Agenda 04/13/2010 Item #16F 1
Agenda lIem No. 16F1
April 13, 2010
Page 1 of 22
EXECUTIVE SUMMARY
Recommendation to approve the after the fact submittal of a $5,000 grant from the 2010
Trailblazer Grant Program sponsored by the National Center for Civic Innovation in order
to enhance our efforts in creating citizen centric performance measures as outlined in
the County Manager's FY 2010 work plan.
OBJECTIVE: To open up the lines of communication, better support our management
processes and strengthen our alliance with the citizens of Collier County.
CONSIDERATIONS: If awarded, the grant will provide funds to Collier County Government to
strengthen, improve, and enhance our performance management and decision-making
processes. Performance management has become an integral part of Collier County
Government's management process and in today's environment of "do more with less" it has
become indispensable. Collier County has been for the past year preparing to bring in the voice
of the residents. Receiving the Trailblazer Award will provide the additional support to facilitate
resident focus groups, gather information from our constituents, and provide them with the
information that will allow them to have an additional voice in their governance. Collier's plans
are to conduct a minimum of five focus groups, one in each of the five districts in Collier County,
gather information, and provide the residents with a report on what they deem as important in
their daily lives.
The award will provide an additional resource to facilitate citizen participation; assist in
developing and incorporating citizen-informed outcome measures into the Collier County
performance measurement process; and our outreach will prove to be mutually beneficial for all
stakeholders across the county. The application was required to be submitted by March 15,
2010, the County Manager approved the submission of the grant application to be followed by
after-the-fact authorization of the Board of County Commissioners per CMA #5330.
FISCAL IMPACT: If awarded, a subsequent item will be brought before the Board to accept the
grant and authorize the necessary budget amendments. No matching funds are required.
GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with
this Executive Summary.
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney's Office and
is legally sufficient for Board action. Should the grant be awarded, the BCC will have the
opportunity to accept or reject said award. - CMG
RECOMMENDATION: Recommendation to approve the after the fact submittal of a $5,000
grant from the 2010 Trailblazer Grant Program sponsored by the National Center for Civic
Innovation in order enhance our efforts in creating citizen centric performance measures as
outlined in the County Manager's FY 2010 work plan.
PREPARED BY: Joseph W. Frazier, Homeland Security Coordinator
Item Number:
Item Summary:
Meeting Date:
Agenda Item No. 16F1
April 13, 2010
Page 2 of 22
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
16F1
Recommendation to approve the after the fact submittal of a $5,000 grant from the 2010
Trailblazer Grant Program sponsored by the Nationai Center for Civic Innovation in order to
enhance our efforts in creating citizen centric peliormance measures as outlined in the
County Managers FY 2010 work plan.
4/13/20109:00:00 AM
Date
Approved By
Joshua Thomas
Administrative Services
Division
Grants Support Specialist
Administrative Services Division
3/2512010 9:49 AM
Date
Approved By
Colleen Greene
County Attorney
Assistant County Attorney
County Attorney
3125/20102:53 PM
Date
Approved By
OMS Coordinator
County Manager's Office
Office of Management & Budget
3/2512010 3:47 PM
Date
Approved By
Therese Stanley
Office of Management &
Budget
Manager ~ Operations Support - Trans
Office of Management & Budget
31291201010:21 AM
Date
Approved By
Jeff Klatzkow
County Attorney
3130/20109:11 AM
Date
Approved By
Leo E. OChs, Jr.
County Managers Office
County Manager
County Managers Office
416/2010 1 :20 PM
coJN:;. County
~......... -
Administrative Services Division
Grants Coordination
Agenda Item No. 16F1
April 13, 2010
Page 3 of 22
TO:
Leo Ochs, County Manager
CC:
Ofelia Tallon, Human Resources Analyst
Winona Stone, Asst. to the County Manager
Marlene Foor[l&rants Coordinator
FROM:
DATE:
March 15,2010
SUBJECT:
County Manager Review and Approval of a National Center for Civic Innovation
2010 Government Trailblazer Grant Application
The Collier County Manager's Strategic Excellence Program for Ultimate Performance (STEP-
UP) Team was made aware of a Center on Government Performance Government Trailblazer
Grant Program (2010) sponsored by the National Center for Civic Innovation in late February.
If awarded, the grant will provide funds to Collier County Government to strengthen, improve,
and enhance the performance management and decision making process. Performance
management has become an integral part of Collier County Government's management process
and in today's environment of "do more with less", it has become indispensable. Receiving the
Trailblazer A ward will provide the additional support to facilitate resident focus groups, gather
information from constituents, and provide them with the information that will allow them to
have an additional voice in their governance. Collier's plans are to conduct a minimum of five
focus groups, one in each of the five districts in Collier County, gather information, and provide
residents with a report on what they deem as important in their daily lives.
The award will provide an additional resource to facilitate citizen participation; assist in
developing and incorporating citizen-informed outcome-measures into the Collier County
performance mcasurement process; and the outreach will prove to be mutually beneficial for ail
stakeholders across the county.
Because the application needs to be submitted by March 15th, wc are requesting your approval to
be followed by after-the-fact approval by the Board of County Commissioners. The STEP-UP
Team subcommittee tasked with developing "citizen centric" performance measures, received
notification on February 19th of this potential grant opportunity. Due to current workloads and
staff time required to research, gather and compile the information required to complete the
application staff was unable to meet the prescribed deadlines for submission to the Board prior to
the grant application deadline of March 15, 2010.
Once you have reviewed the proposal, please sign in the box above and call me for pickup at
252-4768.
Thank you and please let me know if you have any questions regarding this request.
3301 East Tamiami Trail. Naples. Florida 34112 . marlenefoord(Q).collienwv.net. (239) 252-4768. (239) 252-8720 (fax)
Agenda Item No. 16F1
April 13, 2010
Page 4 of 22
NATIONAL CENTER FOR CIVIC INNOVATION
Center on Government Performance
GOVERNMENT TRAILBLAZER PROGRAM
121 Avenue of the Americas, 6th Floor, New York, NY 10013
Governments Involving the Public in Performance Measurement and Reporting
Application for Government Trailblazer Program (2010)
Introduction
The Center on Government Performance of the National Center for Civic Innovation announces the fourth
round of its Government Trailblazer Program. This program encourages local and county governments to
engage the public in their performance measurement and reporting processes.
The program has two major overriding objectives: (1) to produce greater alignment between the public's point
of view and the actions and priorities of its local government; and (2) to provide non-confrontational
opportunities for the public and govemment to discuss matters of mutual concern.
Since 2004, 67 governments have blazed new trails in the way they are measuring and reporting about their
performance by:
Getting feedback from the public about the content and style of their performance reports
Heeding some or all of the public's suggestions when revising performance measures and reports and
reviewing management practices and priorities
Disseminating their performance reports to the public on an ongoing basis.
New successful applicants will join this corps of governments and government managers who have been
recognized for the innovative ways in which they have made their government more transparent. Trailblazers
enjoy the recognition and satisfaction of introducing innovative management practices and civic participation
into local government operations.
Stipends of up to $5,000 per government may be awarded to successful applicants.
Applications will be accepted through March 15,2010, but applications will be reviewed when received. It is to
your advantage to apply early since there are a limited number of stipends and spots availabie.
Who is eligible
Local and county governments in the U.S. and Canada that are now collecting and reporting performance data,
at least for internal purposes.
Agenda Item No. 16F1
April 13, 2010
Page 5 of 22
Obligations
Applicants agree to:
Solicit feedback from the public, in an approved manner: about the style, performance measures and
other content of their current performance report
For their subsequent performance reports, take the public's views into consideration:
as existing performance measures are reviewed
when developing new measures
about the desired style and format of their new report
Disseminate to the general public at least one version of the revised performance report before
August 31, 2011
Incorporate public accessibility and feedback into the performance measurement and reporting process
in the future.
In addition, participants will:
Attend a meeting of Trailblazers to share experiences and learn from one another (meeting and travel
expenses to be paid by NCCI)
Participate in a Trailblazer Iistserv
Subm it brief quarterly progress reports
Submit a brief final report
Serve as a resource for other governments that want to initiate citizen-informed performance
measurement and reporting.
All applications must be supported and signed by (1) the chief executive of the government and (2) the
designated person responsible for the management of this project.
Selection criteria
In selecting new Trailblazers, consideration will be given to:
The extent to which all departments and services will be included in the performance reports
The extent of organizational and elected official support
Plans to obtain feedback from the public about the reports
Plans to disseminate the revised performance report to the public
Capacity to adhere to the proposed schedule
Your vision of how the public will be involved in your performance measurement and reporting
practices.
We recommend independent, nonpolitical, professionally designed approaches to reach a representative group of the
public
2
Agenda Item No. 16F1
April 13, 2010
Page 6 of 22
NATIONAL CENTER FOR CIVIC INNOVATION
Center on Government Performance
GOVERNMENT TRAILBLAZER PROGRAM
121 Avenue of the Americas, 6th Floor, New York, NY 10013
Governments Involving the Public in Performance Measurement and Reporting
Instructions for Applicants (2010)
1. Filling out and filing the application
Please fill out the application form on the following pages using Microsoft Word. You may write as
much as you need to; concise responses will be appreciated. Then send one (1) double-sided hard
copy of the signed application and necessary attachments to:
National Center for Civic Innovation
Center on Government Performance
Government Trailblazer Program
Attention: Nancy Allendorf
121 Avenue oftha Americas, 6th Floor
New York, NY 10013
Also, please em ail an electronic copy of the application to qpr@civicinnovation.orq with your
government's name in the filename.
2.. Copies of your existing performance reports
Please send one (1) hard copy and an electronic copy of your latest report(s), whether internally or externally
distributed, with your completed application.
3. Required Signatures
All applications must be signed by the chief executive and designated person responsible for the management
of this project.
4. Timing
Applications will be accepted through March 15,2010, but applications will be reviewed when received. It Is to
your advantage to apply early since there are a limited number of stipends and spaces available.
5. If you have questions about the application, you can reach us at:
EMAIL
FAX
PHONE
qpr@civicinnovation.orq
(212) 925-5675
(212) 590-9405 Nancy Allendorf
(212) 590-9413 Vema Vasquez
(212) 590-9412 Barbara J. Cohn Berman
3
Agenda Item No. 16F1
April 13, 2010
PaDe 7 of 22
NATIONAL CENTER FOR CIVIC INNOVATION
Center on Government Performance
GOVERNMENT TRAILBLAZER PROGRAM
121 Avenue of the Americas, 6'" Floor, New York, NY 10013
i
! FOR OFFICE ust=._ ONLY i
Governments Involving the Public in Performance Measurement and Reporting
I. Applicant InformatIOn
I Name of government
!Type of government
I (city, county; in Canada, also
~~ify tier level)
,
i Website
1_____
! Person responsible for the .
! management of this project I Winona Stone
I---~----"--'--------"--r----------------------'"
I Title Assistant to the County Manager
I 3301 E. Tamiami Trail
I Mailing address (including
I_dep~~~nu~~~~~n~r:e~_ ]~~:~ ~orida 341~_______________~
I Telephone 239-252.8736
i
Board of Collier County Commissioners
! FOR OFFICE USE CJNl Y
County
www.colliergov.net
,
I
---1
. FAX
239.252-8828
I Email address
winon aston e@colliergov.net
I' If this application is being
completed by someone other
than the person named
above, please provide name,
I title and contact information
4
Other (specify):
Collier County Government is comprised of six primary branches (each headed by FOR OFFICE USE ONLY
elected official[s]), including the offices of the Property Appraiser, Tax Collector, Sheriff,
Clerk of Courts, Supervisor of Elections, Judicial Courts and Judges, and the Board of
County Commissioners (BCe), with a total Fiscal Year (FY) 2010 budgeted positions of
3,732. For FY 2010 t~e Board of Collier County Commissioners (BCe) consists of 2,069
authorized positions; of which 1,663 are funded and 1,627 are occupied as of December
31,2009. The BCC's FY 2010 operating budget is $530,092,406 (personnel services of
$285,774,175 and operating expenses of $244,318,231, and excludes capital outlay and
capital projects). The BCC is composed of 5 appointed (contracted) positions that
administer two Community Redevelopment Agencies, County Attorney's Office, Airport
Authority, and County Manager's Agency. The County Manager's agency has oversight of
four Executive Offices (Office of Management and Budget, Communication and Customer
i Relations, Tourism and the Bureau of Emergency Services) and five distinct Divisions:
,-- dministrative Services which provides administrative, technical, logistical and resource
onanagement;Community Development & Environmental Services which is responsible
for providing information and services associated with bUilding permits, inspections,
investigations, development plans, and land use petitions; Public Services provides a wide
variety of traditional governmental services and amenities, such as libraries, parks,
human services assistance, museum, and beaches; Public Utilities is responsible for water,
wastewater, solid waste, and pollution control; and Transportation, which oversees public
transportation, traffic operations, landscaping, road and stormwater maintenance, and
construction planning. Reference Appendix # 1: Collier County Constitutional Offices and
BCC Organizational Charts, Appendix # 2: Division/Department listing/description.
Situated on the Southwest coast of Florida on the Gulf of Mexico, Collier County is home FOR OFFICE USE ONLY
to miles of white-sand beaches on the Gulf of Mexico. Collier County includes the cities of
Naples, Marco Island and Everglades City and is the largest county in the state with a land
area of 2,025.5 square miles, of which 89% is designated as local, state and federal
preserve lands. In the short span ofthirty years, the number of county residents swelled
from 6,488 in 1950 to 85,000 by 1980. The county seat was transferred from Everglades
ity to the more urban East Naples in 1962, signaling a new era of sustained growth in
;riculture, tourism, and real estate. Prior to the current economic crisis being
I experienced by most jurisdictions, Collier County had for over a decade been one of the
5
Agenda Iten: No. 16F1
fastest developing areas in the nation. Collier County has a FY 2010 projected permanent Page 9 of 22
population of over 330,000 (which includes 40,000 in the three municipalities) and swells
to nearly 400,000 during peak season. The 2007 per capita personal income was $63,276,
while the state-wide number was $38,417. Collier County's unemployment rates have
been traditionally low compared to the state and national averages. Recently this trend
has been reversing. In 2000 the unemployment rate was 3.7% and for January 2010 is
reported as 12.7% percent, up from 12 % in December. The statewide rate for January
2010 is 11.9% and the national average of 9.7%. All of Collier County's three primary
income areas of agricuiture, tourism and real estate are experiencing economic
difficulties. Reference Appendix # 3 for additional demographic, etc. information (Collier
County Profile)
Performance management is an integral part of Collier County Government's FOR OFFICE US!" ONL y
: management process and in today's environment of "do more with less" it has become
i indispensable. Currently, established performance measures are primarily for internal use
i and are not generally disseminated to the public as they are utilized as a management
I' planning tool. For the past year staff has been formulating a strategy on how to
incorporate public interest and involvement in the development of "citizen centric"
I performance measures. Receiving the Trailblazer award will provide needed additional
I financial support to facilitate resident focus groups, gather information from our
constituents, and provide them with the information that will allow them to have an
I additional voice in their governance. Collier's plans are to implement five focus groups,
lone in each ofthe five districts in Collier County. The focus groups will provide an initial
Ii forum for citizen interaction, citizen education about performance measures, facilitate
citizen discussion about performance outcome measures, determination of which
I outcomes (in each service category) are most important to them, and facilitate citizen
I input in the development of measures of service effectiveness. An annual report, or
I scorecard, on the resultant "citizen centric" performance measures will be widely
I distributed through various media, including the county's web site, Collier TV, press
I. releases, posters, social media, and additional methods iffunding is sufficient. The report
will also encourage continuous citizen feedback and suggestions for enhancement of our
i report format and data. The Trailblazer grant will provide additional funding for
I solicitation of citizen participation in the focus groups, materials and refreshments
i available at the group sessions, possible video- taping of the sessions to be broadcast on
.1' Collier TV, possible "thank you for participating" gift cards and/or other items (such as
, coffee cups with the Collier County logo) of minimal monetary value, certificates of
~articipation, and wider distribution of the final report.
6
Appendix # 4 is a table of Service Areas for which performance data is currently reported
for 3 distinct purposes. In FY 2000 the County Manager initiated an Operations
Management Tracking System (OPS-Track), which had little inertia for several years. After
turn over in the County Manager position, this effort was given higher priority and the
County Manager created the Strategic Excellence Program for Ultimate Performance
(STEP-UP) to lead our performance measurement and strategic plan initiatives. The STEP-
UP team is a multi-business discipline team that acts as a catalyst to encourage cross-
divisional contributions for implementing the BCe's objectives (Appendix # 5: STEp.UP
Team Listing). OPS-Track's primary purpose is to provide the County Manager and
Executive Staff with proactive information on leading measures in order to identify and
address issues before any negative impact is experienced. The first OPS-Track quarterly
meeting was conducted in June 2006 and continues on a quarterly basis with the team
and senior management staff in attendance. OPS-Track measures include 20 service
categories and more than 10 internal services and also include revenue and expenditure
data (Appendix # 6: OPS-Track FY 09 Q4 YE Report.) Additionally, the annual budget
book includes over 30 internal and external service categories. (Appendix # 7: FY 2010
Adopted Budget Performance Measures)
In FY 2002 the County Manager's Agency began participation with the International City
,--_County Manager's Association (ICMA) Center for Performance Measurement (CPM). The
PM is a comparative performance measurement program that collects, analyzes, and
reports comparative performance data from local governments in specified service areas.
Participation in the CPM was discontinued during 2007 after a staff analysis determined
that the cost of participation far out-weighed the benefits gained and that our
partiCipation in the Florida Benchmarking Consortium was a higher priority than CPM.
During CPM participation we reported data in 13 service categories.
Collier County is a founding member of the Florida Benchmarking Consortium (FBC),
established in 2004 to facilitate the comparison of within-state performance
measurement data among Florida local governments. The organization seeks to improve
service delivery efficiency and effectiveness through performance comparison. Collier
County currently reports on 13 of the 14 FBC service categories, including Building
Review, Code Enforcement, Environmental Management, Fire Rescue (EMS portion only),
Fleet Management, Human Resources, Information Technology, Parks and Recreation,
Purchasing, Road Repair, Stormwater Drainage Maintenance, Traffic Engineering, and
Water and Wastewater. (Appendix # 8: Collier County data submitted for inclusion in the
FBC FY 2009 Data Report )
Collier County maintains a balanced scorecard methodology, in other words, the County
continues to maintain a balance between its outcome measures and its performance
drivers. On May 9, 2006 the Board of Collier County Commissioners adopted its first ever
Long Range (10 year) Strategic Plan (Appendix # 9) effective October 2007. The plan
i- ~entifies six strategic focus areas and their corresponding strategic goals, desired
.ommunity outcomes and obLectives. Subsequently, staff developed a Strategy Map
7
I (Appendix # 10), that incorporates the plan into a "road map" format highlighting four
I key perspectives (serve the customer, manage financial resources, run the business and
: build the team). Definitions for each key perspective and corresponding community
! outcomes were also crafted (Appendix # 11.)
I During the current fiscal year (FY 2010) the team is evaluating the three performance
I measurement formats (OPS-Track, FBC and budget book) in an effort to consolidate
efforts and define the measures as input, output, outcome, efficiency data, and
I classifying whether the data is simply informational or if it is a "decision maker." The
i team has also been tasked with identifying leading indicators for building industry
I recovery. Interaction with citizens should prove invaluable towards these efforts.
The County Manager's STEP-UP Team, a cross-divisional team reporting directly to the
County Manager, is responsible for recommending performance measures and revisions,
deletions, additions and change in display format of OPS-Track performance measures.
The team works with their respective staff's in the selection of performance measures.
Currently the County Manager has the final decision on which measures are included in
his OPS-Track quarterly reports.
Budget book measures are developed by Office of Management and Budget analysts in
coordination with service area staff. The STEP-UP team plans to review the budget book
measures and consolidate efforts.
The FBC service areas are determined by the FBC membership, with input from
participating jurisdictions. Collier County played a lead role in the development and
definitions of the FBC's Road Repair and Stormwater Drainage Maintenance Service
Areas.
Our proposed "citizen centric" performance measures will be developed by a STEP-UP
team sub-committee composed of four team members and two citizen volunteers, who
have already held preliminary meetings to strategize our proposed focus group sessions,
etc. With input from citizens, the team will propose "citizen centric" performance
measures for the Board of County Commissioners' final approval. The measures will be
reported annually at a minimum.
STEP-UP team members are responsible for collecting, compiling and entering data for
their respective service area(s). Data scrubs and validations are also performed by the
data. The Team Lead publishes and distributes the OPS-track reports quarterly.
Agenda Item No. 16F1
Page 11 of 22
8
The public has had very limited input into the measures currently reported by Collier FOR OFFICE USE ONLY
County. The FBC did conduct regional focus groups and incorporated citizen initiated
measures in the FBC reporting efforts. Collier County sponsored one ofthe FBC focus
groups with about 15 citizens participating. Also a Collier County citizen served on the
FBC Executive Committee for two years. Annual citizen surveys are conducted,
contingent upon funding, to gauge citizen satisfaction with the services provided. The
County has conducted and participated in key meetings with the Economic Development
Council (EDC) and citizens serving on the EDC's Project Innovation Initiative in an effort to
combine our endeavors to obtain and incorporate resident input.
At the present time the 5 elected County Commissioners have minimal, if any, FOR OFFICE USE ONLY
actual impact on the overall development, review and reporting of performance
measures. Some internal performance measures outcome data on specific items are
provided to Commissioner(s) upon their request. The Commissioners do playa high level,
indirect role in the creation of some measures in that they approve the County Manager's
Annual Work Plan which sets goals and targets for the upcoming fiscal year and upon
which he is rated at the conclusion of the fiscal year. Staff develops measures that track
,., 'rogress and outcomes of the items included in the County Manager's Work Plan.
The Commissioners will be much more involved in the development and reporting of the
proposed "citizen centric" performance measures. Each Commissioner will be invited to
attend the opening session of their respective focus group sessions, participate with staff
in determining the final selection of the measures to be reported as dictated by citizen
consensus (potentially during a public workshop or some other forum including public
participation), and in developing the report format and distribution to the public.
At this time we are not able to provide the number requested. No staff is solely dedicated FOR OFFICE USE ONLY
to the performance measurement and reporting process. Two staff members own
performance measurement as one oftheir key responsibilities, directly reporting to the
County Manager. The County Manager's STEP-UP Team, composed of subject matter
experts from each division, is responsible for compiling and entry of the quarterly oPS-
Track data reports, as well as the FBC annual data report. The team currently consists of
11 members and back-up support of six additional members. Team members obtain data
from numerous staff in each of their respective service areas. This number may be as high
-.as 100 employees. The reports are viewed by numerous staff at all different levels, from
,Jeration analysts though department directors (40) and division administrators (5), prior
to the report being provided to the County Manager. Collier County's performance
9
measurement and reporting process is a dynamic endeavor requiring agency- wide
participation.
Agenda Item No. 16F1
A~I il 13;-201tl-:
Page 13 of 22 I
I
I
The FBC publishes an annual data report which is distributed in published bound booklet
and electronic formats available free to FBC participating governments and non-members
for a nominal fee. Information is also published on the FBC website and advertized
through workshops and conferences. The County Manager's internal OPS-Track
performance measures are available as power point slides and distributed in both hard
copy and electronic formats on a quarterly basis. As the current reports are primarily for
management purposes, news organizations and other media are not provided the reports
unless specifically requested.
The receipt ofthe Trailblazer grant will enhance the development and distribution of
"citizen centric" performance measures, through the use of press releases, social media
formats, Collier TV, Collier County website, etc.
II Data reports are utilized by the County Manager and semor staff, including Division FOR OFFICE USE ONL y
Administrator and Department Directors in making management deciSIOns on funding
pnorities, identification of areas needing process Improvements, and gauging customer
I satisfaction. The reports provide management the opportunity to Identify potential areas
of concern and take proactive corrective action prior to the occurrence of any negative: 1_ _~ ~
i impacts. ]
I Continuous feedback IS solicited from internal users and is prOVided to the STEP-UP team, ,
I which assists in the enhancement of the measures and reporting formats. I
As reported later in Item 19 a., the County is currently developing plans to
, implement citizen focus groups. However, no county funds have been provided for the
i development of "citizen centric" performance measures and the effort is reliant upon
I' donations (citizen volunteers, free meeting facilities, assistance for promotions, etc.)
Receipt of Trailblazer grant funds will greatly enhance our opportunity for a successful
project by allowing a broader outreach to citizens, enhanced meeting facilities and
! refreshments, allow earlier implementation of the focus group sessions and publication
I and broader diss~_mination of a profeSSional "citizen cent~~" performance re~().r:!:__.___
,FOR OFFICE USE ONL Y
I
I
I
I
I
10
A enda Item No. 16F1
Trailblazer grant funds will greatly enhance our efforts to begin the process of developing ~~ri~ \34 ~ng
"citizen centric" measures during 2010. The participating citizens will have an enriched 9
experience with the provision of Trailblazer funding.
J
Current performance measures are reported for each of our four Key Perspectives: FOR OFFICE USE ONLY
Serve the Customer, Manage Financial Resources, Run the Business, and Build the Team.
At this point it is planned to limit the services area for citizen input to those that fall
under the Serve the Customer Key Perspective. The STEP-UP team is currently identifying
which of our current measures support the goals and objectives from the Serve the
Customer perspective. The intent is to limit our initial examination and identification of
measures to those that have direct impact on citizens. In this initial undertaking our
intention is to exclude internal service/support agencies, such as Information Technology,
Human Resources, Purchasing, etc. While recognizing that internal service agencies playa
major role in county government, it was determined that these areas not likely to be of
the highest priority to the citizens. During the focus group discussions we will be
validating this determination and take corrective action if needed. We plan to limit the
initial number of services reviewed from 12 to 15. The program will be considered
successful if it results in consensus for reporting of 3-5 measures in each selected service
area.
The "citizen centric" performance measurement project team is composed of 4 staff
members of the County Managers' STEP-UP Team and 2 volunteer citizens who are both
heavily involved in the Economic Development Council's Project Innovation. One ofthe
volunteers is a PhD and a professional facilitator and trainer. Both volunteers, as well as
others yet to be named, will be leading and/or participating in the focus group sessions.
We included citizen involvement with the project from its inception.
a) Our plan is to conduct five, one-day citizen focus groups throughout Collier County to
facilitate citizen-citizen and citizen-government interaction. Participants will be solicited
through notification of the program provided through press releases to various media,
including newspapers and TV news stations; County TV, County web site, other social
i media, posters/fiyers posted in public areas (such as libraries, parks, etc.); list serve email
Lto more than 30 community stakeholder organizations; members of the Board's 40 or so
ivisory committees will be notified through their respective staff liaisons; and any
I ddditional methods likely to result in obtaining participan~ representative of the Collier
11
County population.
The goal of the focus group process is to solicit feedback from citizens on the kinds of
measures that they would like to have the County implement in the evaluation of
services.
b) Feedback on the performance reports will be solicited through many of the same
methods listed under a) above for gaining citizen participation in the focus groups. The
most likely method for receiving feedback would be though enhancing and promoting our
existing website.
The focus group methodology was selected to gain citizen input as a similar method was
successfully used in the past by the Florida Benchmarking Consortium.
I Preliminary plans call for the five elected Commissioners, in addition to being
I invited to participate in the opening session of the focus group in their districts, during a
I public meeting, to review the report drafted by staff. The report will include the
i recommendations received from citizen participants during the focus group sessions. The
I Collier County Commissioners are always solicitous of public feedback and welcome
I public participation in the government process. When Commissioners receive feedback
or comments from citizens they forward such to the County Manager for his
I' consideration and action. Staff or Commissioners themselves then contact the citizens to
! inform them of any actions taken as a result of their feedback. Collier County
l~~E!rn me~~-"E:iv~~s to~_~ transpar~E!!,_!~"d~e~iJOI1.s~E!_~our citizE!~~~__~~._~
Agenda Item No. 16F1
Page 15 of 22
iFOR OFFICE USE ONl Y
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There are several resources available for the distribution of the annual
performance report. First the report will be adopted by the Board of County
Commissioners during a regular or special public meeting or workshop. The County
website provides a way to communicate quickly and efficiently and has the potential for
subsequent citizen feedback and staff response. Other methods include hardcopy
published reports available at libraries and other public sites, emaillist.serve distribution
of electronic copies to stakeholders and citizens. Press releases will be disseminated to
numerous media outlets and promotion ads will run on Collier TV.
FOR OFFICE USE ONLY
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Agenda lIen: No. 16F1
The Board's Long Range Strategic Plan and associated documents, as well as the FOR OFFICE USE ONLY
County Manager's Annual Work Plan are already available to the public on the County
website. The website will contain information on our progress in developing and
reporting "citizen centric" performance measures, including a brief description of the
purpose, solicitation and registration forms for participating in one of the scheduled focus
groups. Progress will also be documented on the development ofthe annual report.
Continuous feedback will be encouraged, with two way communication through the
website. Other methods for soliciting and responding to citizen feedback are also under
consideration. Links to other sites might also be provided. A quick reference Q and A will
likely be created. Use of other social media will be researched and if utilized monitored
for activity.
I Date Who Activity Frequency
I April- Team* Meetings to strategize and develop project Bi-weekly
June management plan: develop citizen participation
2010 strategy including finalizing flyers, registration and
disclaimer forms; secure sites (1 in each
Commissioner district) and dates of focus group
sessions, schedule Commissioner for welcome
section of each session, solicit citizen participants;
secure location of sessions; preparation of agenda,
handouts, power point presentation, take-aways I
(including participation certificates); secure video.
taping of session, refreshments; identify current
measures duplicated in 3 report formats, select 12.
15 service categories from Serve the Customer
perspective, select 3-5 measures in each category
that might be important to citizens
July- Team & Facilitate 5 focus group sessions, one in each 1 session every
Aug. Citizen Commissioner District, obtain citizen input, request week or two
2010 Participants volunteers for future involvement in the remainder
of the process, Team debrief after each se.ssion,
short feedback report to participants including
listing of next steps.
Oct. 2010 Team, Compile information from sessions, request Team meeting
- June Citizens, continuous feedback:, gain consensus on 3-5 Bi-weekly, more
2011 Management, performance measures for each of the 12-15 frequently if
service areas, draft measures, develop definitions, needed
Board propose format(s) with citizen input; draft report to
stakeholders for comment/feedback; draft initial I
FOR OFFICE USE ONLY
13
and final Staff Program Report, draft annual report; Page 17 of 22 I
schedule Bee public meeting or workshop to
review and finalize report and format.
July- Publish Disseminate the Citizen Centric Performance Annually
Aug. Annual Report (Bee Citizen Report Card) through various
2011 Performance media and solicit feedback. Distribute Staff I
Program Report to interested parties; both to be
Report and included on the County website; cycle to continue
Staff Program annually (pending funding)
Report
Agenda item No. 16F1
*Team:::: Implementation Team, composed of a minimum of 4 staff members and 2 citizen volunteers
.~
The County is currently developing plans to implement focus groups. The County
Manager is tasked by the Board of County Commissioners to begin implementation of
"citizen centric" performance measures during FY 2010. Therefore, our endeavor will
continue regardless of receipt of the award. However without grant funding the
'I implementation, focus group sessions, and development of performance measures with
, citizen input and publication of an annual performance report for dissemination to the
I public will be delayed until funding can be secured. Based upon our history of activity and
I the evolution of performance measures to date, staff is uniquely poised to move ahead
i very quickly one funding is secured. Our citizens will also benefit from the involvement
i and cross communication with the STEP-UP and Trailblazer Teams of like minded
iE-rofessionals, s~_()_~!~ werecE!i'J~hisgran.t~",:,a_r~___n__n._.____
FOR OFFICE USE ONL y
I' The Trailblazer grant wili provide additional funding for solicitation
(advertisements) of citizen participation in the focus groups, pay for meeting facilities (if
I needed), defray the cost of meeting materials and refreshments available at the group
i sessions, possible video-taping of the sessions to be broadcast on Collier TV, possible
I "thank you for participating" gift cards and/or other items (such as coffee cups with the
i Collier County 10go/NCCllogo) of minimal monetary value, certificates of participation,
! and wider distribution of the final report.
FOR OFFICE USE ONLY
14
Agenda Item No. 16F1
April 13, 2010
Our vision is that once we create citizen performance measures this will begin a
never ending life cycle. The cycle will be to report at least annually on the measures
(more frequently when the technology is available). We will continually seek updates to
the measures based on relevancy to the citizens of Collier County. This will be managed
by the STEP-UP Team under the direction of the County Manager.
FOR OFFICE USE ONLY
Collier County is always available as a resource to other agencies, both
governmental and non-governmental, and frequently participates with other agencies in
benchmarking and identification of best practices. By the conclusion of the Trailblazer
grant commitments, staff will have published an Executive Summary and detailed report
on our activities, experiences, findings, recommendation, and any suggested process
enhancements, which should prove beneficial to other jurisdictions contemplating the
,. ;evelopment of citizen involved performance measurements. These documents along
Nith the annual reports on citizen centric measures will be available on the County
website as well as other methods. Also we could enjoy participating in the e-Iists and
other similar activities in support of other jurisdictions and hosting visits from any
interested areas.
IFOR OFFICE USE ONLY
V. Staffmg and Support
~~ ~~~m ~-" 1~.1 _-, ~~_:~:.:. ~ ~:'rJ' -I'l~~: -- ~~4\~':'~ ,<:<>~~~';f ~,_:~~ ~,- -~ ~ ~t~i~
:':L-<- 1'1:,c..1' \ - JJ 1 :t::U;_~j'r~n.j,r' l"if~ I 'J};/'I ),~>, \II~ .1 " - )"J~ " 1.11 ~, I;ll(;-:';~ -'.'I~r..Ii~~H!~;:, 1..... Fl:1~~i
"j~~('1,"ltq., ,\\ elIt1d-:I,'rIILH~'I~tdnJi,jl . Ji]~!M ~~ J "'I J ;w~~
e - _~'. _..~. d :.~ ~t" ;, ~ :~ I J ~,i~~_~'~ _ -~ . ~,,~k ~ _ =*=- ~ 'J-' ~~" ,,_~' ~~ ~"_ ~~:~~~:
The County Manager's Strategic Excellence Program for Ultimate Performance
(STEP-UP) Team will have primary responsibility for the preparation and promulgation of
the annual performance report with the expert assistance ofthe Communication and
Customer Relations Department Director and staff. This team reports to the Corporate
Planning and Performance Improvement function and is a direct report to the County
Manager, As noted in Item 6 (pages 7-8) the STEP-UP Team is a cross-divisional team
responsible for agency-wide performance measurement efforts, including the internal
Operations Management Tracking System (OPS-Track) and participation in the Florida
Benchmarking Consortium (FBC).
FOR OFFICE USE ONL Y
15
Agenda Item No. 16F1
I It is highly unlikely that the personnel involved with and supporting the project will
lchange over the next two years. In the unlikely event that such should occur, alternative
rstaff members are more than capable of stepping-up and following through with the grant
,commitments and the ultimate goal of creating and reporting "citizen centric"
Iperformance measures. The County Manager is committed to this endeavor and is under
icontract for the next two years. The staff responsibie for implementing the citizen
iinformed performance measures and reports are primarily senior staff members whom
Ihave proven to be successful, exceed expectations and are dedicated to fostering
irelationships with the community.
All levels of the Board of County Commissioners (BCe) and County Manager's Agency FOR OFfiCE USE ONlY
support this project. The Board's Long Range Strategic Plan includes the Strategic Goal of
Local Governance, defined as: To sustain public trust and confidence in County
government through sound public policy decisions, expert professional management and
active citizen oarticioation." The County Manager is dedicated to improving citizen
interaction with government. So much so that included in his FY 2010 Annual Work Plan,
approved by the BCC on September 29, 2009, is the requirement to "Begin the implementation
of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to
report goal progress to constituents (stakehoiders.)"
VI. Other Information
~,-, ,'It,J'' n: J'" r~(j~-'II;"-~~"":: ""'-;~l\i" ~"f' ,T, ,. ""~~ii~".,~~ ~-'~T"- > r>.~:\'i;;A';;~~
tj:" ! ".j,+I:;[f:,trm'1,jJlii~L':';n~'",~a.i',5..:.r'l'!~.iilj~i";: '~'~:m'\~4l'/!1)r:!1f'i~~tH '~'rlo':'L-).! ../ -, r~J',,1~(:l .~,,:vm"
if. .'. :~~f~" ~ "I~~~~~~'~f': ,-~ 0:f:f" ...,Y' ~ ,- Il~ -"'\L\Wi;,:_lir, '~,~ h '," ':,j~" - -~,,-," {~~~::~~;~j ~!J!!i\dj~'
i"l S;~~;:1~'FrJ' ~k(-t.l;,~~it'1:,':;;':~1,~~&'J '\;;W~l]1i.~ '" ,,,,n I ;'~~"~:~ . ,,;.:,""Ji>t' ,~" ;~";''5'-' 'ljfJY'I""l~",~"~;~t'""" ~ I ">
: ;,'~l~,';& "I~ t ,,'f{~t~~i"&fr~:t~.f, /' Xi}Z.'F~~.,:;1 .,,, ~',~'-'l, ,\'i]r~ ~~.1~~-"-f,.,.,,,,~;<wl~;f.ilirL' ,~~~ 41fb~~_ """'"%v~1;o. ":'~
When a former County Manager of 8 years who recently retired for health reasons was FOR OFFICE USE ONLY
first interviewed by the then County Manager for an Administrator Position, he asked the
interview team: "How do you know you are doing a good job?" After a long pause the
Assistant to the County Manager stated: "We know we are doing a goodjob if the County
Manager still has his job tomorrow!" The former County Manager later told his wife
about the interview and stated: "Well f guess I'll take the job. They have no clue how well
they are performing. f can only imagine that I can make a lot of improvements." After
being hired as an Administrator within 2 years he was appointed by the Board of County
Commissioners as the County Manager..........and Collier County's quest for developing
meaningful performance measures finally took off. The current County Manager,
formerly the Deputy County Manager for 8 years, is fully engaged and leading our efforts
in increasing citizen involvement, not only in the development "citizen centric"
performance measures, but in all areas of Collier County government.
As is evidenced within the structure of this application, Coilier County has been directing
substantial effort an~fo_cus_()n dev~loEin!5' sustaininjS and utilizin[lJe~formance measures
16
Agenda Item No. 16F1
___~~_~_ __~_______-__-_~__-_-_-_~ ____ l\Q[j1J_;L201Q.
: as ~ key means of effectively operating local government and meeting the needs of its Page 20 of 22
: citizens. It is now time to enrich these efforts by direct involvement with our citizens and
creating structured performance measures that help the Board of County Commissioners,
the County Manager and his staff assure their ability to meet the requirements of our
citizens.
: We are uniquely positioned to utilize the Trailblazer funds in a situation where there is
already a structure and vision in place; we are ready to move fast and we have the
background, understanding and community liaisons already in place to foster this
, endeavor. Consequently, actual achievement of "citizen centric" performance measures
I is very realistic for us and the grant funds that may be provided will without question be
used effectively to this end.
, Attached please find additional documents referenced in this Trailblazer application'
I
Appendix Format Title
#
1 Excel Organizational Charts
2 Word Division/Department Listing of Service Areas & Descriptions
3 Pdf Collier County Profile
4 Word Performance Measurement Service Areas
5 Word STEP-UP Team Membership Listing
6 PP OPS- Track FY 09 Q4 YE Report
7 Pdf FY 2010 Adopted Budget Performance Measures
8 Excel Collier County extract of data submitted for FBC FY 2009
Data Report
9 Word Collier County BCC long-Range Strategic Plan
10 I Jpeg Collier County BCC Strategy Map
11 Excel Collier County Key Perspectives Definitions
Additional information may be found on our website Colliergov.net
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. . .
VII. Payment Information
Agenda Item No. 16F1
-It " <f' <IIit.;;;; ....... ,..... '""",, ~'iIi.>... ", . ., . .' . - .
hlf~ti~n~S Qlt~j~~,~~~ViJ:~!:0.:~ItIle~":"':~':--;'>'
Check Payable To
Collier County Board of County Commissioners
Contact Person
Winona Stone
Title
Assistant to the County Manager
, Mailing Address
Attn: Finance Department
3301 E. Tamiami Trail
Naples, FL 34112
Telephone
239.2528383
FAX
; 239.252.4010
Email Address
winonastone@colliergov.net
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~. . .
VIII. ConfirmatIon and Signatures
Agenda Item No. 16F1
I, as the person responsible for the management of the project proposed herein, confirm that If this
proposal is approved by the National Center for Civic Innovation, the government of Collier County Board
of County Commissioners, Florida agrees to:
Solicit feedback from the public, in an approved manner, about the style, performance measures and other
content of our current performance report
Take the public's views into consideration in preparing subsequent performance reports, as existing measure are
reviewed, when new measures are developed, and about the desired style and format of the new report
Disseminate at least one version of the revised performance report to the general public before August 31, 2011
Incorporate public accessibility and feedback into the performance measurement and reporting process in the
future
Attend an expense-paid national meeting of Trailblazers to share experiences and learn from one another
Participate in a Trailblazer Iistserv
Submit brief quarterly progress reports
Submit a brief final report
Serve as a resource for other governments that want to initiate citizen-informed performance measurement and
reporting.
The work I do under this project will be exclusively for the government of Collier County Board of County
Commissioners and will not be used for commercial gain.
. I ~\ tIlL fJ1 L ~Jvu-
SIgna ure
March 15,
2010
Date
Print Name and Title:
Winona Stone, Assistant to the County Manager
I, as the chief executive officer of Collier County, affirm that I am familiar with this application and
confirm the jurisdiction's commitments as stated above.
d(~(lJ-J-Jf
Signature
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Please provide letter(s) of support from government official(s), other than and independent of those above, if any, who i
WIll be involved in the preparation and/or review of these reports. .----J
~0ck}t.
March 15,
2010
Date
Print chief executive's name, title and telephone number:
Name:
Leo E. Ochs, Jr.
Title:
County Manager
Telephone:
239.252.8383
r
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