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Agenda 11/08/2011 Item #13A111/8/2011 Item 13.A.1. EXECUTIVE SUMMARY Recommendation to the Community Redevelopment Agency (CRA) to complete the 2041 annual performance evaluation for the Immokalee CRA Executive Director. OBJECTIVE: To complete the 2011 annual performance evaluation for the Immokalee CRA Executive Director. BACKGROUND: The Immokalee CRA Executive Director is a CRA contract employee who reports directly to the CRA Board and manages four CRA employees. She routinely meets with the CRA Board's appointed Immokalee Local Redevelopment Advisory Board to plan and execute the current CRA Immokalee Area Master Plan (TAMP) and Redevelopment Plan, finalize the TAMP and LDR, the Enterprise Zone Agency, the IBDC and meets collectively and individually (when required) with CRA Board members to conduct CRA business and budgetary matters. The Local Advisory Board meets annually to determine the Immokalee CRA annual Operational Plan and the CRA Board in January to review and recommend approval of the Plan. CON SIDERA„ TIQNS: The Executive Director has enclosed a self - evaluation document that includes 2011 CRA objectives and accomplishments as well as goals for the upcoming two years. Exhibit A is the Executive Director's self - evaluation, Exhibit B is the Operational Plan Spreadsheet, Exhibit C is the appraisal of the Executive Director completed by Commissioner Coletta, with comments, Exhibit D is the spreadsheet compilation and summary of all CRA Advisory Committee and Exhibit E consists of the evaluations completed by the Advisory Committee Members. FISCAL IMPACT: Sufficient funds exist in the FY2012 Budget to fund the Executive Director's contract. No compensation adjustment is planned. GROWTH MANAGEMENT IMPACT: There is no growth management impact with this item. ADVISORY BOARD RECOMMENDATION: By unanimous vote, during the regular meeting of the lmmokelee Local Redevelopment Advisory Board on November 2, 2011, the Immokalee CRA Advisory Committee voted to recommend to the CRA approval of the Immokalee Executive Director's evaluation. RECOMMENDATION: That the CRA Board complete the annual performance appraisal for the Immokalee CRA Executive Director. Prepared by: Penny S. Phillippi Executive Director, Immokalee Community Redevelopment Agency Packet Page -279- COLLIER COUNTY Board of County Commissioners Item Number: 13.A.1. 11/8/2011 Item 13.A.1. Item Summary: Recommendation to the Community Redevelopment Agency (CRA) to complete the 2011 annual performance evaluation for the Immokalee CRA Executive Director. Meeting Date: 11/8/2011 Prepared By Name: PhillippiPenny Title: Executive Director, Immokalee CRA, 10/26/20112:07:14 PM Submitted by Title: Executive Director, Immokalee CRA, Name: PhillippiPenny 11-11N 10/26/20112:07:16 PM Approved By Name: KlatzkowJeff Title: County Attorney, Date: 10/27/20118:34:58 AM Name: FinnEd Date: 10/28/2011 5:08:24 PM Name: IsacksonMark Title: Director -Corp Financial and Mgmt Svs,CMO Date: 10/31/2011 11:00:35 AM Packet Page -280- Name: Penny Phillippi Title: Executive Director Review Date: December 2011 11/8/2011 Item 13.A.1. COLLIER COUNTY EMPLOYEE SELF - APPRAISAL FORM Division: Community Redevelopment Agency Department: Immokalee Section: Section I - Performance Review A. Goals and Objectives: Please list and discuss major objectives and projects covered by this review. Briefly state the status of each. (Attach additional pages as necessary). The primary objective for the Immokalee CRA Director is the movement of the Immokalee Area Master Plan by which all other goals are driven. The goals of the Immokalee Area Master Plan remain (1) economic development, (2) housing, (3) infrastructure, (4) natural resources, (5) land use (6) design standards, and (7) inter -local and intergovernmental coordination. Primary Objective — Move the Immokalee Master Planning Process Forward The goal to move the Immokalee Master Plan forward, to include a redrafting the current Master Plan, a Future Land Use Map, creating a Transportation Plan, a Public Realm/Town Design, Immokalee specific Land Development Codes, a Capital Improvements Plan and finally an updated Redevelopment Plan require ongoing and concentrated focus for CRA staff. Early in 2008, the Immokalee CRA office was created and staffed and the CRA contracted with RWA, Inc. to finalize the Immokalee Area Master Plan (IAMP). B. AccomplishmenWAchievements: Please list and briefly describe the most important accomplishments you achieved during the past performance appraisal period. (Attach additional pages as necessary). 1. Economic Development 1.1 Attract New and Retain Existing Business Economic development remained the top priority for the Immokalee CRA staff during 2011. To this end, series of activities to further this priority have been implemented to enhance Immokalee's opportunity to develop new businesses and maintain existing business. Meeting with businesses who wish to open a business, in Immokalee is an on -going activity at the Immokalee CRA. CRA staff met with 32 eparate entities who wanted to open a business in Immokalee during 2011. Packet Page -281- 11/8/2011 Item 13.A.1. n During September, the Board of County Commissioners approved a Resolution to petition Governor Scott to extend the "Rural Area of Critical Economic Concern" (RACEC) designation awarded to the Florida Heartland Regional Economic Development Initiative, Inc. (FHREDI) Region another 5 -years and to keep the Community of Immokalee within the South Central RACEC designation. This designation was first denoted by Executive Order in 2001 by then Florida Governor Jeb Bush. FHREDI petitioned to have the designation renewed in 2006. Renewal of this designation is required in 2011. In 2006 the item was approved at the May 23, 2006. As the South Central RACEC, the FHREDI Region is granted the easing of certain requirements of state incentives. Among other advantages, this allows our rural counties and communities to compete on an even footing with larger, more populated counties when an existing or new company is expanding or relocating to the region. Keeping Immokalee in the RACEC designated area provides access to resources inducing marketing support and technical assistance from FHREDI, whose mission is to enhance regional partnerships to support economic and tourism development. FHREDI supports regional plans for broadband access, business expansion, retention, education, exporting and regional transportation. The strength of a customized regional approach to rural economic development is proven. Based on the regional approach championed during the 2005 Roadmap process, a 7 -point action agenda for rural Florida was adopted, leading to a $2 million appropriation for the establishment of the Rural Economic Development Catalyst Project. In 2010, FHREDI was awarded a $24 million ARRBA Grant to bring broadband to the South Central RACEC. In light of the fact that it has been documented that 1.7 million people visited the Seminole Casino in Immokalee during 2010, and that the Seminole Casino has not moved forward with the construction of the proposed 21 story hotel, the CRA retained a private consulting firm to conduct a Hospitality Feasibility Study for the Immokalee Community. The study revealed that a 60 to 80 bed mid range unit would be highly profitable in Immokalee prompted staff to begin marketing to investors toward the development of a hotel to accommodate visitors. One of the economic development policies in the draft Master Plan calls upon the Immokalee CRA to provide technical assistance to new or expanding businesses in the Urban Area. To this end, the CRA established a learning laboratory for entrepreneurial enterprises in Immokalee. The Immokalee Business Development Center (IBDC) programs and training classes trained 169 persons in various sessions during their first year in operation (9 months) as an "incubator without walls"; have yielded 5 new small business in Immokalee; 5 expansions of existing businesses; and the creation of 3 new jobs for low to moderate income persons. 2 Packet Page -282- 11/8/2011 Item 13.A.1. IBDC Class Attendance IBDC Entrepreneur School 18 Disadvantaged Business Enterprise Workshop 14 Credit Repair Workshop 11 Immokalee Builders Expo 42 U.S. HUD Section 3 Compliance Workshop 34 Business Loans Workshop 50 Total Number of Students 169 IBDC Expanding Businesses I Hope Distribution Center Kids in Motion Daycare MP Construction Chile Caliente Airboats and Alligators IBDC New Businesses SandySails Sigurani Fitness and Dance Vecona, Inc. Cynthia's Cleaning Party Planner Immokalee Design Group IBDC Partners SCORE FGCU Small Florida Business Development Center ITECH Florida Community Bank SunCoast Teachers Credit Union BB &T Bank Ave Maria University RCMA The partnerships that helped to facilitate the operation of the IBDC are currently eight fold. The CDBG grant funded IBDC employs a full time IBDC Manager and a Job Bank Administrative Assistant. 3 Packet Page -283- 11/8/2011 Item 13.A.1. Another IAMP objective under Economic Development is to provide financial incentives to businesses in Immokalee. The CRA implemented the Commercial Fagade Grant Program in October of 2008. Since that time, 17 fagade grants have been awarded to local businesses in Immokalee for a total of $240,000. Currently 3 businesses have open applications for the fagade grant. Aside from the five new businesses under the tutelage of the IBDC, there were 111 other new businesses or business expansions during 2011 in Immokalee: 1. Florida Specialties (expansion) 2. Main Street Cafd 3. American Discount Pharmacy (expansion) 4. Lozano's #2 (Main Street) 5. La Michoacana Ice Cream Shop 6. Community Health Clinic 7. Car Wash (next to Post Office) 8. The Pool Shark 9. Liquor and Wine 10. Dollar General 11. First Class Express Tax Service The CRA facilitate direct procedural and technical Enterprise Zone Program assistance to numerous businesses in our Enterprise Zone including: 1. Lava -Lava Laundry Mat ^ 2. First Stop Grocery 3. Southern Corporate Packers 4. Midwest Cardboard 5. Jordan Trotter, MD 6. Gone Fishing Charters 7. Rick Schmidt 8. Little Caesars Pizza 9. Munoz Garage 10. Gaspar Estaban 11. Mr. 99 Cents 12. Dr. Gonzalez Clinic 13. Teta Williams 14. Gonzalez Family Medical 15. Miami Shoe Store 16. Immokalee Car Wash 17. Port Labelle Lots, Inc. 18. Cypress Head Lawns 19. Marathon Gas Station 20. Sandy Sail, Inc. 21. Maximus Tax Service 22. Edward Dunhpry 23. Aere Docking Solution ^ 24. Prakatek 4 Packet Page -284- 11/8/2011 Item 13.A.1. The CRA moved to a new location in Immokalee during 2011. The space provides for a more professional business appearance, a computer lab, a board room and classrooms utilized by the community for various meetings and by the IBDC for classrooms. The Sun Coast Credit Union donated 10 computers to the IBDC to use in the lab for training entrepreneurs in business plan development, Quick Books, etc. Hurricane Wilma destroyed four large structures at the Immokalee State Farmer's Market and essentially froze that source of agribusiness in Immokalee and the surrounding area for the past six years. The total loss in local revenue was estimated at a half million dollars per year. The Florida Department of Agriculture received Federal Emergency Management Agency (FEMA) to replace the three destroyed structures. The construction is well under way and should be completed in early 2012. The Florida Department of Agriculture has agreed to place the Immokalee Trademark on one of the new structures. The CRA has garnered price quotes for the construction of the sign and will be prepared to install the sign as soon as the selected building is completed. 1.2 Marketing and Branding The Marketing Department, made up of private sector vendors, has been actively and aggressively promoting Immokalee as a regional commercial and trade hub for businesses seeking to locate or expand into Southwest Florida. Via a short and long range concerted plan, a fresh new marketing array was launched. While it incorporated traditional media vehicles, it placed heavy emphasis on the new social media tools. The trademark used as part of Immokalee's "branding" process was very successful and very well received by the community. It has appeared on the social media sites, banners, kiosks, labeling, and on vegetable packaging leaving Immokalee. As mentioned above, the Florida Department of Agriculture has agreed to place the trademark on their building. Further, the Immokalee Bulletin, the local newspaper has incorporated the trademark on the banner of the newspaper. Public Service Announcements and articles about the new and existing businesses in Immokalee were blitzed not only in the newsletter and web site but also in local and state newspapers. The CRA continues to receive many inquiry calls due to these marketing efforts. Combining our extensive media efforts with personal visits to legislators in Tallahassee, we successfully turned back an effort to eliminate Florida's Enterprise Zones, including and especially, the very successful Immokalee Enterprise Zone. Interestingly, that unplanned burst of activity also led to April, 2011 becoming the strong month for visitors to the ImmokaleeToday.com website and interaction with the associated social media. A very successful appearance in Florida Trend magazine last winter, which featured editorial copy along with ads featuring the Immokalee trademark, produced a surprising Packet Page -285- 11/8/2011 Item 13.A.1. n amount of telephone and email traffic to the CRA office and further heightened Immokalee's exposure to a very influential set of Florida and Southeastern U.S. business leaders. The collateral brochure has proven to be a highly successful tool and a much sought after piece by business and investors. It was developed to inform potential businesses about Federal, State, County and CRA incentives available to a business opening in Immokalee; commercial land for lease or for sale in and around the Urban Designated Area; and provide an image of the flavor and potential of the community was highly utilized by the CRA, the Chamber of Commerce and the Airport Authority. The Collier County Permitting and Building Departments keep the brochure on display for those seeking permits in Immokalee. This piece helped to increase the number of businesses in Immokalee taking advantage of the various local and state incentives. An ImmokaleeToday eNewsletter debuted last fall and is published two to three times each month to a growing list of approximately 750 recipients and has continued to be released once or twice per week for the second year. This eNewsletter is issued to keep the public informed on the activities of the Immokalee CRA and local businesses, is compiled from stories posted to the CRA website and always results in a spike to website visits. The Immokalee Business Development Center stand alone site since April 2011 has had some steady stream of visits. A young site, it received most of the traffic from inbound 11—N marketing activities via Social Media in the circle of friends. Search engine traffic is already growing with the two sites immokaleetoday and Immbiz linking and augmenting each other's presence. The Search Keywords, Immokalee Business on Google results now in both sites dominating page one on the search results pages with six out of ten links either pointing to the site or to sites linking to the Immokalee Business Development Center or the Immokalee Today page. ImmokaleeToday.com website: • A 25 percent increase of new unique visitors to the website over the past year shows that more interest is gauged for the site through enhanced social media reach – as well as increased content activity which, in turn, increases search engine reach. • Visitor to the website come from 73 countries /regions but 95 percent originated in the U.S. and 67 percent in Florida. • As for traffic sources, the traffic resulting from Search Engines increased by 47 %, and is a result of concerted efforts to optimize the website for Search Engines visibility. It also generated 25% increase in unique new visitors. 0 Packet Page -286- 11/8/2011 Item 13.A.1. The traffic through other inbound marketing activities, like social media, e- newsletter and guest commentary with the Naples Daily news ensured a steady visitor base throughout the months. What stands out the increase in traffic on the mobile version of the site that was implemented in January 2011. The mobile home page climbed fast to second most used landing pages, and rank 6 of all visited pages, mirroring an overall increase in online content consumption through mobile devices, like smartphones, ipads and other tables. • Overall, the website is receiving nearly 11,000 page views each 6 -month period, a rate growing with an increase in activity. Viewers visit an average of 2.77 pages each visit. ImmokaleeToday Facebook page_ • A community of nearly 300 regular "fans" or users, a 50 percent increase in past year. • Almost half that community regularly uses the page, a 159 percent increase. • Just over 2,000 people visited the Facebook page in past month, alone; a 425 percent increase over the same time last year. (a,lmmTodU Twitter account: 163 direct followers • Over 1,600 Tweets • Tweets multiplied, amplified by the 1000s through re- Tweets, the lists reach over n 4,000 additional Twitter users. Immokalee Today Channel, YouTube: • Over 600 video views • Just under 130 regular viewers. 1.3 Tourism and Ecotourism Other than marketing tourism resources as a part of the economic development package, the CRA has not fully developed an ecotourism program. 1.4 Develop Cultural Celebrations The CRA served as the catalyst for the creation of the the Celebration of Cultures in 2009, supporting the community through a grant to the Chamber of Commerce in 2010. The event continues to hold the interest for local citizens. This year the Immokalee Lions Foundation has indicated that they want to take the lead in coordinating the event. By their request, CRA staff has provided technical assistance with "how to" coordinate an event, organization, recruitment, sponsorships, leadership development and participation from local businesses. 7 Packet Page -287- 11/8/2011 Item 13.A.1. 2. Housing 2.1 Improve Immokalee Campaign CRA was not successful in the objective of developing a program to enhance clean -up efforts already in place by the Community Task Force, i.e., the Health, Sheriff, and Code Enforcement Departments. Programs already in place such as Neighborhood Watch and Community Clean ups were supported by the CRA. However, the Housing Condition Study discussed below documented vast improvements in the overall cleanliness of the community. 2.2 Diversify Housing Stock Housing takes several forms in the current market. While seeking to provide a diversity of safe and sanitary housing for all residents of the Immokalee Urban area, seeking partnerships toward the development of market rate housing for future growth, staff is concerned with substandard and dilapidated housing and the glut of foreclosed housing in Immokalee. The definitive effort in the housing area was accomplished via a partnership with the Housing Collaborative in Immokalee. A grant from the CRA and the Community Foundation and in partnership with the Collier County Housing Authority, the Empowerment Alliance of Southwest Florida, I HOPE and Immokalee Housing and Family Services provided funding to conduct an Immokalee Housing Condition Inventory - 2011. The first since 2004, the study has provided the basis to define both .-� the housing needs and the need for a housing rehabilitation program. The study revealed that close to 90 percent of the homes in Immokalee are now in standard to excellent condition. It was found that 86% of the housing units were determined to be in standard condition compared to 57% in the 2004 study, an overall 29 percent increase in the quality of housing in Immokalee over the past seven years. The improvements to the housing conditions from 2004 are attributed to increased code enforcement, the site improvement plan process for mobile home parks, the increased number of new units and major efforts by the nonprofit organizations (to repair and rehabilitate) many housing units in Immokalee. Further, the percentage of property with overgrown vegetation, rubbish, fences, inoperable vehicles, or dilapidated garages and carports, decreased from 15 percent to 2 percent. The Immokalee CRA partnership with affordable housing developers, Empowerment Alliance of Southwest Florida and Florida Non - Profit Services has continued toward the development of Esperanza Place. Construction has been completed and the infrastructure is in place. The construction of 196 farmworker rental units has been completed and applications from tenants are being accepted by the Florida Non -Profit Services. The Florida Non - Profit Services is petitioning Florida Housing Finance Corporation to reduce the number of units that must be filed by farmworkers due to the fact that they are not able to fill the units. Construction of the 60 new homeownership 8 Packet Page -288- 11/8/2011 Item 13.A.1. units has not begun due to the poor housing market. The CRA awarded the full $600,000 over the past three years the infrastructure. 3. Infrastructure Improvements 3.1 Major Roadway Projects In April, 2011 the Immokalee CRA submitted a grant proposal to the Collier County Housing, Human and Veteran Services Department for funding to improve the crosswalks within Immokalee's Central Business District. This effort came as a result of the outcry from community leaders to resolve the problem of unusually high vehicle - pedestrian incident rates throughout this corridor. In June, 2011 the CRA was notified that they will be awarded the full requested grant amount of $140,000. This funding will cover the cost of performing a pedestrian study along Main Street (SR29) and South First Street in order to ascertain the optimal locations for crosswalks and the most effective pedestrian crossing devices for the physical characteristics of each area. The grant funds will also cover the cost of the installation of up to 9 pedestrian crossing devices. This project is slated to go out for bid in early 2012 for a completion date of mid 2012. The CRA continues to request funds for crosswalks, sidewalks, curbs and gutters. Sidewalk projects in progress in Immokalee include: St and Escambia St. 1.41 .lull AU 11um W CSLGIOX i0. Lake Trafford Rd (wect cide) St. (both sides) 9 2012/13 $584,000 2015/16 Table compiled by Brad Muckel, CRA Project Manager Packet Page -289- 11/8/2011 Item 13.A.1. � 3.2 Stormwater and Drainage The Immokalee CRA resurrected the now 6 year old Immokalee Stormwater Master Plan that had been commissioned by South Florida Water Management District (FSWMS) Big Cypress Basin on behalf of Collier County. The Collier County Board of County Commissioners accepted the Stormwater Master Plan when it was presented as a partnership between the Immokalee CRA and the Collier County Stormwater Department during 2009. Each of the partnership entities committed $200,000 of their 2010 budget toward getting the projects listed in the Master Plan "shovel ready ". The Immokalee CRA was awarded $3.1 million in DRI funds from the Housing and Human Services Department for Phase I of the project. The land (11.25 acres) has been purchased for Phase 1, the Request for Proposals for construction of the project has been released and a contract should be awarded by late December of this 2 \this year or early 2012. The Immokalee CRA made a request for an additional $2.5 million to shore up this project and to begin the engineering for the next phase of the Stormwater Master Plan. It is anticipated that the contract for the DRI Round H funds will be signed by the BCC at the December 13, 2011 Board meeting. During 2010, the Immokalee Beautification MSTU and the CRA finalized the partnership and the Ordinance that expands the MSTU boundaries to include the entire CRA boundary, and to include streets, sidewalks, drainage, light and beautification in order to use the funds of both the CRA and the MSTU to meet those needs. The Immokalee Lighting and Beautification MSTU Advisory Committee, in June 2011, voted unanimously to recommend to the BCC that the Immokalee CRA assume the administrative and management duties of the Immokalee MSTU. In July, they requested that the CRA prepare a budget to delineate funds from Immokalee Beautification MSTU (Fund 162) to Fund 186, Immokalee CRA, for the purpose of funding a "MSTU Project Manager" as a permanent, full -time position (salary and benefits). During October, the CRA took steps to change the MSTU Ordinance to allow for the administration and management to be moved to the Immokalee CRA. The request was granted by the BCC on October 26, 2011. 3.3 Improve and Maintain Local Streets Toward this end, the CRA has concentrated on the storm water aspect. Once storm water is addressed, flooding will not be an issue and the CRA can concentrate efforts toward bringing streets up to current development standards. Public workshops are being held toward gaining community input on local streets, storm water and other infrastructure difficulties and CRA staff continues to represent Immokalee needs to transportation committees. In October, 2011 JRL Studios completed the design for alterations of various intersections along Main Street (SR29) in order to improve the sightline of vehicles entering Main Street from secondary feeder roads. The plans will be used to bid out the intersection alterations in late 2011 which are projected to cost the MSTU a total of $347,000. 10 Packet Page -290- 11/8/2011 Item 13.A.1. 4. Natural Resources 4.1 Protection of Significant Natural Resources The CRA partnered with the County Environmental Department to place the Wetlands Overlay into the Future Land Use Map to ensure those areas will be protected. Further, the CRA has taken steps to begin addressing water quality by incorporating a storm water mitigation bank into the Storm Water Master Plan. 5. Land Use/Urban Form and Design Many times the Master Plan documents the goal of a consistent cohesive land design for Immokalee. CRA staff has worked diligently to deliver that design. 5.1 Immokalee Area Master Plan (LAMP) The IAMP was submitted in December of 2008 to the Collier County Community Development and Environmental Services Department (CDES) for review as a Comprehensive Plan Amendment. On June 23, 2009, the Collier County Board of County Commissioners (BCC) memorialized a schedule of hearings for the IAMP toward submittal to the Florida Department of Community Affairs (DCA). One year later on June 22, 2010, the IAMP was approved by the BCC and conveyed to DCA on June 29, 2010. Collier County received the ORC Report on September 7, 2010. The CRA held a final public meeting on April 20, 2011, voting to make certain changes to the IAMP and n recommend to the BCC for approval. The IAMP was to be presented for final approval on May 24, 2011. The BCC continued the item indefinitely. The CRA will make a final attempt to gain approval for the IAMP at the December 13, 2011 meeting of the BCC. 5.2 Transportation Plan The CRA Advisory Committee was disappointed with the results of the transportation plan received from Tindell Oliver because its primary recommendation was a transportation exception area. The committee had hoped to receive original modeling of the major arteries and interior streets needs analysis. Data used for the plan was not created through independent study. 5.3 Capital Improvements Plan The name of this document has been changed to the Immokalee CRA Projects Priority List. This document grew out of the goals of the IAMP and the CRA Operational Plan. It provides a clear request to the BCC of capital projects for which the community is seeking funding. It provides a valuable tool during budget requests and grant application processes. 6. Immokalee Design Standards 6.1 Land Development Regulations The CRA, working with the Collier County Planning Commission and consultants, RWA, Inc., developed an interim land development code (LDC) process that will help to promote and support development and redevelopment initiatives in the Immokalee area. 11 Packet Page -291- 11/8/2011 Item 13.A.1. n On May 20, 2010, the BCC adopted the Interim LDC to facilitate development until new land development codes are in place. Although complete and many public discussions have taken place, the Immokalee Land Development Codes are in the final stages of review at the local level. The anticipated schedule for the LDCs is a follows: 10/2011 Draft Amendments submitted to the County for review Staff review and advertized meeting 02/2012 EAC, DSAC & Stakeholder reviews complete 05/2011 CCPC review complete 06/201 BCC review complete 6.2 Public RealnvTown Design On June 11, 2010, the Immokalee CRA won the 2010 Award of Merit for a Public Study for the Public Realm and Town Design with Form Based Guidelines from the Florida Planning and Zoning Association at the 58th Annual Conference in Sarasota, Fl. These documents define the vision of Immokalee in the 21 st Century. The Public Realm/Town Design included two plazas, an intermediate and long -range conceptual design plan for the landscaping on Main Street, a design for the downtown commercial district and form based guidelines to aid in the development of Land Development Codes The CRA purchased a parcel of land at the corner of 91h Street and Main Street for the purposes of constructing one of the plazas. During 2011, the fencing around the parcel has been moved to the back parameter, the old tower and invasive vegetation and refuse have all been removed in hopes that citizens will begin to use the parcel for picnics or other public uses. The CRA has applied for CDBG grant funding to purchase land at the corner of 1St Street and Main Street and establish an entry way into the Immokalee Community. It is envisioned as being constructed with a zero carbon footprint featuring a rotating sculpture of the Immokalee Trademark as the center of a fountain. These plazas will create the gateways into the downtown district. 7. Interlocal and Intergovernmental Coordination 7.1 Improve Range of Human Services This particular goal asks for governmental services to be provided in Immokalee. In spite of lack of staffing and the current economy, the County currently provides Code Enforcement and Building Permits on an on -going basis in Immokalee. 7.2 Coordination with County and Regulatory Agencies Many intergovernmental coordination partnerships were forged during 2010 and remained strong through 2011. The Airport Authority, the County Manager's Office (and Departments under his supervision), the Clerk of Courts (Finance Department) MSTU, Celebration of Cultures, nonprofit organizations, private citizens and civic organizations, Florida Department of Agriculture, FHREDI, the Governor's Office on Trade and Tourism (OTTED) and local businesses. 12 Packet Page -292- 11/8/2011 Item 13.A.1. C. Unusual Circumstances: List and briefly describe any unusual circumstances, unplanned projects, changed priorities, or special problems or conditions that have occurred since your last review. 1. The delay of approval of the IAMP is a very serious setback for the community of Immokalee. If it is not approved in December, the 18 month process will begin over. Although many of the goals are broadly covered by the current Master Plan and can move forward in a limited way, many of the initiatives are stalled by the stalling of the Master Plan. 2. The County's lack of a US HUD Section 3 Plan has proven to be an extreme hardship in the delivery of a timely CDBG DRI grant for the Immokalee CRA. This delay has caused the RFP for construction to be delayed 4 months leaving only 7 months to construct the many desperately needed storm water infrastructure. D. Performance Appraisal: Briefly describe your assessment of your overall performance for the last evaluation period. In spite of the bumps in the road, 2011 has been one of the most productive for the CRA and the goals and objectives begin to reach fruition. I consistently administered the duties of liaison to the Immokalee Area Local Redevelopment Agency Advisory Board, the Immokalee Master Plan and Visioning Committee and the Enterprise Zone Agency by managing meetings, meeting minutes and agendas and executing the direction of the Advisory Committee and the CRA Board, as required. Therefore, my overall performance has been excellent. Section II - Employee Development A. Education and Training Update: List any job- related courses, training, or seminars in which you have enrolled or completed since your last review. 1. USDA Rural Development Grant Development Training 2. Florida Rural Summit 3. Green Trends Conference a. Florida Green Home Designation Recertification 4. HUD Section 3 Compliance Workshop 5. IBDC Entrepreneurial School (6 weeks) 6. GovMax Training 7. Grants Management Training 8. Florida Association of Counties Various Seminars 9. Housing Inventory Training Training provided to staff for growth and development during 2011: Brad Muckel — CRA Project Manager 1. LEED Exam Prep 2. Work Order Management 3. HUD Section 3 Compliance Workshop 4. SAP Capital Assets 5. Constructing Grant Budgets 13 Packet Page -293- 11/8/2011 Item 13.A.1. 6. PMP Boot Camp 7. PMP Boot Camp 8. Healthy Bucks 9. Healthy Bucks 10. Grants Management Training 11. Grant Writing for Success 12. Housing Survey Training Marie Capita - IBDC Manager 1. SAP Training 2. Grants Management Training 3. PCard Training 4. HUD Section 3 Compliance Workshop 5. Grant Writing for Success workshop 6. Constructing and Managing Grant Budget workshop 7. Managing Multiple Priorities workshop 8. Managing Employees Problems & Problem Employees workshop 9. National Incubator Association Coaching Clinic 10. Florida Business Incubator Association Annual Conference Christie Betancourt - CRA Administrative Assistant 1. New Agenda System Training 2. SAP Grants Management Training 3. Housing Inventory Training 4. USDA Grant Management Training 5. SAP Grants Management Training 6. Grants Management Training - One on One 7. Managing Multiple Priorities 8. Capital Assets Training 9. SAP Purchase Requisition Training 10. HUD Section 3 Compliance Workshop Rosemary Dillon - IBDC Administrative Assistant 1. Customer Service 2. Diversity in the Workplace 3. Grant Management - SAP Training 4. P -Card Orientation Training 5. Sexual and Workplace Harassment 6. FBIA Annual Conference 7. Business Loans Workshop 8. Grant Writing I 9. Entrepreneur School, 10. SAP Training 11. Grant Management Training 12. Grant Writing II 13. Grant Management 14 Packet Page -294- 11/8/2011 Item 13.A.1. 14. P Card Fiscal Training 15. SBDC/FGCU Matchmaker Workshop 16. Minority Business Certification Workshop 17. Immokalee Builders Expo 18. Grant Procurement 19. HUD Section 3 Compliance Workshop B. Personal Development: List or discuss those areas which you believe you can improve upon during the next performance appraisal period. Also, list specific future promotional or other career development goals. (attach additional pages as necessary). 1. Public Finance Training Organizational Support: Describe any specific development activities or improvements your supervisor or the organization can undertake to assist in your department. Section III - Performance Objectives List the major performance objectives you would like to accomplish during the next appraisal period. For each, indicate the objective, how it should be measured, and by when it should be accomplished. Please see the spreadsheet attached to this document. Items highlighted have been completed. 15 Packet Page -295- Z 0 w n 0 C N 11/8/2011 Item 13.A.1. .9 G Is .9 :9 .'s S '0 B 0 0 0 0 0 , Z F f ff 2 W-000000 1 4 1 1 X 0 010 0 0 O� C14 rq 04 Cq 19 CIJ: 0 4) M 4) 0) W W CL C1. 0. 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PROFESSIONAL ATTRIBUTES SUPERVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of Knowledge of the CRA's Lj mission and objectives; understanding of the fundamentals required for organizational effectiveness. PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-"ay activities. C� COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and !� development of the CRA's brand image. FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: Lesend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -300 - 1 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. Lj LEADERSHIP — Leads by example. TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. ECONOMY— Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. !� Comments: Lesend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -300 - 1 11/8/2011 Item 13.A.1. Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippl Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: Leeend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -301- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION — Working effectively with others to achieve common goals — board, volunteers staff, other organizations and the community. CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. f / !/ COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. !� INITIATIVE - Self- confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. V JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. 1/ RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. Comments: Leeend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -301- 11/8/2011 Item 13.A.1. OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs This evaluation has been reviewed and discussed: Advisory Penny S. Mike Fad Committee Member (Please Print) Pp#ppi, Executive Director, Co is County CRA 0mmokalee) Chairman of Jim Coletta Advisory Board jim Looietta, unairman of the Collier County CRA Board Legend: 0 = Unacceptable l = Acceptable 2 = Expectable 3 = Outstanding Packet Page -302- Date '01 2 Date Date Date Date W N ->• O 11 II II 11 O xxp 0 C! 9 C, T m � 5 2 3 Q Q C7 3 CD O � � N 11/8/2011 Item 13.A.1. -4MMM 0 Otor 0 110-00 -CM -F000D -o 0 0 �? 0 0 3 0 y 0 � c o 3 o 3 v O -. m: w o 3 0 0 — w D Cn c w O O o S 7 a N m 7 w n CD 3 0 3 _• y 7 y CJ CD L 3 m t N y 0 m o O 3 CD 3 y y. > d O 0 w" O (D > m y pl O CD m � �? H CD M CD w' D m 0 O y m CD O N 3 (D ' ° 3 D CD m y CT = >v ' m y Co ' e� CD w COy y L w N O 3 7 y C7 CD w n 0 w w w W w w w W W w W w W W W W W W W W w v o Co w C-0 w w w w w w w w w w w w w w w w w O M N o B co d +v owwwwwww w w WWWW wwwwwww a 0 2 m owwwwwww w w wwww wwwwwww 3 tv N N N Cl) W W W N Cl) W N W N W W N w w N N w Co W W W W W W W W W w N w W W W W W W W W O M o w w w w w w w w w w w W w w w w w w w w a O O to N W N N N w N N W W N W N N N W W w N w d M O O1 p w w W w w w W w W W W W W W W W W W W W w o W W W W w W W W W W W w W W W w W w w W N W N N N w w W N N N W W W w N N W W W y CD w w w w W w W w w w W w W W W W W W W W N 3 w N W A W QI W w W 0 W CT W V W CT W 07 W Q1 W CT W A W M W 0 W 0f W Uf W 0) W 0) W 0 W Cfl W V O 0 O D NNNNNNN N N NNNN NNNNNNN IV Cy/ H� 0) OD V V V OO V OO CO V V M CO w V W w M V OO � CAD 10 CD Packet Page -303- M x M c n vDa �< to rt O O Q 50, O1 DI 0 ID � 3 o W 0 w 11/8/2011 Item 13.A.1. Exhibit E CRA Advisory Board Evaluations Packet Page -304- 11/8/2011 Item 13.A.1. Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: l Lezend: 0 ° Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -305- i 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION — Working effectively with others to achieve common goals — board volunteers, staff, other organizations and the community. CREATIVITY— Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. ` COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self - confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision makin . RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. Comments: l Lezend: 0 ° Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -305- i 10—N t_ 11/8/2011 Item 13.A.1. PROFESSIONAL ATTRIBUTES SUPERVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING - Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. PLANNING - Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day -to -day activities. COMMUNITY IMAGE - Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and development of the CRA's brand image. FINANCIAL MANAGEMENT - Thorough grounding in asset management and financial responsibili ; prudent'ud ment on financial matters. COMMUNITY NEEDS ASSESMENT - Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. 4/ LEADERSHIP - Effectively motivates the action of others - staff, board, volunteers and other-q; focuses on the future of the CRA. Comments: w- _ _ SUPERVISORY PERFORMANCE: C Leeeud: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -306- 0 1 2 3 ORGANIZATION - Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. LEADERSHIP - Leads by example. TRAINING - Assists subordinates in developing and utilizing knowledge and / skills to complete assigned responsibilities. COACHING /COUNSELING - Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT - Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. / ECONOMY - Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY - Implements positive actions are to assure / . compliance with policies and practices relative to employee diversity issues. ,/ Comments: C Leeeud: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -306- OVERALL EVALUATION Areas of Consistent Hig or nce Developmental Needs This evaluation has been revierq and discussed: v'A-) 2 ---- -. Print) S. P� h ppi, Executive Director, Cp j County CRA (Immokalee) Mike Facundo, Chairman of the Immokalee CRA Advisory Board Collier County Commissioner Jim Coletta 16 . Date Date Date Date Jim Coietta, Chairman of the Collier County CRA Board Date Legend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -307- 11/8/2011 Item 13.A.1. Y') 11/8/2011 Item 13.A.1. Enclosure 6 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS- Le end- ^ 0 = Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -308- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. X COOPERATION — Working effectively with others to achieve common goals — board volunteers staff, other organizations and the community. X CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. X COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. X INITIATIVE - Self- confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. X RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. X Comments: Penny is very motivated. She has done everything that was asked of her, over the last year. She was not successful in getting the Master Plan adopted, mainly due to issues out of her control. The work on the Master Plan was completed. she easily transitioned to a new Chairman of the CRA, in the middle of the year. Le end- ^ 0 = Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -308- I 11 wi v . . . w... . v.. .. . . 11/8/2011 Item 13.A.1. Mnr 0M0Q1r%K1A1 ATTGIRI [Tg=Q U%1 i v noon^ %fiAK1r %C- 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for x or anizational effectiveness. PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. COMMUNITY IMAGE — Consistent positioning as a respected community x leader; effective interface with business executive and other civic leaders and x development of the CRA's brand image. FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent'udgment on financial matters. COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs x and sensitivity to effective allocation of grants and community programs. x LEADERSHIP — Effectively motivates the action of others — staff, board, Comments: Penny has retained her original staff members, and has added more positions to the local CRA office. She has moved the office from the old building, to a new location that is more receptive to businesses. volunteers and others; focuses on the future of the CRA. Penny is very knowledgeable about the needs of the community. Comments: She has moved the CRA forward during its toughest financial times, and has been very successful in implementing new programs for businesses in the area. U%1 i v noon^ %fiAK1r %C- � U A N 0 Leeend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -309- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully x achieve goals and responsibilities for the work unit. LEADERSHIP — Leads by example. TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. x COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with policies and practices relative to employee diversi issues. x Comments: Penny has retained her original staff members, and has added more positions to the local CRA office. She has moved the office from the old building, to a new location that is more receptive to businesses. � U A N 0 Leeend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -309- OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs This evaluation has been reviewed and discussed: Eva J. Deyo AdvisnCommittee Member (Pleas e, Print) Date t 4,1 Penny S. Philf pi, Executive Director, Collie C unty CRA (Immokalee) Date Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Jim Coletta, Chairman of the Collier County CRA Board Legend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -310- Date 11/8/2011 Item 13.A.1. 11/8/2011 Item 13.A.1. Estremera Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: Packet Page -311- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. x COOPERATION — Working effectively with others to achieve common goals — board, volunteers, staff, other organizations and the community. x CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. x COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. x INITIATIVE - Self- confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. x JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. x RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. x Comments: Packet Page -311- 11/8/2011 Item 13.A.1. PROFESSIONAL ATTRIBUTES SUPERVISORY PERFORMANCE- 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. x PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. x COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and development of the CRA's brand image. x FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent judgment on financial matters. x COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitive to effective allocation of rants and community programs. x LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. x Comments: x SUPERVISORY PERFORMANCE- Packet Page -312- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. x LEADERSHIP — Leads by example. x TRAINING —Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. x COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. x EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. x ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. x FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. x Comments: Packet Page -312- OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs 11/8/2011 Item 13.A.1. This evaluation has been reviewed and discussed: Julio Estremera 10/21/2011 mittee Mem Executive Director, Collier 04Kty CRA (Immokalee) Date Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Jim Coletta, Chairman of the Collier County CRA Board Date 3 Packet Page -313- 11/8/2011 Item 13.A.1. Facundo .-� Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: FdW1IUU Packet Page -314- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. x COOPERATION — Working effectively with others to achieve common goals — board, volunteers, staff, other organizations and the community. x CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. x COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. x INITIATIVE - Self- confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. x JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. x RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. x Comments: Penny is exemplary in pushing the vision of Immokalee citizens. FdW1IUU Packet Page -314- 11/8/2011 Item 13.A.1. PROFESSIONAL ATTRIBUTES Si IPPRVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. X PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. x COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and development of the CRA's brand image. x FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent judgment on financial matters. x COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. x LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. x Comments: Si IPPRVISORY PERFORMANCE: Facundo Packet Page -315- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. X LEADERSHIP — Leads by example. x TRAINING —Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. x COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. x EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. x ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. x FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with policies and practices relative to em to ee diversity issues. x Comments: Facundo Packet Page -315- 11/8/2011 Item 13.A.1. OVERALL EVALUATION Areas of Consistent High Performance Penny continues to manage staff well. She has allowed staff to be developed in the area of expertise. An outline a goal setting agenda for each staff will help continue rich enhancements. Developmental Needs This evaluation has been reviewed and discussed: Facundo Adv".1015 ommittee Member Please Print) Date /r A/ - . S. Philp, Executive Directgd, Allier County CRA (Immokalee) Michael Facundo 10/24/11 Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Jim Coletta, Chairman of the Collier County CRA Board Date 3 Packet Page -316- 11/8/2011 Item 13.A.1. Halman Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: Packet Page -317- a 1 2 3 ANALYSIS— Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. x COOPERATION — Working effectively with others to achieve common goals — board volunteers staff, other organizations and the community. x CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. x COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. x INITIATIVE - Self- confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. x JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. x RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. x Comments: Overall I find that Penny has initiated and applied all the aforementioned qualities with professionalism and eagerness. Packet Page -317- 11/8/2011 Item 13.A.1. PROFESSIONAL ATTRIBUTES ^ SUPERVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for x organizational effectiveness. x PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. x COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and x development of the CRA's brand image. x FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent judgment on financial matters. x COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. x LEADERSHIP — Effectively motivates the action of others— staff, board, volunteers and others; focuses on the future of the CRA. Comments: Penny has exhibited superior leadership in organizational and marketing to the members the mission of the CRA. This has been shown to cre. effective marketing of the CRA's construction, marketing and economic development projects. ^ SUPERVISORY PERFORMANCE: Packet Page -318- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. x LEADERSHIP — Leads by example. x TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities, x COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. x EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. x ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. x FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. x Comments: I give Penny very high marks for her leadership and goals to make ti CRA staff the best Packet Page -318- 11/8/2011 Item 13.A.1. OVERALL EVALUATION Areas of Consistent High Performance Penny has shown that she wants to do the best job she can with the money, staff and advisory group given a she has. She provides consistent updates and notices to all advisory board members and seeks their input o all matters of their concern. Penny Is the true professional and provides the county with a image of expertise and professionalism for the CRA Developmental Needs I can not foresee any needs thus far. This evaluation has been reviewed and discussed: Robert Halman 10 -24 -2011 Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Jim Coletta, Chairman of the Collier County CRA Board Date 3 Packet Page -319- 11/8/2011 Item 13.A.1. Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. PhIlllppi Period: December 3, 2010 to December 3, 2091 PERSONAL PERFORMANCE FACTORS: LARend: 0 = Unacceptable I Acceptable 2 = Expectable 3 = Outstanding Packet Page -320- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical Issues. X COOPERATION •- Working effectively with others to achieve common goals — board volunteers staff other a anlzapons and the communl . X CREATIVITY — Improvement of the organization by exploring new Ideas; seeks additional knowied a skills and advancement pee2rtunitles. X COMMUNICATION - Orval and written presentation of Ideas, both within and outside the Agency; understands and follows established policy. X INITIATIVE - Self - confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. X JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizin rsonal bias in decision making, X RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; Instills confidence in others. X Comments: LARend: 0 = Unacceptable I Acceptable 2 = Expectable 3 = Outstanding Packet Page -320- 11/8/2011 Item 13.A.1. w.•.w�t*caQ�ALIAI A4"r011211TCQ r"1%Wj GWiVIV�/7M I� ..NSw . ww 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for X X orcanizational effectiveness. X PLANNING — Balanced development of long -term strategic objectives, annual budgeting and Ung and.staying ahead of dayto-dg activities. X COMMUNITY IMAGE — Consistent positioning as a respected community leader, effective interface with business executive and other We leaders and development of the CRA's brand Image. _ X X FINANCIAL MANAGEMENT — Thorough grounding In asset management and financial res nslbilf rudent judgment on financial matters, 1 X X COMMUNITY NEEDS A WIVIENT -- Thoughtful analysis of community needs and sensitivity to ageotive allocation of grants and oommun rams, X LEApf~RSFiIP -, i "ffectivety motivates the action of others —staff, boats, volunteers and others focuses on the future of the CPA. Comments: X Comments: w... rr �W%Iki r%9-r%1+0%bSM A lkl^= a7�JPr..1�Ylv7Vf� 1 1 Fn�'v��me7�wr• 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve cloals and res nslbilities for the work unit. X LEADERSHIP — Leads by example. X TRAINING — Assists subordinates in developing and util(zing knowledge and skills to complete assigned res nslbIliiies. X COACHINGICOUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. X EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's ob knowledge, skills and results can be increased. ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of mone , technoWyj human resources and time. X X FOCUS ON DIVERSITY — implements positive actions are to assure compliance with to policies and practices relative to em ea divers) issues. X Comments: 141,2110; nacceptabla 1 Acceptable 2 R Expectable 13 rN.00mn,41— 2 Packet Page -321- 11/8/2011 Item 13.A.1. .-� OVERALL. EVALUATION Areas of Consistent High Performance Overall Director Phil.1-1,pol has done an outstanding Job In deve_loping, aulding, and mansaina the Immokalee Communft Redevelopment A enc . Developmental Needs This evaluation has been reviewed and dl oussed: LT. DREW LEE 10-17 -2011 .. Penny S. Phl1WP1, Executive Mike Facundo, Chairmen of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Colette Data dim Caletta, Chairman of the Collier County CRASoard Date L&Lrengd,, 0 ; Unacceptable '~ i Acceptable 2 = Expectable 12 nisfem".41— :. Packet Page -322- 11/8/2011 Item 13.A.1. Olesky Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: Packet Page -323- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION — Working effectively with others to achieve common goals — board, volunteers staff, other organizations and the community. CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self- confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. RELIABILITY AND EFFECTIVENESS — Consistently delivers dependable; instills confidence in others. HE `/ X Comments: Packet Page -323- 141 11/8/2011 Item 13.A.1. Olesky PROFESSIONAL ATTRIBUTES SUPERVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and development of the CRA`s brand image. FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: Packet Page -324- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. LEADERSHIP — Leads by example. TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with olicies and practices relative to employee diversity issues. Comments: Packet Page -324- or, fk 11/8/2011 Item 13.A.1. Olesky OVERALL EVALUATION Areas of Consistent High Performance 9 `mil r 0 Ava 4/1 z�loao �V r-a /'d il-4 Developmental Needs G� This evaluation has been reviewed and discussed: n i Ed and KI Olesk 10/24/2011 Adv� o . Committe mb (Please Print) Date Penny $Rhillippl, Executiyo'grector, Collier County CRA (Immokalee) Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Colette Date Jim Coietta, Chairman of the Collier County CRA Board Date 3 Packet Page -325- 11/8/2011 Item 13.A.1. Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name; Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: M Legend: 0 = Unacceptable ^ I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -326- 1 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION — Working effectively with others to achieve common goals — board, volunteers staff, other organizations and the community, CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self - confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. Comments: 4€ el..� c,h CaH M Legend: 0 = Unacceptable ^ I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -326- 1 11/8/2011 Item 13.A.1. PROFESSIONAL ATTRIBUTES SUPERVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and development of the CRA's brand image. FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: LeErend• 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding 2 Packet Page -327- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. LEADERSHIP — Leads by example. TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. Comments: O` k2v' LeErend• 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding 2 Packet Page -327- OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs This evaluation has been reviewed and discussed: AdVlspr� Com tee Member (Please Print) `Penny S. Ppj 1ppl, Executive birecto(, Collier,Q'o,Vnty 11/8/2011 Item 13.A.1. Date (Immokalee) Date Mike Facundo, Chairman of the Immokalee CRA Advisory Board Collier County Commissioner Jim Coletta Date Date Jim Coletta, Chairman of the Collier County CRA Board Date Legend: 0 = Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -328- Oct. 21. 2011 2:53PM It. nno� 011"M 11/8/2011 Item 13.A.1. Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2090 to December 3, 2011 DFI2RnMAI 0PRRnRMAAtr`.1` 1= Ar.TnRq- ct,t Leaend: 0 = Unacceptable 1 Acceptable 2 = Expectable 3 Outstanding Packet Page -329- 0 1 2 3 ANALYSIS — Critical problem examination, leading to Identification of X components and their relationships; developing solutions for critical Issues. COOPERATION — Working effectively with others to achieve common goals — X board volunteers staff, other organizations and the community. CREATIVITY — Improvement of the organization by exploring new Ideas; seeks X additional knowledge, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of Ideas, both within and X outside the Agency; understands and follows established policy. INITIATIVE - Self- confident, enthusiastic performance of responsibilities with X a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts X and options and mInImIzIn2 personal bias in decision making. RELIABILITY AND EFFECTIVENESS — Consistently delivers results, X de endabie• Instills confidence In others. Comments: Penny displays sound Judgment with Information that has been studied and analysis prior to bringing It forward to the Board. She sets the standard on how our meetings go and keeps the Board in check as the Board sways from the objectives. I feel comfortable In having Penny lead the charge in Improving the Image of Immokalee. ct,t Leaend: 0 = Unacceptable 1 Acceptable 2 = Expectable 3 Outstanding Packet Page -329- Oct. 21. 2011 2:53PM PROFESSIONAL ATTRIBUTES N_ AA61 D 9 11/8/2011 Item 13.A.1. SUPERVISORY PERFORMANCE; 0 1 2 3 ORGANIZATIONAI, UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for X o anizational effectiveness. X PLANNING — Balanced development of tong -term strategic objectives, annual X X budgetiM and forecasting and staying ahead of day-to-day activities. X COMMUNITY IMAGE — Consistent positioning as a respected community X leader, effective Interface with business executive and other civic leaders and X development of the CRKs brand Image. X FINANCIAL MANAGEMENT — Thorough grounding in asset management and actions of her staff they love working and playing at all times. Some may see this as a handicap but I feel her staff is motivated by It. X financial responsibility-, prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT— Thoughtful analysis of community needs X dnd sensitivit to effective allocation of grants and community ro rams. LEADERSHIP — Effectively motivates the action of others — staff, board, X volunteers and others; focuses on the future of the CRA. Comments: Penny has done an outstanding job in organizing, planning and obtaining money to fund her ideas with keeping an eye on the budget. The small Imperfection is making sure the area leaders are buying into It. SUPERVISORY PERFORMANCE; nd• 0 a Unacceplable 1 ° Acccptablo 2 = Expectable 3 s Outstanding Packet Page -330- 0 t 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. X LEADERSHIP -- Leads by example. X TRAINING — Assists subordinates In developing and utilizing knowledge and skills to complete assigned responsibilities. X COACHING /COUNSELING — Explains or demonstrates worts techniques to subordinates and rovides feedback for their performance, X EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. X ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. X FOCUS ON DIVERSITY -- Implements positive actions are to assure compliance with policies and practices relative to ern to ee dlversi issues. X Comments: I normally evaluate Leaders by how happy their staff Is and by the actions of her staff they love working and playing at all times. Some may see this as a handicap but I feel her staff is motivated by It. nd• 0 a Unacceplable 1 ° Acccptablo 2 = Expectable 3 s Outstanding Packet Page -330- Oct. 21. 2011 2:54PM OVERALL EVALUATION Areas of Consistent High Performance un AAA1 A d 11/8/2011 Item 13.A.1. Penny Is setting standards that are unprecedented. She is a go getter, she has knowledge, she has skills and I have been impressed with her since I started coming to the CRA meetings. Developmental Needs What comes with her outstanding ideas and concepts is how to deliver the goods and have the community embrace It. What she lacks is having the area leaders buy into her Ideas and to have the majority back her. l do not believe that It Is all on her but she may need additional staff with marketing or selling as a door to door person or a used car sale person. This evaluation has been reviewed and discussed: Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Colliar County Commissioner Jim Coletta Date Jim Coletta, Chairman of the Collier County CRA Board Date 0 unacceptable 1 = Acceptable 2 — Expectable 3 Outstandint Packet Page -331- 11/8/2011 Item 13.A.1. Enclosure 6 Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S.. Ph €llippl Period: December 3, 2090 to December 3, 2011 nonaf% m ncorneeeeWI= Cer•Tn0c- Lezend 0 a Unacceptable I d Acceptable 2 a Expeotable 3 ° Outstanding Packet Page -332- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical Issues, COOPERATION — Working effectively with others to achieve common goals — board volunteers staff, other organizations and the community. CREATIVITY — Improvement of the organization by exploring new Ideas; seeks additional knowledge, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of Ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self - confident, enthusiastic performance of responsibilities with a minimum of direction; Was new Ideas, willing to experiment and take risks. / JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias In decision making. RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; Instills confidence In others. Comments: .- CLOL r'" x'04 Lezend 0 a Unacceptable I d Acceptable 2 a Expeotable 3 ° Outstanding Packet Page -332- 11/8/2011 Item 13.A.1. Enclosure 6 PROFFSSInNAL ATTRIA"TFS SUPERVISORY PFRF[]RMANCF- 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. COMMUNITY IMAGE — Consistent positioning as a respected community leader, effective interface with business executive and other civic leaders and development of the CRNs brand Image. 'FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsIblIN prudent judgment on financial matters. COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. LEADERSHIP — Effectively motivates the action of others —staff, board, volunteers and others; focuses on the future of the CRA. Comments: �Q t.(f' e fit a,c�t,Q, SUPERVISORY PFRF[]RMANCF- Legend: 0 Unacceptable I Acceptable 2 = Expectable 3 = Outstanding Packet Page -333- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve oafs and responsibilities for the work unit. LEADERSHIP — Leads by example. TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. COACHINGICOUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowled a skills and results can be increased. ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY — Implements positive actions are to assure com ianoe with policies and practices relative to employee diversity Issues. Comments: Legend: 0 Unacceptable I Acceptable 2 = Expectable 3 = Outstanding Packet Page -333- 11/8/2011 Item 13.A.1. Enclosure 6 OVERALL EVALUATION Areas of Consistent Nigh Performance i Developmental Needs AW This evaluation has been reviewed and discussed: Member S. Phiilippj -xecutive Director, County CRA (immokeles) Date Mike Fsoundo, Chairman of the Immokalse ORA Advisory Board Date Collier County Commissioner Jim Colette Date Jim Colette, Chairman of the Collier County CRA Board Date legend: 0 d Unacceptable 1 = Acceptable 2 m Expectable 3 a Outstanding Packet Page -334- 11/8/2011 Item 13.A.1. Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: Leeend: 0 = Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding ` Packet Page -335- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. , COOPERATION — Working effectively with others to achieve common goals — board, volunteers staff, other organizations and the community. V/ CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. f COMMUNICATION - Oral and written presentation of Ideas, both within and outside the Agency; understands and follows established policy. V INITIATIVE - Self - confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. t/ JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. r% Comments: rKr(( I PI Leeend: 0 = Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding ` Packet Page -335- 11/8/2011 Item 13.A.1. PROFESSIONAL ATTRIBUTES SUPERVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. v, COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and development of the CRA's brand Image. FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility, prudent judgment on financial matters. ✓ COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: Lceend: 0 = Unacceptable ;2 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -336- G 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. LEADERSHIP — Leads by example. v TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY — Implements positive actions are to assure compliance with Policies and practices relative to employee diversity issues. J Comments: Lceend: 0 = Unacceptable ;2 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -336- G 11/8/2011 Item 13.A.1. OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs This evaluatiorhis been reviewed and-discussed: J \,79j, � ( )�A Member Penny S. Print) Date MIKe vacunao, chairman of the Immokalee CRA Advisory Board Date Collier County Comm.issloner Jim Coletta Date Jim Colette, Chairman of the Collier County CRA Board Date Leeend: 0 = Unacceptable I = Acceptable 2 = Expectable 3 = Outstanding Packet Page -337- 11/8/2011 Item 13.A.1. Walt Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: Packet Page -338- 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. X COOPERATION —Working effectively with others to achieve common goals — board volunteers, staff, other organizations and the community. X CREATIVITY — Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. X COMMUNICATION - Oral and written presentation of ideas, both within and outside the Agency; understands and follows established policy. X INITIATIVE - Self - confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. X JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. X RELIABILITY AND EFFECTIVENESS — Consistently delivers results, dependable; instills confidence in others. X Comments: Packet Page -338- 11/8/2011 Item 13.A.1. PROFESSIONAL ATTRIBUTES �II_.J4AM[�i7ZA:2:4N ; U9 ., I _ ► 03; A 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. X PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. X COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective interface with business executive and other civic leaders and development of the CRA's brand image. X FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility; prudent judgment on financial matters. X COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. X LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. X Comments: �II_.J4AM[�i7ZA:2:4N ; U9 ., I _ ► 03; A Wall Packet Page -339- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. X LEADERSHIP — Leads by example. X TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. X COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. X EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. X ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. X FOCUS ON DIVERSITY— Implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. X Comments: Wall Packet Page -339- 11/8/2011 Item 13.A.1. OVERALL EVALUATION Areas of Consistent High Performance Developmental Needs This evaluation has been reviewed and discussed: James Wall 10/24/11 Advi�oroommittee Member (Pleqse,Print) Date S. Ph�ppi, Executive Director, Col CRA (Immokalee) Date Mike Facundo, Chairman of the Immokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Jim Coletta, Chairman of the Collier County CRA Board Date ill Packet Page -340- ,if.lf. 11/8/2011 Item 13.A.1. Collier County Community Redevelopment Agency (CRA) Executive Director Performance Evaluation Name: Penny S. Phillippi Period: December 3, 2010 to December 3, 2011 PERSONAL PERFORMANCE FACTORS: 0LL.1 r %, e- W I ti c` CL wLS Lenend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -341 - 0 1 2 3 ANALYSIS — Critical problem examination, leading to identification of components and their relationships; developing solutions for critical issues. COOPERATION — Working effectively with others to achieve common goals — board, volunteers staff, other organizations and the community. CREATIVITY— Improvement of the organization by exploring new ideas; seeks additional knowledge, skills and advancement opportunities. COMMUNICATION - Oral and written presentation of Ideas, both within and outside the Agency; understands and follows established policy. INITIATIVE - Self- confident, enthusiastic performance of responsibilities with a minimum of direction; tries new ideas, willing to experiment and take risks. JUDGMENT - Formation of sound evaluations by careful study of available facts and options and minimizing personal bias in decision making. RELIABILITY AND EFFECTIVENESS — 'Consistently delivers results, dependable; instills confidence in others. Comments: 0LL.1 r %, e- W I ti c` CL wLS Lenend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -341 - 11/8/2011 Item 13.A.1. .� PROFESSIONAL ATTRIBUTES SUPERVISORY PERFORMANCE: 0 1 2 3 ORGANIZATIONAL UNDERSTANDING — Breadth of knowledge of the CRA's mission and objectives; understanding of the fundamentals required for organizational effectiveness. PLANNING — Balanced development of long -term strategic objectives, annual budgeting and forecasting and staying ahead of day-to-day activities. COMMUNITY IMAGE — Consistent positioning as a respected community leader; effective Interface with business executive and other civic leaders and development of the CRA`s brand image. FINANCIAL MANAGEMENT — Thorough grounding in asset management and financial responsibility, prudent judgment on financial matters. / ✓ COMMUNITY NEEDS ASSESMENT — Thoughtful analysis of community needs and sensitivity to effective allocation of grants and community programs. / ✓/ LEADERSHIP — Effectively motivates the action of others — staff, board, volunteers and others; focuses on the future of the CRA. Comments: SUPERVISORY PERFORMANCE: L0, rY' i'". W; II1'a -wL j Uzend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -342- 0 1 2 3 ORGANIZATION — Establishes staff goals, assigns priorities, details actions, creates time schedules and follows through to successfully achieve goals and responsibilities for the work unit. LEADERSHIP — Leads by example. TRAINING — Assists subordinates in developing and utilizing knowledge and skills to complete assigned responsibilities. COACHING /COUNSELING — Explains or demonstrates work techniques to subordinates and provides feedback for their performance. EMPLOYEE DEVELOPMENT — Assesses the strengths and weaknesses of subordinates and works out a program of continuing developmental abilities so that the subordinate's job knowledge, skills and results can be increased. / ✓/ ECONOMY — Effectively controls costs and manages resources to bring about effective utilization of money, technology, human resources and time. FOCUS ON DIVERSITY — implements positive actions are to assure compliance with policies and practices relative to employee diversity issues. Comments: L0, rY' i'". W; II1'a -wL j Uzend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -342- 11/8/2011 Item 13.A.1. OVERALL EVALUATION Are of Consistent High Performance r is -11kn40 �s C� E;r�'c &t'rAlli" J�(eelhe,,,v-had tGn < Developmental Needs ke" na- & &M' V/ s . Z���A49? 4AId- � �(o I Ole 4kA4�1,6 <V-0 ��� �16 ai�— -.�Zamo)��,e2 46/4v-,�Wz 10>10 �jhvd- This evaluation has been reviewed and discussed: on MIKe Facundo, Chairman of the lmmokalee CRA Advisory Board Date Collier County Commissioner Jim Coletta Date Jim coletta, cnairman of the Collier County CRA Hoard Leaend: 0 = Unacceptable 1 = Acceptable 2 = Expectable 3 = Outstanding Packet Page -343- Date