Agenda 09/23/2008 Item #10BItem # 10B
September 23, 2008
Page 1 of 15
EXECUTIVE SUMMARY
REVIEW AND APPROVE THE FY 2009 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 be
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 -2009 Annual Work Plan for the County Manager.
/
Prepared by:' J )"- r�
J es V. Mudd, County Manager
Item # 10B
September 23, 2008
Page 2 of 15
Review and approve the FY 2009 annual work plan for the County Manager. (Jim Mudd, County
Manager)
Prepared By:
Department
County Manager's Office
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:
❑ ES County Managar FY 0@ Executive Summary
Annual Work_Plan.pdf
❑ County Manager Action Work Plan
Plan and Goals FY- 2009df
Date
9/16/2008 1:32:28 PM
Date
9/16/2008 3:10 PM
Date
9/16/2008 5:12 PM
Date
9/16/2008 6:35 PM
Type:
Executive Summary
Backup Material
Item # 10B
September 23, 2008
Page 3 of 15
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 Bows the statement of our County's Mission -
To Deliver High Quality, Best Value, Public Services, Programs, and Facilities
to Our Residents and Visitors fie 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 Servicess — 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.
Page 1 of 13
Item # 10B
September 23, 2008
Page 4 of 15
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.
rage z of 13
Item # 10B
September 23, 2008
Page 5 of 15
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.
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.
GROWTH MANAGEMENT
s
Exceeds
Standards
3
G.1 The County Manager will continue to provstaff focus to get all the 2nd EAR GMP amendmapproved
by DCA, and finalize the EAR -based
amendments current) under review.
7en
G.2 The County Manager will supervise the rereorganization; update of outdated and obsoleprovisions
of the Land Development Code (LDCThe BCC will provide guidance to the staff to tends.
Complete development of an AdministraCode.
Si nificantl reduce LDC chan es submi
G.3 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
E[
standards, and to reduce the number of repetitive
reviews.
Page 3 of 13
Item # 10B
September 23, 2003
Page 6 of 15
Below. I Meets I Exceeds
G.4 The County Manager will provide staff
coordination through a series of citizen committees
to study and implement numerous community
G.5 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
r_.�..� - • - ---
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.
Page 4 of 13
Item # 10B
September 23,
Page 7 of 15
FINANCIAL MANAGEMENT
Below
standards
Meets
standards
Exceeds
standards
1
2
3
F.1 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
budget.
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 Th e County Manager will present a budget for
FY10 that will be in keeping with State mandated
property tax reforms. A millage neutral position will
also be prepared.
FA The County Manager will provide annual updates
of user fees and other non -Ad Valorem revenue, i.e.
impact fees grants, 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 13
Item # 10B
September 23, 2008
Page 8 of 15
Goals for Fiscal Year 2009:
I will continue to build on the successes of this year and inculcate many of the
changes that have been made; sustaining excellence while doing more with less
resources. Creating a better work environment, finding the best employees, keeping
and improving them, focusing on how to conduct business with better customer
service results, making internal changes that result in work being done smarter, faster,
more efficiently or effectively. The Manager's agency continues to change to a self
initiating and correcting organization at all levels. We are making the "routine" truly
routine, and we all know that great organizations do routine things routinely! 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 Strateeic 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.
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 of 951 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).
Below
Standards
Meets
Standards
Exceeds
Standards
1
2
3
Rating
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 of 951 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).
Page 6 of 13
Below
Standards
Meets
Standards
Exceeds
Standards
1
2
3
Rating
Page 6 of 13
Item # 10B
September 23,
Page 9 of 15
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.
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.
Below
Standards
Meets
Standards
Exceeds
Standards
1
2
3
Ratin
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.
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.
Below
Standards
Meets
Standards
Exceeds
Standards
1
2
3
Rating
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.
Page 7 of 13
Below
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Meets
Standards
Exceeds
Standards
1
2
3
Ratin
Page 7 of 13
Item # 10B
September 23,
Page 10 of 15
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.
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 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.
Below
Standards
Meets
Standards
Exceeds
Standards
1
2
3
Ratin
i
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 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.
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
Standards
Meets
Standards
Exceeds
Standards
1
2
3
Rating
i
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.
Page 8 of 13
Below
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l
Exceeds
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Page 8 of 13
Item # 10B
September 23, 2008
Page 11 of 15
9. Successful capital project manasement. 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:
1) Vanderbilt Beach Road
2) Collier Boulevard from Golden Gate Blvd to Immokalee Road
3) Collier Boulevard from U.S. 41 to Davis Boulevard
4) Collier Boulevard from Davis Boulevard to Golden Gate Main Canal
5) Oil Well Road multi -laning
6) Santa Barbara Boulevard
7) Davis Boulevard from Collier Boulevard to Radio Road
8) Obtain approval from the FI4WA and FDOT of Interchange Justification
Report (IJR) for Everglades Boulevard Interchange at I -75
9) Repaving and Limerock Road Conversion within budgeting constraints
10) Continued right -of -way acquisitions for Vanderbilt Beach Road
Extension.
Ratin
Below
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Meets
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Exceeds
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Wow
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Meets
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Exceeds
Standards
1
Z
3
B. Utility Improvement and Public Safety Projects:
1)
2)
3)
4)
5)
6)
7)
North County Sewer Plant Alignment
Wellfield Reliability and Expansion Program
Irrigation Quality Water ASR
Complete the rehabilitation and reconstruction of landfill cells 1 &2
Finalize the landfill gas to energy project agreement
New Emergency Services Center
Sheriff Special Operations Center, 2d floor.
Page 9 of 13
Below
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Meets
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Exceeds
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Page 9 of 13
Item # 10B
September 23,
Page 12 of 15
C. Other Significant County Projects:
1) Collier Boulevard Boat Park
2) Goodland Boat Ramp
3) Courthouse Annex
4) Multi -year Arterial Landscape program
5) FPL and Collier Boulevard Greenway Projects
6) Marco Island Rose Hall Addition
7) South Regional Library
8) Gordon River Water Quality Park (Freedom Park)
9) Sheriff and County Fleet Maintenance Facility
10) Manatee Community Park
11) Lely Area Stormwater Improvement Project (LASIP)
12) Conditional Use for CAT Transfer Station at Radio Road, and design and
permitting for permanent Transfer Station construction at Collier County
Government Center
13) East Naples Community Park Soccer Field
14) Phase 2 of Naples Depot Renovation
15) Bluebill Ave. Public Beach Access, Restrooms & Intersection
Improvements
16) Gordon River Greenway
17) Minimize utilization of leased space. Full relocation by October 2009
18) Installation of at least 10 new bus shelters.
Rating
Below
Standards
Meets
Standards
Exceeds
Standards
Below
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Meets
Standards
Exceeds
Standards
1
1 2
3
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 FAC 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
Page 10 of 13
Below
Standards
Meets
Standards
Exceeds
Standards
1
2
1 3
Rating
Page 10 of 13
Item # 10B
September 23, 2008
Page 13 of 15
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.
C. Improve emergency preparedness planning & response capabilities.
1)
2)
3)
4)
9
6)
7)
Refine and exercise the County Pandemic Emergency Plan
Continue to refine the `Pet Friendly' shelter initiative
Seek and present financing opportunities for a replacement or
supplemental MedFlight helicopter. Improve helicopter systems
management, programming and safety
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 (NFPA)- Standard 1600
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
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
Develop a formalized crisis communication plan for the County
Manager's Agency.
Below
Standards
Meets
Standards
Exceeds
Standards
1
2
3
Ratin
C. Improve emergency preparedness planning & response capabilities.
1)
2)
3)
4)
9
6)
7)
Refine and exercise the County Pandemic Emergency Plan
Continue to refine the `Pet Friendly' shelter initiative
Seek and present financing opportunities for a replacement or
supplemental MedFlight helicopter. Improve helicopter systems
management, programming and safety
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 (NFPA)- Standard 1600
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
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
Develop a formalized crisis communication plan for the County
Manager's Agency.
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.
Below
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Meets
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Exceeds
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1
2
3
Ratin
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.
Page 11 of 13
Below
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Meets
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Exceeds
Standards
1
2
3
Rating
Page 11 of 13
E.
Address the Irrigation Quality Water Master Plan and Policy. Develop an
implement a policy to meet the growing demands for customer irrigation
water needs. —
Item # 10B
September 23, 2008
Page 14 of 15
d
F. Initiate Watershed Management Plan studies and associated Long Range
Stormwater Management Plans.
2)
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.
Manage the implementation of the Floodplain Management Planning
Committee (FMPC) goals, policies and objectives defined in the 2007
Floodplain Management Plan (IMP) through the Action Plan contained in
Section 7.1 of the FMP.
Below
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Meets
Standards
Exceeds
Standards
1
2
3
Ratin
1
2
3
F. Initiate Watershed Management Plan studies and associated Long Range
Stormwater Management Plans.
2)
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.
Manage the implementation of the Floodplain Management Planning
Committee (FMPC) goals, policies and objectives defined in the 2007
Floodplain Management Plan (IMP) through the Action Plan contained in
Section 7.1 of the FMP.
G. Continue efforts to implement an automated system to record and track the
location, type, condition, value and useful life of County assets.
1)
2)
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.
Continue effort in Public Utilities.
Below
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Meets
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Exceeds
Standards
1
2
3
Ratin
1
2
3
G. Continue efforts to implement an automated system to record and track the
location, type, condition, value and useful life of County assets.
1)
2)
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.
Continue effort in Public Utilities.
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.
Below
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Meets
Standards
Exceeds
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1
2
3
Ratin
1
2
3
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.
Page 12 of 13
Below
Meets
s
Standar ds
Standards
s
1
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Rat in
Page 12 of 13
Item # 106
September 23, 2008
Page 15 of 15
I. Better Utilization of County Resources.
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.
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 of 2 processor
organizational improvement projects. `Lean Government' Initiates.
4) Implement and monitor coordinated FEMA Reimbursement Process
5) Implement Grant Compliance Monitoring.
6) Implement and manage wellness - focused, advocacy -based health care
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.
Below Meets Exceeds
Standards Standards Standards
1 2 3
Ratin
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, while trying to increase economic impact from tourism expenditures
by 6 %.
Below
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Meets
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Exceeds
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1
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3
Page 13 of 13