Agenda 02/08/2022 Item #11C (County Manager new senior Leadership Nominees)02/08/2022
EXECUTIVE SUMMARY
Recommendation that the Board of County Commissioners endorse and approve the
County Manager's new senior leadership nominees, further organizational changes,
staffing complements, approach, and responsibilities, to take effect immediately, and
approve all necessary budget amendments.
OBJECTIVE: For the Board to confirm new corporate senior leadership and related structure
and responsibilities.
CONSIDERATIONS: On March 23, 2021, the Board of County Commissioners chose Mark
Isackson to become County Manager, assuming control of County Manager Agency operations
on May 3, 2021. Ordinance 2013-40, the Collier County Administrator's Ordinance, makes the
County Administrator responsible for the administration of all departments that are responsible
to the Board, including the responsibility to select, employ, and supervise all personnel and fill
all vacancies under the Board's jurisdiction.
A CEO continually evaluates the organization and is expected to respond in a changing corporate
environment to bring together talented senior leaders with varying talents, skill sets, and
disciplines to advance the organization's objectives, foster a culture of efficiency, and implement
policy as directed by the County's elected leadership.
As steward to this County organization, the County Manager continues to make decisions about
how specific areas of County government, related organizational structure, and leadership
personnel assignments evolve to best meet the needs of our residents and visitors. By continuing
prudent fiscal stewardship, fostering a culture of efficient and effective service delivery, and
continuously emphasizing organizational accountability, we continue to position Collier County
Government to meet the challenges of growth, escalating capital infrastructure needs, and
community expectations.
Ordinance 2013-40 requires that the Board of County Commissioners confirm the County
Manager's appointment of Assistant County Administrators and Department Heads. Mr.
Isackson is making the following appointments to the Agency's executive leadership team that
require confirmation:
• Dan Rodriguez, Deputy County Manager
• Trinity Scott, Department Head, - Transportation Management Services
• Jamie French, Department Head, Growth Management - Community Development
• Tanya Williams, Department Head, Public Services
In furtherance of the current tandem Deputy County Manager structure dividing the duties of
oversight of agency service operations and capital initiatives, the County Manager is
recommending that Mr. Dan Rodriguez join Ms. Amy Patterson to lead these two critical
organizational components. Mr. Rodriguez will assist the County Manager in management of
critical service -related operations while Ms. Patterson will continue to oversee the Agency's
substantial and growing capital initiatives.
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Deputy County Manager Ms. Patterson and Mr. Rodriguez each have diverse and varied skill
sets, extensive government management experience, proven leadership skills, and knowledge of
this County's government which make each uniquely qualified to serve in the recommended
capacities.
Separating the functions of the current Growth Management Department has been an objective
of this County Manager since his appointment. Ms. Trinity Scott and Mr. Jamie French serving
in Deputy Department Head capacities for an initial period overseeing Transportation
Construction and Maintenance and Planning and Regulatory functions, respectively, has proven
successful. The immense area of responsibility associated with each of these transportation and
growth management functions is deserving of separate leadership, responsibility, and
accountability while preserving the required synergy between the two functions. The County
Manager is recommending that Ms. Scott and Mr. French be elevated to Department Head status
with Ms. Scott managing all transportation system construction, planning, and maintenance
functions under a new Transportation Management Services Department. Mr. French will
manage all land use planning and related regulatory functions under a new Growth Management
Community Development Department. The credentials of Ms. Scott and Mr. French are evident
each with progressively responsible roles in Collier County Government and each having served
in their respective roles under this County Manager since May 2021.
With Dan Rodriguez moving to the County Manager's suite, the Public Services Department
Head vacancy can be ably filled by current Library Services Director, Tanya Williams. Ms.
Williams is a 26-year employee of Collier County Government having held increasingly
responsible roles over her tenure. Tanya is a Certified Public Manager and holds a master's
degree in Library Science. Her dedication to this organization is unquestioned, and she is willing
and able to accept this new leadership assignment.
Continuing in his capacity as the County's Public Utilities Department Head is Dr. George
Yilmaz. With recent key leadership retirement announcements, the opportunity to re -shape this
department is a challenge which Dr. Yilmaz relishes, and the County Manager's full confidence
goes with George on this important endeavor.
FISCAL IMPACT: Considering the recent pay and compensation plan adjustments approved
by the Board, each Deputy County Manager will earn a salary of $190,000 annually. The Growth
Management Community Development Department Head will earn an annual salary of
$165,853. The Department Head in charge of Transportation Management Services will earn an
annual salary of $161,071. The Public Services Department Head will earn an annual salary of
$152,000. The Public Utilities Department Head will earn an annual salary of $181,357. Budget
amendments to personal services may be necessary and will be determined later in fiscal year
2022.
GROWTH MANAGEMENT IMPACT: None
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, raises
no legal issues, and requires majority vote for approval. -JAK
RECOMMENDATION: That the Board of County Commissioners endorse and approve the
County Manager's new senior leadership corporate organizational structure, staffing
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complement, approach, and responsibilities, to take effect immediately, and approve all
necessary budget amendments.
Prepared by: Mark Isackson, County Manager
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COLLIER COUNTY
Board of County Commissioners
Item Number: 11.0
Doc ID: 21197
Item Summary: Recommendation that the Board of County Commissioners endorse and approve
the County Manager's new senior leadership nominees, further organizational changes, staffing
complements, approach, and responsibilities, to take effect immediately, and approve all necessary budget
amendments. (Mark Isackson, County Manager)
Meeting Date: 02/08/2022
Prepared by:
Title: Sr. Operations Analyst — County Manager's Office
Name: Geoffrey Willig
02/02/2022 8:22 AM
Submitted by:
Title: Division Director - Corp Fin & Mgmt Svc — County Manager's Office
Name: Mark Isackson
02/02/2022 8:22 AM
Approved By:
Review:
County Attorney's Office
County Manager's Office
Board of County Commissioners
Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 02/02/2022 8:51 AM
Mark Isackson Level 4 County Manager Review Completed 02/02/2022 1:45 PM
Geoffrey Willig Meeting Pending
02/08/2022 9:00 AM
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EXECUTIVE SUMMARY
Recommendation to discuss and provide direction to staff regarding the Board's preferred
strategy for recruiting a County Manager.
OBJECTIVE: To secure approval from the Board on the strategy to recruit, select and confirm a County
Manager by June 2022 at the latest.
CONSIDERATIONS: County Manager Mark Isackson will retire from County service effective July 1,
2022. On January 25, 2022, the Board provided direction to staff to seek quotes from executive recruitment
firms.
On Thursday, January 27, 2022, Procurement Services released a Request for Quotes (RFQ) through
BidSync to vendors interested in providing pricing for their firm to conduct an executive recruitment to fill
the position of County Manager. The RFQ is included as an exhibit to this executive summary. It is
expected that information and costs from interested recruitment firms will be received prior to Tuesday's
Board meeting and as soon as the information is received and collated by Human Resources a one way
communication will be sent to the Board, most likely on Monday 2/7/22.
To arrive at a course of action to conduct this recruitment, the Board should consider the key decision
points listed below. The steps provided represent a typical recruitment and selection process, and the areas
requiring decisions or approval.
Point #1 - Methodology of recruitment to fill the County Manager vacancy.
Options:
A. Hiring of a search firm with extensive expertise and knowledge of recruiting for
executive -level positions for cities and counties.
B. Use of internal staff resources to conduct the recruitment.
C. The Board assumes the responsibility of conducting the recruitment, with support
from agency staff.
Point #2 - Involvement of the BCC during the recruitment and selection process. (The level of
involvement and frequency of decisions needed from the Board will be based on the recruitment
methodology selected).
Options:
A. All BCC participates, either during regular meeting dates or in a workshop format.
B. The Board elects a sub -committee to conduct the recruitment in publicly noticed
workshop sessions.
C. The Chair or another designated Commissioner leads the recruitment, with reports
back to the rest of the Board at given intervals.
Step 1: Needs Assessment/Information Gathering (2 - 3 weeks)
• Development of position profile
• Options:
o Individual discussions with Commissioners
o Use of questionnaire completed by Commissioners in early 2021
o Workshop discussion facilitated by staff or recruiter
Action required: Approval of final profile document
Step 2: Recruitment
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Position posted (4 weeks)
Application review/compilation of Candidate Summaries (2 - 3 weeks)
Development of top 25 candidate list
o An external firm can facilitate this step for the Board, if directed to do so, and narrow the
field to 10-12 of the most qualified candidates who most closely fit the profile.
o If the recruitment is internal, the Board would receive a complete list of all candidates
and would need to review all and rank/narrow candidates to the top 10-12.
Action Required: Review top 25 candidates, narrow to 10-12 candidates for closer review
Step 3: Candidate Review
• If using an external firm, the following are activities typical at this step in the process:
o Obtain additional candidate information re: training, education, experience, approach, etc.
o Conduct telephone interviews with prior employers and/or personal references
o Conduct internet/social media search
Action Required: Review candidates, narrow to 2-4 candidates for face-to-face interviews
Step 4: Reference Check, Interview, Selection
• If using an external firm, the following are activities typical at this step in the process:
o Conduct reference check, compile data
o Conduct background check, compile data
If the recruitment is handled internally, the organization would have the candidates complete an
application for employment to gather all needed date. References and background checks would
only be conducted on the successful candidate, consistent with the County's Administrative
Practices and Procedures.
Conduct interview, public meeting
Action Required: Deliberation and selection
o Authorization to negotiate
o Contract development
FISCAL IMPACT: The exact costs for the services of an executive search firm are not known, as receipt
of the quotes is still pending and will be presented under a separate one way communication to the Board
on Monday 2/7/22. Based on previous searches, the County anticipates the fees to range from $20,000 -
$35,000. Additional costs may be incurred if the Board approves travel for finalist candidates, estimated
not to exceed $10,000.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this
Executive Summary.
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, raises no legal
issues at this time and requires majority vote for Board action. -JAK
RECOMMENDATION: That the Board provide direction on the process and steps to recruit a County
Manager.
Prepared by: Amy Lyberg, Division Director, Human Resources
ATTACHMENT(S)
1. RFQ Collier County Manager 2022 FINAL (DOCX)
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COLLIER COUNTY
Board of County Commissioners
Item Number: I LD
Doc ID: 21210
Item Summary: Recommendation to discuss and provide direction to staff regarding the Board's
preferred strategy for recruiting a County Manager. (AmyLyberg, Human Resources Division Director)
Meeting Date: 02/08/2022
Prepared by:
Title: Sr. Operations Analyst — County Manager's Office
Name: Geoffrey Willig
02/01/2022 10:05 AM
Submitted by:
Title: Division Director - Corp Fin & Mgmt Svc — County Manager's Office
Name: Mark Isackson
02/01/2022 10:05 AM
Approved By:
Review:
Office of Management and Budget
County Attorney's Office
County Manager's Office
Board of County Commissioners
Geoffrey Willig Level 3 OMB Gatekeeper Review
Jeffrey A. Klatzkow Level 3 County Attorney's Office Review
Mark Isackson Level 4 County Manager Review
Geoffrey Willig Meeting Pending
Skipped 02/01/2022 10:04 AM
Completed 02/01/2022 11:15 AM
Completed 02/02/2022 12:24 PM
02/08/2022 9:00 AM
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11.D.a
Collier County
Administrative Services Department
Human Resources Division
Request for Quotes
As requested by the Collier County Board of County Commissioners (hereinafter, the "Board or BCC"), Collier
County (hereinafter, "County") is requesting a quote for executive recruitment services.
Brief Description of Purchase
Collier County is interested in a national and regional search and recruitment process to select an individual to
fill the position of County Manager for the Collier County Board of County Commissioner's agency. The
County's budget for this search process, inclusive of costs for the search firm and travel for the recruiter and
finalist candidates to Collier County, is anticipated to be less than fifty thousand dollars ($50,000).
Detailed Scope of Work
The mission of the Collier County Board of County Commissioner's organization is to deliver high -quality, best -
value, public services, programs, and facilities to meet the needs of our residents, visitors, and businesses
today and tomorrow.
The County Manager's Agency is comprised of three Departments including Growth Management, Public
Services and Public Utilities, as well as Divisions reporting directly to the County Manager's Office which
include Bureau of Emergency Services, Communications, Government & Public Affairs, Corporate Business
Operations, Corporate Financial and Management Services, Emergency Medical Services, Fleet Management,
Human Resources, Information Technology, the Pelican Bay Services Division, Procurement Services, and Risk
Management. Across the County Manager's agency, the full-time, part-time and temporary employee
population is approximately 2,100.
Due to the current County Manager's retirement effective July 1, 2022, Collier County is seeking a highly
motivated, dynamic individual to fill the role. The County Manager, reporting directly to the five -member
Board of County Commissioners (BCC) of Collier County, is responsible under County ordinance for
administering and carrying out the policies and directives of the BCC. The County Manager has been tasked
with the following key objectives by the Board:
Objective #1— Leadership and Organizational Direction
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.
Human Resources Division• 3303 Tamiami Trail East • Naples, Florida 34112-4961 •239-252-8460
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Objective #2 —Operational Effectiveness
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.
Objective #3 — Performance Management and Workforce Development
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.
Objective #4 — Policy Execution and Support to the Board
To effectively implement directives and policy of the Board; to timely and effectively respond to Board
requests for information or assistance; to ensure 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.
Objective #5 — Budget and Financial Management
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 Comprehensive Annual Financial Report (CAFR).
Objective #6 — Capital Improvements and Asset Management
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 Annual Update and Inventory
Report/Capital Improvement Element (AUIR/CIE) review of service levels and capital improvements with the
Collier County Planning Commission (CCPC) and BCC; to ensure 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.
Objective #7 — Public Information and Community Relations
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.
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The County is requesting a quote of the costs to complete the following tasks:
Task 1 - Gather information from the County Commissioners, County Manager, along with other key
stakeholders, to determine the professional and educational background, management style, and other
important characteristics of candidates who ultimately will be considered for the interview process.
Prepare an informational marketing package to prospective candidates outlining the organizational
structure and strategic objectives of the Collier BCC and County Manager's Agency; provide information to
candidates regarding the community and its amenities; background information on key personnel
including Commissioners, Constitutional Officers, executives and community leaders.
Task 2 — Advertise the vacancy and develop a pool of potential candidates using means most appropriate,
including professional networks, publications, and any other recruitment vehicles.
Task 3 - Screen the pool of candidates pursuant to the strategic profile developed with the Collier County
Commissioners, County Manager and key stakeholders; and deliver a short-listed group of no fewer than
three (3) but no more than six (6) candidates.
Task 4 - Coordinate the logistics for a site visit for the short-listed candidates. If requested and directed by
the BCC, prepare for and schedule interviews with the Collier County BCC for the short-listed candidates,
including preparation of interview questions and assistance with interview facilitation, as needed.
Task 5 — Conduct background and reference checks of the short-listed candidates.
Task 6 — If requested and directed by the BCC, assist the County Commissioners in the job offer and salary
negotiations process with the selected candidate.
Timetable
The following projected timetable should be used as a working guide for planning purposes only. The County
reserves the right to adjust this timetable as needed.
Event
Date(s)
Collier County BCC provides direction on recruitment process to
select a new County Manager
2/8/2022
BCC review of quotes received and determination of vendor to
conduct the search
February 2022
Notice to begin work issued
February 2022
Search and recruitment process
February — March 2022
Interview and vetting process
April - May 2022
Approval of selection by the Collier County BCC
No later than 6/28/2022
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11.D.a
REQUIRED SUBMITTALS:
Section 1— Cover Letter
A cover letter transmitting the proposal must be submitted and dated. The letter should describe the
Proposer's interest in the project and brief description of general approach or unique features of the
Proposer or team.
• The cover letter shall summarize your company's background and experience, noting years in business,
executive leadership/ownership, and any distinguishing factors that set your company apart from your
competitors.
• The cover letter shall be signed by a principal of the Proposer or other person fully authorized to act on
behalf of the Proposer or team.
Section 2 — Qualifications and Technical Capacity of Proposer
• Provide the relevant qualifications and experience of your company as it relates to the scope of work,
including a specific statement of how your company meets the stated requirements. This section
should demonstrate your company's understanding of the scope and your ability to satisfy
requirements.
Provide a minimum of three (3) client references for prior similar projects that proposer has
successfully completed in the last three to five years.
Section 3 — Personnel Assigned to the Project
• Provide a list of key personnel in the proposed team, their titles and tasks to be assigned relative to
the scope of the project.
Provide professional biographies of each which list the qualifications and all relevant experience of the
team members, with the proposed Project Manager listed first.
Provide a minimum of three (3) prior similar assignments that the proposed Project Manager has
successfully completed.
Section 4 — Work Plan
• Provide a detailed description of how the team will fulfill each component of the project.
• The proposed work plan shall include a detailed timeline for each major step in the process, the
associated projects with each step, and the expectations CONTRACTOR has for the County's
responsibilities in each step.
• Work plan should clearly identify any best practices related to the handling of internal applicants.
• Proposals should be keyed or indexed to correspond with this Request for Quote.
Section 5- Pricing
Provide an overall total cost for project and a detailed fee schedule based on completion of project
milestones that align with this scope of work.
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