Agenda 09/24/2019 Item #11D (County Manager's Annual Performance Appraisal)09/24/2019
EXECUTIVE SUMMARY
Recommendation to accept the completed Annual Performance Appraisal for the County Manager
OBJECTIVE: To complete the annual performance appraisal process for the County Manager.
CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners.
In order to ensure that the County Manager’s work performance is coordinated with the direction of the
full Board, an annual appraisal and merit consideration are provided in the County Manager Employment
Agreement.
The annual work plan (Action Plan) was previously developed and approved by the Board. The County
Manager has been available to meet individually with Commissioners and has provided a self-appraisal
relating to the performance standards for review. Individual appraisals from each Commissioner are
provided in the back-up material.
The County Manager Employment Agreement provides that on the date general wage adjustments are
granted generally to Collier County employees, the County Manager’s base salary shall be modified to
reflect the general wage adjustment granted to other County employees. If a satisfactory performance
rating is provided by the Board of County Commissioners, merit pay shall be awarded from 3% minimum
to a 10% maximum. Per the Employment Agreement, all such merit adjustments shall be included in the
County Manager’s base salary. However, to be consistent with the adopted FY2020 budget guidance, the
County Manager voluntarily requests that no merit pay be considered.
FISCAL IMPACT: Funds are appropriated in the County Manager Office budget.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this
item.
RECOMMENDATION: The Board of County Commissioners accepts the completed annual
performance appraisal for the County Manager.
Submitted by: Leo E. Ochs, Jr., County Manager
ATTACHMENT(S)
1. CM's 2019 Self-Appraisal v3 (PPTX)
2. District 1 Evaluation Review (PDF)
3. District 2 Evaluation Review (PDF)
4. District 3 Evaluation Review (PDF)
5. District 4 Evaluation Review (PDF)
6. District 5 Evaluation Review (PDF)
7. FY2020 Grading Pages and Tally Sheet (DOCX)
11.D
Packet Pg. 472
09/24/2019
COLLIER COUNTY
Board of County Commissioners
Item Number: 11.D
Doc ID: 10196
Item Summary: Recommendation to accept the completed Annual Performance Appraisal for the
County Manager. (Leo E. Ochs, Jr., County Manager)
Meeting Date: 09/24/2019
Prepared by:
Title: Executive Secretary to County Manager – County Manager's Office
Name: MaryJo Brock
09/18/2019 9:47 AM
Submitted by:
Title: County Manager – County Manager's Office
Name: Leo E. Ochs
09/18/2019 9:47 AM
Approved By:
Review:
Office of Management and Budget MaryJo Brock Level 3 OMB Gatekeeper Review Skipped 09/17/2019 2:36 PM
County Attorney's Office MaryJo Brock Level 3 County Attorney's Office Review Skipped 09/17/2019 2:36 PM
County Manager's Office Leo E. Ochs Level 4 County Manager Review Completed 09/18/2019 11:25 AM
Board of County Commissioners MaryJo Brock Meeting Pending 09/24/2019 9:00 AM
11.D
Packet Pg. 473
COUNTY MANAGER’S 2019
SELF-APPRAISAL
11.D.1
Packet Pg. 474 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION
Objective #1:
To provide clear and consistent direction to the County
workforce; to consistently display professionalism and personal
and business ethics consistent with Agency guiding principles; to
maintain focus and commitment to long range strategic planning
as the key to achieving Agency’s vision and mission; to achieve
organizational results through the collective efforts of a
knowledgeable and motivated workforce; to implement
strategies, plans and tactics to effectively achieve operational
and program goals and objectives; to anticipate and analyze
problems and to develop effective and innovative solutions.
11.D.1
Packet Pg. 475 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 2
Based on an extensive study undertaken and approved in Spring 2019. The Public
Services division will shift from a decentralized to a centralized operations
support model for financial, grant, and technology functions beginning in FY 20.
The Department will create an interdependent relationship and set of processes
to allow the central support teams to bring forth certain expertise while
supporting the divisions to continue to run their core programs and focus on
providing excellent service to our customers.
11.D.1
Packet Pg. 476 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 3
The County Manager routinely evaluates the organizational structure of the
agency and looks for ways to optimize performance. This year operations support
team members from the Tourism Division, Community Re development Areas,
Economic Development, and Pelican Bay Services Division have been centralized
into a broader support team for each of the Executive Office divisions to utilize
and build upon the skills of team members already assigned to those divisions.
The goal is to be more strategic, efficient, accountable, and effective in how we
manage our resources.
11.D.1
Packet Pg. 477 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 4
On November 13, 2018 the Community and Human Services division brought
forward a solicitation for County owned land also known as the Bembridge PUD.
The Board authorized staff to negotiate an agreement with McDowell Housing
Pa rtners for the development of a 78 unit multi family rental project that will
support the need for Housing that is affordable in the County. A minimum of 10%
of the units will be set-aside or identified for seniors, veterans and/or special
needs residents.
11.D.1
Packet Pg. 478 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 5
Collier County’s natural resources, especially our surface and groundwaters are
essential resources. In the interest of protecting Collier County’s water quality
for recreational purposes and drinking water supplies, Pollution Control repealed
and replaced a 30 year old ordinance. The new Pollution Control and Prevention
ordinance gives the County authority to require site clean up after a pollution
event occurs as well as require polluters to use best management practices to
prevent future pollution. Additionally, the County adopted, "The Collier County
Fertilizer and Urban Landscaping Ordinance" on July 9, 2019. This ordinance
provides direction on the application of fertilizer to reduce the risk of fertilizer
runoff contributing to nutrient pollution in county waters.
11.D.1
Packet Pg. 479 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 6
•The County Manager’s Office has managed the Mental Health and Addiction Ad Hoc Committee
(MHAAHC) throughout this year, an 18-person committee tasked with creating a strategic plan to
address mental health needs and opportunities throughout the complex. With the passage of the
Infrastructure Sales Tax including a $25 million Central Receiving Facility, this committee will be
essential in defining the operating structure and funding needs associated with a successful system.
The Committee will produce its plan to the BCC in October 2019.
•Additionally, advancing mental health and substance abuse planning and treatment services:Collier
County was selected as one of sixteen counties nationally to participate U.S. Department of Justice
initiative to implement Medication Assisted Treatment through the Comprehensive Opioid Abuse
Pr ogram (COAP).This is a 9 month planning project which includes county staff, CCSO personnel and
members of the David Lawrence Center. Participation in the program will culminate in an FY20
funding award from the COAP, further supporting the strategic plan priorities being developed by the
MHAAHC. The COAP made almost $320 million dollars available to communities in the last fiscal year.
11.D.1
Packet Pg. 480 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 7
The Master Space Plan and Strategic Update was presented to the Board at the
June 4, 2019 workshop. The plan established the organization’s Vision, Mission
and Guiding Principles as it related to space management. The plan proposed
core government campuses and satellite office locations for the organization’s
future growth and development. The plan addresses efficiency, resiliency, and
sustainability. The plan involves the management of the County's owned & leased
space inventory, leveraging technology to improve abilities to manage space,
maximizing/tracking space, and utilization/density monitoring. The space
management system, InVision, allows staff to track all building space asset data
and helps to monitor the goals laid out within the plan.
11.D.1
Packet Pg. 481 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 8
The County strategically acquired the approximately 167 acre Golden Gate Golf
Course. The property will allow the Board and community to evaluate the
opportunities of public open space, recreation, housing, and potentially a
veterans nursing home. In the Boards absence, the County Manager approved an
interim maintenance agreement with the First Tee of Naples/Collier to maintain
the acquired property for the initial period of two months. At the end of this
agreement the First Te e will provide the County with an assessment of the
maintenance needs of the property in order to perform ongoing maintenance.
The County has issued a solicitation for a firm to provide planning and
engineering services to consider redevelopment of the property. The County will
seek significant public involvement throughout the process.
11.D.1
Packet Pg. 482 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 9
The renewal of the County’s existing contract with Waste Management Inc. of
Florida (WMIF), and Waste Connections of Florida, Inc (WCOF), for the collection
and disposal of solid waste, yard waste, and recycling was approved on May 28,
2019 for 7 more years. The Contract guarantees the disposal of residential
recycling, as well as that the two contractors maintain the best value service.
The Contract is estimated to cost $110M over the 7-year term. These Franchisees
actively support the Integrated Solid Waste Management Strategy with capital
infrastructure and program investment aligned with the guiding principles to
sustain environmental and growth management, airspace preservation,
operational excellence, and best service value.
11.D.1
Packet Pg. 483 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 10
The County continues to advance its ability to manage and maintain assets using
GIS software and tracking platforms. These systems allow for accurate and
expeditious review of existing asset conditions and maintenance activity; that
support the development of maintenance plans and replacement cycles.
Connections between these systems and workorder systems allows for more
accurate assessments of conditions and the ability to provide data on
maintenance activities.
11.D.1
Packet Pg. 484 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 11
This year the County received notification from the US Army Corps of Engineers
(USACE) that grant funding in the amount of $3,000,000 has been included in the
recent Supplemental Appropriation for a feasibility study to determine federal
beach and storm surge protection in Collier County. This grant has been over 10
years in development. This Study will help Collier County develop long term plans
to protect and maintain the proper beach, estuaries, and inlet conditions. County
Staff is working closely with USACE to support the study. The Final USACE report
is expected to be released September of 2021.
11.D.1
Packet Pg. 485 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 12
The County is working with a consultant, Wilson Creative Group, to develop an
Arts and Culture strategic plan. This intent of the plan is to evaluate, establish
and successfully promote Collier County as an art and culture destination.
Community input meetings are currently taking place to identify existing
programs and future needs. The draft plan is anticipated to be ready for Board
review in March. Staff expects to begin implementing the plan in late spring
2020. This area further diversifies our destination marketing opportunities to
consider leisure, sports, and arts and culture with a goal of a more balanced
marketing plan and year round visitation.
11.D.1
Packet Pg. 486 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 13
On June 25, 2019, the Board approved the award of the Contract for professional
design services to develop master planning of the Resource Recovery Business
Pa rk. This will accelerate the development of core campus two and will initially
include: a new facility for Wastewater Collections and Water Distribution
Operations, the Infrastructure Surtax Collier County Sheriff's Forensic/Evidence
facility, a Centralized County Inventory Building, a Collier County Tr affic
Operations, SCADA and Security Building, and a County fuel depot. This campus
was identified in the Master Space Planning workshop held on June 4, 2019. The
location of this campus will take advantage of its proximity to the intersection of
Collier Blvd and I-75, the existing water plant, landfill, and the proposed sports
and special event complex.
11.D.1
Packet Pg. 487 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 14
The County is expanding infrastructure for the North East Service Area in order to
provide services required water and wastewater services for the area. The County
is installing pipeline to convey water and wastewater to the north and east for
the four proposed developments. Additionally the County is developing a new
utilities facility east of the Big Corkscrew Island Regional Park location to
consolidate water, wastewater, and Irrigation Quality water in one area. The
project has attended and held community meetings to discuss the project as well
as respond to neighborhood concerns. This project is consistent with the Board
adopted vision for core campus number three.
11.D.1
Packet Pg. 488 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 15
As part of the Collier Inc. business model the County continued to expand the Quality
Assurance/Quality Control (QA/QC) program. The County has received 23,163 responses to
352 surveys since October 1, 2018, an increase of 46% from the previous year. Data from
these surveys are used to improve and enhance specific programs and services to serve the
customers of the County more effectively. Routinely team members meet to discuss the
fe edback received, and share lessons learned with the rest of the team from diffe rent
Departments and Divisions. We have continued to incorporate the “Plan, Do, Check, and
Act ” philosophy throughout the organization.
11.D.1
Packet Pg. 489 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 16
The County launched Alert Collier this year. This is Collier County’s new emergency
notification system that will ensure enrolled residents and visitors know about
issues that may affect their safety. The system allows Collier County Emergency
Management to send emergency alerts via phone (landline and cell), email, text
messages, and hearing impaired receiving devices to thousands of contacts in
seconds. In addition to the approximately 400,000 landline contacts an additional
5,000 residents signed up for the service. The County is utilizing this service to
organize and mobilize employees for any future emergency events.
11.D.1
Packet Pg. 490 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION 17
We ’ve made it easier for our residents and visitors to contact any department within county government. Now residents and visitors need only remember one phone number for all non-emergency county services and offices…3-1-1.
Collier 311 also offers an app for smartphones that allows residents the opportunity to report an issue with a photo that uses GPS technology so county staff will know the exact location. There’s also a new webpage (www.Collier311.org) where residents/visitors can initiate a request for service or find the answer to just about any question related to county services and programs.
From 3/11 to the present, our Collier 311 customer service team has personally assisted over 12,000 residents and visitors. The app has had more than 1,200 downloads on apple and android devices since March 11. Momentum continues to build as the public is informed about the services provided.
11.D.1
Packet Pg. 491 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
Objective #2:
To implement plans and effectively deploy organizational
resources to achieve operational objectives; to implement
best management practices and business systems designed
to maintain quality service, control costs and improve
customer satisfaction; to implement business process
improvement initiatives to improve operational efficiency
and quality of products and services; to implement
policies, procedures and reporting systems to insure
financial and operational accountability and internal
controls.
11.D.1
Packet Pg. 492 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The County Manager’s Corporate Compliance and Internal Review staff has
continued to establish, implement, and manage a system of Internal Control
based on the Committee of Sponsoring Organizations (COSO) Internal Control
Framework across Collier County to provide reasonable assurance the Agency will
achieve its objectives and mission. This initiative is consistent with our guiding
principle of “Self-initiating and Self-correcting”.
The Corporate Compliance and Internal Review team has completed
implementation of controls in 28 divisions. There are currently 6 divisions
underway and 2 divisions will begin shortly. The team is more than half way
through establishing controls in all divisions.
19
11.D.1
Packet Pg. 493 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The Corporate Compliance and Internal Review staff is currently monitoring 1,445
controls throughout the year and have helped develop approximately 160 process
improvements for the Agency. Process improvements are not only identified
during the establishment of controls but are often identified as a result of
monitoring controls. This occurs throughout the agency and improvements are
communicated in quarterly director meetings.
Additionally, Corporate Compliance and Internal Review completes special
projects, such as FEMA cost tracking and cost accountability assistance, year-end
memo reviews, ACH accountability, human resources NIMS training tracking, and
recycle and pretreatment revenue process and tracking as well as several other
assistance projects.
20
11.D.1
Packet Pg. 494 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The economic impacts of Collier County’s three county-owned and operated airports
increased approximately 30%, according to FDOT’s findings of its statewide airport
economic impact assessment, compared to the FDOT’s last report in 2014 (up from $56
million in 2014, to $73 million).
The airports have also welcomed several new businesses, including the Culinary
Accelerator @ Immokalee, along with new flight school and aircraft charter operations in
Marco Island. Aeronautical activity also remains at record highs, with year-over-year fuel
sales up more than 16 percent across the three airports over the same period in fiscal
year 2018.
21
11.D.1
Packet Pg. 495 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The GMD Operations Division began a project to scan all paper permitting and development records and
store them in the Agency’s enterprise content management systems. This effort will involve the
scanning of over 14,000 boxes of documents and will eliminate the need for offsite storage costs while
enabling faster retrieval of digital documents for customers and staff.
The Division is also completing a project to work with a new online payment vendor (Pa ymentus) to
process credit card and ACH payments that will directly integrate with the CityView land development
software system. This process improvement will speed up the payments posting to the correct
accounts and will drastically decrease refunds for online payments.
Additionally, The Digital Plan Re view section recently upgraded the Growth Management Department’s
CityView software version from 2018.4 to 2019.5.4. This new version incorporates numerous
enhancements including features and functionality that are required for the upcoming credit card
processing enhancement, enhancements to inspection scheduling on the CityView portal allowing
applicants to easily find available openings, improved formatting of conditions displayed to applicants
on the CityView portal and various fixes to improve system performance and functionality.
22
11.D.1
Packet Pg. 496 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The Library division updated the hours of operation at several locations. The East
Naples Branch, Estates Branch, Immokalee Branch, and Vanderbilt Beach Branch
Libraries reopened to the public on Saturdays. Weekday evening hours at Naples
Re gional and South Regional were expanded to match Headquarters. All three
regional libraries are now open until 8 PM, Monday through Thursday, to better
meet the needs of our working and student populations. With this expanded
service, residents and visitors across Collier County have access to several public
libraries at least six days a week with Headquarters open seven days a week.
23
11.D.1
Packet Pg. 497 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The Growth Management Department covering items from Airports to zoning
continues to provide services and capital improvement projects for the
betterment of Collier County.
•Tr ansportation Engineering completed the reconstruction of the White Blvd.
Bridge over the Cypress Canal and kicked off the widening of Golden Gate Blvd.
(west of 20th St. to Everglades Blvd.) from two-lanes to four-lanes
•Ro ad Maintenance completed new median landscape projects on three roadway
segments –Davis Blvd., Collier Blvd. and Immokalee Rd.
24
11.D.1
Packet Pg. 498 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The Growth Management Department (continued):
•Stormwater Management received an increase in funding to approximately $13.
5 million to help improve aging stormwater systems and increase much needed
maintenance.
•All this plus boosting operational efficiency in the Building Division; increasing
inspections (up 15%) and site development permit plan reviews (up 7%) in the
Development Review Division and bringing 55% of opened code enforcement
cases into voluntary compliance in the Code Enforcement Division.
25
11.D.1
Packet Pg. 499 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The County’s Fleet Management has maintained a 95.63% operational availability rate for
vehicles and major equipment. In order to prepare for emergencies, the County
contracted with a new fuel provider that has better supply and distribution capabilities
than the previous provider. Additionally, a new fuel truck was ordered and mobile fuel
tanks were ordered for better distribution capabilities. Arrangements have been made
with secondary fuel providers to use if required.
Fleet Management with assistance with the Budget Office has almost eliminated the
backlog of replacement vehicles, created by the recession, and we are back on track
with the regular replacement cycles. This results in reduced maintenance costs, lower
downtimes, and the ability to provide more reliable vehicles and equipment to service
the public.
26
11.D.1
Packet Pg. 500 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
The Emergency Medical Services (EMS) Division accomplished a 29% cardiac arrest
resuscitation rate in 2018, for comparison the national average is 7-10%. EMS
received re-accreditation for 3 years from Commission on Accreditation of
Medical Transport Systems (CAMTS) for Collier County MedFlight and Ambulance
Services (CAAS) for Collier County EMS. Additionally, EMS is in the process of
securing a new helicopter that was planned and budgeted for over the last five
years.
27
11.D.1
Packet Pg. 501 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
Wa ste Management utilizes 67 routed compressed natural gas (CNG) trash trucks
in the County for residential curbside garbage collection (80% of the current
routed fleet). CNG trucks are quieter, emit 90% less pollutants than other waste
trucks, and require less oil changes. The goal is to have all fleet converted to
CNG by 2023.
28
11.D.1
Packet Pg. 502 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION
Collier County tourism experienced another record year in 2018 and overcame
the water quality challenges and Hurricane damage or previous years. The County
attracted 1.8 million visitors (+ 2.7%), generated $2.2 billion in visitor spending
(+4.6%), and those visitors created and supported over 39,000 of our residents in
hospitality and tourism jobs. Sales and gas tax revenue from visitors also enabled
Collier homeowners to save $1,004 in taxes. The Tourism Division introduced a
new wellness program to attract those travelers seeking healthy living
alternatives in food, recreation, fitness and relaxation. We also began the design
and construction of the $80 million Paradise Coast Sports complex in eastern
Collier County that will open its first phase in the spring of 2020.
29
11.D.1
Packet Pg. 503 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
This year the public transit Beach Route provided transportation to over 6,700 passengers
an increase from 1,903 passengers the previous season. Public Transportation’s social
media activity increased. This year the division doubled our CAT Facebook followers and
tripled CAT Instagram followers. The Division constructed 4 bus shelters, all with solar
lighting, to enhance safety and passenger visibility, and constructed School bus shelter on
Wilson south of Golden Gate Boulevard for the community use.
Updated branding on the paratransit buses with the “CATConnect” design, reinforced the
relationship between the paratransit and CAT s ystems. The division replaced old camera
systems on the buses to the updated model providing improved video quality and
reliability, and replaced 50% of CAT bus stop signs with new design that provide more
information about routes that service that location and other information.
30
11.D.1
Packet Pg. 504 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
LEADERSHIP AND ORGANIZATIONAL DIRECTION
The Growth Management Department’s Operations & Re gulatory Management
Division’s continuous improvement framework, which started with the Plante
Moran project, is making major strides with its new process improvement team.
The team identified approximately 30 unique projects as opportunities for
improvement across all business units. Since its implementation in April, the team
has already completed its first project and currently has three more planned for
completion within the next six months.
31
11.D.1
Packet Pg. 505 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
A F P&L Solar Array was installed at NCRP Soccer Complex. The solar array
provides covered parking for soccer participants, has lights to illuminate the
parking canopy at night, and educational signs on the purpose of the project in
addition to the solar electricity generated. Also, the solar array provides funding
to the park from the contractual arrangement and the array was designed,
permitted, constructed, and will be maintained solely by FPL as part of the pilot
project.
32
11.D.1
Packet Pg. 506 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
Domestic Animal Services began offering low-cost vaccination and microchip
clinics for the community the last Friday of each month beginning March 2019.
Since its launch in March, the program has provided 476 rabies vaccinations, 656
dog and cat vaccinations, and 154 microchips. Domestic Animal Services has
maintained an over 90% live release rate for the last three years. This year, DAS
obtained a live release rate of 93%.
Additionally, the division began offering low-cost and/or free sterilization for the
public in this year. Ye ar to date, the division have sterilized 441 dogs and cats for
Collier County residents.
33
11.D.1
Packet Pg. 507 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
OPERATIONAL EFFECTIVENESS
This year the Growth Management Development Review Division:
•Conducted 27,500 inspections an 15% increase from last year
•Issued over 1,800 right-of-way permits an 20% increase from last year
•Conducted over 6,000 Site development permit plan reviews an 7% increase
from last year
•Established 32 new subdivisions a 22% decrease from 41 last year
34
11.D.1
Packet Pg. 508 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT
Objective #3:
To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions.
11.D.1
Packet Pg. 509 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 36
The County Manager and the senior leadership team routinely recognize
exceptional performance and service to the County through:
•Monthly service awards
•Va lues in practice (VIP) program
•Public recognition on Board agendas
These opportunities are used to identify positive behavior and reinforce the
agency’s commitment to professionalism, ethical business practices, and
following our guiding principles.
11.D.1
Packet Pg. 510 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 37
For a fifth year the County operated a summer high school internship program.
This year witnessed a record number of participants with 20 students from
several schools. The students were placed throughout the County for a six-week
hands-on work experience to learn about County Government services. This
opportunity provides many students with their first experience in a workforce
allowing them to develop new skills, use their education, and clarify interests.
11.D.1
Packet Pg. 511 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 38
The County provided a two session Pr oject Management Professional Certification Boot
Camp in late 2018 and early 2019. To facilitate attendance without significant travel
expenses and time away from work, the sessions were held on-site. Previously, individuals
who wished to participate in a “bootcamp” training for the Project Management
Pr ofessional examination had to find a training program someplace in the country often
resulting in travel away from Collier County to participate typically 4-5 days.
Sending individuals outside of the County incurred travel costs for each participant
(airfare, hotel, per diem, etc.) in addition to the cost of the training session, which can
run from $1,500 to over $3,000, depending on location and training provider. By bringing
a trainer to Collier County, we were able to deliver the two sessions for close to 30
students on-site, at a cost of under $1,000 per participant, inclusive of trainer travel and
lodging, and eliminated the travel and expenses for those who participated.
11.D.1
Packet Pg. 512 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 39
To continue to develop our teams talent and overcome the challenge of being
geographically dispersed, we continue to leverage our on-line learning
management system, Collier University, allowing all employees to access over
1,700 courses. Not only does the system help to convey mandatory training topics
to team members, but also includes offerings on business skills, technology,
health and wellness, leadership and management, productivity, and customer
service.
11.D.1
Packet Pg. 513 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 40
Successfully maintained allocated Workers’Compensation premiums at 1.3% of
total payroll for four years in a row with rates equivalent to a .46 experience
modification rate (1.00 being average). Total incurred costs for the year have
been approximately $311k from 100 claims. The average for the past few years
has been approximately $562k with an average claim count of 133.
11.D.1
Packet Pg. 514 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PERFORMANCE MANAGEMENT AND WORKFORCE DEVELOPMENT 41
A n ew Environmental Health & Safety (EHS) Compliance Program was
implemented in the Risk Management Division. This program sets up an internal
control to carry out a systematic appraisal of all potential EHS risks involving
employees, locations, services and operations. This program identified that the
County was 100% compliant in the area of Immediately Dangerous to Life or
Health.
The Post Offer Employment Medical/Drug Testing Process brought 50% of the
testing in-house and reduced the annual cost from $21,980 to $8,564, a decrease
of 61%.
The Monthly Safety Tr aining Program participation rate increased from 28% in
2017 to 90% in 2019 (YTD).
11.D.1
Packet Pg. 515 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD
Objective #4:
To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County’s federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government.
11.D.1
Packet Pg. 516 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 43
The County had several Legislative Highlights over the past 12 months:
•Saved from immediate expiration the toll revenue reimbursement for the operational expenses of the Public Safety Center at Mile Marker 63. Reimbursement will now continue for eight additional years providing a total of $11.2 million in State funding;
•Successfully lobbied for an Appropriations Project Request for $312,500 to restore Plantation Island’s 2.5 miles of waterways to usable condition and improve water quality;
•Pa rtnered with the City of Naples to successfully lobby for an Appropriations Project Request for $1.2 million for septic-to-sewer conversion and stormwater improvements on multiple streets between Goodlette-Frank Road and US 41;
•Successfully lobbied to ensure State budgetary line-item levels necessary to fund the $455,000 Ro berts Ranch Home stabilization/restoration grant application and the $50,000 Margood Cottages restoration grant application;
•Met with received tentative support from Florida Department of Emergency Management (FDEM) Director, Jared Moskowitz, on public records exemptions for emergency shelters, damage assessments, and collaborative information software in preparation of the FDEM 2020 legislative package;
11.D.1
Packet Pg. 517 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 44
Legislative Highlights (Continued):
•Met with Department of Veterans’Affairs Executive Director, Danny Burgess, to update him on funding and potential sites for a proposed Ve terans’Nursing Home for Collier County;
•Maintained continuous contact with our congressional delegation to put pressure on FEMA in expediting the obligation and release of $46 million due Collier County for the Hurricane Irma debris mission;
•Successfully lobbied the Army Corps of Engineers and congressional delegation in getting the long-awaited shore protection study funded and commenced. If the Corps approves the project, it will enter into a 50-year commitment to beach renourishment in Collier County;
•Successfully lobbied to have language included in the FAA Re authorization bill that prevents FEMA from attempting to recoup previously awarded (obligated) disaster funds for projects that have been certified complete by the state for at least three years;
•Closely followed 639 bills on the County’s legislative tracking list and provided applicable support or opposition information to our County state and federal lobbying teams, and operatives at the National Association of Counties and Florida Association of Counties (FAC).
11.D.1
Packet Pg. 518 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 45
This year 120 Commission and Advisory Board meetings were televised, all with
closed captioning in compliance with ADA, and 26 public information meetings
held.
The County has expanded the use of the Agenda Management System, Minutetraq,
to provide consistent delivery of electronic agendas and supporting documents to
meeting members and the public. During the past twelve months, over 100
meeting agendas were created and delivered. In addition, 293 other advisory
board meetings were conducted after which they posted their public notices,
agendas and minutes each month using the same system. These efforts not only
provided a single location for the public on CollierCountyFL.gov for agendas, but
also supported more effective and efficient recording by the Clerk’s office.
11.D.1
Packet Pg. 519 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 46
The Collier County Services for Seniors Program has continued to provide case
management support, nutrition and in-home medical and supply services to the
frail and elderly, supporting the County's Strategic Focus Area “Community
Health, Wellness, and Human Services”. A L iaison from the Division is working
with local agencies, as recommended by the Senior Advisory Committee, as a
point of contact for the County and to organize the various service providers in
the community. In the past year the Meals Program served 59,798 meals to 399
Seniors at 4 County locations and Home Care and Case Management Services
served 298 individuals.
11.D.1
Packet Pg. 520 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 47
As part of the ongoing effort to acquire land for conservation, Conservation
Collier acquired three properties as part of their program. These properties
include the Green & Green 28.7 acres, Gore 180 acres, Berman 2.34 acres
properties. The Gore property was identified for Florida Community Tr ust
funding, but final determination has not been made as of this date.
11.D.1
Packet Pg. 521 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 48
The Bayshore Beautification MSTU vision is to improve the conditions along
Thomasson Dr. The Thomasson Dr. beautification project consist of resurfacing
and widening portions of Thomason Dr. and Hamilton Av e. Additionally, the
project includes new sidewalks, bicycle paths, street lighting, signage, irrigation,
landscaping, and a roundabout with a landscape island at the intersection of
Thomasson Dr. and Bayshore Dr. The installation of the roundabout moved one-
step closer to construction. This Spring the Redevelopment Agency brought the
Board an agreement with AECOM to proved construction, engineering, and
inspection services for the beautification project. The Board approved the
agreement. Construction of the project is expected to start in the first quarter of
2020.
11.D.1
Packet Pg. 522 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 49
Within the Public Transit and Neighborhood Enhancement Division:
•The Cassena Rd MSBU completed the installation of connection of 13 homes to the County’s water utility in the Pine Ridge Estates Subdivision.
•The Forest Lakes Roadway & Drainage MSTU replaced chain link fence that was destroyed in Hurricane Irma. Installation included 560ft of 6ft high black vinyl coated fencing along the eastern boundary of the Forest Lakes community.
•The Golden Gate Beautification MSTU substantially restored four roadway medians, including trees, shrubs, and landscape features; damaged during Hurricane Irma. Completion is anticipated in September.
•The Lely Beautification MSTU replaced outdated Irrigation Controls on the main roadway medians. New components will be an enhancement to remotely monitor and control the system.
•The Radio Road Beautification MSTU conducted public outreach to the various communities within the area to inform them of the MSTU activities and gauge interest in sustaining the MSTU. Most residents were in favor of maintain the MSTU.
•Established the Vanderbilt Waterway MSTU to Dredge the boat channel between Bluebill bridge and Wiggins Pass (Water Turkey Bay) in Vanderbilt Beach.
•The Division has completed 80% of Vanderbilt Beach MSTU Aerial to Underground conversion of utilities along Vanderbilt Drive and all connecting finger streets.
11.D.1
Packet Pg. 523 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 50
After voter approval of the additional one percent surtax on the General Election
ballot in November the Board established the Infrastructure Surtax Citizen
Oversight Committee (ISOC). The Committee has held 4 meetings and discussed
and ultimately validated 14 separate projects with a total expenditure of
approximately $202M in surtax revenue. The projects validated include Roadway
and Bridge improvements as well as facilities improvements consisting of roofing,
HVAC, hurricane resiliency, new buildings, and a public park. As of July the Surtax
has collected approximately $36M for these projects.
11.D.1
Packet Pg. 524 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 51
In 2018, the State Legislature allocated funds to the FWC for distribution to local
governments and other entities that would utilize the funds for bear-resistant
containers to help in reducing human-bear conflicts. In October 2018, it was
announced that Collier County would receive a portion of those funds. The grant
award resulted in $45,000 for Collier County. Following the announcement of the
award from FWC, the County prepared a Single Source Waiver in accordance with
Collier County and State guidelines, resulting in an agreed unit price of $215 per
fully automated roll cart, with additional freight costs depending on quantity and
production location. With the $45,000 FWC grant award and the County matched
funds of $5,500 secured, the County was able to purchase 214 bear-resistant roll
carts that are compatible with our fully automated waste service pick-up system.
11.D.1
Packet Pg. 525 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
POLICY EXECUTION AND SUPPORT TO THE BOARD 52
Focused on the Rural Fringe Mixed Use District and the Golden Gate Area Master Plan, the
County continued the process of updating the four major eastern planning areas within
the Growth Management Plan (GMP). The Zoning Division held several public planning
meetings during the year.
The 2019 Annual Update and Inventory Report (AUIR) and Capital Improvement Element
(CIE) annual updates were adopted. These provide the necessary infrastructure and
services capacities to keep pace with population growth.
The Zoning Division continued its coordination with housing staff to develop affordable
housing incentives. The Division provided GMP consistency reviews for all land use
petitions within the review process and successfully processed the various land use
petitions through the public hearing process.
11.D.1
Packet Pg. 526 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT
Objective #5:
To prepare a balanced budget in accordance with Board
established budget guidance; to make the best possible use
of public funds with the awareness of the need to operate
efficiently and effectively; to proactively monitor and
manage fiscal activities, including reserve levels and
revenue forecasts; to actively manage the County’s debt
structure and financing mechanisms; to work cooperatively
with the Clerk of Courts on internal audits and the
preparation of the CAFR.
11.D.1
Packet Pg. 527 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT 54
The budget document continues to be developed with maximum flexibility which the Board has
endorsed as a hallmark fiscal philosophy and which has received favorable recognition from the
Rating Agencies and consumers of the County’s financial information. This is reflected in the
County’s excellent investment quality credit rating. Public safety operational and infrastructure
categories always receive priority consideration as resources are allocated.
A m ajor component of financial flexibility is strong reserves and each year general governmental
reserves are set appropriately within Board adopted budget policy parameters thus protecting the
County’s strong cash position at year end and providing fiscal protection to fund unforeseen events
like natural disasters, policy changes and/or unfunded federal or state mandates. The County
continues to maintain a policy compliant debt position and new strategic general governmental
debt can be issued for identified infrastructure improvements. Enterprise operations remain
financially strong and the County’s general financial position is reflective of its implied Aaa/AAA
general corporate credit rating from Moody’s and Standard and Poor’s .
11.D.1
Packet Pg. 528 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT 55
Collier County has received the Distinguished Budget Presentation Award for its
2018 budget from the Government Finance Officers Association (GFOA).The
award is the highest form of recognition in governmental budgeting and marks
the 32st straight year Collier County has received the GFOA honor.
In order to receive the budget award, the county is required to satisfy nationally
recognized guidelines for effective budget presentation. The guidelines are
designed to assess how well the budget serves as a policy document, a financial
plan, an operations guide and a communications device. Budget documents must
be rated ‘proficient’in all four categories to receive an award.”
11.D.1
Packet Pg. 529 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT 56
Fiscal Year 2019 required a $78.5 million bond funding for the initial Northeast Utility Expansion. In coordination with the Finance Committee and the County’s financial advisors, 10 bids were received, with Morgan Stanley providing the necessary funding at a rate of 3.100304%.
Bond rating agencies reviewed the Water-Sewer District’s Official Statement, resulting in
Fitch maintaining its AAA bond rating and Moody’s upgrade to Aaa rating for the first time in the District’s history. Fitch cited strong financial metrics and an excellent financial performance, while Moody’s Service rating rationale included historically strong debt service coverage and liquidity position.
The Collier County Water-Sewer District’s stand-alone CAFR was published on March 20, 2019 for the period ending September 30, 2018. That report is an integral part of an audit performance in accordance with Government Auditing Standards in considering the District’s internal control over financial reporting and compliance.
11.D.1
Packet Pg. 530 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT 57
The first agency-wide Utility and Te lecommunications Audit was conducted. This
process was completed with a specialized firm. The firm starts by performing an
initial baseline audit on the County’s current telecom charges. The firm identified
opportunities to reduce future costs through reduced rates and elimination of
unused connections. Through this audit the County realized a To tal annual
savings of $273,050.35.
11.D.1
Packet Pg. 531 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT 58
Since Hurricane Irma on September 2017, the County has been working with FEMA
and FDEM to obtain reimbursement for expenses associated with damages caused
by the hurricane. As of August 2019, the County has 126 active projects where
funding has been obligated for 114 of them. The awarded amount from FEMA to
date is $62,624,249. The County has processed and paid $17,624.472 in insurance
claims.
To mitigate future risks and damages from disaster events, the County has applied
for 17 mitigation grants. The total amount of the grants is $22,034,000 where
$16,525,500 is part of the Federal funding and $5,508,500 are part of the local
funding.
11.D.1
Packet Pg. 532 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT 59
The County's New P-Card Bank Provider, now with JP Morgan, representing higher
rebates and better oversight on purchases. A n ew Office Supply vendor, Office
Depot, representing a 7% savings. The Procurement division initiated the use of
new Electronic Signature software from DocuSign; providing for quicker and
secure turn around on contract development. The Quick Quotes software is
providing greater market access and oversight on Division delegated purchasing
activity.
11.D.1
Packet Pg. 533 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
BUDGET AND FINANCIAL MANAGEMENT 60
The Museum Division completed a comprehensive study of earned revenue
potential and future financial projection. The report was well-received and can
guide Museum Division funding strategies going forward.
11.D.1
Packet Pg. 534 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT
Objective #6:
To responsibly plan, construct and maintain the County’s critical
public infrastructure and capital assets to ensure sustainability
for the future; to annually conduct the combined AUIR/CIE
review of service levels and capital improvements with the CCPC
and BCC; to insure capital projects and contracts are managed in
full compliance with BCC policies and agency guidelines; to
implement and evaluate the potential of the approved pilot
asset management system and develop funding
recommendations to sustain the quality of the County’s
established infrastructure and facilities.
11.D.1
Packet Pg. 535 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 62
With the approval of the Infrastructure Sales Surtax, the Facilities Management Division
has been entrusted with the execution of $209 million worth of Capital Projects. Many of
these projects will address a backlog of capital improvements that have been differed for
several years. Currently, the Facilities Management Division has validated nine (9)
projects with project costs totaling $56.5 million. These projects include Big Corkscrew
Island Regional Park, Heritage Bay Emergency Medical Services (EMS) Station, Emergency
Services Center East Bay Enclosure, Building H 3rd Floor HVAC Replacement, Building H
Ro of Replacement, Jail Chiller Replacement, Naples Regional Library HVAC Replacement,
and the Domestic Animal Services Shelter Improvement/Replacement.
11.D.1
Packet Pg. 536 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 63
Coordinating with multiple agencies and departments, the Facilities Division was able to
complete numerous vital capital improvement projects, including the Lake Tr afford
Memorial Gardens Cemetery stormwater improvements and the renovation of the IFAS
Building, which consisted of a re-roof, new carpet, HVAC replacement, and lighting
improvements. The Division also completed the new employee fitness/wellness center,
which involved the renovation of the old Procurement Building, including a re-roof,
complete interior renovation, and electrical and HVAC equipment
replacements/improvements. Several other projects included the Naples Jail window
replacement project, Jail chiller replacement project, several major HVAC replacements,
and continued Hurricane Irma recovery projects.
11.D.1
Packet Pg. 537 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 64
The Facilities Division established a facilities restoration program comprised of
in-house staff. This restoration program systematically addresses electrical,
plumbing and air-conditioning maintenance to ensure those features are working
to their optimum level. This program has restored nine (9) facilities including
Vineyards Community Park, Marco Island Historical Museum, Veteran’s Community
Pa rk, Collier County Museum, Immokalee Library, Immokalee Airport, Barefoot
Beach Access, Bluebill Beach Access, and the Bayview Marina Park. Additionally,
each facility and its outlying buildings and signage are pressure cleaned,
waterproofed, and painted, creating a clean and professional appearance for our
visitors and residents.
11.D.1
Packet Pg. 538 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 65
The Immokalee community will see improved safety features along Main Street
(SR29) in 2020. The Immokalee CRA has collaborated with FDOT throughout the
design of the project. As part of the project, FDOT is scheduled to install a new
lighting system on State Road 29 to increase pedestrian and bicyclist safety.
Agreements were approved between Florida Department of Tr ansportation (FDOT)
and Collier County for the installation and maintenance of holiday attachments
on light poles. Continuing the tradition of decorating for the holidays along Main
Street is important to the citizens of the community.
11.D.1
Packet Pg. 539 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 66
Ro ad Maintenance resurfaced approx. 46.1 Lane miles of roadway, we also
completed 17.36 lane miles of lime rock conversions, along with cleaning and
regrading 35.0 Miles of roadside swales.
Landscaping has installed 11.1 Miles of newly constructed Landscaping in 2019
and collected approx. $104,516 in revenue since January for traffic accident
claims.
11.D.1
Packet Pg. 540 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 67
The County’s LED Street Light Conversion program continues to convert all of our street
lights from high-pressure sodium to LED luminaires and achieve 60% energy savings. To-
date, the transition is approximately 55% complete.
Va nderbilt Beach Road Extension (Collier Boulevard to 16th Street NE) is an
approximately 7-mile extension of the existing roadway. This project was in design
development until the onset of the economic recession of 2008 and is now back with a
30% design phase almost completed. Extending this roadway will help to alleviate some
of the traffic congestion on Immokalee Road.
Construction on the 2nd phase of Golden Gate Boulevard began in October 2018. This
project includes widening the roadway from two to four lanes from west of 20th Street to
east of Everglades Boulevard, construction of a bridge over the Miller Canal and drainage
improvements to east of Everglades Boulevard.
11.D.1
Packet Pg. 541 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 68
Highlights of the County’s bridge program include the completed construction of the
bridge at White Boulevard over the Cypress Canal as well as the Chokoloskee Bay Bridge
in Everglades City. Several other bridge replacement projects are currently in design:
•The design for replacement of eleven bridges east of Immokalee / SR29 is 60% complete
and construction is planned to begin in fall of 2020. Thirty months is the anticipated
construction duration.
•The Palm River Bridge north of Immokalee Road is 90% complete, and construction is
anticipated mid-year 2020.
•Plans are 90% complete for the Gator Canal Bridge on Immokalee Road east of Oil Well
Grade Road. Construction is anticipated spring of 2020
11.D.1
Packet Pg. 542 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 69
The 95th Av enue Public Utility Renewal Project’s sanitary sewer and stormwater
portions recently reached their halfway mark. The project has been phased in a
way that lessens the impact to the neighborhood. The resident’s of 107th and
110th Avenues have provided positive feedback towards the changes. The project
is part of a larger initiative to update the potable water and sanitary sewer
infrastructure and create a comprehensive stormwater management system
throughout Naples Park to alleviate ongoing flooding concerns and improve water
quality. This project posts updates every week on www.CollierPUR.com where
residents can keep track of the status of project. The improvements include a
new water main and connection services, the removal of a 40-year-old asbestos
water main, new gravity sewer and cleanouts, ditch renewal, abandonment of a
40-year-old clay sewer, and removal and replacement of stormwater pipes.
11.D.1
Packet Pg. 543 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 70
To respond and plan for the continuing growth in the County, the Public Utilities
Department issued a Request for Professional Services for a design-build project
to include an interim wastewater treatment plant, storage tanks, and associated
pipelines in the Northeast Service Area. This project will construct portions of the
infrastructure designed in 2010, install pipelines to the various development
areas to be built in the near future, and build interim treatment facilities.
Construction started spring of 2019, east of the County Fairgrounds, with
anticipated completion in 2021.
11.D.1
Packet Pg. 544 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
CAPITAL IMPROVEMENTS AND ASSET MANAGEMENT 71
In May 2019, the Pelican Bay Services Division (PBSD) had a contract awarded for
$477,000 to restore the landscape damaged by Hurricane Irma on the Pelican Bay US 41
berm. Work is expected to be completed in October.
In July 2019, the Board agreed to contribute $5M over ten years to PBSD to improve the
Pe lican Bay sidewalks and maintain certain drainage outfalls. A s idewalk replacement
project is scheduled to begin in Fall 2020 and will be completed over three years.
As part of our red tide clean-up plan, the PBSD can respond quickly using its new Barber
Surf Rake pulled by a tractor to mechanically clean the Pelican Bay beach. The PBSD is
working with engineers and environmental consultants to develop a phased construction
schedule to restore the Bay Colony Beach Dune Swale to its original permitted condition.
A m anagement plan is also being developed to drive the maintenance schedule following
restoration.
11.D.1
Packet Pg. 545 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS
Objective #7:
To sustain public trust and confidence in County government; to
promote transparency and public involvement in County
government; to meet regularly with citizens, civic groups,
businesses and homeowner associations; to ensure that public
requests for information and assistance are responded to in a
timely and accurate manner; to improve knowledge of
government programs and services and encourage citizen
participation by providing understandable and complete
information to the public; to work collaboratively with other
governmental and non-profit organizations to achieve common
goals and mutual interests.
11.D.1
Packet Pg. 546 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 73
A n ew way for the county manager to communicate directly with
residents/visitors/civic associations, etc. about county programs, services and
projects, and during emergencies. Called, "From the County Manager's Desk",
the first newsletter was distributed in Summer 2019. This first edition was
opened more than 2,000 times within the first two weeks. Among the topics
presented was an opportunity to sign up for Alert Collier, a new service that will
allow the County to easily communicate important information related
emergency events.
11.D.1
Packet Pg. 547 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 74
The Communications and Customer Relations Division prepared and distributed over 700 news
releases, e-notices, and mobile phone texts; 250 of which promoted county services and programs
and 500 that announced public meetings. The division handled over 400 Public Re cord Requests,
making certain that the people’s right to access public records remained our highest priority.
The County submitted seven guest editorials to the Naples Daily News on such topics as,
•Re asons for the Stormwater Utility Proposal
•Services Offered by the Collier County Veteran Services Division
•Collier 3-1-1
•Hurricane Preparedness and Alert Collier
•Economic Impact of Agriculture in Collier County
11.D.1
Packet Pg. 548 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 75
Staff routinely works with the Commissioners to participate in townhall meetings in their
districts. Staff spoke at 8 such meetings during the year. In addition to these townhall
engagements we regularly speak and participate with leadership programs and civic
groups in the area.
•Yo uth Leadership Collier
•Leadership Collier
•Growing Associates in Naples (GAIN)
•Greater Naples Leadership
11.D.1
Packet Pg. 549 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 76
The Communications and Customer Relations Division acquired the ability to broadcast
“Live" on television and via our website from any location in the county including
Immokalee and Everglades City, for events, ribbon-cuttings, remote meetings, etc.
Social media continued to be a powerful tool for disseminating important information to
our residents and visitors in FY 2019:
•10,900,000 impressions on our Facebook, Twitter and Yo uTube pages
•218,754 impressions on our new Instagram page
•32,000 impressions on our popular Spanish Facebook page, Condado de Collier.
11.D.1
Packet Pg. 550 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 77
The Communications and Customer Relations Division successfully led large scale
public information campaigns for Alert Collier and Collier 3-1-1 that included
press conferences, media releases, articles, speaking engagements, internally
designed posters & promotional materials, and audio announcements for all CAT
buses -in English, Spanish and Creole.
Additionally, the division developed the Language Liaison internal program to
help staff communicate with our non-English speaking residents and visitors.
Employees that speak another language fluently can be called upon to interpret,
translate, and assist the public information team to relay information.
11.D.1
Packet Pg. 551 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 78
The transportation planning section coordinated with residents to develop a roadway
concept for the connection of Whippoorwill Lane and Marbella Lakes Drive. This included
multiple individual homeowner association stakeholder meetings. Ultimately, the Board
approved the concept and the project will soon be implemented.
In addition, the Randall Boulevard/Oil Well Road study was completed with the adoption
of the 2+ alternative. Staff worked closely with the residents in the area to develop a
network that will accommodate the anticipated growth while preserving the
neighborhood.
Finally, staff negotiated a developer agreement with the Baumgarten Planned Unit
Development, which secured the water management for the future flyover at Immokalee
Ro ad and Collier Boulevard at no cost to the County.
11.D.1
Packet Pg. 552 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 79
The Duck Race Fundraiser and Wa ter Safety Festival was held at Sun-N-Fun
Lagoon on February 2, 2019. The Event included family water safety activities
and a Duck Drop in the Lazy River. County lifeguards assisted with water safety
activities and Collier County EMS provided CPR demonstrations. Event
participants adopted a Duck for the fundraiser race which was staffed by Safe and
Healthy Children's Coalition volunteer and funds raised benefitted the Collier
County community through the programs of the Coalition with additional life
jackets and free swim classes provided throughout the County.
11.D.1
Packet Pg. 553 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 80
Funded by a Library Services and Te chnology Act (LSTA) grant, the Library was
able to purchase slow cookers, sewing machines, and Cricut® crafting machines
to introduce the basic life skills of cooking and sewing to teens through a series of
“life hacks” for navigating adulthood. Forty teens participated this summer with
all the teens stating they feel confident in what they learned and that they
intend to apply their newly acquired skills.
11.D.1
Packet Pg. 554 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
PUBLIC INFORMATION AND COMMUNITY RELATIONS 81
The Museum Division hosted several popular special events celebrating the history
and heritage of our area. These events included the Immokalee Cattle Drive and
Jamboree, which featured 200 head of cattle driving down Main Street, live music
performances, alligator wrestling, and cultural demonstrators to the delight of
over 3,000 attendees; the 75th Anniversary of D-Day and the Battle of Normandy
celebration, presented in partnership with Friends of the Collier County Museums,
which included recognition of nearly 50 WWII veterans; and a host of family-
oriented annual events that continued to receive positive feedback and excellent
attendance.
11.D.1
Packet Pg. 555 Attachment: CM's 2019 Self-Appraisal v3 (10196 : Recommendation to accept the completed Annual
11.D.2Packet Pg. 556Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 557Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 558Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 559Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 560Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 561Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 562Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 563Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 564Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.2Packet Pg. 565Attachment: District 1 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 566Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 567Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 568Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 569Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 570Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 571Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 572Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 573Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 574Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 575Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.3Packet Pg. 576Attachment: District 2 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 577Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 578Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 579Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 580Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 581Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 582Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 583Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 584Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 585Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 586Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.4Packet Pg. 587Attachment: District 3 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 588Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 589Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 590Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 591Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 592Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 593Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 594Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 595Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.5Packet Pg. 596Attachment: District 4 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 597Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 598Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 599Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 600Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 601Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 602Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 603Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 604Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 605Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 606Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
11.D.6Packet Pg. 607Attachment: District 5 Evaluation Review (10196 : Recommendation to accept the completed Annual Performance Appraisal for the County
Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each
of the areas on my KRA/appraisal form.
Score Result
1
Below
Standards
• Some improvements and/or early good performance levels in a few areas
• Results not reported for many to most areas of importance to the
organization’s key business requirements
2
Meets
Standards
• Improvement trends and/or good performance levels reported for most
areas of importance to the organization’s key business requirements
• No pattern of adverse trends and no poor performance levels in areas of
importance to the organization’s key business requirements
• Some trends and/or current performance levels--evaluated against relevant
comparisons and/or benchmarks--show areas of strength and/or good to
very good relative performance levels
• Business results address most key customer, market, and process
requirements
3
Exceeds
Standards
• Current performance is excellent in most areas of importance to the
organization’s key business requirements
• Excellent improvement trends and/or sustained excellent performance
levels in most areas
• Evidence of industry and benchmark leadership demonstrated in many
areas
• Business results fully address key customer, market, process, and action
plan requirements
Final
Standard
Rating Scale
Needs Improvement Meets Expectations Exceeds Expectations
1.00 – 1.66 1.67 – 2.33 2.34 – 3.00
11.D.7
Packet Pg. 608 Attachment: FY2020 Grading Pages and Tally Sheet (10196 : Recommendation to accept the completed Annual Performance Appraisal for the
Tally Sheet
Action Plan Goals
LEADERSHIP AND
ORGANIZATIONAL
DIRECTION
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.00 3.00 3.00 3.00 3.00
OPERATIONAL
EFFECTIVENESS
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.50 3.00 3.00 3.00 3.00
PERFORMANCE
MANAGEMENT AND
WORKFORCE
DEVELOPMENT
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.50 3.00 3.00 3.00 3.00
POLICY EXECUTION AND
SUPPORT TO THE BOARD
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.50 3.00 3.00 3.00 3.00
BUDGET AND FINANCIAL
MANAGEMENT
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
3.00 3.00 2.00 3.00 3.00
CAPITAL IMPROVEMENTS
AND ASSET MANAGEMENT
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.00 3.00 3.00 2.00 3.00
PUBLIC INFORMATION AND
COMMUNITY RELATIONS
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
2.00 2.50 3.00 2.00 3.00
Comm.
Fiala
Comm.
Solis
Comm.
Saunders
Comm.
Taylor
Comm.
McDaniel
Average Grade/Commissioner 2.36 2.93 2.86 2.71 3.00
Final Standard Rating Scale Needs Improvement Meets
Expectations
Exceeds
Expectations
1.00-1.66 1.67-2.33 2.34-3.00
Overall Average Grade 2.77
11.D.7
Packet Pg. 609 Attachment: FY2020 Grading Pages and Tally Sheet (10196 : Recommendation to accept the completed Annual Performance Appraisal for the