management plans and community desires. GROWTH MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Co le G.1 The County Manager will continue to provide staff focus to get the 2nd EAR GMP amendments approved by DCA, and 2 3 2 2.98 2 prepare implementing LDC amendments. GROWTH MANAGEMENT Comm. Hennin Comm. Fiala Comm. Coletta Comm. Haias Comm. co vie G.2 The County Manager will supervise the revision; reorganization; update of outdated and obsolete provisions of the Land 2.3 3 2 3 2.5 Development Code (LDC). The BCC will provide guidance to the staff to these ends. GROWTH MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Haias Comm. Coyle G.3 The County Manager will continue to implement measures to improve customer service in CDES. Expected outcome is to 13 3 2 2.93 2.0 get permits and development review items back to the public within established standards, and to reduce the number of repetitive reviews. Increase the number of approvals to 75% after the 2d review. GROWTH MANAGEMENT Comm Hennin . Comm. Fiala Comm. Coletta Comm. Haias Comm. Coyle GA The County Manager will provide staff coordination through a series of citizen committees to study and implement 2.3 3 3 2.94 2.0 numerous community planning initiatives. Page 5 of 15 9/23�0� d� The following area of Capital Project Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4. Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of our diverse neighborhoods; and SFA. 6. Local Governance — To sustain public trust & confidence in County government through sound public policy decisions, expert professional management and active citizen participation. CAPITAL PROJECT MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle CP.1 The County Manager will provide a capital budget that will clearly describe the capital projects proposed for the following 2.3 3 3 3 z fiscal year along with the proposed means for funding such projects. CAPITAL.PROJECT MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Hal Comm. le CP.2 The County Manager will provide regular updates to the County Commission on key capital projects in a manner which is 2.3 3 3 2.95 z easy to understand and timely. CAPITAL PROJECT MANAGEMENT Comm. Hennin Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle CP.3 The County Manager will ensure that for each key capital project that there is clearly established responsibility, budgets 3 3 3 3 1.5 and schedules for each. The Manager will also implement business processes that will control costs and cost overruns. The following area of Financial Management supports Strategic Focus Areas SFA. 1. Neighborhood Preservation & Enhancement — To preserve and enhance the safety, quality, value, character, and heritage of our neighborhoods, communities and region; SFA. 4. Mobility — To provide for the various mobility needs of the community and the region while respecting and enhancing the character of our diverse neighborhoods; and SFA. 6. Local Governance — To sustain public trust & confidence MAI Page 7 of 15 FIINANCIAL MANAGEMENT " niComm. CFa a Comm. " t ta Ha s" C e" o i F.1 The County Manager will present an opportunity annually, prior to the development of the annual budget, for the County Commission to have a policy level 1.3 3 3 3 2.5 discussion regarding the next year's annual budget. FINANCIAL MANAGEMENT Comm. H Ca a " Fi Comm. Cea Comm. s a" come" F.2 The County Manager will develop an annual .budget that will be presented to the County Commission in workshop format and 2.3 then again in accordance with statute for 3 3 3 2.5 public participation through a series of two separate public hearings. Continue to make improvements to the budgeting rocess. FINANCIAL MANAGEMENT Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle F.3 The County Manager will present a budget for FY09 that will not cause the BCC to have to raise the ad valorem millage rate 2.3 3 3 3 2.5 to compensate for a growth slow down in FY08 and a corresponding devaluation of property values. MANAGEMENT Comm. Henning F a " CetHa Co ta s a" Co comm. C FA The County Manager will provide annual updates of user fees and other non -Ad Valorem revenue, i.e. impact fees, grants 2.3 3 3 2.99 2 etc. MANAGEMENT Comm. Henning Fi Co te a Coyle F.5 The County Manager will work cooperatively with the Clerk of Courts on the preparation of the CAFR and respond 1.5 3 3 3 2 promptly and thoroughly to any issues raised by the external auditors. Page 7 of 15 V2�5/6i/ 164 The following section represents the additional goals that were presented to the BCC in September 2007. Below each goal is a rating box. Again the same rating scale of 1 to 3 is used. This area of the report accounts for 60% of the annual evaluation rating. Goals for Fiscal Year 2008: 1. Following through on the County's 10 Year Strategic Plan Continue to implement the BCC approved strategic plan and align the organization around that plan by integrating multi -year business plans, annual operational work plans and individual performance goals and objectives. GOALS FOR FY 200$ Comm. Comm. Comm. Comm. Comm. Henning Fiala Colette Halas Coyle 1. Following through on the County's 10 Year Strategic Plan 2.3 3 3 2.95 2 2. East of CR951 Study. Finalize a long range County plan for infrastructure improvements East of CR 951; along with a solid financial and land use plan that supports it. The East of 951 Study is very important to the County. We need to make sure that the resources, expertise and dedication are applied Countywide to this study to make it a success. Complete the second phase of the East of 951 study. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Hales co le 2. East of CR951 Study 2.3 3 3 2.9 2.5 3. Community Development. We will continue to focus on improving the business processes within the Division and amending the codes to manage growth better and instill smart growth tenets. In addition, conduct at least 2 PUD/IOU workshops; continue to manage the FIRM restudy process as renegotiated with FEMA; implement business process improvements. Prepare for BCC approval to effectively close out at least 50 PUDs. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Colette Halas Coyle 3. Community Development. 2.3 3 3 2.88 1.5 Page 8 of 15 9/23/ag 4. 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 a new automated BCC agenda system; a new land use and building permitting system with improved reporting capabilities; expanded utilization of the newly upgraded SAP financial management system; continued refinements to the automated budget and project management systems; and initial steps toward an agency -wide electronic document/records management system. W ebsite improvements planned for this year include the implementation of a `video on demand' feature. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala . Coletta Halas Coyle -Henning 4. Improved use of technology & web site at the State Legislative level. 2.5 3 2.5 3 2 5. Succession Planning. Implement the plan developed in `07 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. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Co le 5. 'Succession Planning at the State Legislative level. 2.3 3 3 3 2 6. Development of more regional strength at the State Legislative level. Continue to strengthen relationships that have been formed between Collier, Lee; Charlotte, Sarasota, Glades and Hendry Counties to develop even more unified positions on issues that affect Southwest Florida from Tallahassee. Analyze impact of January "Super Exemption" referendum. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Co le 6. Development of more regional strength at the State Legislative level. 2.3 .3 2.5 3 2 Page 9of15 9�23�0� 7. Growth Management. Make sure that we stay on top of SB360 and its impact on the County Growth Management Plan. Make the required State deadlines. Work to correct the needed "glitches" to the state's Growth Management Bill. Implement updated Concurrency Management System. with Proportionate Share. In conjunction with the Collier County School Board, develop implementation plans to comply with the mandates for school concurrency as defined in the state Growth Management Bill -= SB360. Adopt Public Schools Facilities Element with school concurrency component and revised interlocal agreement focused on adoption by BCC and School Board prior to March 1, 2008. Analyze financially feasible capital plans to ensure consistency with the State mandated changes to the Growth Management Plan. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Co le .7. Growth Management management. Road Improvement Projects 2.3 3 3 2.8 2 8. Federal Lobbyist. - Cultivate interactive, interdependent relationships with our federal lobbyists and key legislative aids and Representatives and Senators in Washington, D.C. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Co le 8. Federal Lobbyist. management. Road Improvement Projects 2.3 3 3 3 2 9. Successful capital project management. FY08 will see another large capital construction program. Managing these projects to successful and timely completion will be a priority. A. Road Improvement Projects of Interest: GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 9.A. Successful capital project management. Road Improvement Projects 1 3 3 2.75 2 Page 10 of 15 gyp' B. Critical Utility Improvement Projects: GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 9.13. Successful capital project management. Critical Utility Improvement 2.3 3 3 3 2 Projects C. Public Safety Projects: GOALS FOR FY 2008 Comm. Comm.. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle --Henning 9.C. Successful capital project management. Public Safety Projects 3.3 3 3 2.95 2 D. Other Significant County Projects: GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle -Henning 9.D. Successful capital project management. Other Significant County 2.5 3 3 2.98 2 Projects 10. Overall Operational Improvements: A. Implement Next Stage of Contract Administration Plan Initiatives. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 10.A. Contracting Initiatives 2.5 3 3 3 2 B. Refine the implementation of the Operations Management Tracking System (Ops Track) that measures efficiency, productivity and effectiveness. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 10.13. Refine Implementation of Ops Track 2.5 3 3 2.99 2 Page 11 of 15 9�z�eg /DA C. Improve emergency preparedness planning & response capabilities. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 10.C. Improve Emergency Preparedness Initiatives 2.3 3 3 3 2 D. Continue to implement the beach and boat access initiatives to include land purchases, retention of consultants for design, permitting and construction; and finalize any inter -local agreements for public access. Analyze the feasibility of the Vanderbilt Pier and the acquisition of the Pulling property. GOALS FOR 'FY 2008 Comm, Comm. Comm. Comm. Comm. Hennin Fiala Coletta Halas Coyle 10.1). Implement Beach & Boat Access Initiatives 2.3 3 3 2.97 2 E. Address the Irrigation Quality Water Master Plan and Policy. Develop and implement a policy to meet the growing demands for customer irrigation water needs. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 10.E. Implement IQ Water Master Plan 2.3 3 3 2.8 2 F. Initiate Watershed Management Plan (WNIP) studies and associated Long Range Stormwater Management Plans. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 10.F Initiate Watershed Management Plans 1.6 3 3 2.9 2 G. Revise the current Stormwater Funding Policy. The change in policy is predicated by the 2007 tax reform legislation. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle 10.G. Revise Stormwater Funding Policy 2.3 3 3 3 2 Page 12 of 15 q/Mla I 164-1 H. Continue efforts to implement an automated system to record and track the location, type, condition, value and useful life of County assets. GOALS FOR FY 2008 Comm. Comm. Comm. Comm. Comm. Henning Fiala Coletta Halas Coyle' 10.H. Implement Asset Management 2.3 3 3 2.7 2 I. Implement Audit Corrections. 1) Minimize audit findings in the Housing and Human Services Department by external auditor. 2) Implement. actions in accordance with Audit Response regarding grant reporting and compliance 3) Enhance internal controls to effectively monitor the affordable housing impact fee deferrals GOAL'S' FOR FY 200 Comm. Comm. Comm. Comm. Comm. -Henning Fiala Colefta Halas Coyle 10.I. Implement Audit Corrections 1 3 3 2.75 2 Page 13 of 15 ��1dg lbfl' Tally shut Final Comm. Henning Comm. Fiala Comm. Coletta Comm. Halas Comm. Coyle Meets Exceeds Improvement Expectations Expectations Communications; Leadership; Personnel, Growth, Capital Project, and Financial Management Average Grade 40% 2.17 3.0 2.85 2.98 2.11 1.67 -2.33 2.34 -3.00 Goals for FY2007 Grade 60% 2.13 3.0 2.95 2.92. 2.0 Average Grade /Commissioner 2.15 3.0 2.91 2.94 2.04 Overall Average Grade 2.61 Final Standard Needs Meets Exceeds Improvement Expectations Expectations Rating Scale 1.00 -1.66 1.67 -2.33 2.34 -3.00 From the County .Manager's Contract: Section 7: Salary Such annual performance based merit adjustment shall not exceed a maximum of ten percent (10 %) of the Employee's annual base salary The minimum increase for satisfactory performance under such performance based merit system will equal the average percentage salary adjustment provided to all Co= employees for the ;riven fiscal year or three percent (3 %) whichever is greater. All such merit adjustments shall be included in the Employee's base salary Page 14 of 15 Coxtcludiug Remarks: This has been an exceptionally challenging, and I believe, a very successful year. We continue to push this organization harder than I thought possible and they have responded superbly. I lead a sensational team of top -notch professionals who strive to remain focused on performing their jobs with improved customer service results and consistently target getting their specific assignments done with utmost efficiency and effectiveness. This has been extremely difficult considering the organization has 320 frozen/unfilled positions and a very lean budget. We more than ever need to continue to review and correct some of our business processes, workflows, project planning and organization structures. The staff has been encouraged by the Board's desire to make good decisions on behalf of the entire community and the willingness of all members to spend. time learning. the details of important issues to be better equipped to make decisions. While there are always things in.retrospect that could have been done better, I would consider this to have been one of the most progressive years in this government's history. I hope that as you review my performance over this year, that I was able to "exceed your.expectations" as the County Manager. CoMmissiouer's Comments: Commissioners Suggestions for Imnrovement: Prepared by:, Page 15 of 15 9�Z�o8 9/23/og /6 f-, DATE: September 22, 2008 MEMORANDUM TO: Jim Mudd, County Manager FROM: Fred W. Coyle Commissioner, District 4 SUBJECT: Annual Performance Evaluation Attached are the scores I have assigned to the various categories of your evaluation. Below are my comments concerning areas of deficiency. 1. I think you maintain very high standards of performance and do an excellent job of communicating with the Commissioners and other governmental agencies; however I do not think you demand the same level of performance of your staff. 2. Staff seems to have their own agenda and, when it differs from that of the Commissioners, .their defiance is very thinly veiled. By way of examples I will cite Marla Ramsey and the push to impose an unneeded park upon a neighborhood that did not need it and the intentoal attempt to ignore guidance concerning funding for the City of Naples. I believe the County Manager's office was complicit in the latter issue even though it was ultimately resolved. I will also cite Dan Summers' violation of budget guidelines and his penchant for empire building. .3. Staff, through intention or colossal blundering, has repeatedly complicated the issue of Fire District consolidation. There is widespread suspicion that they are purposely ignoring the Board's direction and trying to sabotage consolidation efforts. Page 2 4. Executive Summaries for Board Agendas frequently tend to obfuscate the issues of net cost or efficiency. As I have urged on many occasions, any expenditure of funds should have a corresponding benefit in cost savings or efficiency. These are seldom quantified in the Executive Summaries. In fact, even ascertaining the net cost of many items is an almost impossible chore. S. You have personally implemented numerous policies that have resulted in innovative ways to save taxpayer money, but staff does not seem to have gotten the word. Some of their decisions regarding expenditures are difficult to justify with the budgetary restrictions under which we now must work. 6. County staff continues to make decisions concerning land development and permitting which exposes the .County and the taxpayers to substantial financial risk. I believe this is a result of lack of sufficient diligence in reviewing permits or interpreting land development codes. These are areas where I would hope significant improvement can be achieved over the next year. W. Coyle, Commissioner, FWC:ps q�23k `DA'