CITY MANAGER’S ANNUAL REPORT TO CITY COUNCIL
September 2006
For the past three years, City Council has asked City Manager A. William Moss to provide a summary of accomplishments in conjunction with an annual performance review. This report is a summary of accomplishments for the period September 2005
to September 2006 to assist City Council in its annual performance review of the City Manager.
This report is provided in two sections. The first is a summary of City accomplishments, and the second is a performance-based self assessment.
PART ONE. ACCOMPLISHMENTS
The many accomplishments are attributed to City Council, whose elected members possess excellent education, experience, and a true sense of dedication. City Council has worked well as a team through a myriad of difficult policy decisions.
Most local elected officials throughout our nation will never be confronted with the magnitude of financial issues and decisions rendered for the Marco Island Utilities long-term Business Plan, nor have most City Councils had to guide a community
through so many major hurricane events as that experienced in Marco Island over the past two years. Other challenges undertaken reflect Council’s willingness to confront and address issues, to seek reasonable compromise, and to make sound
decisions. Furthermore, the accomplishments are a credit to the exceptionally qualified department directors, supervisors, and employees, and to those citizens who volunteer their talents to serve on the City’s boards and committees. Despite the
pressures and disruptions of eight “declarations of emergency” for hurricane events over the past two years, business was accomplished and a good level of service was always available. Accomplishments are summarized under management goals within each of the five goals established by City Council.
CITY COUNCIL GOAL #1.
A FINANCIALLY SOUND GOVERNMENT WITH QUALITY SERVICES.
Management Goal #1.
Prepare and administer a balanced budget, within the provisions of the spending cap, to finance operating programs and services and the Capital Improvement Program, with adequate reserves to meet Council’s reserve policies, in a user-friendly format that exceeds the norm in terms of communicating information to the public.
Achievements:
• Prepared and implemented a budget of $80 million with no new taxes, and a 5% reduction in the property tax rate to 1.3181 mils for 2006. This follows a millage rate reduction of 12% in 2005. The millage rate reduction guaranteed that the homesteaded property owner paid lower taxes than in each of the previous three years. The millage rate is a 30% reduction from the preincorporation millage rate of 1.8705.
• The General Fund revenues were 108% of annual budget, and General Fund expenditures were 95% of budget. The budget was prepared and maintained within the strict parameters of the annual spending cap. Compliance with the spending cap has been verified by the City’s external auditor.
• Developed five-year projections for revenues and expenditures, a Five-Year Capital Improvement Program, and a Ten-Year Utilities Capital Improvement Program.
• Continued to maintain the City’s finances in a sound position with sufficient reserves to meet unexpected needs and emergencies. The bond rating agencies positively noted the level of reserves.
• Continued the Technology Committee with a cross-section of department representatives to identify common requirements and challenges.
• Assisted City Council in meeting their “Zero Net Debt” policy within the next five years.
• Assisted City Council in identifying funding sources for a $200,000 contribution to the Library and $100,000 to the Historical Society.
• Utilized previously established emergency reserves to promptly and logically fund Hurricane Wilma recovery efforts pending receipt of FEMA and insurance reimbursements where applicable.
• Recommended a broad-based revamping of employee salary and benefits to specifically target problem areas, including the development of a Police Pension Plan.
• Advanced Management Information System with better supervision and coordination.
Management Goal #2.
To maintain above average financial and accounting system and compliance reports, to implement GASB 34, to publish a Comprehensive Annual Financial Report, to provide sound management of financial assets, to provide monthly financial reports for public review and information.
Achievements:
• The FY 2005 annual audit had no audit exceptions. A “Comprehensive Annual Financial Report for FY 2005” was published to improve citizens’ faith and trust in the financial affairs of the City.
• Again earned the coveted Award for Excellence in Financial Reporting offered by the Government Finance Officers Association of the United States and Canada, an award granted to only a limited number of the nation’s 50,000
local governments.
• Provided City Council and the public a monthly financial report summarizing year-to-date revenues and expenditures for the operating and capital budgets, and provided a quarterly capital improvement status report.
• Issued a $4 million bank note at a competitive tax-exempt interest rate due to the City’s strong financial position.
Management Goal #3.
To explore external funding sources and to obtain non-advalorem sources of revenue.
Achievements:
• Pursued grant funds to supplement local revenues. Grant receipts and notification of grant awards in amounts that exceed all grants since the City’s incorporation nine years ago. Grants received include: $200,000 for Mackle
Park improvement (FDEP); $500,000 for MBR wastewater treatment plant (SFWMD); $450,000 for ASR Well #7 (Big Cypress); $100,000 for vacuum truck (SFWMD); $140,000 for storm drainage catch basin filtration (SFWMD); $130,000 for storm drainage and swale repairs (Big Cypress); $2 million for STRP, up from $1 million previous commitment (Big Cypress); $660,000 for
reuse water/MBR system (Big Cypress); $100,000 for new water storage tank (Big Cypress); $550,000 for drainage improvements (Big Cypress); $50,000 for Water Leak Detection program (SFWMD); pending $500,000-$700,000 for
MBR (SFWMD); $750,000-$1 million for water storage tank (SFWMD); $750,000 for storm drainage inlets (FDEP); $800,000 per year for 3 years for cul-de-sac storm water outlets (FDEP). Additional grant opportunities are being pursued.
• Targeted availability of state funding for Marco Island in general and Marco Island Utilities in particular to help conserve limited financial resources and to minimize utility rate base increases.
• Developed and implemented water conservation rate alternatives and assisted Council with the adoption of a unique block rate structure designed specifically for Marco Island. Adopted plan enjoyed wide community support.
• Developed and implemented a revised water utility base rate for mastermetered condominiums and guided adoption of revised rates so that rate equity between single-family and condominium customers was attained.
• Managed the dependent Hideaway Beach Special Tax District to allow special millage rate to fund renourishment project for targeted area.
• Developed and assisted Council with the implementation of sanitary sewer assessment options that offer numerous payment options that assist property owners in a variety of personal financial situations.
Management Goal #4.
To provide responsive and quality municipal services, within available financial resources, that best meet the needs of a diverse citizen constituency.
Achievements:
• Provided parks and recreation; police; fire-rescue; building plan review and inspections; traffic, street, drainage, and waterway maintenance; planning, zoning, environmental services, FEMA flood mitigation, code enforcement; water and wastewater utilities; public records production and storage; citizen/customer service; and required financial and management support.
• Prepared ordinances and resolutions to establish community policy or to consider variances and boat dock extensions requested by property owners.
• Managed four hurricane events, all of which required Emergency Operation Center activation and one which required city-wide evacuation. Prepared and managed major Category 3 Hurricane Wilma, on October 24, 2005 with landfall directly on Marco Island. While there was significant structural damage to private and public buildings, appurtenances, and landscaping,
there were no reported injuries due directly to the hurricane. City personnel were present during the storm, prepared for recovery, and acted swiftly to ensure maintenance of nearly all city services prior to and after the storm event. City Council and their staff received widespread recognition from citizens for hurricane preparedness and response.
• Through in-house, contractual, and county services, managed hurricane debris removal caused by Hurricane Wilma, with substantial completion by the end of the year. Identified buildings and units requiring condemnation, implemented a streamlined building permit and inspection process, and judicially used Code Enforcement to encourage prompt repair of neglected
residential structures, including damaged landscaping.
• Performed 500 right-of-way inspections for Certificates of Occupancy, driveways, drainage, etc.
• Provided responsive service for traffic flow, streetlights, sign replacements, right-of-way maintenance, and drainage repairs.
• Investigated average of 300 code violations per month, with emphasis on construction sites, water irrigation, and right-of-way encroachments. Processed eight Code Enforcement Board cases. Increased number of proactive code actions to 75% of all complaints.
• Recommended new Public Information Coordinator position and recruited exceptionally qualified individual to assist in the expansion of communications with citizens, organizations, and the news media.
• Provided diverse park and recreation program suitable to people of all ages.
• Replaced hundreds of hurricane damaged trees. Completed the Bald Eagle Drive Planting project, planned new landscaping for the North Collier Boulevard project from Rose Court to the Judge Jolley Bridge, transplanted trees from Collier Boulevard to city parks.
• Planned new landscaping for Jane Hittler Park. Completed storm drainage project at the Racquet Center, and awarded contract for the replacement of hurricane damaged tennis lights.
• Expanded use of city’s web site for recreation program information. Offered Healthy Life Lecture Series, Simply Silly Celebration, Kite Festival, Spring Jubilee, and many other community programs.
• Promptly responded to public concerns regarding asbestos contamination at the Veterans Community Park and cleanup of “Site C” in an environmentally responsible manner. Worked with contractor and FDEP to earn support for removal of remaining construction materials on the site.
CITY COUNCIL GOAL #2.
QUALITY INFRASTRUCTURE AND AMENITIES.
Management Goal #1.
Improve quality and reliability of Marco Island Utilities.
Achievements:
• Identified shortcomings of water sources, transmission, treatment, and distribution; wastewater collection, treatment, and disposal, and reclaimed water, and developed strategy to address deficiencies.
• Acquired property and negotiated an exchange with Collier County to acquire recycling property that is adjacent to the North Plant utility site.
• Developed Request f or Proposals for engineering services and awarded contracts to state and nationally recognized engineering firms to provide analysis, design, and/or construction management over the next three years.
• Applied for grants through the SFWMD, FDEP, and the Big Cypress Basin to fund planned Utility and General Fund capital projects. Received notification of $4.68 million in grants, commitment of $1 million per year for 5 years for the STRP, and additional $4.1 million in grants are pending.
• Initiated study to determine cause of residential and commercial water line corrosion.
• Initiated engineering design for projects to expand water storage capacity, wastewater treatment capacity (new plant), water treatment capacity, ASR wells, Yellowbird to R/O plant raw water line, three new wells, a generator for R/O plant, new asset management system, and upgraded water, wastewater, and reuse lines.
• Finalized negotiations with Collier County for the bulk purchase of potable water from Collier County in order to eliminate water treatment facilities at Marco Shores.
• Acquired property and exchanged the property with Collier County in order to expand utility facilities on contiguous lands.
• Continued with implementation of a 10-year business plan, including selection of alternatives and initiation of engineering and construction for water sources, water treatment, wastewater treatment and capacity expansion, ASR wells, water distribution, sanitary sewer collection, water storage, auxiliary power sources, and maintenance.
Management Goal #2.
Develop strategy and implement Septic Tank Replacement Program.
Achievements:
• Continued to work on strategy for special assessment process to implement the Septic Tank Replacement Program.
• Developed plan that offers a 20-year assessment pay-off, discounted prepayment, 20-year deferral of assessments, voluntary assessments with options to allow lock-in of 2006 construction estimates, and deferral of assessments for qualified on-site treatment systems, all designed to have the least impact on property owners in the assessment districts.
• Created two special assessment districts, developed estimate of costs, adopted initial assessment resolution, notified 350 property owners within the two districts, conducted public hearing and adopted final assessment resolution, and initiated engineering design for the two sewer districts, and developed Preliminary Assessment for 3 new assessments districts, plus
districts within the privately owned North Marco Utilities for a total of 1,300 new residential properties.
• Received notice of funding support from the Big Cypress Basin District in the amounts of over $6 million over 5 years for the Septic Tank Replacement Program, which will reduce the sewer assessment to property owners.
• Successfully defended legal challenge against the assessment program in Circuit Court.
Management Goal #3.
Implement a water conservation program.
Achievements:
• Identified need for water conservation program during development of Utility Business Plan.
• Developed presentations to explain proposed conservation rates at wellattended public hearings.
• Implemented conservation rate structure.
• Developed and implemented revised base charge for condominiums with master meters.
• Reduced average residential water consumption by 7%.
Management Goal #4.
Develop and manage a capital improvement program that maintains or replaces existing infrastructure, improves infrastructure, and expands infrastructure that meets minimum Level of Service requirements or other community expectations.
Achievements:
• Developed a $23 million Five-Year General Government Capital Improvement Program for FY05 and $18.4 million for FY07, in ten project categories. Developed a $226,000,000 Ten-Year Utility Capital Improvement Program.
• Completed new traffic design and construction of San Marco/Heathwood/Bald Eagle intersections. Designed and constructed center turn lane on East Elkcam Circle. Completed design and began construction of turn lanes on Bald Eagle Drive.
• Substantially completed design of new East Winterberry Drive Bridge, engaged the U.S. Coast Guard and citizens in design alternative debate, and submitted permit application.
• Maintained 383 roads (254 lane miles), eight traffic signalized intersections, 100 miles of waterways, 15 bridges, 2,000 streetlights, and sidewalk and swale network.
• Replaced failed storm drainage pipes, resurfaced streets, issued right-of-way permits, identified underground facilities to coordinate safe digging within the rights-of-way.
• Provided engineering support for Community Development for plan and permit review.
• Administered and expanded the Adopt-A-Road program.
• Initiated a new storm drainage pipe and catch basin clean-out program.
• Started construction of the new Police Department Building with advanced technology in its Community Meeting Room.
• Completed construction of the South Collier Boulevard Construction Project and started the North Collier Boulevard Project. Completed the underground installation of power lines along South and North Collier Boulevard.
CITY COUNCIL GOAL #3.
A SAFE COMMUNITY FOR THE PEOPLE OF MARCO ISLAND.
Management Goal #1.
Develop and maintain trained and well equipped Police and Fire-Rescue Departments to enhance public safety through crime prevention and deterrence, fire prevention, rapid response to fire and medical emergencies, and community involvement through volunteer and educational programs.
Achievements:
• Crime decreased by 14.33% last year and 7.75% in the first six months of 2006. Crime is down 37% since Marco Island established its own Police Department in the year 2000. Marco Island continues to have a low crime rate when compared to other Florida communities.
• The crime clearance rate in 2005 increased from 18.1% to 21.9%.
• Coordinated and assisted with major crime initiatives through the Collier County Sheriff’s Office, the Federal Bureau of Investigation, Bureau of Immigration and Customs Enforcement, and the Drug Enforcement Administration.
• Cooperated with numerous community organizations and assisted with special events to include: Parks and Recreation Safety City and other events, elementary and charter middle school, Chamber of Commerce Leadership Marco, Marco Island Civic Association special events, Relay for Life, and bank security.
• Advanced law enforcement programs in the two Marco Island schools.
Conducted numerous presentations at the schools and participated at several school events such as the Pumpkin Patch and Authors and Artists. Integrated community policing concept to target teen population. Offered a teen volunteer program for Marco Island students attending Lely High School, however, no student applications were received.
• Developed and assisted City Council with a new, comprehensive Waterways and Boating Safety Ordinance which involved numerous public hearings and public communications.
• Crime prevention security surveys were conducted for residences and businesses. Collaborated with a citizen “Neighborhood Watch” group to encourage community involvement in crime prevention and to assist in alerting the community to current criminal activity.
• Increased marine patrol of waterways to seven days per week.
• Utilized Neighborhood Accountability Board in conjunction with the State Attorney’s Office, the Department of Juvenile Justice, and the Florida Gulf Coast University. The Board meets at City Hall as needed and allows residents to hear and decide the appropriate penalty for minor first time juvenile offenders.
• Maintained sufficient law enforcement and police protection in a community whose population fluctuates between 15,000 and 35,000 while funding personnel levels below that of comparable communities. Provided law enforcement services to a peak population in excess of 35,000 with one officer per 1,000 people, compared to a Florida average of 2.72 officers per 1,000 people.
• Developed “offender alert camera system” concept. Installed cameras at both bridges and related software to alter law nforcement of the entrance and exit of suspicious vehicles.
• Utilized citizen volunteers, who had been previously trained by our officers, to provide traffic control services at numerous community events.
• Provided traffic control during storm emergencies and for major road and utility construction projects.
• Provided two assembly presentations at the two local schools.
• Continued with public information program to alert citizens and visitors to current criminal activities through information flyers, media publications, and Neighborhood Watch.
• Expanded public awareness of registered sex offenders residing in Marco Island through city-wide distribution of offender photos, names, and addresses with the Marco Island Utilities monthly bill.
• Fire-Rescue trained 300 citizens in the use of CPR and 150 in the use of an AED. All 8th grade students at the Charter Middle School were trained in CPR, first aid, and the use of AED.
• Added 18 citizens to serve on the Community Emergency Response Team (CERT).
• Fire-Rescue participated in the Marco Island YMCA Water Wise program teaching 309 third grade students water safety, pool safety, and basic first aid awareness.
• Placed a new 85-foot Platform truck and new rescue boat in service.
• Twelve paramedics were credentialed by the County Medical Director. Four Officers completed the National Fire Academy Chief Officer Development Program. Personnel devoted over 6,000 hours to training.
• Obtained 95% customer satisfaction response to medical calls.
• Personnel responded to Mississippi and multiple Florida counties for hurricane assistance and Lee County brushfires.
• Public education continued to focus on children, condominiums, and businesses.
• Fire-Rescue responded to 2,508 calls for service, a 7.0% increase in calls. There were 169 calls to provide mutual aid outside of City limits. The Department received mutual aid for fire on 52 occasions.
• The Fire-Rescue Department continued to work on response time. The average response time was 6:26 minutes. The department responded to all calls 73.4% of the time within six minutes.
• Participated and assisted national and state homeland security initiatives through the Florida Domestic Security Task Force. Applied for grants for emergency services.
• Continued the harmonious relationship between the Police and Fire-Rescue collective bargaining units. Developed maintenance and remodeling plan to prepare for relocation of Police to a new facility. Replaced hurricane damaged roof on fire station.
CITY COUNCIL GOAL #4.
CITIZENS INVOLVED AS ACTIVE PARTNERS WITH THE CITY.
Management Goal #1.
To support City Council policies and initiatives, to keep City Council informed regarding critical issues, and to ensure that management and employees are responsive to City Council’s business and directives.
Achievements:
• Prepared agendas for 40 City Council meetings. Organized public information workshops, group meetings, and individual meetings, public referendums for annexation and Hideaway Beach Tax District, policy initiatives, and capital
projects, as well as Police, Fire-Rescue, and Recreation programs. Prepared 78 ordinances and resolutions to establish and advance Council policies.
• Provided timely response to all City Council inquiries made on behalf of constituents. Increased circulation of information to City Council. Posted full agenda packet on web site.
• Assisted City Council in providing written responses to all citizen comments and inquiries. Received, wrote, or forwarded an average of 1,081 e-mails each month (excluding Spam and redundant messages, based on 9 month count—January 1 to August 30, 2006).
• Maintained open and frank dialog with Councilors, as individuals, and as a governing body.
• Represented City Council before other state and federal representatives, agencies and citizen groups to communicate Council policies and initiatives.
• Managed municipal election and assisted in the transition of three new Councilors to public service.
Management Goal #2.
To foster open government, communication of information to citizens, and involve citizens in the policy-making process.
Achievements:
• Utilized and coordinated the activities of seven citizen advisory committees with the voluntary services of 49 citizens. Monitored and supported activities of three Collier County committees with City representation. Provided staff support to committees and sub-committees on a weekly, bi-weekly, or monthly schedule. Attended Board of County Commission meetings as required to
communicate and advocate issues.
• Planned and designed advanced technology for the new Community Meeting Room to improve broadcast of City Council, boards, and committee meetings.
• Provided training with the new Advisory Committee Handbook designed to improve effectiveness of committees and their relationship with City Council and staff.
• Offered special recognition to citizens who have provided outstanding service to their community.
• Encouraged department directors and employees to serve on special committees or as volunteers for community and area organizations. These included the Chamber of Commerce, the Collier County MPO, the Charter Middle School, the Tommie Barfield Elementary School, the Police Foundation, the Marco Leadership Program, the Collier Leadership Program,
the YMCA, service organizations, churches, and professional organizations.
• Participated, attended, or otherwise represented the City in most major community activities, special events, or meetings, including: MICA, MITA, Art League, Marco Island schools, Chamber of Commerce, Association of Realtors, YMCA, holiday activities, and numerous service and social organizations.
• Assisted City Council in identifying funding sources for sponsorship, development, and organization of spectacular 4th of July fireworks display.
• Continued quarterly Park and Recreation brochure to include articles of interest in all City operations, in addition to recreational activities.
• Developed a new Code Compliance brochure. Printing and distribution are pending.
• Prepared and conducted seminars for area organizations.
• Wrote contributing articles regarding current events for publication in local newspaper. Prepared or distributed informational brochures and/or briefing papers and conducted informational workshops for all capital projects.
• Updated and published informational brochure for new and current residents regarding City services and contact numbers.
• Worked with community organizations such as the Art League, the Foundation for the Arts in Public Places, the Chamber of Commerce, and the Association of Realtors to advance common community interests.
• Responded to all news media inquiries within one hour of notice to maintain good working relationships and to help ensure open communication with the citizens.
• Accepted all requests for speaking engagements and invitations to meetings with boards of local organizations.
• With few exceptions, citizens had access to the City Manager 24 hours per day, seven days per week in order to communicate concerns or request services.
• Always returned telephone calls, responded to most e-mails initiated by citizens, or wrote letters in response to citizen suggestions and concerns. Always fostered an environment for open public records.
• Recommended funding of a new Public Information Coordinator position to advance public communication program. Hired qualified and experienced individual for the position.
• Effectively activated the “CodeRED” emergency notification system, which is capable of sending one-minute emergency telephonic messages at the rate of 60,000 per hour. Expanded public information on its capabilities and expanded the telephone database.
• Developed protocol with area news media for broadcast of messages, status, and emergency instructions during hurricane events. Represented City before local and national print, radio, and television media during the Hurricane Wilma event.
CITY COUNCIL GOAL #5.
PRESERVATION OF OUR RESIDENTIAL CHARACTER THROUGH BUILD-OUT AND BEYOND.
Management Goal #1:
To provide and enforce sound regulations to govern land development activities.
Achievements:
• Guided all rezoning, Planned Unit Development, and Mixed Use projects to be considered by City Council through the public hearing process.
• Continued to implement the Evaluation and Appraisal Report.
• Reviewed and approved nine site development plans for new commercial development, one off-street parking agreement, one rezoning request, six conditional use petitions, and issued two official interpretations. Also reviewed and approved 15 construction trailer permits, 28 temporary use permits, 195 home occupational applications, 171 special use permits, 125 commercial occupational licenses, one flood variance, two temporary extensions for a model home, 11 variances, 22 boat dock extensions, 8 demolition sale permits, and eight conditional use.
• Provided in-house environmental services to address a multitude of issues involving water resources, exotic species, and ecological management.
• Assisted City Council in its opposition to the sale of Tract “K” by the Collier County School Board.
• Assisted City Council with the exercise of an option to open the Marriott PUD public beach access way, negotiated the required easement, and began project design for completion in FY 07.
Management Goal #2.
To ensure compliance with adopted codes and standards for all new construction.
Achievements:
• Developed list of frequently asked questions of Building Division staff for publication to the community at large.
• Assisted Public Works staff in the preparation of a new Seawall Construction Ordinance.
• Responded to significant growth demands with the review and issuance of 4,618 building permits, of which 110 were for new single-family construction.
Performed over 18,406 building inspections, a 50% increase over the previous year, primarily due to the Hurricane Wilma storm event.
• Required full compliance with the Florida Building Code, Zoning, and FEMA before the issuance of a building permit.
• Provided an environmental walk-through of sites prior to the start of construction.
• Maintained a Community Rating System of 6, resulting in flood insurance premium savings for property owners. Premiums now have a 20% discount
because of community flood plain management.
Management Goal #3.
To ensure preservation of property values and quality of life through a responsive code compliance program.
Achievements:
• Provided aggressive code compliance program with 3,600 investigations.
• Provided prompt environmental investigation of situations involving protected species, exotic vegetation, and water quality.
• Prosecuted 8 cases before the Code Enforcement Board resulting in Findings of Fact against the respondents and corrective actions for compliance.
• On going monitoring of active construction sites which resulted in a substantial decrease in nuisance (litter and debris) complaints and illegal dumping
violations. Expanded Code Compliance for water irrigation violations and right-of-way obstructions.
Management Goal #4.
To prepare the community for future redevelopment while being responsive to current needs.
Achievements:
• Conducted joint workshop with City Council and Planning Board to establish criteria for redevelopment and mixed use projects in order to position the City to govern redevelopment as old properties are sold and demolished for new construction.
• Continued dialogue with representatives of Key Marco to discuss native vegetation preservation requirements.
• Developed new procedures for review of multi-family residential and nonresidential projects which include comprehensive analysis by Marco Island Utilities.
• Maintained dialogue with MICA, MITA, Realtors Association, and Chamber of Commerce to discuss proposed changes to City ordinances and regulations.
PERFORMANCE-BASED SELF-ASSESSMENT
The following performance-based self-assessment considers areas of performance that are among the more important indicators for the City of Marco Island.
Policy Facilitation.
The City Manager strives to assist City Council to build cooperation and consensus. He offers alternatives to Councilors as they consider policy decisions that are in the
best interest of the community, and he is able to implement the selected policies. He has a good understanding of the roles of City Council and their City Manager and is a
team player. He recognizes the role of City Council to develop policy. He avoids encroaching upon the rights and privileges of City Council and always publicly
supports the policy decision of the majority. Information is provided in writing in advance of public meetings, and he is always available to discuss issues in greater
detail with individual Councilors. The City Manager and staff seek to offer policy alternatives that are likely to earn community support with minimum opposition. He
and his staff have demonstrated their ability to respond to concerns expressed by the community.
The City Manager keeps Council informed about matters, strives to shield City Council from unnecessary public confrontations and controversies, and promptly
follows up on requests for information. Issues of “administration” vs. “policy” are seldom raised by City Council as the Manager recognizes that he is under the employ of Council and at all times serves to attain their objectives as a collective body. The City Manager has a good understanding of community issues and sensitivities.
He has open dialog with most active citizens and community leaders, and he understands their influence in the public policy process.
The City Manager prepares reports and recommendations that are designed to be understood by the average citizen who may be interested in the governing process.
He prepares reports accurately, and he has expanded use of visual aids for public presentations. Information is generally communicated to City Council in a timely, concise manner. Issues are researched to provide previous actions of Council to assist in the decisionmaking process. The City Manager keeps the Council informed about matters critical to Council’s policy-making role, and always follows up promptly on requests for information or action. He is sensitive to Council’s role of constituency services and strives to assist individual members in their communications with citizens.
Needs Improvement.
While the City Manager and Council usually resolve policy disputes through direct negotiation and intervention, the nature of the community requires vigilance and
attention to the development of community consensus on diverse issues, and leadership to attain that consensus. Attaining consensus will likely always be
challenging due to the demographics of our community. The past year has seen several policy conflicts develop, particularly for the Septic Tank Replacement Program and two off-shoots of this conflict, the Clean Air Act issues associated with asbestos concrete pipe from South Collier Boulevard and the “POP” charter amendment initiative to require voter approval of the City Manager’s performance. Perhaps due to widespread criticism of one or two groups controlled by a few citizens, there has been some public criticism regarding the role between the elected City Council and the City Manager in regards to “who works for whom?” This criticism appeared more designed to sway certain public policy decisions by attempting to divide the appointed City Manager from the elected City Council that holds and maintains all
powers of the City. These recent concerns are often repeated, suggesting that many do not understand the role of the respective parties in the council-manager form of government, especially the obligation of staff to utilize their professional expertise to research and provide policy alternatives and recommendations to City Council.
Staff Effectiveness.
The strength of the management team was once again demonstrated during the October 2006 Hurricane Wilma storm event. The hurricane preparedness and response was widely recognized by the community as one that demonstrated thoughtful preparation, willingness to confront dangerous elements, leadership, cooperation, good judgment, and unsurpassed dedication to the welfare of the citizens of Marco Island. The City Manager continues to emphasize employment of educated and skilled
department directors and staff. While there was a resignation of a department director, recruitment efforts will likely yield a well-qualified replacement. Through City Council’s initiative and support, employee recognition awards are presented on a regular basis. Pay and benefits were modified to specifically target problem areas rather than “across-the-board” solutions, with apparent successful results.
The City Manager continues to advocate the team concept among employees. The team concept is used in the review and recommendations of many major capital
projects and policy initiatives to help ensure input of diverse opinions. The City Manager ensures an environment in which employees may be innovative and productive. He discourages staff from assuming “bureaucratic” approaches to the provision of services, yet recognizes the importance of effective “systems” and controls, and fair and equal treatment of citizens. He motivates staff to be “resultsoriented”, and he rewards employees based upon fair and objective performance appraisals. He does not hesitate to take corrective disciplinary action when warranted. Department directors and employees generally excel in their level of performance throughout the organization. Communications among the Manager, supervisors, and employees is above average. The working relationship among the collective
bargaining units is very good with few significant issues raised in the past year and no grievances filed by collective bargaining units. When there are interdepartmental
disputes, they are promptly resolved by direct and open communication. The City Manager supports his staff, redistributes work and responsibilities as may be required, and capitalizes on the individual strengths of his department directors. Likewise, he recognizes individual weaknesses and attempts to compensate through his personal involvement or the reassignment of tasks to those who may have a higher level of knowledge or skill. The City Manager effectively delegates authority to achieve objectives. He encourages open and honest communication between Councilors and his staff and recognizes that the sharing of information and concerns advances effective governance.
Needs Improvement.
External competition for specialized skills remains strong, resulting in wage pressures. This is particularly noted in the professional areas, firefighters, and licensed utility operators. Improvements were attained in recruitment of water and wastewater operators. The cost of living in Collier County and limited work force housing will continue to exacerbate recruitment and retention for most City positions. Employee salaries must remain competitive to achieve acceptable levels of organizational performance.
Incorrect responses to questions at Council meetings occasionally result in issuance of corrections. One incident in particular (asbestos concrete pipe) served as a
catalyst for severe criticism from one community group that subsequently lead to a lawsuit. The incident serves as a learning experience that questions in public be
answered judicially. Citizens should not expect immediate answers to all questions, and frequently questions do not have a simple answer.
Service Delivery.
The City Manager has demonstrated skills required to oversee water and wastewater utilities, police, fire, community development, finance, public works, and recreation
services. The expanded responsibilities, time, and attention devoted to Marco Island Utilities in general, and the Septic Tank Replacement Program in particular, are noted.
Park and Recreation services continue to improve although, like all departments, the annual operation was adversely affected by Hurricane Wilma recovery efforts. The working relationship with the YMCA is acceptable, and a new contract was negotiated. The number of self-funded recreation programs and the opportunities for
children continue to expand. Utilizing City employees for park maintenance rather than out-sourcing has proved to be the best strategy and has resulted in improved park maintenance.
Police and Fire-Rescue personnel are sufficiently trained and equipped, and they are able to communicate effectively with the public they serve. Complaints regarding slow response, inappropriate actions, or poor judgment are rare. There have been no major negative incidents in the past year. Turnover is less, and the number of qualified applicants for vacancies is good. Public Works activities strive to overcome deficiencies in infrastructure while maintaining public rights-of-way, streets and alley signage, pavement markings, and storm drainage. Significant time is dedicated to right-of-way issues prompted by new development, and the department is managing a more complicated capital program. There is extensive communication with citizens seeking information and remedial actions. The higher level of capital improvements has
increased their work load. Community Development continues to experience significant activity. Remodeling of existing homes and condominiums, likely prompted by increased property values, has offset a reduction in new single-family homes. The Hurricane Wilma event significantly increased the permitting and inspection workload. Environmental and beach related issues remain active. Public interaction is abundant due to routine service requirements, inquiries, new development, and public policy initiatives. Emphasis is now placed on redevelopment issues. Code Enforcement has increase pro-active enforcement so that 75% of all compliance issues are raised by staff. Marco Island Utilities has improved its operation. Employees are well-integrated into their new organization. There have been no significant environmental or service
disruption issues, and the maintenance of water and wastewater services during the Hurricane Wilma event is unprecedented. The implementation process for conservation rates, the amendment for the water base charge for master metered condominiums, and creation of the first two sewer assessment districts was
accomplished, despite significant controversy. The Finance Department is responsible for utility billing, meter reading, and customer service. Improvements to the billing system and personal customer service due to the conservation rates are notable. A new water bill and billing process were developed, and the lock box system of utility payments to the bank was eliminated to achieve a timelier posting of customer accounts. The City received a low-interest loan approval from the Florida Revolving Loan Program. The City achieved an unqualified audit and the coveted Certificate of Achievement for Financial Reporting.
Needs Improvement.
A scientific survey to assess citizen expectations and to measure levels of service was not accomplished as planned. The services of three research firms were reviewed, but a selection was not made. Consideration of a citizen survey is a goal for the next year. For a number of reasons, Community Development has not met City-imposed deadlines for implementation of the Evaluation and Appraisal Report, including issues surrounding mixed use, density, and redevelopment. General improvements to Information Technology are necessary to help access public records.
Strategic Leadership.
The City Manager was again certified as a “Credentialed Manager” which represents his commitment to continuing education, the profession’s strict Code of Ethics, and his life-long commitment to the city management profession. He was again selected by his peers to serve on the Board of Directors of the Florida City and County management Association for a two-year term, and the Board has inquired as to his interest in serving as the president of the association.
The City Manager is willing to accept responsibility for undesirable results. He usually understands and anticipates obstacles and seeks acceptable ways to achieve desired results. He is willing to undertake any task, and he is recognized as one who leads the organization and effectively communicates with employees and citizens.
He sets a good example and is keenly aware of his visibility in the community. He generally avoids positions he knows may be in conflict with the majority of Council,
and he is cautious about getting “in front” of City Council on policy issues. He exhibits a positive attitude and he is viewed as one who generally remains unemotional during heated policy discussions. He attempts to convey a positive vision for the community, is willing to take risks, and willingly accepts new ideas and policy directives.
Needs Improvement.
Citizen access to City programs, events, and files through information technology can improve (application for building permits, yard sale permits, current recreation
activities, etc.). This past year has been marked by “crisis management,” first beginning with Hurricane Wilma, and then followed by the formation of political action committees and lawsuits emanating from the Septic Tank Replacement Program policies. While the City Manager attempted to react with honest and open dialog, he was, at times, unable to overcome “propaganda” and misinformation that effectively utilized the new information medium—the internet. A cautious strategy, with careful development of the legal aspects of the issues, has resulted in consistent support of the circuit court, state agencies, and local environmental agencies.
Democratic Responsiveness.
The City Manager has demonstrated respect for democratic principles and the policymaking process. He engages the citizen advisory committees, respects views of others, and encourages innovative approaches and involvement in the development of public policy and services. The City Manager understands the diversity of opinions within the community and the importance of developing consensus to the extent possible. He promotes citizen involvement and strives to communicate information through available means. He values citizen input and listens to concerns and suggestions. He becomes involved with organizations that are frequently engaged in policy decisions and debate, even when the organization may oppose management or Council initiatives. The City Manager always ensures response to citizen telephone calls, letters, and emails,
handles disputes and complaints effectively, and exhibits tact and diplomacy. He demonstrates respect of citizens and has generally earned their respect. He
interacts well with other governmental agencies, both with elected and appointed officials.
Needs Improvement.
Continue to advocate greater citizen involvement to avoid decisions based on little public input. Continue to improve communications skills with those who express dissatisfaction with City policy or service. The formation of two political action committees to influence public policy, or to change the core basis of this local government, has been challenging, as have been the many malicious and personal attacks. Better communications may help the average citizen understand fairly complex policy issues.
Organizational Planning and Management.
The City Manager takes a long-term view of budgeting and finance. Budgets are projected for five or ten years. He effectively advises Council as to financial resources and conditions. Financial reports are provided monthly. The annual audit report was completed in a timely manner with no audit exceptions. The City once again earned the coveted “Certificate for Achievement in Financial Reporting” awarded by the Government Finance Officers Association of the U.S. and Canada. The budget format previously earned the “Budget Award” from the same organization.
The City Manager | 
