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Agenda 09/27/2016 Item #11E 11.E 09/27/2016 EXECUTIVE SUMMARY Recommendation to Complete the Annual Performance Appraisal for the County Manager OBJECTIVE: To complete the performance appraisal of 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 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. 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 FY2016 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 completes the annual performance appraisal process for the County Manager. Submitted by: Leo E. Ochs, Jr., County Manager ATTACHMENT(S) 1.FY2016 Grading Pages and Tally Sheet (DOCX) 2. Commissioner Fiala Manager Evaluation 2016 (PDF) 3. Commissioner Hiller Manager Evaluation 2016 (PDF) 4. Commissioner Henning Manager Evaluation 2016 (DOCX) 5. Commissioner Taylor Manager Evaluation 2016 (PDF) 6. Commissioner Nance Manager Evaluation 2016 (DOCX) I Packet Pg. 251 I 11.E 09/27/2016 COLLIER COUNTY Board of County Commissioners Item Number: 11.E Item Summary: Recommendation to complete the Annual Performance Appraisal for the County Manager. (Leo E. Ochs, Jr., County Manager) Meeting Date: 09/27/2016 Prepared by: Title: Executive Secretary to County Manager—County Manager's Office Name: MaryJo Brock 09/21/2016 10:53 AM Submitted by: Title: County Manager—County Manager's Office Name: Leo E. Ochs 09/21/2016 10:53 AM Approved By: Review: Office of Management and Budget MaryJo Brock Level 3 OMB Gatekeeper Review Skipped 09/20/2016 8:32 AM County Attorneys Office MaryJo Brock Level 3 County Attorneys Office Review Skipped 09/20/2016 8:32 AM County Manager's Office Leo E.Ochs Level 4 County Manager Review Completed 09/21/2016 5:40 PM Board of County Commissioners MaryJo Brock Meeting Pending 09/27/2016 9:00 AM I Packet Pg.252 11.E.a 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 _c 1 • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements CD U • Improvement trends and/or good performance levels reported for most a areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of Meets importance to the organization's key business requirements Standards • Some trends and/or current performance levels--evaluated against 76 relevant comparisons and/or benchmarks--show areas of strength and/or good to very good relative performance levels d • Business results address most key customer, market, and process requirements m E • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many areas E • Business results fully address key customer, market, process, and action c°.) plan requirements rn N O Final Needs Improvement Meets Expectations Exceeds Expectations `= Standard Rating Scale 1.00— 1.66 1.67—2.33 2.34—3.00773 y' ca U, d a) a /L^ V O N U. c d 1 U 4- w y.aQ Packet Pg. 253 11.E.a Tally Sheet E. Action Plan Goals U a) Comm. Comm. Comm. Comm. Comm. L LEADERSHIP AND Fiala Hiller Henning Taylor Nance °. ORGANIZATIONAL co y DIRECTION T. 2.00 3.00 2.50 1.67 3.00 a a OPERATIONAL Comm. Comm. Comm. Comm. Comm. c EFFECTIVENESS Fiala Hiller Henning Taylor Nance 2.00 2.50 1.00 2.00 2.50 E `o a; Comm. Comm. Comm. Comm. Comm. a PERFORMANCE Fiala Hiller Henning Taylor Nance c c MANAGEMENT AND a WORKFORCE DEVELOPMENT a) 2.50 3.00 3.00 2.00 3.00 .c as a) POLICY EXECUTION AND Comm. Comm. Comm. Comm. Comm. SUPPORT TO THE BOARD Fiala Hiller Henning Taylor Nance E 3.00 3.00 3.00 2.33 3.00 0 c Comm. Comm. Comm. Comm. Comm. •47° BUDGET AND FINANCIAL Fiala Hiller Henning Taylor Nance MANAGEMENT aci 3.00 3.00 2.50 2.50 3.00 E E 0 CAPITAL IMPROVEMENTS AND Comm. Comm. Comm. Comm. Comm. a) a: ASSET MANAGEMENT Fiala Hiller Henning Taylor Nance 3.00 3.00 2.50 2.50 3.00 0 N Comm. Comm. Comm. Comm. Comm. a PUBLIC INFORMATION AND Fiala Hiller Henning Taylor Nance N COMMUNITY RELATIONS >, 3.00 3.00 2.50 2.34 3.00 iii Comm. Comm. Comm. Comm. Comm. m cn Fiala Hiller Henning Taylor Nance aa) Average Grade/Commissioner 2.64 2.93 2.43 2.19 2.93 a a) c Final Standard Rating Scale Needs Meets Exceeds `L° Improvement Expectations Expectations to 1.00-1.66 1.67-2.33 2.34-3.00 0 N >- LL. r Overall Average Grade 2.62 E c) cts.Id Packet Pg. 254 I 11.E.b Donna Fiala District#1 m r S 0 4- County Manager Self-Assessment for Action Plan Results for Fiscal Year 2016 Q a) 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 a) 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. a) A dedicated. professional and talented senior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around o the Vision. Mission and Strategic Focus Areas embodied in the Board's strategic plan. as ~yell as by the Board's adopted budget policy. Proactive management and stewardship of Agency human. financial and physical assets remains a priority focus of the leadership team. Staff a continues to seek opportunities to optimize resources. upgrade service levels and improve E accountability and to implement cost effective. innovative solutions to a number of E challeneing and/or unanticipated issues that have arisen during this review period. a) Ce a''Car('Se(' Ih e elle!°s<d S c(4Ic/k'yy,fr>r specific accomplishments in this perl/n'nrcutc(• area) N N tD CD Below Meets Exceeds Standard Standard Standard • o 1 2 3 :. 03 Rating Commissioner Comments: LI-414Z e &>iz.c r.z At ' rum,,. Cct"A7 CCC 01 gio 0k �'' `, — ta-, ±G �L 2 j f� ay ( fit`tuitte, ; "'' �-73Yyy �" L� " '2,45 ' '� { h AIC /1 a a- ./ r 1 s. /eL.@'.e�g„za_„ N �-I E " Lau,-cr na �� ��.-L 144, Vl. -t. -,:k Z tt u1. atrci1- 'f,,3 • Gr't1� ' z yr ct.�+�+ems{ 1z,f-ca.atvi 7/4"1-1. J 4! L Packet Pg.255 11.E.b m 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and o 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. a, 0 The County Manai,er continues to place a stronu emphasis on mana.2ement practices and business systems that help our or!_zanization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our strate`,!ic, operational and financial plannliii efforts. Business process improvement initiatives continue to be implemented in an effort to eliminate waste and improve the quality of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. m (Please sec liic cfic/osed,ylrc ucls1k j far spc'ci/ic nccompliclrntenIs in rlri.chcrfrn nUnrrce circa) E E c.) Below Meets Exceeds Standard Standard Standard co 1 2 3 c Rating E E 0 U d Commissioner Comments: ce 41A, .7. cr) [1-?/'LIS r -'v �?!.j' 7,44, 4�-r�C_C''Z4+' Jtr r f .2L[' tVi m •8 C 11 ' (c2L". A' .°i .4 / tD O I9 L CZ C� G id_ a) cu co r.+ Packet Pg. 256 11.E.b a) O 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 Q maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring co 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 a) a ability to step into senior management positions. Ta The Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees. provide competitive pay and benefit programs and maintain compliance with relevant labor and employment laws. The 11R a, department has continued to offer effective career development. recognition programs, in- °- house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss O prevention program that is innovative. market competitive, actuarially sound and accountable. O (Please see the:enclosed spreadsheet for specific accomplishments in this J)etjormunce area) E E c a) Below Meets Exceeds rn Standard Standard Standard 1 2 3 t0 Rating I,1., N O Commissioner Comments: fB To .-ce,r eC,..,ete 1 �! t • 444, ,� „y (7/10{ ✓ t Cc t/ ( e z.9C. f [tw.c-x t.c�"C fs'e:af% L-c. r=-+ �2f� t 1�'!L-✓~+�W -6/7 i G g. 1 Ja17 �' l r Lv z�e/ -, XCf cit .,," i �a��L'ZL a L#.7 `�// { �Ct,•t(•'<.t�c 1 [f G? Y vt� LLr -ver L� a) fC Packet Pg.257 I 11.E.b of 4. Policy Execution and Support to the Board — To effectively implement directives and 5 policy of the Board; to timely and effectively respond to Board requests for information or o assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, 70 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 a. effective staff support to BCC Advisory Boards and Committees; to assist the Board with Q preparation and execution of the County's federal and state legislative programs; to provide v the BCC with timely, accurate reports concerning matters of importance to County c government. E 0 t 0 a Staff has worked effectively to execute numerous policy and program initiatives directed by s the Board during. this review period under tight deadlines. Staff responses to BCC inquiries c and information requests have been timely. accurate and thorough. with very few exceptions. Qc We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staff has worked diligently to a) insure that manaeenment reports, presentations and executive summaries are accurate. _d ii thorough. clearly written and contain appropriate and sufficient financial analysis and legal E E review. 0 0 (Please see the enclosed s/>readsheet Or s)ecific creconr>lishmc'nts in this >erfr'u mance areal c i -a c a) E E Below Meets Exceeds o c) Standard Standard Standard M 1 2 3 Rating 9 N 0 N c, Commissioner C mments: c i �� .� e� N 111.E-3 r;- ( ,•0, e� th4-7z-e,24 ! �f c �f't,t?: ", 4-4 .. r.Jt h., . 4 f' 4;_i / ti,Zs.c.. '' G 1CO �rns� t� G- L.1� ' ,<n.z-e. �.zy 4,14 e4 _ - �a r1 > Lu L a1 cisc Cis G ss s L a> c 0 N E E 0 U c a) E v co Q I Packet Pg.258 11.E.b m 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 u) the County's debt structure and financing mechanisms; to work cooperatively with the Clerk a of Courts on internal audits and the preparation of the CAFR. o_ a a) o c co The County Manager and staff continue to work prudently and effectively to strike a balance E between funding for continued and expanded programs and operations driven by growth, ,o service demands and policy initiatives with the need to fund replacement capital a> a infrastructure and maintenance as well as new° capital initiatives. Based on Board approved budgetguidance, staff produced a FY 2016 budget that maintained the general fund and m unincorporated area general fund millage rates; increased general fund reserves; maintained a Q policy compliant debt position; satisfied state unfunded mandates: enhanced front line operating services and allocated limited resources to high priority capital itnprovements and a) asset maintenance and replacement. Aggressive management of the debt portfolio since FY c� 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County's implied corporate issuer credit rating was o elevated to AAA by Standard and Poor's. the highest available in the industry. o c o The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year a ending 2015 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance E internal systems and processes to ensure continued favorable CAFR results. E c ( (TVL ase.See the enol«sed sjn• u(Sheet fill' c )c'cif!C accomplishments in tlri rc'r f>rmcrnce area) Ce o) N O N co e- Below Meets Exceeds e N Standard Standard Standard c 0 1 2 3 u Rating -.� m > w L C, CommissionerCo ments: c 6-ig 7-14-Y 6„,y1.4 F-c.../.4 re.7,,,,e,...eto c:74 ke/01 ''' ca ca �a ii CB c 0 N N E E 0 0 3-: c a> F' 1, as Zi Packet Pg.259 I 11.E.b m 6. Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability 15. for the future; to annually conduct the combined AUIRJCIE review of service levels and w 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. E L O All capital projects authorized in the FY 2016 budget are proceeding on schedule and within a. budget. Preparations are well underway for presentation of the annual joint AUIRICIE report 73 to the BCC in November. after CCPC review which will provide an integrated. comprehensive review of the 5 year capital program that addresses level of service standards. specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY2016 and the proposed FY2017 budgets. CD (PIcase see the cnelnsed,cprearlchec•tJrfrrspeeifieaccomplishments. in this perIin-mwice arcs) c Below Meets Exceeds Standard Standard Standard E E 1 2 3 CO.1 m Rating N N Commissioner Comments: �O cNi GaL2L-9 rr7 C c O n e 1-41 •.Y- v 11.j ,fir�Y�f / -Jeic yet* L/.5 61 4,., :1_. J.° '4"� f?� f7».=v^i / s '?LC .1`21 o c^C+, 11/e.-74r� O 'y r j-'Y'TT/t-- �'L-_-3'/ `�•fJJJ'uJJJ`'L''t.'.- 4/iXI. ,e („e___ _.J 1 /1 mWL cr C� C c) Packet Pg.260 11.E.b 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 o. accurate manner; to improve knowledge of government programs and services and encourage o_ citizenparticipation 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. 0 The County Manager continues to promote public trust and confidence in county government through numerous public speaking engagements, television interviews, service on community leadership organizations and frequent outreach to numerous civic, business and educational institutions and associations. The Office of-Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records ar requests. The Agency Issue Management System (AIMS) continues to provide a fast, reliable .r method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media. upgraded o and improved the county website and the colliergovernment television station to eget our 0 message out to the customer. , The County Manager has also developed and nurtured effective working relationships with ami officials in the Constitutional Offices. municipal governments. independent fire districts, r water management district and our local state legislative delegation in order to advance our common goals and mutual interests. (Please see the enclosed s7?reacishec t for specific accomplishments in this p('rfornxnrce arca) (NI CO (NI Below Meets Exceeds Standard Standard Standard 1 2 3 f° Rating � a) Com C"Jomme/it .,nts: a) ` f3 f rom t�►,c. Ott t .,t�C f /'t..e-a fk-,✓.z-c_. -6 vim- t 2 � iti 114 /� t` ,gip �.-('�J�_ rC C.e-c.�ry1f t/ O r .11,47 „6,74.:E„.,,:t 1170 iiifee7ifs U I Packet Pg.261 11.E.b m 4O �. Ta N ADDITI©NAL. COMMENTS a a a cu •- cta E 0 t ,-Iti t d ,,,z,z,A- (444-a.--, / I-- 4-7 i-0 72-t. a 6c Q /''ii7L-tie/Z-- 74:46' 1-e,e,yo,i2/71 fii „; e,.' , e_6_.../t_a/ a).2 r a) a E 0 V 0 r c O r c a) E E 0 U d ce Commissioner Signature /11/ / 1,9-' =-t• .. . o (ID 0 N C O T5 7 70 W L CD ll C CCO C co Tts it d c 0 .N N E O U r c d E m Q I Packet Pg. 262 11.E.c Georgia Hiller District#2 ra County Manager Self-Assessment for Action Plan Results for Fiscal Year 2016 a) C.) 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 Agenc, guiding principles: to maintain focus and commitment to long ranee ct. strategic planning as the ke) to achieving Agencv's ision and mission: to achieve oreanitational results through the collective efforts of a know ledgeable and motivated 2 workforce: to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives: to anticipate and analyze problems and to develop effectiv e and innovative solutions, a) 7)1 tcid ol I:lit:wed cro LtdeNhip 1.;.,%un dontinti::-. c ' 1nc iiluti',.;1112 0.)c. Loow.,, orl,tim.-t.- to .,:;;Tr, out the ohc divet jJoperdtion:d prodrII and ;.ind tie Hou Nt ,ion :‘-,19 ,- Areas enthodU In the 1oa;‘,1.5 traleeie rho, H. the fr3oxil,,, 1Loed hhe rohc Je inand .d.11W111 md .-11.-0.ard:7,hip iFICId Ca :Ind p1 *,11 rcmatn. nriont:, CIU the Ladtd-Aip tL.'d111. Steft to ', k III E C. Aii,,ct CNI CD Belon Nleets Exceedc Standard Standard Standard 2 3 0 Rutin commissioner Comments: C) a) PROFEd&S!ONAL, LEAT)ERSI-ttl") TI-tAT ES ,AN E.'krVIT---- NmENT FOR. PEOPLE TO T)0 THEIR. II,E'ST 2 R.E,Spyr TH-R.4-)1A6HOJAT Ti-+E ORCIANIZATIC.)N THECONTY. EXE;C,-03.ES FCC. Pcivay. Ea000Mh1tT)EVELOPMENT, f-fOLAS!NCt AN SPORTS TC7) 4,7-ZISM INITIATIVES VVERZ PART1C,';ALA RiLy N0TE\A/C)R,THy. 0 4E; a ‘csi rh - "no, I 11.E.c a) 2. Operational Effectiveness -To implement plans and effectively deploy organizational _c 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. a_ ouht7, pia,:c; a StrOng eniptlatm, on flanal., crt rructickN anti 4.nir 11 nriprimr LT\ L1:11 ilc1J1i1L1:h LI55 ni() 1!),i oiN:Tatinnal ankt, rinan.,A:11anaic H Hl!npro\;:mcw ty, a. ;n1 l!ttfjui HrmU U in•n°- and opeia!limai a) Below Meets Exceeds Standard Standard Standard 2 3 Rating a) E E Commissioner Comments: c.) 0 N4 CI + 1P1WVU'L C RfN5SVEA(.71eklei- cr, Wr-j. INTUAf._ AP-41-.) ar,AsTc,mET;?.., ft-4!Tt AT!\.' S A R.-F. „SI NTF1 •-•.; PAYME1',IT PROT000 L.S ARE VET '( POS TI E:V ET LOt'4E !TS. C CNI 0 (1 Ta w I- C a) Cr) C 0 E E C E (.4 I Packet Pg.264 11.E.c 3. Performance Management and Workforce Development — To recruit and retain talent _r needed to provide best value services to customers: to maintain a comprehensive personnel .12 management system fully compliant 1%ith applicable employment and labor relations laws: to maintain a market based compensation and benefit program: to maintain a performance tn management system fully aligned with aeency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons: to ft provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and a) ability to step into senior management positions. E 0 t ! I.. 11;) 111",, :1; n a i. d Unnna2ement a) ;nsitR,' abzlit\ rcrnit and rt.lrini emploNecs. proxidL! etfliu naY and bcnefit ccams and iandn cii rdevant tabor anj Qmpiro,m;mt la The ER Lk';Nirint;n1ha c 2tuucJ tO 0162r deiUupmeat, reccTmtion programs. ;n- u-:nnia2 ot'!;...ri:), and lorn;:du p ranirinv Innnenl TA.T4trin).•nt at a .c.11-ilr,itintr,..se and pro;,..treNsil,,,2 ro.?„ranl t; 1 .o,;):1,i and A,:i.:Ounmoit.:. 1)1 .1-71 Belos‘ Meets Exceeds cu Standard Standard Standard 2 3 Rating cr) Commissioner Comments: STRO h4C/ COMMITME.NT TQ REC.-RA/U-11NC.; pvtAINTANci A PZ4A Cs1 VERY F'"F?.. frl STAFF. NEW c-AR_EEP VELDPMENT A N'D EQQN mON P-R.O. Fc:.,AM !NM ATIV ,S ARE OTST1aIN . 2 I- C, I- .7) (r) E E C.) 4- 4— I Packet Pa_265 11.E.c 4. Policy Execution and Support to the Board — To effectivelyimplement directives and a) 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 w.ith preparation and execution of the County's federal and state legislative programs: to provide the BCC vi ith timely, accurate reports concerning matters of importance to County government. E ea 6: v.orketi clietniN el\ eNe-,::tite numeious poi;e:1/4 and proui.ini itirected 0. tde Boit ,i1 dtrut tuts re\levN under NO. uqtre76 ith 'veT', 1,20, o II ¶ :i k\ miiititoi tot b‘ lederii1 and state totthytt.4,, vs,iiKca J enik to (3) deaiia pre•,,t2litaIwr3 a) appRil !;f13;1: i' 1 d E v,Tc;i,ishcci• tor 0,- Jic1 k;!/'ijr, Orrcci) 0 0 cri Rehm Meets Exceeds Standard Standard StandardU 3 C4 Rating 3 cr) Cs Commissioner Comments: csD E,X.:2,ELLeN IZE..5PON%!----kle:.1-465›,..S. 0 COMPLEX 5$ ES. ATTE 7C ___ es AsNp 71-,..>... .CLtA.E.57S, FOR.ASSISTANCE AE Timetx Wrh Lec,1sLAT-Tve-: Pt-zic,-,R.t. , SSVY pvve,r) Aw sIL"). Tr; Ta 'cr) C) C (.0 C ea 2 0 ci) E E 4E: a) E U ca I Packet Pg. 266 11.E.c 5. Budget and Financial Management - b prepare a balanced budget in accordance with cu 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 To' the County's debt structure and financing mechanisms: to NNork cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. es t.) COITIVON oruLkut , uni hAarLu...: anti exp.:IT'LL:Li program', tuLl ths th, demand,. and poii iIoc o iii t neLLi :it, fund rL'plai:Calcutapuid infrastru,,iirL: and uiean ha ne Ltrutai htitheh„ ILL,LL1 rito;ud ahhr.o,cL.1 0_ hticlget ,;hult prodoeLL1 :Pk) budget, :hat maintained UP,: Curi,.1 and unincorporated area general Ithid inetea,LL1 geuerai thid rch;L:rve-,-, nthintutined a 2 Lulu:pliant debt picot, saLkt-i.ed :tate unfunded wanciatc.,: Luthun,,,:ed trout tine ,,hetating 1.1Sh aiant uutilai imp; enl, and _c ; et, tnttintenancc :in !epi:Let: eut. ruan.LLunent, ,,tdie deft nortioh,, ii a) ,LvntintiLs to pro‘e henhIR:b1 Ilrough 1 ineed annual non hruhvili refuted tc\LattiLhand debt .,:erxitu,.: paid h the utt.tuL-Lui link! he C unt ntpited ,:hrpoLite hy,tiLr eied it rat ir ..! L a[cd AAAk a hieindu.,tr:, he ,...'arr,.. ate ,•,ffiee !utr,:,, eompiialLe do id id o Ph repet inipm‘ing grant manatlement hitt' audit compltanee. tiLt nard reerked tUN,ohlthic car 7ci citLfm.,2 20',5 Cou,Al[iLkuL.il Annu;11 Report (k AtFRI and elforh. continue to enhance -Es and a) E a) CD (N1 Beim% Meets Exceeds Standard Standard Standard csi 1 2 3 Rating 71; 7E; Commissioner Comments: WWtNR.ENES AN LOWE' INCI TI)ET, (--1NTS PLtAN PRD "R.At.,11. si,kaaessELiLLy SEL- et-) FOR-SINIFICANTPRDI6aTS. CLEAN Cr) I PackAt P 2R7 11.E.c 6. Capital Improvements and Asset Management - lo responsibly plan. construct and maintain the Counts s critical public infrastructure and capital assets to ensure sustainability for the future: to annuallx conduct the combined ALAWCIE, review of sees ice levels and capital improvements with the CCPC and BCC: to insure capital projects and contracts are (I) managed in full compliance with BCC policies and agency guidelines; to implement and ex Amite the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the Counts s established infrastructure and a) facilities. 4L5. F 2016ii itro,:cedin2Lulc mJithi“ aliaerw.r, ftrt: annitol icin: At:IR i301hc.. 0,1'( ,,,J1 pro standat-,k, jc ti nroi,,;zc. fundinL, pL6L, iti,;ured t!Lit !utidt,d 6 .11:! th, ry:o 7 Below Nleets Exceeds Standard Standard Standard a) 3 Rating a) cc 0 C•1 Commissioner Comments: cc) AsC-HIEA"eN-*,Er-TI,S MAI Nta C,C50 N' Etv4-5 S TA 7' DtNI Sk:F=STANTIAL MALE N. ASSETT- DRAM. Me.ASIARED, .R.c.;sT-'C;sNSIF,LE: PLAN a)" tzt 'cr) ti) cu _c c.) I Packet Pa.268 11.E.c cu 7. Public Information and Community Relations- To sustain public trust and confidence in Count) government: to promote transparency and public involvement in County government; to meet regularly with citizens. cis ic groups. businesses and homeowner associations: to ra ensure that public requests for information and assistance are responded to in a timely and 173 accurate manner: to improve know ledge of goverment 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. Cotinin, COntirnie', LioadiPii 0 thron4 nunicrous nnhli Ling.ailements. tele\iien MILT\iew ser ice n cnitnn a) I.L.tad,d4 or±..:anii.at ions;.ini1icLacnciiiirelyA i minerou,tdk atuviiis.and a,socialh in!, I ice o ommuni,:iatn and Tes Glume of citilLin ,,crvie and pubik- Si•;.tern (AIMS),;'invinue, to pvo‘ a) inCtitOd dr die dkposiii,m cnit1uent er\icc requeitt,,tad L.ompiJink. h;XII ade31 ffiip10\ \at ti! tat ran: aldd ei\panded the tp,;:i ;aid tufrated die Loon:\ octc and Inc cHlier government i‘cie‘r,i,in siation to netow 0 tie tint 0 \tan; erna also dee ed and nurtured effeetne c4-1,1T4 reialionsdMi, oh ; the i. ,,irtsditutional 1.)fficc!•,.. municipal !!,civernnitinti,i. independent tirc! aria t ; teal Iute lentintt e dek.n.:Lalicill ii oidc toad\ conk and mt:ludi IN 4if .. co RCION't Nteets Lsceeds cc Standard Standard Standard 0 Cs1 3 Rating 3 0 Commissioner Comments: Oi,`,T.STANNN,O WC) ! !`),1EA REL—ATIONS, OL.A,TRAaf-i. &FCRTS 4N spe, 1AL EVENT ItNAT1O4WER.E EXCELLENT'. \NETITE (Ts 1413' At)E:S. AOI N .4.1TTION OF LDSE CAPTIONINCI FOR C,OL LIER 2 "(..J I Packet Pg. 269 11.E.c _c ADDITIONAL COMMENTS c). w E it) Ta _c a) 4- E 73. 4- a) E E a) cc •• cr) Commissioner Signature CIE:C.;I•51 !A H=LLER., :(71, c-,17.:ZtC.;-r CON4MiS,Sii)N-'37,1 C•1 C•1 0 44 3 a) CO CO 2 '7) E E 4-C a) E C) a) LPacket Pg. 270 11.E.d m Co er County , cn ca Office of the County Manager a Q a) U MEMO g 8� i L a. Date: September 8, 2016 = _ _ Q To: Board of County Commissioners w From: Leo E. Ochs, Jr., County Manager Q E O Subject: Performance Appraisal ° _ O w 71 Consistent with the requirements of my employment agreement, please find E enclosed a self appraisal of performance with respect to the objectives outlined in E my FY 2016 Action Plan. The Action Plan document contains a rating scale for your use in completing the County Manager's FY 2016 performance evaluation. re o) N Please return your graded packets to me on or before September 19, 2016 so N that I may consolidate the grades for presentation at the September 27, 2016 o Board meeting. o 0 If you would like to meet to discuss your rating, please let me know and I'll make 'c the arrangements. c w Thank you for granting me the privilege of serving as your County Manager. ca _ vs E _ x L _ 0 y co E E O U w r ca w Q I Packet Pg. 271 11.E.d (11 Fiscal Year 2016 Annual Performance Evaluation o Leo E. Ochs, Jr. County Manager The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set ,o forth in that year's annual Action Plan, by rating each of the performance objectives on a a 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. a) The County Manager is tasked with carrying out the policy direction provided by the a Board of County Commissioners. The position functions as the CEO, 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 describes goals and performance expectations for the County Manager for fiscal year 2016. These goals are based on the broad areas generally expected to be performed by the Chief c Executive Officer. (1' E 0 a) a) N N N 0 c0 W d a) ctsa) a) 2 L 0, 0 N U) .E E 0 U c a) E v ns Y W I P /-L + D... 977. 11.E.d Scoring Guidelines for Annual Performance Review d Score Result I • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements aQi C.) ca • Improvement trends and/or good performance levels reported for most areas of importance to the organization's key business requirements a 2 • No pattern of adverse trends and no poor performance levels in areas of �a Meets importance to the organization's key business requirements c Standards • Some trends and/or current performance levels--evaluated against relevant comparisons and/or benchmarks--show areas of strength and/or ,2 good to very good relative performance levels • Business results address most key customer, market, and process a requirements E 0 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards levels in most areas E • Evidence of industry and benchmark leadership demonstrated in many areas • Business results fully address key customer, market,process, and action plan requirements N N Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations c 1.00— 1.66 1.67—2.33 2.34—3.00 ci w m a ca C 2 a� c m d a O Fri N E E O U r v I Packet Pg. 273 I 11.E.d a) L O 4-. fA I- L a County Manager Self-Assessment for Q Action Plan Results for Fiscal Year 2016 a, ca E 1. Leadership and Organizational Direction - To provide clear and consistent direction to the 8 County workforce; to consistently display professionalism and personal and business ethics a consistent with Agency guiding principles; to maintain focus and commitment to long range m 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 t program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. A dedicated, professional and talented senior leadership team continues to effectively direct 0 and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive management and stewardship of Agency a human, financial and physical assets remains a priority focus of the leadership team. Staff E continues to seek opportunities to optimize resources. upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of challenging and/or unanticipated issues that have arisen during this review period. rn (Please see the enclosed spreadsheet for specific accomplishments in this performance area) c N N Below Meets Exceeds Standard Standard Standard ca 1 2 37.3 a Rating 2.5 W L a, Commissioner Comments: c�a ca 2 a) _ C _ a, L a) _ 0 y N E E O U _ a) E U Packet Pg.274 I 11.E.d a, 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 L° efficiency and quality of products and services; to implement policies, procedures and a reporting systems to insure financial and operational accountability and internal controls. a, U ca The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our a, strategic, operational and financial planning efforts. Business process improvement a. initiatives continue to be implemented in an effort to eliminate waste and improve the quality 2 of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. d s (Please see the enclosed spreadsheet,for specific accomplishments in this performance area) Below Meets Exceeds Standard Standard Standard f° 1 2 3 Rating 1 E a Commissioner Comments: Still issues with managing contracts. Battle with Clerk needs to be o resolved with new Board N N O CO t4 co" t4 fC 2 C, a) cS I Packet Pg. 275 I 11.E.d m L 0 3. Performance Management and Workforce Development — To recruit and retain talent co 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 E measurable performance objectives, best practices and industry benchmark comparisons; to ,o provide comprehensive employee training and skill enhancement programs, including an na)a) effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. _ The Agency's leadership team proactively manages all facets of personnel management to a) insure our ability to recruit and retain employees, provide competitive pay and benefit a) programs and maintain compliance with relevant labor and employment laws. The HR department has continued to offer effective career development, recognition programs, in- o house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. (Please see the enclosed spreadsheet fbr specific accomplishments in this performance area) a) c) a) cc rn Below Meets Exceeds N Standard Standard Standard N 1 2 3 0 Rating 3 N Commissioner Comments: Ta eco C y .c Packet Pg.276 1 11.E.d a, s 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 insure BCC meeting agenda materials are accurate, thorough, accessible, vf°i clearly written and contain appropriate and sufficient financial analysis and legal review; to Q. 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 a, 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. o a, Staff has worked effectively to execute numerous policy and program initiatives directed by 2 the Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staff has worked diligently to insure that management reports, presentations and executive summaries are accurate, a thorough, clearly written and contain appropriate and sufficient financial analysis and legal o review. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) Below Meets Exceeds cc Standard Standard Standard 1 2 3 N 0 Rating 3Csi cn Commissioner Comments: N 0 ca Ta a) a) a) L a) Q N N r f0 I Packet Pg.277 I 11.E.d 5. Budget and Financial Management - To prepare a balanced budget in accordance with `o 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 o. L the County's debt structure and financing mechanisms; to work cooperatively with the Clerk a of Courts on internal audits and the preparation of the CAFR. E The County Manager and staff continue to work prudently and effectively to strike a balance Lot between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staff produced a FY 2016 budget that maintained the general fund and unincorporated area general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line »r operating services and allocated limited resources to high priority capital improvements and a0) a) asset maintenance and replacement. Aggressive management of the debt portfolio since FY 2010 continues to prove beneficial through reduced annual non growth related revenue bond o debt service paid by the general fund. The County's implied corporate issuer credit rating was 0 elevated to AAA by Standard and Poor's,the highest available in the industry. 0 The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year E ending 2015 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. CL (Please see the enclosed spreadsheet for specific accomplishments in this performance area) N O N Below Meets Exceeds Standard Standard Standard 1 2 3 2 Rating 2.5 w a1 Commissioner Comments: m 2 rn c E c a, 2 L a, c 0 .y U) E E O U r c a, E v Q Packet Pg.278 I 11.E.d a) 6. Capital Improvements and Asset Management - To responsibly plan, construct and Y 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 ren 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 ca facilities. L All capital projects authorized in the FY 2016 budget are proceeding on schedule and within °' budget. Preparations are well underway for presentation of the annual joint AUIRICIE report to the BCC in November, after CCPC review, which will provide an integrated, comprehensive review of the 5 year capital program that addresses level of service standards, specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the m FY2016 and the proposed FY2017 budgets. (Please see the enclosed spreadsheet for specific accomplishments in this performance area) .773 Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2.5 a) N O (NI co Commissioner Comments: ca w L a) a) as cea a) C C L a, C 0 y U) E C 0 U r L v tv I Packet Pg. 279 11.E.d a) L 0 7. Public Information and Community Relations - To sustain public trust and confidence in "- County government; to promote transparency and public involvement in County government; vi 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 a work collaboratively with other governmental and non-profit organizations to achieve E common goals and mutual interests. The County Manager continues to promote public trust and confidence in county government Ta through numerous public speaking engagements,television interviews, service on community 0 leadership organizations and frequent outreach to numerous civic,business and educational institutions and associations. The Office of Communication and Customer Relations 0 efficiently and effectively handles a large volume of citizen service and public records .r requests. The Agency issue Management System(AIMS) continues to provide a fast,reliable method for the disposition of constituent service requests and complaints. A concerted effort has been made to improve the public's knowledge of the responsibilities and activities of o their county government using a variety of communication tools. In addition to traditional 0 print and media outreach, staff has significantly expanded the use of social media,upgraded and improved the county website and the collier government television station to get our message out to the customer. a) The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments, independent fire districts, water management district and our local state legislative delegation in order to advance our common goals and mutual interests. am (Please see the enclosed spreadsheet for specific accomplishments in this performance area) N co C Below Meets Exceeds Standard Standard Standard 2 1 2 3 Rating 2.5 lL ns Commissioner Comments: c 2 a) C C C 0 L a) C 0 N N E E O U w C a) E 0 ca w Packet Pg.280 11.E.d a) C N ADDITIONAL COMMENTS ea a t a 0 0 a cr.) N CO N Y � O l0 Commissioner Signature w' a)L a) ns a) la; U c U asr�+ a Packet Pg. 281 I ..... 11.E.e i Penny Taylor District#4 a) 0 .. '1) , Ts w County Manager Self-Assessment for ca. l. cf Action Plan Results for Fiscal Year 2015 a) c.) c as 1. Leadership and Organizational Direction- To provide clear and consistent direction to the '6 County workforce; to consistently display professionalism and personal and business ethics t a) consistent with Agency guiding principles; to maintain focus and commitment to long range a strategic planning as the key to achieving Agency's vision and mission; to achieve To organizational results through the collective efforts of a knowledgeable and motivated c c workforce; to implement strategies, plans and tactics to effectively achieve operational and < cu program goals and objectives; to anticipate and analyze problems and to develop effective -5 and innovative solutions. a) , a) A dedicated, professional and talented senior leadership team continues to effectively direct E and motivate the County workforce to carry out the policy directives and operational o o objectives of the BCC. Major program and service goals and objectives are aliened around .2 the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well = as by the Board's adopted budget policy. Proactive management and stewardship of Agency ..p co human, financial and physical assets remains a priority focus of the leadership team. Staff -cs c continues to seek opportunities to optimize resources, upgrade service levels and improve 0 E accountability and to implement cost effective, innovative solutions to a numbers of E Q challenging and/or unanticipated issues that have arisen during this review period. o o a) ee (Please see the enclosed spreadsheet for specific accom lishments in this er ormance arecd (-4 ci csi to Below Meets Exceeds o (4 Standard Standard Standard C 0 1 2 3 fa' Rating Ts ui Commissioner Comments: it ca -4 e c't a 1 he ito E.... y 74.- a i e 417 /Pla-ore 7 e.4 /- 03 c cti -76 Veze e/ P i ail /2 k 0,n e 7`t ii , clog(' (?--it-el...de a 1 Zr7e. er..-frrez; ct-- 2 pr-e 412/s c ee,er ii el clf--2 ,7/F.. eyo A 0,or,e.fr 7M ',"-4- e iri,C,k 8 4,6 „fi I( ttVec,1;_7 t no. /'4r! GU A...f 0Z-- 04.-(-,z'-1 e.edr feozokri. i c- *tie cinactes 1 e Je JZ F ,541,7 74 Ca r 4 y .e7.- cA f' 1- J21trp it(is tz_ Azteyzip a //7 ' 7/u, (?4,F.A-1 teev V c ze'sr/ .,s evert oeyee'ii-'°7- a)" c 77e-,' Cemt s* /144A4•i....Z4 - 7,2- J ir,e" e' p/ô 7 4,E... &he/ it-/ j 0 'tie c? 6 71:,, e.-4e-1!k .. eou/era • u) co E 74 cews T c,ienaLt• 4,it s- Qn 0 icy 41 el_ 14.)CO/2 A,e7 tipcz 47 4211 ci e eil y/ el.t of /Ay. a y2 k i i ,/,..12/790 iv v ex, - , 0 - ,;1d%(7a60E/8 ja sefi,7, 7 i, on s 74. /,c r 4 0 7, eti(80 cjau n im e/ti 4E; 6 a) PP (1-7/-9 /I( / (?, LJ ea, es a'.Prn? .C,I t 400,2< ent .c y4e. ,,toz, email, Lt.,,,,,a,( /14?;et eLteg — toe z/ <-2u wit 01, (. /9 .) _ , . ,..., , ... //ACM in-ell/1 JO Cilcze--4, : eevehz-vs-r g-oeciima.e.4 t% CM/1 Packet Pg. 282 I 11.E.e 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 ft efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. C a) The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our a) customers. Performance measurement and benchmarking have been integrated into our a. strategic, operational and financial planning efforts. Business process improvement initiatives continue to he implemented in an effort to eliminate waste and improve the quality 2 of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. a) ("Please,Nce the enclosed sNentisheeilbi,cpecijc fecconvlishmcnts- thiti M?Lii-irmance tire E Ta. 0 C Below Meets Exceeds Standard Standard Standard vs -to 1 2 V 3 a) Rating 0,1: O k5 Commissioner Comments: .p c.1 Cs1 Cs1 C0 CD a) C) CDC CD CD 5, a) C 0 E E C C. I 4.; rts I Packet Pg. 283 I 11.E.e a, 4- r 0 �a to CD 3. Performance Management and Workforce Development — To recruit and retain talent a 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 e_ effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. a, E "rhe Agency's leadership team proactively manages all facets of. personnel mat a_enient to insure our ability to recruit and retain employees. provide competitive pay and benefit programs and maintain compliance Iv ith relevant labor and employment las. `rhe 11R department has continued to offer effective career development. recognition programs, in- o _ U house trainlnc offerings and a fi?;inal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive, actuarially sound and accountable. CD Pica ve se !h( "Ilclilt'aAv)1'ti' R'Lelfor t1TCCific acconlplisinwins111 this p ''TlrMillIC "7Y['ill y E E O U a) Below Meets Exceeds Standard Standard Standard N 1 2 v. 3 Rating , _p0 '-' 4+, c 0 Commissioner Comments: CD w a> rn m Ca 0 >, 0 L - a, c 0 N y E E 0 U c a1 E U Y Packet Pg.284 11.E.e a) 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 insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to ft 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 L.) a preparation and execution of the County's federal and state legislative programs; to provide ca the BCC with timely, accurate reports concerning matters of importance to County government. a. Staff has worked effectively to execute numerous policy and program initiatives directed by 2 the Board during this review period under tight deadlines. Staff responses to 13CC inquiries and information requests have been timel . accurate and thorough. N\ith Very few exceptions. a) We have developed a first-rate legislative affairs program featuring proteissional in-house a) talent supported by expert federal and state contract lobbyists. Staff has worked diligently to sal insure that managgment reports, presentations and executive summaries are accurate. 75. thorough, clearly written and contain appropriate and sufficient financial analysis and legal c.) review. (Please see the enclosed.vnicad.sheet_ji-n•specific accoutpli.sluncnts thiuerfprmance area) fa' a) E E r Below Meets Exceeds Standard Standard Standard cs) 2 3 Rating c2— 3 3 Commissioner Comments: f CNI 0 4C-6 7r1 Lu C 2 (T3 C 0 E E a CC Packet Pg. 285 11.E.e 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 Ta 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 c_ 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. a) `c3 The Counts Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth. a) service demands and policy initiatives with the need to fund replacement capital To infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staff produced a FY 2016 budget that maintained the general fund and unincorporated arca general fund millage rates: increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since ItY 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund.The Counry•s implied corporate issuer credit rating was elevated to AAA by Standard and Poor's, the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to 1:3 improving, grant management and audit compliance. The Board received a favorable year ending :015 Consolidated Annual Financial Report iCAFRI and efforts continue to enhance internal systems and processes to ensure continued favorable CAFR results. (P ' es'o the ordosej,yreavishecifir)pecific accollip/ishincots infhis_performancv ureui (NI Below Meets Exceeds cNi Standard Standard Standard 0 1 2 3 (.." Rating 02 . 5b w , (Ir I a) Commissioner Comments: 2 3, E I Packet Pg. 286 11.E.e a> 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 AUIR/C[E review of service levels and ro capital improvements with the CCPC and BCC; to insure capital projects and contracts are a. managedin full compliance with I3CC 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 as facilities. O CL r.) a All capital projects authorized in the FY 2016 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint ALIT 'CIE report 2 to the BCC in November, after CCPC review, which will protide an integrated. comprehensive review of the 5 year capital program that addresses level of service standards. specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the as FY2016 and the proposed FY2017 buth;et . (Please se'c't e enclosed spreadsheet for specific accomplishments in this perJo terser e area) 0 cssBelow Meets Exceeds Standard Standard Standarc! 1 2 3 ✓ Rating a-SD en N N_ Commissioner Comments: `. ':.i`I, N O t9 W 0, L 0 >' CD I- L as 0 N N E E O U r r t U f0 a I Packet Pq. 287 11.E.e a) L5 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 p.m 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 c.) 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. a) The County Manager continues to promote public trust and confidence in county government through numerous public speaking engagements. television inter\iews, sereice On community 2 leadership organizations and frequent outreach to numerous civic. business and educational institutions and associations. "Fhe Office of Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records requests. The gency Issue M:magement System (AIMS)continues to provide a fast. reliable method fir the disposition of constituent ser‘ice requests and complaints. A concerted effort has been made to impro c the public's know ledge of the responsibilities and acti vit es of c.) their county government using a variety of communication tools. In addition to traditional print and media outreach. staff has significantly' expanded the use of social media. upgraded and improved the county website and the collier government telex kion station to cot cur as message out to the customer, a) The County Mall'ailC1` has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments, independent iire districts. water management district and our local state legislative delegation in order to advance our a) tX common goals and mutual interests. (1.11cvAc:rso.i,the cpcio, cd spreiidrheci for.vwcific aCCOMpliShIliCliT) perfOr/11011til CNI (1) CN1 Below \leets Exceeds 0 Standard Standard Standard rs 1 2 3 Rating MOM > Commissioner Comments: ' cts 8 5I , s C E a E _c C., CZ Packet Pg.288 11.E.e a) a- 4—4— ADDITIONAL COMMENTS a a) ca a �o c t .1T:1 a) _ o= N Commissioner Signature r r""1` ; r. , , CD O w t0 W a) to >, tC L. a) 0 .y N E r raPacket Pg. 289 I 11.E.f m L Y Cor er �C ount N Office of the County Manager a a Q a) u MEMO L O CB EL Date: September 8, 2016 73 c a To: Board of County Commissioners . From: Leo E. Ochs, Jr., County Manager a 0 U Subject: Performance Appraisal w c 0 as Consistent with the requirements of my employment agreement, please find enclosed a self appraisal of performance with respect to the objectives outlined in E my FY 2016 Action Plan. The Action Plan document contains a rating scale for your use in completing the County Manager's FY 2016 performance evaluation. ix a) Please return your graded packets to me on or before September 19, 2016 so N that I may consolidate the grades for presentation at the September 27, 2016 Board meeting. o N c If you would like to meet to discuss your rating, please let me know and I'll make 75 the arrangements. _ 75 > w Thank you for granting me the privilege of serving as your County Manager. I, c, c c i a, U c caz L 0) C O N N E E O 0 c w E 0 io :ii I Packet Pg. 290 11.E.f m t Fiscal Year 2016 Annual Performance Evaluation Leo E. Ochs, Jr. County Manager Q The County Manager's Employment Agreement with the Board of County Commissioners provides for an annual evaluation of the County Manager's performance. Historically, this performance has been measured against performance objectives set o forth in that year's annual Action Plan, by rating each of the performance objectives on a d 1 to 3 scale, with 1 being Below Standards; 2 being Meets Standards; and 3 being a 173 Exceeds Standards. Guidelines for scoring the evaluation applying this scale are enclosed. Individual evaluations are then totaled and averaged to determine the Board's collective position. d s a) The County Manager is tasked with carrying out the policy direction provided by the a) 15. Board of County Commissioners. The position functions as the CEO, 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 describes w goals and performance expectations for the County Manager for fiscal year 2016. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer. E E rn N t0 O N C 0 w ns t4 W a> C) CU a> U C f3 z L a) O N N E E O U w C r to r I Packet Pg.291 11.E.f Scoring Guidelines for Annual Performance Review � rScore Result 1 • Some improvements and/or early good performance levels in a few areas Below • Results not reported for many to most areas of importance to the Standards organization's key business requirements ctE f0 • Improvement trends and/or good performance levels reported for most `o areas of importance to the organization's key business requirements 2 • No pattern of adverse trends and no poor performance levels in areas of °. Meets importance to the organization's key business requirements a Standards • Some trends and/or current performance levels evaluated against Q 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 a. E 0 U 0 • Current performance is excellent in most areas of importance to the 3 organization's key business requirements Exceeds • Excellent improvement trends and/or sustained excellent performance Standards levels in most areas • Evidence of industry and benchmark leadership demonstrated in many E 0 areas a8i • Business results fully address key customer, market,process, and action plan requirements o, N N (.0 O Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations C•' 1.00- 1.66 1.67-2.33 2.34-3.00Tti 2 > w if) a) ca ns 2 a) U z a, 0 y N E E O C-) r _ a) E f6 .4� I Packet Pg.292 11.E.f County Manager Evaluation 2016 -Tim Nance BCC District#5 a) c bl County Manager Self-Assessment for Action Plan Results for Fiscal Year 2016 Q- a 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 a 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. m A dedicated, professional and talented senior leadership team continues to effectively direct and motivate the County workforce to carry out the policy directives and operational objectives of the BCC. Major program and service goals and objectives are aligned around the Vision, Mission and Strategic Focus Areas embodied in the Board's strategic plan, as well as by the Board's adopted budget policy. Proactive management and stewardship of Agency human, financial and physical assets remains a priority focus of the leadership team. Staff continues to seek opportunities to optimize resources, upgrade service levels and improve accountability and to implement cost effective, innovative solutions to a number of E challenging and/or unanticipated issues that have arisen during this review period. a, (Please see the enclosed spreadsheet for specific accomplishments in thaisperfornrance area cn N N CD Below Meets Exceeds c Standard Standard Standard N 1 2 3 O w Rating 3 iv Commissioner Comments: W a, Mr. Ochs manages the County Manager agency as a consummate professional. His leadership is apparent across all Divisions. It is clear that his management professionalism has been extended `d 2 to all managers in the county and sets an excellent tone. a, O N L I Packet Pg. 293 11.E.f a) 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 a reporting systems to insure financial and operational accountability and internal controls. a) The County Manager continues to place a strong emphasis on management practices and business systems that help our organization improve service, control costs and delight our customers. Performance measurement and benchmarking have been integrated into our Zr) strategic, operational and financial planning efforts. Business process improvement a initiatives continue to be implemented in an effort to eliminate waste and improve the quality of our services. Management conducts formal assessments of our business risks and has enacted measures to improve our financial and operational accountability. (Please see the enclosed preadsheet for specific accomplishments in this peribe Bance area) a; a) : E 0 C) 0 Below Meets Exceeds o Standard Standard Standard 1 2 3 Rating 2.5 c.) cu Commissioner Comments: rn N Internal self appraisal and customer feedback has increased significantly during my c�.c service. I have found great willingness to adapt and update practices to improve results across ca divisions and departments. Significant change is often difficult with the constraints and often N inherent inefficiency of public administration. High marks on a difficult task. co 76 w m a) m c cc 2 a) C) c cc z L a) c .07) y E E O c d E t U co Packet Pg.294 11.E.f r 0 9— Ta" cn 3. Performance Management and Workforce Development — To recruit and retain talent L needed to provide best value services to customers; to maintain a comprehensive personnel a 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. c c The Agency's leadership team proactively manages all facets of personnel management to insure our ability to recruit and retain employees, provide competitive pay and benefitcu a; programs and maintain compliance with relevant labor and employment laws. The HR 'E. department has continued to offer effective career development, recognition programs, in- house training offerings and a formal succession planning program for aspiring future leaders. The Risk Management Department continues to deliver a self-insurance and progressive loss prevention program that is innovative, market competitive,actuarially sound and accountable. :r (Please see the enclosed spreadslreetjor specific accomplishments in this performance area) E E c c: a) Below Meets Exceeds Standard Standard Standard 1 2 3 co Rating 3 - C tts Commissioner Comments: To' Hiring the very best management talent into the public sector is always challenging. Numerous new hires in the last two years are impressive and have been great additions to the a> County staff. 2 a) c m 0) C 0 y N E E O U c a• E U Rf r I Packet Pg.295 I 11.E.f 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 o assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, N 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 a 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. a. Staff has worked effectively to execute numerous policy and program initiatives directed by To the Board during this review period under tight deadlines. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. We have developed a first-rate legislative affairs program featuring professional in-house talent supported by expert federal and state contract lobbyists. Staff has worked diligently to a; insure that management reports, presentations and executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. 0 (Please see the enclosed spreadsheet fin-specific accomplishments in this performance area) .773 as Below Meets Exceeds m CL Standard Standard Standard 1 2 3 N Rating 3 N CD Commissioner Comments: N Mr. Ochs is very accessible and approachable. His responsiveness to Board members is excellent despite a heavy work load from an often ambitious Board. Written documents, correspondence, and informational presentations are always of high quality. cc ca 2 a) v m 0 .y aC� Rf I Packet Pg.296 11.E.f 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 CAFR. ar The County Manager and staff continue to work prudently and effectively to strike a balance between funding for continued and expanded programs and operations driven by growth, service demands and policy initiatives with the need to fund replacement capital a. infrastructure and maintenance as well as new capital initiatives. Based on Board approved budget guidance, staff produced a FY 2016 budget that maintained the general fund and unincorporated area general fund millage rates; increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; enhanced front line operating services and allocated limited resources to high priority capital improvements and asset maintenance and replacement. Aggressive management of the debt portfolio since FY a 2010 continues to prove beneficial through reduced annual non growth related revenue bond debt service paid by the general fund. The County's implied corporate issuer credit rating was 0 elevated to AAA by Standard and Poor's,the highest available in the industry. The corporate office of grants compliance continues to pay dividends with respect to improving grant management and audit compliance. The Board received a favorable year ending 2015 Consolidated Annual Financial Report (CAFR) and efforts continue to enhance E internal systems and processes to ensure continued favorable CAFR results. m ce (Please see the enclosed spreadsheet for specific accomplishments in this performance area) rn N N CO Below Meets Exceeds Standard Standard Standard 0 :a 1 2 3 Rating 3 w 'a3 a) Commissioner Comments: 2 Budget preparation and detail are excellent. Financial staff consistently prepare and a) deliver solid conservative and appropriate recommendations and approaches to long and short term budget challenges. m _ 0 N E E O U '-: C m E t c.) to Y Packet Pg.297 I 11.E.f 6. Capital Improvements and Asset Management - To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability o for the future; to annually conduct the combined AUIR/CIE review of service levels and w 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 a 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. ° All capital projects authorized in the FY 2016 budget are proceeding on schedule and within a°. budget. Preparations are well underway for presentation of the annual joint AU1R/CIE report to the BCC in November, after CCPC review, which will provide an integrated, comprehensive review of the 5 year capital program that addresses level of service standards, specific project details and complete funding plans. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the a; FY2016 and the proposed FY2017 budgets. °' E 0 (Please see the enclosed spreadsheet for specific accomplishments in this performance area) I 0 0 m Below Meets Exceeds E Standard Standard Standard 1 2 3 aa) Rating 3 rn N O N T- Commissioner Comments: N Mr. Ochs has done an excellent prioritizing capital replacement and management post recession. Additional dedicated sources of funding are clearly needed. Without additional `6 funding that will most likely require higher taxing levels, capital repair and replace is To unsustainable. w Difficult times ahead. a� a) ca 2 ° ° ° Packet Pg.298 11.E.f m 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 a 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. L O The County Manager continues to promote public trust and confidence in county government a. through numerous public speaking engagements, television interviews, service on community leadership organizations and frequent outreach to numerous civic,business and educational institutions and associations. The Office of Communication and Customer Relations efficiently and effectively handles a large volume of citizen service and public records .� requests. The Agency Issue Management System (AIMS) continues to provide a fast, reliable method for the disposition of constituent service requests and complaints. A concerted effort °' fl. has been made to improve the public's knowledge of the responsibilities and activities of their county government using a variety of communication tools. In addition to traditional print and media outreach, staff has significantly expanded the use of social media, upgraded and improved the county website and the collier government television station to get our o message out to the customer. rt The County Manager has also developed and nurtured effective working relationships with officials in the Constitutional Offices, municipal governments, independent fire districts, water management district and our local state legislative delegation in order to advance our a, common goals and mutual interests. 0 (Please see the enclosed,spreadsheet foe specific accomplishments in this performance area) to 0 N Below Meets Exceeds C O Standard Standard Standard ea 1 2 3 io Rating 3 a) Commissioner Comments: co Great outreach and, simply stated, outstanding performance here. m U C to z L a> C O y N E E O U w C a a C, co Packet Pg.299 I 11.E.f m O w 0. ADDITIONAL COMMENTS a) U C ra Mr. Ochs continues to provide superior senior leadership and public administration as County Manager. His steady management style in all circumstances and great interpersonal communications skill make him a great asset to the Board and to Collier a. County as a whole. E The consummate professional. 2 a' a> m a E O U O C O ::. O C a) E E 0 V a) O N O N O 0 N C 0 Commissioner Signature : Tim Nance— BCC District#4 9-18-16 Co > w a> C, CD C c(C C a, U C fC z L a, C O y N E E O U C a) E t) m I Packet Pg. 300