Agenda 09/24/2024 Item #16F 1 (The Annual Performance Appraisal for the County Manager)9/24/2024
Item # 16.F.1.
ID#: 2024-1184
Executive Summary
The Annual Performance Appraisal for the County Manager
OBJECTIVE: To complete the annual performance appraisal for the County Manager.
CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners (Board). In order
to ensure that the County Manager’s work performance is coordinated with the direction of the full Board, an annual
appraisal process is provided in the County Manager's Employment Agreement. Different than the standard contract
used for prior County Managers and other contract employees of the Board, the current County Manager Employment
Contract does not include provisions for general wage or merit adjustments to be considered by the Board and the
original negotiated salary remains in effect.
The County Manager and staff developed a full update to the Strategic Plan in 2023, which was approved by the Board.
Additionally, the Strategic Plan will be reviewed annually to provide real-time and ongoing updates to the Plan and
create further alignment with the Annual Budget and Annual Update and Inventory Report. The approved Strategic
Plan, including the 2024 update, establishes the Strategic Focus Areas and the Collier County Priorities for the annual,
and ongoing work plan (Action Plan). The County Manager has been available to meet individually with
Commissioners and has provided a self-appraisal relating to the performance standards for review. Due to the timing for
this item, individual appraisals from each Commissioner will be provided for the record once received.
FISCAL IMPACT: There is no fiscal impact associated with this action.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this action.
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, is approved as to form and
legality and requires majority vote for approval. -JAK
RECOMMENDATIONS: That the Board of County Commissioners completes the annual performance appraisal for
the County Manager.
PREPARED BY: Amy Patterson, County Manager
ATTACHMENTS:
1. County Manager Evaluation 2024 final
2. Commissioner Kowal County Manager Performance Evaluation 2024
3. Commissioner Saunders County Manager Performance Evaluation 2024
4. Commissioner Hall County Manager Performance Evaluation 2024
Page 3542 of 4908
Page 1 of 6
Fiscal Year 2024 Annual Performance Evaluation
Amy Patterson, County Manager
The County Manager is tasked with carrying out the policy direction provided by the Board of
County Commissioners. The position functions as the Chief Executive Officer, providing
leadership and direction over the day-to-day operations and management of the employees of
the Board of County Commissioners. The following Action Plan outlines goals and performance
expectations for the County Manager for Fiscal Year 2024, informed by the four Strategic Focus
Areas of the Collier County Strategic Plan.
The County Manager’s Employment Agreement with the Board of County Commissioners
provides for an annual evaluation of the County Manager’s performance. By custom, this
performance has been measured against performance objectives outlined in that year’s annual
Action Plan by rating each of the performance objectives on a scale of 1 to 3:
1 = Below Standards
2 = Meets Standards
3 = Exceeds Standards
Individual evaluations are then totaled and averaged to determine the Board's position.
In addition, each of the four Strategic Focus Areas also provides for comments from each Board
member to elaborate on the County Manager’s performance.
Page 3543 of 4908
Page 2 of 6
County Manager Self-Assessment
Action Plan Results - Fiscal Year 2024
Strategic Focus Area - Quality of Place: To support and enhance our commitment to robust
public safety services; support access to health, wellness, and human services; preserve and
enhance the character of our community; protect our natural resources; provide quality public
amenities and recreational opportunities; promote Collier County as an exceptional tourism
destination; and maintain a fully responsive, best-in-class emergency management capability.
Self-Analysis: The health, safety, and welfare of our community is the highest priority for
residents and visitors, and the provision for such is a statutory duty of the Board of County
Commissioners.
✓We have continued to enhance strategic partnerships with our local public safety
partners and have emphasized the proper staffing levels for public safety and
emergency service jobs. This includes working with the Sheriff on Board initiatives and
projects to facilitate their public safety operations. We have bolstered the Emergency
Medical Services (EMS) workforce and improved the readiness and equipping of our
Emergency Management team and facility.
✓Work continues on our evaluation of public services and amenities to ensure we are
effectively and efficiently delivering the high level of service expected by constituents
while looking for opportunities to diversify and streamline our approach to service
delivery. This includes studying the potential for privatization of components of existing
amenities to maximize operational efficiency and minimize service disruptions.
✓As our lands, wetlands, and waters drive the local economy, we continue to strive for a
key balance between protecting and preserving our natural environment while
providing infrastructure and other demands of the built environment. Over the last
year, the pace of acquisitions of sensitive environmental lands has significantly
increased while including direct coordination on infrastructure projects that may impact
these same lands.
✓My team continues to work with our partners to prepare for the first season of
professional soccer at our sports complex, ensuring the success of the team while
protecting the community’s facility investments and enhancing revenue generation
opportunities.
Page 3544 of 4908
Page 3 of 6
✓To begin the second century of Collier County, and with a new Board and corresponding
philosophy, we have successfully refreshed the brand of Collier County government in a
cost-neutral rollout.
Commissioner Comments:
Below Standards Meets Standards Exceeds Standards
1 2 3
Commissioner Rating:
-------------------------------------------------------------------------------------------------------------------------------
Strategic Focus Area - Infrastructure and Asset Management: Plan and build public
infrastructure and facilities to effectively, efficiently, and sustainably meet the needs of our
community; optimize the useful life of all public infrastructure and resources through proper
planning and preventative maintenance; prepare for the impacts of natural disasters on our
critical infrastructure and natural resources; use the Annual Update and Inventory Report
(AUIR) and other planning tools to establish and implement plans that concurrently provide
public infrastructure; develop and utilize partnerships to ensure that government facilities meet
public expectation.
Self-Analysis: Aligned with Quality of Place, Infrastructure and Asset Management form the
foundation of our community.
✓Over the past year, we have continued to address the legacy projects that have suffered
from chronic delays while bringing forward needed new projects and maintenance
plans.
✓We are developing and implementing updated management tools to track the
maintenance cycles and useful life of infrastructure and assets to properly plan and
budget for maintenance activities, including replacement.
✓With the continuing growth in the area, new infrastructure projects are also being
planned and constructed, guided by the Board’s Strategic Plan and utilizing information
provided by the Annual Update and Inventory Report.
Page 3545 of 4908
Page 4 of 6
Several key infrastructure projects are under construction, including but not limited to:
•Vanderbilt Beach Road Extension
•Public Utilities Headworks
•TIGER – Immokalee
•EMS/Fire Station 74
•Main Campus Chiller Plant Upgrade
Commissioner Comments:
Below Standards Meets Standards Exceeds Standards
1 2 3
Commissioner Rating:
-------------------------------------------------------------------------------------------------------------------------------
Strategic Focus Area - Community Development: To implement prudent and inclusive policy
development through effective planning for transportation, land use, and growth management;
design and maintain an effective transportation system to reduce traffic congestion and
improve the mobility of our residents and visitors; encourage diverse economic opportunities
by fostering a business-friendly environment, support comprehensive affordable housing
opportunities; operate an efficient and customer-focused permitting process; develop
integrated and sustainable plans to protect and manage water resources; provide services and
programs that sustainably manage the County’s waste.
Self-Analysis: FY 2024 provided for strategic alignments within our Housing Policy and
Economic Development Groups, including the development of the application criteria for the
Affordable Housing Land Funding portion of the infrastructure sales surtax.
✓Permit and Land Use volumes continued at extremely high levels; however, the review
staff continued to exceed the performance measures required by statute. We continue
to seek opportunities to streamline processes while adhering to all applicable regulatory
requirements.
Page 3546 of 4908
Page 5 of 6
✓The Solid Waste division has continued excellent recycling performance and, at the
beginning of FY 2024, was one of only three Florida Counties to surpass the 75% mark
set by the Florida Department of Environmental Protection. This combined with their
efforts to efficiently utilize landfill capacity and administer waste collection contracts is
critical to sustainable policy.
✓My team has continued to facilitate the Board’s direction in the contract management
and development of the Golden Gate Golf Course property, including the advancement
of the workforce and senior housing projects, the State Veterans’ Nursing Home,
Veterans’ Community Center, and The Gate golf course and First Tee facilities.
Commissioner Comments:
Below Standards Meets Standards Exceeds Standards
1 2 3
Commissioner Rating:
-------------------------------------------------------------------------------------------------------------------------------
Strategic Focus Area - Responsible Governance: To lead by example with positive and
purpose-driven actions; promote data-driven decision-making through performance
management, continuous improvement, and measurable results; safeguard taxpayer money by
promoting fiscal stewardship and sound budget oversight; encourage active community
engagement and participation; foster a high-performing work culture with transparency and
accountability; recruit, develop, assess, and retain a high-quality workforce; and support the
Collier County Constitutional Officers in the execution of their responsibilities.
Self-Analysis: With the policy direction of the Board, my team continues to approach
responsible governance using innovative processes and technologies to ensure fiscal
stewardship, enhance transparency and accountability, and compete in the workforce
marketplace.
✓For the first time in County history, the proposed budget currently pending the Board
for the next fiscal year has been developed by my team, in conjunction with ResourceX,
Page 3547 of 4908
Page 6 of 6
utilizing a priority-based budgeting approach and data-driven decision-making that
allocates resources based on the strategic importance and impact of individual
programs. This approach ensures alignment of financial allocations with the
organizational goals and community priorities outlined in the FY 2024 Strategic Plan.
✓A Workforce Prioritization Pool has been developed by identifying positions that had
been vacant for an extended period or were otherwise not being utilized. This “FTE
banking” creates immediate cost savings and establishes a pool of positions that can be
strategically deployed as needs are identified.
✓Based upon the priority-based budgeting approach, resource alignment, organizational
realignment, fee for service review, privatization, public/private partnerships, and level
of service review have been initiated and will continue in perpetuity.
✓Over the past year, we have diligently worked to eliminate unnecessary
decentralization, reduce redundancy, and automate routine tasks resulting in a
reduction of administrative cost while enhancing service delivery.
✓Recruitment and retention of employees continues to be both a priority and a challenge.
We are focused on developing stronger outside recruitment strategies while continuing
to cultivate internal talent. Over the past year, we have filled key positions with both
internal and external candidates and are developing broader internship and mentorship
opportunities within the Departments.
Commissioner Comments:
Below Standards Meets Standards Exceeds Standards
1 2 3
Commissioner Rating:
Thank you for the opportunity and honor to serve as your County Manager. We are blessed to
have a dedicated, professional agency staff that works daily to further our Mission to deliver
high-quality and best-value public services, programs, and facilities to meet the needs of our
residents, visitors, and businesses today and tomorrow. Their success is our success.
Page 3548 of 4908
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hi*{/^
Fiscaf Year 2O24 Annual Performance Evaluation
Amy Patterson, County Manager
Collier County
J
The county Manager is tasked with carrying out the policy direction provided by the Board of
County Commissioners. The position functions as the Chief Executive Officer, providing
leadership and direction over the day-to-day operations and management of the employees of
the Board of County Commissioners. The following Action Plan outlines goals and performance
expectations for the County Manager for Fiscal Year 2024, informed by the four Strategic Focus
Areas of the Collier County Strategic Plan.
The County Manager's Employment Agreement with the Board of County Commissioners
provides for an annual evaluation ofthe County Manager's performance. By custom, this
performance has been measured against performance objectives outlined in that year's annual
Action Plan by rating each ofthe performance objectives on a scale of 1to 3:
1 = Below Standards
2 = Meets Standards
3 = Exceeds Standards
lndividual evaluations are then totaled and averaged to determine the Board's position.
In addition, each of the four Strategic Focus Areas also provides for comments from each Board
member to elaborate on the County Manager's performance.
Page 1 of 5
Page 3555 of 4908
County Manager Self-Assessment
Action Plan Results - Fiscal Year 2O24
Strategic Focus Area - Quality of Place: To support and enhance our commitment to robust
public safety services; support access to health, wellness, and human services; preserve and
enhance the character of our community; protect our natural resources; provide quality public
amenities and recreational opportunities; promote Collier County as an exceptional tourism
destination; and maintain a fully responsive, best-in-class emergency management capability.
Self-Analvsis: The health, safety, and welfare of our community is the hiShest priority for
residents and visitors, and the provision for such is a statutory duty of the Board of County
Commissioners.
r' We have continued to enhance strategic partnerships with our local public safety
partners and have emphasized the proper staffing levels for public safety and
emergency service jobs. This includes working with the Sheriff on Board initiatives and
pro.iects to facilitate their public safety operations. We have bolstered the Emergency
Medical Services (EMS) workforce and improved the readiness and equipping of our
Emergency Management team and facility.
/ Work continues on our evaluation of public services and amenities to ensure we are
effectively and efficiently delivering the high level of service expected by constituents
while looking for opportunities to diversifo and streamline our approach to service
delivery. This includes studying the potential for privatization of components of existing
amenities to maximize operational efficiency and minimize service disruptions.
/ As our lands, wetlands, and waters drive the local economy, we continue to strive for a
key balance between protecting and preserving our natural environment while
providing infrastructure and other demands of the built environment. Over the last
year, the pace of acquisitions of sensitive environmental lands has significantly
increased while including direct coordination on infrastructure projects that may impact
these same lands.
r' My team continues to work with our partners to prepare for the first season of
professional soccer at our sports complex, ensuring the success of the team while
protecting the community's facility investments and enhancing revenue generation
opportunities.
Page 2 of 6
Page 3556 of 4908
r' To begin the second century of Collier County, and with a new Board and corresponding
philosophy, we have successfully re/reshed the brand of Collier County government in a
cost-neutral rollout.
Com m i ss i on e r Com me nts :
Strategic Focus Area - Infrastructure and Asset Management: Plan and build public
infrastructure and facilities to effectively, efficiently, and sustainably meet the needs of our
community; optimize the useful life of all public infrastructure and resources through proper
planning and preventative maintenance; prepare for the impacts of natural disasters on our
critical infrastructure and natural resources; use the Annual Update and Inventory Report
(AUIR) and other planning tools to establish and implement plans that concurrently provide
public infrastructure; develop and utilize partnerships to ensure that government facilities meet
public expectation.
Self-Analvsis: Aligned with Quality of Place, Infrastructure and Asset Management form the
foundation of our community.
/ Over the past year, we have continued to address the legacy projects that have suffered
from chronic delays while bringing forward needed new projects and maintenance
olans.
/ We are developing and implementing updated management tools to track the
maintenance cycles and useful life of infrastructure and assets to properly plan and
budget for maintenance activities, including replacement.
"/ With the continuing growth in the area, new infrastructure projects are also being
planned and constructed, guided by the Board's Strategic Plan and utilizing information
provided by the Annual Update and Inventory Report.
Below Standards Meets Standards Exceeds Standards
1 2 3
Commissioner Rotino:X
Page 3 of 6
Page 3557 of 4908
Several key infrastructure projects are under construction, including but not limited to:
r Vanderbilt Beach Road Extension
o Public Utillties Headworks
o TIGER - lmmokalee
o EMS/Fire Station 74
o Main Campus Chiller Plant Upgrade
Com m i ssion e r Co m m e nts :
Strategic Focus Area - Community Development: To implement prudent and inclusive policy
development through effective planning for transportation, land use, and growth managemenq
design and maintain an effective transportation system to reduce traffic congestion and
improve the mobility of our residents and visitors; encourage diverse economic opportunities
by fostering a business-friend ly environment, support comprehensive affordable housing
opportunities; operate an efficient and customer-focused permitting process; develop
integrated and sustainable plans to protect and manage water resources; provide services and
programs that sustainably manage the County's waste.
Self-Analvsis: FY 2024 provided for strategic alignments within our Housing Policy and
Economic Development Groups, including the development of the application criteria for the
Affordable Housing Land Funding portion of the infrastructure sales surtax.
./ Permit and Land Use volumes continued at extremely high levels; however, the review
staff continued to exceed the performance measures required by statute. We continue
to seek opportunities to streamline processes while adhering to all applicable regulatory
requirements.
Below Standards Meets Standards Exceeds Standards
t 2 3
Commissioner Rotino:X
Page 4 of 6
Page 3558 of 4908
The Solid Waste division has continued excellent recycling performance and, at the
beginning of FY 2024, was one of only three Florida Counties to surpass the 75o/o mark
set by the Florida Department of Environmental Protection. This combined with their
efforts to efficiently utilize landfill capacity and administer waste collection contracts is
critical to sustainable policy.
My team has continued to facilitate the Board's direction in the contract management
and development of the Golden Gate Golf Course property, including the advancement
ofthe workforce and senior housing projects, the State Veterans' Nursing Home,
Veterans' Community Center, and The Gate golf course and First Tee facilities.
Com m issioner Comme nts:
Strategic Focus Area - Responsible Governance: To lead by example with positive and
purpose-driven actions; promote data-driven decision-making through performance
management, continuous improvement, and measurable results; safeguard taxpayer money by
promoting fiscal stewardship and sound budget oversighu encourage active community
engagement and participation; foster a high-performing work culture with transparency and
accountability; recruit, develop, assess, and retain a high-quality workforce; and support the
Collier County Constitutional Officers in the execution of their responsibilities.
Self-Analvsis: With the policy direction of the Board, my team continues to approach
responsible governance using innovative processes and technologies to ensure fiscal
stewardship, enhance transparency and accountability, and compete in the workforce
marketplace.
r' For the first time in County history, the proposed budget currently pending the Board
for the next fiscal year has been developed by my team, in conjunction with Resourcex,
Below Standards Meets Standards Exceeds Standards
1 2 3
Commissioner Roting:x
Page 5 of 6
Page 3559 of 4908
utilizing a priority-based budgeting approach and data-driven decision-making that
aflocates resources based on the strategic importance and impact of individual
progroms. This approach ensures alignment of financial allocations with the
organizational goals and community priorities outlined in the FY 2024 Strategic Plan.
A Workforce Prioritization Pool has been developed by identifying positions that had
been vacant for an extended period or were otherwise not being utilized. This"FTE
banking" creates immediate cost savings and establishes a pool of positions that can be
strategically deployed as needs are identified.
Based upon the priority-based budgeting approach, resource alignment, organizational
realignment, fee for service review, privatization, public/private partnerships, and level
of service review have been initiated and will continue in perpetuity.
Over the past year, we have diligently worked to eliminate unnecessary
decentralization, reduce redundancy, and automate routine tasks resulting in a
reduction of administrative cost while enhancing service delivery.
Recruitment and retention of employees continues to be both a priority and a challenge.
We are focused on developing stronger outside recruitment strategies while continuing
to cultivate internal talent. Over the past year, we have filled key positions with both
internal and external candidates and are developing broader internship and mentorship
opportu nities within the Departments.
Co m m issi one I Co m m e nts :
Thank you for the opportunity ond honor to serve os your county Manoger. we ore blessed to
have a dedicoted, professional agency stoff that works doity to further our Mission to deliver
high-quolity and best-value public services, progroms, ond focitities to meet the needs of our
residents, visitors, ond businesses today and tomorrow. Their success is our success.
Below Standards Meets Standards Exceeds Standards
L 2 3
Commissioner Ratinq:x
Page 5 of 6
Page 3560 of 4908
Page 3561 of 4908
Page 3562 of 4908
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Fiscal Year 2024 Annual Performance Evaluation
Amy Patterson, County Manager
Collier County
The County Manager is tasked with carrying out the policy direction provided by the Board of
County Commissioners. The position functions as the Chief Executive Officer, providing
leadership and direction over the day-to-day operations and management ❑f the employees ❑f
the Board of County Commissioners. The following Action Plan outlines goals and performance
expectations for the County Manager for Fiscal Year 2024, informed by the four Strategic Focus
Areas of the Collier County Strategic Plan.
The County Manager's Employment Agreement with the Board of County Commissioners
provides for an annual evaluation of the County Manager's performance. By custom, this
performance has been measured against performance objectives outlined in that year's annual
Action Plan by rating each of the performance objectives on a scale of 1 t❑ 3:
1 = Below Standards
2 = Meets Standards
3 = Exceeds Standards
Individual evaluations are then totaled and averaged to determine the Board's position.
In addition, each ❑f the four Strategic Focus Areas also provides for comments from each Board
member t❑ elaborate ❑n the County Manager's performance.
Page 1 of 6
County Manager Self -Assessment
Action Plan Results - Fiscal Year 2024
Strategic Focus Area - Quality of Place: To support and enhance our commitment to robust
public safety services; support access to health, wellness, and human services; preserve and
enhance the character of our community; protect our natural resources; provide quality public
amenities and recreational opportunities; promote Collier County as an exceptional tourism
destination; and maintain a fully responsive, best -in -class emergency management capability.
Self -Analysis: The health, safety, and welfare of our community is the highest priority for
residents and visitors, and the provision for such is a statutory duty of the Board of County
Commissioners.
We have continued to enhance strategic partnerships with our local public safety
partners and have emphasized the proper staffing levels for public safety and
emergency service jobs. This includes working with the Sheriff on Board initiatives and
projects to facilitate their public safety operations. We have bolstered the Emergency
Medical Services (EMS) workforce and improved the readiness and equipping of our
Emergency Management team and facility.
Work continues on our evaluation of public services and amenities to ensure we are
effectively and efficiently delivering the high level ❑f service expected by constituents
while looking for opportunities to diversify and streamline our approach to service
delivery. This includes studying the potential for privatization of components of existing
amenities to maximize operational efficiency and minimize service disruptions.
As our lands, wetlands, and waters drive the local economy, we continue t❑ strive for a
key balance between protecting and preserving our natural environment while
providing infrastructure and other demands of the built environment. Over the last
year, the pace of acquisitions ❑f sensitive environmental lands has significantly
increased while including direct coordination on infrastructure projects that may impact
these same lands.
My team continues to work with our partners t❑ prepare for the first season of
professional soccer at our sports complex, ensuring the success of the team while
protecting the community's facility investments and enhancing revenue generation
❑pportunities.
Page 2 of 6
To begin the second century of Collier County, and with a new Board and corresponding
philosophy, we have successfully refreshed the brand ❑f Collier County government in a
cost -neutral rollout.
Commissioner Comments:
Below Standards
Meets Standards
Exceeds Standards
1
Z
3
Commissioner Rating:
x
Strategic Focus Area - Infrastructure and Asset Management: Plan and build public
infrastructure and facilities to effectively, efficiently, and sustainably meet the needs of our
community; optimize the useful life of all public infrastructure and resources through proper
planning and preventative maintenance; prepare for the impacts ❑f natural disasters on our
critical infrastructure and natural resources; use the Annual Update and Inventory Report
(AU IR) and other planning tools to establish and implement plans that concurrently provide
public infrastructure; develop and utilize partnerships t❑ ensure that government facilities meet
public expectation.
Self -Analysis: Aligned with Quality of Place, Infrastructure and Asset Management form the
foundation of our community.
❑ver the past year, we have continued to address the legacy projects that have suffered
from chronic delays while bringing forward needed new projects and maintenance
plans.
We are developing and implementing updated management tools to track the
maintenance cycles and useful life of infrastructure and assets t❑ properly plan and
budget for maintenance activities, including replacement.
With the continuing growth in the area, new infrastructure projects are also being
planned and constructed, guided by the Board's Strategic Plan and utilizing information
provided by the Annual Update and Inventory Report.
Page 3 of 6
Several key infrastructure projects are under construction, including but not limited to:
■ Vanderbilt Beach Road Extension
■ Public Utilities Headworks
■ TIGER — Immokalee
■ EMS/Fire Station 74
■ Main Campus Chiller Plant Upgrade
Commissioner Comments:
Below Standards
Meets Standards
Exceeds Standards
1
2
3
Commissioner Rating:
x
Strategic Focus Area - Community Development: To implement prudent and inclusive policy
development through effective planning for transportation, land use, and growth management;
design and maintain an effective transportation system to reduce traffic congestion and
improve the mobility of our residents and visitors; encourage diverse economic opportunities
by fostering a business -friendly environment, support comprehensive affordable housing
❑pportunities; operate an efficient and customer -focused permitting process; develop
integrated and sustainable plans t❑ protect and manage water resources; provide services and
programs that sustainably manage the County's waste.
Self -Analysis: FY 2024 provided for strategic alignments within our Housing Policy and
Economic ❑evelopment Groups, including the development of the application criteria for the
Affordable Housing Land Funding portion of the infrastructure sales surtax.
Permit and Land Use volumes continued at extremely high levels; however, the review
staff continued to exceed the performance measures required by statute. We continue
to seek opportunities t❑ streamline processes while adhering to all applicable regulatory
requirements.
Page 4 of 6
The Solid Waste division has continued excellent recycling performance and, at the
beginning of FY 2024, was one of only three Florida Counties t❑ surpass the 75% mark
set by the Florida Department of Environmental Protection. This combined with their
efforts t❑ efficiently utilize landfill capacity and administer waste collection contracts is
critical to sustainable policy.
My team has continued to facilitate the Board's direction in the contract management
and development of the Golden Gate Golf Course property, including the advancement
❑f the workforce and senior housing projects, the State Veterans' Nursing Home,
Veterans' Community Center, and The Gate golf course and First Tee facilities.
Commissioner Comments:
Below Standards
Meets Standards
Exceeds Standards
1
2
3
Commissioner Rating:
x
Strategic Focus Area - Responsible Governance: To lead by example with positive and
purpose -driven actions; promote data -driven decision -making through performance
management, continuous improvement, and measurable results; safeguard taxpayer money by
promoting fiscal stewardship and sound budget ❑versight; encourage active community
engagement and participation; foster a high -performing work culture with transparency and
accountability; recruit, develop, assess, and retain a high -quality workforce; and support the
Collier County Constitutional Officers in the execution of their responsibilities.
Self -Analysis: With the policy direction of the Board, my team continues to approach
responsible governance using innovative processes and technologies to ensure fiscal
stewardship, enhance transparency and accountability, and compete in the workforce
marketplace.
For the first time in County history, the proposed budget currently pending the Board
for the next fiscal year has been developed by my team, in conjunction with ResourceX,
Page 5 of 6
utilizing a priority -based budgeting approach and data -driven decision -making that
allocates resources based on the strategic importance and impact of individual
programs. This approach ensures alignment of financial allocations with the
organizational goals and community priorities outlined in the FY 2024 Strategic Plan.
A Workforce Prioritization Pool has been developed by identifying positions that had
been vacant for an extended period or were otherwise not being utilized. This "FTE
banking" creates immediate cost savings and establishes a pool of positions that can be
strategically deployed as needs are identified.
Based upon the priority -based budgeting approach, resource alignment, organizational
realignment, fee for service review, privatization, public/private partnerships, and level
of service review have been initiated and will continue in perpetuity.
Over the past year, we have diligently worked to eliminate unnecessary
decentralization, reduce redundancy, and automate routine tasks resulting in a
reduction of administrative cost while enhancing service delivery.
Recruitment and retention of employees continues to be both a priority and a challenge.
We are focused on developing stronger outside recruitment strategies while continuing
to cultivate internal talent. Over the past year, we have filled key positions with both
internal and external candidates and are developing broader internship and mentorship
opportunities within the Departments.
Commissioner Comments:
Below Standards
Meets Standards
Exceeds Standards
1
2
3
Commissioner Rating:
x
Thank you for the opportunity and honor to serve as your County Manager. We are blessed to
have a dedicated, professional agency staff that works daily to further our Mission to deliver
high -quality and hest -value public services, programs, and facilities to meet the needs of our
residents, visitors, and businesses today and tomorrow. Their success is our success.
Page 6 of 6