Agenda 06/22/2010 Item #16F 2
EXECUTIVE SUMMARY
Agenda Item No. 16F2
June 22, 2010
Page 1 of 27
Recommendation to authorize the County Manager to sign an acknowledgement and
acceptance of terms and conditions letter for a $5,000 grant from the 2010 Trailblazer
Grant Program sponsored by the National Center for Civic Innovation to enhance our
efforts in creating Citizen Centric Performance Measures as outlined in the County
Manager's FY 2010 work plan and authorize any necessary budget amendments (Project
#33115).
OBJECTIVE: To engage the public in the Board of County Commissioners (Board)
performance measurement and reporting processes.
CONSIDERATIONS: On April 13, 2010 (Agenda Item No. 16F1) the Board approved the after
the fact submittal of a $5,000 grant application to the 2010 Trailblazer Grant Program sponsored
by the National Center for Civic Innovation to enhance our efforts in creating Citizen Centric
Perfonmance Measures as outlined in the County Manager's FY 2010 Work Plan. The grant will
provide funds to Collier County Government to strengthen, improve, and enhance our
performance management and decision-making processes. Current plans are to conduct a
minimum of five focus groups, one in each of the five districts in Collier County. The focus
groups will facilitate citizen participation, assist in developing and incorporating citizen-informed
outcome measures into the Collier County performance measurement process, and should
prove to be mutually beneficial for all stakeholders across the county.
All grant obligations must be completed by August 31, 2011 and include:
1.
~-- 2.
3.
4.
5.
6.
7.
Soliciting feedback from the public about existing performance measures, new
measures to be developed and desired style and format
Considering the public's views or suggestions in the production of a performance report
Considering the public's recommendations and points of view in management practices
Integrating public accessibility and engagement into the performance measurement and
reporting process in the future
Submitting brief quarterly progress reports and a brief final report to the Grantor
Creating and disseminating a perfonmance report to the general public by August 31,
2011
Attending meeting(s) of Trailblazers to share experiences and learn from one another
(expenses paid by Grantor in addition to the $5,000 grant award), serving as a resource
to other governments, and participating in a list serve.
FISCAL IMPACT: A budget amendment is necessary to recognize the $5,000 in grant award
funding to be received in one payment after return of the signed agreement (during FY 2010)
and corresponding expenditures associated with the focus group sessions, publication of an
annual report, and associated expenses (during FY 2010 and 2011.) No matching funds are
required. (County Manager Grants Fund # 713, Project # 33115)
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. - CMG
RECOMMENDATION: Recommendation to approve 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, authorize the County Manager to sign the acceptance letter, and authorize
any necessary budget amendments.
PREPARED BY: Winona Stone, Assistant to the County Manager
Agenda Item No. 16F2
June 22, 2010
Page 2 of 27
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
Item Number:
Item Summary:
16F2
Recommendation to authorize the County Manager to sign an acknowledgement and
acceptance of terms and conditions letter for a $5,000 grant from the 2010 Trailblazer Grant
Program sponsored by the National Center for Civic Innovation to enhance our efforts in
creating Citizen Centric Performance Measures as outlined in the County Manager's FY 2010
work plan and authorize any necessary budget amendments (Project #33115).
6/22/20109:00:00 AM
Meeting Date:
Approved By
Winona W. Stone
ASsistant to the County Manager
Date
County Managers Office
County Managers Office
6/14/20101:40 PM
Approved By
Colleen Greene
Assistant County Attorney
Date
County Attorney
County Attorney
6/14/20104:32 PM
Approved By
OMS Coordinator
Date
County Manager's Office
Office of Management & Budget
6/14/20104:36 PM
Approved By
Jeff Klatzkow
County Attorney
Date
6/14/20104:44 PM
Approved By
Marlene J. Foord
Grant Development & Mgmt Coordinator
Date
Administrative Services
Division
Administrative Services Division
6/14/20105:02 PM
Approved By
Leo E. Ochs, Jr.
County Manager
Date
County Managers Office
County Managers Office
6/14/20105:16 PM
Agenda Item No. 16F1
Agenda ~ f'tIg>. 219'&
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Page 3 of 27
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 govemance. Collier's pians
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
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
Aaenda Il!lm ~.~
"genoa 1~1~~
Item Number:
Item Summary:
16F1
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 Managers FY 2010 work plan.
4/13120109:00:00 AM
Meeting Date:
Approved By
Joshua Thomas
Administrative Services
Dlvlclon
Grants Support Specialist
Date
Administrative ServIces Division
3/25120109:49 AM
Approved By
Colleen Greene
Assistant County Attorney
Date
County Attorney
County Attorney
3/25/20102:53 PM
Approved By
OMS Coordinator
Date
County Manager's Office
Office of Management & BUdget
3/25120103:47 PM
Approved By
Therese Stanley
Office of Management &
Budget
Manager - Operations Support - Trans
Date
Office of Management & Budget
3/29/201010:21 AM
Approved By
Jeff Klatz:kow
County Attorney
Date
3/30/2010 9:11 AM
Approved By
Leo E. Ochsl Jr.
County Manager
Date
County Managers Office
County Managers Office
4/6/20101:20 PM
Co~T Cou.nty
~-
~..
Administrative Services DMsion
Grants Coordination
-
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TO:
Leo Ochs, County Manager
CC:
Ofelia Tallon, Human Resources Analyst
Winona Stone, Asst. to the County Manager
Marlene Foor~ants 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 envirorunent 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 measurement process; and the outreach will prove to be mutually beneficial for all
stakeholders across the county.
Because the application needs to be submitted by March 15th, we 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 staffwas unable to meet the prescribed deadlines for submission to the Board prior to
the grant application deadline of March IS, 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. marlenefoordiW:collier2"ov.net. (239) 252-4768. (239) 252-8720 (fax)
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NATIONAL CENTER FOR CNIC INNOVATION
Center on Government Perfonnance
GOVERNMENT TRAILBLAZER PROGRAM
121 Avenue ofthe Americas, 6"' Floor, New York, NY 10013
Governments Involving the PublIc in Performance Measurement and Reporting
Apphcatlon for Government TraIlblazer Program (2010)
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Introduction
The Center on Govemment 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 govemments 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 govemment 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 govemment 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 available.
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.
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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 perfonmance measurement and reporting process
in the future.
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In addition, participants will:
. Attend a meeting of Trailblazers to share experiences and leam from one another (meeting and travel
expenses to be paid by NCCI)
. Participate in a Trailblazer listserv
. 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.
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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 wili be involved in your perfonmance measurement and reporting
practices.
.
We recommend independent, nonpolitical, professionally designed approaches to reach a representative group of the
pub.c.
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NATIONAL CENTER FOR CIVIC INNOVATION
Center on Govemment Performance
GOVERNMENT TRAILBLAZER PROGRAM
121 Avenue of the Americas, 6'" 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
Govemment Traiiblazer Program
Attention: Nancy Allendorf
121 Avenue of the Americas, 6th Floor
New York, NY 10013
. Also, please email an electronic copy of the application to oor@civicinnovation.ore with your
government's name in the filename.
~. 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
oor@civicinnovation.oro
(212) 925-5675
(212) 590-9405 Nancy Allendorf
(212) 590-9413 Vema Vasquez
(212) 590-9412 Barbara J. Cohn Berman
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NATIONAL CENTER FOR CIVIC INNOVATION
Center on Government Performance
GOVERNMENT TRAIL.BLAZER PROGRAM
121 Avenue of the Americas, 6th Floor, New York, NY 10013
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FOR OFFICE USE ONLY I
Governments InvolvIng the Public In Performance Measurement and Reporting
I. Applicant Information
Name of government Board of Collier County Commissioners
Type of government
(City~~ounty; in!l~anada, also County
snec' tier level
Website I www.colliergov.net
i
Person responsible for the Winona Stone
management of this project
Title Assistant to the County Manager
Mailing address (including 3301 E. Tamiami Trail
Building F
department/agency name) Naples, Florida 34112
Telephone 239-252-8736
FOR OFFICE USE ONl Y
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I
I FAX
Email address
1239-252-8828
1 wlnonastone@colliergov.net
,
If this application is being
completed by someone other
than the person named
above, please provide name,
title and contact information
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FOR OFFICE USE ONLY
Jther (specify):
Collier County Government is comprised of six primary branches (each headed by FOR OFFICE USE ONLY
elected official[s]), iricludlng 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 ~~e Board of Coilier 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 8Ce'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
Reiations, Tourism and the Bureau of Emergency Services) and five distinct Divisions:
. ;ministrative Services which provides administrative, technical, logistical and resource
.anagement; 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 oftraditional 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 of thirty years, the number of county residents swelled
from 6,488 in 1950 to 85,000 by 1980. The county seat was transferred from Everglades
C:ity to the more urban East Naples in 1962, signaling a new era of sustained growth in
'Iculture, tourism, and real estate. Prior to the current economic crisis being
_. .ilerienced by most jurisdictions, Collier County had for over a decade been one of the
5
All;
fastest developing areas in the nation. Collier County has a FY 2010 projected permanent
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 agriculture, tourism and real estate are experiencing economic
difficulties. Reference Appendix # 3 for additional demographic, etc. Information (Collier
Count Profile)
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I Performance management is an integral part of Collier County Government's
management process and in today's environment of "do more with less" it has become
indispensable. Currently, established performance measures are primarily for internal use
and are not generally disseminated to the public as they are utilized as a management
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"
performance measures. Receiving the Trailblazer award will provide needed additional
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
additional voice in their governance. Collier's plans are to implement five focus groups,
one in each ofthe five districts in Collier County. The focus groups will provide an initial
forum for citizen interaction, citizen education about performance measures, facilitate
citizen discussion about performance outcome measures, determination of which
outcomes (in each service category) are most important to them, and facilitate citizen
input in the development of measures of service effectiveness. An annual report, 'or
scorecard, on the resultant "citizen centric" performance measures will be widely
distributed through various media, including the county's web site, Collier 1V, press
releases, posters, social media, and additional methods if funding 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
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
Collier 1V, 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
participation, and wider distribution ofthe final report.
FOR OFFICE USE ONLY
c.
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Appendix # 4 is a table of Service Areas for which performance data is currently reported FOR OFFICE USE ONLY
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). OP5- 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. OP5- Track measures include 20 service
categories and more than 10 internal services and also include revenue and expenditure
data (Appendix # 6: OP5- 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
.~'":ounty 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.
Coilier County is a founding member of the Florida Benchmarking Consortium (FBe),
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 )
Coilier County maintains a balanced scorecard methodoiogy, 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 Coilier County Commissioners adopted its first ever
Long Range (10 year) Strategic Plan (Appendix # 9) effective October 2007. The plan
.... 'entifies six strategic focus areas and their corresponding strategic goals, desired
. Jmmunity outcomes and objectives. Subsequently, staff developed a Strategy Map
7
(Appendix # 10), that incorporates the plan into a "road map" format highlighting four
key perspectives (serve the customer, manage financial resources, run tne business and
build the team). Definitions for each key perspective and corresponding community
outcomes were also crafted (Appendix # 11.)
During the current fiscal year (FY 2010) the team is evaluating tne three performance
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
classifying whether the data is simply informational or if it is a "decision maker." The
team has also been tasked with identifying leading indicators for building industry
recovery. Interaction with citizens'should rove invaluable towards these efforts.
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The County Manager's STEP-UP Team; a cross.divlslonal team reporting directly to the
County Manager, is responsible for recommending performance measures and revisions,
deletions, additions and change in display format of OP$-Track performance measures.
The team works with their respective staffs 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.
I. The FBCservice areas are determined by the FBC membership, with input from
participating jurisdictions. Collier County played a lead role in the development and
definitions ofthe FBC's Road Repair and Storm water 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 citi2en volunteers, who
have already held preliminary meetings to strategize our proposed focus group sessions,
etc. With input from citi2ens, 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
,
I data. The Team Lead publishes and distributes the OPS-track reports quarterly.
fOR OFfiCE USE ONLY
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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 of the 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 Pian which sets goais and targets for the upcoming fiscai year and upon
which he is rated at the conclusion of the fiscal year. Staff develops measures that track
'Jrogress and outcomes of the items included in the County Manager's Work Plan.
o
(he 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 tllis time we are not able to provide the number requested. No staff is solely dedicated FOR OFRCE USE ONLY
to the performance measurement and reporting process. Two staff members own
performance measurement as one of their 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
aeration analysts though department directors (40) and division administrators (5), prior
j 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,
!\Gena. 11orl1 No, 16Ft
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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 of the Trailblazer grant will enhance the development and distribution of
"citizen centric" perfonmance measures, through the use of press releases, social media
formats, Collier TV, Collier County website, etc.
FOR OFFICE USE ONLY
Data reports are utilized by the County Manager and senior staff, including Division
Administrator and Department Directors in making management decisions on funding
priorities, identification of areas needing process improvements, and gauging customer
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
impacts,
Continuous feedback is solicited from internal users and is provided to the STEP-UP team,
which assists in the enhancement of the measures and reporting formats.
FOR OFFICE USE ONLY. (
As reported later in Item 19 a., the County is currently developing plans to iFOR OFFICE USE ONLY
implement citizen focus groups. However, no county funds have been provided for the
development of "citizen centric" performance measures and the effort is reliant upon
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 dissemination of a professional "citizen centric" performance report.
10
'.
Trailblazer grant funds will greatly enhance our efforts to begin the process of developing 0
"citizen centric" measures during 2010, The participating citizens will have an enriched 7
.~xperience with the provision of Trailblazer funding. .
I
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 Infonmation 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 th is 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 of the
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 website, other social
media, posters/flyers posted in public areas (such as libraries, parks, etc.); list serve em ail
to more than 30 community stakeholder organizations; members of the Board's 40 or so
'.'vlsory com mittees will be notified through their respective staff liaisons; and any
Jltlonal methods likely to result in obtaining participants representative of the Collier
FOR OFFICE USE ONLY
11
~!:lflifc!
01 ~2
County population.
The goal ofthe 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.
I
I b) Feedback on the performance reports will be solicited through many of the same
methods listed under a) above for gaining cltiz.en 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.
r~
Preliminary plans call for the five elected Commissioners, in addition to being FOR OFFICE USE ONLY
invited to participate in the opening session of the focus group in their districts, during a
public meeting, to review the report drafted by staff. The report will include the
reco~mendations received from citizen participants during the focus group sessions. The
Collier County Commissioners are always solicitous of public feedback and welcome
publit participation in the government process. When Commissioners receive feedback
or comments from citizens they forward such to the County Manager for his
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
government strives to be transparent and responsive to our citizens.
There are several resources available for the distribution of the annual FOR OFFICE USE ONLY
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.
l_
12
0......
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
webslte. 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 ofthe 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
Iikeiy be created. Use of other social media will be researched and if utilized monitored
for activity.
FOR OFFICE USE ONLY
Date Who Activity Frequency
/;- ..April- Team* Meetings to strategize and develop project BI-weekly
I
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
(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;iSion,
short feedback report to participants Including
listing of next steps.
Oct. 2D1O Team, Compile information from sessions, request Team meeting
-June Citizens, continuous feedback, gain consensus on 3-5 Bi-weelcly, 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
13
Publish
Annual
Performance
Report and
Staff Program
Report
and final Staff Program Report, draft annual report;
schedule BCC public meeting or workshop to
review and finalize report and format.
Disseminate the Citizen Centric Performance
Report (BCC Citizen Report Card) through various
media and solicit feedback. Distribute Staff
Program Report to interested parties; both to be
included on the County website; cycle to continue
annually {pending funding)
~9~N@,1eF2
f1* 1~lln4
July-
Aug.
2011
Annually
-Team:: Implementation Team, composed of a minimum of 4 staff members and 2 citizen volunteers
The Co~nty is currently developing pians to implement focus groups. The County FOR OFFICE USE ONLY
Manager is tasked by the Board of County Commissioners to bellin 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
implementation, focus group sessions, and development of performance measures with
citizen input and publication of an annual performance report for dissemination to the
public will be delayed until funding can be secured. Based upon our history of activity and
the evolution of performance measures to date, staff is uniquely poised to move ahead
very quickly one funding is secured. Our citizens will also benefit from the involvement
and cross communication with the STEP-UP and Trailblazer Teams of like minded
I professionals, should we receive this grant award.
The Trailblazer grant will provide additional funding for solicitation FOR OFFICE USE ONLY
(advertisements) of citizen participation in the focus groups, pay for meeting facilities (if
needed), defray the cost of meeting materials and refreshments available at the group
sessions, possible video-taping of the sessions to be broadcast on Collier TV, possible
"thank you for participating" gift cards and/or other items (such as coffee cups with the
Collier County 10go/NCCllogo) of minimal monetary value, certificates af participation,
Land wider distribution ofthe final report.
I
~
14
Our vision Is that once we create citizen performance measures this will begin a FOR OFFICE USE ONLY
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 underthe direction of the County Manager.
Collier County is always available as a resource to other agencies, both FOR OFFICE USE ONLY
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
....-fevelopment of citizen involved performance measurements. These documents along
./ith 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.
The County Manager's Strategic Excellence Program for Ultimate Performance FOR OFFICE USE ONLY
(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).
15
,~ ... t':
,~ " ~. ,e;' .'-~"" ,,~,.. ~ ,- , - - ~.' ~ ~ " ~ -. _ ~'- "'!~ ,:; 0;:- ~ 'J': .~. ," i - _ .
.::Z:-~: 1..,,1. I~ ", \i:." . .~.>~ ',_ ,I "._,' ,,') , . :,-- -, ~.~ ,-_1, . " ~ _ .
',' - - . ,
. All levels ofthe 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 .
I Local Governance, defined as: To sustain public trust and confidence in County
! government through sound public policy decisions, expert professional management and
I active citizen DarticiDotion. H The County Manager is dedicated to improving citizen
interaction with govemment. So much so that included in his FY 2010 Annual Work Plan,
approved by the BCe on September 29, 2009, is the requirement to "Begin the implementation
af a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to
report goal progress to constituents (stakeholders.]"
It is highly unlikely that the personnel Involved with and supporting the project will
change over the next two years. In the unlikely event that such should occur, alternative
istaffmembersare more than capable of stepping-up and following through with the grant
jCOmmitments and the ultimate goal of creating and reporting "citizen centric"
performance measures. The County Manager is committed to this endeavor and is under
contract for the next two years. The staff responsible for implementing the citizen
linformed performance measures and reports are primarily senior staff members whom
Ihave proven to be successful, exceed expectations and are dedicated to fostering
relationships with the community.
FOR OFFICE USE ONLY
(
When a former County Manager of 8 years who recently retired for health reasons was FOR OFFICE USE ONL Y
first interviewed by the then County Manager for an Administrator Position, he asked the
interview team: "How do you know you are doing a goodjob?" After a long pause the
Assistant to the County Manager stated: "We know we are doing 0 goodjob if the County
Manager still has his job tomorrow!" The former County Manager later told his wife
about the interview and stated: "Weill guess I'll take the job. They have no clue how well
they are performing. I 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. I
As is evidenced within the structure of this application, Collier County has been directing !
substantial effort and focus ~r1...d.e.velopi.n~~u~t-"in.i1}~_~d_!ltili~i-"g performa!:,ce_measLlres i .___J
16
~ll~1\ilff\2
i "asa key ~ean~ of effectively operating local government and ~eeting the needs of it'S-I-' ~~a:~' !
I citizens. It is now time to enrich these efforts by direct Involvement with our citizens and I i
~ creating structured performance measures that help the Board of County Commissioners, I i
.. the County Manager and his staff assure their ability to meet the requirements of our i !
! citizens.
I We are uniquely positioned to utilize the Trailbla2er funds in a situation where there is
I already a structure and vision in place; we are ready to move fast and we have the
I background, understanding and community liaisons already in place to foster this
I endeavor. Consequently, actual achievement of "citizen centric" performance measures
! is very realistic for us and the grant funds that may be provided will without question be
: used effectively to this end.
i Attached please find additional documents referenced in this Trailblazer application:
!
Appendix Format Title
#
1 Excel Organizational Charts
2 Word Division/Department Usting 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 Jpeg Collier County BCC Strategy Map
11 Excel Collier County Key Perspectives Definitions
--I
Additional information may be found on our website Colliergov.net
17
..! ii - ':2, .,,,_ 1,.
VII. Payment Information
.IJo\!jl!'KllMMhI'14G1~2
'" -'. '.:r.'''''~'-~~~~''~ .... ~N". .' ~l;..,J-
~J.~'f!'p'~~.~.~~.~.Vil ,"~.~'-~~L~~" "~~~"~
!! '
i Check Payable To
I
Collier County Board of County Commissioners
i
I
! conta~ P:~o~ - - --~inona Stone
1- __._____."j"-____h__
I Title
~- -- -
'-l
; Mailing Address
!
i
-- i --- --~ -- ---.
: Attn: Finance Department
3301 E. Tamiami Trail
Naples, FL 34112
Assistant to the County Manager
~
i
__.I
!
I
~
+-- -
I
.--. .-....-..--- -.--.- -.- '''1
i Telephone
,
""'-"'.-.'-'--'- --
,
: FAX
L .-_"
,
I 239.252.8383
i
I -"""- .~_.
i 239.252.4010
-----1
~- --.---. -.--.-- '--
I
I
.-.j
(
Email Address
!
winonastone@colliergov.net
18
(~ I, as the person responsible for the management of the project proposed herein, confinm that if this
proposal is approved by the National Center for Civic Innovation, the govemment of Collier County Board
of County Commissioners, Rorida 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 Trailbiazers to share experiences and leam from one another
. Participate in a Trailblazer Iislserv
. Submit brief quarterly progress reports
. Submit a brief final report
. Serve as a reSOUrce for other govemments that want to initiate cltizen-informed performance measurement and
reporting.
The work I do under this project will be exclusively for the govemment of Collier County Board of County
Commissioners and will not be used for commercial gain.
! ~ lliL f){ a.
Signa UrTJ
QQ~
March 15,
2010
Date
. .
Print Name and Titie:
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
confinm the jurisdiction's commitments as stated above.
~e"'~(}~f L~ck}t.
Signature
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
Please provide letter(s) of support from government offieial(s), other than and independent of those above, H any. who
will be involved in the re sration and/or review of these re orts.
19
Agenda Item No. 16F2
June 22, 2010
Page 25 of 27
Chairman
Dal W. Forsythe
Directors
Robert Abram!!
David C. Chang
AbIgail Disney
Esler ::L.JCt\S
Aooert GM Keatl'19
Lsene Nieves
[)avid Steinberger
President
Mary McCarmic:k:
Vic. Presidlltnu
Barbara J Cohn Berman
Alfonso Wyatt
."....~..
C"','
NATIONAL CENTER FOR CIVIC INNOVATION
May 17, 2010
Grant Number: # 2010-05-018
Winona Stone
Assistant 10 the County Manager
Collier County
3301 E. Tamiami Trail, Building F
Naples, FL 34112
Dear Ms. Stone:
I am pleased to inform you that the National Center for Civic Innovation (NCCI) has authorized a
Trailblazer grant of $5,000 to the Board of Collier County Commissioners. 'This grant is to provide partial
support to implement your March 15, 2010 proposal to our Government Trailblazer Program, as amended
by any subsequent communications with our office. This grant is made on condition that the funds will be
administered in accordance with the altllCbed Grant Description, Obligations of Grantees, and Summary
and is to be used exclusively for these stated purposes and may not be used for any other purposes.
Note that NCCl shall not be liable for reimbursing the Board of Collier County CommissioneI1l for
any costs in excess of the authorized amount. In addition, funds not expended or committed for the
stated purposes within the program period shall be returned to NCC!. NCC!'s support is to be
acknowledged in any printed materials) press statements and press releases resulting from this project
as follows: "Support for this project is provided by the National Center for Civic Innovation, Center
on Government Performance."
Please sign the two copies of this letter to acknowledge your acceptance of these terms and
conditions. Return one copy to: Nancy Allendorf, National Center for Civic Innovation, 121 Avenue
of the Americas, Sixth Floor, New York, NY 10013. The other copy should be retained for your
records. After we receive your signed copy, tbe award will be forwarded to the Board of Collier
County Commissioners in accordance with the infonnation provided in your application.
We wish you every success in this important initiative and are looking forward to working with you.
ACKNOWLEDGED AND AGREED:
Barbara J. Co Bennan
Director, Center on Government
Performance
Project Director: Signature and Date
Print Name:
"TTEST:
DWIGHT E. BROCK. Clerk
By:
Chief Executive; Signature and Date
Print Name:
ved as to iorm & legal sufficiency
Federal Employee Identification Number:
Colleen Greene,
Assistant County Attorney
121 Avenue of the Americas, New York, NY 10013~1590 . Tel: 212.925,6675 . Fax: 212.925.5675 . www.civlcinnovation.org
AytlllUClll\::!1i1 [\ju. lOlL
June 22, 2010
Page 26 of 27
National Center for CIvic Innovation
Cenler on Government Performance
Government Trailblazer Program
GRANT DESCRIPTION
Since 1995, the Center on Government Perfonnance (CGP) of the National Center for Civic Innovation has two
major overriding objectives: (I) to produce greater alignment between the public's point of view and the actions and
priorities of its local government; and (2) Ie provide non-confrontational opportunities for the public and
government to discuss matters of mutual concern. One ofCGP's programs is the Government Trailbtazer Program,
which encourages local and county governments to engage the public .in their penonnance measurement and
reporting processes.
Since 2004, 67 governments have blazed new trails in the way they arc measuriog and reporting about their
performance by:
. Getting feedback from the public about the content aod 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 grantees join this corps of governments and government managers wbo have been recognized for the
innovative ways in which they have made their government more transparent and encouraged public involvement
TrailblazerY enjoy the recognition and. satisfaction of introducing innovative management practices and civic
participation into local government operations.
OBLIGATIONS OF GRANTEES
Trailblazers agree Ie break new ground by:
. Disseminating to the general public, by August 31, 2011, a perfonnance report thal has been produced
after:
o Soliciting feedback from the pub1ic~ in an approved manner,. about existing performance
measures, oew measures to be developed, and the desired style and format of a report
o Taking the public's views or suggestions into consideration in the production of the new report
. Considering the public's recommendations and points of view in their management practices
. Making every effort to integrate public accessibility and engagement into the performance measurement
and reporting process in the future
Additionally, participants will:
. Attend meeting(s) ofTrailb1azers to share experiences and learn from one another (meeting and travel
expenses to be paid by NCC!)
. Participate in the Trailblazer listserv
. Submit brief quarterly progress reports to CGP
. Submit a brief final report to CGP
. Serve as a resource for other governments that want to initiate citizen-informed performance measurement
and reporting
.. We recommend independent, nonpolitical, professionally designed approaches to reach a representative group of tbe public.
Agenda Item No. 16F2
June 22. 2010
Page 27 of 27
National Center for Civic InnovatioD
CCDter 00 Government Performance
Government Trailblazer Program
GRANT SUMMARY
Board of Collier County Commissioners
Grant Number: 2010-05-018
A. Period
All grant obligations must be completed by August 31, 20 It.
B. Amount of Award and Payment Schedule
NCel hereby authorizes the amount of $5,000 for purposes of this project. One payment shall be made to the Board
ofeollier County Commissioners after return of this signed agreement.
C. Reporting Requirements
Brief Quarterly Progress Reports 09/30/2010,
12/31/2010.
03/3112011,
06/3012011
Final Report to NeeJ with recommendations and 8/31/2011
comments
Due
D. Check payable to:
Collier County Board of County Commissioners
Winona Stone
Assistant to the County Manager
Collier County
Attn: Finance Department
3301 E. Tamiami Trail
Naples, FL 34112