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Agenda 09/23/2008 Item # 9CItem # 9C September 23, 2008 EXECUTIVE SUMMARY Page 1 of 29 THE ANNUAL PERFORMANCE APPRAISAL FOR THE EXECUTIVE MANAGER TO THE BOARD OF COUNTY COMMISSIONERS OBJECTIVE: To complete the annual performance appraisal for the Executive Manager to the Board of County Commissioners. CONSIDERATIONS: The Executive Manager to the Board of County Commissioners reports directly to the Board of County Commissioners. The FY 2008 Action Plan was provided to each commissioner for completion. The evaluation completed by each commissioner is included in the backup. The Executive Manager to the Board of County Commissioners Employment Agreement provides that on the date that general wage adjustments (i.e., cost of living adjustments, special study pay adjustments, etc.) are granted generally to Collier County employees, EMPLOYEE's base salary shall be modified to reflect the general wage adjustment granted to other County employees. The annual performance -based merit adjustment 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 or provided as a one -time lump sum bonus, as determined by the COUNTY. FISCAL IMPACT: Has not been determined. GROWTH MANAGEMENT IMPACT: NONE RECOMMENDATION: That the Board of County Commissioners complete the annual performance appraisal process for the Executive Manager to the BCC and determine salary adjustment. Prepared By: Sue Filson, Executive Manager Board of County Commissioners Agenda Date: SEPTEMBER 23, 2008 Executive Manager to BCC Annual Evaluation Prepared By: Department Board of County Commissioners Approved By: Department Approval County Attorney Approved Approved By: Department Approval Office of Management Approved and Budget Approved By: Department Approval County Approved Manager's Office ATTACHMENTS: Name: Description: D ex sum 2008.pdf Executive Summary D Fiala.'g 200Bev_aluation.pdf District 1 D Halas'_s_2008 eval_uation.pdf District 2 0 Henning's review Office Manager 2008pdf District 3 D Coletta s 2008 evaluation pelf District 5 Item # 9C September 23, 2008 Page 2 of 29 Date 9/17/2008 9:16:48 AM Date 9/17/2008 9:57 AM Date 9/17/2008 1:05 PM Date 9/17/2008 2:49 PM Type: Executive Summary Cover Memo Cover Memo Cover Memo Cover Memo Item # 9C September 23, 2008 Page 3 of 29 The following Action Plan has been developed in an effort to provide clear expectations for the Executive Manager to the Board of County Commissioners for the period from September 2007 through September 2008. The Action Plan is based on the broad areas generally expected to be performed by the Executive Manager. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the Executive Manager's performance by rating each of the following performance objectives utilizing the following rating factors. Individual evaluations will be totaled and averaged to determine the Board's collective position. Type of Evaluation: X Annual Special Reason Time in Classification: 19 Years Review Dates: 9 -23 -07 to 9 -23-08 RATING FACTORS: Exceptional = 5 Highly Successful = Successful = 3 Development Required = TOTAL RATING:_ q Commissioner Date Item # 9C September 23, 2008 Page 4 of 29 Evaluation Rating Document Comments regarding Budget and Other Fiscal Issues Key Results Area Measure Rating BUDGET AND OTHER FISCAL Prepare and present the budget to the Board of County ISSUES Commissioners during budget hearings; Timely and accurately administer and monitor the budget throughout the fiscal year, including review of all Field Purchase Orders and Purchase Orders; approve all purchases for the Board of County Commissioners office; seeks the best solutions and business practices to ensure fiscally responsible, mutually beneficial decisions on behalf of the taxpayers and the County Comments regarding Budget and Other Fiscal Issues Item # 9C September 23, 2008 Page 5 of 29 PERSONNEL RELATED ISSUES Interview, hire, supervise, train, evaluate, discipline and coordinate activities of administrative staff of the Board of County Commissioners' office and keep affected commissioners informed of decisions; foster a "team environment" and regularly demonstrate the ability to work in cooperation with co- workers and others on the job; behavior towards co- workers demonstrates positive support and respect; provide coaching, counseling, mentoring, encouragement, guidance and support of employees' own personal development and improvement efforts; conduct weekly staff meetings with the Administrative staff of the Board of County Commissioners' office; inspire and motivate employees to embrace the vision and mission statement and to perform to the highest degree possible; sets aggressive goals and objectives for employees, holds employees accountable and evaluates performance Comments regarding Personnel Related Issues Pn a A L c r % /ono�40 et G�," ,(�iyux/�c.Yrv,Jr� /.K ✓l7Ayz.�. dJi,z i"�-cC ,� t✓f�' �� �y�.C'�,. J o a,bl— All Je 10 Item # 9C September 23, 2008 Page 6 of 29 ADVISORY BOARDS Coordinate advisory committees and/or task forces initiated by the Board of County Commissioners, including sending out letters of term expirations, press releases, coordinating with Elections to ensure they are electors, coordinating with staff for recommendations, preparing executive summaries and presenting to the Board of County Commissioners at meetings, notifying all applicants of appointments, maintain current membership lists, maintain up -to -date files on all advisory committees and schedule and prepare New Service Awards and Outstanding Member Programs; act as Liaison with the Division of Elections for reporting Minority and Physically Disabled Appointments Comments regarding Advisory Boards Item # 9C September 23, 2008 Page 7 of 29 CUSTOMER SERVICE / Exhibit helpful, courteous and appropriate conduct COMMUNICATIONS towards customers and others; act in a professional manner and promote the concept of professionalism with the public, BCC staff, constitutional officers and co- workers by portraying a positive demeanor and engaging in activities that instill confidence and respect for the BCC and BCC office; acts as an ambassador of Collier County Government both inside and outside of the workplace; listens and responds to public requests while anticipating future needs; interpersonal interactions are positive and proactive with communication of information being the highest priority; Maintain frequent communication with all levels of County government, external agencies, local businesses, community groups, the media, constituents, and the general public; coordinate the collection and/or distribution of information pertaining to the Board of County Commissioners' activities Comments regarding Customer Service / Communications Item # 9C September 23, 2008 Page 8 of 29 BOARD OF COUNTY Attend Board of County Commissioners' meetings and COMMISSION MEETINGS workshops as needed; prepare items for the Board of County Commissioners' agenda; coordinate workshops, evening public hearings; prepare original documents for signature and assist Chairman; coordinate and announce registered speakers; participate in emergency events and meetings, filling whatever role deemed necessary in an emergency situation; Attend Strategic Planning Sessions to coordinate commissioners' schedules and commitments Comments regarding Board of County Commission Meetings Item # 9C September 23, 2008 Page 9 of 29 GENERAL Act as coordinator between the Board of County Commissioners and the Commission on Ethics, including, acting as Local Agency Coordinator for the financial disclosure notification system and working with advisory board members, elected officials and county employees; Coordinate Value Adjustment Board events including working with the clerk's office, county attorney and school board to set dates, prepare executive summary for Board of County Commissioners approval, and coordinate with secretaries for commissioners' calendars; Accept advice and constructive feedback agreeably and modifies behavior accordingly; attend at least two pre- approved government related conferences and one management � r�z Jl conference ann y, an share conference notes and _ mformation with administrative staff and /a,w) Commissioners; maintain the confidence and trust of the Commission ynotdivulginginformatimor ("9 discussing information with inappropriate parties; meet 6L CtAd with the mane Director from time to time regarding original documents; meet with the County Manager's Office to coordinate issues between offices; drives the efforts of the team in meeting or exceeding established deadlines with results that are thorough and accurate; works with team members both inside and outside of the department to accomplish organizational goals. Comments regarding General 0- 1m EM Item # 9C September 23, 2008 Page 10 of 29 EFFECTIVENESS AND Organizes work and prioritizes specific and attainable PRODUCTIVITY goals; monitors work, creates focus and eliminates roadblocks; produces quality work in accordance with schedules and deadlines; seeks new technologies and methods to improve quantity and quality of work/services; understands the roles and responsibilities of others; understands policies, procedures, rules, regulations and applicable ordinances; conceives and recommends creative ideas; understands and manages the creative process and utilizes good judgment. Comments Effectiveness and Productivity TOTAL RATING: Z3 94- BCC -01 !W/489-_. 3 Item # 9C September 23, 2008 Page 11 of 29 The following Action Plan has been developed in an effort to provide clear expectations for the Executive Manager to the Board of County Commissioners for the period from September 2007 through September 2008. The Action Plan is based on the broad areas generally expected to be performed by the Executive Manager. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the Executive Manager's performance by rating each of the following performance objectives utilizing the following rating factors. Individual evaluations will be totaled and averaged to determine the Board's collective position. Type of Evaluation: X Annual Special Reason Time in Classification: 19 Years Review Dates: 9 -23 -07 to 9 -23 -08 RATING FACTORS: Exceptional = 5 Highly Successful Successful = 3 Development Required 2 TOTAL RATING: / 7 mmissioner Date Item # 9C September 23, 2008 Page 12 of 29 Evaluation Ratin_g Document Key Results Area Measure Rating BUDGET AND OTHER FISCAL are and present the budget to the Board of County ISSUES Commissioners during budget hearings; Timely and accurately administer and monitor the budget throughout the fiscal year, including review of all Field Purchase Orders and Purchase Orders; approve all purchases for the Board of County Commissioners office; seeks the best solutions and business practices to ensure fiscally responsible, mutually beneficial decisions on behalf of the taxpayers and the County Item # 9C September 23, 2008 r of 29 RSONNEL RELATED ISSUES h rrvww, trim, supe��, >r� evahtatr, discipline coaadmete adivitiies of ads ve s�ff oftba Bof County Ccomuissio�' office mdbmp dkxftmay'd cdwabift-tywork in cooperation with co -wodms and others on job- b&svioc towards cowadmo de ao�s Pand Im pxl; provide coadang' co�1m8° meotann& and Fort and efe - ; oaodact weddy saffmeetin vrithtbe A&ninigtngtive aaffof*e Bond of County Commis000c& office; mspue and motivate employes to embrace the vision and mission, std and to Perform to thebigbestdegreepossHik ;ads aggressive goals and objectives €ur employes, holds employees acoounbNe and evaludw perform Cesaaea�s PQSOaad This is an area of major concern where I we very limited progress. I have repeatedly expressed MY deep concern correspondence Staff problems in the Board of about this personally and in previous evaluations and Pro Commissioners, office continue and staff turnover is much too high. This year turnover hit nearly 50% - second only to 2006 when turnover exceeded 57%. During these difficult financial times, the constant turnover and need to backfill is expensive and sets a dismal example ePartme Either you are not screening employees properly prior to hiring or you continue to display identified deficits in position - specific training and post-hEng supervesron perhaps both factors are in play here. It is my opinion t nal some personnel who you hired into this office in the past couple years, including this year, came with imerper skill deficits and with personal characteristics or attitudes, which precluded them from functioning as viable members of a team The ones who obviously had the needed skills and attitudes necessary fell victim to poorly managed personnel issues. The result has been a chaotic office environment and added stressors on the functional team members in the work group, all of whom have demanding ,jobs on the frontline of citizen contact with the BCC. There is a visible and marked lack of overall efficiency and harmony in this office. It directly impedes the work of the BCC. This needs to end! Item # 9C September 23, 2008 Page 14 of 29 ADVISORY BOARDS Coordinate advisory committees and/or task forces initiated by the Board of County Commissioners, including sending out letters of term expirations, press releases, coordinating with Elections to ensure they are electors, coordinating with staff for recommendations, 2 preparing executive summaries and presenting to the J Board of County Commissioners at meetings, notifying all applicants of appointments, maintain current membership lists, maintain up -to -date files on all advisory committees and schedule and prepare New Service Awards and Outstanding Member Programs; act as Liaison with the Division of Elections for reporting Minority and Physically Disabled Appointments Comments regarding Advisory Boards Item # 9C September 23, 2008 Page 15 of 29 CUSTOMER SERVICE / Exhibit helpful, courteous and appropriate conduct COMMUNICATIONS towards customers and others; act in a professional manner and promote the concept of professionalism with the public, BCC staff, constitutional officers and co- workers by portraying a positive demeanor and engaging in activities that instill confidence and respect for the BCC and BCC office; acts as an ambassador of i)J Collier County Government both inside and outside of 6� the workplace; listens and responds to public requests while anticipating future needs; interpersonal interactions are positive and proactive with communication of information being the highest priority; Maintain frequent communication with all levels of County government, external agencies, local businesses, community groups, the media, constituents, and the general public; coordinate the collection and/or distribution of information pertaining to the Board of County Commissioners' activities Comments regarding Customer Service / Communications Item # 9C September 23, 2008 Page 16 of 29 BOARD OF COUNTY Attend Board of County Commissioners' meetings and COMMISSION MEETINGS workshops as needed; prepare items for the Board of County Commissioners' agenda; coordinate workshops, evening public hearings; prepare original documents for signature and assist Chairman; coordinate and announce registered speakers; participate in emergency events and meetings, filling whatever role deemed necessary in an emergency situation; Attend Strategic Planning Sessions to coordinate commissioners' schedules and commitments regarding Board of County Commission Meetings Item # 9C September 23, 2008 Page 17 of 29 GENERAL Act as coordinator between the Board of County Commissioners and the Commission on Ethics, including, acting as Local Agency Coordinator for the financial disclosure notification system and working with advisory board members, elected officials and county employees; Coordinate Value Adjustment Board events including working with the clerk's office, county attorney and school board to set dates, prepare executive summary for Board of County Commissioners approval, and coordinate with secretaries for commissioners' calendars; Accept advice and constructive feedback agreeably and modifies behavior accordingly; attend at least two pre- approved government related conferences and one management conference annually, and share conference notes and information with administrative staff and Commissioners; maintain the confidence and trust of the Commission by not divulging information or discussing information with inappropriate parties; meet with the Finance Director from time to time regarding original documents; meet with the County Manager's Office to coordinate issues between offices; drives the efforts of the team in meeting or exceeding established deadlines with results that are thorough and accurate; works with team members both inside and outside of the department to accomplish organizational goals. Comments regarding General Item # 9C September 23, 2008 Page 18 of 29 EFFECTIVENESS AND Organizes work and prioritizes specific and attainable PRODUCTIVITY goals; monitors work, creates focus and eliminates roadblocks; produces quality work in accordance with schedules and deadlines; seeks new technologies and methods to improve quantity and quality of work/services; understands the roles and responsibilities of others; understands policies, procedures, rules, regulations and applicable ordinances; conceives and recommends creative ideas; understands and manages the creative process and utilizes good judgment. Comments Effectiveness and Productivity TOTAL RATING: a4- aCC- ci199/4e9 September 12, 2008 RE: Board of Commissioner's Executive Manager Review/ Sue Filson. With the solicited input from internal/external sources, I have the following comments: The Commissioner's office is the first, foremost, and front line as the conduit to the residents we serve. With the help from our Aides, Commissioners are able to serve the public as we pledged to do when we entered office. Aides to the Commissioners must be professional, hard working conscientious individuals. A professional, well managed office makes for a better functioning more productive work environment. Turnover in the Executive Office is at 50% so far this year. The high rate of turnover reflects management style and the lack of skill as a team leader which is needed in an environment required for the front line in Collier County Government. It should be taken into consideration, that different Aides, have different workloads. If an Aide is not busy, he /she should be assigned to help another, (per contract) and vice versa, instead of being idle. Workloads are unfairly assigned, and unbalanced. This also is an item part of Contract, found under Personnel Related issues, Communications as well as General. Distributed Day to day responsibilities is not communicated to the staff. Staff is referred to an outdated employee manual, which is no longer in effect. ALL staff is NOT notified on changes in policies and procedureswhich can be very pertinent to their job, and periodic changes. When a position becomes available, Sue Filson has dissuaded people from even applying for it. In her `action plan', Per Contract under Personnel Related Issues, includes in part: `provide coaching, counseling, mentoring, encouragement and support of employee's own personal development and improvement efforts' When the use of the terms `Jew him down', or we got `Dewed' were used regularly, it insulted an employee, resulting in legal action at the expense of both taxpayers and employee. Lack of employee sensitivity training, "Courteous, professional and appropriate conduct" 9, b, "Employee acts in a professional manner and promotes the concept of professionalism with public, BCC staff, ....:' Whether employee's behavior towards co- workers demonstrates positive support and respect" Per contract, Section 9, e Gossip is rampant, and quite often started by the Executive office manager. Sue Filson has chosen to not address the unacceptable behavior of employees (verbal comments, inappropriate physical contact, sexual innuendos, etc.), further creating an uncomfortable work environment. This has been going on for a few months already, and I have witnessed this myself, and felt VERY uncomfortable. I assume the others feel uncomfortable as well. Allowing it to continue violates (PER Contract) action plan under Personnel Related Issues, Customer Service/ Communications Sue Filson speaks badly of one employee to another employee, routinely chooses sides, or attempt to `pit' one against another, and tends to favor certain employees. Section 9, a Whether EMPLOYEE fosters a team environment and regularly demonstrates the ability to work in cooperation with co workers and others on the mob b Whether EMPLOYEE exhibits helpful courteous and appropriate conduct towards customers and others d Whether EMPLOYEE acts in a professional manner and promotes the concept of professionalism with the public BCC staff constitutional officers and co workers by portraying a positive demeanor and engaging in activities that instill confidence and respect for the BCC and BCC office e Whether EMPLOYEE s behavior towards co workers demonstrates positive support and respect i Whether EMPLOYEE maintains the confidence and trust of the Commission by not divulging information or discussing information with inappropriate parties On September 8, 2008, I witnessed a Commissioners Aide man the front desk all day. The day prior to a BCC meeting is very busy and stressful. She may not have been able to get her work done because she did not have time. She was assigned another duty, (front desk) and was offered no help or relief all day. Her Commissioner is her priority, especially the day before a meeting. Section 1, under Duties (in contract) Emnlovee is responsible for training new administrative staff and ensuring that duties are equally distributed'. Front Desk Employee was not trained per the contract, was trained by several Staff Members leading to conflicting ways to perform duties. One can only conclude the frustration level would be high considering trained one way then told to perform a different way. Recently, the front desk employee was fired. Section 1, Duties PER Contract, state: `is responsible for training new administrative staff and ensuring that duties are equally distributed." C This Agreement is a personal services Many of the staff started at the front desk, and have not had a consistent training, because the other Aides are training them. Aides claim to have their own separate "Executive" set of rules in a handbook; however, it is not made available to them, even when requested. Guidelines are not clear, and rules are not shown/applied at random. Comments I received that were the most troubling: Regarding trust and confidentiality, nothing is sacred in the office. Employee's personal issues are not personal. If Sue has an issue with a Commissioner, employee, or other department, everyone is aware of her displeasure, and her opinion. There is no discretion. Personal life, health conditions, big or small is common knowledge, yet should not be. People are upset that their personal information divulged `in confidence' and has been breeched. Office manager twists information, depending on who she is speaking to. It is wrong to intimidate employees, start rumors, harass employees, instill a fear of losing their jobs, maintain a negative workplace, start rumors, maintain a negative workplace, or intimidate employees, demean employees publicly, create and promote resentment, harmful behavior, or use inappropriate tactics against them. That is not effective leadership required to be manager of the Executive office. Negative behavior and a hostile work environment are not a good mix. Many employees feel harassed, intimidated, and belittled Overall, the office presents itself well, but there are many internal issues that need immediate attention. I will not and cannot sit by idly, and support that this behavior be allowed to continue. lam shocked and appalled by many of the things I have heard recently. My score is 1. Using a scale of 1 -25 and 25 being the best Respectfully submitted, Commissioner Henning. Item # 9C September 23, 2008 Page 22 of 29 The following Action Plan has been developed in an effort to provide clear expectations for the Executive Manager to the Board of County Commissioners for the period from September 2007 through September 2008. The Action Plan is based on the broad areas generally expected to be performed by the Executive Manager. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the Executive Manager's performance by rating each of the following performance objectives utilizing the following rating factors. Individual evaluations will be totaled and averaged to determine the Board's collective position. Type of Evaluation: X Annual Special Reason Time in Classification: 19 Years Review Dates: 9 -23 -07 to 9 -23 -08 RATING FACTORS: Exceptional = 5 Successful = 3 Highly Successful Development Required = 2 TOTAL RATING: Z 7� tr�r r;.9 J✓ - /z - d d Commissioner Date Item # 9C September 23, 2008 Page 23 of 29 Evaluation Rating Document Comments regarding Budget and Other Fiscal Issues Key Results Area Measure Rating BUDGET AND OTHER FISCAL Prepare and present the budget to the Board of County ISSUES Commissioners during budget hearings; Timely and accurately administer and monitor the budget throughout the fiscal year, including review of all Field Purchase Orders and Purchase Orders; approve all purchases for the Board of County Commissioners office; seeks the best solutions and business practices to ensure fiscally responsible, mutually beneficial decisions on behalf of the taxpayers and the County Comments regarding Budget and Other Fiscal Issues Item # 9C September 23, 2008 Page 24 of 29 PERSONNEL RELATED ISSUES Interview, hire, supervise, train, evaluate, discipline and coordinate activities of administrative staff of the Board of County Commissioners' office and keep affected commissioners informed of decisions; foster a "team environment" and regularly demonstrate the ability to work in cooperation with co- workers and others on the job; behavior towards co- workers demonstrates positive support and respect; provide coaching, counseling, mentoring, encouragement, guidance and support of employees' own personal development and improvement efforts; conduct weekly staff meetings with the Administrative staff of the Board of County Commissioners' office; inspire and motivate employees to embrace the vision and mission statement and to perform to the highest degree possible; sets aggressive goals and objectives for employees, holds employees accountable and evaluates performance Comments re¢ardina Personnel Related Issues Item # 9C September 23, 2008 Page 25 of 29 ADVISORY BOARDS Coordinate advisory committees and/or task forces initiated by the Board of County Commissioners, including sending out letters of term expirations, press releases, coordinating with Elections to ensure they are electors, coordinating with staff for recommendations, preparing executive summaries and presenting to the Board of County Commissioners at meetings, notifying all applicants of appointments, maintain current membership lists, maintain up-to -date files on all advisory committees and schedule and prepare New Service Awards and Outstanding Member Programs; act as Liaison with the Division of Elections for reporting Minority and Physically Disabled Appointments Comments regarding Advisory Boards Item # 9C September 23, 2008 Page 26 of 29 CUSTOMER SERVICE / Exhibit helpful, courteous and appropriate conduct COMMUNICATIONS towards customers and others; act in a professional manner and promote the concept of professionalism with the public, BCC staff, constitutional officers and co- workers by portraying a positive demeanor and engaging in activities that instill confidence and respect for the BCC and BCC office; acts as an ambassador of Collier County Government both inside and outside of the workplace; listens and responds to public requests while anticipating future needs; interpersonal interactions are positive and proactive with communication of information being the highest priority; Maintain frequent communication with all levels of County government, external agencies, local businesses, community groups, the media, constituents, and the general public; coordinate the collection and/or distribution of information pertaining to the Board of County Commissioners' activities Comments regarding Customer Service / Communications Item # 9C September 23, 2008 Page 27 of 29 BOARD OF COUNTY Attend Board of County Commissioners' meetings and COMMISSION MEETINGS workshops as needed; prepare items for the Board of County Commissioners' agenda; coordinate workshops, evening public hearings; prepare original documents for signature and assist Chairman; coordinate and announce registered speakers; participate in emergency events and meetings, filling whatever role deemed necessary in an emergency situation; Attend Strategic Planning Sessions to coordinate commissioners' schedules and commitments regarding Board of County Commission Meetings O WE /- 462010 JI Item # 9C September 23, 2008 Page 28 of 29 GENERAL Act as coordinator between the Board of County Commissioners and the Commission on Ethics, including, acting as Local Agency Coordinator for the financial disclosure notification system and working with advisory board members, elected officials and county employees; Coordinate Value Adjustment Board events including working with the clerk's office, county attorney and school board to set dates, prepare executive summary for Board of County r Commissioners approval, and coordinate with secretaries for commissioners' calendars; Accept advice and constructive feedback agreeably and modifies behavior accordingly; attend at least two pre - approved government related conferences and one management conference annually, and share conference notes and information with administrative staff and Commissioners; maintain the confidence and trust of the Commission by not divulging information or discussing information with inappropriate parties; meet with the Finance Director from time to time regarding original documents; meet with the County Manager's Office to coordinate issues between offices; drives the efforts of the team in meeting or exceeding established deadlines with results that are thorough and accurate; works with team members both inside and outside of the department to accomplish organizational goals. Comments regarding General Item # 9C September 23, 2008 Page 29 of 29 EFFECTIVENESS AND Organizes work and prioritizes specific and attainable PRODUCTIVITY goals; monitors work, creates focus and eliminates roadblocks; produces quality work in accordance with schedules and deadlines; seeks new technologies and methods to improve quantity and quality of work/services; understands the roles and responsibilities of others; understands policies, procedures, rules, regulations and applicable ordinances; conceives and recommends creative ideas; / understands and manages the creative process and utilizes good judgment. Comments Mectiveness and Productivity TOTAL RATING: -� / 04- BCC - 01199/489 -rev 3 *-�L DATE: September 22, 2008 MEMORANDUM TO: Sue Filson, Executive Manager to the BCC FROM: Fred W. Coyle Commissioner, District 4 SUBJECT: Annual Performance Evaluation Attached are the scores I have assigned to the various categories of your evaluation. Below are my comments concerning overall performance. I believe you have one of the most difficult management jobs in all of Collier County. You have the responsibility of managing an office of Aides who work directly for the County Commissioners. Your authority is frequently eroded because of the personal relationships that develop between Commissioners and their Aides. Some members of the office staff seem to develop the perception that a Commissioner will protect his /her aide if they defy your authority. This direct relationship with Commissioners seems to encourage aides to share their complaints about the office environment with Commissioners without taking the proper step of discussing them with you. It also opens up the possibility that any criticisms of you or the office environment could be self - serving. I tend to discount this kind of hearsay unless I have direct personal knowledge. After serving on the Commission for 7 years, I have personally witnessed several examples of Page 2 behavior by aides that I would characterize as disruptive and insubordinate. You handled each of them in a much more diplomatic manner than I would have. There seems to be some concern among Commissioners about turnover rates, but terminating employees who are insubordinate and disruptive serves to improve the office environment, not harm it. Certainly, we should do our best in future screening of office employees. The bottom line is this. In spite of criticisms about terminating employees, I cannot think of a single time in the past 7 years when something I needed was not done efficiently and promptly. I am very satisfied by the work done by my Aide, but when she is not available, you or another Aide has stepped in to pick up the workload. I have not been disappointed once over the past 7 years. I encourage you to continue to take firm action with respect to employees who are disruptive or insubordinate. We will have a more efficient office as a result. A manager's objective is not to have everyone like him /her. I have never seen an office where everyone liked the manager. The objective is to get the job done efficiently and well. I think you have succeeded in spite of the obstacles that exist. Fred W. Coyle, Commissioner, Di4trict 4 FWC:ps The following Action Plan has been developed in an effort to provide clear expectations for the Executive Manager to the Board of County Commissioners for the period from September 2007 through September 2008. The Action Plan is based on the broad areas generally expected to be performed by the Executive Manager. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the Executive Manager's performance by rating each of the following performance objectives utilizing the following rating factors. Individual evaluations will be totaled and averaged to determine the Board's collective position. Type of Evaluation: X Annual Special Reason Time in Classification: 19 Years Review Dates: 9 -23 -07 to 9 -23 -08 RATING FACTORS: Exceptional = 5 Highly Successful = 4 Successful = 3 Development Required = 2 TOTAL RATING: 3 Commissioner Date �— Evaluation Rating Document b� Ml 5 � � r .�5�^ � Key Results Area Measure Rating BUDGET AND OTHER FISCAL Prepare and present the budget to the Board of County ISSUES Commissioners during budget hearings; Timely and accurately administer and monitor the budget throughout the fiscal year, including review of all Field S Purchase Orders and Purchase Orders; approve all purchases for the Board of County Commissioners office; seeks the best solutions and business practices to ensure fiscally responsible, mutually beneficial decisions on behalf of the taxpayers and the County Comments regarding Budget and Other Fiscal Issues PERSONNEL RELATED ISSUES Interview, hire, supervise, train, evaluate, discipline and coordinate activities of administrative staff of the Board of County Commissioners' office and keep affected commissioners informed of decisions; foster a "team environment" and regularly demonstrate the ability to work in cooperation with co- workers and others on the job; behavior towards co- workers demonstrates positive support and respect; provide coaching, counseling, mentoring, encouragement, guidance and support of employees' own personal development and improvement efforts; conduct weekly staff meetings with the Administrative staff of the Board of County Commissioners' office; inspire and motivate employees to embrace the vision and mission statement and to perform to the highest degree possible; sets aggressive goals and objectives for employees, holds employees accountable and evaluates performance Comments regarding Personnel Related Issues ADVISORY BOARDS Coordinate advisory committees and/or task forces initiated by the Board of County Commissioners, including sending out letters of term expirations, press releases, coordinating with Elections to ensure they are electors, coordinating with staff for recommendations, preparing executive summaries and presenting to the Board of County Commissioners at meetings, notifying all applicants of appointments, maintain current membership lists, maintain up -to -date files on all advisory committees and schedule and prepare New Service Awards and Outstanding Member Programs; act as Liaison with the Division of Elections for reporting Minority and Physically Disabled Appointments Comments regarding Advisory Boards CUSTOMER SERVICE / Exhibit helpful, courteous and appropriate conduct COMMUNICATIONS towards customers and others; act in a professional manner and promote the concept of professionalism with the public, BCC staff, constitutional officers and co- workers by portraying a positive demeanor and engaging in activities that instill confidence and respect for the BCC and BCC office; acts as an ambassador of Collier County Government both inside and outside of the workplace; listens and responds to public requests while anticipating future needs; interpersonal interactions are positive and proactive with communication of information being the highest priority; Maintain frequent communication with all levels of County government, external agencies, local businesses, community groups, the media, constituents, and the general public; coordinate the collection and/or distribution of information pertaining to the Board of County Commissioners' activities Comments regarding Customer Service / Communications 5 BOARD OF COUNTY Attend Board of County Commissioners' meetings and COMNHSSION MEETINGS workshops as needed; prepare items for the Board of County Commissioners' agenda; coordinate workshops, evening public hearings; prepare original documents for signature and assist Chairman; coordinate and announce registered speakers; participate in emergency events and meetings, filling whatever role deemed necessary in an emergency situation; Attend Strategic Planning Sessions to coordinate commissioners' schedules and commitments Comments regarding Board of County Commission Meetings GENERAL Act as coordinator between the Board of County Commissioners and the Commission on Ethics, including, acting as Local Agency Coordinator for the financial disclosure notification system and working with advisory board members, elected officials and county employees; Coordinate Value Adjustment Board events including working with the clerk's office, county attorney and school board to set dates, prepare executive summary for Board of County Commissioners approval, and coordinate with secretaries for commissioners' calendars; Accept advice and constructive feedback agreeably and modifies behavior accordingly; attend at least two pre- approved government related conferences and one management conference annually, and share conference notes and information with administrative staff and Commissioners; maintain the confidence and trust of the Commission by not divulging information or discussing information with inappropriate parties; meet with the Finance Director from time to time regarding original documents; meet with the County Manager's Office to coordinate issues between offices; drives the efforts of the team in meeting or exceeding established deadlines with results that are thorough and accurate; works with team members both inside and outside of the department to accomplish organizational goals. Comments regarding General �-7 EFFECTIVENESS AND Organizes work and prioritizes specific and attainable PRODUCTIVITY goals; monitors work, creates focus and eliminates roadblocks; produces quality work in accordance with schedules and deadlines; seeks new technologies and methods to improve quantity and quality of work/services; understands the roles and Li responsibilities of others; understands policies, procedures, rules, regulations and applicable ordinances; conceives and recommends creative ideas; understands and manages the creative process and utilizes good judgment. Comments Effectiveness and Productivity TOTAL RATING: 04- BCC - 01199/489 -rev 3 9/�i3 /off' DATE: September 22, 2008 MEMORANDUM TO: Sue Filson, Executive Manager to the BCC FROM: Fred W. Coyle Commissioner, District 4 SUBJECT: Annual Performance Evaluation Attached are the scores I have assigned to the various categories of your evaluation. Below are my comments concerning overall performance. I believe you have one of the most difficult management jobs in. all of Collier County. You have the responsibility of managing an office of Aides who work directly for the County Commissioners. Your authority is frequently eroded because of the personal relationships that develop between Commissioners and their Aides. Some members of the office staff seem to develop the perception that a Commissioner will protect his /her aide if they defy your authority. This direct relationship with Commissioners seems to encourage aides to share their complaints about the office environment with Commissioners without taking the proper step of discussing them with you. It also opens up the possibility that any criticisms of you or the office environment could be self - serving. I tend to discount this kind of hearsay unless I have direct personal knowledge. After serving on the Commission for 7 years, I have personally witnessed several examples of Page 2 behavior by aides that I would characterize as disruptive and insubordinate. You handled each of them in a much more diplomatic manner than I would have. There seems to be some concern among Commissioners about turnover rates, but terminating employees who are insubordinate and disruptive serves to improve the office environment, not harm it. Certainly, we should do our best in future screening of office employees. The bottom line is this. In spite of criticisms about terminating employees, I cannot think of a single time in the past 7 years when something I needed was not done efficiently and promptly. I am very satisfied by the work done by my Aide, but when she is not available, you or another Aide has stepped in to pick up the workload. I have not been disappointed once over the past 7 years. I encourage you to continue to take firm action with respect to employees who are disruptive or insubordinate. We will have a more efficient office as a result. A manager's objective is not to have everyone like him /her. I have never seen an office where everyone liked the manager. The objective is to get the job done efficiently and well. I think you have succeeded in spite of the obstacles that exist. Fred W. Coyle, Commissioner, DAtict 4 FWC:ps 9C 9�23� 9G The following Action Plan has been developed in an effort to provide clear expectations for the Executive Manager to the Board of County Commissioners for the period from September 2007 through September 2008. The Action Plan is based on the broad areas generally expected to be performed by the Executive Manager. At the conclusion of the fiscal year, the Board of County Commissioners will be asked to perform an annual evaluation of the Executive Manager's performance by rating each of the following performance objectives utilizing the following rating factors. Individual evaluations will be totaled and averaged to determine the Board's collective position. Type of Evaluation: X Annual _ Special Reason Time in Classification: 19 Years Review Dates: 9-23-07 to 9-23-08 RATING FACTORS: Exceptional' = 5 Highly Successful = 4 Successful = 3 Development Required - 2 TOTAL RATING: 31 �]/� —) G,-', L — - 2 0 Commissioner 46 hate 912,4 4C-1 Comments regarding Budget and Other Fiscal Issues -77/o 9c PERSONNEL RELATED ISSUES Interview, hire, supervise, train, evaluate, discipline and coordinate activities of administrative staff of the Board Of County Commissioners' office and keep affected commissioners informed of decisions; foster a "team environment" and regularly demonstrate the ability to work in cooperation with co- workers and others on the job; behavior towards co- workers demonstrates positive support and respect; provide coaching, counseling, mentoring, encouragement, guidance and support of employees' own personal development and improvement efforts; conduct weekly staff meetings with the Administrative staff of the Board of County Commissioners' office; inspire and motivate employees to embrace the vision and mission statement and to perform to the highest degree posszble; sets aggressive goals. and objectives for employees, holds employees accountable and evaluates performance Comments regarding Personnel Related Issues 9�23�Bg q6 ADVISORY BOARDS Coordinate advisory committees and/or task forces initiated by the Board of County Commissioners, including sending out letters of term expirations, press releases, coordinating with Elections to ensure they are electors, coordinating with staff for recommendations, preparing executive summaries and presenting to the Board of County Commissioners at meetings, notifying all applicants of appointments, maintain current membership lists, maintain up-to -date files on all advisory committees and schedule and prepare New Service Awards and Outstanding Member Programs; act as Liaison with the Division of Elections for reporting Minority and Physically Disabled Appointments Comments regarding Advisory Boards qG CUSTOMER SERVICE / Exhibit helpful, courteous and appropriate conduct COMMUNICATIONS towards customers and others; act in a professional manner and promote the concept of professionalism with the public, BCC staff, constitutional officers and co- workers by portraying a positive demeanor and engaging in activities that instill confidence and respect for the BCC and BCC office; acts as an ambassador of Collier County Government both inside and outside of the workplace; listens and responds to public requests 5 while anticipating future needs; interpersonal interactions are positive and proactive with cgmmunication of information being the highest priority; Maintain frequent communication with all levels of County government, external agencies, local businesses, community groups, the media, constituents, and the general public; coordinate the collection and/or distribution of information pertaining to the Board of County Commissioners' activities Comments regarding Customer Service / Communications 0 '. qG GENERAL Act as coordinator between the Board of County Commissioners and the Commission on Ethics, including, acting as Local Agency Coordinator for the financial disclosure notification system and working with advisory board members, elected officials and county employees; Coordinate Value Adjustment Board events including working with the clerk's office, county attorney and school board to set dates, prepare executive summary for Board of County Commissioners approval, and coordinate with Q secretaries for commissioners' calendars; Accept advice T and constructive feedback agreeably and modifies behavior accordingly; attend at least two pre - approved government related conferences and one management conference annually, and share conference notes and information with administrative staff and Commissioners; maintain the confidence and trust of the Commission by not divulging information or discussing information with inappropriate parties; meet with the Finance Director from time to time regarding original documents; meet with the County Manager's Office to coordinate issues between offices; drives the efforts of the team in meeting or exceeding established deadlines with results that are thorough and accurate; works with team members both inside and outside of the department to accomplish organizational goals. Comments regarding General EFFECTIVENESS AND Organizes work and prioritizes specific and attainable PRODUCTIVITY goals; monitors work, creates focus and eliminates roadblocks; produces quality work in accordance with schedules and deadlines; seeks new technologies and methods to improve quantity and quality of work/services; understands the roles and responsibilities of others, understands policies, procedures, rules, regulations and applicable ordinances; conceives and recommends creative ideas; understands and manages the creative process and utilizes good judgment. Comments Effectiveness and Productivity TOTAL RATING: 04 -BCC- 011991489 -rev 3 9C.