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Agenda 09/24/2019 Item #16F 7 (FY 20 County Manager Action Plan)09/24/2019 EXECUTIVE SUMMARY Recommendation that the Board of County Commissioners reviews and approves the proposed FY2020 Action Plan for the County Manager OBJECTIVE: Recommendation that the Board of County Commissioners review and approve the proposed FY2020 Action Plan for the County Manager. CONSIDERATIONS: The County Manager reports directly to the Board of County Commissioners. In order to assure that the County Manager’s work performance is coordinated with the direction of the full Board, the County Manager’s contract requires that an annual Action Plan is developed by which the County Manager will be evaluated throughout the fiscal year. Attached to this Executive Summary is a proposed Action Plan. The intent of the Action Plan is to establish objective performance standards in which both the County Manager and the County Manager’s Office can be evaluated. FISCAL IMPACT: There is no fiscal impact associated with approval of this Action Plan. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this item. RECOMMENDATION: The Board of County Commissioners review and approve the proposed FY2020 Action Plan for the County Manager. Prepared by: Leo E. Ochs, Jr., County Manager ATTACHMENT(S) 1. County Manager Action Plan for FY 2020 (DOCX) 16.F.7 Packet Pg. 2468 09/24/2019 COLLIER COUNTY Board of County Commissioners Item Number: 16.F.7 Doc ID: 10210 Item Summary: Recommendation that the Board of County Commissioners reviews and approves the proposed FY2020 Action Plan for the County Manager Meeting Date: 09/24/2019 Prepared by: Title: Executive Secretary to County Manager – County Manager's Office Name: MaryJo Brock 09/18/2019 11:17 AM Submitted by: Title: County Manager – County Manager's Office Name: Leo E. Ochs 09/18/2019 11:17 AM Approved By: Review: Office of Management and Budget MaryJo Brock Level 3 OMB Gatekeeper Review Skipped 09/18/2019 11:16 AM County Attorney's Office MaryJo Brock Level 3 County Attorney's Office Review Skipped 09/18/2019 11:16 AM County Manager's Office Leo E. Ochs Level 4 County Manager Review Completed 09/18/2019 11:27 AM Board of County Commissioners MaryJo Brock Meeting Pending 09/24/2019 9:00 AM 16.F.7 Packet Pg. 2469 1 Leo E. Ochs, Jr. County Manager Action Plan for Fiscal Year 2020 The County Manager is tasked with carrying out the policy direction provided by the Board of County Commissioners. The position functions as the CEO, providing leadership and direction over the day-to-day operations and management of the employees of the Board of County Commissioners. These Goals were developed in an effort to provide clear expectations for the County Manager, for the period from October 2019 through September 2020. These goals are based on the broad areas generally expected to be performed by the Executive Officer as well as specific areas of organizational focus for this rating period. It is Collier County’s Vision – To Strive to be the Best Community in America to Live, Work, and Play. From this Vision flows the statement of our County’s Mission - To Deliver High Quality, Best-Value, Public Services, Programs, and Facilities to Our Residents and Visitors. The County’s vision and mission will be advanced by the County Managers’ focus on these goals and objectives for Fiscal Year 2020: 1. Leadership and Organizational Direction- To provide clear and consistent direction to the County workforce; to consistently display professionalism and personal and business ethics consistent with Agency guiding principles; to maintain focus and commitment to long range strategic planning as the key to achieving Agency’s vision and mission; to achieve organizational results through the collective efforts of a knowledgeable and motivated workforce; to implement strategies, plans and tactics to effectively achieve operational and program goals and objectives; to anticipate and analyze problems and to develop effective and innovative solutions. 2. Operational Effectiveness -To implement plans and effectively deploy organizational resources to achieve operational objectives; to implement best management practices and business systems designed to maintain quality service, control costs and improve customer satisfaction; to implement business process improvement initiatives to improve operational efficiency and quality of products and services; to implement policies, procedures and reporting systems to insure financial and operational accountability and internal controls. 3. Performance Management and Workforce Development – To recruit and retain talent needed to provide best value services to customers; to maintain a comprehensive personnel management system fully compliant with applicable employment and labor relations laws; to maintain a market based compensation and benefit program; to maintain a performance management system fully aligned with agency strategic and operational plans featuring measurable performance objectives, best practices and industry benchmark comparisons; to provide comprehensive employee training and skill enhancement programs, including an effective succession planning program to identify and train mid managers with the desire and ability to step into senior management positions. 16.F.7.a Packet Pg. 2470 Attachment: County Manager Action Plan for FY 2020 (10210 : CM Action Plan) 2 4. Policy Execution and Support to the Board – To effectively implement directives and policy of the Board; to timely and effectively respond to Board requests for information or assistance; to insure BCC meeting agenda materials are accurate, thorough, accessible, clearly written and contain appropriate and sufficient financial analysis and legal review; to provide recommendations for new and/or improved Board policies and ordinances; to provide effective staff support to BCC Advisory Boards and Committees; to assist the Board with preparation and execution of the County’s federal and state legislative programs; to provide the BCC with timely, accurate reports concerning matters of importance to County government. 5. Budget and Financial Management-To prepare a balanced budget in accordance with Board established budget guidance; to make the best possible use of public funds with the awareness of the need to operate efficiently and effectively; to proactively monitor and manage fiscal activities, including reserve levels and revenue forecasts; to actively manage the County’s debt structure and financing mechanisms; to work cooperatively with the Clerk of Courts on internal audits and the preparation of the CAFR. 6. Capital Improvements and Asset Management-To responsibly plan, construct and maintain the County’s critical public infrastructure and capital assets to ensure sustainability for the future; to annually conduct the combined AUIR/CIE review of service levels and capital improvements with the CCPC and BCC; to insure capital projects and contracts are managed in full compliance with BCC policies and agency guidelines; to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County’s established infrastructure and facilities. 7. Public Information and Community Relations - To sustain public trust and confidence in County government; to promote transparency and public involvement in County government; to meet regularly with citizens, civic groups, businesses and homeowner associations; to ensure that public requests for information and assistance are responded to in a timely and accurate manner; to improve knowledge of government programs and services and encourage citizen participation by providing understandable and complete information to the public; to work collaboratively with other governmental and non-profit organizations to achieve common goals and mutual interests. 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 the successful completion of each of the above goals on a 1 to 3 scale. Individual evaluations will be totaled and averaged to determine the Board’s collective position. 16.F.7.a Packet Pg. 2471 Attachment: County Manager Action Plan for FY 2020 (10210 : CM Action Plan)