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Agenda 09/24/2013 Item #11J 9/24/2013 11 .J. 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 FY2014 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 Packet Page-866- 9/24/2013 11 .J. COLLIER COUNTY Board of County Commissioners Item Number: 11.11.J. Item Summary: Recommendation to complete the Annual Performance Appraisal for the County Manager. (Leo E. Ochs,Jr., County Manager) Meeting Date: 9/24/2013 Prepared By Name: BrockMaryJo Title: Executive Secretary to County Manager, CMO 9/18/2013 8:16:27 AM Submitted by Title: Executive Secretary to County Manager, CMO Name: BrockMaryJo 9/18/2013 8:16:28 AM Approved By Name: OchsLeo Title: County Manager Date: 9/18/2013 5:53:13 PM Packet Page-867- 9/24/2013 11.J. commissioner Donna Fiala District 1 Packet Page-868- 9/24/2013 11 .J. Fiscal Year 2013 Annual Performance Evaluation 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 forth in that year's annual Action Plan, by rating each of the performance objectives on 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. The County Manager is tasked with carrying out the policy direction provided by the 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 2013. These goals are based on the broad areas generally expected to be performed by the Chief Executive Officer as well as specific areas of organizational focus for this rating period. • 1 Packet Page -869- 9/24/2013 11 .J. Scoring Guidelines for Annual Performance Review • Score 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 • Improvement trends and/or good performance levels reported for most 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 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 • 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 • Business results fully address key customer, market, process, and action plan requirements Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00— 1.66 1.67—2.33 2.34-3.00 S AIWA Packet Page-870- 9/24/2013 11 .J. County Manager Self-Assessment for Action Plan Results for Fiscal Year 2013 1. Leadership and Organizational Direction- To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission;to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. 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 Board's strategic plan and Division 5 year business plans. Division business goals are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result targets. Several important long range planning initiatives have been completed and/or are progressing as planned including the following: submission of Digital Flood Insurance Rate Map revisions for the County's remaining 10 water basin areas to reflect updated topographical data, updates to the flood plain management plans, transmittal of the Evaluation and Appraisal Report, adoption of the LDC Administrative Code and the capital asset management plan. The County Manager, with BCC endorsement, has reorganized several operating departments during this review period to better align functions with strategic goals, optimize resources, upgrade service levels and improve accountability. (Please see Tab 1A for specific references) The staff has also developed and implemented cost effective, innovative solutions to a numbers of challenging and/or unanticipated issues that have arisen during this review period. (Please see Tab 1B for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 el Rating .C, Commissioner Comments: y l�_. a-("34-11C,rt,-:-/-1-0-e— fl-€44 e 2 Packet Page -871- 9/24/2013 11 .J. • 2. Operational Effectiveness -To implement plans and effectively deploy or g anizational 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 fmancial and operational accountability and internal controls. 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 strategic, operational and financial planning 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. (Please see Tab 2A for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating al' • Alb Commissioner omments: p / I l l tillM:k-ye A-41Y L-e.._ i , - ,l / iid49:61tAr. 64'7_ . IC; t/te-44.- N at6".442 b. 471 .tom-a---cryt - _ en It el-Ae.4. (.41. 4 it .7 1A44-..61-... • - - Cryyvysf.t,-,4,e1-4;tt,:, A,-,-,ei Le-le-te,tc-rmw.1._i 4 3 Packet Page-872- 9/24/2013 11 .J. 3. Performance Management and Workforce Development — To recruit and retain talent needed to provide best value services to customers;to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program;to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. 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. Despite constrained resources, the HR department has continued to offer effective 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 loss prevention program that is market competitive, actuarially sound and accountable. (Please see Tab 3A for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating ? Commissioner Comments: • 4 Packet Page-873- 9/24/2013 11 .J. • 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 provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs;to provide the BCC with timely,accurate reports concerning matters of importance to County government. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. Commissioners have 24/7 accessibility to the County Manager via personal meetings, e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see Tab 44for specific references) Staff has also worked effectively with our state and federal lobbyist and the Florida Association of Counties to insure the Board's legislative priorities were advanced in Tallahassee and Washington. Noteworthy accomplishments include timely and complete staff work associated with the implementation of RESTORE ACT organization and project evaluation/submittal processes and collaborative work by staff, our legislative delegation and our state lobbyist to defeat attempts by FDOT officials to modify previous legislation providing State funding of County operational expenses associated with the new Alligator Alley/MM63 Public Safety facility. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: • 5 Packet Page-874- 9/24/2013 11 .J. 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. The County Manager and staff have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2013 budget that maintained the general fund millage rates; significantly increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved front line operating services without the need for layoffs or facility closures and allocated dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past three years has resulted in the refinancing of$289M in outstanding general governmental and revenue bond debt which reduced the cost of borrowing by $16M and maintained the Agency's investment quality credit rating. (Please see Tab 5A for specific references) The Board received a favorable year ending 2012 Consolidated Annual Financial Report(CAFR)and continues to work cooperatively with the Clerk of Courts to address and correct findings on internal audits. Below Meets Exceeds Standard Standard Standard 1 2 3 IRating s }. Commissioner Comments: S 6 Packet Page-875- 9/24/2013 11 .J. • 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/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY 2013 budget are proceeding on schedule and within budget. (Please see Tab 6A for speck references) Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December, after CCPC review, which will provide an integrated, comprehensive review of the 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 FY2013 and the proposed FY2014 budgets. The agency's administration of contracts and payment processes has shown marked improvement during this review period. As a result of the implementation of several new internal controls, automated tracking systems and ongoing staff training, the number of payment irregularities and questioned changes to contracts and work orders has been greatly reduced. Staff continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects i Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating /C V7,, Commissioner Comments: s 7 Packet Page-876- 9/24/2013 11 .J. inoe 7. Public Information and Community Relations -To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. 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 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 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,the county website and the collier government television station to get our message out to the customer. We have expanded the use of Twitter and Facebook to communicate a wide variety of good news and information about programs and special events. We now have over 1,300 people following our daily tweets on Twitter and over 1,000 "likes"on Facebook. We are also reaching thousands of people through our YouTube channel. This past year, over 14,000 viewers watched instructional videos on such topics as E Permits, Intersection Pre- ( emption Devices,and Home-Based Businesses. We are moving forward with cleaner, user-friendly enhancements to the County's website. These enhancements are scheduled to be completed in September. Design plans include user friendly drop- down menus containing important informational links for Residents,Visitors, and those interested in Doing Business in Collier County. In addition, users will find a new section focusing on Open Government and a section for"Bill Pay"where users will have easier access to pay for permits,utility bills,traffic tickets, EMS bills,and vehicle registrations. The new, easy to navigate design, strives to increase our website's first-time visitors while engaging existing users with new content. 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 21 Commissioner Comments: 8 Packet Page -877- 9/24/2013 11 .J. • 904r. Significant Operational Initiatives for FY 2012: A. Economic Development Program — Consistent with BCC direction, implement additional strategies,programs and services to promote a better business climate in Collier County. The new Business and Economic Development Director began work on February 1, 2013. In addition to assessing the local business climate, establishing relationships with key business and community leaders and building a start-up operation, staff has been working to formalize local and regional partnerships to implement Board policy directives and refine economic development program proposals that will help build a prosperous, sustainable local economy. A new set of economic incentives proposals received initial BCC endorsement in March and will be presented for final approval in September. Additional BCC directives to pursue local economic development partnerships, review additional economic incentives, further review impact fees and evaluate additional programs and tools to facilitate business attraction are all well underway and planned for BCC presentation this Fall. (Please see Tab Al for specific references) With respect to the regulatory environment, staff has continued its efforts to execute a business model that facilitates business development, while maintaining the community's extraordinary quality of life. Examples of actions taken to improve the business climate include proposed revisions to streamline the LDC, revisions to the Building Code, expedited and automated building plan review and inspection services, impact fee rate reductions, one-stop Business Center services and frequent industry and community education forums. Feedback from numerous customers indicates that our improvements are indeed noticeable and recognized by the oak industry. (Please see Tab A2 for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating `v /7'. Commissioner Comments: • 9 Packet Page-878- ._..._._ 9/24/2013 11 .J. B. Emergency Medical Services—Continue to work collaboratively with community stakeholders and policy-makers to evaluate the dynamic pre-hospital emergency medical services delivery system in Collier County. A considerable amount of staff time and effort has been directed toward support of the new Public Safety Authority which began meeting this past October. EMS Department management has been an active participant in all PSA matters and continues to work cooperatively with independent fire districts and municipal fire departments to address specific concerns and requests for more customized service delivery methods in their respective jurisdictions, including consideration of alternatives to reduce the number of apparatus responding to 9-1-1 calls. Dispatch and response protocols have been modified in certain areas and quality assurance standards have been improved. EMS staff is also in discussions with fire districts that do not currently provide ALS engines to determine if there is a viable way to extend the program into those areas. Staff continues to improve customer satisfaction through injury prevention, public education and knowledge of the EMS system, including promoting the utilization of civilian ownership and utilization of Automated External Defibrillators. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: S 10 Packet Page-879- 9/24/2013 11 .J. C. Asset Management — Enhance efforts to build an asset management capability in the Agency that will provide complete visibility on the investments required over time to protect and preserve the infrastructure and other critical assets of the organization. On September 13,2011,the Board authorized staff to proceed with the development of an Enterprise Asset Management(EAM)program that will be scalable and adaptable to county-wide implementation. The Public Utilities Division is the lead for the agency with five, full-scale demonstration projects that are scalable, adoptable, and flexible with common user interface based on our current agency-wide GIS system. The Division is at the point of procurement and will brief the Board in detail at the workshop on October 1.2013. (Please see Tab CI for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating • Commissioner Comments: • AMIlk 11 Packet Page-880- 9/24/2013 11 .J. D. Grant Program Management - Conduct a thorough assessment of the current strengths, weaknesses, opportunities and risks inherent in the Agency's existing grant programs and implement structural and functional changes to improve accountability, compliance and internal controls. FY2013 marked the second year of operation for the agency's Grants Compliance Office. The County Manager established the Grants Compliance Office, effectively centralizing all administrative grant compliance functions at the corporate level under the Office of Management and Budget, in February 2012. As a result, designated"grant controllers" have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. The FY12 over FYI 1 Single Audit Report resulted in four (4) fewer findings and significant recluptions in the severity of findings. Adverse findings were eliminated all together. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area Procuring goods and services was identified as a key control activity. The OMB Grants Compliance Office partnered with the Purchasing Department to develop a position to work as an extension of the OMB Grants Compliance Office to ensure single audit compliance when procuring goods and services with grants funds. This full time position works closely with all Purchasing agents who ensure and are most familiar with Florida Statute and the Departments that must be compliant with unique Federal and State grantor requirements. This position develops and implements consistent countywide practices and protocols for single audit compliance as set forth by the OMB Grants Compliance Office including standardization of provisions packages,forms and SAP contract files that serve as the audit trail. While a solid foundation has been laid to allow current and future grant requirements to be proactively managed, several compliance issues still exist with some legacy grant projects that will require additional time to correct. Of particular note during this review period is the marked improvement and documented progress in the management of the Housing and Human Services grant programs under new department leadership. (Please see Tab D1 for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating L. Commissioner Comments: 12 Packet Page-881- 9/24/2013 11.J. • Additional Comments Aft 06t: 1/ ` / "`.. _ %fir/ ► • . 1 X-‘a;I ) • Aft • o Packet Page -882- 9/24/2013 11 .J. Commissioner Georgia Hiller District 2 Packet Page-883- 9/24/2013 11.J. • County Manager Self-Assessment for Action Plan Results for Fiscal Year 2013 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 Iong range strategic planning as the key to achieving Agency's vision and mission;to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. 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 Board's strategic plan and Division 5 year business plans. Division business goals are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result targets. Several important long range planning initiatives have been completed and/or are progressing as planned including the following: submission of Digital Flood Insurance Rate Map revisions for the County's remaining 10 water basin areas to reflect updated topographical data, updates to the flood plain management plans, transmittal of the Evaluation and Appraisal Report, adoption of the LDC Administrative Code and the capital asset management plan. The County Manager, with BCC endorsement, has reorganized several operating departments during this review period to better align • functions with strategic goals, optimize resources, upgrade service levels and improve accountability. (Please see Tab IA for specific references) The staff has also developed and implemented cost effective. innovative solutions to a numbers of challenging and/or unanticipated issues that have arisen during this review period. (Please see Tab 1B for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: 11-t E. -(7$t C,ti wt r- j vF ?1'1)0't ■ S'1r--14't U the,A-- D\V t c S t c u 1,0)tt "‘:1.711 C 1✓1 = q) \\_l 1% ) �.L,� 1 V t L) N PL-rut10r1 • r v\i r k 5 c -i -� ��3 2 Packet Page -884- 9/24/2013 11 .J. 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. 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 strategic, operational and financial planning 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. (Please see Tab 2A for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 'C'\1 0f - \.1)I N v- t1--1 fl'1 "5 Co(C° 11'1 Trp 114 '(— -f- t►,)ice-') vq2 c C-4,1 RA Qi)J Plir per. 1)1 -til (K) f---1 1A kW wig `-"( ti v\, IP 3 Packet Page-885- 9/24/2013 11 .J. • 3. Performance Management and Workforce Development — To recruit and retain talent needed to provide best value services to customers;to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. 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. Despite constrained resources, the HR department has continued to offer effective 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 loss prevention program that is market competitive, actuarially sound and accountable. (Please see Tab 3A for specific references) Below Meets Exceeds .falk Standard Standard Standard 1 2 33 I Rating Commissioner Comments: ?I 1 L 00 L t ()'t,' .. )1A(24 iftw-1,1 • 4 Packet Page-886- 9/24/2013 11 .J. 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 provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs;to provide the BCC with timely,accurate reports concerning matters of importance to County government. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. Commissioners have 24/7 accessibility to the County Manager via personal meetings, e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see Tab 4A for specific references) Staff has also worked effectively with our state and federal lobbyist and the Florida Association of Counties to insure the Board's legislative priorities were advanced in Tallahassee and Washington. Noteworthy accomplishments include timely and complete staff work associated with the implementation of RESTORE ACT organization and project evaluation/submittal processes and collaborative work by staff, our legislative delegation and our state lobbyist to defeat attempts by FDOT officials to modify previous legislation providing State funding of County operational expenses associated with the new Alligator Alley/MM63 Public Safety facility. Below Meets Exceeds Standard Standard Standard 1 2 3 , /3 I Rating �J Commissioner Comments: Uyti \ 5 Packet Page-887- 9/24/2013 11 .J. 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. The County Manager and staff have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2013 budget that maintained the general fund millage rates; significantly increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved front line operating services without the need for layoffs or facility closures and allocated dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past three years has resulted in the refinancing of$289M in outstanding general governmental and revenue bond debt which reduced the cost of borrowing by $16M and maintained the Agency's investment quality credit rating. (Please see Tab 5A for specific references) The Board received a favorable year ending 2012 Consolidated Annual Financial Report(CAFR) and continues to work cooperatively with the Clerk of Courts to address and correct findings on internal audits. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: LO, V 01-- � t t-( 0-- U I,t i P -- C q t> c-;-)94\) ( 4-t-1 Y ,'u_ t-t1 Aol O v`-1-t fit- L m/Al t-iv( 6 Packet Page-888- 9/24/2013 11 .J. 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 AUIRJCIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY 2013 budget are proceeding on schedule and within budget. (Please see Tab 6A for specific references) Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December, after CCPC review, which will provide an integrated, comprehensive review of the 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 FY2013 and the proposed FY2014 budgets. The agency's administration of contracts and payment processes has shown marked improvement during this review period. As a result of the implementation of several new internal controls, automated tracking systems and ongoing staff training, the number of payment irregularities and questioned changes to contracts and work orders has been greatly reduced. Staff continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects Below Meets Exceeds Standard Standard Standard 1 2 .— 3 I Rating Commissioner Comments: (A-0 t \-1 (-7J 1 ( -` V vykk; i- g gtt W-A-4 tik-1-\? y c 11)) LA ) w, J `11 �' 7 Packet Page-889- 9/24/2013 11 .J. 7. Public Information and Community Relations - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner;to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. 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 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 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,the county website and the collier government television station to get our message out to the customer. We have expanded the use of Twitter and Facebook to communicate a wide variety of good news and information about programs and special events. We now have over 1,300 people following our daily tweets on Twitter and over 1,000"likes"on Facebook. We are also reaching thousands of people through our YouTube channel. This past year, over 14,000 viewers watched instructional videos on such topics as E Permits, Intersection Pre- . emption Devices,and Home-Based Businesses. We are moving forward with cleaner, user-friendly enhancements to the County's website. These enhancements are scheduled to be completed in September. Design plans include user friendly drop- down menus containing important informational links for Residents, Visitors, and those interested in Doing Business in Collier County. In addition, users will find a new section focusing on Open Government and a section for`Bill Pay"where users will have easier access to pay for permits, utility bills,traffic tickets, EMS bills,and vehicle registrations. The new, easy to navigate design, strives to increase our website's first-time visitors while engaging existing users with new content. 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. Below Meets Exceeds Standard Standard Standard 1 2 Rating Commissioner Comments: Urt Qot"J 8 Packet Page -890- 9/24/2013 11 .J. Significant Operational Initiatives for FY 2012: A. Economic Development Program — Consistent with BCC direction, implement additional strategies,programs and services to promote a better business climate in Collier County. The new Business and Economic Development Director began work on February 1, 2013. In addition to assessing the local business climate, establishing relationships with key business and community leaders and building a start-up operation, staff has been working to formalize local and regional partnerships to implement Board policy directives and refine economic development program proposals that will help build a prosperous, sustainable local economy. A new set of economic incentives proposals received initial BCC endorsement in March and will be presented for final approval in September. Additional BCC directives to pursue local economic development partnerships, review additional economic incentives, further review impact fees and evaluate additional programs and tools to facilitate business attraction are all well underway and planned for BCC presentation this Fall. (Please see Tab Al for specific references) With respect to the regulatory environment, staff has continued its efforts to execute a business model that facilitates business development, while maintaining the community's extraordinary quality of life. Examples of actions taken to improve the business climate include proposed revisions to streamline the LDC, revisions to the Building Code, expedited and automated building plan review and inspection services, impact fee rate reductions, one-stop Business Center services and frequent industry and community education forums. Feedback from numerous customers indicates that our improvements are indeed noticeable and recognized by the industry. (Please see Tab A2 for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating _ Commissioner Comments: • 9 Packet Page-891- 9/24/2013 11 .J. • B. Emergency M edical Services— Continue to work collaboratively with community stakeholders and policy-makers to evaluate the dynamic pre-hospital emergency medical services delivery system in Collier County. A considerable amount of staff time and effort has been directed toward support of the new Public Safety Authority which began meeting this past October. EMS Department management has been an active participant in all PSA matters and continues to work cooperatively with independent fire districts and municipal fire departments to address specific concerns and requests for more customized service delivery methods in their respective jurisdictions, including consideration of alternatives to reduce the number of apparatus responding to 9-1-1 calls. Dispatch and response protocols have been modified in certain areas and quality assurance standards have been improved. EMS staff is also in discussions with fire districts that do not currently provide ALS engines to determine if there is a viable way to extend the program into those areas. Staff continues to improve customer satisfaction through injury prevention, public education and knowledge of the EMS system, including promoting the utilization of civilian ownership and utilization of Automated External Defibrillators. Below Meets Exceeds Standard Standard Standard 1 2 3 • I Rating Commissioner Comments: • 10 Packet Page-892- 9/24/2013 11 .J. C. Asset Management — Enhance efforts to build an asset management capability in the Agency that will provide complete visibility on the investments required over time to protect and preserve the infrastructure and other critical assets of the organization. On September 13,2011,the Board authorized staff to proceed with the development of an Enterprise Asset Management(EAM)program that will be scalable and adaptable to county-wide implementation. The Public Utilities Division is the lead for the agency with five,full-scale demonstration projects that are scalable,adoptable, and flexible with common user interface based on our current agency-wide GIS system. The Division is at the point of procurement and will brief the Board in detail at the workshop on October 1, 2013. (Please see Tab Cl for specific references) Below Meets Exceeds Standard Standard Standard 1 2� 3 Rating Commissioner Comments: IC j CEN�01/4A • 11 Packet Page-893- 9/24/2013 11 .J. D. Grant Program Management - Conduct a thorough assessment of the current strengths, weaknesses, opportunities and risks inherent in the Agency's existing grant programs and implement structural and functional changes to improve accountability, compliance and internal controls. FY2013 marked the second year of operation for the agency's Grants Compliance Office. The County Manager established the Grants Compliance Office, effectively centralizing all administrative grant compliance functions at the corporate level under the Office of Management and Budget, in February 2012. As a result, designated"grant controllers" have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. The FY12 over FY11 Single Audit Report resulted in four(4) fewer findings and significant reductions in the severity of findings. Adverse findings were eliminated all together. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area Procuring goods and services was identified as a key control activity. The OMB Grants Compliance Office partnered with the Purchasing Department to develop a position to work as an extension of the OMB Grants Compliance Office to ensure single audit compliance when procuring goods and services with grants funds. This full time position works closely with all Purchasing agents who ensure and are most familiar with Florida Statute and the Departments that must be compliant with unique Federal and State grantor requirements. This position develops and implements consistent countywide practices and protocols for single audit compliance as set forth by the OMB Grants Compliance Office including standardization of provisions packages,forms and SAP contract files that serve as the audit trail. • While a solid foundation has been laid to allow current and future grant requirements to be " proactively managed, several compliance issues still exist with some legacy grant projects that will require additional time to correct. Of particular note during this review period is the marked improvement and documented progress in the management of the Housing and Human Services grant programs under new department leadership. (Please see Tab DI for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3„..2 Rating Commissioner Comments: \)--A VL F- U\b-) t 12 �'��Packet Page-894- �'(' 9/24/2013 11 .J Commissioner Tom Henning District 3 Packet Page-895- 9/24/2013 11 .J. 1/4„1_1.��rr • (-. ��Vw Board of Collier County Commissioners Donna Fiala Georgia A.Hiller,Esq. Tom Henning Fred W.Coyle Tim Nance District 1 District 2 District 3 District 4 District 5 MEMORANDUM Date: September 16,2013 To: Leo Ochs,County Manager From: Commissioner Tom Henning,District 3 Re: County Manager Annual Evaluation County Manger it is without question I can say that throughout the last year this agency has successfully service Collier County citizens under your great leadership. This year,you put the FEMA flood maps live online providing greater access to information for residents. This was a great service benefiting property owners who live here year round as well as our part-time property owners. Appointing Jeff Wright to administer Code Enforcement will pay dividends for years to come as he has a legal background and has clearly demonstrated his high q ualifications for the po sition alre ady. As County Manager,you have continued to accommodate the County Commissioners by continuing items on the agenda respecting our individual concerns and have edited through agenda changes with showing true partnership.The county staff has provided exemplary service to my office answering questions,providing information and meeting with citizens. I look forward to working with you in the coming years. Therefore, I grade your performance evaluation as"exceeding standards,"a level 3 ranking,in all categories uniformly. For the upcoming fiscal year,I would like two key focuses to be added to your agenda. The first key focus is to have a checks and balance system at Parks and Recreation for monetary expenditures and to treat all county fiscal planners and staff with the same manner within the county's present and future purchasing policy,being aware the purchasing policy may become more stringent and address many of our fiscal concerns. A second key focus is to provide cost effective health insurance for the employees.As you are already working on potential cost savings measures,I request the County Manager and staff look at other health 3299 Tamianti Trail East,Suite 303•Naples,Florida 34112-5746.239-252-8097•FAX 239-252-3602 Packet Page-896- 9/24/2013 11 .J. care options as may be necessary as a result of health care law changes and to ensure that employees receive the best possible insurance without cost increases or with minimal cost increases. Thank you for your continued desire to serve as County Manager and for leading this county and this agency into a positive,strong future. Commissioner Tom Hennin:, :• •'ct.3 Packet Page-897- ,� 9/24/2013 11.J. Commissioner Fred Cole v District 4 Packet Page-898- 9/24/2013 11 .J. EVALUATION FOR LEO OCHS Mr.Ochs has once again earned an evaluation which exceeds standards. I am pleased with his leadership, management, fiscal responsibility and service to the public.I believe there are two areas where he should spend additional effort for the next few years. LEADERSHIP DEVELOPMENT. Leo must develop leaders among his staff who can assume key positions as retirement and attrition produce vacancies. There are some excellent candidates, but the "bench strength" is not very deep across the board. MISSION FOCUS. Working for 5 bosses is an almost impossible task. Leo has been successful so far in balancing the conflicting and constantly changing positions of Commissioners without disrupting the primary mission, but the negative impact on moral is real. The pressure will likely increase over-the next few years. Leo will need to resist the temptation to compromise important principles just to try to achieve harmony with members of the Board. Service to the public is paramount and should not be compromised for any other goal. Fred Coyle September 16, 2013 Packet Page-899- •� 9/24/2013 11 .J. County Manager Self-Assessment for Action Plan Results for Fiscal Year 2013 1. Leadership and Organizational Direction- To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles;to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission;to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives;to anticipate and analyze problems and to develop effective and innovative solutions. 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 Board's strategic plan and Division 5 year business plans. Division business goals are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result targets. Several important long range planning initiatives have been completed and/or are progressing as planned including the following: submission of Digital Flood Insurance Rate Map revisions for the County's remaining 10 water basin areas to reflect updated topographical data, updates to the flood plain management plans, transmittal of the Evaluation and Appraisal Report, adoption of the LDC Administrative Code and the capital asset management plan. The County Manager, with BCC endorsement, has reorganized several operating departments during this review period to better align functions with strategic goals,optimize resources, upgrade service levels and improve accountability. (Please see Tab IA for specific references) The staff has also developed and implemented cost effective, innovative solutions to a numbers of challenging and/or unanticipated issues that have arisen during this review period. (Please see Tab lB for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 2 Packet Page-900- 9/24/2013 11 .J. 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. 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 strategic, operational and financial planning 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. (Please see Tab 2A for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 . 5 Commissioner Comments: • • 3 }� Packet Page-901- 9/24/2013 11 .J. 3. Performance Management and Workforce Development—To recruit and retain talent needed to provide best value services to customers;to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program;to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. 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. Despite constrained resources, the HR department has continued to offer effective 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 loss prevention program that is market competitive, actuarially sound and accountable. (Please see Tab 3A for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 Commissioner Comments: 1 • 4 Packet Page-902- :. 9/24/2013 11 .J. 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 provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs;to provide the BCC with timely,accurate reports concerning matters of importance to County government. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. Commissioners have 24/7 accessibility to the County Manager via personal meetings, e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see Tab 4A for specific references) Staff has also worked effectively with our state and federal lobbyist and the Florida Association of Counties to insure the Board's legislative priorities were advanced in Tallahassee and Washington. Noteworthy accomplishments include timely and complete staff work associated with the implementation of RESTORE ACT organization and project evaluation/submittal processes and collaborative work by staff, our legislative delegation and our state lobbyist to defeat attempts by FDOT officials to modify previous legislation providing State funding of County operational expenses associated with the new Alligator Alley/MM63 Public Safety facility. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating :2. . 3 3 Commissioner Comments: 5 Packet Page-903- 9/24/2013 11.J. 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. The County Manager and staff have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2013 budget that maintained the general fund millage rates; significantly increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved front line operating services without the need for layoffs or facility closures and allocated dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past three years has resulted in the refinancing of$289M in outstanding general governmental and revenue bond debt which reduced the cost of borrowing by $16M and maintained the Agency's investment quality credit rating. (Please see Tab 5A for specific references) The Board received a favorable year ending 2012 Consolidated Annual Financial Report(CAFR)and continues to work cooperatively with the Clerk of Courts to address and correct findings on internal audits. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating _ a- s Commissioner Comments: 6 \kr, Packet Page-904- ., 9/24/2013 11 .J. 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/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY 2013 budget are proceeding on schedule and within budget. (Please see Tab 6A for specific references) Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December,after CCPC review,which will provide an integrated,comprehensive review of the 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 FY2013 and the proposed FY2014 budgets. The agency's administration of contracts and payment processes has shown marked improvement during this review period. As a result of the implementation of several new internal controls, automated tracking systems and ongoing staff training, the number of payment irregularities and questioned changes to contracts and work orders has been greatly reduced. Staff continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2. . s Commissioner Comments: 7 Packet Page -905- 9/24/2013 11 .J. 7. Public Information and Community Relations-To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner;to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. 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 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 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,the county website and the collier government television station to get our message out to the customer. We have expanded the use of Twitter and Facebook to communicate a wide variety of good news and information about programs and special events. We now have over 1,300 people following our daily tweets on Twitter and over 1,000"likes"on Facebook. We are also reaching thousands of people through our YouTube channel. This past year, over 14,000 viewers watched instructional videos on such topics as E Permits, Intersection Pre- emption Devices,and Home-Based Businesses. We are moving forward with cleaner,user-friendly enhancements to the County's website.These enhancements are scheduled to be completed in September. Design plans include user friendly drop- down menus containing important informational links for Residents,Visitors,and those interested in Doing Business in Collier County. In addition,users will find a new section focusing on Open Government and a section for"Bill Pay"where users will have easier access to pay for permits,utility bills,traffic tickets,EMS bills,and vehicle registrations. The new,easy to navigate design, strives to increase our website's first-time visitors while engaging existing users with new content. 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. Below Meets Exceeds Standard Standard Standard 1 2 3 .-3 I Rating Commissioner Comments: 8 r , Packet Page-906- 9/24/2013 11 .J. Significant Operational Initiatives for FY 2012: A. Economic Development Program — Consistent with BCC direction, implement additional strategies,programs and services to promote a better business climate in Collier County. The new Business and Economic Development Director began work on February 1, 2013. In addition to assessing the local business climate, establishing relationships with key business and community leaders and building a start-up operation, staff has been working to formalize local and regional partnerships to implement Board policy directives and refine economic development program proposals that will help build a prosperous, sustainable local economy. A new set of economic incentives proposals received initial BCC endorsement in March and will be presented for final approval in September. Additional BCC directives to pursue local economic development partnerships,review additional economic incentives,further review impact fees and evaluate additional programs and tools to facilitate business attraction are all well underway and planned for BCC presentation this Fall. (Please see Tab Al for specific references) With respect to the regulatory environment, staff has continued its efforts to execute a business model that facilitates business development, while maintaining the community's extraordinary quality of life. Examples of actions taken to improve the business climate include proposed revisions to streamline the LDC, revisions to the Building Code, expedited and automated building plan review and inspection services, impact fee rate reductions, one-stop Business Center services and frequent industry and community education forums. Feedback from numerous customers indicates that our improvements are indeed noticeable and recognized by the industry. (Please see Tab A2 for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 . 4 Commissioner Comments: 9 Packet Page-907- 9/24/2013 11.J. B. Emergency Medical Services—Continue to work collaboratively with community stakeholders and policy-makers to evaluate the dynamic pre-hospital emergency medical services delivery system in Collier County. A considerable amount of staff time and effort has been directed toward support of the new Public Safety Authority which began meeting this past October. EMS Department management has been an active participant in all PSA matters and continues to work cooperatively with independent fire districts and municipal fire departments to address specific concerns and requests for more customized service delivery methods in their respective jurisdictions, including consideration of alternatives to reduce the number of apparatus responding to 9-1-1 calls. Dispatch and response protocols have been modified in certain areas and quality assurance standards have been improved. EMS staff is also in discussions with fire districts that do not currently provide ALS engines to determine if there is a viable way to extend the program into those areas. Staff continues to improve customer satisfaction through injury prevention, public education and knowledge of the EMS system, including promoting the utilization of civilian ownership and utilization of Automated External Defibrillators. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: . S 10 Packet Page -908- 9/24/2013 11 .J. C. Asset Management — Enhance efforts to build an asset management capability in the Agency that will provide complete visibility on the investments required over time to protect and preserve the infrastructure and other critical assets of the organization. On September 13,2011,the Board authorized staff to proceed with the development of an Enterprise Asset Management(EAM)program that will be scalable and adaptable to county-wide implementation. The Public Utilities Division is the lead for the agency with five,full-scale demonstration projects that are scalable, adoptable,and flexible with common user interface based on our cun-ent agency-wide GIS system.The Division is at the point of procurement and will brief the Board in detail at the workshop on October 1,2013. (Please see Tab CI for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating '2.. 5 Commissioner Comments: 11 Packet Page-909- 9/24/2013 11.J. D. Grant Program Management - Conduct a thorough assessment of the current strengths, weaknesses, opportunities and risks inherent in the Agency's existing grant programs and implement structural and functional changes to improve accountability, compliance and internal controls. FY2013 marked the second year of operation for the agency's Grants Compliance Office. The County Manager established the Grants Compliance Office, effectively centralizing all administrative grant compliance functions at the corporate level under the Office of Management and Budget, in February 2012. As a result,designated "grant controllers"have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. The FY12 over FYI 1 Single Audit Report resulted in four(4) fewer findings and significant reductions in the severity of findings. Adverse findings were eliminated all together. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area Procuring goods and services was identified as a key control activity. The OMB Grants Compliance Office partnered with the Purchasing Department to develop a position to work as an extension of the OMB Grants Compliance Office to ensure single audit compliance when procuring goods and services with grants funds. This full time position works closely with all Purchasing agents who ensure and are most familiar with Florida Statute and the Departments that must be compliant with unique Federal and State grantor requirements. This position develops and implements consistent countywide practices and protocols for single audit compliance as set forth by the OMB Grants Compliance Office including standardization of provisions packages, forms and SAP contract files that serve as the audit trail. While a solid foundation has been laid to allow current and future grant requirements to be proactively managed, several compliance issues still exist with some legacy grant projects that will require additional time to correct. Of particular note during this review period is the marked improvement and documented progress in the management of the Housing and Human Services grant programs under new department leadership. (Please see Tab DI for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2, 3 Commissioner Comments: 12 Packet Page-910- 9/24/2013 11 .J. Commissioner Tim Nance District 5 Packet Page-911- Nc 9/24/2013 11 .J. eienimissfoxa g p4.7/3 • Fiscal Year 2013 Annual Performance Evaluation 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 forth in that year's annual Action Plan, by rating each of the performance objectives on 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. The County Manager is tasked with carrying out the policy direction provided by the 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 2013. These goals are based on the broad areas generally • expected to be performed by the Chief Executive Officer as well as specific areas of organizational focus for this rating period. • 1 Packet Page-912- 9/24/2013 11 .J. Scoring Guidelines for Annual Performance Review Score 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 • Improvement trends and/or good performance levels reported for most 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 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 • 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 • Business results fully address key customer,market,process,and action plan requirements Final Standard Rating Scale Needs Improvement Meets Expectations Exceeds Expectations 1.00- 1.66 1.67-2.33 2.34-3.00 • Packet Page-913- 9/24/2013 11 .J. • County Manager Self-Assessment for Action Plan Results for Fiscal Year 2013 1. Leadership and Organizational Direction- To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles;to maintain focus and commitment to long range strategic planning as the key to achieving Agency's vision and mission;to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. 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 Board's strategic plan and Division 5 year business plans. Division business goals are, in turn, incorporated into each department's annual work program and individual employee performance objectives and key result targets. Several important long range planning initiatives have been completed and/or are progressing as planned including the following: submission of Digital Flood Insurance Rate Map revisions for the County's remaining 10 water basin areas to reflect updated topographical data, updates to the flood plain management plans, transmittal of the Evaluation and Appraisal Report, adoption of the LDC Administrative Code and the capital asset management plan. The County Manager, with BCC endorsement, has reorganized several operating departments during this review period to better align functions with strategic goals, optimize resources, upgrade service levels and improve accountability. • (Please see Tab 1A for specific references) The staff has also developed and implemented cost effective, innovative solutions to a numbers of challenging and/or unanticipated issues that have arisen during this review period. (Please see Tab IB for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating C2-1‘)Commissioner Comments: l at" •(7 .. (,; rafeekge 71b eiAliN144 G e Pro 6 80079 rage"` Q--� p G roo w'') ..44 saiyeee4 18 vet) - 14.e . - • f fu • 2 Packet Page-914- 9/24/2013 11 .J. 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. 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 strategic, operational and financial planning 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. (Please see Tab 2A for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating ED Commissioner Comments: t / - Arimmirt Kt0t. 4.etK.w�.r r p(4rrnkS , a►J /rt( Goa. Gtar' cce "- rte � . �., 4e e le tvi , - ewe. 426 dAss 44 m•sf- --� b; 4 el‘&41 d p° s D � . sus o p s �► co s ' ,' --t-e- r et.r-s • c. 466. pal t c, SacEt►r cdZ b.Q, a coe‘stdt.4-14.%.,, 3 Packet Page -915- 9/24/2013 11.J. • 3. Performance Management and Workforce Development — To recruit and retain talent needed to provide best value services to customers;to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program;to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. 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. Despite constrained resources, the HR department has continued to offer effective 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 loss prevention program that is market competitive, actuarially sound and accountable. (Please see Tab 3A for specific references) • Below Meets Exceeds ,,,,m Standard Standard Standard 1 2 3 I Rating (2?)Commissioner Comments: eli.rr. i r;01442., / pc p rdit* .Q I e - mow.. G �' it; Q -67 4`-111 sfrag s-(- ,c..b • Auk 4 Packet Page-916- 9/24/2013 11 .J. 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 provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County's federal and state legislative programs;to provide the BCC with timely,accurate reports concerning matters of importance to County government. Staff responses to BCC inquiries and information requests have been timely, accurate and thorough, with very few exceptions. Commissioners have 24/7 accessibility to the County Manager via personal meetings, e-mail communications and telephone contact. Staff has worked diligently to insure that executive summaries are accurate, thorough, clearly written and contain appropriate and sufficient financial analysis and legal review. Staff has also worked effectively to execute numerous policy and program initiatives directed by the Board during this review period under tight deadlines. (Please see Tab 4Afor specific references) Staff has also worked effectively with our state and federal lobbyist and the Florida Association of Counties to insure the Board's legislative priorities were advanced in Tallahassee and Washington. Noteworthy accomplishments include timely and complete staff work associated with the implementation of RESTORE ACT organization and project evaluation/submittal processes and collaborative work by staff, our legislative delegation and our state lobbyist to defeat attempts by FDOT officials to modify previous legislation providing State funding of County operational expenses associated with the new Alligator Alley/MM63 Public Safety facility. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: film QJS hai werIi at:(`54 4 aecoykt.t, '1c Ar - 6cle,„ cANerit ate ;S 4.4 Grvrillt.441 drew4 5 Packet Page-917- 9/24/2013 11 .J. • 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. The County Manager and staff have worked prudently and effectively to conservatively manage the financial affairs of the Agency during some very challenging economic conditions. Based on BCC guidance, staff produced a FY2013 budget that maintained the general fund millage rates; significantly increased general fund reserves; maintained a policy compliant debt position; satisfied state unfunded mandates; preserved front line operating services without the need for layoffs or facility closures and allocated dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past three years has resulted in the refinancing of$289M in outstanding general governmental and revenue bond debt which reduced the cost of borrowing by $16M and maintained the Agency's investment quality credit rating. (Please see Tab 5A for specific references) The Board received a favorable year ending 2012 Consolidated Annual Financial Report(CAFR) and continues to work cooperatively with the Clerk of Courts to address and correct findings on internal audits. • oak Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner CLomments: 2 Mini s‘fre.:t • Amik 6 Packet Page -918- 9/24/2013 11 .J. 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/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. All capital projects authorized in the FY 2013 budget are proceeding on schedule and within budget. (Please see Tab 6A for specific references) Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December, after CCPC review, which will provide an integrated, comprehensive review of the 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 FY2013 and the proposed FY2014 budgets. The agency's administration of contracts and payment processes has shown marked improvement during this review period. As a result of the implementation of several new internal controls, automated tracking systems and ongoing staff training, the number of payment irregularities and questioned changes to contracts and work orders has been greatly reduced. Staff continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: 54■ro-t m au n.a)I e Se'VV I•ce, k.e44-�,s ` �}'Qs�s �+r►S G-.� I�+ .w-e. c r .e 14r1. 1 c -+err 4 zL q ,c r$ ref Gbewi-_ 1 S 4442- c s•d 4 - Maas 7142... . Grp... AJrn u C Pr,cess U.%tia• d - e, A464:4— _ aft ass - r► — 46 tr.444. - - _ 644 Canyvick- ad 4- sue Here 6 " m ► hd � k-/ 651/20 4-1 AisQ. f" " Packet Page-919- 9/24/2013 11 .J. 7. Public Information and Community Relations - To sustain public trust and confidence in County P ty government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. 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 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 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,the county website and the collier government television station to get our message out to the customer. We have expanded the use of Twitter and Facebook to communicate a wide variety of good news and information about programs and special events. We now have over 1,300 people following our daily tweets on Twitter and over 1,000 "likes"on Facebook. We are also reaching thousands of people through our YouTube channel. This past year, over 14,000 viewers watched instructional videos on such topics as E Permits, Intersection Pre- • emption Devices,and Home-Based Businesses. — We are moving forward with cleaner, user-friendly enhancements to the County's website. These enhancements are scheduled to be completed in September. Design plans include user friendly drop- down menus containing important informational links for Residents,Visitors, and those interested in Doing Business in Collier County. In addition, users will find a new section focusing on Open Government and a section for"Bill Pay"where users will have easier access to pay for permits, utility bills,traffic tickets, EMS bills,and vehicle registrations. The new,easy to navigate design, strives to increase our website's first-time visitors while engaging existing users with new content. 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. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: • Amok 8 Packet Page -920- 9/24/2013 11 .J. ..J Significant Operational Initiatives for FY 2012: A. Economic Development Program — Consistent with BCC direction, implement additional strategies,programs and services to promote a better business climate in Collier County. The new Business and Economic Development Director began work on February 1, 2013. In addition to assessing the local business climate, establishing relationships with key business and community leaders and building a start-up operation, staff has been working to formalize local and regional partnerships to implement Board policy directives and refine economic development program proposals that will help build a prosperous, sustainable local economy. A new set of economic incentives proposals received initial BCC endorsement in March and will be presented for final approval in September. Additional BCC directives to pursue local economic development partnerships, review additional economic incentives, further review impact fees and evaluate additional programs and tools to facilitate business attraction are all well underway and planned for BCC presentation this Fall. (Please see Tab AI for speci is references) With respect to the regulatory environment, staff has continued its efforts to execute a business model that facilitates business development, while maintaining the community's extraordinary quality of life. Examples of actions taken to improve the business climate include proposed revisions to streamline the LDC, revisions to the Building Code, expedited and automated building plan review and inspection services, impact fee rate reductions, one-stop Business Center services and frequent industry and community education forums. Feedback from numerous customers indicates that our improvements are indeed noticeable and recognized by the industry. (Please see Tab A2 for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating U Commissioner Comments: c.s 4- /N+s 644(t.4or,t 40,.1/ -ar4 $ Ie eg.4 -sAreti i 5 5ft [ o+ t h %go- Atp•-fi es rru p — h ou& 4 Styr Sks. - re.rak s. S 9 Packet Page-921- 9/24/2013 11 .J. e4...., ..„„„ B. Emergency Medical Services —Continue to work collaboratively with community stakeholders and policy-makers to evaluate the dynamic pre-hospital emergency medical services delivery system in Collier County. A considerable amount of staff time and effort has been directed toward support of the new Public Safety Authority which began meeting this past October. EMS Department management has been an active participant in all PSA matters and continues to work cooperatively with independent fire districts and municipal fire departments to address specific concerns and requests for more customized service delivery methods in their respective jurisdictions, including consideration of alternatives to reduce the number of apparatus responding to 9-1-1 calls. Dispatch and response protocols have been modified in certain areas and quality assurance standards have been improved. EMS staff is also in discussions with fire districts that do not currently provide ALS engines to determine if there is a viable way to extend the program into those areas. Staff continues to improve customer satisfaction through injury prevention, public education and knowledge of the EMS system, including promoting the utilization of civilian ownership and utilization of Automated External Defibrillators. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Auk Commissioner Comments: 3 410 10 Packet Page -922- 9/24/2013 11 .J. C. Asset Management — Enhance efforts to build an asset management capability in the Agency that will provide complete visibility on the investments required over time to protect and preserve the infrastructure and other critical assets of the organization. On September 13,2011,the Board authorized staff to proceed with the development of an Enterprise Asset Management(EAM)program that will be scalable and adaptable to county-wide implementation. The Public Utilities Division is the lead for the agency with five,full-scale demonstration projects that are scalable, adoptable, and flexible with common user interface based on our current agency-wide GIS system. The Division is at the point of procurement and will brief the Board in detail at the workshop on October 1, 2013. (Please see Tab CI for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating C2i ) Commissioner Comments: • 11 Packet Page-923- 9/24/2013 11 .J. iD. Grant Program Management - Conduct a thorough assessment of the current strengths, weaknesses, opportunities and risks inherent in the Agency's existing grant programs and implement structural and functional changes to improve accountability, compliance and internal controls. FY2013 marked the second year of operation for the agency's Grants Compliance Office. The County Manager established the Grants Compliance Office, effectively centralizing all administrative grant compliance functions at the corporate level under the Office of Management and Budget, in February 2012. As a result, designated "grant controllers" have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. The FY12 over FY11 Single Audit Report resulted in four(4) fewer findings and significant reductions in the severity of findings. Adverse findings were eliminated all together. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area Procuring goods and services was identified as a key control activity. The OMB Grants Compliance Office partnered with the Purchasing Department to develop a position to work as an extension of the OMB Grants Compliance Office to ensure single audit compliance when procuring goods and services with grants funds. This full time position works closely with all Purchasing agents who ensure and are most familiar with Florida Statute and the Departments that must be compliant with unique Federal and State grantor requirements. This position develops and implements consistent countywide practices and protocols for single audit compliance as set forth by the OMB Grants Compliance Office including standardization of provisions packages, forms and SAP contract files that serve as the audit trail. • Auk While a solid foundation has been laid to allow current and future grant requirements to be proactively managed, several compliance issues still exist with some legacy grant projects that will require additional time to correct. Of particular note during this review period is the marked improvement and documented progress in the management of the Housing and Human Services grant programs under new department leadership. (Please see Tab Dl for specific references) Below Meets Exceeds Standard Standard Standard 1 2 3 Rating _ Commissioner Comments. 2 rs 1. k roa.4. A ►yvw ". Cr'-c-'‘G 1T 4 1 y\ ` Le l0*s +:6 r'I►'. I'm C t IR,'1'a`.":4- • Aiift 12 Packet Page-924- 9/24/2013 11 .J. Additional Comments me. oar 5 /5 A T•4-t Ni A SlAsavd D A•D/r1 rNrST 2- —4w- 405 5,rovc� 0. egiorr / OA15//3/L ri bva/A)6 "Pnt 4S TM'r -AOC 644-A) /3v-Rf iCo," " c.4 11 efra-l.L IG/iJG AAA parr 44e r. c - Ari'ods /5 TIUV 4- 74 - T(4.24- A124- Aa S /n1 /►'1Arra6 Co u- 4-a- 71- ./a-2 9 .vr+tpito g-. (4 Z AWL- A-Tr 4- Tb &4- CDn).5 /2vcr ,tJ nut GompicAir.() C` - -1 ► ML Dc4c< -(-tAS co4sts771TL i pby.16►3r LM W 4.L-C ,Q c_vyc sCsf 4.1.4h ileVAA4 S ` Ih 4 p1-DcegstJN t 4rrne. +te 1\45 pry:. r'5 4x.10<< <4-ri Q •'Y'I[8 D ', .AA I 42• .�� l. [ - . -- -sL c'..Q 40 sE - s q Cam, C ^^^4.sbu,rv‘e..` s 6,4, ,g714,..ata. �b ems. t,o w t- k - a6"4 412- 6°64- Pe S4144- Neeisc-t-tS 4(3‘ Co-Utt.t bubtv14;Sfes LattAt-e-- 43 Packet Page-925- 9/24/2013 11 .J. Below are the standards for scoring the self-appraisal. These should help you decide on how to grade each of the areas on my KRA/appraisal form. Score Result 1 • 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 • Improvement trends and/or good performance levels reported for most 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 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 • 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 • Business results fully address key customer, market, process, and action plan requirements Final Needs Improvement Meets Expectations Exceeds Expectations Standard Rating Scale 1.00—1.66 1.67—2.33 2.34—3.00 Packet Page-926- 9/24/2013 11 .J. FY2012 Action Plan Goals Comm. Comm. Comm. Comm. Comm. LEADERSHIP AND Fiala Hiller Henning Coyle Nance ORGANIZATIONAL DIRECTION 2 3 3 2.5 2.5 OPERATIONAL Comm. Comm. Comm. Comm. Comm. EFFECTIVENESS Fiala Hiller Henning Coyle Nance 2 3 3 2.5 2.5 Comm. Comm. Comm. Comm. Comm. PERFORMANCE Fiala Hiller Henning Coyle Nance MANAGEMENT AND WORKFORCE DEVELOPMENT 2.5 3 _ 3 2.5 2.5 POLICY EXECUTION AND Comm. Comm. Comm. Comm. Comm. SUPPORT TO THE BOARD Fiala Hiller Henning Coyle Nance 2 3 3 2.33 2.5 Comm. Comm. Comm. Comm. Comm. BUDGET AND FINANCIAL Fiala Hiller Henning Coyle Nance MANAGEMENT 2.5 3 3 2.5 3 CAPITAL IMPROVEMENTS AND Comm. Comm. Comm. Comm. Comm. ASSET MANAGEMENT Fiala Hiller Henning Coyle Nance 2.5 2.5 3 2.5 2 Comm. Comm. Comm. Comm. Comm. PUBLIC INFORMATION AND Fiala Hiller Henning Coyle Nance COMMUNITY RELATIONS 2 3 3 2.3 3 Packet Page -927- 9/24/2013 11 .J. Significant Operational Initiatives for FY 2012 400 t ECONOMIC DEVELOPMENT Comm. Comm. Comm. Comm. Comm. PROGRAM Fiala Hiller Henning Coyle Nance 2.5 3 3 2.0 2 Comm. Comm. Comm. Comm. Comm. EMERGENCY MEDICAL Fiala Hiller Henning Coyle Nance SERVICES 2.5 2.5 3 2.5 3 Comm. Comm. Comm. Comm. Comm. ASSET MANAGEMENT Fiala Hiller Henning Coyle Nance 2 2.5 3 2.5 2.5 Comm. Comm. Comm. Comm. Comm. GRANT PROGRAM Fiala Hiller Henning Coyle Nance MANAGEMENT 2 3 3 2.3 2.5 Packet Page-928- 9/24/2013 11 .J. Tally Sheet Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Nance Average Grade/Commissioner 2.23 2.86 3.00 2.40 2.55 Final Standard Rating Scale Needs Meets Exceeds Improvement Expectations Expectations 1.00-1.66 1.67-2.33 2.34-3.00 Overall Average Grade 2.61 Packet Page-929-