Agenda 09/29/2009 Item #10D
Agenda Item NO.1 00
September 29, 2009
Page 1 of 46
EXECUTIVE SUMMARY
THE ANNUAL PERFORMANCE APPRAISAL FOR THE COUNTY MANAGER
OBJECTIVE: To complete the annual performance appraisal for the County
Manager.
CONSIDERATIONS: The County Manager reports directly to the Board of
County Commissioners. I n order to assure that his work performance is
coordinated with the direction of the full Board, an annual appraisal is conducted.
An annual work plan (Action Plan) was developed. The County Manager has
provided a commentary and self-appraisal as a starting point for this year's
appraisal. He has met individually (when required) with each Board member to
discuss the past year's performance to determine what elements Board members -
recommend or direct to be performed better or differently and what aspects of the
office operation were done well. A compilation of the Commissioners'
evaluations is included along with their general comments and suggestions.
The County Manager Employment Agreement provides that on the date general
wage adjustments are granted generally to Collier County employees, the County
Manager's base salary shall be modified to reflect the general wage adjustment
granted to other County employees. Merit pay is also available if the Board feels
that the County Manager has "met" or "exceeded" the Board's expectations.
Merit pay can be awarded from 3% (minimum) to a 10% (maximum). By the
existing contract, all such merit adjustments shall be included in the Manager's
base salary. However, to be consistent with the cost savings predicated by
budget cuts for FY10, the County Manager, voluntarily requests, that no merit
pay be considered.
FISCAL IMPACT: Funding for the Manager's salary is available in his office
budget.
GROWTH MANAGEMENT IMPACT: There is no growth management impact
associated with this item.
RECOMMENDATION: That the Board of County Commissioners complete the
annual performance appraisal process for the County Manager.
Prepared br;;;j; --/~ ~~
ames V. Mudd, County anager
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Agenda Item NO.1 00
September 29, :;;:009
Page 2 of 46
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
Item Number: 100
Item Summary: This item to be heard at 11 :00 a.m. The Annual Performance Appraisal for the County
Manager. (Jim Mudd, County Manager)
Meeting Date: 9/29/20099:00:00 AM
Approved By
Leo E. Ochs, Jr. Deputy County Manager Date
Board of County
Commissioners County Manager's Office 9/21/2009 3:37 PM
file://C:\Agendatest\export\135-September 29, 2009\10. COUNTY MANAGER REPORT\I... 9/23/2009
Agenda Item No. 100
September 29, 2009
Page 3 of 46
FY 2009
Jim Mudd's Speaking Engagements
Date Event
October 2, 2008 Leadership Collier 2009 - North Collier Regional Park.
4:00 p.m. "How to Pay for Growth"
October 3, 2008 Check Presentation for State ($135K) FRDAP Grant for the
11:00 a.m. 12:00 p.m. Immokalee Sports Complex Gym
October 9, 2008
7:30 a.m. North Naples Rotary - Collier Athletic Club
October 9, 2008
9:00 -10:00 a.m. Guest Speaker - Golden Gate Boat Ramp Grand Opening
October 9, 2008
12:30 p.m. Sea Stars of Naples - Club at Pelican Bay
October 20, 2008
6:30 p.m. North Naples Methodist Church Men's Club
October 21, 2008 IntroductionlWelcome at the SECOG Conference (South
8:30 a.m. East Class Owners Group) - North Collier Regional Park
October 29, 2008 Greater Naples Leadership
9:00 a.m. Collier Athletic Club
November 26, 2008
3:00 p.m. Leadership Marco - Government and Growth Management.
December 8, 2008 Golden Gate Civic Association, Golden Gate Community
7:00 p.m. Center
December 11, 2008
10:00 a.m. Property Owner Association President's meeting
January 8, 2009
12:00 noon Marco Island Noontime Rotary Club
January 9, 2009
9:00 a.m. Minnesota Men's Breakfast Club
January 15, 2009 Leadership Collier - City/County Manager Forum
8:30 - 9:30 a.m. Supervisor of Elections' Office
February 26, 2009 Naples Chamber Board Meeting
7:15 a.m. The Hilton
March 18, 2009 Naples Chamber Wake Up Naples
7:30 a.m. The Hilton
March 24, 2009 Know Your County Government - Teen Citizenship
8:30 a.m. Program
May 28, 2009 Grand Opening - Collier County Emergency Services
2:00 p.m. Center
June 8, 2009
6:00 p.m. The Collier Republican Club - Bellasera Hotel
Agenda Item No. 100
September 29,2009
Page 4 of 46
FY -2009
Jim Mudd's Employee Messages and Functions
Date Event
1st Quarter 2008 Video taping for roll out of new health plan
October 17, 2008 Annual Department DirectorlDivision Administrator Full
9:00 a.m. -12:00 Noon Staff Meetin Museum
November 13, 2008 Emplo ee Service Awards Breakfast
Janua 29,2009 New Em 10 ee Orientation
Janua 29,2009 Em 10 ee Service Awards Breakfast
Jul 7,2009 2009 Hurricane Exercise - 0 enin remarks
Jul 30,2009 Em 10 ee Service Awards Breakfast
Jul 31,2009 New Emplo ee Orientation
September 24, 2009 Emplo ee Service Awards Breakfast
Agenda Item No. 100
September 29, 2009
Page 5 of 46
FY 2009 Action Plan
James V. Mudd, Coun Mana er
The County Manager is tasked with carrying out the policy direction provided by the
Board of County Commissioners. He is by ordinance to provide leadership for the day-
to-day operations of the employees of the Board of County Commissioners. The
following Action Plan is developed in an effort to provide clear expectations for the
County Manager for the period from October 2008 through September 2009. The Action
Plan is based on the broad areas generally expected to be performed by the Executive
Officer, including: communications, leadership, organizational direction, financial
oversight, personnel, growth and capital project management. This part of the Action
Plan represents 40% of the annual evaluation weight. Each Goal for the FY will also be
evaluated and will represent the remaining 60% of the annual evaluation weight. These
areas are further categorized as to their pertinence and support of the FY 09 Strategic
Focus Areas (SFA) and their Goals for Collier County that are enumerated below:
It is Collier County's Vision - To Strive to be the Best Community in America to
Live, Work, and Play. From this Vision flows the statement of our County's Mission _
To Deliver High Quality, Best- Value, Public Services, Programs, and Facilities
to Our Residents and Visitors. The County Mission will be accomplished by
dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with
their corresponding goals:
SFA. 1. Neighborhood Preservation & Enhancement - To preserve and enhance
the safety, quality, value, character, and heritage of our neighborhoods, communities
and region.
SFA. 2. Growth Management - To responsibly manage community growth,
development and redevelopment, while enhancing the natural environment
SFA. 3. Community Health and Human Services - To improve the quality of life
and promote personal self-reliance and independence through improved access to
community health care and human services for those most in need.
SFA.4. Mobility - To provide for the various mobility needs of the community and the
region while respecting and enhancing the character of our diverse neighborhoods.
SFA. 5. Economic Development - To help create a business climate that promotes a
diversified, growing economy consistent with the established growth management plans
and community desires.
SFA. 6. Local Governance - To sustain public trust & confidence in County
government through sound public policy decisions, expert professional management and
active citizen participation.
At the conclusion of the fiscal year, the Board of County Commissioners will be asked to
perform an annual evaluation of the County Manager's performance by rating each of .,-
the following performance objectives on a 1 to 3 scale. Individual evaluations will be
totaled and averaged to determine the Board's collective position.
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Agenda Item No. 100
September 29, 2009
Page 6 of 46
Below are the standards for scoring the self-appraisal. These should help you decide on
how to grade each of the areas on my KRA/appraisal form.
-
Score Results
- -
1 . Some improvements and/or early good performance levels in a
Below few areas
Standards . Results not reported for many to most areas of importance to the
organization's key business requirements
--
. Improvement trends and/or good performance levels reported for
most areas of importance to the organization's key business
requirements
2 . No pattern of adverse trends and no poor performance levels in
Meets areas of importance to the organization's key business
Standards requirements
. Some trends and/or current performance levels - evaluated
against relevant comparisons and/or benchmarks - show areas of
strength and/or good to very good relative performance levels
. Business results address most key customer, market, and
process requirements
- - -- - - - - - - - - - -- - -- - -------- ----
. Current performance is excellent in most areas of importance to
the organization's key business requirements
3 . Excellent improvement trends and/or sustained excellent
Exceeds performance levels in most areas
Standards . Evidence of industry and benchmark leadership demonstrated in
many areas
. Business results fully address key customer, market, process;
and action plan requirements
Final Needs Meets Exceeds
Standard Improvement Expectations Expectations
Ratina
1.00-1.66 1.67-2.33 2.34-3.00
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Agenda Item NO.1 00
September 29, 2009
Page 7 of 46
I'm pleased to present to you the accomplishments achieved under the County Manager's
FY 2009 Action Plan. This has been an exceptionally challenging and very successful
year for County government. Despite declining revenues, increasing costs, a reduced
workforce and increasing service demands, county staff has continued to deliver high
quality, best-value services, programs and facilities to our residents and visitors, as
detailed throughout this Action Plan report. I lead a first-rate team of highly qualified
professionals who are focused on serving the customer, controlling costs, improving their
operations and developing a highly competent and motivated team of associates to carry
on the work of this organization into the future. Our focus on the present is coupled with
our strong commitment to long range strategic planning as the key to achieving our
agency's vision of becoming the best community in America to live, work and play.
We have continued to successfully execute an aggressive 5 year capital improvement
program guided by the Board-approved Capital Improvement Element (CIE). Most
projects have been completed on schedule and budget and we continue to refine and
improve our project and contract management systems, as well as our procurement
practices. For the first time in many years, this County's public infrastructure is largely
concurrent with demand and we have the means and methods in place to stay in front of
the demand curve going forward. It must be noted however that due to a reduction in
population growth and declining program revenues (impact fees, gas taxes, etc.), future
capital improvement programming will be substantially curtailed in the near ternl as
available revenues are applied to long-term capital debt service requirements.
Operating expenses are under intense scrutiny by staff. Operating revenues derived from
property, sales and gas taxes have all declined due to a combination of legislative reforms
and a severely depressed local economy negatively impacted by the collapse of the local
construction industry. Staff has responded to this challenge to do more with less by
initiating several proactive measures dUling the past year to deliver services better,
cheaper and faster. We have continued the General Fund hiring freeze, offered an early
retirement incentive to further reduce headcount, reduced overtime expenditures,
eliminated employee merit pay and, as a last resort, laid off employees in CDES when
user fees could no longer sustain operating costs. Staff has also initiated several
programs designed to institutionalize quality assurance and stringent internal controls into
our major business processes. We have leveraged our investment in technology to gain
further operating efficiencies and improve customer service.
To help offset the loss of local revenues, staff, under Board guidance, has worked
aggressively and successfully this past year with both federal and state officials to obtain
funding for important social service, environmental and public safety projects and
programs. This effort must continue in eamest.
Something very traumatic and unexpected happened to me in March 2009 that has
changed my life permanently. A detailed Chronology of Cure, so to speak, to my brain
cancer, is provided below:
-.
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Agenda Item NO.1 00
September 29,2009
Page 8 of 46
20 Mar 09 Neurologist suspects and identifies a mass/tumor in my brain with an
emergency MRI. The Dr. immediately prescribed steroids and other meds to help with
the pain.
23 Mar 09 Admitted to hospital for more tests.
26 Mar 09 Had surgery to identify & remove brain tumor. It was a Class IV,
astrocytoma, glioblastoma multiforme.
28 Mar 09 Released from hospital.
13 ApI' 09 Post-operative MRI (& a baseline before radiation treatment)
14 ApI' 09 Started first of 30 combination chemo/radiation treatments.
--
18 May 09 Decreased steroid use.
27 May 09 Finished 30 radiation/1 st course chemotherapy treatments.
22 Jun 09 Resumed steroids because of a worsening of headaches.
I Jul 09 Post-radiation MRI and started 2nd round of monthly chemotherapy.
8 Jul 09 Radiology oncologist visit - talked about prognosis; "still terminal"; "cancer is
progressing & edema increasing." To hopefully decrease edema, the Dr. advised me to
"keep blood pressure under control & eliminate stress." Blood Pressure has been at
normal levels.
29 Jul 09 Started 3rd round of monthly chemotherapy.
26 Aug 09 Started 4th round of monthly chemotherapy.
23 Sep 09 Scheduled to start a 5th round of monthly chemotherapy.
Symptoms of my disease seem to be worsening. Because of not knowing what to expect
after diagnosis of the disease & undergoing surgery (Possible loss of memory; logical
functions or impaired decision making abilities), I have copied Leo Ochs, my Deputy
County Manager, on every e-mail and conespondence that has come into my office and
also have consulted him on every decision that I have made. However, as time goes by, I
find I am tiring more easily & the chemo treatments are getting harder to withstand.
This has been a very frustrating time for me because I am unable to do what I used to
habitually do without frequent periods of fatigue and the reoccurrence of severe
headaches when I try to multi-task while focusing on complicated County business areas.
One of the truly bright points in this unfortunate situation has been watching my staff and
especially my deputy, whom I have recruited and trained/mentored over the last eight
years rise to the occasion in a so very professional manner during times when I just
couldn't be there for them or you. We should take great pride in their collective
accomplishments during this last six months. 1 would be remiss if I didn't highlight the
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Agenda Item NO.1 OD
September 29, 2009
Page 9 of 46
magnificent job Leo Ochs has done keeping all of County business focused during this
distracting time for us.
Let's now move into the specifics of my self assessment for 2009.
The following area of Communications supports the Strategic Focus Area 6 - Local
Governance - To sustain public trust & confidence in County government through
sound public policy decisions, expert professional management and active citizen
participation.
COMMUNICATIONS Below Meets Exceeds
Standards Standards Standards
1 2 3
C.1 (Internal) The eounty Manager will be expected - -
to provide the Bee with timely and accurate
responses to requests for information, as well as,
coordinating drafts for plans, fees and controversial
ordinances with the Bee members before the
information qoes public.
Results: Each County Commissioner has been provided direct access to each division via
email, and one-on-one agendas have been maintained with each Commissioner through
their meetings with the County Manager to track on-going issues, in addition the
Microsoft Task system has been used to track turn-around issues. Insisted on a five
working day turn-around rule with Divisions. The deployed Agency Issues Management
System (AIMS) continues to work well with divisions and departments responding
promptly to inquiries and complaints assigned to them through the county's citizen
liaison. The AIMS County Manager's Administrative Practices & Procedures (CMA) was
rewritten and updated this year to clarify procedures and responsibilities. 313 AIMS
issues were recorded and processed during the first three quarters of FY 09. During that
period, the rate for constituent contact within five business days was 95 percent while
the close out for AIMS issues within five business days was 81 percent. Staff has
greatly improved at providing Commissioners with pre-briefs on controversial issues.
Over the last six years, this area has steadily gotten stronger with each passing year.
Continued to hold administrators accountable in this regard.
COMMUNICATIONS Below Meets Exceeds
Standards Standards Standards
1 2 3
C.2 (External) The County Manager will be expected
to provide information to the public through a
minimum of one speaking engagement per month on
average, as well as, developing new means to
provide information to the public regarding County
information.
Results: The manager has spoken at 30 plus engagements during the year, set up one
Commissioner District Town Hall meeting, and is a regular columnist in the North Naples
Journal and the Pelican Bay Journal - submittinq monthlv columns for each Dublication.
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Agenda Item No.1 00
September 29, 2009
Page 10 of 46
Been involved in a total of 25 TV, Radio, Newspaper pieces, and Public Interaction
engagements during this year. (See listing at Tab 1).
Below Meets Exceeds
COMMUNICATIONS Standards Standards Standards
1 2 3
C.3 (External) The County Manager will be expected
to ensure that the organization has systems in place
to ensure that the general public is responded to in a
timely and accurate manner. Also, improve Public
Relations by providing more understandable and
complete information to the public.
Results: As stated earlier, the deployed Agency Issues Management System (AIMS) has
helped the staff better track turn-around correspondence throughout the agency. -
Continued to rejuvenate the government TV station programming, as well as the Collier
County Government Annual Report. Used the County TV station effectively to get
valuable information out to the public. Collier Television broadcasts more than 1,000
hours of live programming annually including regular meetings of the BCC, CCPC,
Contractor's Licensing Board (ClB), EAC, Code Enforcement Board (CEB), Office of the
Special Magistrate (OSM), TDC, MPO, Coastal Advisory Committee (CAe) and
Conservation Collier. On average, meetings are broadcast 18 days out of a 22 day work
month, not including special meetings (lDC, budget hearings, workshops, emergencies,
etc.). Established live broadcast capabilities from CDES conference rooms 609/610
allowing off site meetings to be aired live on CTV. More than two dozen meetings have
been broadcast live from CDES. Also, broadcast live Commissioner Fiala's January town
hall meeting. Continued to produce programs involving BCC members with the two most
recent shows focusing on ecotourism and the Vanderbilt Beach Road extension. Anew
hurricane preparedness program was also produced. Worked with Comcast to
troubleshoot and promote the transition from Channel 11 to Channel 97. The quality of
the broadcast signal on Channel 97 remains a problem for many residents and it is an
issue that only Comcast can resolve. The county web site continues to be an
informative, accessible and useful site for thousands of visitors each month who are
seeking information about county services and programs. In the first eight months of
the current fiscal year, there were 973,749 unique visitor sessions to the Collier web
site. Video on Demand has proven to be a popular feature that allows staff to create a
video library of BCC and other county meetings on Collier Television, which are then
archived and available for viewing on demand through the web site. The archive also
allows users to view individual items from the BCC and other committee agendas.
Meetings are still streamed live at www.collierqov.net/tv An external electronic
newsletter is distributed quarterly to more than 1000 individuals who subscribe through
the web site. The North Collier government Services Center on Orange Blossom Drive
continues to be well received by the public. The center served 92,000 customers in FY
08 and through the first 10 months of this fiscal year, 94,282 customers visited the
center. About 15 percent of the transactions at the North Collier center involve BCC
services includinq beach stickers and water bill payments.
The following area of leadership/Organizational Direction supports the Strategic Focus
Area 6 - Local Governance - To sustain public trust & confidence in County
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Agenda Item No. 100
September 29,2009
Page 11 of 46
government through sound public policy decisions, expert professional management and
active citizen participation.
LEADERSHIP I Below Meets Exceeds
Standards Standards Standards
ORGANIZATIONAL DIRECTION
1 2 3
L.1 The County Manager will ensure that there is a
clear direction that is communicated throughout the
orqanization.
Results: Continuing to refine the County's FY 2007-2016 Long-Range Strategic Plan
which the BCC was briefed on during our workshop on May 13, 2009. I am continuing
to vertically align the organization processes against the Strategic Focus Areas (SFA)
approved by the BCC on May 9, 2006. These SFAs are enumerated on page 1 of this
report. Ther.e has also been an emphasis on fine tuning every employee's Key Result
Areas (KRAs) against the Strategic Areas. The Divisions' and separate Departments' 5-
year business plans are aligned with the County Strategic Plan. Additionally each
Division submits an annual work plan and Balanced Scorecard based on the four Key
Perspectives endorsed by the BCC on March 5, 2007: Serve the Customer, Manage
Financial Resources, Run the Business, and Build the Team. Used the chain of
command to push and pull information throughout the organization and held the chain
of command accountable to do it correctly. Used the automated tasking system to keep
track of time- sensitive information requirements. Continued to use the County
"Journal" employee newsletter to disseminate information in a paperless environment.
"Round tables" within each division still provide an opportunity for employees and
managers to regularly discuss issues. Continued to send numerous direct messages
from the County Manager to all employees via emails, County Manager column in the
Journal and videotaped messages on safety, along with direct mailings to all employees.
Again, concentrated on making the chain of command responsible and accountable for
getting the word out. Division and Department newsletters have been developed.
Talked with employees at -new employee orientation sessions and staff appreciation
breakfasts, as well as, other important occasions (Specifics at Tab 2). Because the
County Attorney and the Clerk of Courts are an integral part of an effectively functioning
County Manager's organization, both are invited to attend and participate in all the
County Manager's staff meetings. Unfortunately the Clerk of Courts has discontinued his
representation at (participation in) these meetings. Formalized meetings with all
Constitutional Officers have been held when needed. I continue to extend an open-door
policy to Constitutional Officers and have always been readily accessible to them. I also
have tried to be as accommodating as possible in times of major challenges. The
interchange between the majority of all agencies continues to be superb. Continued to
extensively coordinate with the School Superintendent, Airport Authority, Community
Redevelopment Agencies (CRAs), Pelican Bay Services Division (PBSD), Big Cypress
Basin (BCB), and Economic Development Council (EDC) Directors; Marco and Naples City
Managers; Collier County Independent Fire Chiefs, Mayor of Everglades City; Florida
Department of Transportation (FDOT), Florida Department of Environmental Protection
(FDEP), Rookery Bay and South Florida Water Management District (SFWMD) staffs; the
Chamber of Commerce and Collier Building Industry Association Directors; and other
Florida County Managers. Continued to play an active role in cooperation and
collaboration with Florida Association of Counties (FAC) activities and with the county's
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Agenda Item No. 10D
September 29, 2009
Page 12 of 46
state lobbyist which led to many legislative successes in 2009. Am still personally
involved with the State to fix the public parking problems with Delnor Wiggins State Park
which was started last year. Final resolution of the matter is expected in the next couple
of months. Also personally supervised the County's purchase and negotiations with the
Port of the Islands Marina owners, as well as, with the owners of the Elks Lodge. Both
actions saved the County several million dollars off the marketed /asked for property
prices. Also spearheaded the County's negotiations with the SFMWD and FDEP over the
Picayune Strand Restoration Project and the County's Water Use Permit Application. The
final outcome of the negotiations saved the County well over $100 Million dollars over
the next 20 years in Capital and Operational Water Depart. costs and on the State and
Federal side it kept $65 Million dollars reserved coming to Collier County for an
Everqlades Restoration project.
LEADERSHIP I Below Meets Exceeds
Standards Standards Standards
ORGANIZATIONAL DIRECTION
1 2 3
L.2 The County Manager will ensure that all
executive summary reports provided to the Board
have specific and clear recommendations.
Results: Continued to reinforce a revised executive summary review process whereby
the OMB and Clerk of Courts review for financial accuracy. The County Attorney authors
the Legal Review/Consideration section and reviews for legal sufficiency, and the Deputy
County Manager reviews, as well as separate review by the County Manager. All
agendas are previewed and critiqued in full at Division Staff meetings prior to being
finalized, approved by the County Manager, reviewed with the BCC Chair, and then
going to print, including potential legal issues with the attending County Attorney. The
implemented electronic agenda system (NOVUS) has reinforced reviews at every level of
the organization. During the year, only 53 of 1384 items got pulled from the consent
and summary agendas by the BCC members. That represents 4% needs-further-
clarification rate or a 96% success/clear rate. The entire electronic agenda is on the
county webpage, available to the public, at least four days prior to each meeting. In the
beginning of FY09, the Center for Business Process Excellence (CBPE) studied the BCC
agenda creation process as it currently exists within Collier County. The group made
recommendations for improvement based on their findings, taking the now 91 step
process and proposing a new 43 step process. This evaluation also served to define the
requirements of any future software considered for purchase to manage this process.
In May 2009 these requirements were compared with the feature set of the application
Agenda Plus, a module of the County owned platform Sire. This platform currently
provides electronic content management for the County and could be used to manage
the County's agenda process with the purchase of additional licenses. This application
met all required criteria provided by the CBPE and was considered by an overwhelming
majority to be an excellent fit for the County's needs. The implementation of Sire's
Agenda Plus will begin in November, 2009, pending Board approval at the October 13th
BeC meeting. After a rigorous configuration and testing period, the application is
expected to go-live in May 2009.
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Agenda Item No. 100
September 29, 2009
Page 13 of 46
LEADERSHIP I Below Meets Exceeds
Standards Standards Standards
ORGANIZATIONAL DIRECTION
1 2 3
L.3 The County Manager will provide opportunities
for the Board of County Commissioners to discuss
and set proactive policy direction on key community
issues.
Results: A holistic set of 20 workshops and a District town hall were developed to
provide an opportunity to discuss in depth the major issues facing the government, the
organization and the County. A strategic planning session was included as part of the
workshop series. Each of these has provided the BCC with the opportunity to provide
policy level direction upon an extensive review of the issues, addressing the problems,
receiving public input and agreeing on resolution. (See List of workshops at Tab 3). The
BCC continued to be actively involved with state and federal issues, working in
collaboration with the County's lobbyists to ensure our legislative priorities were
accomplished in Tallahassee and Washinqton D.C.
The following area of Personnel Management supports the Strategic Focus Area 6 _
local Governance - To sustain public trust & confidence in County government
through sound public policy decisions, expert professional management and active
citizen participation.
PERSONNEL MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
P.1 The County Manager will ensure that the County
follows the Board's established policies for the hiring
and mana ement of its em 10 ees.
Results: The County Manager's Office, in frequent consultation with the HR Department
and the County Attorney's Office, actively manages the compensation and personnel
management system, insuring compliance with all relevant employment and labor laws
and county policies. During FY2009, departments under the County Manager reviewed
and updated CMAs related to the administration of agency business. These revisions
were published during May 2009 and distributed to employees to ensure the continued
efficient operation under the Board's established policies. Additionally, responsive to
agency needs during these difficult times, policies have been amended to include new
guidelines for reductions in force and staffing furloughs. The County Manager's Office
continues to serve as the final step in the appeal process for Commitment to Fair
Treatment as well as for discipline, assuring adherence to Board-approved policies and
procedures. As of July 31, 2009, there are 439 vacant positions within the BCC in all
funds. Of these vacancies, roughly 420 have been frozen or are on hold. Many
departments have restructured or streamlined processes to ensure that they are able to
meet the needs of the customers they serve. As such, many employees have taken on
additional or expanded responsibilities, and it is our goal to proVide them with the tools
necessary to meet these needs. We have expanded our internal course offerings to
provide in-time training, giving employees new skills to assist with job tasks, and
artnered at no cost with the Florida Read to Work ro ram to rovide other trainin
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Agenda Item No. 100
September 29, 2009
Page 14 of 46
opportunities. The first group of Succession Planning Program participants was selected
last year, and has taken part in a variety of development opportunities, including a
general management In-basket assessments and feedback, orientation sessions with
CMO, most Division Administrators and Communication & Customer Relations, and an
introduction to County teams including CBPE, Xcel and LEAN. Additionally three of four
participants applied to, were selected for, and graduated from Naples Chamber of
Commerce's "GAIN Leadership" program, and all four have attended LevelS Leadership
training.
Below Meets Exceeds
PERSONNEL MANAGEMENT Standards Standards Standards
1 2 3
P.2 The County Manager will provide to the Board an
- annual pay plan as part of the budget that will
provide for an organized means for salary
administration.
Results: The FY09 pay plan was approved by the BCC in September 2008; the FY10 pay
plan is scheduled for consideration by the BCC for approval on September 15, 2009. It
reflects the direction given by the BCC on the FY 10 budget policy document approved
by the Board on February 24, 2009. Additions, deletions and modifications to job
classifications (job descriptions) are made as appropriate during the year and ratified by
the BCC three times annually (January, April, and July). As a result of the economic
uncertainty, the pay plan was not revised for FY09. There were no Cost of Living
Adjustments or performance based merit awards. We continue to monitor the external
market through our Annual Benchmark Salary Survey. Our Benchmark Survey indicates
that we are still competitive, with no adjustments to the pay ranges. We also continue
to monitor our internal equity and the integrity of the pay plan by reviewing processes,
such as reclassifications, for validity and organizational worth. We also continue to
monitor mainstream compensationfHR practices through our Benchmark Survey in order
to maintain efficient and effective pay practices. The study done in January 2009
indicates that our compensationfHR practices are in line with other comparable entities.
The County continues to acknowledge performance through the use of Career
Development programs, Career Progression, Certification Program, Thanks Card Program
and in-house acknowledgement of superior performance. Under normal circumstances,
the results of the market survey would be presented to the BCC for review and
acceptance in September 2009 for FY2010, with recommendations for adjustments to
pay plans, however due to the ongoing economic constraints, no adjustments for Cost of
Living or merit awards will take place in FY2010.
The following area of Growth Management supports Strategic Focus Areas SFA. 1.
Neighborhood Preservation & Enhancement - To preserve and enhance the
safety, quality, value, character, and heritage of our neighborhoods, communities and
region; SFA. 2. Growth Management - To responsibly manage community growth,
development and redevelopment, while enhancing the natural environment, and SFA. 5.
Economic Development - To help create a business climate that promotes a
diversified, growing economy consistent with the established growth management plans
and community desires.O
Page 10 of 41
Agenda Item No. 100
September 29, 2009
Page 15 of 46
GROWTH MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
G.! The County Manager will supervise the revision;
reorganization; update of outdated and obsolete
provisions of the Land Development Code (LDC).
The BCC will provide guidance to the staff to these
ends. Complete development of an Administrative
Code. Significantly reduce LDC changes submitted.
Results: The Community Development and Environmental Services (CDES) Division staff
administers the LDC on a daily basis using their professional judgment, training and
expertise in a thorough and expeditious manner. The staff has successfully
accomplished a major revision to the Sign Code in response to significant free speech
issues that were identified as problematic. That Sign Code revision in the LDC was
approved by the BCC on July 28, 2009. Creation of the Administrative Code will go to
public hearing early next year. We continue to work with our consultant and staff in
creating the organizational structure and content of the Administrative Code while
simultaneously amending the LDC.
GROWTH MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
G.2 The County Manager will continue to implement
measures to improve customer service in CDES.
Expected outcome is to get permits and development
review items back to the public within established
standards, and to reduce the number of repetitive
reviews.
Results: Unfortunately, in response to the ongoing economic crisis, the CDES staff has
been reduced by one third and the major focus over this past year was on implementing
cost containment measures and right sizing the organization to respond to the significant
reduction in revenue. That said, CDES continues to reinforce its commitment to
customer focus even throughout the difficult financial and economic period. The staff
understands my strong commitment to good customer service and has followed suit
accordingly. Despite having to deal with the staff reductions, revenue shortfalls, and
ongoing furloughs, the staff continuously jumps in to assist customers in as timely and
as professional a manner as possible.
Below Meets Exceeds
GROWTH MANAGEMENT Standards Standards Standards
1 2 3
G.3 The County Manager will provide staff
coordination through a series of citizen committees
to study and implement numerous community
planninq initiatives.
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Agenda Item NO.1 00
September 29, 2009
Page 16 of 46
Results: Two extremely noteworthy studies and initiatives were essentially completed
over this past year: the East of County Road 951 Horizon Study and the 5-Year Rural
Lands Stewardship Area (RLSA) Committee Review. Staff superbly facilitated the East of
County Road 951 Horizon Study and the Final Report was submitted to the BCC in a
timely manner. Similarly with the RLSA 5-Year Review. The RLSA Committee's work
was completed in a timely fashion and the final Phase 2 Report was staffed through the
Environmental Advisory Council (EAC), Collier County Planning Commission (CCPC) and
the BCe.
Below Meets Exceeds
GROWTH MANAGEMENT Standards Standards Standards
1 2 3
GA The County Manager will prep~e for adoption of
a financially feasible Annual Update and Inventory
Report (AUIR) and amendment of the Capital
Improvement Element (CIE) of the GMP with the CIE
found in compliance by the Florida Department of
Community Affairs (DCA).
Results: The CDES and the Comprehensive Planning Department continued to effectively
and efficiently enforce and interpret the Collier County Growth Management Plan (GMP)
at the highest level since its implementation in 1989. The Department's 05/06 GMP
amendments and the CIE were prepared with the utmost professionalism and attention
to detail. At all times the Department complied with the Florida Statutes and Florida
Administrative Code and continued its ongoing interaction with the Florida Department
of Community Affairs (DCA) with regard to any questionable matters. The staff
effectively administered the County's GMP consistent with state requirements that were
changed by Senate Bill 360 and provided the Florida DCA with amendments consistent
with BCC direction. Staff prepared an evolving AUIR with additional information
provided to the CCPC and BCe. This planning tool continues to provide direction with
respect to the timinq and financinq of necessary capital facilities and infrastructure.
The following area of Capital Project Management supports Strategic Focus Areas SFA.
1. Neighborhood Preservation &. Enhancement - To preserve and enhance the
safety, quality, value, character, and heritage of our neighborhoods, communities and
region; SFA. 4. Mobility - To provide for the various mobility needs of the community
and the region while respecting and enhancing the character of the diverse
neighborhoods; and SFA. 6. Local Governance - To sustain public trust & confidence
in County government through sound public policy decisions, expert professional
management and active citizen participation.
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Agenda Item No. 100
September 29,2009
Page 17 of 46
CAPITAL PROJECT MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
CP.l The County Manager will provide a capital
budget that will clearly describe the capital projects
proposed for the following fiscal year along with the
proposed means for fundinq such projects.
Results: The budgets provided for FY 09 and 10 included specific capital sections that
explained the capital projects in great detail and clearly indicated, by fund, the source of
funds for each project. Working through the Finance Committee and the County
Financial Advisor, staff has implemented effective capital project financing programs that
minimize carrying costs, maximize flexibility and maintain overall debt limits below those
established in the Board's debt policy. This is an area that will be increasingly
challenging as revenue sources continue to decline due to lhe economic downturn and
legislative mandates. Compounding this uncertain situation is the solvency of the world.
financial markets and our ability to borrow money in the future. A standardized tracking
system is in place to allow staff, the BCC and the public to know project status at any
given time. This year fielded the upgraded Project Management System (RPM), an SAP
centric application, which replaces SKIRE and CAPS TRACK. The go live for the new
grants management application will be October 2009.
CAPITAL PROJECT MANAGEMENT Below Meets Exceeds
Standards Standards Standards ._.
1 2 3
CP.2 The County Manager will provide regular
updates to the County Commission on key capital
projects in a manner which is easy to understand and
timely.
Results: A standardized tracking system is in place to allow staff, the BCC and the public
to know project status at any given time. The AUIR workshop is much more focused
about staying concurrent in every County category, which entails a detailed discussion of
current levels of service and projected County capital projects. In addition, staff meets
with Commissioners on specific projects and provides updates periodically on critical
projects (i.e. water status reports, road building projects, intersection improvements,
new facilities, etc.). Provided weekly and monthly reports on road construction and
water availability status. Scheduled a contractor presentation on a specific ongoing
capital project at each regular BCC meeting, which provides the BCC 'another view' to
analyze our capital projects execution.
Below Meets Exceeds
CAPITAL PROJECT MANAGEMENT Standards Standards Standards
1 2 3
CP.3 The County Manager will ensure that for each
key capital project that there is clearly established
responsibility, budgets and schedules for each. The
Manager will also implement business processes that
will control costs and cost overruns.
Results: Developed capital project assianments, full project teams, budqets and
Page 13 of 41
Agenda Item No. 100
September 29, 2009
Page 18 of 46
schedules. The teams included the capital projects managers, and staff from Real
Property, Purchasing, the County Attorney's office, etc. to send a clear message that the
successful completion of these projects requires coordination by an entire team of
employees. Have worked diligently to modify contract management procedures with
staff and the Clerk of Courts to put controls in place to control project costs. This is a
multi-year effort that continues to be implemented and institutionalized. Continued
refining our unique change order and work order approval and oversight process.
Submit monthly reports to Board summarizing administrative change and work order
standardize procedures and controls. Implemented the RPM module in SAP for project
management and it went into service in February 2009. Users requested several
changes and enhancements, which are in progress. Although the project reporting tools
are still being adopted, the cost reporting tools are in full use. The Facilities
Management Department conducts bi-weekly project reviews that holds project
managers accountable for variances from schedules and budgets while also giving
management upfront information about project status. In addition, several changes to
project contracting procedures continue to pay us dividends including pre-spec meetings
for projects over $2M, value engineering, Best Value Offer (BVO), requiring greater and
more detailed justification, processing zero dollar changes by letter rather than change
orderr increased involvement of specialists in the negotiation process.
The following area of Financial Management supports Strategic Focus Areas SFA. 1.
Neighborhood Preservation &. Enhancement - To preserve and enhance the
safety, quality, value, characterr and heritage of our neighborhoodsr communities and
region; SFA. 4. Mobility - To provide for the various mobility needs of the community
and the region while respecting and enhancing the character of the diverse
neighborhoods.; and SFA. 6. Local Governance - To sustain public trust &
confidence in County government through sound public policy decisions, expert
professional management and active citizen participation.
FINANCIAL MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
F.l The County Manager will present an opportunity
annuallYr prior to the development of the annual
budgetr for the County Commission to have a policy
level discussion regarding the next year's annual
budget.
Results: Annually, the County Manager provides the BCC with a report discussing the
recommended policies and strategies to guide development of the Collier County budget.
The FY 2010 budget policy was adopted by the BCC on February 24, 2009.
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Agenda Item No. 10D
September 29, 2009
Page 19 of 46
FINANCIAL MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
F.2 The County Manager will develop an annual
budget that will be presented to the County
Commission in workshop format and then again in
accordance with statute for public participation
through a series of two separate public hearings.
Continue to make improvements to the budgeting
~rocess.
Results: The proposed FY 2010 County budget was presented to the BCC during the
annual workshop held on June 29 and June 30. Millage neutral and tax neutral budget
options were presented in accordance with the applicable budget guidance, property tax
statutes and the Truth in Millage (TRIM) requirements. . September public hearing dates -
were announced. A constructive debate and discussion on the budgetary options were
presented by county staff and representatives from the Productivity Committee. The
exchange of ideas assisted the BCC in establishing service levels and maximum ad
valorem millage rates which were set on July 28, 2009, consistent with Florida Statutory
Regulations.
FINANCIAL MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
F.3 The County Manager will present a budget for
FYl0 that will be in keeping with State mandated
property tax reforms. A millage neutral position will
also be prepared.
Results: See Tab 4. We met the Board's budgetary directives. Positioning the
organization to function efficiently and effectively knowing the continual pressure at a
state level to reduce property taxes presents unique challenges. Workforce reductions,
service efficiencies, health care cost containment and a reduction in or deferral of capital
projects are all measures which the County has utilized in the face of diminishing
resources. It is apparent that the residents of Collier County enjoy the current level of
service and are not willing to sacrifice at the level which was identified within millage
neutral budgets.
Below Meets Exceeds
FINANCIAL MANAGEMENT Standards Standards Standards
1 2 3
FA The County Manager will provide annual updates
of user fees and other non-Ad Valorem revenue, i.e.
impact fees, grants, etc.
Results:
User Fees: Regularly, the County Manager updates the BCC on the ability of current
user fees to offset enterprise services. Water and sewer rates, planning fees, building
permit fees and other fees for service are continually evaluated by staff and the
stakeholder clients benefitinq from the service. Most recently, the BCC was briefed on
Page 15 of 41
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Agenda Item No.1 00
September 29, 2009
Page 20 of 46
the necessity to increase community development planning and building fees with a
report and recommendations to follow in September.
Impact Fee Proqram: The BCC adopted the Impact Fee Program for Existing
Commercial Redevelopment on March 24, 2009, effective March 30. 2009. The Program
is limited to changes within existing commercial buildings that have had a Certificate of
Occupancy for a minimum of 5 years. Staff is scheduled to provide the BCC with a .
report on the usage of the Program in March 2010.
The BCC adopted the Transportation Impact Fee Update on March 10, 2009, effective
June 8, 2009. The required three-year update of the Transportation Impact Fees
resulted in an average decrease of 10% for residential construction and an average
decrease of 18% for commercial construction. Additionally, changes were implemented
that lengthen the payment period to obtain or extend a Certificate of Adequate Public
Facilities. Impact fees are still required to be paid in full as building permits for the
development are issued.
The required three-year update of the Correctional Facilities (Jail) Impact Fee was
adopted by the BCC on May 12, 2009, with a phased implementation. The fee schedule
including Phase 1, a 25% reduction to the proposed fees effective August 11, 2009 and
Phase 2, with the full fees effective February 14, 2010.
The Update of Annual Indexing Methodology and resulting index fee changes for
Government Buildings, Law Enforcement, School, EMS, Library and Dependent Fire
Impact Fees were adopted by the BCC on April 28, 2009, effective July 27, 2009. The
indexing methodology was updated from the use of regression analysis to the use of the
average cost change over a two year period, as this method is intended to be more
responsive to cost fluctuations.
Grant Proqram:
The Annual Grant Update was provided to the BCC on November 18, 2008 for the FY
2008 year. At that time Collier County had successfully received $29M in grant funding
from federal, state, and local agencies and several foundations, with another $16M
pending award. An additional update was provided during the budget workshops in May
2009. Including American Recovery and Reinvestment Act (ARRA) anticipated awards, it
was estimated at that time that Collier County has the potential to receive approximately
$65M for FY 2009. The next Annual Grant Update is scheduled for October or November
2009.
FINANCIAL MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
F.5 The County Manager will work cooperatively with
the Clerk of Courts on the preparation of the CAFR
and respond promptly and thoroughly to any issues
raised bv the external auditors.
Results: The Consolidated Annual Financial Report (CAFR) process involves numerous
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Agenda Item No. 100
September 29, 2009
Page 21 of 46
County Managerls Agency representatives and regular meetings are held with staff from
the Clerk of Courtls office during the audit process in an attempt to expedite the
resolution of financial issues which arise. The FY 08 CAFR was approved by the BCC on
March 101 2009. The number of audit findings was down significantly from the FY 07
CAFR. A concerted agency effort to improve internal controls and reportingl particularly
in the rants areal has ielded ositive results.
Goals for Fiscal Year 2009:
As a reminder, each Goal for the Fiscal Year will also be evaluated and wi/I represent
60% of the annual evaluation weight.
1. Execution of the County's 10 Year Strategic Plan. Continue to implement the
BCC approved strategic plan and align the organization around that plan by
integrating multi-year business plans, annual operational work plans and
individual performance goals and objectives.
RESULTS: The annual BCC Strategic Planning Workshop was conducted in May 20091
which was several months later than in prior years. The delay was due in part to the
uncertainty of the impact of the 2009 Legislative Session and actions of the Florida
Legislature that would impact the countis FY 10 revenues. This year, rather than
focusing on long-range strategic planning, the Board concentrated more on immediate
impacts to be faced during FY 10 and FY 11 due to anticipated reductions from
numerous revenue sources and corresponding budget restraints.
The County Manager's Strategic Excellence Program for Ultimate Performance (STEP-
UP) Project Team continues to administer and coordinate the implementation of the
agency's Board-approved la-Year Strategic Plan. The STEP-UP Team, comprised of
staff representing all five major divisions and four executive office departments, is
continuing to integrate the five-year operational and one-year tactical/annual work plans
of each division/department as well as linking them to the Key Results Areas (KRNs) of
individual employees. KRNs are designed to be vertically integrated (nested) to the
goals defined by the County/s la-Year Strategic Plan. Integration flows from the
la-Year Strategic Plan to the County Manager, to Division Administrators to Department
Directors, etc. In FY 10, staff will focus on developing a reporting tool that measures
progress in achieving major goals outlined in the Strategic Plan using the Balanced
Scorecard format.
Below Meets Exceeds
Standards Standards Standards
1 2 3
I Rating
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Agenda Item No. 100
September 29, 2009
Page 22 of 46
2. East of CR951 Study. Finalize a long range County plan for infrastructure
improvements East of CR 951, along with a solid financial and land use plan that
supports it. The East of951 Study is very important to the County. We need to
make sure that the resources, expertise and dedication are applied Countywide to
this study to make it a success. Complete the East of CR 951 Study and the
corresponding interim update of Long-Range Transportation Plan (LRTP).
RESULTS: The BCC on September 29, 2008 was presented the "Collier County East
of County Road 951 Infrastructure and Services Horizon Study." The Horizon Study
was a multi-year, multi-agency collaborative comprehensive examination of the
potential future outlays of infrastructure (roads, public utilities, etc.) and services
(Emergency Medical, fire, law enforcement, etc.) based upon the currently adopted
levels of service standards for each. Each of these potential cost outlays, through a
two-year series of public meetings, was discussed with the county's population to
assist in determining priorities and preferences for future funding, as well as
indentifying the issues and obstacles associated with funding. The issues, obstacles
and opportunities identified by the East of 951 Study are anticipated to help shape and
influence the decision making process as the county strives for a more sustainable
tomorrow. Development of the Collier County Master Mobility Plan (MMP) was
approved by the BCC on July 28, 2009. When established, the MMP will guide the
need and location of land use development, public services (government facilities,
libraries, EMS, parks, schools, fire, law enforcement, etc.), multi-modal transportation
and private development, while protecting environmentally sensitive land and habitat
in unincorporated Collier County.
Below Meets Exceeds
Standards Standards Standards
1 2 3
[ Ratinq
3. Community Development. We will continue to focus on improving the business
processes within the Division and amending the codes to manage growth better
and instill smart growth tenets. In addition, maintain focus on PUD/IOU
monitoring; continue to manage the FIRM restudy process as renegotiated with
FEMA; implement business process improvements. Prepare the County for the
adoption of the 2007 Florida Building Codes mandated to be effective December
31,2008.
RESULTS: Buildinq Code: The Building Department in conjunction with the building
directors from Marco Island and the City of Naples hosted a one-day seminar for
representatives of the building industry to introduce the changes to the code that went
into effect on March 1, 2009. In addition the department updated all building permit
applications in accordance with the 2007 Florida Building Code with 2009 supplements
and the Building Officials Association of Florida conducted a 2-day on-site training class
Page 18 of 41
Agenda Item No. 10D
September 29, 2009
Page 23 of 46
as per the Department of Professional and Business Regulation (DPBR) continuing
education program for all licensed building inspectors.
FEMA Flood Maps: The development of new FEMA issued Digital Flood Insurance Rate
Maps (DFIRM's) has been a very lengthy process with initial work by the county/city and
their consultant (Tomasello Consulting Engineers, Inc.) followed by DFIRM production
and post-processing by FEMA. Of the five major stages (Setups 1 through .5) of work by
Tomasello, they are now finalizing the detailed preliminary draft map work and
accompanying report documents for Setup 5 for the coastal area plus all seven interior
basins. The proposed maps will reflect flood zone information for both coastal surge
and rainfall-induced riverine type flooding. Previously, all Collier County Flood Insurance
Rate Maps (FIRM's) only addressed coastal surge flooding. Analysis for rainfall-induced
riverine type flooding required the selection of an additional type of flood zone for very
slow moving sheet flow where water depths are less than three feet. The amount of
-. effort to produce the preliminary draft maps greatly exceeded Tomasello's expectations
and time estimates. Setup 5 for all basins has been completed. FEMA's consultant,
Baker and Associates, is now in the process of producing the respective DFIRM's which
we expect will be issued to Collier in February 2010 when we enter the post-production
process. That process involves a 6-month review/appeals period and a follow-on 6-
month compliance period. Following distribution of the draft DFIRM's to the county and
included municipalities, the post-preliminary process for all the mandated community
reviews, meetings, notifications, appeals process and six-month compliance period takes
about one year. The maps will "officially" be in effect in March 2011.
PUD Monitorino: Staff published four Quarterly Newsletters electronically, conducted
two Homeowners Associations (HOA's) President Meetings, assisted South Florida Water
Management District (SFWMD) and University of Florida Extension Office in conducting a
Preserve and Natural Areas Management Workshop held July 15 to provide HOAs
information needed to make wise decisions in managing their preserves. CDES
continued implementation of the Planned Unit Development (PUD) Compliance program.
Staff prepared and the Board approved the close-out of 15 PUDs in October 2008.
Currently staff is evaluating about 20 PUDs for close-out that don't have issues and are
being scheduled to be presented to the BCC on October 13, 2009.
Below Meets Exceeds
Standards Standards Standards
1 2 3
4. Improved use of technology and web site. Staff continues to look for
opportunities to utilize available technology to provide services faster, cheaper
and better. Improvements planned for the next year include a new land use and
building permitting system with improved reporting capabilities; expanded
utilization of the upgraded SAP financial management system; continued
refinements to the automated budget, project, and contract management systems;
Page 19 of 41
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Agenda Item No.1 OD
September 29,2009
Page 24 of 46
and continued steps toward an agency-wide electronic document/records
management system.
RESUL TS: CitvView software implementation, Phase 1, the Code Enforcement and
Cashiering Module and Phase 2, the Land Use Plan review and permitting for Zoning,
Engineering and Environmental permitting and review Module have been fielded and are
operational. The last remaining Module, the Phase 3 Building Permit Module, is
scheduled to go "live" on or about December 2009. The final go-live date is
approximately 5 months later than the original schedule, attributable to staff reductions
and turnover within CDES. The project remains on budget and is expected to be
completed at very close to the original project budget, approved by the BCC in 2004.
Implemented Enterprise Content Manaqement software (SIRE) and consulted with
various divisions in support of their content management needs (currently in test mode).
Enterprise Content Management (ECM) is software that facilitates the storage, retrieval
and management of all digital documents. This includes Microsoft Office documents,
scanned images, e-mails, audio files, video files, pictures, web pages, etc. ECM also
allows business processes to be streamlined through workflow and electronic forms.
These ECM components will improve efficiency and help reduce costs by decreasing
business process cycle times, decreasing document retrieval times, reducing off-site
storage costs and eliminating paper. In addition, all documents/records stored in the
system will be managed electronically. This will help assure compliance with Florida
Public Records Law. The public will eventually have "read only" access to various
electronic documents via the Collier County website for documents stored within ECM.
SAP Update: A significant extension to SAP has been implemented which will serve as a
platform for managing capital projects, grants and operating permits. The major
component is called RPM - Resource and Project Management. The initial go live for
capital projects was February 2009. The go live for grants will be October 2009. The
transition period for loading data and converting the actual management to RPM will be
completed in the 2nd quarter of FY 2010. Additionally, two add-on projects were
initiated to further utilize the capabilities of RPM - Grants Management and Document
Management, which will index, sort and provide easy access to SAP document
attachments. The new purchasing card software that was successfully implemented in
July 2008 now loads transactions directly into SAP and as expected, has resulted in
more efficient means for making purchases. Purchasing card usage is expected to
increase by 15 percent in FY 09 versus FY 08, resulting in reduced staff time to process
purchase transactions and increasing rebate revenue to the county. Rebate income is
expected to more than double (from $10,000 to $25,000) for calendar year 2009 versus
2008. Two new SAP projects, Miscellaneous Billing and Cash Journal, were initiated.
These will increase the capabilities and usage of SAP technology.
Extended the fiber optic data transmission network with redundant paths to the new
Emergency Services Center, and on campus to the new Courthouse Annex. Participated
in road construction efforts on 951 between Davis and Tamiami Trail, Santa Barbara
Boulevard and planned fiber construction to accommodate the new Property Appraiser's
facility on Radio Road.
Initiated telephone system upqrade to remediate weaknesses in our system exposed
during the 2004, 2005, and 2007 hurricane seasons. The upgraded system is a "voice
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Agenda Item No. 100
September 29,2009
Page 25 of 46
over IP" system which will be more resilient in hurricanes, will allow staff to relocate
without programming changes, and will provide computer-like features to phone users.
Below Meets Exceeds
Standards Standards Standards
1 2 3
I Ratinq
5. Succession Planning. Implement the plan developed in '07 to identify and train a
group of people below the Division and Department level who have the desire and
ability to step into higher management positions. First participants to begin in
October 2008; pending fundln:g, second group to begin application process in June
2009 for October 2009 start.
RESUL TS: The Succession Planning program was implemented in FY 09 with the
selection of four candidates in the first cycle. They participated in targeted
management training and professional development opportunities. Participants
graduated from Naples Chamber of Commerce's "GAIN Leadership" program; and all
attended Level 5 Leadership Training.
Below Meets Exceeds
Standards Standards Standards
1 2 3
I Ratinq
6. Continued development of the State Legislative Program. Refine the County's
legislative program through continued development of relationships with elected
officials and county staff in Southwest Florida and statewide, monitoring
legislative affairs in collaboration with our state lobbyist and networking regularly
with the Florida Association of Counties.
RESULTS: The Board of County Commissioners (BCC) first reviewed its slate of
proposed Collier County 2009 State Legislative Priorities on October 28, 2008; hosted a
Pre-2009 Legislative Session Workshop with members of the Collier County Legislative
Delegation on November 14; adopted the final list of 15 Collier County 2009 State
Legislative Priorities on December 3; and the Board Chairman officially presented that
final approved list to the Collier Delegation on December 10, 2008.
In addition to communicating the Board's position on issues of concern to the Collier
County community to the state legislators through meetings and various contacts, the
Board and Collier County staff continued working with our state lobbyist and the Florida .-.,
Association of Counties (FAC), to advance the BCe's legislative agenda during an
exceptionally challenging 2009 Legislative Session.
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Agenda Item No. 100
September 29, 2009
Page 26 of 46
County Manager's Office staff coordinated a trip for County Commissioners Fiala, Halas
and Coletta and the County Attorney to travel to Tallahassee for FACs Legislative Day
held midway through the 2009 Legislative Session on March 25, 2009.
The Board adopted a Resolution to support House Bill 691 relating to State Oversight of
Utility Services Provided by Intergovernmental Authorities filed by State Representative
Matt Hudson and the companion Senate Bill 1192 relating to Utility Services/ Oversight!
Intergovernmental Authorities by State Senator Garrett Richter. The legislation was in
response to a legislative priority of the Board, although it died in committee. In
addition, in response to a House vote April 27, 2009 endorsing offshore drilling three
miles off the coast in the Gulf of Mexico, the Board passed a walk-on Resolution on April
28 to oppose offshore drilling within 25 miles of the coast. Thankfully, the Senate
refused to take up the bill. During the Session, the Board also passed a Resolution
opposing a proposed unfunded mandate in the form of 6- solid waste transfer fee to
raise revenues for the state, which failed, and a Resolution supporting a Seminole
Gaming Compact that would include a revenue sharing agreement with a provision that
5 percent of casino revenues would be distributed directly to impacted local
governments for infrastructure. The four Resolutions were communicated immediately
to the Collier County Legislative Delegation, FAC, Speaker of the House, Senate
President and Governor Crist when appropriate.
Specifically, the 2009 Legislative Session was a challenging year for local governments.
County Commissioners statewide owe thanks to the partnering of FAC and J. Keith
Arnold and Associates for assisting in successfully passing legislation to resolve what
originated as a local Collier County issue but grew in importance to have statewide
significance and impacts to all 67 counties. That legislation clarifies that the interest
generated off of investments belongs to Boards of County Commissioners and the
community taxpayers. I believe Sen. J.D. Alexander said it best: "The money belongs to
the depositor.1f In 2007 the interest from 67 counties totaled $1.5 billion. Transparency
and accountability must apply to all in government serving the public.
That was the good news coming out of Tallahassee. Some bad legislation also passed.
Collier County Commissioners joined the position of FAC and also wrote to Governor
Crist requesting he veto the Growth Management Bill (SB 360) eliminating transportation
concurrency; the Impact Fee Bill (HB 227) placing the burden of proof on local
governments; and the campaign financing/local government expenditures bill (SB 216)
threatening freedom of speech. Unfortunately, the Board's letters were to no avail.
The County Manager's Office and Collier County Legislative Delegation Chair's office
coordinated with the Board office to schedule the next Pre-2010 Legislative Session
Workshop for October 14, 2009.
Below Meets Exceeds
Standards Standards Standards
1 2 3
I Rating
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Agenda Item No. 100
September 29,2009
Page 27 of 46
7. Growth Management. Continue to effectively and efficiently enforce and
interpret the Collier County Growth Management Plan (GMP), Collier County
Land Development Code (LDC) and Collier County Code of Laws and
Ordinances and provide a dynamic GMP and LDC implementation, interpretation,
and amendment environment to respond to community standards and preferences
consistent with Florida Statutes. Maintain coordination and cooperation with the
Collier County Public S'chools in schools' facilities planning through the
Interlocal Agreements required by Florida Statutes to include adoption of the
Public Schools Facilities Element with school concurrency component and
revised Interlocal Agreement focused on adoption by the BCC and School Board
prior to January 1, 2009. Continue to implement the Transfer of Development
Rights (TDR) Program of the Rural Fringe Mixed-Use District and its future land
use restrictions. Continue to implement the Rural Lands Stewardship Area
(RLSA) Stewardship Credit Program and associated Stewardship Sending Area
(SSA) and Stewardship Receiving Area (SRA) designations through regulatory
oversight and interpretation of the provisions of the Rural Fringe Mixed-Use
District (RFMU). Analyze financially feasible capital plans to ensure consistency
with the State mandated changes to the Growth Management Plan.
RESUL TS: The Comprehensive Planning Oepartment effectively administered the
county's GMP consistent with state requirements that were changed by Senate Bill 360
and provided the DCA with amendments consistent with BCC direction. The
department is preparing to address the new statutory changes enacted this year by
SB 360. The department prepared an evolving AUIR with additional information
provided to the CCPC and BCe. This planning tool continues to provide direction with
respect to the timing and financing of necessary capital facilities and infrastructure.
The CDES staff working closely with the Collier County School Board staff prepared and
finalized the Public Schools Facilities Element of the GMP pursuant to the state
requirements to implement school concurrency. The staffs are now in the process of
finalizing the implementing criteria for the LOC with scheduled hearings with the Board
in January 2010. Staff also prepared the EAR Project Management Plan, which is a
guide to insure adoption of the EAR by the January 2011 deadline. The 07/08 GMP
amendments are currently undergoing the third sufficiency review with the Transmittal
Hearings taking place in the next fiscal year.
Additional planning initiatives for the Transfer of Development Rights (TOR) program
have been at the forefront of COES activities due to the complexity of legal documents
associated with TDR conveyances. The division continued to process base TOR's,
bonus TOR's and restoration plan TOR's to the satisfaction of all TOR applicants. Four
Stewardship Sending Area's (SSA's) have been processed this fiscal year, which have
been submitted to generate credits for the Big Cypress Stewardship Receiving Area
(SRA) which has yet to be submitted.
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___,,__ _".__.___..u_m_
Agenda Item NO.1 00
September 29, 2009
Page 28 of 46
8. Federal Legislative Program. - Continue development of successful program in
cooperation with the County's federal lobbyist and enhancing the partnerships
with the Congressional Delegation members and their staff.
RESUL TS: The Ferguson Group reported on March 23, 2009 that the conference
report for the Fiscal Year 2009 Omnibus Appropriations Bill was filed and the following
four Collier County projects were funded:
. I -75/Coller Blvd/SR84 $570,000
. Emergency Services Center technology $350,000
. Gordon River Pass Dredging $597,000
. Health Care Access (PLAN) $143,000
While the federal budget process for FY09 funding allocations had been on hold in
Congress, the Board of County Commissioners proceeded with its normal federal agenda -
building cycle and adopted on January 13, 2009 the Collier County Fiscal Year 2010
Federal Legislative Agenda which was based on a recommendation of The Ferguson
Group, the county's federal lobbyist, upon a thorough evaluation of the funding potential
of each project and assessment based on available accounts and appropriations. Nine
projects comprise the Collier County Fiscal Year 2010 Federal Legislative Agenda that
was presented to Congressmen Connie Mack and Mario Diaz-Balart, and to the
legislative staff of Senators Bill Nelson and Mel Martinez, in Washington, D.C. on
February 4, 2009 by County Manager Jim Mudd and Commissioner Frank Halas. Those
FY 2010 projects and funding requests currently moving through the federal
appropriations process include:
. Interstate 75/Everglades Project Development and
Environment Study - $2 million
. Lely Area Stormwater Improvement Project - $2.3 million
. Gordon Pass Dredging - $2.4 million
. Interstate 75/Collier Boulevard SR 84 Interchange - $4.5 million
. Naples Bay Restoration - $450,000
. Technology for Emergency Services Center - $1.5 million
. Health Care Access for the Uninsured (PLAN) - $1 million
. Water Interconnects - $300,000
. Vanderbilt Lagoon - $250,000
In addition, the Board included in its FY2010 package the Water Resources Development
Act (WRDA) 2009 project requests approved by the BCC in April 2008, including:
. Clam Bay
. Hideaway Beach
. Aquifer Storage and Recovery (ASR) wells
Thus far in the FY2010 process, the Congressional Delegation members have requested
funding for Interstate 75/Collier Boulevard SR 84 Interchange, Technology for
Emergency Services Center, Health Care Access for the Uninsured (PLAN) and Interstate
75/Everglades Project Development and Environment Study. Congressman Mack
requested $1.5 million for Gordon Pass dredging but in March the $2 million stimulus
award and the FY09 allocation of $597,000 completely funded the project.
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Agenda Item No. 100
September 29,2009
Page 29 of 46
The Congressional Delegation members were also presented on February 4 with a
package of about $598 million in proposed Collier County Economic Stimulus Projects _
including transportation, public utilities, stormwater, and other infrastructure candidates
- in response to a request from the Obama administration for shovel-ready work that
creates jobs. Congressman Diaz-Balart was so impressed he took the Collier stimulus
package to the Transportation and Infrastructure Committee Chairman on the House
. floor.
To date, Collier County has received word of American Recovery and Reinvestment Act
(ARRA) 2009 awards of more than $36 million for the following projects:
. judge SS Jolley Bridge/Marco Island $5,593,031
. SR 951 widening at bridge 2 to 4 lanes $22,861,895
. Bald Eagle Pathway $637,420
. Transit - Urban $2,963,261
. Transit - Non-Urban $495,090
. Community Development Block Grant (CDBG) $581,300 .
. Emergency Shelter Grants (ESG) $888,850
. Meals for Seniors $68,901
. Gordon River Pass Dredging $2,000,000
TOTAL: $36,089,748
(The Sheriff's Office and Collier School District has also received ARRA funding.)
The Board also upon request of Congressmen Diaz-Balart and Mack responded to a
House Transportation and Infrastructure Committee request in May 2009 to develop a
list of high-priority transportation projects to be considered in the next major five-year
Transportation Authorization Bill, named Moving Ahead for Progress in the 21st Century
or MAP 21. Those projects include:
. 1-75 and Everglades Interchange
. 1-75 and Collier Boulevard Interchange
. SR-29 Bypass including SR 82/SR 29 Intersection
. SR-951 and US -41 Interchange
. Camp Keais Roadway Improvements
Thus far, Rep. Mack has submitted a request for $20 million for the 1-75 and Collier
Boulevard Interchange and a $20 million request for the SR-951 and US-41
Interchange. Rep. Diaz-Balart submitted the 1-75 and Everglades Interchange project
but has not yet specified a funding level.
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Agenda Item No.1 00
September 29, 2009
Page 30 of 46
9. Successful capital proiect management. FY09 will see another large capital
construction program. Managing these projects to successful and timely
completion will be a priority.
A. Road Improvement Projects of Interest:
RESUL TS:
1) Vanderbilt Beach Road - Completed December 2008, except for as-builts
and some punch list items.
2) Collier Boulevard from Golden Gate Boulevard to Immokalee Road -
Grand opening was March 31, 2009
3) Collier Boulevard from U.S. 41 to Davis Boulevard - Project is 81 percent
complete as of July 31, 2009. The date for completion was extended for
45 days with completion now scheduled for November, 2009 to address
utility conflicts and the Forrest Glen median access/treatment issue. The
Board asked that staff work with Forrest Glen after their public petition
and it was 2 subsequent meetings before the Board concurred with staff's
original design. The utility conflicts (Water Main at Wal Mart and Force
Main near Cultural Drive) related to the lines being shallower than
anticipated (good horizontal location in plans, but not good vertical
information) and the need to relocate them to meet Utility Division's
specification for coverage.
4) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal -
Construction estimated to begin fall of 2010.
5) Oil Well Road multi-Ianing - Oil Well Road Project Section 2 (Immokalee
Road to Everglades Boulevard) and Section 4 (Oil Well Grade Road to
Camp Keais) - Let to construction by the end of September 2009. Middle
section will be programmed as funding availability permits (Everglades
Boulevard to Oil Well Grade Road).
6) Santa Barbara Boulevard -
. Construction on the new alignment of the Santa Barbara
Extension from Davis Boulevard to Rattlesnake Hammock Road is
ongoing, with an anticipated completion date of April 25, 2010.
. The 6-lane segment of Santa Barbara Boulevard from Davis
Boulevard to north of Golden Gate Parkway (Copperleaf) which
includes the 4-laning of Radio Road east to hook up with the 4-
lane segment intersecting with Davis Boulevard is substantially
complete and final completion will be by September 2009.
7) Davis Boulevard from Collier Boulevard to Radio Road - FDOT design is
100 percent complete. County funds are currently available for 2010
construction. Collier County is providing the construction funds with an
agreement from FOOT to provide reimbursement starting in FY 2012.
8) Obtain approval from the Federal Highway Administration (FHW A) and
FDOT of Interchange Justification Report (UR) for Everglades Boulevard
Interchange at 1-75 - The DR will be finalized and submitted in the fall of
2009. We anticipate comments and responses through the winter of
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Agenda Item No. 100
September 29,2009
Page 31 of 46
2009-2010. Assuming satisfactory responses to comments, we would
anticipate an approval in the spring of 2010. FDOT has the PD&E funded
in their work program to begin in the spring/summer of 2010. A public
information meeting was held on June 3, 2009. The BCC was updated on
July 28, 2009. An additional public meeting will be held to discuss
environmental concerns in November of 2009.
9) Repaving and Limerock Road Conversion within budgeting constraints _
Paved 4.272 miles of Iimerock roads; 100 percent completed and under
budget. Resurfaced - Overlay of 48.569 lane miles.
10) Continued right-of-way acquisitions for Vanderbilt Beach Road
Extension. -
. 14 of the original 19 residential whole take properties have been
purchased.
. 2 additional whole take improved properties have been purchased.
. 3 additional vyhole take vacant parcels have been acquired.
. 11 homes have been or will be demolished.
. 2 homes have been turned over to Facilities Management.
. 3 sellers with extended occupancy.
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B. Utility Improvement and Public Safety Projects:
RESUL TS:
1) North County Sewer Plant Alignment - North County Water
Reclamation Facility Expansion (NCWRF) to 30.6 MGD. The projected
timeline for construction of the NCWRF expansion to 30.6 MGD has
been extended past FY09 due to the reduction in projected future
population increases per the most recent AUIR. The project will be
constructed in phases based on projected demand for services.
2) Wellfield Reliability and Expansion Program - South County Regional
Water Treatment Plant 20-MGD Wellfield Expansion. This project is
complete except for issuing final payment.
3) Irrigation Quality Water ASR - Livingston Road IQ Water Aquifer
Storage and Recovery (ASR) Well Construction Project. Status: Well,
pipelines and appurtenances are complete. Staff is monitoring and
working toward regulatory resolution for issues associated with
Trihalomethanes (THMs) and arsenic mobilization in the aquifer system.
A comprehensive study is ongoing to evaluate end-state alternatives
and identify a compliant, best-value solution. Staff is closely monitoring
other ASR projects within the state for assistance in completing this
project.
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Agenda Item NO.1 00
September 29, 2009
Page 32 of 46
4) Complete the rehabilitation and reconstruction of landfill cells 1 &2 -
This project is complete except for issuing final payment.
5) Finalize the landfill gas-to-energy project agreement - The Landfill Gas-
to-Energy Agreement with WMIF was approved by the Bee in
December 2008. WMIF submitted a concept plan to the county for final
approval by August 2009. All permit applications (ERP, SDPA, Air, Title
V) were submitted by the end of August 2009. The building permit
application will be submitted by October 2009. Construction is slated to
begin in February 2010 with an estimated completion date in
September 2010.
6) New Emergency Services Center - Completed on time and on budget;
CO issued in March 2009; move-in began in April 2009; ribbon-cutting
- ceremony and grand opening event held in June 2009.
7) Sheriff Special Operations Center, 2nd floor - Project placed on
indefinite hold.
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C. Other Significant County Projects:
RESUL TS:
1) Collier Boulevard Boat Park - Under construction and on schedule for
December 2009 completion.
2) Goodland Boat Ramp - Under construction and on schedule for November
2009 completion.
3) Courthouse Annex - Completed on time and on budget; CO issued in July
2009; move-in began in May 2009; and ribbon-cutting ceremony was held in
June 2009.
4) Multi-year Arterial Landscape program -
. Immokalee Road (1-75 to Collier Boulevard) - Anticipated
completion November 2009
. Rattlesnake Hammock Road (Polly to Collier Boulevard) -
Anticipated completion November 2009
. Vanderbilt Beach Road (Airport to Collier) - Anticipated
completion November 2009
Page 28 of 41
Agenda Item No. 100
September 29, 2009
Page 33 of 46
. Collier Boulevard South (Jolly Bridge) - Anticipated completion
November 2009
5) FPL and Collier Boulevard Greenway Projects _
. FPL - 100 percent design, waiting for final right-of-way (ROW)
acquisition
. Collier Boulevard - Expected completion by end of the year;
pathway delay due to some flooding and utility work.
6) Marco Island Rose Hall Addition - The contract was issued on March 24,
2009. A ground-breaking event was held in May 2009 for this facility which
is totally funded through donations secured by the Friends of Marco Library.
Construction started in July 2009, with completion expected in January
2010.
-
7) South Regional Library - This new facility opened to the public on May 15,
2009. There was a 2-month delay due to new procedures for securing
furniture and shelving. The project was completed on time and on budget,
the CO was issued in February 2009 and a ribbon-cutting event was held in
May 2009.
8) Gordon River Water Quality Park (Freedom Park) _
. Received CO's for the maintenance building and restroom building
July 24, 2009
. Final walk through for landscaping and irrigation completed July 27,
2009
. Official grand opening and ribbon-cutting event are scheduled for
October 6, 2009
9) Sheriff and County Fleet Maintenance Facility - Completed on time and on
budget. County Fleet CO issued in April 2009; ribbon-cutting event held in
March 2008. Sheriff CO issued in April 2009; ribbon-cutting event held in
June 2009
10) Manatee Community Park - BCC approved a change order inJune 2009
from design/build to design/permit.
11) Lely Area Stonnwater Improvement Project (LASIP) _
. LASIP Completed construction: Royal Wood Lake Interconnects,
Lely Manor Canal East Outfall, Lely Main Canal between
Rattlesnake Hammock Road and U.S. 41.
. Planned to be let (for construction): Lely Main Canal South of
Rattlesnake Hammock Road and Lely Manor Canal West Outfall
(both North and South Sections)
12) Conditional Use for Collier Area Transit (CAT) Transfer Station at Radio
Road, and design and pennitting for permanent Transfer Station construction
at Collier County Government Center -
. A pre-application meeting was conducted with the Zoning
Department on March 12, 2009. An informal community meeting
Page 29 of 41
Agenda Item No. 100
September 29, 2009
Page 34 of 46
was conducted with ENACTS citizens and representatives to
solicit comments on the previous Conditional Use Petition (CUP)
site plan on March 27, 2009. CUP application package submitted
on June 3, 2009. CDES/Planning has scheduled a tentative
public hearing on January 7, 2010 with the CCPC, and March 23,
2010 with the BCe.
. Transfer Station at Government Center: Received state funding in
the amount of $1,300,000 for a total project cost of $2,600,000
for the construction of a new Transfer Facility at the Government
Center. Anticipate selection of consulting firm for design and
engineering by November 30, 2009.
13) East Naples Community Park Soccer Field - Under construction with a
completion date of October 2009.
14) Phase 2 of Naples Depot Renovation - Under construction with a completion
date of January 2010.
15) Bluebill Ave. Public Beach Access, Restrooms & Intersection
Improvements - BCC approved design and requested staff to pursue a height
variance. Consultant redesigned the building and has submitted for an
administrative variance. On September 2009, the BCC directed that this
variance be submitted to the CCPC for review and recommendation back the
BCe.
16) Gordon River Greenway - Staff has had the pre-application meeting for
zoning and Site Development Plan (SDP). These will be submitted in
tandem. Received 30 percent design plans on June 23, 2009 and Design
completion scheduled for March 2010
17) Minimize utilization of leased space. Full relocation by October 2009. -
Coastal Zone Management completed move on August 19, 2009 and
Housing and Human Services has completed the move, saving $90,000 in
rent. NOTE: Completion of some of the above listed projects also led to
collapsing 14 leases valued at approximately $1,120,000 annually.
18) Installation of at least lO new bus shelters. -
. 11 Bus shelters were installed. (16 expected by October 2009)
. Bus shelters were refurbished
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Page 30 of 41
Agenda Item No. 100
September 29, 2009
Page 35 of 46
10. Overall Operational Improvements;
A. Implement Next Stage of Contract Administration Plan Initiatives.
RESUL TS:
1) Continue use of value engineering reviews for larger constrUction
contracts. - One project evaluated in FY 2009 resulted in projected
reductions in cost of $8.7 million. This was the Oil Well Road project,
which will be bid in the near future. The plans for Oil Well Road is to 4-
lane from Immokalee Rd to a little west of Everglades, then go to 6 lanes
until a point after Ave Maria and then revert back to 2 lanes.
2) Pursue efforts through the Collier Legislative Delegation and F AC to
amend Consultants Competitive Negotiation Act (CCNA) to enhance
competition. - Led statewide efforts to amend the CCNA through
extensive contact with elected officials and procurement professionals
throughout State of Florida. Recruited sponsor in Florida Senate.
Language introduced in the Florida House as an amendment to another
bill. Amendment did not pass. Efforts will continue in preparation for the
2010 Legislative Session.
3) Implement and manage Local Vendor Preference Policy - The policy was
implemented in June 2008 and since then, Purchasing has processed
more than 130 formal solicitations under the new policy. Six of 96 formal
awards were re-directed to local sources as a result of the policy. A one-
year status report was presented to the Board in June 2009.
4) Vigilantly monitor spending at the purchase order level and identify
opportunities to maximize purchasing efficiencies _
. Cell phones - New contract that was negotiated and implemented in
March 2008 included standardization of features and centralizing of
billing, which cumulatively saved the agency more than $300,000 in
the first year. An additional savings of $21,000 is anticipated in FY
2010.
. Printing and coPYing - New contract introduces common standards
for the purchase of printed and copied materials with anticipated cost
reductions of at least 20 percent annually.
. Uniforms - New contract introduces common standards across
departments with anticipated reduction in costs of about 50 percent
annually.
. Water treatment chemicals - initiated a two-step acquisition process
that is expected to result in cost savings of up to 20 percent,
representing $1 million annually.
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Agenda Item NO.1 00
September 29, 2009
Page 36 of 46
5) Continue SAP enhancements for project and contract management - See
Improved Use of Technology Goal 4 .
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B. Continue to refine and enhance the Operations Management Tracking System
(OPS Track) that measures efficiency, productivity and effectiveness, as well
as, the Capital Projects Tracking System (Caps Track) that monitors project
expenditures and timeliness. -
RESUL TS: The County Manager's Office continues to use the Operations
Management Tracking System (OPS Track) as a valuable resource to identify and make
the top management team aware of potential issues of concern that need to be
addressed before they escalate and become problems. Continuing to mature, OPS
Track allows the administration to be proactive rather than reactive. Through
enhancements and improvements made by the Strategic Excellence Program for
Ultimate Performance (STEP-UP) Team, which is responsible for providing data and
status updates on the Department Director's Annual #1 Action Item, OPS Track
continues to mature with each quarterly session, allowing the administration to make
more efficient and effective business decisions on behalf of Collier County. The number
of actual performance measures being reported is continuously decreasing in an effort
to report primarily on "decision making metrics." The STEP-UP Team, in coordination
with the IT Executive Committee, continues to evaluate various vendors of electronic
performance measurement reporting systems. A recommendation was due to the BCC
during FY 2009, which unfortunately has been indefinitely postponed due to lack of
funding for such technology enhancements.
To help determine standards to grade ourselves against, the County Manager's staff
continues to playa leading and active role in the Florida Benchmarking Consortium
(FBC) and serves on the FBC Board of Directors, Executive Committee, Strategic
Planning Committee, and Board Liaison for both the Road Repair and Stormwater
Drainage Maintenance Service Area Categories.
Two new Service Area Categories have been added for FY 09 data reporting: Traffic
Engineering and Environmental Management. The FBC also added Citizen Centric
Performance Measures to several service areas, after incorporating public input during
regional focus group meetings. During FY 08 and 09, Bob Murray, a Collier County
activist, served on the FBC as a Citizen Liaison.
The STEP-UP Team continues to coordinate annual data collection and assists in
identifying best practices and providing analysis for publication of the FBC annual data
report.
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Agenda Item No. 100
September 29,2009
Page 37 of 46
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C. Improve emergency preparedness planning & response capabilities.
RESULTS:
1) Refine and exercise the County Pandemic Emergency Plan - Collier -
County has a pandemic response plan in both the Department of
Emergency Management and Collier County Health Department.
Constant evaluation of the plan is ongoing based on guidance from the
Centers for Disease Control and the State Surgeon General. A second
tabletop exercise was just completed in late May. The Collier County
Health Department jEmergency Preparedness office is co-located with
Emergency Management staff ensuring close coordination and unified
operations. -
2) Continue to refine the 'Pet Friendly' shelter initiative - The Pet Friendly
Plan is completed and has received an additional tabletop exercise this
past year with Domestic Animal Services and Emergency Management.
In addition FEMA funds were received to harden the pet friendly facility
and that renovation work has been completed. In June 2009, Parks and
Recreation and the Bureau of Emergency Services reviewed the shelter at
North Collier Regional Park where they held a tabletop exercise.
3) Seek and present financing opportunities for a replacement or
supplemental MedFlight helicopter. Improve helicopter systems
management, programming and safety - Staff continues to work with the
County Manager's Office for funding opportunities as an order for
replacement aircraft would take approximately 18 to 24 months to
complete. Recent reviews with the Federal Aviation Administration and
external safety audits, along with some management program re-
structure, has concluded Collier County Med Flight is performing and
operating in highly satisfactory rating.
4) Continue efforts to build our emergency management program in a fashion
so as to meet or exceed national requirements for accreditation under the
National Emergency Management Accreditation Program and National
Fire Protection Association (NFP A)- Standard 1600 - Funding constraints
will force a delay in this effort. Staff is reviewing the possibility of
leveraging future funds and future grant opportunities to combine
accreditation efforts for several departments. The recent completion of
Page 33 of 41
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Agenda Item NO.1 OD
September 29, 2009
Page 38 of 46
the new Emergency Services Center and Emergency Operations Center
provides a professional, stable and robust platform for future disaster
operations.
5) Continue our efforts to build a disaster resistant community by means of
disaster drills, exercises, and joint planning with community partners.
Include testing of our preparedness to fast-breaking (Haz-Mat, School
crisis) events - Our Bureau of Emergency Services and Emergency
Management Department continues to excel in this area by frequent
drills, exercises, briefings and a business process that has periodic review
of all internal and external disaster plans.
6) Seek funding options and develop strategic plans to address the hig4 call
volume along Alligator Alley which frequently overtaxes the Ochopee
Fire Department due to travel distances - Staff continues to seek ways to
acquire additional funding. The on-again and off-again discussions of a
concessionaire by the State regarding the Alley have created a moving
target with respect to designing an improved delivery system. Staff is
monitoring as well the progress of the state and federal parks agency
that may also be developing sites that could house a fire and EMS
substation.
7) Develop a formalized crisis communication plan for the County
Manager's Agency - Communication and Customer Relations (CCR)
Department staff completed the first draft and submitted it for review in
April 2009. The CCR plan has been implemented and practiced at recent
tabletop exercises in the new Emergency Operations Center and functions
well within the new media management resources.
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D. Continue to implement the beach access initiatives and update the 2003 Beach
and Water Master Plan by March 2009. Continue to bring opportunities to the
BCC for direction.
RESULTS: This plan was reviewed and approved by the Parks and Recreation
Advisory Board (PARAB) in May 2009. Presentation to the Bec will occur after the
Productivity Committee has completed its review of the Parks Impact Fee Study.
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Agenda Item No. 100
September 29, 2009
Page 39 of 46
E. Address the Irrigation Quality Water Master Plan and Policy. Develop and
implement a policy to meet the growing demands for customer irrigation
water needs.
RESUL TS: The IQ Water Policy Master Plan includes rehabilitation and
replacement and capital improvement project elements, as well as primary and
secondary delivery systems. Eighty percent of the Landscape Beautification Master
Plan miles are on reclaimed water.
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F. Initiate Watershed Management Plan studies and associated Long.Range
Stormwater Management Plans.
1) Manage the development of the County's initial stages of the Watershed
Management Plan according to GMP policies. Modeling consultants must
be hired in FY09 to keep the schedule for completion of the plans in 2010.
2) Manage the implementation of the Floodplain Management Planning
Committee (FMPC) goals, policies and objectives defined in the 2007
Floodplain Management Plan (FMP) through the Action Plan contained in
Section 7.1 of the FMP.
RESULTS: On March 10, 2009, the BCC approved the contract in the amount of
$575,736.95 with Post, Buckly, Schuh & Jernigan (PBS&J) to update the Big Cypress
Basin Board (BCBB) regional hydrologic model. Phase 1 of the subject contract focused
on obtaining results from the SFWMDjU.S. Army Corps of Engineers models developed
for pre-development conditions, 2001, and future conditions. PBS&J will also update the
existing BCB MIKE SHE j MIKE 11 model, an advanced integrated hydrological modeling
system for building and simulating surface water flow and groundwater flow. During
Phase 2, the model will be updated with new LIDAR topography, 2008 land use and
cover, recent climactic data, ground water withdrawals, and new hydraulic data from the
county's stormwater system. The updates to the model will improve its estimation of
storm water runoff, ground water exchange, and water elevations. The updated model
will be used to evaluate 5-, 10-, 25-, and 100-year frequency design storm event effects
on the canal system and estuaries. The model results will be used to re-evaluate Level
of Service standards for basin discharge rates. Water quality data and conditions will
be assessed to provide recommendations for water quality models which will be
developed in Phase 2. At the June 23, 2009 Bee, the Board elected not to pursue the
Phase 2 portions of the contract and subsequently directed staff to return to the Board.
Staff is scheduled to present to the Board on October 13 with additional background and
details on the contract and the proposals for continuing the project.
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Page 35 of 41
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Agenda Item No. 100
September 29,2009
Page 40 of 46
G. Continue efforts to implement an automated system to record and track the
location, type, condition, value and useful life of County assets.
RESULTS:
1) Expand existing Asset Management efforts in Traffic Operations, Road
and Bridge, and Stormwater. Full implementation of Asset Management
in transportation by the end of FY09. -
. Phase I Traffic Ops Asset Management System is 100 percent
implemented.
. Phase II Traffic Ops Mobile (field connection) is 100 percent
implemented.
. Phase I Road Maintenance Asset Management System is 100 percent
implemented.
. Phase II Road Maintenance Mobile (field connection) is 100 percent
implemented.
. Overall 2,527,533 above ground road assets have been collected
which represents 1,036 centerline miles (2,358 lane miles)
. 2,269,046 Right-of-Way Images
. 253,474 Total Features Extracted
. 5,013 Pavement Segments
. Average Pavement Condition Index - 78
. Phase III ATM - CAT Asset Management commenced May 2009 to
include all the bus shelters and routes in GIS
. Phase III ATM - Landscape Asset Management commencing July
2009 to include medians, mowing areas and plantings all in GIS
2) Continue effort in Public Utilities. - Completed the Team Challenge task,
which provided "hands on" experience with asset management
techniques, data gathering and input. An asset hierarchy was developed
and the data incorporated into the Computerized Asset Management
Program (CAMP), a long-range (20- to 100-year) infrastructure renewal
planning ("asset management'') tool. The implementation of the
recommended program has begun and we are developing an asset
register numbering system.
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H. Implement Audit Corrections. Implement and monitor policies and
procedures needed to address the findings identified by the external auditor
Page 36 of 41
Agenda Item No. 100
September 29,2009
Page 41 of 46
relative to our federal and state housing grant programs. Goal for FY 2009 is
to have decreased audit findings. hnplement Health and Human Services
Department self-monitoring/audit system by January 2009.
RESUL TS: Staff implemented a grants calendar that keeps track of all the
deadlines for reports, submission of applications and NOVUS agenda items. Internal
monitoring of files has enabled management to discover concerns and rectify issues
before an external audit. Business processes have been documented via the XCEL
program and corresponding action items are being implemented on schedule. In
addition, this year, a combined effort with Purchasing and Finance yielded training for
sub-recipients and vendors to assist them in understanding the requirements of doing
business with Collier County. Finally, we are pleased that audit findings have been
reduced by 50 percent due to these actions.
- The Grants Office, in conjunction with Office of Management and Budget and the County
Manager's Office, assisted in preparing a response to audit comments regarding grant
issues and in developing corrective measures.
As part of those corrective measures, the Grants Office developed and delivered a
comprehensive training program, took a stronger role in grant compliance, and
partnered with the Center for Business Process Excellence (CBPE) team to develop an
XCEL matrix specific to the audit findings of 2008. The processes established based on
that effort are under way.
The Grants Office is actively involved with Finance and IT in the development of
requirements and scope for the implementation of SAPjRPM Grants Management
software.
Below Meets Exceeds
Standards Standards Standards
1 2 3
1. Better Utilization of County Resources.
RESULTS:
1) XCEL (Expect Compliance at Every Level) - This is an internal control
review and improvement methodology being deployed throughout the
agency to provide a structure for management to evaluate the effectiveness
of internal controls and to improve, if necessary. Roll out XCEL to
include participation from all divisions and other key offices. Create
quarterly reporting approach to improve visibility of existing and
improved internal controls. - Each division and management office has
been trained, has identified their key business processes, and is working
a self-developed schedule of completion. Quarterly reporting has been
established in two formats: a newsletter with details of planned
improvements and slides noting "on-time performance" both agency-wide
and by division. The latter is presented within the quarterly OPS Track
framework. To date the focus has been on examination of financial
Page 37 of 41
.
Agenda Item No. 100
September 29, 2009
Page 42 of 46
processes and controls, and as of July 1, 70 business processes have
been reviewed or are presently under review for effective controls. Areas
identified as needing improvement are being addressed.
2) Perform Construction Engineering and Inspection (CEI) with in-house
staff for Santa Barbara Boulevard Extension and one or both of the Oil
Well projects. - In-house staff has been assigned to perform CEI services
for Santa Barbara Boulevard Extension. Additional staffing required for
Oil Well Road CEI services will be cross-utilized from other departments
to perform CEI services.
3) Center for Business Process Excellence - This is a matrix organized team
of professionals engaged in business process improvement. Their goal is
to take on 2 - 4 County Manager's Office-prioritized analysis and
- improvement projects annually. Complete a minimum of2 process or
organizational improvement projects. 'Lean Government' Initiates. -
During this fiscal year the team has completed six process improvement
activities, two of which were performed using the Lean
Government/Kaizen event approach. Projects were: Study one
government agency's model for financial functions consolidation; Analyze
the board agenda process for improvements and as precursor to new
technology; Develop an agenCY-Wide process to assure accurate Schedule
of Expenditures in order to avoid future audit comments for same;
Develop agency-wide processes and controls for Federal Stimulus (ARRA)
Grants; Examine and improve the Fixed-Term Renewal Contract Process
(Kaizen); Examine and improve the Personnel Action Request Process
(Kaizen).
4) Implement and monitor coordinated FEMA Reimbursement Process -
Developed a comprehensive Disaster Reimbursement Program for our
Agency and submitted 40 Project Worksheets to FEMA for reimbursement
for Tropical Storm Fay-related damages. Conducted three large training
sessions for Agency personnel in anticipation of and preparation for the
2009 storm season. This is a complex process with many coordination
points and moving targets. Evaluation of the process will be conducted
after closing Tropical Storm Fay reimbursements with appropriate
adjustments and/or modifications.
5) Implement Grant Compliance Monitoring. - The Grants Office participated
as an advisor to other departments as they develop XCEL matrices
related to managing grant compliance. Beginning in FY2010, the Grants
Office will begin meeting with these departments to ensure they are able
to meet the requirements they identified in these matrices.
This effort has shifted to become the Grant Management Compliance
Program, which will assign accountability and compliance oversight
directly with the project managers, directors and administrators. Each
department managing grants is including compliance with grants in their
XCEL matrices and the Grants Office will be reviewing these when
Page 38 of 41
Agenda Item No.1 00
September 29,2009
Page 43 of 46
drafted, providing advice and monitoring as the departments follow up
with those matrices.
6) Implement and manage wellness-focused, advocacy-based health care
plan. - Contracts were awarded to Community Health Partners and Quest
Diagnostics to perform advocacy services and lab testing services for the
Behavior-Based Wellness Program and Space Advocates were hired and
began work in October 2008. The QUEST lab clinic schedule was
completed in mid December 2008 and was communicated to employees
the same week. The new Plan was effective January 1, 2009. Enrollment
in the lab clinics began in February 2009 and continued through April with
a 90 percent participation rate. Employees began completing their
personal wellne5s questionnaires in February. Lab results started to
return to the Advocates in early March; were matched with wellness
questionnaires; and individual and group employee meetings began in
mid March to deliver the results. Employees were either qualified for a
plan or were counseled as to further qualifiers necessary to be enrolled in
the Premium Plan. A new diabetes program was implemented in March
through the MedCenter to provide free testing strips to employees who
agreed to come in quarterly to be examined and counseled. The Health
Reimbursement Account Program began and the Wellness staff began to
offer educational programs to employees. The North MedCenter is open ~
and is handling about 8-10 appointments per day.
7) Continue enforcement and regulation of the Minimum Housing Standards
Ordinance and the Property Maintenance Ordinance to include,
enforcement of abandoned properties; implementation of the BCC-
approved foreclosure initiatives; enforcement of Rental Registration
requirements; and fix associated operational and fiscal processes. _
. Five District Community Task Force teams, comprised of numerous
agencies/departments, civic, and homeowners associations, have
been developed to address the overwhelming issues related to
abandoned and foreclosed properties. These teams meet monthly and
identify issues in their community. The Code Enforcement Department
members work with organizations (Sheriff's Office, Fire Departments,
Utilities, banks, etc.) to reach an effective resolution. PowerPoint
presentations, brochures, and website updates are routinely provided
to community members. In addition, the team developed a
"Community Resource Guide" that has been distributed throughout
the county and the Code Enforcement Department has done a superb
job developing a win-win approach with lending institutions to
proactively deal with the mounting violations related to foreclosed
properties. Foreclosed and abandoned properties with Code
violations are abated by the lenders in an average of 45 days.
Additionally, staff proffered and the Board approved an amendment
to the Property Maintenance Ordinance to address property
maintenance and foreclosure issues in the Estates. The Code
Page 39 of 41
Agenda Item No.1 00
September 29, 2009
Page 44 of 46
Enforcement Department's Blight Prevention Program has received
community recognition for being innovative.
. Implementation of foreclosure initiatives is ongoing. Using $7.3
million in federal grant funds, the Neighborhood Stabilization Program
(NSP) has thus far acquired twelve (12) foreclosed properties for
purposes of redevelopment to benefit income-qualified individuals and
families. Furthermore, efforts continue on a daily basis to identify
and acquire additional foreclosed properties with the goal of
redeveloping not less than forty (40) foreclosed properties by
September 2010. On July 15, 2009, Housing and Human Services
submitted an application to the U.s. Department of Housing and
Urban Development for $10 million in additional funding as part of the
NSP2. If awarded, a minimum of 100 additional properties would be
eligible for redevelopment. Through these efforts, Housing and
Human Services aims to reconnect neighborhoods, stabilize the local
housing market, increase the supply of affordable housing and arrest
the rapid decline of neighborhoods throughout Collier County.
. Recognizing a need to fund initiatives to acquire and rehabilitate
foreclosed properties, in late 2008 Housing and Human Services
reallocated federal grant funds to fund two non-profit agencies.
Habitat for Humanity and HOME, Inc. received grant funding to
acquire, rehabilitate and re-sell foreclosed properties in Collier County.
This initiative has been a success and resulted in the redevelopment
of 28 properties.
Below Meets Exceeds
Standards Standards Standards
1 2 3
I Rating
J. Actively Monitor the Impact to Tourism resulting from the infusion of
additional advertising funds because of the declared 'Economic Emergency' .
Maintain Return on Investment from advertising and promotion at an average
of $20 in visitor spending for every $1 invested and increase economic impact
to our community from visitor expenditures by 6%.
RESUL TS: Due to the economic crisis, the County has maintained a Return on
Investment average of $17 in visitor spending for each advertising dollar spent. The
economic impact to our community from visitor spending has declined by 8 percent.
Below Meets Exceeds
Standards Standards Standards
1 2 3
I Rating
Page 40 of 41
Agenda Item No. 10D
September 29, 2009
Page 45 of 46
Concludin2 Remarks: This has been an exceptionally challenging, and I believe, a very
successful year. We continue to push this organization harder than I thought possible and
they have responded superbly. I lead a sensational team of top-notch mature
professionals who strive to remain focused on performing their jobs with improved
customer service results and consistently target getting their specific assignments done
with utmost efficiency and effectiveness. Neither they nor I have ever been satisfied with
the Status Quo. This has been extremely difficult considering the organization has 420
frozen/unfilled positions and a very lean budget. More than ever, we need to continue to
diligently review and correct some of our business processes, workflows, project
planning and organization structures.
The staff has been encouraged by the Board's desire to make good decisions on behalf of
the entire community and the willingness of all members to spend time learning the
details of important issues to be better equipped to make decisions. While there are
always things in retrospect that could have been done better, I would consider this to have
been one of the most progressive years in this government's history. I hope that as you
review my performance over this year, that I was able to "exceed your expectations" as
the County Manager.
Commissioner's Comments:
Commissioners SU22estions for Improvement:
Prepared by: Jim Mudd
Page 41 of 41
I
I
Agenda Item NO.1 OD I
September 29, 2009
FY 2009 Page 46 of 46
Board of County Commissioners
Workshop and Special Meeting Schedule
Date Function Location
September 29, 2008 BCC/E951 Horizon Committee Meeting
9:00 a.m. - 5:00 p.m. BCC
October 7, 2008
9:00 a.m. - 12:00 p.m. BCCILDC BCC
October 8, 2008
9:00 a.m. - 12:00 p.m. BCC/PUD Audit Workshop #10 BCC
October 30, 2008
9:00 a.m. -12:00 p.m. BCC/LDC BCC
November 3, 2008
9:00 a.m. - 4:30 p.m. 2008 AUIR special meeting with BCC BCC
November 5, 2008 District 2 - Commissioner Halas Drive
1 :00 - 4:30 p.m. Around
November 14, 2008
1 :00 - 4:00 p.m. BCC/Legislative Workshop BCC -
December 4, 2008 Joint BCC/Marco Island City Council
1 :00 p.m. Meeting Marco Island
December 8, 2008 BCC/EMS/Fire District Workshop
9:00 a.m.- 12 p.m. Medical Protocol Bce
December 8, 2008 BCCfTransportation Growth
1 :00 - 5:00 p.m. Management Workshop BCC
December 10, 2008
2:00 - 3:00 p.m. Legislative Delegation Meeting BCe
November 24, 2008 District 3 - Commissioner Henning
2:00 - 5:00 p.m. Drive Around
January 8, 2009
9:00 a.m. -12 p.m. BCC/EDC Workshop BCC
January 16, 2009 BCC/Bayshorellmmokalee CRA Annual BCe
9:00 a.m. Report Joint Workshop
January 20, 2009
9:00 a.m. BCCfTDC Workshop BCC
January 30 I 2009
2:30 p.m. 2009 SWF Legislative Consortium Lee County
March 11, 2009 South Regional
7:00 p.m. District 1 Town Hall Meetina Library
March 27, 2009
9:00 a.m. BCC/Airport Authoritv Workshop BCC
April 15, 2009 Congressman Diaz-Balart Edison State
1 :00 - 2:00 p.m. Transportation Roundtable Discussion College
May 13, 2009
9:00 a.m. BCC/Strategic Planning Workshop BCC
June 29-30, 2009 FY -2010
9:00 a.m. - 6:00 p.m. Budget Workshops BCe
September 10,2009 FY -2010
5:05 p.m. Public Budget Hearina Bee
September 24, 2009 FY -2010
5:05 p.m. Public Budget Hearing Bee
.
. 10 \)
qJ~'1/0q
(!) MEMORANDUM
To: ~~Ommissioners
From: C~. ~
. u , Coun an ger
Date: . September 28, 2009
Subject: Annual Performance Appraisal
.
The composite scores and comments from the Commissioners are attached.
.".,,,.~'It~..,.....~
"," ......./~. .
_.N,. -<'.."
.--:. -'
FY 2009 Action Plan (BCC Grade Summary)
James V. Mudd, County Manager
The County Manager is tasked with carrying out the policy direction provided by the
Board of County Commissioners. He is by ordinance to provide leadership for the day-
to-day operations of the employees of the Board of County Commissioners. The
following Action Plan is developed in an effort to provide clear expectations for the
County Manager for the period from October 2008 through September 2009. The Action
. Plan is based on the broad areas generally expected to be performed by the Executive
Officer, including: communications, leadership, organizational direction, financial
oversight, personnel, growth and capital project management. This part of the Action
Plan represents 40% of the annual evaluation weight. Each Goal for the FY will also be
evaluated and will represent the remaining 60% of the annual evaluationweight. These
areas are further categorized as to their pertinence and support of the FY 09 Strategic
Focus Areas (SFA) and their Goals for Collier County that are enumerated below:
It is Collier County's Vision - To Strive to be the Best Community in America to
Liv~ WorAj. and Play. From this Vision flows the statement of our County's Mission _
To Deliver High Quality, Best-Value, Public Services, Programs, and Facilities
to Our Residents and Visitors. The County Mission will be accomplished by
dedicating its resources and efforts to the following Strategic Focus Areas (SFA) with
their corresponding goals:
SFA. 1.. Neighborhood Preservation & Enhancement - To preselVe and enhance
the safel:}j qualil:}j value, character, and heritage of our neighborhoods, communities
and region.
.~_...."
..
SFA. 2. Growth Management - To responsibly manage community growth,
development and redevelopment, while enhancing the natural environment
SFA~ 3. Community Health and Human Services - To improve the quality of life
and promote personal self-reliance and independence through improved access to
community health care and human selVices for those most in need
SFA. 4. Mobility - To provide for the various mobility needs of the community and the
region while respecting and enhancing the character of our diverse neighborhoods.
SFA. S. Economic Development - To help create a business climate. that promotes a
.diversified, growing economy consistent with the established growth management plans
and community desires.
SFA. 6. Local Governance - . To sustain public trust & confidence in County
government through sound publiC policy decisions, expert profeSSional management and
active citizen participation.
At the conclusion of the fiscal year, the Board of County Commissioners will be asked to
perform an annual evaluation of the County Manager's performance by rating each of
the following performance objectives on a 1 to 3 scale. Individual evaluations will be
totaled and averaged to determine the Board's collective pOSition.
Page 1 of 16
.
Below are the standards for scoring the self-appraisal. These should help you decide on
how to grade each of the areas on my KRAjappraisal form.
- - - - - --- -- - - -- - -
Score Results
- -- --------- ------ ~---- ---- ---~~- --- -----~ ------
1 . Some improvements and/or early good performance levels in a
Below few areas
Standards . Results not reported for many to most areas of importance to the
organization's key business requirements
-- ~- ----- -- -- - -- --- -- -- -- -~ -------- - --- -- - ---- ----- ---
. Improvement trends and/or good performance levels reported for
most areas ofimportance to the organization's key business
requirements
2 . No pattern of adverse trends and no poor performance levels in
Meets areas of importance to the organization's key business.
Standards requirements
. Some trends and/or current performance levels - evaluated
a.gainst relevant comparisons and/or benchmarks - show areas of
strength and/or good to very good relative performance levels
. Business results address most key customer, market, and
process requirements
---- -----------------~~------ --------- -- --~- -~--~-- -- - ----
'"'.'"' ,
. Current performance is excellent in most areas of importance to
the organization's key business requirements
3 . Excellent improvement trends and/or sustained excellent
Exceeds performance levels in most areas
Standards . Evidence of industry and benchmark leadership demonstrated in
many areas
. Business results fully address key customer, market, process,
and action plan requirements
Final Needs Meets Exceeds
Standard Improvement Expectations Expectations
Ratin Scale
1.00-1.66 1.67-2.33 2.34-3.00
Page 2 of16
The following area of Communications supports the Strategic Focus Area 6 - Local
Governance - To sustain public trust & confidence in County government through
sound public policy decisions, expert professional management and active citizen
participation.
NR - Not Received
:
COMMUNICATIONS Comm. Comln. Comm. Comm. Comm.
Henning Fiala Coletta Halas Coyle
C.1 (Internal) The County Manager will be
expected to provide the BCC with timely
and accurate responses to requests for
information, as well as, coordinating drafts 3 3 3 3 2.5
for plans, fees and controversial ordinances
with the BCC members before the
information goes public.
.
COMMUNICATIONS Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas Coyle
C.2 (External) The County Manager will be
expected to provide information to the
public through a minimum of one speaking 3 2.5 3 3 3
engagement per month on average, as well
as, developing nevy,rn,eans topr()vicfe, , '. .... " .'..
information to the public regarding County I...
information.
COMMUNICATIONS Comm. Comm. Comm. Comm. Comm.
Hennil!9 Fiala Coletta Halas Coyle
C.3 (External) The County Manager will be
expected to ensure that the organization
has systems in place to ensure that the 3 2.5 3 3 2.5
general public is responded to in a timely
and accurate manner. Also, improve Public
Relations by providing more understandable
and complete information to the public.
The following area of Leadership/Organizational Direction supports the Strategic Focus
Area 6 - Local Governance - To sustain public trust & confidence in County
government through sound public policy decisions, expert professional management and
active citizen participation.
Page 3 of 16
LEADERSHIP/ Comm. Comm. Comm. Comm. Comm.
Henning Fiaia Coletta Halas Coyle
ORGANIZATIONAL DIRECTION
L.l The County Manager will ensure that 3 3 3 2.99 3
there is a clear direction that is
communicated throughout the orCJanization.
LEADERSHIP/ Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas Coyle
ORGANIZATIONAL DIRECTION
L.2 The County Manager will ensure that all
executive summary reports provided to the 3 3 3 3 2
Board have specific and clear
recommendations.
LEADERSHIP/ Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas coyle
ORGANIZATIONAL DIRECTION
L.3 The County Manager will provide
opportunities for the Board of County 3 3 3 3 2.5
Commissioners to discuss and set proactive
policy direction on key community issues.
. ~
The following area of Personnel Management supports the Strategic Focus Area 6 -
Local Governance - To sustain public trust & confidence in County government
through sound public policy decisions, expert professional management and active
citizen participation.
PERSONNEL MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas Coyle
P.l The County Manager will ensure that
the County follows the Board's established 3 3 3 3 2.5
policies for the hiring and management of
its employees.
PERSONNEL MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas Coyle
P.2 The County Manager will provide to the
Board an annual pay plan as part of the 3 3 3 3 3
budget that will provide for an organized
means for salary administration.
Page 4 of 16
The following area of Growth Management supports Strategic Focus Areas SFA. 1.
Neighborhood Preservation &. Enhancement - To preserve and enhance the
safety, quality, value, character, and heritage of our neighborhoods, communities and
region; SFA. 2. Growth Management - To responsibly manage community growth,
development and redevelopment, while enhancing the natural environment; and SFA.
5. Economi.c Development - To help create a business climate that promotes a
diversified, growing economy consistent with the established growth management plans
and community desires.
GROWTH MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennina Fiala Coletta Halas Covle
G.! The County Manager will supervise the
revision; reorganization; update of outdated 3 2.5 3 2.99 2.5
and obsolete provisions of the Land -
Development Code (LDC). The BCC will
provide guidance to the staff to these ends.
Complete development of an Administrative
Code. Significantly reduce LDC changes
submitted.
GROWTH MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennina Fiala Coletta Halas Covle
.. G.2 The County ManagerwUI continue to '.."".'.
implement measures to improve customer 3 2 3 3 1.0
service in CDES. Expected outcome is to
get permits and development review items
back to the public within established
standards, and to reduce the number of
repetitive reviews.
GROWTH MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennina Fiala Coletta Halas Covle
G.3 The County Manager will provide staff
coordination through a series of citizen 3 3 3 2.97 2.5
. committees to study and implement
numerous community planning initiatives.
Page 5 of 16
GROWTH MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennin Fiala . Coletta Halas Co Ie
G.4 The County Manager will prepare for
adoption of a financially feasible Annual 3 3 3 3 2.5
Update and Inventory Report (AUIR) and
amendment of the Capital Improvement
Element (CIE) of the GMP with the CIE
found in compliance by the Florida
De qrtment of Communi Affairs DCA.
The following area of Capital Project Management supports Strategic Focl./s Areas SFA..
1. Neighborhood Preservation &. Enhancement ~ To preserve and enhance the
safety, quality, value, c:haracter, and heritage of our neighborhoods, communities and
region; SFA. 4. Mobility - To provide for the various mobility needs of the community
and the region while respecting and enhancing the character of our diverse
neighborhoods; and SFA. 6. Local Governance - To sustain public trust & confidence
in County. government through sound public policy decisions, expert professional
management and active citizen participation.
CAPITAL PROJECT MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennina Fiala C()letta Halas Covle
CP.! The County Manager will provide a ..
capital budgetfhat will dearly describe the 3 3 3 3 2.5
capital projects proposed for the following
fiscal year along with the proposed means
for fundina such projects.
CAPITAL PROJECT MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennina Fiala Coletta Halas Covle
CP.2 The County Manager will provide
regular updates to the County Commission 3 ' 3 3 3 2.5
on key capital projects in a manner which is
easy to und~rstand and timely.
. ...
CAPITAL PROJECT MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennina Fiala Coletta Halas Covle
CP.3 The County Manager will ensure that
.
for each key capital project that there is 3 3 3 3 2.5
clearly established. responsibility, budgets
and schedules for each. The Manager will
also implement business processes that will
control costs and cost overruns.
Page 60f 16
-,,"
The following area of Financial Management supports Strategic Focus Areas SFA. 1.
Neighborhood Preservation & Enhancement - To preserve and enhance the
safety, quality, value, character, and heritage of our neighborhoodsl cohimuhities and
region; SFA.4. Mobility - To provide for the various mobility needs of the community
and the region while respecting and enhancing the character of our diverse
neighborhoods; and SFA. .6. Local Governance - To sustain public trust & confidence
in County government through sound public policy decisions, expert professional
management and active citizen participation.
FINANCIAL MANAGEMENT Comm. Comm. .Comm. Comm.. Comm.
Hennina Fiala Coletta Halas Coyle
F.l The County Manager will present an
opportunity annually, prior to the
. development of the annual budget, for the 3 3 3 .3 2
County Commission to have a policy level
discussion regarding the next year's annual
.budqet.
FINANCIAL MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Hennina Fiala Coletta Halas Coyle
F.2 The County Manager will develop an
annual budget that will be presented to the
County Commission in workshop format and 3. 3 3 3 3
then again in accordance with statute for ...
public participation through a series of two ,
separate publiC hearings. Continue to make
improvements to the budgeting process.
FINANCIAL MANAGEMENT Comm. Comm. Comm. Comm.. Comm.
Hennina Fiala Coletta Halas Coyle
F.3 The County Manager will present a
budget for FYl0 that will be in keeping with 3 3 3 3 2.5
State mandated property tax reforms. A
millage neutral position will also be
prepared.
FINANCIAL MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta . Halas Coyle
FA The County Manager will provide annual
updates of user fees and other non-Ad 3 3 3 2.99 2.5
Valorem revenue, Le. impact feesl grants,
etc.
Page 7 of 16
FINANCIAL MANAGEMENT Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas Coyle
F.5 The County Manager will work
cooperatively with the Clerk of Courts on 3 2.5 3 3 2
the preparation of the CAFR and respond
promptly and thoroughly to any issues
raised by the external auditors.
The following section represents the additional goals that were presented to
the BCe in September 2008. Below each goal is. a rating box. Again the
same rating scale of 1 to 3 is used. This area of the report accounts for 60%
of the annual evaluation rating.
Goals for Fiscal Year 2009:
1. Following through on the County's 10 Year Strategic Plan. Continue to
implement the BCC approved strategic plan and align the organization around
that plan by integrating multi-year business plans, .annual operational work plans
and individual performance goals and objectives.
i'i':'~ GOALS . FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Cole
1. Following through on the County's 10 3 2.5 3 3 2
Year Strategic Plan 2. East ofCR951 Study. Finalize a long range County plan for infrastructure
improvements East of CR 951, along with a solid financial and land use plan that
supports it. The East of951 Study is very important to the County. We need to
make sure that the resources, expertise and dedication ate applied Countywide to
this study to make it a success. Complete the East of CR 951 Study and the
corresponding interim update of Long-Range Transportation Plan (LRTP).
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
2. East of CR9S1 Study 3 3 3 2.98 2
3. Community Development. We will continue to focus on improving the business
processes within the Division and amending the codes to manage growth better
and instill smart growth tenets. In addition, maintain focus on PUD/IOU
monitoring; continue to manage the FIRM restudy process as renegotiated with
Page 8 of 16
FEMA; implement business process improvements. Prepare the County for the
adoption of the 2007 Florida Building Codes mandated to be effective December
31,2008.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas Covle
3. Community Development. 1.0 2 3 3 1.0
4. Improved use of technology and web site. Staff continues to look for
opportunities to utilize available technology to provide services faster, cheaper
and better. Improvements planned for the next year include a new land use and
building permitting system with improved reporting capabilities; expanded
utilization of the upgraded SAP financial management system; continued
refmements to the automated budget, project, and contract management systems;
and continued steps toward an agency-wide electronic document/records
management system.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
4. Improved use of technology & web site 3 3 3 3 2
5. Succession Planning. Implement the plan developed in '07.to identify and train a
group of people below the Division and Department level who have the desire and
ability- to step into higher management positions. First participants to begin in
October 2008; pending funding, second group to begin application process in June
2009.for October 2009 start.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
5. Succession Planning 3 3 3 3 3
6. Continued develovment of the State Legislative Program. Refine the County's
legislative program through continued development of relationships with elected
officials and county staff in Southwest Florida and statewide, monitoring
legislative affairs in collaboration with our state lobbyist and networking regularly
with the Florida Association of Counties.
Page 9 of 16
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennina Fiala . Coletta Halas Coyle
6.. Continued Development of the State 3 3 3 3 2.5
Legislative Program 7. Growth Management. Continueto effectively and efficiently enforce and interpret
the Collier County Growth Management Plan (OMP), Collier County Land
Development Code (LDC) and Collier County Code of Laws and OrdiIlaJ1ces and
provide a dynamic OMP and LDC implementation, interpretation, and amendment
environment to respond to community standards and preferences consistent with
Florida Statutes. Maintain coordination and cooperation with the Collier County
Public Schools in schools' facilities planning through the Interlocal Agreements
required by Florida Statutes to include adoption of the Public Schools Facilities
Element with school concurrency component and revised lnterlocal Agreemen,t
focused on adoption by the BCC and School Board prior to Januaryl,2009.
Continue to implement the Transfer of Development Rights (TDR) Program of the
Rural Fringe Mixed-Use District and its future land use restrictions. Continue to
implement the Rural Lands Stewardship Area (RLSA) Stewardship Credit Program
and associated Stewardship Sending Area (SSA) and Stewardship Receiving Area
(SRA) designations through regulatory oversight and interpretation of the provisions
of the Rural Fringe Mixed-Use District (RFMU). Analyze financially feasible capital
plans to ensure consistency with the State mandated changes to the Growth
Management Plan.
...
GOALS FOR FY 2009 Comm. Comm. Comm.". Camm. .Comm.
Hennina Fiala Coletta Halas Coyle
7. Growth Management 3 2.5 3 .. 3 2.5
8. Federal Legislative Program. - Continue development of successful program in
cooperation with the County's federal lobbyist and enhancing the partnerships
with the Congressional Delegation members and their staff.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Henning Fiala Coletta Halas Coyle
8. Federal Legislative Program. 3 3 3 3 2
9. Successful capital proiect management. FY09 will see another large capital
construction program. Managing these proj ects to successful and timely
completion will be a priority.
Page 10 of 16
- - ----------~----
..
A. Road Improvement Projects of Interest:
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
9.A. Successful capital project 3 2.5 3 -3 2
management.. Road Improvement Projects B.Utility Improvement and Public Safety Projects:
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
. Hennin Fiala Coletta . Halas . Co Ie
9.B. Successful capital project 3 3 3 3 2.5
management. Utility and Public Safety
1m rovement Pro'ects
C. Other Significant County,Projects:
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
9.C. Successful capital project 3 3 3 3 2.5
management. . Other Significant County
Pro'ects
10. Overall Operational Improvements:
A. Implement Next Stage of Contract Administration -Plan Initiatives', "
Page 11 of 16
----------------------
GOALS FOR FY 2009 Comm. Comm. Comm. C;:omm. Comm.
Hennin Fiala Coletta Halas Co Ie
lO.A. Contracting Initiatives 3 3 3 3 2
B. Continue to refine and enhance the Operations Management Tracking System
(OPS Track) that measures efficiency, productivity and effectivelless,as well
as, the Capital Projects Tracking System (Caps Track) that monitors project
expenditures and timeliness.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
10.B. Refine Implementation of Ops Track 3 2.5 3 3 2
and Caps Track C. Improve emergency preparedness planning & response capabilities:
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
10.C. . Improve Emergency Preparedness 3 3 3 3 2
D. Continue to implement the beach aCcess initiatives and update the 2003
Beach and Water Master Plan by March 2009. Continue to bring
opportunities to the BCC for direction.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
lO.D. Implement Beach & Boat Access 3 3 3 3 2
Initiatives E. Address the Irrigation Quality Water Master Plan and Policy. Develop and
implement a policy to meet the growing demands for customer irrigation
water needs.
GOALS FOR FY2009 Comm. Comm. Comm. Comm. Comln.
Hennin Fiala Coletta Halas Co Ie
lO.E. Implement IQ Water Master Plan 3 3 3 3 2.5
Page 12 of 16
F. Initiate Watershed Management Plan (WMP) studies and associated Long
Range Stormwater Management Plans.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
lO.F Initiate Watershed Management Plans 3 2 3 2.98 2.5
G. Continue efforts to implement an automated system to record and track the
location, type, condition, value and use:fullife of County assets.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennln Fiala Coletta Halas Co Ie
10.G. Implement Asset Management 3 3 3 3 2
H. Implement Audit Corrections. Implement and monitor policies and
procedures needed to address the fIndings identified by the external auditor
relative to our federal and state housing grant programs. Goal for FY 2009 is
to have decreased audit findings. Implement Health and Human Services
Department self-monitoring/audit system by January 2009.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennln Fiala Coletta Halas Co Ie
10.H. Implement Audit Corrections 3 3 3 3 2
I. Better Utilization of County Resources.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
10.1. Better Utilization of County 3 3 3 3 2.5
Resources.
J. Actively Monitor the Impact to Tourism resulting from the infusion of
additional advertising funds because of the declared 'Economic
Page 13 of 16
Emergency'. Maintain Return on Investment from advertising and
promotion at an average of $20 in visitor spending for every $1 invested and
increase economic impact to om community from visitor expenditures by
6%.
GOALS FOR FY 2009 Comm. Comm. Comm. Comm. Comm.
Hennin Fiala Coletta Halas Co Ie
1003. Actively Monitor the Impact to 3 3 3 3 2
Tourism
Tally Sheet
Comm. Comm. Comm. Comm. Comm.
Hennina Fiala Coletta Halas Covle
Communications; Leadership;
Personnel, Growth, Capital Project, 3.0 2.85 3.0 2.997 2.45
and Financial Management Average . .
Grade (40%)
Goals for FY2009 Grade (60%) . 2.905 2.81 3.0 2.998 2.167
AveraQe Grade/Commissioner 2.943 2.826 3.0 2.998 2.28
,
Overall AveraQe Grade 2.809
Page 14 of 16
Final Needs Meets Exceeds
Standard Improvement Expectations Expectations
Ratin Scale
1.00-1.66 1.67-2.33 2.34",3.00
From the County Managerls Contract:
Section 7: Salary
. . . . . . ..Such annual performance based merit adiustment shall not exceed a maximum
of ten percent (10%) of the Employee's annual base salary. The minimum increase
for satisfactory performance under such performance based merit system will equal
the average percentage salary adjustment provided to all County employees for the
given fiscal year or three percent (3%) whichever. is greater. All such merit
adjustments shall be included in the Employee's base salary.
Page 15 of 16
Concludinf! Remarks: This has been an exceptionally challenging, and I believe, a very
successful year. We continue to push this organization harder than I thought possible and
they have responded superbly. I lead a sensational team of top-notch mature
professionals who strive to remain focused on performing their jobs with improved
customer service results and consistently target getting their specific assignments done
with utmost efficiency and effectiveness. Neither they nor I have ever been satisfied with
the Status -Quo. This has been extremely difficult considering the organization has 420
frozen/unfilled positions and a very lean budget. More than ever, we need to continue to
diligently review and correct. some of our business processes, workflows, project
planning and organization structures.
The staff has been encouraged by the Board's desire to make good decisions on behalf of
the entire community and the willingness of all members to spend time learning the
details of important issues to be better equipped to make decisions. ~le there are
always things in retrospect that could have been done better, I would consider this to have
been one of the most progressive years in this government's history. I hope that as you
review my performance over this year, that I was able to "exceed your expectations" as
the County Manager.
Commissioner's Comments:
Commissioners Su&tt:estions for Imnrovement:
Prepared by:
Page 160f 16
Camml-S'SIPrVU atNNl ~(}.'S ~m.>>1.e.-tOts '
:RESULTS: Due to the economic crisis, the County has maintained a Return on
Investment average of $17 in visitor spending for each advertising dollar spent. The
economic.impact to our community from visitor spending has declined by8 percent..
Below Meets Exceeds
Standards Standards Standards
1 2 . 3
Ratin X
Concludinf! Remarks: This has been an exceptionally challenging, and I believe, a very
successful year. We continue to push this organization harder than. I thought possible and
they have responded superbly. I lead a sensational team of top-notch mature
professionals who strive to remain focused on performing their jobs with improved
9ustomer service results and consistently target getting their specific assignments done
with utmost efficiency and effectiveness. Neither they nor I have ever been satisfied with
the Status Quo. This has been extremely difficult considering the organization has 420
frozen/unfilled positions and a very lean budget. More than ever, we need to continue to
diligently review and correct some of our business processes, workflows, project.
planning and organization structures.
The .staffhas been encouraged by the. Board~s desire to make good decisions. on behalf of . '" ~
the entire community and the willingness of all members to spend time learning the
details of important issues to be better equipped to make decisions. While there are
always things. in retrospect that could have been done better, I would consider this to have
been one of the most progressive years in this government's history. I hope that as you
review my performance over this year, that I was able to "exceed your expectations" as
the. County Manager.
Commissioner's Comments:
Internal and external communications has been an essential tool for Collier County:
These economic times has made this task challenging at best, but your dedication and that
of your staff has been paramount in its success, proving that your leadership and
organizational direction is extremely beneficial for both staff and residents. As I have
stated to you in the past, communications with the public has been outstanding; now it's
family time.
:personnel Management has improved this year even though you were faced with the
unfortunate task of staff reduction. I would especially like to add that I have seen
tremendous improvement with the operati?nal staff of the Board of County
Commissioners office.
Collier County's Growth Management continues to show improvement. You.and your
staffhave been faced with some very difficult decisions, yet you have all been able to rise
to the occasion and do what's best for Collier County and it's citizens with dignity and
respect.
Page 41 of42
",'. ,. .....t. . '-." '. ...-.'. . c..OmMl~e.>'Ol\),?1Z (J..w ^" U\J(j.''S ~m"""'e 1\J'I:5
Financial Management will continue to place a burden in our hands, but your diligence
and perseverance will lead us through these rather trying times. The. faith that your staff
has in you as a leader speaks volumes for what true leadership can and should be.
The goals for Fiscal year 2009 have been a challenge, but you have been able to pick up
the baton and run with it, once again showing that although there may be bumps, in the
road, great things can still happen. For that I commend you and appreciate your service
to Collier County, it's residents and visitors.
Commissioners Su!!!!estions for Imnrovement:
I c()ntinue to have concerns with the AlMS system and it's ongoing issues. I hope this is
something that can be resolved permanently as I believe it is a very good tool for staff
and constituents.
'. . .
.. Prepared by:. JIm Mudd '.',. .p , '';'..
.. -,- ,....-........ ..
Page 42 of 42
, Qomm , s ~ I ON 't..~ t(eJtW ~iJ 0. 'se.OWlMU' i5 .
into effect on .March 1, 2009. In addition the department updated all building permit
applications in accordance with the 2007 Florida Building Code with 2009 supplements
and the Building Officials Association of Florida conducted a 2-day on~site training class
as per the Department of Professional and Business Regulation (DPBR) continuing
education program for all licensed building inspectors.
.. FEMA Flood Maps: The development of new FEMA issued Digital Flood Insurance Rate
Maps (DFIRM's) has been a very lengthy process with initial work by the county/city and
their consultant (Tomasello Consulting Engineers, Inc.) followed by DFIRM production
and post-processing by FEMA. Of the five major stages (Setups 1 through 5) of work by
TomaseHo, they are now finalizing the detailed preliminary draft map work and
accompanying report documents for Setup 5 for the coastal area plus all seven interior
basins. The proposed maps will reflect flood zone information for both coastal surge
and rainfall-induced riverine type f1o.oding~. Previously, all Collier County Flood Insurance
Rate Maps (FIRM's) only addressed coastal surge flooding. Analysis for rainfall-induced
riverine type flooding required the selection of an additionartype of flood zone for very
slow moving sheet flow where water depths are less than three feet. The amount of
effort to produce the preliminary draft maps greatly exceeded Tomasello's expectations
and time estimates. Setup 5 for all basins has been completed. FEMA's consultant,
-0..-.":' Baker .and Associates, is now in the process of producing the t~pective DFIRM's which .
i:+ . we expect wi//. be issued' to Collier..in February 2010 when we enter the post-production ; .'..
process. That process involves a 6-month review/appeals period and a follow-on 6-
month compliance period. Following distribution of the draft DFIRM's to the county and
included municipalities, the post-preliminary process for all the mandated community
reviews,. meetings, notifications, appeals process and six-month compliance period. takes
aboutone year. The maps will "officially" be in effect in March 2011.
COMMISSIONER HENNING'S COMMENT: The FEMA maps do not make Sense.
As we know, everything flows down hill and I think its to grab more money from the
residents in District 5 and District 3 and I don't agree with it.
PUD Monitoring: Staff published four Quarterly Newsletters electronically~ conducted
two Homeowners Associations (HOA's) President Meetings, assisted South Florida Water
Management District (SFWMD) and University of Florida Extension Office in conducting a
Preserve and Natural Areas Management Workshop held July 15 to prOVide HOAs
information needed to make wise decisions in managing their preserves. CDES
continued implementation of the Planned Unit Development (PUD) Compliance program.
Staff prepared and the Board approved the close-out of 15 PUDs in October 2008.
Currently staff is evaluating about 20 PUDs for close-out that don't have issues and are
being scheduled to be presented to the BCC on October 13, 2009.
Below Meets Exceeds
Standards Standards Standards
1 2 3
X
Page 19 of 42
~mMlt)'SIO fI)'Z4- hkA'S. a.ni~ 'S
(> Concluding Remarks: This has been an exceptionally challenging, and I believe, a very
successful year. We continue to push this organization harder than I thought possible and
'-,"
they have responded superbly. r lead a sensational team. of top-notch mature
professienals who strive to remain focused on performing their jobs with improved
customer service results and consistently target getting their specific assignments done
with utmost efficiency and effectiveness. Neither they nor I have ever been satisfied with
the Status Quo. This has been extremely difficult considering the organization has 420
:frozen/unfilled positions and a very lean budget. More than ever, we need to continue to
diligently review and correct some of our business processes, workflows,project
planning and organization structures.
The staffhas been encouraged by the Board's desire to make good decisions on behalf of
the entire community and the willingness of all members to spend time learning the
details of important issues to be better equipped to make decision~. . While there are
always things in retrospect that could have been done better, r would consider this to have
been one of the most progressive years in this government's history. r hope that as.you
review my performance over this year, that r was able to "exceed your expectations" as
the County Manager.
.C~~er'.commenjs:'t'k ~.~~ .~.~!
C4 IU> ~
. ....- f ~1;-~
. .,.:~'"
-t::k jllpM
. ."_. .~___ __..__u "_._.._. -_.......
~.~::,
C} Prepared by: Jim Mudd
--
Page 41 of 41
. C.Ontfl-1l5"S ION'Ul FI#LJ4~
' .. -, "" ~..... . n_'..' _., , '''ft .... 'J."
(!.om~1\1 1'"5
0 magnificent j ob Leo Ochs has done keeping all of County business focused during this
distracting time for us.
Let's now move into the specifics of my self assessment for 2009.
The following area of Communications supports the Strategic Focus Area 6 - Local
. Governance - To sustain public trust & confidence in County government through
sOl!nd public policy decisions, expert professional management and active citizen
participation.
COMMUNICATIONS Below Meets Exceeds
standards standards Standards
1 2 3
C.! (-Internal) The County Manager will be expected
to provide the BCC with timely and accurate 5
responses to requests for .information, as well as,
coordinating drafts for plans, fees and controversial
- ' ordinances with the BCC members before the
l.;;. , information. aoes public. ".. '. _.
Results: Each County Commissioner has been provided direct access to each division via
email, and one-on-one agendas have been maintained with each Commissioner through
R their meetings with the County Manager to track on-going issues, in addition the
~7 Microsoft Task system has been used to track turn-around issues. Insisted on a five
working day turn-around rule with Divisions. The deployed Agency Issues Management
System (AIMS) continues to work well with divisions and departments responding
promptly to inquiries and complaints assigned to them through the county's citizen
liaison. The AIMS County Manager's Administrative Practices & Procedures (CMA) was
rewritten and updated this year to clarify procedures and responsibilities. 313 AIMS
issues were recorded and processed during the first three quarters of FY 09. During that
period, the rate for constituent contact within five business days was 9S percent while
the close out for AIMS issues within five business days was 81 percent. Staff has
greatly improved at providing Commissioners with pre-briefs on co.ntroversial issues. .
. Over the last six years, this area has steadily gotten stronger with each passing year.
Continued to hold administrators accountable in this regard.
~
COMMUNICATIONS Below Meets Exceeds ~.~
Standards Standards standards
1. 2 3 ~.ii
C.2 (External) The County Manager will be expected ~ r
to provide information to the public through a ). ~ ~.
minimum of one speaking engagement per month on
average, as well as, developing new means to - fY. t:k l&JJo
provide information to the' public regarding County '- ..
C information. k/4A.c.e ~
_.""J Results: The manager. has spoken at 30 plus engagements during the year, set up one ~ .
t:"l1Lr jJ.t"~ "- J>I
Commissioner District Town Hall meeting, and is a regular columnist in the North Naples rtt ~
Joumaland the Pelican Bay Journal - submittina monthly columns for each Dublication. . ' ~ \~
Page 5 of 41 ~ t:ia ~.d(
. --t:t~~.
C:_omml~~/VN~.e.. rtl'1'-li 'S' '-.OI11-Me.-lOfS
("; Been involved in a total of 25 1V1 Radio, Newspaper piecesl and Public Interaction
-..' engagements during this year. (See listing at Tab 1).
Below Meets. Exceeds
COMMUNICATIONS Standards Standards Standards
1 2 3 rJ.p .~
C.3 (External) The County Manager will be expected ~' ~
. to ensure that the organization has systems in place 'I jJ... ;,,{r- ~
to ensure that the general public is responded to in a r ,AiJ f;t:t, 1/ -/;c
timely and accurate manner. Alsol improve Public I'!11:;O D. .
Relations by providing more understandable and . . J, -Ii
com lete information to the ublic. ~J~ ~
Results:. As stated earlier, the deployed Agency Issues Management System (AIMS) has ':.0" ~
helped the staff better track turn-around correspondence throughout the agency. ~~I' Lit_
Continued to rejuvenate the government "TV station programming, as we~1 as the Collier ~. _ ~~ }.i.PT
County Government Annual Report. Used the County 1V station effectively to get ~- ~ _./)."
valuable information out to the public. Collier Television broadcasts more than 1,000 . V' ~V.
hours of live programming annually including regular meetings of the BCC, CCPC, ~- u-.e
Contractors Licensing Board (ClB), EAC, Code Enforcement Board (CEB), Office of the ~ .
Speci~d Magistrate (OSM), TDC, MPO,Coastal Advisory Committee (CAe) and ~~
Conservation Collier. On average, meetings are broadcast-18 days out of a 22 day work i 0
month, not including special meetings (LDC, budget hearings, workshops, emergencies,
AI etc.). Established live broadcast capabilities from CDES conference rooms 609/610
C allowing off site meetings to be aired live on C1V. More than two dozen meetings have
been broadcast live from CDES. Also, broadcast live Commissioner Fiala's January town
hall meeting. Continued to produce programs involving BCC members with the two most
recent shows focusing on ecotourism. and the Vanderbilt Beach Road extension. A new
hurricane preparedness program was also produced. Worked with Com cast to
troubleshoot and promote the transition from Channel 11 to Channel 97. The quality of
the broadcast signal on Channel 97 remains a problem for many residents and it is an
issue that only Comcast can resolve. The. county web site continues to be an
informative, accessible and useful site for thousands of visitors each month who are
seeking information about county services and programs. In the first eight months of
.the current fiscal year, there were 9731749 unique visitor sessions to the Collier web
site. Video on Demand has proven to be a popular feature that allows staff to create a
video library of BCC and other county meetings on Collier Television, which are then
archived and available for viewing on demand through the web site. The archive also
allows users to view individual items from the BCC and other committee agendas.
Meetings are still streamed live at www.collieroov.net/tv An external electronic
newsletter is distributed quarterly to more than 1000 individuals who subscribe through
the web site. The North Collier government Services Center on Orange Blossom Drive
continues to be well received by the public. The center served 92,000 customers in FY
08 and through the first 10 months of this fiscal yearl 94,282 customers visited the
center. About 15 percent of the transactions at the North Collier center involve BCC
services includin beach stickers and water bill a ents.
/'-':.
........) The fo/lowin.g area of leadership/Organizational Direction supports the Strategic Focus
Area 6 - Local Governance - To sustain public trust & confidence in County
Page 6 of 41
~mm ISSJ OIOUc [-1/4,-(.\ ~ \.QJtt.ffleiV-r'S
C state lobbyist which led to many legislative successes in 2009. Am still personally
involved with the State to fix the public parking problems with Delnor Wiggins State Park
which was started last year. - Final resolution of the matter is expecte~ in the next couple
of months. Also personally supervised the County's purchase and negotiations with the
Port of the Islands Marina owners, as well as, with the owners of the Elks Lodge. Both
actions saved the County several million dollars off the marketed /asked for property
prices. AI$o spearheaded the County's negotiations with the SFMWD and FDEP over the
Picayune Strand Restoration Project and the County's Water Use Permit Application. The
final outcome of the negotiations saved the County well over $100 Million dollars over
the next 20 years in Capital and Operational Water Depart. costs and on the State and
-Federal side.it kept $65 Million dollars reserved coming to Collier County for an
Everolades Restoration project.
LEADERSHIP/ Below Meets Exceeds
Standards Standards Standards
. ORGANIZATIONAL DIRECTION ~~~
. 123
L.2 The County Manager Will ensure that all
executive summary. reports provided to the Board 3 ~~,
have specific. and clear recommendations. ~..~
Results: Continued to reinforce a revised executive summary review process whereby
the OMB and Clerk of Courts review for financial accuracy. The County Attorney authors ~~~
the Legal Review/Consideration section and reviews for legal sufficiency, and the Deputy
@ County Manager reviews, as well as separate review by the County Manager. All 7
._-j agendas are previewed and critiqued in full at Division Staff meetings prior to being
finalized, approved by the County Manager, reviewed with the BCC Chair, and then
going to print, including potential legal issues with the attending County Attorney. The j~'
implemented electronic agenda system (NOVUS) has reinforced reviews at every level. of
the organization. During the year, only 53 of 1384 items got pulled from the consent
and sumrnary agendas by the BCC members. That represents 4% needs-further-
clarification rate or a 96% success/clear rate. The entire electronic agenda is on the
county webpage, available to the public, at least four days prior to each meeting. In the
beginning of FY09, the Center for Business Process Excellence (CBPE) studied the BCC
..' agenqa creation process as it currently exists within Collier C,:ounty. The group made
recommendations for improvement based on their findings, taking the now 91 step' ...- ......~_.." .-
process and proposing a new 43 step process. This evaluation also served to define the
requirements of any future software considered for purchase to manage this process;
In May 2009 these requirements were compared with the feature set of the. application
Agenda Plus, a module of the County owned platform Sire. This platform currently
provides electroriic content management for the County and could be used to manage
the County's agenda process with the purchase of additional licenses. This application
met all required criteria provided by the CBPE and was considered by an overwhelming
majority to be ?In excellent fit for the County's needs. The impJeme!ltation of Sire's
Agenda Plus wiil begin in November, 2009, pending BoardapprovaJ at the October 13th
BCC meeting. After a rigorous configuration and testing period, the application is
expected to go-live in May 2009.
e'
f.
ff
Page 8 of 41
----
CpmMI StSIO,vcel! r-1At.-1t ~ QZM.m~r:-.S <.. ~.."
(".
, Below Meets Exceeds
LEADERSHIPI standards standards Standards
ORGANIZATIONAL DIRECTION
1 2 3
L3 The County Manager will provide opportunities
for the Board of County Commissioners to discuss :J"
and set proactive policy direction on key community
issues.
Results: A holistic set of 20 workshops and a District town hall were developed to
provide an opportunity to discuss in depth the major issues facing the government, the
organization and the County. A strategic planning session was included as part of the
workshOp series. Each of these has prOVided the BCC with the opportunitY to provide
policy level direction upon an extensive review of the issues, addreSSing the problems,
receiving public input and agreeing on resolution~ (See List of workshops at Tab 3). The
BCC continued to be actively involved with state and federal issues; working in
collaboration with the County's lobbyists to ensure our legislative priorities were
. .
accomplished in Tallahassee and WashinQton D.C.
The following area of Personnel Management supports the Strategic Focus Area 6.,.. . ..
. -...- _. Local 'Governance -- To sustain. publiC trust & confidence in County"government
through sound public policy decisions, expert professional management and active
citizen participation.
~4
~-"f.
.'./
Below Meets Exceeds JPl-'
PERSONNEL MANAGEMENT ...- Standa", sta_ iG~. ..
1 2 3. ~
P:t.1Oe County M~n<!ger will ensurelt1a(the County ~. ..
follows the Board's established' policies for the hiring 3 i- , . ~
and mana ement of its em 10 ees. ,~ ~
Results: The County Manager's Office, In frequent consultation with the HR Department ~ r-
and the County Attorney's Office,.actively manages the compensation and personnel '
management system, in?uring compliance with all relevant employment.and labor laws ' ,
and countY policies. During FY2009, departments under the County Manager r~viewed .
and updated CMAs related to the administration of agency business. These revisions
were published during May 2009 and distributed to employees to ensure the continued
efficient operation under the Board's established policies. Additionally, responsive to
agency needs during these difficult times, policies have been amended to include new
guidelines for reductions in force and staffing furloughs. The County Manager's Office
continues to serve as the final step in the appeal process for Commitment to Fair
Treatment as well as for discipline, assuring adherence to Board-approved policies and
procedures. As of July 31, 2009, there are 439 vatantpositions within the Bec in all
funds. Of these vacancies, roughly 420 have been frozen or are on nold. Many;
departments have restructured or streamlined processes to ensure that they are able to
meetthe needs of the customers they serve. As.such, many employees have taken on
additional or expanded responsibilities, and it is our goal to' proVide them with the tools
C necessary to meet these needs. We have expanded our internal course offerings to
. .,:/ provide' in-time training, giving employees new skills to assist with job tasks, and
artnered at no cost with the Florida Read to Work r ram to rovide other trainin
Page 9 of41
U2Jt1rYlJ S~/ON ~ 1-, ~A'$ ~1it1J1ce.-N""'S
~I,)
C! . ,e5~
Below Meets Exceeds l ~ . ~'I.t.
GROWTH MANAGEMENT Standards Standards Standards tv 1 ~1J'
1 2 3 ~
G.l The County Manager will supervise the revision; , P ~~
reorganization; update of outdated and obsolete ^ 1~ j'o ~
provisions of the Land Development Code (LDC). I 10 Jo "'_
The BCC will provide guidance to the staff to these ~
ends. Complete development of an Administrative . ~ I"
Code. Significantly reduce LDC changes submitted. ~
Results: The Community Development and Environmental Servire; (CDES) Division staff~,..t
. administers the LDC on a daily basis using their professional judgment, training and /) I
expertise in a thorough and expeditious manner. The staff has successfully C 17[;
accomplished a major revision to the Sign Code. in response to sig.nificant free speech oJ.
. issues thi3t were identified.as problematic. That Sign Code revision in the LDC was
approved by the Bce on July 28, 2009. Creation of the Administrative Code will go to
public hearing early next year. We continue to work with our consultant and staff in
creating the organizational structure and content of the Administrative Code while
simultaneously amending the LDC.
GROWTH MANAGEMENT Below Meets Exceeds
@ Standards Standards Standards
,;';:;;""";':";:1
..,...,..;; 1 2 3 t
"";,:;Jr"
G.2 The County Manager will continue to implement tJ~~
measures to improve cu.stomer seryicein CDES. "J-. .. .n r;atw'
. Expected outcome is to get permits and development .. .. tJ.<;.
review items back to the public within established to ,..
standards, and to reduce the number of repetitive ~~~
reviews. ~~
Results: Unfortunately, in response to the ongoing economic crisis, the CDES staff has ~~
.-..... -- been reduced by one third and the major focus over this past year was on implementing
cost containment measures and right Sizing the organization to respond to the significant ~~
reduction in revenue. That said,CDES continues to reinforce its commitment to
customer focus even throughout the difficult financial and economic period. The staff
understands my strong commitment to good customer service and has followed suit ~~
accordingly. Despite having to deal with the staff reductions, revenue shortfalls, and ~l
ongoing furloughs, the staff continuously jumps in to assist customers i1i as timely and ~
as professional a manner as possible.
GROWTH MANAGEMENT Below Meets Exceeds
Standards Standards Standards
1 2 3
G.3 The County Manager will provide staff . "3
(-"" coordination through a series of citizen committees
1
..........J to ~udy afld implement numerous community ,
planninq initiatives.
Page 11 of 41
. ,. " ~ .... ~. .,........ . . ~ ..., .. . ~. -. ,~ ~0n11111 S SI 0 tV &Ii!. l~l W-'-A 's.'~om If/ -e-tV ,S
C) FINANCIAL MANAGEMENT Below Meets Exceeds
standards standards Standards
1 2 3
F.2 The County Manager will develop an annual --
budget that will be presented to the County ,
Commission in workshop format and then again in 3
accordance with statute for public participation (
through a series of two separate public hearings.
Continue to make improvements to the budgeting
process.
Results: The proposed FY 2010 County budget was presented to the BCC during the
annual workshop held on June 29 and June 30. Millage neutral and tax neutral budget
options were presented in accordance with the applicable budget guidancel property tax
statutes and the Truth in Millage (TRIM) requirements. September 'public hearing dates
were announced. A constructive debate and discussion on the budgetary options were
presented by county staff and representatives from the Productivity Committee. The
exchange of ideas assisted the BCC in establishing service levels and maximum ad
valorem millage rates which were set on July 28/20091 consistent with Florida Statutory
ReClulations.
FINANCIAL MANAGEMENT Below Meets Exceeds
Standards Standards Standards 'T~k.
1 2 3
@ F.3 The County Manager will present a budget for 11c~
.. FYl0 that will be in keeping with State mandated
)
property tax reforms. A millage neutral position will t-~ V1\ h.
alsobe prepared.' .. !p;t
. , .. -
.... Result:s: See tab 4. We met the Board/s budgetary directives. Positioning the . ~'
organization to function efficiently and effectively knOWing the continual pressure at a
state level to reduce property taxes presents unique challenges. Workforce reductionsl
service efficienciesl health care cost containment and a reduction in or deferral of capital
projects are an measures which the County has utilized in the.face of diminishing__ _,_
resources.. It.is apparent that the residents of Collier County enjoy the current level of
seNice and are not willing to sacrifice at the level which was identified within millage
neutral budaets.
FINANCIAL MANAGEMENT Below Meets Exceeds
standards standards Standards
1 2 3
FA The County Manager will provide annual updates
of user fees and other non-Ad Valorem revenuer i.e. )
impact feesl grantsr etc.
H
Results:
User Fees: RegularlYI the County Manager updates.the Bee on the ability of current
(, ser fees to offset enterprise services. Water and sewer ratesr planning feesl building
) u
. .~~-. permit fees ,and other fees for service are continually evaluated by staff and the
stakeholder clients benefitina from the service. Most recentlYI the Bee was 'briefed on
Page 15 of 41
.- - . r!.inim/S-&/ON'f12 hJ4-LA's 0..oMmiwrs
('1 as per the Department of Professional and Business Regulation (DPBR) continuing
,- education program for all licensed building inspectors.
FEMA Flood MaDs: The development of new FEMA issued Digital Flood Insurance Rate
Maps (DFIRM's) has been a very lengthy process with initial work by the county/city and
their consultant (Tomasello Consulting Engineers, Inc.) fol/owed. by DFIRM production
and post-processing by FEMA. Of the five major'stages (Setups 1 through 5) of work by
Tomasello, they are now finalizing the detailed preliminary draft map work and
accompanying report documents for Setup 5 for the coastal are?! plus all seven interior
basins. The proposed maps will reflect flood zone information for both coastal surge
and rainfall-induced riverine type flooding. Previously, all Collier County.Flood Insurance
Rate Maps (FIRM's) only addressed coastal surge flooding. Analysis for rainfall-induced
riverine type flooding required the selection of an additional type of flood zone for very
slow moving sheet flow where water depths are less than three feet. The amount of
effort to produce the preliminary draft maps greatly exceeded Tomasello's expectations
and time estimates. Setup 5 for all basins has been completed. FEMA's consultant,
Baker and Associates, is now in the process of producing the respective DFIRM's which
we expect will be issued to Collier in February 2010 when we enter the post-production
process. That process involves a 6-month review/appeals period and a follow-on 6-
month compliance period; Following distribution ofthe.draft DFIRM's to the county and
included municipalities, the post-preliminary process for all the mandated community
reviews, meetings, notifications, appeals process and six-month compliance period takes
about one year. The maps will "official/y" be in effect in March 2011.
@ PUD Monitoring: Staff published four Quarterly Newsletters electronically, conducted
....,...,..._-.."
two Homeowners Associations (HOA's) President Meetings, assisted South Florida Water
Management District (SFWMD) and University of Florida Extension Office in conducting a
Preserve and Natural Areas Management Workshop held July 15to provide HOAs
information needed to make wise decisions in managing their preserves. CDES
continued implementation of the Planned Unit Development (PUD) Compliance program.
Staff prepared and the Board approved the close-out of 15 PUDs in October 2008.
Currently staff is evaluating about 20 PUDs for close-out that don't have issues and are
being scheduled to be presented to the BCC on October 13, 2009. ~
._-~._- ...__. ..."'--,-, ".--..-... . ...
~~
Below Meets Exceeds ~,J;f
Standards Standards . Standards
1 2 3 ~ L-e-~
L
-fkd tf1 ~,
J:f;IuJt.,
Z1 Ilf~ .~
4. Improved use of technology and web site. Staff continues to look for ~
opportunities to utilize available technology to provide services faster, cheaper '
and better. Improvements planned for the next year inc~ude a new land use ~d
C) building permitting system with improved reportitig capabilities; expanded
utilization of the upgraded SAP financial management system; continued
refinements to. the automated budget, project, and contract management systems;
Page 19 of 41
UJ . /, , U
. .., ,... ..' .. '-' -,. ~- ."- .... ~. . tt\n1/S~/Olllee I*L~~ Oml11e-,v'fS
C' The Congressional Delegation members were also presented on February 4 with a
package of about $598 million in proposed Collier County Economic Stimulus Projects _
including transportation, public utilities, stormwater, and other infrastructure candidates
- in response to a request from the Obama administration for shovel-ready work that
creates jobs. Congressman Diaz-Balart was so impressed he took the Collier stimulus
package to the Transportation and Infrastructure Committee Chairman on the House
floor.
To date, Collier County has received word of American Recovery and Reinvestment Act
(ARRA) 2009 awards of more than $36 million for the follOWing projects:
. Judge SS Jolley Bridge/Marco Island $5,593,031
. SR 951 widening at bridge 2 to 4 lanes $22,861,895
. Bald Eagle Pathway $637,420
. Transit - Urban $2,963,261
. Transit - Non-Urban $495,090
. Community Development Block Grant (CDBG) $581;300
. Emergency Shelter Grants (ESG) $888,850
. Meals for Seniors $68,901
. Gordon River Pass Dredging $2,000,000
TOTAL: $36,089,748.
(The Sheriff's Office and Collier School District has also received ARRA funClIng.) . ..
The Board also upon request of Congressmen Diaz-Balart and Mack responded to a
CJ House Transportation and Infrastructure Committee request in May 2009 to develop a
list of high-priority transportation projects to be considered in the next major five-year
Transportation Authorization Bill, named Moving Ahead for Progress in the 21st Century
or MAP 21. Those projects include:
. 1-75 and Everglades Iriterchange
. 1-75 and Collier Boulevard Interchange
. SR-29 Bypass including SR 82/SR 29 Intersection
. SR-951 and US -41 Interchange
. Camp Keais Roadway Improvements
Thus far, Rep. Mack has submitted a request for $20 million for the 195 and Collier
Boulevard Interchange and a $20 million request for the SR-9S1and US-41
Interchange. Rep. Diaz-Balart submitted the 1-75 and Everglades Interchange project
but has not yet specified a funding level.
Below Meets Exceeds
Standards standards Standards
1 2 3 ~l
~.t
,...-...\
.,
~
Page 25 of 41
. .,.. 'C1Mm/~t)jol'De,e h~R:S Coli1me';"rs
'-.'." .
.C! Enforcement Department's Blight Prevention Program has received
community recognition for being innovative. .
. Implementation of foreclosure initiatives is .ongoing. Using $7.3
million in federal grant funds, the Neighborhood Stabilization Program
(NSP) has thus far acquired twelve (12) foreclosed properties for
purposes of redevelopment to benefit income-qualified individuals and
families. Furthermore, efforts continue on a daily basis to identify
and acquire additional foreclosed properties with the goal of
redeveloping not less than forty (40) foreclosed properties by
September 2010. On July 15, 2009, Housing and Human Services
submitted an application to the U.S. Department of Housing and
Urban Development for $10 million in additional funding as part of the
NSP2. If awarded, a minimum of 100 additional properties would be
eligible for redevelopment. Through these efforts, Housing and
Human Services aims to reconnect neighborhoods, stabilize the local
housing market, increase the supply of affordable housing and arrest
the rapid decline of neighborhoods throughout Collier County.
. Recognizing a need to fund initiatives to acquire and rehabilitate ;~a
foreClosed properties, in late 2008 Housing and Human SerVices t' . '. &.~
reallocated federal grant funds to fund two non-profit agencies. fJ-U- ~
Habitat for Humanity and HOME, Inc. received grant funding to .~ ~ ~
~~. acquire, rehabilitate and re-sell foreclosed properties in Collier County.~ h~
.._,..-:J
......, ;1.;7 This initiative has been a success and resulted in the redevelopment J
of 28 properties. 1.1; w.dR ,
-
Below Meets Exceeds
Standards Standards Standards
1 2 3
-- .-.". ..--.....- ... .'. ..........-.......
1. Actively Monitor the Impact to Tourism resulting from the infusion of
additional advertising funds because of the declared 'Economic Emergency'.
Maintain Return on Investment from advertising and promotion at an average
of $20 in visitor spending for every $1 invested and increase economic impact
to our community from visitor expenditures by 6%.
RESULTS: Due to the economic crisis, the County has maintained a Re.turn on
Investment average of $17 in visitor spending for each advertising doUar spent. The
economic impact to our communitY from visitor spending has declined by 8 percent.
Below Meets Exceeds .
C Standards Standards . .Standards .
.,
f: 1 2 3
. )'
~age 40 of 41
C1mIllIS;,()n>~~ /2 'iTA's' c.olllll12 10rS
of $20 in visitor spending for every $1 invested and increase economic impact
to our community from visitor expenditures by 6%.
RESULTS: Due to the economic crisis/ the County has maintained a Return on
Investment average of $17 in visitor spending for each advertising dollar spent. The
economic impact to our community from visitor spending has declined by 8 percent.
Below Meets Exceeds
Standards Standards Standards
1 2 3
I Rating X
Concluding Remarks: This has been an exceptionally challenging, and I believe, a very
successful year. We continue to push this organization harder than I thought possible and
they have responded superbly. I lead a sensational team of top-notch mature
professionals who strive to remain focused on performing their jobs with improved
customer service results and consistently target getting their specific assignments done
with utmost efficiency and effectiveness. Neither they nor I have ever been satisfied with
. the Status Quo. This has been extremely difficult considering the organization has 420
frozen/un:filleg positions and a very lean budget. More than ever, we need to continue1o
diligently refiewand correct some of our business processes, workflows,project - . . . ... ~ ,.
planning and organization structures.
The staffhas been encouraged by the Board's desire to make good decisions on behalf of
the entire community and the willingness of all members to spend time learning the
details of important issues to be better equipped to make decisions. While there are
always things in retrospect that could have been done better, I would consider this to have
been one of the most progressive years in this government's history. I hope that as you
reView my perforniance over this year, that I was able to "exceed your expectations" as
. the County Manager.
Commissioner's Comments:
,.,.._ .'...._~..n....". ''''_'''' .......----.-.
Mr. Mudd your performance this past year has been stellar. Under your tutorship
the county government has not only survived through three years of decreased
revenues .but has maintained services at an acceptable level. This was evident in
the recent budget hearings when only a small number of tax payers were in
attendance to complain. You have justly earned the. admiration and respect of the
pommissioners, county staff, and the community at large as a role model for al/,
My scoring of yourself appraisal for FY-09 is based on. my honest evaluation of
your services and the total final score was only limited by the fact that 3 was the
highest number available for my consideration, In closing I would like to thank
you for an excellent year of service to County Government.
Page 41 of 42
.. ,. .,
C.O~I11ISSJOtV'i,ec.ole 1111 ~ ~m m~^,r6
Commissioner's SU!!2estions for ImJ>rovement:
The coming year will present financial and service challenges that will rival past
years. Revenue will undoubtedly be down and some services will have to be
trimmed in order to meet the projected revenue stream. In addition it will be a
politically charged year with fallout to be expected from a number of ballot
initiatives that will in all likelihood cause for both a reevaluation and
reorganization of government on the localleve/. I do believe that we shouldn't
hide from the pending storm but should become even more involved with our
citizenry and our state and federal elected officials to assure that Collier County
Government wiH continue to offer quality government well into the future.
. r:' .... -- '-
.... ... ...__,.__........__._.. ... u.__.... . . ,.. ._..u..._......__
Page 42 of 42
.
Frank Halas, Commissioner for Commission District 2, Collier County
Addendum to FY-09 Self Appraisal and Evaluation of James V. Mudd, County Manager
September 21, 2008
My scores on the appraisal document clearly demonstrate that I concur with all of the major
elements of the County Manager's self-appraisal and further that I consider the performance of
the past year remarkable, especially considering the unusual and dire circumstances. Given the
clear statement by him that he will step down at the end of FY 2009, I want to take this
opportunity to express for the official record some personal thoughts and appreciations as well as
highlight just a few of the meaningful contributions that County Manager Mudd has made.
There is a marked difference between the position of this county now and where it was seven
years ago. Then, many vital services were failing outright or were struggling to maintain
adequate capacity. Our current status can be attributed to Jim Mudd's capacity to envision what
was needed and develop a clear path to realization of the vision and goals that Jim Mudd and the
Board have shared. Our marked improvement speaks directly to his ability to implement needed
steps. guiding the Directors and Department Managers he seleQted to deliver "high quality, best-
value services.
First, I must say that County Manager Mudd's personal performance in the past 6 months has
been both extraordinary and exemplary. Nowhere in my past professional life or in public
service have I seen the level of integrity, dedication, and selflessness that he has displayed. His
courage in the face of major personal adversity and his continuing demonstrated concern for the
people of Collier County and the county employees who serve them are matchless. Facing a
diagnosis and symptoms that would have caused most people to step down immediately, he put
his personal considerations aside. He has continued to find a way to report to work, neglecting
none of his duties, and displaying the daily leadership desperately ne~ded to get this county
through a very challenging and difficult financial time. He has met both the personal a;nd
professional challenges head-on and without flinching, kept his sense of humor intact. I
. commend him for this and express my appreciation and the appreciation of my constituents for
his farsightedness, his intelligence, his dedication, and his strength. He gives real-time meaning
to "Army Strong". He is a model for us all.
The document that he prepared for his evaluation leaves us a roadmap to follow as we find the
leadership to replace his. Among the items outlined therein, there are a few where I would like
to make specific comments:
We have been faced in the past two plus years with an unprecedented loss of revenue. It came
upon us quickly and has run deeper than anyone would have predicted. Some other counties in
Florida are in grave financial crisis as is the State of Florida, which is facing a massive deficit.
Very few were able to read the handwriting on the wall and make adjustments immediately. As a
result, a significapt number of counties are struggling to maintain vital services or are being
forced to raise taxes significantly. Due primarily to the foresight of the County Manager and his
ability to manage the business of government, we reduced taxes last year and were able to
remain revenue neutral this year. His early reading of the economic situation and his focused
efforts to reduce the size of government and to attract external sources of revenue have allowed
us to get this far without a major loss of service to our citizens. His quick and through
understanding of how to tap the stimulus package offered by the Federal government is but one
example of how he has marshalled new resources at this critical time.
1
,
I would also like to express some appreciations specific to my own district:
, When I ran for office the first time in 2002, I had Some very specific goals based on my
experience and perceptions as a private citizen. Here is what I believed needed to be done: We
had to make water, sewers, and roads adequate to meet current and future needs. We needed to
limit building heights and units per acre, especially in overburdened areas. We had to demand
preservation of sufficient green space. We had to end sweetheart deals to developers that ignored
the wishes of residents, jeopardized our environment, took away access to our attractions, and
blatantly violated land development and building codes. We had to'do a better job of financial
.management and spend tax dollars wisely. Belt-tightening and budget priorities were essential.
We had to find better ways to preserve our environment and natural resources. Other issues
concerned me too like ensuring beach and boat access for regular citizens. Jim Mudd had just
come aboard as County Manager. Before throwing my hat in the ring as a candidate for County
Cominissioner, I asked him whether he was committed to these goals and whether he would help
me to reach these goals in District 2 if I ran. I believed him when he said that he was and he
would. He has not let me down. He has been there for us in all these areas. Staff under his
. management and at the Board's direction have helped us to meet many of oUr goals.
Here are just a few examples from my district:
Our district now has water and sewer systems that work dependably~ Asa bonus, we have a
great, user-friendly recycling system and extended life for our landfill.
We have a real road grid that moves cars through our district with greater effiCiency and less
congestion. Soon we will have new bridges in a congested and dangerous area on Vanderbilt
Drive. The overall appearance of the roads in the district has greatly improved.
Land in the district and throughout the county has gone into preservation for future generations.
Sweetheart deals with developers are no longer the norm.
Beach accesshas:been improved through the addition of parking spots in areas designated for
public use aild through the building of the parking garage on Vanderbilt Beach Road. Here again
we gained some bonuses in the form of new recreational opportunities via North Naples
Regional Park and improvements to other parks in the district.
Budgets are carefully vetted, easier to read and track, and (candidly) make sense. New systems
are'in pl~c.e to track where the dollars are being spent and tying them to priorities. Bid processes
make sense and are followed.
Jim Mudd also helped me find a way to address other problems countywide that were beyond our
local resources to address. When I approached him about trying to get some of our tax dollars
ba9k from Washington, he responded enthusiastically. He offered to mentor me using his own
experiences. He taught me (and synonymously his staff-particularly Deb Wight) how to do the
job. We have made several forays to the Capitol and came home satisfied each time with new
and improved resources for the County. The strengthened relationships with our elected
representatives, forged during these trips, have improved our standing with them,' and they will
continue to do so in the future. None of this would have happened without him.
From my heart, I thank Jim Mudd for enriching our county, my constituents, and me personally.
Although he leaves us in good shape, he is irreplaceable. I wish him Godspeed as he moves into
the next phase of his life. My profound gratitude, thoughts, and my prayers go with him.
2
{, c.om-mISS! orvce~'~ oyl<a;
, fJ. D QomW)~A/TS
C~i Concludin!! Remarks: This has been an exceptionally challenging, and I believe, a very
successful year. We continue to push this organization harder than I thought possible and
. they have responded superbly. I lead a sensational team of top-notch mature
professionals who strive to remain focused on. performing their jobs' with improved
customer s.ervice results and consistently target getting their specific, assignments done
with utmost efficiency and effectiveness. Neither they nor I have ever been satisfied with
the Status Quo. This has been extremely difficult considering the organization has 420
frozen/unfilled positions and a very lean budget. More than ever, we need to continue to
diligently review and correct some of our business, processes, worlctlows, project
planning and organization structures.
The staffhas been encouraged by the Board's desire to make good decisiOns on behalf of
the ,entire community and the willingness of all members to spend time learning the
details of important issues to be better equipped to make decisions. While there are
always things in retrospect that could have been done better, I would c'oD,sider this to have
'been, orie of the most progressive years in this government's history. I hope that as you
review my performance over this year, that I was able to "exceed your expectations" as
the County Manager.
_.
Commissioner's Comments:
b~
--.
.',}
'-
-. '--_ ....,..- _._._._...________. _0..__-
Co,mmissioners Su!t~est.ions fo.:rlmDrovement:
('""'",
~! Prepared by; .Jim Mudd
Page 41 of 41