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Agenda 09/25/2012 Item #11H 9/25/2012 Item 11 .H. 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 with 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. 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-1623- 9/25/2012 Item 11 .H. COLLIER COUNTY Board of County Commissioners Item Number: 11.H. Item Summary: Recommendation to complete the Annual Performance Appraisal for the County Manager. (Leo E. Ochs,Jr., County Manager) Meeting Date: 9/25/2012 Prepared By Name: BrockMaryJo Title: Executive Secretary to County Manager, CMO 9/18/2012 7:08:42 AM Submitted by Title: Executive Secretary to County Manager,CMO Name: BrockMaryJo 9/18/2012 7:08:44 AM Approved By Name: OchsLeo Title: County Manager Date: 9/19/2012 5:27:32 PM Packet Page-1624- 9/25/2012 Item 11 .H. 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-1625- 9/25/2012 Item 11 .H. FY2012 Action Plan Goals Comm. Comm. Comm. Comm. Comm. LEADERSHIP AND Fiala Hiller Henning Coyle Coletta ORGANIZATIONAL DIRECTION 3.00 1.00 1.75 2.50 3.00 OPERATIONAL Comm. Comm. Comm. Comm. Comm. EFFECTIVENESS Fiala Hiller Henning Coyle Coletta 3.00 1.00 2.50 2.50 3.00 Comm. Comm. Comm. Comm. Comm. PERFORMANCE Fiala Hiller Henning Coyle Coletta MANAGEMENT AND WORKFORCE DEVELOPMENT 3.00 1.00 2.00 2.50 3.00 POLICY EXECUTION AND Comm. Comm. Comm. Comm. Comm. SUPPORT TO THE BOARD Fiala Hiller Henning Coyle Coletta 2.50 1.00 3.00 2.50 2.75 Comm. Comm. Comm. Comm. Comm. BUDGET AND FINANCIAL Fiala Hiller Henning Coyle Coletta MANAGEMENT 3.00 1.00 3.00 2.75 2.75 CAPITAL IMPROVEMENTS AND Comm. Comm. Comm. Comm. Comm. ASSET MANAGEMENT Fiala Hiller Henning Coyle Coletta 2.00 1.00 3.00 2.50 3.00 Comm. Comm. Comm. Comm. Comm. PUBLIC INFORMATION AND Fiala Hiller Henning Coyle Coletta COMMUNITY RELATIONS 2.00 1.00 2.00 2.00 3.00 Packet Page-1626- 9/25/2012 Item 11 .H. Significant Operational Initiatives for FY 2012 Aeow ECONOMIC DEVELOPMENT Comm. Comm. Comm. Comm. Comm. PROGRAM Fiala Hiller Henning _ Coyle Coletta 2.50 1.00 3.00 2.00 3.00 Comm. Comm. Comm. Comm. Comm. EMERGENCY MEDICAL Fiala Hiller Henning Coyle Coletta SERVICES 2.50 2.00 3.00 2.50 3.00 Comm. Comm. Comm. Comm. Comm. ASSET MANAGEMENT Fiala Hiller Henning Coyle Coletta 2.00 1.00 3.00 2.50 3.00 Comm. Comm. Comm. Comm. Comm. GRANT PROGRAM Fiala Hiller Henning Coyle Coletta MANAGEMENT 2.00 1.00 1.00 2.00 2.75 Comm. Comm. Comm. Comm. Comm. IMPROVE CONTRACT Fiala Hiller Henning Coyle Coletta ADMINISTRATION 2.00 1.00 1.80 2.00 2.50 Packet Page-1627- 9/25/2012 Item 11.H. Tally Sheet Comm. Comm. Comm. Comm. Comm. Fiala Hiller Henning Coyle Coletta Average Grade/Commissioner 2.46 1.08 2.42 2.35 2.90 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 2.24 Packet Page-1628- 9/25/2012 Item 11 .H. Commissioner Fiala District 1 Amok Packet Page-1629- 9/25/2012 Item 11 .H. Fiscal Year 2012 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 2012. 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. Action Plan for Fiscal Year 2012 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: completion of FEMA flood maps and associated basin studies; storm water master plan; watershed management plans, transmittal of the Evaluation and Appraisal Report, master mobility plan and adoption of the fertilizer ordinance. 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. 1 Packet Page-1630- 9/25/2012 Item 11 .H. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: *U. it.7,-1 ?It(411 dene-Q 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: Altntt- .i14,trwarj gi4)4 CAAA- Aier4 z .44-V 6,91414)' 'i,10 • /in.,- f--clutv 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 2 Packet Page-1631- I � 9/25/2012 Item 11 .H. 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. Efforts are currently underway to partner with Florida Gulf Coast University to offer the State of Florida Certified Public Manager program to qualifying employees. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments:eiot.gzilit 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. In that regard, fiscal impact statements for executive summaries recommending expenditures for new capital projects were expanded and formalized to include carrying costs, life-cycle maintenance projections and replacement cost estimates. Staff has 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. 3 Packet Page-1632- 9/25/2012 Item 11 .H. Staff has also facilitated a series of BCC workshops with other local government agencies to provide opportunities to discuss important public policy and service level issues, including workshops with all the local public safety organizations as well as the City of Naples and the Big Cypress Basin Board. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating V Commissioner Comments: d1.441111. /OK- 41.4-e- Al-4/D-it42-11-C /11-0-40•6-, ,e2 itatte ett:4414 Azdtei.74- er)i we-44-6441m_ de_ L .1/LLeI pat-- 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. County Manager and staff have worked prudently and effectively to conservatively manage the financial affairs of the Agen�y during some of the most difficult economic conditions this County has experienced in its history� Based on BCC guidance, staff produced a budget that maintains the general fund millage rates; significantly increases general fund reserves; maintains a policy compliant debt position; satisfies state unfunded mandates; preserves front line operating services without the need for layoffs or facility closures and allocates dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past two years has resulted in the refinancing of$215M in outstanding general and governmental revenue bond debt which reduced the cost of borrowing by$10M and maintained the Agency's investment quality credit rating. The Board received a favorable year ending 2011 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 4 Packet Page-1633- 9/25/2012 Item 11.H. Commissioner Comments: , dOwe— —, (fin a I7/ ' _ f. _/ �"_' .im 7ih1l 'l l / �I f / 6. Capital Improvements and Asset Management- To responsibly plan, construct and maintain the County's critical public infrastructure and capital assets to ensure sustainability 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 2012 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December which will provide an integrated, comprehensive review of the capital program that addresses level of service standards, specific project details and complete funding plans. Staff also continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY 2012 and the proposed FY 2013 budgets. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 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 5 Packet Page-1634- 9/25/2012 Item 11.H. 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 invested significant time during this review period to promote public trust and confidence in county government through numerous public speaking engagements, television and radio 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. 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 1` Commissioner Comments: Nt 4:4 Lite__ Q 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. On June 26, 2012, the Board established the Office of Business and Economic Development to work collaboratively with the private sector to promote a prosperous, sustainable local economy. An executive search firm has been hired to assist with candidate recruitment and the County Manager has personally met with more than 35 community stakeholders in the past 30 days to solicit input about the community's expectations for this new initiative as well as to gather feedback about specific areas of interest or concern about this venture. Internally, 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 6 Packet Page-1635- 9/25/2012 Item 11 .H. 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: - l J tem-pruitris 11)L. Attet.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. On June 26,2012,the Board created the Public Safety Authority to serve as a multi-agency forum for review and recommendations regarding pre-hospital emergency medical services within all of Collier County. The establishment of the Authority was the successful culmination of many months of discussions among all public safety and hospital providers in the community and will serve as the vehicle to carry-out many of the recommendations made by the"Blue Ribbon Panel" in its final report to the BCC in January 2011. The first meeting of the Authority is being scheduled for October of this year. County EMS Department management has also worked cooperatively with several independent fire districts and municipal fire departments during this review period to address specific concerns and requests for more customized service delivery methods in their respective jurisdictions. As a result, the approved list of ALS medications has been expanded on ALS engines, 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. A potentially serious service gap was avoided this year through proactive action by staff. After being advised by local hospital providers that payment would no longer be made for post hospital inter-facility transports, staff quickly identified a highly qualified private provider to handle these transports, thus avoiding the need to divert front-line ALS ambulances to these calls. This solution has proven to be very cost effective and satisfactory to all involved. 7 Packet Page-1636- 9/25/2012 Item 11 .H. Finally, Collier County EMS was recently notified that it has earned accreditation from the Commission on Accreditation of Ambulance Services for its compliance with national standards of excellence. Only one tenth of one percent of ambulance agencies nationwide have met the rigorous standards necessary to successfully complete the voluntary review process which included completion of a comprehensive application and on-site review by national experts in emergency medical services. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating V Commissioner Comments: (� 4614414/ 4/4,,4 47AC Q1LA Eni 5Vitift ' 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 began in the Public Utilities Division and will be scalable,and adaptable to county-wide implementation.The project delivery team is working with the consultant to create the system requirements document for inclusion into a request for proposals to procure long-term EAM software. The team is on plan to return to the Board in the second quarter of FY2013 seeking approval to award the contract. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: G' Aet-4/1 AeA;(tat ^its41/(44)e —10/g.411 8 Packet Page-1637- 9/25/2012 Item 11 .H. 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. On February 1, 2012, 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. As a result, grant compliance activities such as cash draws, procurement, monitoring, reconciliation and reporting are now being centrally managed and monitored across the agency. This action was taken in response to compliance concerns discovered during staff program reviews as well as through internal audits commissioned by the Clerk and single audit findings reported in the FY 2011 CAFR. Designated "grant controllers" have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. While a solid foundation has been laid to allow grant requirements to be proactively managed, several compliance issues still exist that will require additional time to correct, particularly in highly grant dependent operations such as Housing and Human Services. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: E. Improve Contract Administration and invoice payment processes to reduce discrepancies and limit change orders and eliminate payment irregularities. A series of internal checks and balances and quality assurance measures designed to greatly improve payment processes and better manage contracts and work orders have been implemented. These include employee training,closer collaboration with Finance Department representatives, automated monitoring of contract and work order expiration dates in SAP, and closer scrutiny of contracts,changes to contracts and changes to work orders. Since implementing these measures,the incidence of payment irregularities and the number of changes to contracts and work orders has been greatly reduced. Additionally,the implementation of an enhanced,automated accounts payable processing system promises to offer greater controls and improved payment processing throughout the agency. This 9 Packet Page-1638- 9/25/2012 Item 11 .H. system,which successfully went live on August 22, was a collaborative effort between the Clerk's MIS, Finance and Board Operating Departments. To institutionalize permanent solutions,staff(in consultation with the Clerk of Courts and County Attorney)has drafted a revised Purchasing Policy that incorporates the recommendations of outside counsel and satisfies the elements of the Clerk's pre-audit requirements. This proposed policy revision is scheduled for BCC presentation in September. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating Commissioner Comments: 10 Packet Page-1639- 9/25/2012 Item 11 .H. Commissioner Hiller District 2 Packet Page-1640- 9/25/2012 Item 11 .H. Commissioner Georgia Hiller's Comments to the FY 2012 Performance Appraisals! Pay Raise Requests/Employment Contract Modifications for County Manager Leo Ochs,County Attorney Jeff Klatzkow, and Executive Manger to the BCC Ian Mitchell The upcoming Board of Commissioners meeting on September 25, 2012 is not the appropriate time to review the FY 2012 Performance Appraisals, requests for increases in pay, and employment contract modifications for County Manager Leo Ochs, County Attorney Jeff Klatzkow,and Executive Manger to the BCC Ian Mitchell. The sitting lame duck board should not bind the future new board (which will be seated after November 20, 2012) in such a manner as to saddle the new board and the taxpayers of Collier county with contractual and/or financial obligations which may not be acceptable. The current contracts should remain unchanged until the first board meeting in December when the newly seated board can decide on an appropriate course of action. I am providing the numerical ratings for the three performance appraisals presented, however, I will discuss these ratings only when the new board is seated. The new board should have the opportunity to discuss these performance evaluations and contracts in detail. Waiting two months should not be an issue. Taking any action at this time would be nothing more than an attempt by this current lame duck board to bind the future new board in a manner which could only be undone at substantial cost to the taxpayers of Collier county. This would be unacceptable. 61‘Ail 0100t, Packet Page-1641- 9/25/2012 Item 11 .H. Fiscal Year 2012 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 2012. 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. Action Plan for Fiscal Year 2012 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: completion of FEMA flood maps and associated basin studies; storm water master plan; watershed management plans, transmittal of the Evaluation and Appraisal Report, master mobility plan and adoption of the fertilizer ordinance. 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. 1 Packet Page-1642- 9/25/2012 Item 11 .H. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: 5 Cam:. 4-1 -44a) 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 1 Commissioner Comments: SEE th-TMA-u40 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 2 Packet Page-1643- 9/25/2012 Item 11.H. 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. Efforts are currently underway to partner with Florida Gulf Coast University to offer the State of Florida Certified Public Manager program to qualifying employees. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: 5 O 1k--i1\4-4-4-1 om 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. In that regard, fiscal impact statements for executive summaries recommending expenditures for new capital projects were expanded and formalized to include carrying costs, life-cycle maintenance projections and replacement cost estimates. • Staff has 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. 3 Packet Page-1644- 9/25/2012 Item 11 .H. • Staff has also facilitated a series of BCC workshops with other local government agencies to provide Amtk opportunities to discuss important public policy and service level issues, including workshops with all the local public safety organizations as well as the City of Naples and the Big Cypress Basin Board. Meets Exceeds Standard Standard Standard , 1 . 2 3 Rating Commissioner Comments: 5th A-t l 41,4-1 CD 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 of the most difficult economic conditions this County has experienced in its history. Based on BCC guidance, staff produced a budget that maintains the general fund millage rates; significantly increases general fund reserves; maintains a policy compliant debt position; satisfies state unfunded mandates; preserves front line operating services without the need for layoffs or facility closures and allocates dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past two years has resulted in the refinancing of$215M in outstanding general and governmental revenue bond debt which reduced the cost of borrowing by$10M and maintained the Agency's investment quality credit rating. The Board received a favorable year ending 2011 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 • f Rating 4 Packet Page-1645- 9/25/2012 Item 11.H. Commissioner Comments: 5 14-l'lq-1,u CU 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 2012 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December which will provide an integrated, comprehensive review of the capital program that addresses level of service standards, specific project details and complete funding plans. Staff also continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY 2012 and the proposed FY 2013 budgets. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating (, Commissioner Comments: 01-MR-C-4f GP 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 5 Packet Page-1646- 9/25/2012 Item 11.H. 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 invested significant time during this review period to promote public trust and confidence in county government through numerous public speaking engagements, television and radio 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. 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 t Auk Commissioner Comments: Sly A-TrA 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. On June 26, 2012,. the Board established the Office of Business and Economic Development to work collaboratively with the private sector to promote a prosperous, sustainable local economy. An executive search firm has been hired to assist with candidate recruitment and the County Manager has personally met with more than 35 community stakeholders in the past 30 days to solicit input about the community's expectations for this new initiative as well as to gather feedback about specific areas of interest or concern about this venture. • Internally, 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 AlaNkt 6 Packet Page-1647- 9/25/2012 Item 11.H. 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: 50. t►1R-L-H OD 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. On June 26, 2012, the Board created the Public Safety Authority to serve as a multi-agency forum for review and recommendations regarding pre-hospital emergency medical services within all of Collier County. The establishment of the Authority was the successful culmination of many months of discussions among all public safety and hospital providers in the community and will serve as the vehicle to carry-out many of the recommendations made by the "Blue Ribbon Panel" in its final report to the BCC in January 2011. The first meeting of the Authority is being scheduled for October of this year. County EMS Department management has also worked cooperatively with several independent fire districts and municipal fire departments during this review period to address specific concerns and requests for more customized service delivery methods in their respective jurisdictions. As a result, the approved list of ALS medications has been expanded on ALS engines, 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. A potentially serious service gap was avoided this year through proactive action by staff. After being advised by local hospital providers that payment would no longer be made for post hospital inter-facility transports, staff quickly identified a highly qualified private provider to handle these transports, thus avoiding the need to divert front-line ALS ambulances to these calls. This solution has proven to be very cost effective and satisfactory to all involved. • 7 Packet Page-1648- 9/25/2012 Item 11.H. Finally, Collier County EMS was recently notified that it has earned accreditation from the • Commission on Accreditation of Ambulance Services for its compliance with national standards of excellence. Only one tenth of one percent of ambulance agencies nationwide have met the rigorous standards necessary to successfully complete the voluntary review process which included completion of a comprehensive application and on-site review by national experts in emergency medical services. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2. Commissioner Comments: SLam' 4—trat IAAt� 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 began in the Public Utilities Division and will be scalable,and adaptable to county-wide implementation.The project delivery team is working with the consultant to create the system requirements document for inclusion into a request for proposals to procure long-term EAM software. The team is on plan to return to the Board in the second quarter of FY2013 seeking approval to award the contract. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: SCE lQ 17+k C4-1 t1 • 8 Packet Page-1649- 9/25/2012 Item 11 .H. 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. On February 1, 2012,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. As a result, grant compliance activities such as cash draws, procurement, monitoring, reconciliation and reporting are now being centrally managed and monitored across the agency. This action was taken in response to compliance concerns discovered during staff program reviews as well as through internal audits commissioned by the Clerk and single audit findings reported in the FY 2011 CAFR. Designated "grant controllers' have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. While a solid foundation has been laid to allow grant requirements to be proactively managed, several compliance issues still exist that will require additional time to correct, particularly in highly grant dependent operations such as Housing and Human Services. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: c t1" A-11 IQ 1-41�1iN E.Improve Contract Administration and invoice payment processes to reduce discrepancies and limit change orders and eliminate payment irregularities. A series of internal checks and balances and quality assurance measures designed to greatly improve payment processes and better manage contracts and work orders have been implemented. These include employee training, closer collaboration with Finance Department representatives, automated monitoring of contract and work order expiration dates in SAP,and closer scrutiny of contracts,changes to contracts and changes to work orders. Since implementing these measures,the incidence of payment irregularities and the number of changes to contracts and work orders has been greatly reduced. Additionally, the implementation of an enhanced,automated accounts payable processing system promises to offer greater controls and improved payment processing throughout the agency. This 9 Packet Page-1650- 9/25/2012 Item 11.H. • system,which successfully went live on August 22, was a collaborative effort between the Clerk's MIS, Finance and Board Operating Departments. To institutionalize permanent solutions, staff(in consultation with the Clerk of Courts and County Attorney)has drafted a revised Purchasing Policy that incorporates the recommendations of outside counsel and satisfies the elements of the Clerk's pre-audit requirements. This proposed policy revision is scheduled for BCC presentation in September. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating Commissioner Comments: Ski 1Th -'M t7-.1) • • Aft 10 Packet Page-1651- 9/25/2012 Item 11.H. Commissioner Henning District 3 Packet Page-1652- 9/25/2012 Item 11 .H. Fiscal Year 2012 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 2012. 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. Action Plan for Fiscal Year 2012 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 Amok 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. 1 Packet Page-1653- 9/25/2012 Item 11 .E-1. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1.75 Commissioner Comments: No need for Staff Members to be part of the politics 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2.5 Commissioner Comments: 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 2 Packet Page-1654- 9/25/2012 Item 11.H. fully compliant with applicable employment and labor relations laws; to maintain a market based As 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 Commissioner Comments: 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 fmancial 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. 3 Packet Page-1655- 9/25/2012 Item 11 .H. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 Commissioner Comments: I recognize your ability to fulfill the wishes of 5 officials with different needs 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. Below Meets Exceeds Standard Standard Standard 4 Packet Page-1656- 9/25/2012 Item 11.H. 1 2 3 I Rating 3 Commissioner Comments: Finance Department has perform a outstanding job working with the departments and constitutional officers 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 Commissioner Comments: 5 Packet Page-1657- 9/25/2012 Item 11.H. 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. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2 Commissioner Comments: Need a professional public informational director 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. 6 Packet Page-1658- 9/25/2012 Item 11 .H. ASIft Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: I have been informed by the Public of your outreach in the search for an Economic Director,great job 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. 7 Packet Page-1659- 9/25/2012 Item 11 .H. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: 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. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 8 Packet Page-1660- 9/25/2012 Item 11.H. Commissioner Comments: Overall your ability to hold off on replacement of capital was a wise choice. I understand the need to replace items when funds are available 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. Alitk Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 1 Commissioner Comments: E. Improve Contract Administration and invoice payment processes to reduce discrepancies and limit change orders and eliminate payment irregularities. 9 Packet Page-1661- 9/25/2012 Item 11.H. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 1.8 _ Commissioner Comments: Fallen short on contract management by allowing purchase orders on expired contracts Respectfully Commissioner Henning 10 Packet Page-1662- 9/25/2012 Item 11.H. Commissioner Coyle District 4 Packet Page -1663- 9/25/2012 Item 11 .H. Fiscal Year 2012 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 2012. 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. Action Plan for Fiscal Year 2012 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: completion of FEMA flood maps and associated basin studies; storm water master plan; watershed management plans, transmittal of the Evaluation and Appraisal Report, master mobility plan and adoption of the fertilizer ordinance. 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. 1 Packet Page-1664- 9/25/2012 Item 11 .H. Below Meets Exceeds . Standard Standard Standard 1 2 3 Rating x•5 Commissioner Comments: 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 Arook 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. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2 Commissioner Comments: 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 2 Packet Page-1665- 9/25/2012 Item 11.H. 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. Efforts are currently underway to partner with Florida Gulf Coast University to offer the State of Florida Certified Public Manager program to qualifying employees. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2., 5 Commissioner Comments: 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. In that regard, fiscal impact statements for executive summaries recommending expenditures for new capital projects were expanded and formalized to include carrying costs, life-cycle maintenance projections and replacement cost estimates. Staff has 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. 3 Packet Page-1666- 9/25/2012 Item 11 .H. Staff has also facilitated a series of BCC workshops with other local government agencies to provide omit opportunities to discuss important public policy and service level issues, including workshops with all the local public safety organizations as well as the City of Naples and the Big Cypress Basin Board. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2 5 Commissioner Comments: 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 of the most difficult economic conditions this County has experienced in its history. Based on BCC guidance, staff produced a budget that maintains the general fund millage rates; significantly increases general fund reserves; maintains a policy compliant debt position; satisfies state unfunded mandates; preserves front line operating services without the need for Iayoffs or facility closures and allocates dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past two years has resulted in the refinancing of$215M in outstanding general and governmental revenue bond debt which reduced the cost of borrowing by $10M and maintained the Agency's investment quality credit rating. The Board received a favorable year ending 2011 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 2 •°f5 4 Packet Page-1667- 9/25/2012 Item 11.H. Commissioner Comments: 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 2012 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December which will provide an integrated, comprehensive review of the capital program that addresses level of service standards, specific project details and complete funding plans. Staff also continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY 2012 and the proposed FY 2013 budgets. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 20 5 Commissioner Comments: 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 5 Packet Page-1668- 9/25/2012 Item 11 .H. understandable and complete information to the public; to work collaboratively with other Algokk governmental and non-profit organizations to achieve common goals and mutual interests. The County Manager invested significant time during this review period to promote public trust and confidence in county government through numerous public speaking engagements, television and radio 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. 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 2.0 Commissioner Comments: 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. On June 26, 2012, the Board established the Office of Business and Economic Development to work collaboratively with the private sector to promote a prosperous, sustainable local economy. An executive search firm has been hired to assist with candidate recruitment and the County Manager has personally met with more than 35 community stakeholders in the past 30 days to solicit input about the community's expectations for this new initiative as well as to gather feedback about specific areas of interest or concern about this venture. Internally, 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 6 Packet Page-1669- 9/25/2012 Item 11.H. 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. • Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2.. Commissioner Comments: 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. On June 26,2012,the Board created the Public Safety Authority to serve as a multi-agency forum for review and recommendations regarding pre-hospital emergency medical services within all of Collier County. The establishment of the Authority was the successful culmination of many months of discussions among all public safety and hospital providers in the community and will serve as the vehicle to carry-out many of the recommendations made by the `Blue Ribbon Panel" in its final report to the BCC in January 2011. The first meeting of the Authority is being scheduled for October of this year. County EMS Department management has also worked cooperatively with several independent fire districts and municipal fire departments during this review period to address specific concerns and requests for more customized service delivery' methods in their respective jurisdictions. As a result, the approved list of ALS medications has been expanded on ALS engines, 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. A potentially serious service gap was avoided this year through proactive action by staff. After being advised by local hospital providers that payment would no longer be made for post hospital inter-facility transports, staff quickly identified a highly qualified private provider to handle these transports, thus avoiding the need to divert front-line ALS ambulances to these calls. This solution has proven to be very cost effective and satisfactory to all involved. 7 Packet Page-1670- 9/25/2012 Item 11 .H. Finally, Collier County EMS was recently notified that it has earned accreditation from the Antk Commission on Accreditation of Ambulance Services for its compliance with national standards of excellence. Only one tenth of one percent of ambulance agencies nationwide have met the rigorous standards necessary to successfully complete the voluntary review process which included completion of a comprehensive application and on-site review by national experts in emergency medical services. Below Meets Exceeds Standard Standard Standard 1 2 3 Rang 2.5 Commissioner Comments: 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. Ank On September 13,2011,the Board authorized staff to proceed with the development of an Enterprise Asset Management(EAM)program that began in the Public Utilities Division and will be scalable, and adaptable to county-wide implementation. The project delivery team is working with the consultant to create the system requirements document for inclusion into a request for proposals to procure long-term EAM software. The team is on plan to return to the Board in the second quarter of FY2013 seeking approval to award the contract. Below Meets Exceeds Standard Standard Standard 1 2 3 [Rating 7... 5 Commissioner Comments: 8 Packet Page-1671- 9/25/2012 Item 11 .H. 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. On February 1, 2012, 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. As a result, grant compliance activities such as cash draws, procurement, monitoring, reconciliation and reporting are now being centrally managed and monitored across the agency. This action was taken in response to compliance concerns discovered during staff program reviews as well as through internal audits commissioned by the Clerk and single audit findings reported in the FY 2011 CAFR. Designated "grant controllers" have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. While a solid foundation has been laid to allow grant requirements to be proactively managed, several compliance issues still exist that will require additional time to correct, particularly in highly grant dependent operations such as Housing and Human Services. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2-. Commissioner Comments: E. Improve Contract Administration and invoice payment processes to reduce discrepancies and limit change orders and eliminate payment irregularities. A series of internal checks and balances and quality assurance measures designed to greatly improve payment processes and better manage contracts and work orders have been implemented. These include employee training, closer collaboration with Finance Department representatives, automated monitoring of contract and work order expiration dates in SAP,and closer scrutiny of contracts, changes to contracts and changes to work orders. Since implementing these measures, the incidence of payment irregularities and the number of changes to contracts and work orders has been greatly reduced. Additionally,the implementation of an enhanced, automated accounts payable processing system promises to offer greater controls and improved payment processing throughout the agency. This 9 Packet Page-1672- 9/25/2012 Item 11 .H. system,which successfully went live on August 22, was a collaborative effort between the Aleik Clerk's MIS, Finance and Board Operating Departments. To institutionalize permanent solutions, staff(in consultation with the Clerk of Courts and County Attorney)has drafted a revised Purchasing Policy that incorporates the recommendations of outside counsel and satisfies the elements of the Clerk's pre-audit requirements. This proposed policy revision is scheduled for BCC presentation in September. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2.. . O Commissioner Comments: 0VMI' ..L sQo ;<L.t :: Z , 3 S 10 Packet Page-1673- 9/25/2012 Item 11 .H. Commissioner Coletta District 5 Packet Page-1674- 9/25/2012 Item 11 .H. Fiscal Year 2012 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 I 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 2012. 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. Action Plan for Fiscal Year 2012 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: completion of FEMA flood maps and associated basin studies; storm water master plan; watershed management plans, transmittal of the Evaluation and Appraisal Report, master mobility plan and adoption of the fertilizer ordinance. 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. 1 Packet Page-1675- 9/25/2012 Item 11 .H. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 Commissioner Comments: 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 Commissioner Comments: 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 2 Packet Page-1676- 9/25/2012 Item 11 .H. 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. Efforts are currently underway to partner with Florida Gulf Coast University to offer the State of Florida Certified Public Manager program to qualifying employees. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 • Commissioner Comments: 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 fmancial 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. In that regard, fiscal impact statements for executive summaries recommending expenditures for new capital projects were expanded and formalized to include carrying costs, life-cycle maintenance projections and replacement cost estimates. Staff has 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. 3 f Packet Page -1677- 9/25/2012 Item 11 .H. Staff has also facilitated a series of BCC workshops with other local government agencies to provide opportunities to discuss important public policy and service level issues, including workshops with all the local public safety organizations as well as the City of Naples and the Big Cypress Basin Board. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2.75 Commissioner Comments: 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 of the most difficult economic conditions this County has experienced in its history. Based on BCC guidance, staff produced a budget that maintains the general fund millage rates; significantly increases general fund reserves; maintains a policy compliant debt position; satisfies state unfunded mandates; preserves front line operating services without the need for layoffs or facility closures and allocates dollars to high priority asset maintenance and replacement. Aggressive management of the debt portfolio over the past two years has resulted in the refinancing of$215M in outstanding general and governmental revenue bond debt which reduced the cost of borrowing by$10M and maintained the Agency's investment quality credit rating. The Board received a favorable year ending 2011 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 2.75 4 Packet Page-1678- 9/25/2012 Item 11 .H. Commissioner Comments: 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 2012 budget are proceeding on schedule and within budget. Preparations are well underway for presentation of the annual joint AUIR/CIE report to the BCC in December which will provide an integrated, comprehensive review of the capital program that addresses level of service standards, specific project details and complete funding plans. Staff also continues to look for opportunities to improve procurement practices, contract management, value engineering, change order utilization and contractor performance compliance associated with capital projects. The County Manager has insured that critical infrastructure and equipment maintenance and replacements were funded in the FY 2012 and the proposed FY 2013 budgets. Agell Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: 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 5 Packet Page-1679- 9/25/2012 Item 11 .H. 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 invested significant time during this review period to promote public trust and confidence in county government through numerous public speaking engagements, television and radio 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. 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 3 Commissioner Comments: 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. On June 26, 2012, the Board established the Office of Business and Economic Development to work collaboratively with the private sector to promote a prosperous, sustainable local economy. An executive search firm has been hired to assist with candidate recruitment and the County Manager has personally met with more than 35 community stakeholders in the past 30 days to solicit input about the community's expectations for this new initiative as well as to gather feedback about specific areas of interest or concern about this venture. Internally, 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 6 Packet Page-1680- 9/25/2012 Item 11 .H. 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. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 Commissioner Comments: 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. On June 26,2012,the Board created the Public Safety Authority to serve as a multi-agency forum for review and recommendations regarding pre-hospital emergency medical services within all of Collier County. The establishment of the Authority was the successful culmination of many months of discussions among all public safety and hospital providers in the community and will serve as the vehicle to carry-out many of the recommendations made by the"Blue Ribbon Panel" in its final report to the BCC in January 2011. The first meeting of the Authority is being scheduled for October of this year. County EMS Department management has also worked cooperatively with several independent fire districts and municipal fire departments during this review period to address specific concerns and requests for more customized service delivery methods in their respective jurisdictions. As a result, the approved list of ALS medications has been expanded on ALS engines, 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. A potentially serious service gap was avoided this year through proactive action by staff. After being advised by local hospital providers that payment would no longer be made for post hospital inter-facility transports, staff quickly identified a highly qualified private provider to handle these transports, thus avoiding the need to divert front-line ALS ambulances to these calls. This solution has proven to be very cost effective and satisfactory to all involved. 7 Packet Page-1681- 9/25/2012 Item 11 .H. Finally, Collier County EMS was recently notified that it has earned accreditation from the Commission on Accreditation of Ambulance Services for its compliance with national standards of excellence. Only one tenth of one percent of ambulance agencies nationwide have met the rigorous standards necessary to successfully complete the voluntary review process which included completion of a comprehensive application and on-site review by national experts in emergency medical services. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 3 Commissioner Comments: 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 began in the Public Utilities Division and will be scalable, and adaptable to county-wide implementation.The project delivery team is working with the consultant to create the system requirements document for inclusion into a request for proposals to procure long-term EAM software. The team is on plan to return to the Board in the second quarter of FY2013 seeking approval to award the contract. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 3 Commissioner Comments: 8 Packet Page-1682- 9/25/2012 Item 11.H. 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. On February 1,2012, 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. As a result, grant compliance activities such as cash draws, procurement, monitoring, reconciliation and reporting are now being centrally managed and monitored across the agency. This action was taken in response to compliance concerns discovered during staff program reviews as well as through internal audits commissioned by the Clerk and single audit findings reported in the FY 2011 CAFR. Designated "grant controllers" have been deployed in key operating units to implement consistent business processes and internal controls and carry out corrective actions. While a solid foundation has been laid to allow grant requirements to be proactively managed, several compliance issues still exist that will require additional time to correct, particularly in highly grant dependent operations such as Housing and Human Services. Full compliance assessments of all grant programs are in progress and expert technical assistance is being utilized to certify compliance in each area. Below Meets Exceeds Standard Standard Standard 1 2 3 I Rating 2.75 Commissioner Comments: E. Improve Contract Administration and invoice payment processes to reduce discrepancies and limit change orders and eliminate payment irregularities. A series of internal checks and balances and quality assurance measures designed to greatly improve payment processes and better manage contracts and work orders have been implemented. These include employee training,closer collaboration with Finance Department representatives,automated monitoring of contract and work order expiration dates in SAP,and closer scrutiny of contracts, changes to contracts and changes to work orders. Since implementing these measures,the incidence of payment irregularities and the number of changes to contracts and work orders has been greatly reduced. Additionally,the implementation of an enhanced, automated accounts payable processing system promises to offer greater controls and improved payment processing throughout the agency. This 9 Packet Page-1683- 9/25/2012 Item 11 .H. system,which successfully went live on August 22,was a collaborative effort between the Clerk's MIS, Finance and Board Operating Departments. To institutionalize permanent solutions, staff(in consultation with the Clerk of Courts and County Attorney)has drafted a revised Purchasing Policy that incorporates the recommendations of outside counsel and satisfies the elements of the Clerk's pre-audit requirements. This proposed policy revision is scheduled for BCC presentation in September. Below Meets Exceeds Standard Standard Standard 1 2 3 Rating 2.5 Commissioner Comments: 10 Packet Page-1684-