Collier CountyAnnual Report 2010

Reinvent

Redesign

Rethink

Recast

Refresh

Refine

Remake

Active Registered Voters as of Nov. 2, 2010

Republicans: 92,371Democrats: 46,431Others: 42,715Total: 181,517

Top Ten Most Visited Web Pages

Oct. 1, 2009 - Sept. 30, 2010www.colliergov.net

Home Page 576,399Library 322,029Bldg Review 123,818Parks & Recreation 99,220County Manager 82,145Sun-N-Fun 67,093DAS Adopt 51,406DAS Home 46,843Public Records 37,391Parks Program Guide 31,000

Historic Population Numbers

1930 2,8831940 5,1021950 6,4881960 15,7531970 38,0401980 85,9711990 152,0992000 251,3772010 321,520 SOURCE: U.S. Census Bureau

Everglades City19,351

Jail 26,958

Immokalee 78,368

East Naples 164,927

Estates Branch 181,126

Vanderbilt Beach 218,147

Marco Island 225,517

South Regional

271,168

Golden Gate 283,371

Naples Branch 555,814

Headquarters909,303

Library CirculationTotal 2,934,050

County MSTU’s13.8%

Breakdown of Typical FY 2011 Unincorporated Area Residential Tax Bill

Mosquito Control0.6%

School Board43.3%

County General Fund 12.8%

County General Fund

Constitutionals14.5%

Voter Approved Debt

1.9%

SFWMD/BCBB3.7%

Independent Fire Control

District9.4%

Airport0.2%

Sheriff44.9%

County Manager28.2%

Uses of General Fund Revenues FY 2011

Courts0.5%

Other Constitutional Officers8.6%

BCC/Atty1.3%

Reserves4.5%

Roads & Capital11.7%

IrrigationQualityWater

36.03%

Potable Water from

Brackish Water18.60%

Potable Waterfrom

Fresh Water45.37%

FY 10 Collier County Water-Sewer District34.67 Million Gallons Per Day

Total Water Demand

Collier CountyAt A Glance

In an era of dwindling resources, we must do more with less. We are reinventing county government in or-der to deliver an effective and transparent government that keeps what’s working, fixes or eliminates what isn’t and gives every resident a voice in the outcome. We are confident that our ongoing commitment to quality, innovation and efficiency – coupled with strong leadership from the Board of County Commissioners – will guide us through these challenging times. Today, we understand more than ever how important it is to pay attention to the basics. By working together as a team and assisting and supporting one another during these difficult times, we will continue to fulfill our mis-sion: To deliver high quality, best-value, public services, programs, and facilities to our residents and visitors.

Reinvent

Redesign

Rethink

Recast

Refresh

Refine

Remake

Board of County Commissioners

Even with the effects of the economic recession, Collier County remains one of the most desirable places to live and we intend to keep it that way.

For the third consecutive year, we are still struggling with the worst economic downturn in our history. With a narrow-based economy that is dependent on construction, tourism and agriculture, we are highly vulnerable to the economic problems that have swept our nation and the world. Three

years ago, in coordination with the Economic Development Council, the Chamber of Com-merce and key business leaders, the County Commissioners adopted an economic diversifi-cation strategy to attract high-tech research and life science companies to Collier County. This is a long range strategy designed to minimize the effects of future economic declines.

Faced with rapidly declining revenues and continued demands by residents to preserve the quality of life, your government made the right decisions to decrease government spend-ing and improve efficiency. The General Fund property tax rate is at a level which existed in 1999. County staff has been reduced by more than 400 employees. Additional savings and improvements in service have been achieved by merging the Transportation and Community Development Divisions. Reports from the public have been overwhelmingly positive. County employ-ees have not had a salary increase since FY 2009, yet they have accepted bigger workloads and maintained their commitment of excellent service to our constituents. Contract employees have voluntarily forfeited salary increases to which they are entitled. Over the past four years, we have decreased the County budget by $443 million. By ag-gressively applying for federal and state grants, we are try-ing to get more of our tax money returned to Collier County. These grants have been used to help local businesses, create new jobs, rehab foreclosed and abandoned homes and build needed infrastructure. Elected officials and employees understand our obligation to spend taxpayer money wisely while maintaining the level of

Commissioner Donna Fiala District 1

Commissioner Jim Coletta District 5

Commissioner Frank Halas District 2Vice Chairman

Commissioner Tom Henning District 3

Commissioner Fred W. Coyle District 4 Chairman

services demanded by our constituents. We are all working hard to ease the burden on our taxpayers. Because of sound fiscal management, Collier County is in a much better position than most other counties in Florida. Dur-ing the prosperous years of the past, Collier County govern-ment wisely invested in infrastructure. Consequently, we are well positioned for economic recovery when market fundamentals improve. We still maintain an excellent bond rating, our debt load remains within allowable limits and we have sufficient revenues to pay our bills. We have adopted a strategy which helps our current businesses and lays the groundwork for future diversification. Even with the effects of the economic recession, Collier County remains one of the most desirable places to live and we intend to keep it that way. Working together, we will re-cover from this economic recession, we will diversify our economy and our community will become stronger and more resilient than ever before. Fred Coyle, Chairman, Collier County Commission

We have adopted a strategy which helps our current businesses and lays the groundwork for future diversification.

Where County Dollars Go (FY 2011)

General Government9.62%

Public Safety21.66%

Physical Environment

17.49%

Transportation8.27%

Human Services & Economic Environment

1.79%

Culture &Recreation

4.84%

Debt Service8.37%

Reserves27.96%

Description Amount PercentGeneral Government $83,205,400 9.62%Public Safety $187,328,800 21.66%Transportation $71,514,700 8.27%Physical Environment $151,219,600 17.49% Human Services & Economic Environment $15,458,100 1.79%Culture & Recreation $41,834,000 4.84%Debt Service $72,418,800 8.37%Reserves $241,864,100 27.96%Net Total $864,843,500 100.00%

Description Budgeted AmountAd Valorem $273,194,200 Gas/Sales Tax $43,400,000 Permits/Assessments $38,148,400 Intergovernmental Revenues $20,991,600 Service Charges $178,685,500 Impact Fees $19,337,000 Bond Proceeds/Interest/Fines $9,775,300 Revenue Reserve ($27,865,400)Sub-total FY 11 Revenues $555,666,600 Carry Forward $309,176,900 Net Total County Budget $864,843,500

Sources of Current County Government Dollars

(FY 11)Gas/Sales Tax

7%Permits/

Assessments6%

IntergovernmentalRevenues

4%

Service Charges31%Impact Fees

3%

Bond Proceeds/Interest/Fines

2%

Ad Valorem47%

County Manager

My first year of service as your County Manager has been an exceptionally challenging and rewarding year for county government.

I’m pleased to present to you Collier County’s 2010 Annual Report. My first year of service as your County Manager has been an exceptionally challenging and rewarding year for county government. Despite declining revenues, increasing costs, a reduced workforce and demanding customer ex-pectations, county staff has continued to deliver high-quality, best-value services, programs and facilities to our residents and visitors, as detailed in this report. I lead a first-rate team of highly qualified professionals who are focused on serving the customer, controlling costs, improving their operations and de-veloping a highly competent and motivated team of associates to carry on the work of this organization into the future. Our focus on the present is coupled with our strong commitment to long range strategic planning as the key to achieving our Agency’s vision of becoming the best community in America to live, work and visit.

The following important issues received my highest attention and priority this past year.

Budget and Financial ManagementThe Board of County Commissioners (BCC) set rigorous bud-get guidance for FY 2011 requiring no increase in property tax rates, despite an 11.6% average reduction in taxable property values countywide. Staff was able to present a budget that met that guidance with no reduction in front line services, no additional user fees, no facility closures or reductions in oper-ating hours and no planned layoffs or furloughs in FY 2011.

Economic Recovery and Business DevelopmentWith Board support and endorsement, staff moved proactively this past year to establish a more customer focused regulatory environment and to reach out to the business community in a more collaborative and inclusive way. Through a series of organizational and management

changes, redeployment of key assets and a concerted focus on internal business process improvement, a more efficient, ef-fective and customer oriented program of land use review and building permitting has been established. There is much more to accomplish in this effort, but initial feedback has been very positive.

Organizational Effectiveness and Change ManagementThe adverse impact of this severe local recession on county government revenues has forced us to reexamine our service delivery models and reconsider how best to organize our re-sources to achieve optimal results. With this goal in mind, I im-plemented a series of major organizational changes designed to put the agency in the best position to meet the financial and

service delivery challenges that lie ahead. I have reorganized the County Manager’s Office around my important corporate level priorities of financial man-agement, strategic planning, performance improvement/accountability and communica-tions and customer relations. I also directed the merger of two large county divisions into a new division of growth management that has improved performance,

lowered recurring operating costs by $2.5M annually and streamlined the senior manage-ment structure through the elimination of one division administrator position and four department director positions.

Intergovernmental and Community RelationsStaff has worked diligently to maintain and improve our working relationships with the various state and local government agencies the county interacts with on a regular basis. County staff has also worked effectively with a host of civic, homeowner and community associations to provide important program information and resolve difficult problems.

The Collier County government family received very sad news during the year with the passing of former County Manager Jim Mudd. Jim was a friend and mentor and he is greatly missed. We have dedicated this report to Jim who worked tirelessly on behalf of the citizens of Collier County during his tenure as manager and left a lasting legacy of achievement. I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to fulfill their expectations in these very challenging times. I encourage you to read this report to learn in greater detail the many accomplishments achieved during this past year. Your county staff takes pride in maintaining a responsive and professional government, providing a full range of services to our residents and visitors. We strive to mirror the fine people living and working in Collier County while serving them to the best of our ability. Leo Ochs, Jr.County Manager

I am grateful for the support and encouragement shown by the Board and the community for the efforts of our dedicated staff to fulfill their expectations in these very challenging times.

Public Utilities

The Solid Waste Management Department managed the processing of approximately 822,720 tons of municipal solid waste generated countywide, keeping over 613,443 tons of that from landfill burial through diversion or recycling.

The Public Utilities Division provides the essential, life-sus-taining services of producing potable (drinking) water; treating domestic wastewater (sewer); producing reclaimed water for beneficial reuse as irrigation quality water; solid waste and recycling collection and landfill management services. Division departments in support of those operations include Pollution Control; Operations Support, including Utility Billing and Cus-tomer Service; and Planning and Project Management.

The Water Department produced and distributed approxi-mately 7.788 billion gallons of high quality drinking water to customers within a 240-square mile service area. The depart-ment maintains approximately 886 miles of pipeline – enough pipe, if laid end-to-end, to reach between Naples and Rich-

mond, Virginia. The Water Department received two significant awards in the past year: the Florida Department of Environmental Protec-tion awarded the South County Regional Water Treatment Plant the 2010 Plant Operations Excellence Award; and the Florida Section American Water Works Association awarded its Water Distribution System of the Year Award to the department.

The Wastewater Department treated approximately 5.2 billion gallons of domestic wastewater, reclaiming and returning 4.5 billion gallons to the community for beneficial reuse as irrigation quality water. The South Florida Water Management District recognized the department’s reuse program as the leader in the state. The department maintains over 750 county-owned lift stations and approximately 1,081 miles of pipeline.

The Pollution Control Department protects eight raw wa-ter supply wellfields that draw fresh water from the surficial aquifer system. To that end, in FY2010 the department suc-cessfully updated the Wellfield Protection Zones into the Land Development Code’s Ground Water Protection Section. The department provided oversight of all single-wall pollut-ant underground storage tank closures and the installation of double-wall storage tank systems to meet the state’s upgrade deadline. The department also completed the Collier County Ground Water Quality Monitoring Third Annual Report, the Golden Gate Ground Water Monitoring Report, and the As-sessing the Effects of Land Based Sources of Pollution on Collier County’s Estuaries and their Associated Watersheds Report.

All three of the division’s laboratories maintained the National Environmental Laboratory Accreditation Conference Certifica-tion.

The Solid Waste Management Department managed the processing of approximately 822,720 tons of municipal solid waste generated countywide, keeping over 613,443 tons of that from landfill burial through diversion or recycling. In con-junction with Waste Management Inc. of Florida, the depart-ment received all necessary permits and began construction of the Landfill-Gas-to-Energy Facility in July. When commissioned in spring 2011, the alternative energy facility will capture the methane gas produced by the landfill and turn it into electric-ity. The department successfully completed the reclamation of the two original disposal cells at the Collier County Landfill, winning the Solid Waste Association of North America’s 2010 Silver Excellence Award.

The Operations Support Department, including Utility Billing and Customer Service, provides overall business and financial management of the division’s operations and capital expendi-ture programs, and provides billing, collection, and customer service for approximately 58,000 water-wastewater accounts, and over 109,000 solid waste accounts. The Utility Billing and Customer Service section implemented the SAP miscellaneous billing system and, thereby, set the prototype for the rest of the County Manager’s Agency. This section also assisted with the introduction of single-stream recycling in District II, the area of the county provided solid waste and recycling collection ser-vices by Choice Environmental.

The Planning and Project Management Department manages 157 capital projects and a $74.4 million combined capital fund. The department provides technical support, master planning, and asset management/preservation functions for all the divi-sion’s infrastructure, including two regional water treatment plants, 102 raw water production wells, two water reclamation facilities, over 750 wastewater lift stations and a Class I landfill.

The Water Department produced and distributed approximately 7.788 billion gallons of high quality drink-ing water to customers within a 240-square mile service area.

Public Services

A total of 215,000 Collier residents hold library cards and more than 280,000 people used library computers to access the Internet and e-government resources.

Parks and Recreation was awarded the 2010 Florida Rec-reation and Park Association’s (FRPA) Agency Excellence Award. This award recognizes and honors the state’s most outstanding agency for excellence in parks and recreation management. Freedom Park was chosen as a featured park in the FRPA summer edition “Facility Showcase” publication. North Collier Regional Park Softball Complex won the Senior Softball USA 2010 Complex of the Year award. The depart-ment achieved reaccreditation and passed all 144 standards with a perfect score. The department is one of 90 park and recreation agencies in the country to currently hold this presti-gious national accreditation.

The department initiated energy conservation measures by obtaining a federal grant for energy efficient ball field lighting. Non-potable water sources were maximized at several parks for irrigation; geothermal energy is being used to heat public pools; and solar powered master parking meters have been installed at beach access parking lots and boat ramps.

Library users borrowed nearly three million items from county libraries. A total of 215,000 Collier residents hold

library cards and more than 280,000 people used library com-puters to access the Internet and e-government resources. Library volunteers donated over 26,000 hours of service. The library’s website provides 24/7 access to a wide variety of information resources. With generous donations from Marco Island residents, the library added the 4,000 square-foot Rose Hall to the Marco branch library. The community room pro-vides needed space for local organizations and library pro-grams.

Coastal Zone Management completed an expansion of the Collier Boulevard boat park, expanded the parking area at Conner Park, completed the water ski and sailing center at Sudgen Park and opened a new boat park facility at Good-land. In addition, planning and permitting activities are un-derway for a new bathroom and drop-off at the Bluebill Road beach access, a complete rework to the Vanderbilt Beach facility, new facilities at Tigertail Beach and a new passive beach park and tramway at Clam Pass. The department also completed an emergency berm renourishment for the beaches just south of Doctors Pass. Coastal Zone Manage-ment also secured an additional $9.9 million in supplemental funding from the Federal Emergency Management Agency to cover damages incurred during Hurricanes Wilma and Katrina.

The Housing, Human and Veteran Services department ab-sorbed veteran programs and services this past year. Over 70

foreclosed properties were purchased with grant funds and over 50 homes were refurbished and prepared for resale or rent. Seniors were served over 50,000 meals both at home and at four congregate meal sites. The department’s volunteer drivers transported 894 vet-erans to medical appointments and case managers provided almost 3,000 hours of service to 260 seniors. Over 750 volunteers in the RSVP program provided 64,155 hours of service.

The University Extension Department’s 4-H Youth De-velopment program presented 4-H curriculum-based programming to over 9,000 young people. The Family Nutrition Program (FNP) was launched in 2010 as a K through second grade nutrition initiative. The FNP pro-gram provided teacher training, presented curriculum in eight Title 1 grade schools (five in Immokalee and three in Naples) and provided workbooks and OrganWise Kits to teachers in the participating schools. The Sea Grant / Ma-rine Science program organized and instructed several Aquatic Species Educators Collection Permit Workshops and certified 40 educators allowing them to obtain state permits to collect and possess marine organisms for their classrooms and edu-cation programs. Outreach activities from the agriculture and horticulture programs included over 175 field consultations, 30 home and landscape site evaluations while certified Master Gardener volunteers registered over 5700 service hours.

Domestic Animal Services (DAS) formed two important partnerships with nonprofit organizations to help improve the lives of the community’s animals. Working in coopera-tion with the Collier Commu-nity Cat Coalition, DAS revised the animal control ordinance to support Trap-Neuter-Return of feral cats. In partnership with Dogs Deserve Better, DAS proposed and the BCC approved prohibiting the unsupervised tethering of dogs. DAS also instituted financial incentives for voluntary licensure and spay/neuter compliance; implemented improvements to licensing compliance resulting in a 15 percent increase in license sales over the prior year; changed public shelter hours to accommodate working fami-lies; and changed animal control hours of operation to 24-hour scheduling and full staff presence on weekends.

Seniors were served over 50,000 meals both at home and at four congregate meal sites.

Management Offices

The county’s Web site registered 1,343,588 unique visitor ses-sions that translated into nearly four million page views.

Financial ServicesThe Office of Management and Budget received the Govern-ment Finance Officers Association’s Distinguished Budget Presentation Award for the 24th consecutive year. The Fis-cal Year 2011 budget was approved by the Board of County Commissioners under millage rate neutral policy guidance and the overall net budget was reduced by $69,139,800 a de-crease of 7.4% from FY 2010. The majority of these expense reductions were capital projects and no front line services were affected. Taking advantage of the historically low interest rate market, two recent bond issues – 2010 series A and B refund-ed outstanding variable rate commercial paper debt and 2002 sales tax bonds thus achieving average annualized budgeted debt service savings of approximately $350,000 allowing for a greater degree of budget certainty by eliminating variable inter-est rate exposure.

Planning and Performance The Corporate Planning and Performance Improvement department was established in late 2009 to further the vi-sion of the new county manager toward improved efficiency and effectiveness in all aspects of government opera-tions. During its first year, the department led 15 process improvement activities, most of which involved multiple departments within the County Manager’s Agency and

often crossed agency lines. Several of these endeavors were intensive rapid process improvement events where significant improvement (over 80 percent in some metrics) was achieved. Also during this year, the department proposed a redesign of the strategic planning and performance management process-es for the county.

Airports The Collier County Airport Authority was awarded just over $6 million from the Federal Aviation Administration to fund the construction of a taxiway at the Marco Island Executive Air-port. Expansion of the aircraft parking apron and the reloca-tion of the vehicle parking lot at the Marco Airport was com-pleted along with a new hangar building at Everglades Airpark. The U.S. Department of Agriculture approved construction documents for a 20,000 square-foot manufacturing facility at the Immokalee Regional Airport. Following an extensive search, a new Executive Director was hired in September to oversee the three county airports.

TourismTourism in Collier County experienced a rollercoaster ride in FY 10 - with the beginnings of a turnaround in the economy at the end of 2009 and the first four months of 2010 generat-

ing increases in visitors and spending only to be followed by the Gulf oil spill which led to a sharp drop in advanced res-ervations resulting in a decline in visitors starting in July and carrying into September. Despite the summer declines, the fiscal year ended with a net gain in the number of visitors and spending. Visitors topped 1.1 million and spending by visitors topped $1.1 billion.

Bureau of Emergency ServicesThe Ochopee Fire Control and Rescue District responded to 536 calls. All personnel were outfitted with new protective clothing; a 6 x 6 brush unit loaned from the Division of Forestry was placed in service; VHF radios were installed in all vehicles; and architectural drawings for Station 61 were completed. The Isles of Capri Fire and Rescue District responded to 770 calls. The entire department completed 40 hours of marine oil response training while phase one of the boat dock project was completed.

The District Twenty Medical Examiner (ME) is required by state law to conduct an investigation of all sudden, unexpected or suspicious deaths. The office conducted 199 autopsies In FY 10. The ME’s office actively utilizes and supports the Lions Eye Bank and the University of Miami School of Medicine Tissue Bank for donation in Collier County. The Florida Unidentified Decedents Database was developed and created by Dr. Marta Coburn to assist in the identification of all unknown human remains found in Florida. Case information is actively provided by other Florida medical examiner offices.

Communication and Customer RelationsThe department continued to expand the use of social media – Facebook, Twitter and YouTube – to commu-nicate information regarding county events and meetings. The depart-ment manages the county’s Web site which registered 1,343,588 unique visitor sessions that translated into nearly four million page views. The department is also responsible for operations at the North Collier Gov-ernment Services Center which serviced 131,687 customers in FY 10 – a 19 percent increase over the prior year. The department also processed 215 public records request – a 23 percent increase.

The Office of Management and Budget received the Government Finance Officers Association’s Distinguished Budget Presentation Award for the 24th consecutive year.

Growth Management

The merger was a natural extension of the established working relationship between the operating units and the management teams.

The former Transportation Services and Community Develop-ment and Environmental Services divisions merged officially on June 1, 2010 forming the new Growth Management Division (GMD). The merger was a natural extension of the established working relationship between the operating units and the man-agement teams. CDES planned and regulated development while Transportation Services managed and maintained the stormwater and mobility needs for the county. Together, they worked side by side to “manage growth.”

The merger has improved customer service, streamlined busi-ness process and improved fiscal management resulting in an additional $2.5 million in savings in annual reoccurring operat-ing costs which included a reduction from ten to six depart-

ments. Add to that attrition, elimination of vacant funded positions, as well as voluntary retirements and personnel dropped by nearly 200 positions, over one third of the work force that had been employed during peak levels. One prime example of improved customer service is the new GMD Business Center which includes the consoli-dation of all land use, permitting and licensing functions, which means “one stop shopping” to better serve the

customer. Time performance standards were established for development plan reviews that provide a money back guaran-tee if those standards are not met. To date, not one dollar has been returned.

The Code Enforcement Department’s nationally recognized Blight Prevention Program proactively works to reduce areas of blight within the county. Through a Foreclosure Task Force, staff works with banks and lenders to achieve voluntary com-pliance rather than enforcement orders to address code viola-tions on foreclosed properties. To date, these initiatives have resulted in banks spending more than $1.6 million to abate nearly 2000 code violations.

Freedom Park received the Team Project of the Year Award from the Florida Association of County Engineers and Road Superintendents. The 50-acre natural water quality treat-ment facility, which provides flooding relief and treatment of stormwater runoff from the Gordon River Basin, opened to the public in October 2009.

The two-mile Santa Barbara Boulevard Extension from Davis Boulevard to Rattlesnake Hammock Road was completed on time and within budget. It has six through travel lanes (three lanes northbound and three lanes southbound separated by a median) with on-road bike lanes as well as streetlights and six-foot wide sidewalks on both sides of the roadway. In addition,

a 3,200 foot Lely Area Stormwater Improvement Project (LASIP) canal was built as part of the project. This proj-ect was the first to entirely use in-house staff to handle Con-struction Engineering Inspection to directly oversee the county’s contracted con-struction contractor. The practice is also

being done on the Oil Well Road Widening Project saving the county an estimated $9 million.

More sections of LASIP were also completed – Lely Manor Ca-nal Phase 1B North and South, both completed on time and within budget. Nine LASIP segments have been completed, three are under construction and ten more are in design. A total of 30 segments are scheduled to be completed by 2015. The project is to improve flood control and the quality of the stormwater runoff in the 11,000 acre Lely area which has been prone to flooding.

Having built over 230 lane miles since 2000 to catch up with infrastructure needs, the focus now shifts to maintaining the assets. The Road Maintenance Department resurfaced 85 lane miles and restriped and added pavement markings to 200 lane miles.

Collier Area Transit (CAT), the county’s nine-year-old transit system continues to serve over 1 million riders annually. This year CAT received approval for utilizing the CAT Operations Center on Radio Road for a transfer location and transfers are scheduled to begin in January 2011. In addition, a $1.3 million grant has been obtained from the Florida Department of Trans-portation for construction of a permanent transfer facility at the Main Government Complex to replace the temporary shade tents and parking lot space being utilized next to the Collier County Museum. CAT also added 10 new bus shelters along their routes. In September, the BCC awarded a new three-year contract to a new vendor, Tectrans, which is a national provid-er of transportation management services with more than 30 contracts in Florida and close to 30 years experience.

Freedom Park received the Team Project of the Year Award from the Florida Association of County Engineers and Road Superintendents.

Administrative Services

At the direction of the Board of County Commissioners, the Purchasing Department and staff from several other county departments completed the most comprehensive, broad-based competitive solicitation of professional services in the history of Collier County.

FY 2010 was both challenging and productive for the Adminis-trative Services Division. Our Facilities Management team con-tributed to our success by saving hundreds of thousands of dollars through conservation efforts in both electrical and water consumption. To further those endeavors, the division received a $630,000 grant for additional energy saving improvements. The Conservation Collier staff facilitated the first of its kind Florida Fish and Wildlife Youth Hog Hunt at Pepper Ranch Pre-serve as well as developed and administered a Quality Wildlife Management Hunt Program.

In coordination with the Housing, Human and Veterans Ser-vices Department, the Real Estate Services group success-

fully purchased 70 bank-foreclosed properties under the Neighborhood Stabilization Program, achieving full commitment of a $7.3 million dollar Housing and Urban Development grant, one of the few governmental agen-cies nationwide to do so. The department also facilitated the sale of 12 of the acquired homes netting $863,849 to be utilized for further purchases under the program.

Despite continually declining resources, the Fleet Man-agement Department achieved an overall vehicle/equip-ment operational availability rate exceeding 95% to sup-port the county’s missions and goals. Fleet also opened a new vehicle washing facility with greatly enhanced clean-ing capabilities to help extend the service lives of heavy

trucks and equipment, plus reduce the cleaning costs of small vehicles at commercial facilities. These efforts contributed to the Fleet Department receiving recognition for the fourth year as one of the 100 best fleets in North America, according to Government Fleet magazine.

Recognizing the need to cultivate leadership within our ranks, the Human Resources Department spearheaded a Succes-sion Planning Program. The first group graduated in October and to date each of the four candidates has seen promotion or advancement in his or her career. In an effort to streamline processes, the group developed an electronic SAP based Per-sonal Action Report in collaboration with the Clerk of Courts MIS section and implemented a revised version of Go Sign Me Up to accommodate the new wellness programs.

The agency runs in excess of 290 business applications. About half of the Information Technology (IT) Department is dedicated to the support of these applications. IT also sup-ports about 75 agency-wide applications including SAP, GIS, and Board agenda automation. This year a location service was added which can pinpoint and map all radios. This service

will be used to aid dispatchers which will result in faster service for the public.

Risk Management administered the property insur-ance renewal which resulted in a premium reduction of $604,735 due to a reappraisal of properties and update of the statement of values. Subrogation collections were $274,273 while total collections since the program’s inception in 2002 reached the $2.5 million mark. Total outstanding liability for the Property, Casualty, Auto and Workers Compensation programs has been reduced by 54 percent or $3.7 million since 2007 due to aggressive claims and safety management strate-gies.

At the direction of the Board of County Commissioners, the Purchasing De-partment and staff from several other county departments completed the most comprehensive, broad-based competitive solicitation of professional services in the history of Collier County. The team facilitated savings of ap-proximately $9.5 million through formal competition and more than $1.3 million in negotiated savings.

Both the Records Management and Grants Management teams have ex-panded their scope of responsibilities to provide greater support and enhanced capacity to the agency. The common and shared theme throughout the past year has been providing comprehensive and professional enterprise resources to ensure that the agency can meet its stated goals and mission during these challenging times without significant-ly diminishing service to the general public.

Our Facilities Management team contribut-ed to our success by saving hundreds of thousands of dollars through conservation efforts in both electrical and water consumption. To further those endeavors, the division received a $630,000 grant for additional energy saving improvements.

Dwight E. Brock, Clerk of the Circuit CourtOffice of the Clerk of CourtsCourthouse Annex, 2nd Floor • 3315 Tamiami Trail East, Suite 102Naples, FL 34112-5324Phone: (239) 252-2646 • Fax: (239) 252-2755Monday – Friday • 8 a.m. – 5 p.m. • www.collierclerk.com

Abe Skinner, Property AppraiserCollier County Property Appraiser’s Office3950 Radio Road • Naples, FL 34104-3750Phone: (239) 252-8141 • Fax: (239) 252-2071Monday – Friday • 8 a.m. – 5 p.m. • www.collierappraiser.com

Kevin J. Rambosk, SheriffCollier County Sheriff’s Office3319 Tamiami Trail East • Naples, FL 34112-4901Phone: (239) 774-4434Monday – Friday • 8 a.m. – 5 p.m. • www.colliersheriff.org

Jennifer Edwards, Supervisor of ElectionsCollier County Supervisor of Elections Office3295 Tamiami Trail East • Naples, FL 34112-5758Phone: (239) 252-8450 • Fax: (239) 252-9468Monday – Friday • 8 a.m. – 5 p.m. • www.colliervotes.com

Larry Ray, Tax CollectorCollier County Tax Collector’s Office3291 Tamiami Trail East • Naples, FL 34112-5758Phone: (239) 252-8171 • Fax: 239-252-8852Monday – Friday • 8 a.m. – 5 p.m. • www.colliertax.com

Satellite Offices

All Constitutional Offices2335 Orange Blossom Drive

Clerk of Courts OfficesEverglades City Hall 102 N. Copeland AvenueGolden Gate4715 Golden Gate ParkwayImmokalee106 South First Street

Self Service Kiosk Only:Greentree Plaza 2348 Immokalee RoadWilson Boulevard50 S. Wilson Blvd.

Property AppraiserGolden Gate4715 Golden Gate Parkway

SheriffEmergency Services Center8075 Lely Cultural ParkwayEverglades City32020 E. Tamiami TrailGolden Gate4707 Golden Gate ParkwayGolden Gate Estates1195 County Road 858Immokalee112 S. First StreetNorth Naples776 Vanderbilt Beach Road

Tax Collector Everglades City102 E. Broadway Ave. Golden Gate4715 Golden Gate ParkwayImmokalee106 S. First StreetMarco Island1040 Winterberry DriveNaples725 S. Airport Road735 S. 8th Street2348 Immokalee Road8771 N. Tamiami Trail12668 E. Tamiami Trail2800 N. Horseshoe Drive50 S. Wilson Blvd.2335 Orange Blossom Drive

Constitutionals

Contact Us

Board of County Commissioners252-8097 www.colliergov.net/bccAirport Authority • 642-7878 www.colliergov.net/airportauthority County Attorney’s Office • 252-8400 www.colliergov.net/countyattorney County Manager’s Office • 252-8383 www.colliergov.net/countymanager Pelican Bay Services • 597-1749 www.pelicanbayservicesdivision.net

Administrative Services 252-8721Facilities Management • 252-8380 www.colliergov.net/facilities Fleet Management • 252-2277Human Resources • 252-8460 www.colliergov.net/HR Information Technology • 252-8794Purchasing • 252-8407 www.colliergov.net/purchasing Risk Management • 252-8461

Growth ManagementConstruction & Maintenance 252-8192 www.colliergov.net/growthmanagementAlternative Transportation Modes • 252-8192 www.colliergov.net/ATM Metropolitan Planning Organization 252-8192 www.colliermpo.netRoad Maintenance • 252-8924 www.colliergov.net/roadmaintenance Stormwater Management • 252-8924 www.colliergov.net/stormwater Traffic Operations • 252-8260 www.colliergov.net/trafficoperations Transportation Engineering • 252-8192 www.colliergov.net/transportationengineering

Growth ManagementPlanning & Regulation252-2400 www.colliergov.net/growthmanagement Building Review and Permitting • 252-2400 www.colliergov.net/permitting Operations and Regulatory Management 252-2400Code Enforcement • 252-2400 www.colliergov.net/code Comprehensive Planning • 252-2400 www.colliergov.net/planning Engineering • 252-2400 www.colliergov.net/engineering Environmental Services • 252-2400 www.colliergov.net/environmentalTransportation Planning • 252-2400 www.colliergov.net/transportationplanning Zoning & Land Development Review 252-2400 www.colliergov.net/zoning

Management Offices 252-8999Bureau of Emergency Services • 252-3600 www.colliergov.net/bes

District 20 Medical Examiner’s Office 434-5020Emergency Management • 252-3600Emergency Medical Services • 252-3740Isles of Capri Fire Control and Rescue District • 394-8770Ochopee Fire Control and Rescue District695-4114

Collier Information Center • 252-8444Communication and Customer Relations 252-8848 www.colliergov.net/communication General Information/Switchboard • 252-8999Office of Management and Budget • 252-8973 www.colliergov.net/omb Tourism • 252-2384 www.colliergov.net/tourism www.paradisecoast.com

Public Services252-8468 www.colliergov.net/publicservices Coastal Zone Management • 252-5342 www.colliergov.net/coastalzonemanagementDomestic Animal Services • 252-7387 www.colliergov.net/petsHealth • 252-8200 www.colliergov.net/health Housing and Human Services • 252-2273 www.colliergov.net/humanservices Library • 593-3511 www.colliergov.net/library Museum • 252-8476 www.colliergov.net/museum Parks and Recreation • 252-4000 www.colliergov.net/parks University Extension • 353-4244 www.colliergov.net/extension Veteran Services • 252-8448 www.colliergov.net/veterans

Public Utilities252-2540 www.colliergov.net/publicutilities Planning & Project Management • 252-4285 www.colliergov.net/ppmd Pollution Control • 252-2502 www.colliergov.net/pollutioncontrol Solid Waste Management • 252-2508 www.colliergov.net/recycles Utility Billing and Customer Service • 252-2380 www.colliergov.net/utilitybilling Wastewater Department • 591-0186 www.colliergov.net/wastewater Water Department • 252-6245 www.colliergov.net/water

Stay Connected with Collier County:

www.colliergov.net

Dedicated to Jim MuddCollier County Manager

2002 – 2009