Loading...
Agenda 09/29/2009 Item #10E Agenda Item NO.1 OE September 29, 2009 Page 1 of 18 EXECUTIVE SUMMARY REVIEW AND APPROVE THE FY 2010 ANNUAL WORK PLAN FOR THE COUNTY MANAGER OBJECTIVE: To approve the annual work plan for the County Manager. CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In order to assure that his work performance is coordinated with the direction of the full Board, an annual work plan is developed by which the County Manager will be graded throughout the fiscal year. The County Manager's present contract requires that this work plan b~ developed in good faith between the Board of County Commissioners and Employee and adopted by the Board prior to October 1 of each fiscal year for implementation in the next fiscal year. FISCAL IMPACT: There is no fiscal impact associated with this item. GROWTH MANAGEMENT: There is no growth management impact associated with this item. RECOMMENDTION: That the Board of County Commissioners review and approve the FY-2010 Annual Work Plan for the County Manager. prepa~ _X~A'" ames V. Mudd, County Manager Agenda Item No. 10E September 29, 2009 Page 2 of 18 FY 2010 Action Plan 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 2009 through September 2010. 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 10 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, WorA, 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 Page 1 of 16 )' Agenda Item NO.1 OE September 29, 2009 Page 3 of 18 the following performance objectives on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board's collective position. The following areas of Communications; Leadership/Organizational Direction; Personnel Management support 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 County Manager will be expected to provide the BCC with timely and accurate responses to requests for information, as well as, coordinating drafts for plans, fees and controversial ordinances with the BCC members before the information Qoes public. C.2 (External) The County Manager will be expected to provide information to the public through a minimum of one speaking engaoement oer month on average, as well as, developing new means to provide information to the public regarding County information. 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 oubHc. Below Meets Exceeds LEADERSHIP I 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 oroanization. L.2 The County Manager will ensure that all executive summary reports provided to the Board have speCific and clear recommendations. L.3 The County Manager will provide opportunities for the Board of County Commissioners to discuss Page 2 of 16 - Agenda Item No. 10E September 29, 2009 Page 4 of 18 and set proactive policy direction on key community issues. Below Meets Exceeds PERSONNEL MANAGEMENT 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 management of its employees. 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. 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. 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 chanqes submitted. 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. Page 3 of 16 , Agenda Item No. 10E September 29, 2009 Page 5 of 18 G.3 The County Manager will provide staff coordination through a series of citizen committees to study and implement numerous community planning initiatives. GROWTH MANAGEMENT (Con't) Below Meets Exceeds Standards Standards Standards 1 2 3 G.4 The County Manager will prepare 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 CommUflity Affairs (DCA). The following areas of Capital Project and Financial Management support 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 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 Below Meets Exceeds Standards Standards Standards 1 2 3 CP.I 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 funding such projects. 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. 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. -~'> I Page 4 of 16 -.........-.- Agenda Item No. 10E September 29,2009 Page 6 of 18 FINANCIAL MANAGEMENT Below Meets Exceeds Standards Standards Standards 1 2 3 F.l The County Manager will present an opportunity annually, prior to the development of the annual budget, for the County Commission to have a policy level discussion regarding the next year's annual budqet. 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 process. F.3 The County Manager will present a budget for FYll that will be in keeping with State mandated property tax reforms. A millage neutral position will also be prepared. F.4 The County Manager will provide annual updates of user fees and other non-Ad Valorem revenue, i.e. impact fees, qrants, etc. 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 by the external auditors. Page 5 of 16 r Agenda Item No. 10E September 29,2009 Page 7 of 18 Goals for Fiscal Year 2010: ! I will continue to build on the achievements of this year and integrate further the changes that have been made, sustaining excellence while doing more with fewer resources. Through challenging times, I have focused my energies and efforts on: creating a better work environment; focusing on how to conduct business with the best customer service results; and making internal changes that result in work being done smarter, faster, more efficiently or effectively. The County Manager's Agency continues to change to a self-initiating and correcting organization at all levels. We are making the routine truly routine. This will require continued improvement in our planning, refining assignments and responsibilities, and establishing/maintaining accountability. Specific areas of improvement that I propose as part of next year's action plan would include: - 1. Execution of the County's 10 Year Strategic Plan. Continue execution of the County's 1O.Year Strategic Plan and alignment of the entire County Manager/BCC Agency organization around that plan by integrating multi-year business plans, annual operational work plans and individual performance goals and objectives. Under the guidance and coordination of the Strategic Excellence Program for Ultimate Performance (STEP-UP) Team, continue translating the Strategic Plan and Strategy Map into the Balanced Scorecard format. Conduct an annual or bi-annual BCC Strategic Planning Workshop. - Below Meets Exceeds Standards Standards Standards 1 2 3 I Rating 2. East of CR951 Study. Finalize a long range County plan for infrastructure improvements East ofCR 951, along with a solid financial and land use plan that supports it. Complete the East of CR 951 Study and the corresponding interim update of Long-Range Transportation Plan (LRTP). Development of the Collier County Master Mobility Plan (MMP) was approved by the BCC on July 28, 2009. When fully established/phased, 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 I Rating Page 6 of 16 - Agenda Item No. 10E September 29, 2009 Page 8 of 18 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, PUD Monitoring with focus on implementing the PUD "final inspection" compliance program to validate all PUD requirements and commitments prior to turnover and continue to prepare for Board approval recommendations to "close out" essentially completed PUDs. We will manage and monitor the FEMA Flood Insurance Rate Map (FIRM) restudy process. The primary focus over the next year will be the completion for the digital FIRMs by the FEMA contractor and then the implementation of the public awareness, Post-Preliminary Process for all the mandated community reviews, meetings, notifications, appeals process and six- month compliance period targeting for a final implementation by March 2011. In cooperation with the Collier Building Industry Association (CBIA) and the Development Services Advisory Council (DSAC), staff will complete fee studies for Permitting and Land Use (Fund 131) and Building Review and Permitting (Fund 113) and package and prepare it for Board review and eventual approval. These studies will contain all emperical data and analysis to justify the proposed increase and will be formulated to provide the needed revenue to support current staff operations and to re-build sufficient reserves. Also complete the implemention and fielding of our divisional CityView Permitting and Land Use business software system and field the new IVR system for scheduling building inspections. 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; and continued steps toward an agency-wide electronic document/records management system. Completion and go-live of IT projects (Sire - ECM, Agenda Management, SAP Document Management, Grants Management, and Misc Billing; migration to Office 2007, implement Exchange Upgrade). Develop additional opportunities to transact business wi customers on-line. Below Meets Exceeds Standards Standards Standards 1 2 3 Page 7 of 16 Agenda Item No. 10E September 29, 2009 Page 9 of 18 5. Succession Planning. Continue to 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 began in October 2008; pending funding, second group to begin application process in June 2010 for October 2010 start. Continue cross- training, employee development, and succession planning endeavors. Below Meets Exceeds Standards Standards Standards 1 2 3 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. Below Meets Exceeds Standards Standards Standards 1 2 3 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 Schools in schools facilities planning through the lnterlocal Agreements required by Florida Statutes to include adoption ofthe Public Schools Facilities Element with school concurrency component. 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. By January 2011, the County will transmit to DCA the County's 2011 EAR report pursuant to 9J5, Florida Administrative Code. Below Meets Exceeds Standards Standards Standards 1 2 3 Agenda Item No. 10E September 29, 2009 Page 10 of 18 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. Below Meets Exceeds Standards Standards Standards 1 2 3 9. Successful capital proiect management. FYlO will see a relatively modest capital construction program. Managing these projects to successful and timely completion will be a priority. A. Road Improvement Projects of Interest: 1) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal 2) Oil Well Road multi-laning 3) Santa Barbara Boulevard Extension 4) Davis Boulevard from Collier Boulevard to Radio Road 5) Obtain approval from the FHW A and FDOT of Interchange Justification Report (UR) for Everglades Boulevard Interchange at 1-75 6) Completion of the 1-75 / Immokalee Interchange. 7) Repaving within budgeting constraints Below Meets Exceeds Standards Standards Standards 1 2 3 B. Utility Improvement and Public Safety Projects: 1) North County Water Reclamation Facility Alignment Project 2) North Collier Regional Water Treatment Plant Water Quality Sustainability Project 3) Finalize the landfill gas to energy project agreement and initiate construction 4) Bldg F security lobby improvements Below Meets Exceeds Standards StandardS Standards 1 2 3 I Agenda Item No. 10E September 29, 2009 Page 11 of 18 C. Other Significant County Projects: 1) Collier Boulevard Boat Park 2) Goodland Boat Ramp 3) FPL and Collier Boulevard Greenway Projects 4) Marco Island Rose Hall Addition 5) Manatee Community Park 6) Lely Area Stormwater Improvement Project (LASIP) 7) Conditional Use for CAT Transfer Station at Radio Road, and design and permitting for permanent Transfer Station construction at Collier County Government Center 8) East Naples Community Park Soccer Field 9) Phase 2 of Naples Depot Renovation 10) Bluebill Ave. Public Beach Access, Restrooms & Intersection Improvements 11) Gordon River Greenway 12) DWSP Inter-local agreement with FDEP for increased access and parking. 13) Marco Island Museum commissioning and operation. - Develop a joint board for the Marco Island Museum; complete temporary exhibit plan and displays; begin operations on a reduced weekly schedule. Open to public within three months of obtaining CO. 14) Elks Club renovation and Property Appraiser Office relocation. Below Meets Exceeds Standards Standards standards 1 2 3 I Rating Page 10 of 16 Agenda Item No, 10E September 29, 2009 Page 12 of 18 10. Overall Operational Improvements: A. Implement Next Stage of Contract Administration Plan Initiatives. 1) Continue use of value engineering reviews for larger construction contracts. 2) pursue efforts through legislative delegation and F AC to amend Consultants Competitive Negotiation Act (CCNA) to enhance competition. 3) Implement and manage Local Vendor Preference Policy 4) Vigilantly monitor spending at the purchase order level and identify opportunities to maximize purchasing efficiencies 5) Continue SAP enhancements for project and contract management Below ' Meets Exceeds Standards Standards Standards 1 2 3 \ Rating 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, now SAP Pro-Tools) that monitors project expenditures and timeliness. Begin the implementation of a Customer (Citizen) Centric Performance Measures Program that the BCC can utilize to report goal progress to constituents (stakeholders). Below Meets Exceeds Standards Standards Standards 1 2 3 r Rating C. Improve emergency preparedness planning & response capabilities. I) Continue to refine and exercise emergency preparedness planning should the community be impacted by a Pandemic flu outbreak. 2) Seek and present financing opportunities for a replacement or supplemental MedFlight helicopter. Improve helicopter systems management, programming and safety 3) 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 Page 11 of 16 Agenda Item No. 10E September 29,2009 Page 13of18 4) 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 5) Seek funding options and develop strategic plans to address the high call volume along Alligator Alley which frequently overtaxes the Ochopee Fire Department due to travel distances 6) Seek funding sources to ensure Emergency Medical Services can lease purchase several replacement ambulances due to age and mileage. Below Meets Exceeds Standards Standards Standards 1 2 3 - D. Continue to implement the beach access initiatives and update the 2003 Beach and Water Master Plan by May 2009. The Productivity Committee is still reviewing the updated plan, once complete the review with their recommendations will be presented to the BCC. Continue to bring opportunities to the BCC for direction. Below Meets Exceeds Standards Standards Standards 1 2 3 E. Work with the South Florida Water Management District (SFWMD) Governing Board to develop a SFWMD - wide, year- round irrigation rule that meets the needs of the Utility and that is consistent with the Collier County Irrigation Ordinance (#2002-17) Below Meets Exceeds Standards Standards Standards 1 2 3 Page 12 of 16 - Agenda Item NO.1 OE September 29, 2009 Page 14 of 18 F. Initiate Watershed Management Plan studies and associated Long Range Stormwater Management Plans. 1) Manage the development of the County's continuing stages of the Watershed Management Plan according to GMP policies. Modeling consultants were hired in FY09 to support the schedule for completion of the plans in 2010. 2) Implement Phase 2 of the County's Watershed Management Plan and pursuant to the GMP complete the study by 2010. 3) Manage the implementation of the Floodplain Management Planning Committee (FMPC) goals, policies and objectives defined in the 2008 Floodplain Management Plan (FMP) through the Action Plan I contained in Section 7.1 of the FMP. I - Below Meets Exceeds Standards Standards Standards 1 2 3 I Ratinq G. Continue efforts in Public Utilities to implement an automated system to record and track the location, type, condition, value and useful life of County Utility infrastructure and assets. Below Meets Exceeds Standards Standards Standards 1 2 3 I Rating 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 2010 is to have decreased audit findings. Make necessary adjustments to the newly implemented Health and Human Services Department self-monitoring/audit system . Below Meets Exceeds Standards Standards Standards 1 2 3 I Ratinq Page 13 of 16 Agenda Item No, 10E September 29, 2009 Page 15 of 18 1. Better Utilization of County Resources. I) XCEL (Expect Compliance at Every Level) - This is an internal control review and improvement methodology deployed throughout the agency to provide a structure for management to evaluate the effectiveness of internal controls and to improve, if necessary. Further implement XCEL I to include participation from all divisions and other key offices. Create quarterly reporting approach to improve visibility of existing and improved internal controls. 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. 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. 4) Implement and monitor coordinated FEMA Reimbursement Process. Resolve FEMA reimbursements from Katrina, Wilma, and Gabrielle. 5) Implement the Grant Management Program. 6) Successful implementation of year two of Well ness-focused, Advocacy- based healthcare plan. 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. Promote the purchase, remodel and maintenance of affordable workforce housing in Collier County with partners and staff. Obligate NSP-I funds through the purchase and remodel of 40 homes by September 20 I 0 and submit reports on time. 8) Strong emphasis on process improvement, evaluating organizational structures, assessing staffing levels and workload requirements and talent management. Greater participation in Kaizen and similar efforts, implementing ITIL in IT, exploring best practices, etc. 9) Investigate use of Compressed Natural Gas (CNG) as primary alternative fuel and develop implementation plans. Below Meets Exceeds Standards Standards Standards 1 2 3 -- Page 14 of 16 .... I \ Agenda Item No. 10E September 29, 2009 Page 16 of 18 1. Actively Monitor the Impact to Tourism resulting from the infusion of additional advertising funds because of the declared 'Economic Emergency'. Attain Return on Investment from advertising and promotion at an average of $20, while trying to increase economic impact from tourism expenditures by 6%. Continue the quarterly reports to the BCC and to the media on our tourism successes. Below Meets Exceeds Standards Standards Standards 1 2 3 K. Seek BCC direction on FY 10 Referendum for Fire and EMS consolidation under the BCC during the primary or general election in 2010. Below Meets Exceeds Standards Standards Standards 1 2 3 L. Select and Transition a new County Manager. Below Meets Exceeds Standards Standards Standards 1 2 3 M. Diffuse over the next two years the adverse financial impacts of the Clerk's unilateral decision to not honor the 2002 MOD with the BCC. Below Meets Exceeds Standards Standards Standards 1 2 3 Page 15 of 16 Agenda Item No. 10E September 29, 2009 Page17of18 N. Seek a sufficient funding guarantee from Marco Island to fix 92A, Goodland Drive, before the 2002-2017 interlocal agreement with Marco Island expires. We will probably have to escrow the last two years of the County's transfer to pay for the $1.8M estimated project. Below Meets Exceeds Standards Standards Sta ndards 1 2 3 O. Conservation Collier 'True up' as far as Maintenance trust is concerned prior to 2013. Curtail further land buys until this is done. - - Below Meets Exceeds Standards standards Standards 1 2 3 P. Evaluate the public benefit of continuing the ALS engine program and explore opportunities to further improve a county-wide integrated first responder system. Below Meets Exceeds Standards Standards Standards 1 2 3 Q. Investigate Economic Development Funding . Innovation Zones . Economic Incentives . Fast Track Permitting . Infrastructure Investments (Camp Keais Road improvements/Indian Gaming Compact) Below Meets Exceeds Standards Standards Standards 1 2 3 R. Complete the 2010 Census and Facilitate SOE redistricting efforts. Below Meets Exceeds Standards standards standards 1 2 3 Page 16 of 16 '... Page 1 of 1 Agenda Item No.1 OE September 29, 2009 Page 18 of 18 COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS Item Number: iDE Item Summary: This item to be heard immediately following Item 100, Review and approve the FY2010 Annual Work Plan for the County Manager, (Jim Mudd, County Manager) Meeting Date: 9/29/2009 9:00:00 AM Approved By Leo E. Ochs, Jr. Deputy County Manager Date Board of County 9/23/2009 5:46 PM Commissioners County Manager's Office - file://C:\Agendatest\export\ 135-September 29, 2009\ 10. COUNTY MANAGER REPORT\ 1... 9/23/2009