Agenda 01/29/2002 W COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA
Supervisor of Elections-Rev. Dr. Martin Luther King Building
January 29, 2002
9:00 A.M.
1. Pledge of Allegiance
THIS ITEM CONTINUED FROM THE JANUARY 23, 2002 BCC MEETING
Approval of a contract for professional lobbyist services with Arnold and
Blair, L.C.
Vital Signs Report
Strategic Planning
1. Review of FY 01 Strategic Plan
B. Review of issues by
· Staff
· Citizen's Survey
· Focus
· BCC
C. Stratification of Issues
Review and Development of Questions for the 2002 Citizen's Survey
Collier County Strategic Planning for
2OO2 - 20O3
"The future does not,let better with hope, it gets better by plan. And to
plan for the future ~/e need goa/s." Jim Rohn.
Collier County has been through a great deal over the last eighteen months.
During this time, much has been learned about not spending the amount of time
necessary on the planning process and not having well developed and engrained
systems for tracking and reporting progress.
If we do nothing other than get over these immediate hurdles and do not take
time to stop, review and learn the valuable lessons available from these events,
we will have wasted an enormous opportunity. As much as the immediate
pressures of issues facing us today demand and grab our time and attention, for
a Board of County Commissioner, it is the time and efforts that are made today,
looking at the future and the road to that future, that will have the greatest impact.
The first step in a learning process is to look at how the problems got to be
problems in the first place. In reviewing the events of the last eighteen months,
there were a number of causes for breakdowns that can be summarized as:
+ Lack of attention to planning
+ Poor planning processes
+ Disjoint between the land development process and the capital
construction process
+ Poor reporting systems
Lack of accountability
Organizations can be in any number of different states in their life cycles. They
are characterized as being in a state of building, maintaining, consolidating
restructuring, declining, or any number of other positions in an organizational life
cycle. Collier County could most likely be characterized as an organization that
is "re-building". Re-building can leave us focusing on the past and the events
that got us here, or we can look at the future and see that we are in a unique
position of opportunity. As a re-building organization, we are creating brand new
systems for:
Listening and understanding what it is the community wants from its local
government.
Assimilating that information through the Board into a strategic planning
process.
o
Generating the reliable and factual information upon which decisions about
these plans can be made.
Tracking the key indicators for capital projects construction, operations,
budgets.
o
Reporting to ensure that the work necessary to complete the plans is
progressing according to established schedules.
However, it is very important that we recognize and all agree regarding A.) What
state we are in and B.) What the priorities of an organization in this state should
be. The strategies and annual work plans of an organization in a re-building
stage are very different from those of an organization in other positions. A
rebuilding organization needs to look internally, spending time assessing, and
implementing internal changes, i.e. it needs to rebuild how it does its work.
Other Counties may be looking to diversify their programs or expand where their
services will be provided. Collier County needs to stop, and focus on instituting
repetitive, reliable basic systems and making them routine.
The work ahead, is not flashy or exciting but rather is very tedious and time
consuming - but necessary. Further, to do the work that needs to be done
correctly, will take time and patience. What follows is an outline for a conceptual
three-year plan that is proposed for the Board's consideration. During this
period, constituencies within the community will want the County government to
delve into new areas, tackle new problems, provide new and cutting edge
services. What is proposed does not do that, and will require that we stay
focused on a very limited core of functions, that we learn to say no, and that we
re-build the organization from the ground up.
What is required from the BCC through this strategic planning process will be to:
1. Review the information from the vital signs report
2. Review the information from Focus and the annual County Citizen's
Survey
3. Discuss and establish the "state" of the organization
4. Agree to the philosophical focus of an organization at this point in its
life cycle.
5. Establish a set of strategic goals that can be incorporated into the
County staff's planning, budget development and tracking processes.
Three Year Conceptual Strategic
Planning FY 02- 04
2001: "Year of Response" Crisis Management, Defining Problems,
Implementing revisions to address crisis problem areas
1.1. Golf Course Impact Fees.
1.1.1.
1.1.2.
1.1.3.
1.1.4.
1.1.5.
Get the uncollected fees collected
Determine how the fees did not get collected
Fix the system
Update all impact fees
Investigate opportunities for additional fees
1.2. Transportation
1.2.1. Immediately get roads under construction.
1.2.2. Restructure to provide a team of people to address the problem.
1.2.3. Develop a road construction plan.
1.2.4. Develop funding options for on going transportation needs.
1.2.5. Establish systems for ensuring progress and completion of the plan
milestones
1.2.6. Review and amend the Land Codes & Comprehensive Plan
regarding transportation
1.2.7. Look for additional local and collector road opportunities
1.3. Wastewater
1.3.1. Get North Plant expansion completed
1.3.2. Revise the planning process and schedule for plant expansions
1.3.3. Revise the revenue streams to lower use and increase cost to new
development
1.3,4. Establish systems for ensuring progress and completion of the plan
milestones
1.3.5. Get South Plant under construction
1.3.6. Begin the work on the long term locations for future plants
1.4. Internal Improvements
1.4.1. Staffing
1.4.2. Development of Mission & Vision
1.4.3. Vertical and Horizontal Communications
1.4.4. Cross Functional Teams
2002: "Year of Assessment & Chanqe". Review systems that need to be
assessed and developing systems that can provide factual information and
repetitive/reliable/routine processes.
2.1.
2.2.
2.3.
2.4.
2.5,
2.6. Internal.
2.6.1. Divisional annual work plans and budgets that incorporate the
BCC's established strategies
2.6.2. Cps/Track. Performance Based Budgeting
2.6.3. FMS system implementation
2.6.4. GIS system development
2.6.5. Cross functional Strategic Management Teams to establish and
track metrics or outcomes
2.6.6. Development Review Process
2003: "Year of Implementation". Complete the major revisions to systems,
implement changes, indoctrinate staff, educate community.
2004: "Year of Standardization" Make the routine - routine. Look to engrain
the cycle of public input; strategy development; outcome measures & budget
development; review & reporting systems; and accountability as Collier
County's way of doing business.
VITAL STATISTICS REPORT
VITAL STATISTICS
,for:CDES
Permlta
Building Permit Totals Over Fiscal Years 1996 thru 2001
· ..,,~ Commercial Permits Issued
..; .... , ...... ?:7='/..';:=., '~:;'=;'":~:~ ......
Five Year Annual Totlll for Building Inspectlon~
Fiscal Years 1096 to 2001
Dally Inlpecllon Awage~ Comparing Colier Co. w#h O~her Ne~by
Countys FY 1999-2000
FY 96-67
FY 97-98
Construction Value Totals Over Fiscal Years
1996 thru 2001
Permil Revenues From 1996 lo 2001
Permfl Revellues Corr~tred By Menlh
From 1996 to ;'001
S3.1M
i///1//v /
Housing Impact Fee Waivers for New Housing
Jo FY 98-99 P~d~cy changed Io &ilow Both
'klxt)act lee Wa ~.~, Program O'~lhauled m FY 99.00 to grealy RadJ.~e TumaroqJfld TNI~6; U6Q kTcfeased
New Alfordable Housing Units Produced By Year
-
FY 97-96 FY 66-99 FY 99-00 FY 00-01
Trend is down due to IncreSllflg lind Icqulsltion Cost & Ay ltl~billty,
FY 01-02
2
Code Enforcement Cases Comparir__
Proactive vs Public Initiated
(:{)mp;irision of All Code Action Orders
~s I. Jnfounded lnvosticjatior~s
FY 01 Budgeted Revenues Competed to ACIL~II Revenuel
FY 01 Budgeted Impact Feel Compared to Collect~ona
L Io~m ~m~o~ .................................... ~
Germml Fund Expendllure Type
General Fund
Revenue and Expenditure Trend Analysis
$~40,~0,~X
4
Transportation Operations
Revenues
Fundl I0t-106
$1o.ooo,ooo
$~,ooo,ooo
$~,ooo,ooo
Transportation OperaUng Expenditures
Fund(s) 101-106
UnincorlX~lted Ceneml Fund (111 )
Revenue Soumes
Unlnco~ed G~neml Fund (111)
~pendltures
Unincorporated General Fund (111)
Expenditures
Community Development Fund (113)
Revenue Sources
Commun#y Development Fund (113)
Expenditures.
Tourist Development Revenues
Funds 193-196
Tourist Development Expenditures
Fund 193-196
Sm.O~o. ooo l
$1z~°°.~°°l I · i
$10,(X30.(~01 j ~
%%%%%%%~
6
Capital Project~ Funds - (exclusive ol Roads)
Source of Revenues
Bond & Loan Obligations
$1,~),(~0.(X)0
FY F"'Y FY' FY FY FY' F'Y FY Fy'
~2 93 94 95 ~6 97 98 99 O0
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Col 1 ier County
Strategic Planning
2002
Collier County Strategic
Planning 2002
· Review of
Previous strategic
planning
· Review of
information from
other sources
· Stratification of
program priorities
2001 BCC Actions-
Staff Supported
· Employee Investment Plan - Ski,s based
advancement plan, improv ed evaluation process, pay
plan adjustment.
· De-Centralized Government - Funding of
North Government Services Center, continued efforts
to provide e-government, GG. Satellite facility.
· Capital Funding Plan - Utility Impact fee
increases, impact fee updates, transportation ~'unding
plan, revised AUIR process.
2001 BCC Action-
External Supported (Horizon
Committees created updates in
April 2002),. .~-
· Affordable Housing
· Green/Open Space
· Health Care for the Uninsured
· Economic Development/Redevelopment
· Growth Management/Smart Growth
2001 "Shadow Staff'
Action ~
· E-Government-
Update provided at the
IT/PlO workshop
· Grant Acquisition Plan - BCC o
continue to rely on staff and new lobbyist.
Have staff continue to look at grant
acquisition options.
· Obtained $7,560,000 in grants in FY 01.
2001 Future Action - Actions
tbr a Fiscal Year beyond 2001
· Overhaul Contract Management - Contracts
Management Team created, presentation by
Army Corp of Eng., team still developing final
recommendations.
· Customer Outreach Plan (2002) - Pursue an
organized means of developing customer
customer input and feedback
· Orqanizational/Business Management
Process - Review of business systems, and
development of new revised processes. FY
02 will finalize Transportation and focus on
Commt
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Collier County
Strategic Planning for
2OO2
On-Going Major Staff
FMS Implementation
Projects for 2002: Caplte, Construction
Program Management
· Transportation Funding
· Rural Lands andRural
Fringe
· (SIS
· LDC Amendments
· Neighborhood Master
Plans
· O(~OV
· Public information
Improvements
Improved Contract
Management
· Security Enhancements
· Utility Biling Upgrade
Major Policy Issues Previously
Discussed for BCC O
Consideration
· Jails
· Rural Fringe and Rural Lands
· Service Quality Levels (uriah vs. rural services)
· LDC & GMP reviewand revision process
· *9Vorkforce H~using
· *Social Services in ColllerCounty
· *Green Space
· *Transportation & Capital Const'uction & Funding
· *Smart Growth
· qEDC
* Existing and On Going Efforts
Citizen Survey Information
According to Voters the Projects/Services
that most need improvement are:
· Road and Traffic related matters
· Control/Manage Growth
· Water Conservation
· Preservation of the Natural Environment
· Health Care Concerns
Focus Report Information
· GREENSPACE Sub-Committee:
Recommendation: The Conservancy of
Southwest Florida to initiate public dialogue
using resource tools to develop consensus on
open space needs and priorities
Focus Report Information (Urban
Design Sub-Committee)
· Create Blue Ribbon Technical
Urban Design Team, to foster
completion of comprehensive
urban development plan
· Implement Geographic
Information System
· Add Urban Design Section to
Land Development Code to
facilitate sense of community
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Urban Design Sub-Committee, continued
· Add Urban Deelgn Section to Land Development Code to facilitate
sense of community
- Create sense of place through signage,
landscaping, public spaces, street lighting and
furnishings, and bike paths
- Target rede velopment areas such as Davis
Triangle, Bayshore Ddve, Pine Ridge Road South
side from 41 to Goodlette, Naples Park, Bonita
Beach Road South Side and 951 f rom Golden
Gate to Green
- Identify funding for Streetscape Master Plan
- Enhance targeted ac tivity centers to achieve
internal cohesiveness and reflection of regional
character
- Determine availability of and access to existing
open spaces to enhance community character.
Urban Design Sub-Committee,
continued
· Create Citizens' Academy for effective
communication and education between
local government and citizens to provide
educational forums on community
development.
Focus Committee: Economic
Diversity
· Institute a pro-
competition taxation
and regulatory climate
· Allocate occupational
license fees to support
diversification efforts
· Provide ombudsman
business assistance
services
· Expedite permitting for
qualified businesses
· Secure funding for
grants and incentives
Focus Committee: Transportation
Sub-Committee
· Incorporate roadway input
into County Master Plan
· Adopt roadway
specifications into County
Right of Way Manual
· Establish dedicated funding
sources for landscape
efforts
· Institute transportation
public awareness program
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FRASER & MOHLKE ASSOCIATES, INC.
post Office Box 2312
Naples, Florida 34106-2312
Telephon~ 941/262-1410
Telecopie~. 941/262-11~0
January 11, 2002
Ms. Joanne Hartke, Director Mr. Tom Olliff, County Manager
Institute of Government (590-1100 x7815) Collier County Government Center (774-8383)
Florida Gulf Coast University 2nd Floor - W. Harmon Turner Building
10501 FGCU Boulevard South 3301 East Tamiami Trail
Fort Myers, Florida 33965 Naples, Florida 34112
Dear Director Hartke and Manager Olliff: RE: 2002 COUNTY TELEPHONE SURVEY
Scope of Work ~nd Cost _Ouotntion
Fraser &Mob. lke Associates, Inc. (F&M) is prepared to undertake the Fifteenth A~ual
Telephone Survey of Re~stered Voters in Colli¢l: County. Commission Districts 1-5.
Interviewing of respondents by members of the League of Women Voters of Collier
Gounty (LWVCC) leading to completion of a minimum of 50 registered-voter households from
each of five county-commission districts can begin within 10 weeks following your approval to
proceed.
RESEARClt PLANNING PI-IA~E: F&M will undertake planning for the 2002 tele-
phone survey by preparing a sampling plan and developing a questionnaire instrument in co-
operation with the LWVGC and the Office of the County Manager.
We anticipate that the research-planning period and the completion of interviewer
training will require a professional-time commitment by F&M of approximately 20.0 hours.
F&M estimates the cost of its professional services for the research-planning period in-
cluding questionnaire design and sampling; development of interviewer instructions, printing
and collation of questionnaires, and the development of a list of qualified registered voter re-
spondents before the onset of interviewing to be $1,200.00 (20.0 hours @ $60.00 per hour).
INTERWIEWING PHASE: F&M estimates that a five- to six-week period will be re-
quired to complete the proposed 250 interviews.
Realistically, volunteer interviewers experience difficulty in devoting more than 3.0
hours each day to interviewing.
Interviewing could begin during the week of March 18-22. It is estimated that total
volunteer-interview time of between 85.0 and 90.0 hours will be required to complete a mini-
mum of 250 telephone interviews.
Between 14 to 16 League-volunteer interviewers will be needed to conduct the survey.
Plans call for interviewers to work approximately 3.0 hours Monday through Thursday
and Saturday during the interviewing period.
If interviewing could begin during the third week of March of this year, it could be com-
pleted as early as May 6, 2002.
Page 1 of 2
F&M's professional time devoted to research administration, questionnaire coding, and
tabulation of survey data during and following the interviewing period is estimated to be 40.0
hours. Our professional services during the interviewing phase of the 2002 survey are estimat-
ed to be $1,800.00 (30.0 hours @ $60.00 per hour).
In consideration for the interviewing conducted by members of the League of Women
Voters, F&M will contribute $3.00 for each of the 233 telephone interviews completed by
League members F&M will present a check in the amount of $699.00 at the League's March
18, 2002 monthly luncheon meeting in recognition of its contribution to the 2001 survey.
TABULATION PHASE: This third phase of the proposed survey is proposed to be com-
pleted on or about May 27, 2002.
ANALYSIS & SUMMARY REPORT PHASE: This fourth and last pb. ase of the Survey
is proposed to be completed on or about July 22, 2002.
We estimate the cost of our services for tabulating~ analyzing, and reporting survey find-
ings to be $2,400.00 (40.0 hours @ $60.00 per hour).
F&M's estimate of the total cost of its services for the 2002 telephone survey
Ls $5,400.00.
We request respectfully that the customary "progress billing system" employed during
the past 14 years be continued for the Fifteenth A~ual Gollier County. Telephone Survey.
Accompanying this proposal letter is F&M's initial progress billing invoice in the amount
of $1~800.00 payable on acceptance of our proposal.
Payment of a second progress billing invoice in the amount of $1,800,0~ will be request-
ed following completion of survey interviewing.
A final payment of $1~B0(k00 will be requested following F&M's submission of its report
of study findings.
Fraser & Mohike Associates looPs forward to your joint approval of this proposed "Scope
of Work and Goat Quotation" for the Fifteenth Annual Collier County. Telephone Survey.
Thanl~ you for the opportunity to be of service to Gollier Gounty Government.
Very truly yours,
The Honorable Pat Clark 1st Vice President (263-4656)
League of Women Voters of Gollier Gotmty (LWVGG)
Suite 3S-B, 660 Ninth Street North
Naples, Florida 34102
Page 2 of 2
Fraser & Mohlke Associates, Inc.
Post Oft'ice Box 2312
Naples, Florida 34106-2312
Telephone: 941-262-1410
Telecopie~. 941-262-11 SO
January 11, 2002
Invoice 1-1-02
Ms. Joanna Hartke
Florida Institute of Government (941/590-1100, extension 7815)
Florida Gulf Coast Umversity
10501 FGCU Boulevard South
Fort Myers, Florida 339965
Telephone: ECC Purchasing Department/Lisa (941) 489-9350
Purchase Order Number:
Re: Vendor: #000601359
First Progress Billing for:
Collier County Telephone Survey: Research Planning Phase
TOTAL DUE: $1,800.00
THANK YOU.
Copy Only/Do Not Pay:
Mr. Tom Olliff, County Manager
Collier County Government Center
2nd Floor - W. Harmon Turner Administration Building
3301 East Tamiami Trail
Naples, Florida 34112