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Agenda 05/10/2016 PELICAN BAY SERVICES DIVISION Municipal Services Taxing and Benefit Unit NOTICE OF PUBLIC MEETING TUESDAY, MAY 10, 2016 THE AD HOC COST SAVING STRATEGIES COMMITTEE OF THE PELICAN BAY SERVICES DIVISION WILL MEET ON TUESDAY, MAY 10 AT 9 AM AT THE PELICAN BAY SERVICES DIVISION, 3RD FLOOR OF THE SUNTRUST BLDG., SUITE 302, LOCATED AT 801 LAUREL OAK DRIVE, NAPLES, FL, 34108. AGENDA 1. Pledge of Allegiance 2. Roll call 3. Agenda approval 4. Audience comments 5. Initial goal statement — commentary from the Chair 6. Review existing PBSD landscape budget 7. Review existing PBSD landscape organization 8. Review of local wage levels 9. Preliminary cost reductions available — no change in basic "model" 10. "Model" alternatives a. Scope of work modifications b. Expanded use of temporary employees c. Benefit "stripping" d. Outsource some/all landscape function to private contractors e. Changes to PBSD Ordinance i. Independent MSTU for landscape ii. Abandon landscape function altogether f. Other 11. Forward Plan a. Review similar communities with alternative structures i. Pelican Marsh — "independent" district within county ii. Bonita Bay — "private" property, without county affiliation b. Feasibility study of various models 12. Adjourn ANY PERSON WISHING TO SPEAK ON AN AGENDA ITEM WILL RECEIVE UP TO THREE (3) MINUTES PER ITEM TO ADDRESS THE BOARD. THE BOARD WILL SOLICIT PUBLIC COMMENTS ON SUBJECTS NOT ON THIS AGENDA AND ANY PERSON WISHING TO SPEAK WILL RECEIVE UP TO THREE (3) MINUTES. THE BOARD ENCOURAGES YOU TO SUBMIT YOUR COMMENTS IN WRITING IN ADVANCE OF THE MEETING. ANY PERSON WHO DECIDES TO APPEAL A DECISION OF THIS BOARD WILL NEED A RECORD OF THE PROCEEDING PERTAINING THERETO, AND THEREFORE MAY NEED TO ENSURE THAT A VERBATIM RECORD IS MADE,WHICH INCLUDES THE TESTIMONY AND EVIDENCE UPON WHICH THE APPEAL IS TO BE BASED. IF YOU ARE A PERSON WITH A DISABILITY WHO NEEDS AN ACCOMMODATION IN ORDER TO PARTICIPATE IN THIS MEETING YOU ARE ENTITLED TO THE PROVISION OF CERTAIN ASSISTANCE. PLEASE CONTACT THE PELICAN BAY SERVICES DIVISION AT (239) 597-1749 OR VISIT PELICANBAYSERVICESDIVISION.NET. Agenda Item#5 Page 1 of 2 Cost Saving Strategies Committee Underlying Philosophy • Initially focus exclusively on Landscape related functions (no examination of water management, lighting, etc.) • Avoid any tendency to micro-manage the existing structure (brands of equipment or chemicals selected, function or design of irrigation systems, employee selections, pay scale justification, etc) Initial Goals 1. Understand our current functional responsibilities and costs • What exactly are we currently doing • Who is performing the work • Who is managing the work • Review existing work protocols and performance criteria • What are the direct and indirect costs for employee and temp labor (including benefits) • What are the management and administrative costs • What are the allocated costs by the county and the basis for the allocation (liability, fees to property appraiser and tax collector, etc.) • Other costs (what goes away if all landscape activities are eliminated, include building rentals, equipment cost, equipment storage and maintenance, etc) • Perceived advantages/disadvantages associated with being joined at the hip with Collier County (prescribed purchasing protocols, prescribed vendor lists, prescribed equipment maintenance /fueling at fleet services, compliance management time and/or performance complications, etc.) IL Comparison with similar communities • How do other similar communities manage the Landscape function • Cost and/or quality comparison • Specific comparison with at least two representative communities Pelican Marsh & Bonita Bay for starters Ill. Understand cost savings associated with "partial"outsourcing of the Landscape function • Expanded use of temporary, non-county employees performing work • Alternative "employee leasing" options • County Management Team • County equipment Agenda Item#5 Page 2 of 2 IV. Understand costs associated with full outsourcing of the Landscape Function • What in-house management responsibility remains • What are the characteristics of the "approved" palate of suppliers (high cost/ low cost, high quality/ low quality) • What cost savings are possible (make a direct comparison between existing PBSD model with actual quote from a specimen supplier for a specified portion of Pelican Bay) V. Consider potential for and cost savings associated with "independent" vs. "dependant"MSTU • History of Pelican Bay Improvement District (independent MSTU predecessor to dependant PBSD) • Precedents for conversion/ likelihood of success • Cost and functional advantages —purchasing, employee flexibility, etc. VI. Potential for full transfer of Landscape function to Pelican Bay Foundation (or other), including likelihood of County agreement, cost, management and quality control VII. Other "model"modifications to be identified Agenda Item#6 Page 1 of 2 CO N00M 0 OVNNOONO0N0 B 0063 0NM0V) T COOr NMOSOD 0NO V 0 COOO6060 i7 M V M aC h N h O CV CO h MV•t69N N�O - O a n N 0 N M O tD CO-M 0 N N Hu' V63 v r M 0)(9696900 o fN (9N669 NCA OA 61O CO C)r N 49 N NN 6- NO N a to M A A f9 4) 1 V>Th- 064 N6A(A V6AC) M 69 Z.C. MM 69 Lc; co- ..-- CA 9 lA 000$00 0 0 0 0 0 0 T.-0 h..e- 0 0 0 0 0 2 N.w ,v v CO N tri or; (8 (`oi) .0 oio N O '0 N 7 U o. co U- .4 0 ,O d 0. v88aCO ' 0 0 a ro v u) " Um6* o 6C/3NCO to 0 to N h 0 CD 0 ; r N A(j N 6 0 co U 1 O 0T _ = ' 0490C co O000000p006061696900pp 0 V3 0056/0p00SCD S > 0 co0069 (9 6900A 0 CA O ti•4 (0M L C t ! 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H i0 01 N O O) N 0 0 69 69(0 r(9(A69 c•49 IA 69 69 69 69 49 0 V) CC) (O N.r� 49 49 44- 49 C9 69 O eC t9 (A 'fl S WTie v 2 d. C fQ N C) 0 O Jy' �Q> w 0 t Ta cc C 4, o 2;Q V c 0 L J • E o E F g Ti v, w m . y § Uc • 4 tco4) � i_ CO 4f EQ t0 QL 4.3) W N d 0 N cO)C gwy V C) C N NL O V 1 N L N E Cod C. Q0 g C 8 pV Lara yF NgC ?Li. c ° o0. ttecba,FE8oi2069- ay.g LLomc. w' 2>O G5N � ifl o �• 82dCt -4y U 006cAmrnElz C '6 - a LLai . , =i7C'cC` eco c) cc Loc ''-o o E6coz-- om0ac 2 a YE00p_F52SJUwaJar-}-mJU - 5.sm co a o .0 a Q a Q LL Agenda Item#6 Page 2 of 2 h o 0 0 000 000000 0 0000 0 CNE•d•'d 0 0 00 r==70 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 N 0 CO 0 0 0 0 N 13 oEn OOOf-N 0 W) 00COC O ‘1-11 N 0 CO N.10. CO �.. c O Eft EO EO t`N t:N MM CO CC4p�O N O) 0 )0 -E!)0 CO 0) 0 U. 0)CO N N-69 69 0)69(4 69 O N n CO CO N 1+ En FA 69 69 69 69 69(4 64 69 69 N 69 t`M 0) N 69 N. 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C 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O CO 0 0 0 U)' C 69E0 09 69 61 69 C0a 69696900690696969 0 O co N 0 CO 3 E O C) 0 CO69 6,« 49 6` 0 0 69 W R 69 69 C bE R 6A 3 0 S E 75 8 ors U ihi N E 8'a D co 4gii60 , a;..eTa- 5 n 6„ya'5 C e LL c i'a m °a) E5Dn 6 • E — f03c� ,E�mW c.c o.tu' oaiaa' E 0” Q• o dad o a`' a c N �c 0.'full tL6Ta aS°•N. a U i i 1 1 1 i i 1 i Agenda Item#7 Page 1 of 1 I.) ),V (?) vi d tY K r 3 C a -) ii) 15 ii 0 1-4-: _ - V) .i.i ) '-- 1 .> 6 0 6•1A 1 0 iJHJ Aa if 11 � r � 2 (I) I a) cir -ii _ 0 U t I IT ti - irii - r v-i_ . ._ s _i_ ii 1. I ____ _ .___ 1 1 I "1 --. — i 1 i 1 i /LILO I $ ri, , - t\) (1) li. -� .� iF>% 1 (0 -2 — il it Ca 0 ); c-- 0 ' 1'..\ li ii II !1-2 ' '''- d z-\ _ _EA",; ,..7 1- I- C 9 c —a, • tri li =1 v L) DI : III _ ri _ p _if li T k e4 - 11 - i; Cl.a) i gg II 11 41 f I 1- 1 f Itv 0.. !)/), t.),.. i3 .4 ? J ?i, ED r, Agenda Item#8 Page 1 of 4 Wage Rate Commentary - 2016 Private Landscape Contractor The hourly wage range for Landscape labor is $12,50 - $20.00. No benefits are typically provided, other than an adequate supply of T-shirts identifying the company. Virtually all employees are of Hispanic origin, "ostensibly" legal, reliable and reflect good work habits and reasonable tenure. Experience has demonstrated that wages below $12.50 are not adequate to attract employees capable of competent performance and/or able to demonstrate acceptable work habits. Employees are generally offered the opportunity to work 5-10 hours of overtime, paid at 1.5 times the base hourly wage.... nearly all take advantage of the OT opportunity. Experience indicates that the employees rely on the extended hours (and income) to satisfy overall compensation expectations. Experience has shown that attempts to restrict hours to a standard 40 hour work week result in the inability to attract and retain satisfactory employees. Although all employees are expected to be capable of operating any of the relevant equipment required to execute any landscape functions, there tends to be a hierarchy in which the most competent employees are engaged in chemical application and irrigation repairs, followed by pruning. The least experienced employees operate mowers, blowers and edgers and are often times utilized as "helpers"for more sophisticated jobs, performing under the direct supervision of higher skill level employees. To compare the wage rates of a private contractor to in-house employees, one would have to recognize a "profit" mark-up by the contractor in the range of 25%+. For example, to actually access the services of a $20/hr private employee, a client would ultimately recognize $25/hour. Wage classifications would be as follows: $12.50— starting wage for employees passing the "interview filter". Employees in this category require close supervision and are expected to rapidly advance in skill level and salary over roughly two years. Employees not willing or capable of meeting the job requirements (and advancing in salary) are typically terminated. $14.50— average wage for employees deemed to be competent in most areas and who exhibit good work habits, can competently operate most equipment and do not require intense supervision. Higher skill functions such as spraying irrigation repair are not performed without one-on-one supervision. No supervisory authority is expected. $16.50— good skill levels, able to competently operate all equipment and vehicles. Able to artfully prune all plant species and often provide basic crew management. Can operate with minimal supervision. It is not uncommon for employees in this category to have many years of tenure with the organization. Agenda Item#8 Page 2 of 4 $18.50— able for perform higher level functions, including chemical application and irrigation system maintenance. Expected to be reasonably fluent in both Spanish and English. Expected to receive and understand continuing education courses and provide site supervision of other employees. Sometimes provided with a company vehicle and expected to maintain same. $20.00 —senior responsibility employees, able to competently execute any job function and provide comprehensive management of multiple work crews. Generally fluent in English and Spanish and present clearly with a managerial posture. Usually provided with a "nice" company vehicle (recent vintage, full size truck) and expected to maintain same. Note: The ability to drive and/or speak fluent English and Spanish is considered a valuable skill for all of the above levels. An employee will often be paid at a substantially higher pay level if they can supplement their landscape skills with these capabilities. Collier County Landscape Employee The hourly wage range for county Landscape labor is roughly $12 - $32. Employees must pass background checks and be "drug free". Benefit package is generous, including paid vacation, 80% premium coverage for health insurance, dental insurance, defined benefit retirement plan, deferred compensation 457 retirement plan, life insurance, long disability insurance and short term disability insurance. Uniforms are provided (including shirts, pants and shoes), along with laundry expense. Cell phones are provided which allow personal use during non-working hours. There is a long tradition of extended work hours, dating back to the WCI control of the PBID. Employees have come to expect at least eight hours of overtime each week (48 hours total) and are paid at 1.5 time the base wage for hours exceeding 40. The consensus is that the extended hours are necessary to retain competent employees. All employees are expected to be available to operate any equipment and/or vehicles. Past practice has been to segregate employee groups into functional areas (mowing, pruning, spraying), with experiential (and compensation) hierarchies forming in each area. Wage classifications would be a follows: $11.87 - $15.58— County Maintenance Worker-- basic wage for competent employees, able to operate any assigned equipment and/or vehicle. Employees in this category require supervision, and in turn, are able to provide rudimentary supervision of temporary contract employees ("temps"). $16.06 - $21.09—County Maintenance Specialist—a senior employee, expected to have substantial experience in all functional areas, and able to provide competent supervision of other county employees and/or temporary contract employees. The employee should be able to perform routine equipment maintenance and repair. Agenda Item#8 Page 3 of 4 $21.00 - $32.00 - Field Supervisor—a senior employee capable of providing comprehensive employee management in any functional area, including scheduling, training, quality control, employee evaluation, etc. The employee is expected to have received some relevant advanced education and regularly receive and understand continuing education courses, participate in equipment specification/selection and may participate in organizational and operational strategy decisions. Temporary Contract Employee ("Temp") The "effective"wage range for Collier County government temporary landscape labor is $13.60 - $16.32 per hour. Actual employee wages are correspondingly$10.00 - $12.00, reflecting the mark-up of the agency securing the employee. No benefits are typically provided, other than an adequate supply of T-shirts (provide by the county). These employees are considered "basic day labor" and are not expected to possess any particular skill set. Wages are congruent with other entry level wages in the greater Collier county area, including fast food workers, grocery stock clerks, etc. PBSD has little control over the initial selection of each employee. The agency providing the employees has been selected by the County and PBSD has no latitude to investigate alternative sources. The agency reports that they are now finding it difficult to supply even minimally capable employees at these wage levels. Temporary employees are functionally restricted, by the supplying agency, for insurance reasons (not to mention capability and presumably profit margin). The work activity of a category 1 temp ($10.00/hour) is restricted to edging, blowing and pruning. Category 2 temps ($12.00/hour) may engage in category 1 activity, as well as mowing and driving a utility vehicle (Kubota). No temporary worker is allowed to operate a truck or licensed vehicle. Because of the functional restrictions and competence limitations, temp workers can only work under the close supervision of a regular county employee, typically with a span of control not exceeding three. Contemporaneous reports indicate that temporary employees are beginning to "move around"for modest increases in wage and that the temp agency is having difficultly identifying new employees willing to work at their prevailing wage levels. The expectation is that temp worker cost will be increasing in the immediate future. Side note: There is some history of private landscape contractors utilizing contract employees, strictly as a means of shielding their organizations from employer related responsibilities/ liabilities. In those cases, the contractor typically identifies the candidate, sets the initial wage level, determines the promotion sequence, etc. The contractor reports the employee particulars to the "employee leasing agency" and they provide the employee /contractor shield. The leasing agency never actually interviews (or even meets with) the candidate. Agenda Item#8 Page 4 of 4 Wage commentary The direct wages provided to county landscape employees do not depart materially from those common to private landscape contractors. Private contractors are expected to make a profit margin, not included in a county organization. Thus, the net wages faced by a client (us) would be expected to be roughly 50%-F higher than stated above. Compensation paid to County employees does, however, carry the weight of a generous benefit package. Similar benefit packages are a requirement in both private industry and at the municipal level for securing the services of professional employees engaged in urban planning, utility management, advanced purchasing protocols, etc. These packages are not, however, common to the private workforce engaged in landscape activities. To that extent, organization under the county umbrella complicates our ability to deliver landscape services at market rates. Extended hour work weeks, including at least eight hours of overtime, are common to both private landscape contractors and county landscape workers. There is a widely held belief that any attempt to reduce the work week to a standard 40 hours, would make it unreasonably difficult to hire and retain satisfactory employees. Temporary workers (as currently available to PBSD) are paid significantly less than either county employees or private contractor norms. In classical example of"you get what you pay for", these employees typically present with minimal relevant experience, require significant amounts of training and supervision, and are restricted to the least taxing activities within the functional universe. There are distinct limits in the number of temps which can be metabolized by the existing county management team. It would probably be unreasonable to believe that the PBSD Landscape workforce could be assembled exclusively with temporary employees. Commentary from the Chair Over the last ten years, there has been a distinct emphisis on keeping PBSD assessments low and static. This frugal financial perspective has persisted, in spite of the substantial additions to the pallet of PBSD responsibilities, including Clam Pass and Clam Bay management obligations and water quality in the numerous storm water management lakes within Pelican Bay. During this time frame, the division has also faced numerous and uncontrollable increases on the expense side, from the cost of reclaimed water to spikes in the cost of fertilizers and fuel. In our laudable effort to restrain assessments, (and to use a landscape analogy), we have allowed the appearance of Pelican Bay to "go to seed". During the last two years, there has mercifully been a recognition of this deterioration and an effort made to "get back to the dock". This has precipitated some eye-popping annual percentage increases in the PBSD assessment for FY2015 and 2016. There is every reason to believe that the recovery remains incomplete and that there is still some serious work to be done in future years. These recent increases in PBSD assessments have precipitated a strong interest in "pulling a comb" through our existing costs and examining potential changes in the division model for delivering landscape services. That is the charge of this committee. Anyone who has been through this exercise in private industry knows that the process invariably ruffles feathers. Recommendations to terminate or change a traditional activity results in isolated push-back, much like trying to close an obsolete military base. Additionally, the process eventually examines the big cost "gorilla" in the room.... labor. For the purposes of this committee, I would like to avoid commentary on the morality of providing "living wages", dislocations associated with any reduction in force, or even opinions on the suitability of pine straw vs. mulch. Let's examine the FACTS and leave any implementation decisions to those at a higher pay grade, and with the expectation that any decisions will be made in ways which recognize our fiduciary obligations to our owners as well as our moral obligations to our employees. Finally, let me remind everyone of the relative magnitude of the costs we are about to examine. The aggregate appraised value of property in Pelican Bay exceeds five billion dollars. The median price of a residential unit exceeds $1M. Our annual assessment to protect the setting of these assets is less than one tenth of one percent of their value.... low in comparison to valuation and also low compared to similar communities in the area. With that as the backdrop, this committee should thoughtfully examine any potential cost savings available, either through elimination of redundant services or basic changes in delivery protocol, but should not be eager to endorse any proposal which would be accompanied by a downgrade in the appearance of the community. Cost Saving Strategies Committee Underlying Philosophy • Initially focus exclusively on Landscape related functions (no examination of water management, lighting, etc.) • Avoid any tendency to micro-manage the existing structure (brands of equipment or chemicals selected, function or design of irrigation systems, employee selections, pay scale justification, etc) Initial Goals Understand our current functional responsibilities and costs • What exactly are we currently doing • Who is performing the work • Who is managing the work • Review existing work protocols and performance criteria • What are the direct and indirect costs for employee and temp labor (including benefits) • What are the management and administrative costs • What are the allocated costs by the county and the basis for the allocation (liability, fees to property appraiser and tax collector, etc.) • Other costs (what goes away if all landscape activities are eliminated, include building rentals, equipment cost, equipment storage and maintenance, etc) • Perceived advantages / disadvantages associated with being joined at the hip with Collier County (prescribed purchasing protocols, prescribed vendor lists, prescribed equipment maintenance /fueling at fleet services, compliance management time and/or performance complications, etc.) ll. Comparison with similar communities • How do other similar communities manage the Landscape function • Cost and/or quality comparison • Specific comparison with at least two representative communities Pelican Marsh & Bonita Bay for starters Ill. Understand cost savings associated with "partial"outsourcing of the Landscape function • Expanded use of temporary, non-county employees performing work • Alternative "employee leasing" options • County Management Team • County equipment IV. Understand costs associated with full outsourcing of the Landscape Function • What in-house management responsibility remains • What are the characteristics of the "approved" palate of suppliers (high cost/ low cost, high quality/ low quality) • What cost savings are possible (make a direct comparison between existing PBSD model with actual quote from a specimen supplier for a specified portion of Pelican Bay) V. Consider potential for and cost savings associated with "independent" vs. "dependant"MSTU • History of Pelican Bay Improvement District (independent MSTU predecessor to dependant PBSD) • Precedents for conversion / likelihood of success • Cost and functional advantages — purchasing, employee flexibility, etc. VI. Potential for full transfer of Landscape function to Pelican Bay Foundation (or other), including likelihood of County agreement, cost, management and quality control VII. 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Virtually all employees are of Hispanic origin, "ostensibly" legal, reliable and reflect good work habits and reasonable tenure. Experience has demonstrated that wages below $12.50 are not adequate to attract employees capable of competent performance and/or able to demonstrate acceptable work habits. Employees are generally offered the opportunity to work 5-10 hours of overtime, paid at 1.5 times the base hourly wage.... nearly all take advantage of the OT opportunity. Experience indicates that the employees rely on the extended hours (and income) to satisfy overall compensation expectations. Experience has shown that attempts to restrict hours to a standard 40 hour work week result in the inability to attract and retain satisfactory employees. Although all employees are expected to be capable of operating any of the relevant equipment required to execute any landscape functions, there tends to be a hierarchy in which the most competent employees are engaged in chemical application and irrigation repairs, followed by pruning. The least experienced employees operate mowers, blowers and edgers and are often times utilized as "helpers" for more sophisticated jobs, performing under the direct supervision of higher skill level employees. To compare the wage rates of a private contractor to in-house employees, one would have to recognize a "profit" mark-up by the contractor in the range of 25%+. For example, to actually access the services of a $20/hr private employee, a client would ultimately recognize $25/hour. Wage classifications would be as follows: $12.50 — starting wage for employees passing the "interview filter". Employees in this category require close supervision and are expected to rapidly advance in skill level and salary over roughly two years. Employees not willing or capable of meeting the job requirements (and advancing in salary) are typically terminated. $14.50 — average wage for employees deemed to be competent in most areas and who exhibit good work habits, can competently operate most equipment and do not require intense supervision. Higher skill functions such as spraying irrigation repair are not performed without one-on-one supervision. No supervisory authority is expected. $16.50 — good skill levels, able to competently operate all equipment and vehicles. Able to artfully prune all plant species and often provide basic crew management. Can operate with minimal supervision. It is not uncommon for employees in this category to have many years of tenure with the organization. $18.50 — able for perform higher level functions, including chemical application and irrigation system maintenance. Expected to be reasonably fluent in both Spanish and English. Expected to receive and understand continuing education courses and provide site supervision of other employees. Sometimes provided with a company vehicle and expected to maintain same. $20.00 — senior responsibility employees, able to competently execute any job function and provide comprehensive management of multiple work crews. Generally fluent in English and Spanish and present clearly with a managerial posture. Usually provided with a "nice" company vehicle (recent vintage, full size truck) and expected to maintain same. Note: The ability to drive and/or speak fluent English and Spanish is considered a valuable skill for all of the above levels. An employee will often be paid at a substantially higher pay level if they can supplement their landscape skills with these capabilities. Collier County Landscape Employee The hourly wage range for county Landscape labor is roughly $12 - $32. Employees must pass background checks and be "drug free". Benefit package is generous, including paid vacation, 80% premium coverage for health insurance, dental insurance, defined benefit retirement plan, deferred compensation 457 retirement plan, life insurance, long disability insurance and short term disability insurance. Uniforms are provided (including shirts, pants and shoes), along with laundry expense. Cell phones are provided which allow personal use during non-working hours. There is a long tradition of extended work hours, dating back to the WCI control of the PBID. Employees have come to expect at least eight hours of overtime each week (48 hours total) and are paid at 1.5 time the base wage for hours exceeding 40. The consensus is that the extended hours are necessary to retain competent employees. All employees are expected to be available to operate any equipment and/or vehicles. Past practice has been to segregate employee groups into functional areas (mowing, pruning, spraying), with experiential (and compensation) hierarchies forming in each area. Wage classifications would be a follows: $11.87 - $15.58 — County Maintenance Worker— basic wage for competent employees, able to operate any assigned equipment and/or vehicle. Employees in this category require supervision, and in turn, are able to provide rudimentary supervision of temporary contract employees ("temps"). $16.06 - $21.09 — County Maintenance Specialist— a senior employee, expected to have substantial experience in all functional areas, and able to provide competent supervision of other county employees and/or temporary contract employees. The employee should be able to perform routine equipment maintenance and repair. $21.00 - $32.00 - Field Supervisor— a senior employee capable of providing comprehensive employee management in any functional area, including scheduling, training, quality control, employee evaluation, etc. The employee is expected to have received some relevant advanced education and regularly receive and understand continuing education courses, participate in equipment specification/selection and may participate in organizational and operational strategy decisions. Temporary Contract Employee ("Temp") The "effective" wage range for Collier County government temporary landscape labor is $13.60 - $16.32 per hour. Actual employee wages are correspondingly $10.00 - $12.00, reflecting the mark-up of the agency securing the employee. No benefits are typically provided, other than an adequate supply of T-shirts (provide by the county). These employees are considered "basic day labor" and are not expected to possess any particular skill set. Wages are congruent with other entry level wages in the greater Collier county area, including fast food workers, grocery stock clerks, etc. PBSD has little control over the initial selection of each employee. The agency providing the employees has been selected by the County and PBSD has no latitude to investigate alternative sources. The agency reports that they are now finding it difficult to supply even minimally capable employees at these wage levels. Temporary employees are functionally restricted, by the supplying agency, for insurance reasons (not to mention capability and presumably profit margin). The work activity of a category 1 temp ($10.00/hour) is restricted to edging, blowing and pruning. Category 2 temps ($12.00/hour) may engage in category 1 activity, as well as mowing and driving a utility vehicle (Kubota). No temporary worker is allowed to operate a truck or licensed vehicle. Because of the functional restrictions and competence limitations, temp workers can only work under the close supervision of a regular county employee, typically with a span of control not exceeding three. Contemporaneous reports indicate that temporary employees are beginning to "move around" for modest increases in wage and that the temp agency is having difficultly identifying new employees willing to work at their prevailing wage levels. The expectation is that temp worker cost will be increasing in the immediate future. Side note: There is some history of private landscape contractors utilizing contract employees, strictly as a means of shielding their organizations from employer related responsibilities / liabilities. In those cases, the contractor typically identifies the candidate, sets the initial wage level, determines the promotion sequence, etc. The contractor reports the employee particulars to the "employee leasing agency" and they provide the employee / contractor shield. The leasing agency never actually interviews (or even meets with) the candidate. Wage commentary The direct wages provided to county landscape employees do not depart materially from those common to private landscape contractors. Private contractors are expected to make a profit margin, not included in a county organization. Thus, the net wages faced by a client (us) would be expected to be roughly 50%+ higher than stated above. Compensation paid to County employees does, however, carry the weight of a generous benefit package. Similar benefit packages are a requirement in both private industry and at the municipal level for securing the services of professional employees engaged in urban planning, utility management, advanced purchasing protocols, etc. These packages are not, however, common to the private workforce engaged in landscape activities. To that extent, organization under the county umbrella complicates our ability to deliver landscape services at market rates. Extended hour work weeks, including at least eight hours of overtime, are common to both private landscape contractors and county landscape workers. There is a widely held belief that any attempt to reduce the work week to a standard 40 hours, would make it unreasonably difficult to hire and retain satisfactory employees. Temporary workers (as currently available to PBSD) are paid significantly less than either county employees or private contractor norms. In classical example of"you get what you pay for", these employees typically present with minimal relevant experience, require significant amounts of training and supervision, and are restricted to the least taxing activities within the functional universe. There are distinct limits in the number of temps which can be metabolized by the existing county management team. It would probably be unreasonable to believe that the PBSD Landscape workforce could be assembled exclusively with temporary employees. Immediate Cost Savings Potential—no change in "Model" Delete additional Sheriff patrols—savings $30,000 • 129 patrol reports in 2016-17, 13 "safety" citations (7 rolling stops, 6 speeding), 6 "other" citations (expired DL, expired Tag, etc) • $2,308 per safety citation • No police activity unique to "season" Delete(added) Street Sweeping—savings $21,100 • We sweep weekly, county sweeps monthly—25% of sweeps are redundant • Marion blows streets weekly, removing all but"heavy"materials (ie. pebbles) • Sweeper not capable of removing materials heavier than blowers capability Delete Holiday Decorations at entry—savings$8,000 • Municipalities not generally responsible for holiday decorating of private neighborhoods • Logical expense for Pelican Bay Foundation Modify Employee Uniform Policy—savings up to $9,120 • County employees currently provided with shirts,pants and shoes • Temporary employees provided T-shirts only • County pays for laundry expense • Private contractors typically provide T-shirts only • Private contractors typically require employees to exhibit proper hygiene, including clothes laundered at own expense • Should provide T-shirts only to employees (12 shirts/year, $15/shirt, 16 employees, $2,880 annual cost) Reduce "unusable" Reserves—savings of$43,900 • Proposed budget includes$483,839 for Landscape"Reserves for Operations" • Proposed budget includes $164,000 for Landscape "Reserves for Equipment" • County recommends (but does not require) 15-30%of assessment • Reserves are typically carried forward to"Revenue" in following year and would normally be a"Balance Sheet" asset in a private enterprise • We are proposing a 2017 reserve of$647,839, $43,900 more than the corresponding carry forward from 2016. The net difference creates a 2017 expense. • Further reducing reserve accrual to 15% would release $210,820 for either cost reduction or performance enhancement—one time savings which could be consciously spread over several years CIP Forward Funding—savings up to existing CIP Capital Project Balance • Original CIP Capital Plan has been formally abandoned • Unnecessary to continue accruing and/or maintaining funds for an inactive legacy program • Existing allocated CIP funds could be released to enhance on-going landscape replacement activity(material replacements, not routine maintenance activity) Proposed FY 2017 Budget - Rebalanced • Reflects actual utilization of employees and temporary workers • Non-landscape related expenses stripped out • Proportional allocation of County OH charges (from Water Management) • Reflects actual utilization of Marion's building cost • Balancing of Information Tech allocation • Deletion of funds trapped in the financial "do-loop" of Reserves/Carry Forward (not actually available for planned spending) This cost summary represents the actual PBSD cost of delivering only Landscape related services U) n N g L N N N n -N 11:114 A 0 ° E N S C J ❑ y OO ❑J O N T U E cE off. 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CD 0 1 , ' iii ''' 71 , g O. ° '<I; • ,.. — f j) C Ts' ?,2'•g ;-El 4 , ,14 — 11- 1g ' iG- ' n ....) 4) .g c, .1.1• 11 '[.1 i ' j CD .../ J E,73--- ,91 g , l i - LP II _ § U 4 ;-,- I ,- r2 I.)!•••5' . 0 f -II 5 mum .1.11 ...tr0 a) _.) st, 1 -51 ,1•,_-i-:‘, ii - 31, , _ 1 1 Ii a. a titHf iv 0 • -- - - - ,..,„131 -- (?) o .01 •). .th ..z Proposed FY 2017 Appropriations — Rebalanced — County Burden Reflects actual PBSD cost of delivering landscape services, stripped of those direct and allocated charges from Collier County which would not be customary for a private landscape contractor engaged in a similar activity (generous benefit package, allocated chages from Tax Collector and Property Appraiser, allocated costs for County overhead, etc.) This cost summary represents the baseline cost of executing the landscape function for those areas currently being maintained in Pelican Bay, utilizing the existing employee structure, base compensation levels and management protocols — essentially highlighting the costs uniquely associated with operating as part of the County apparatus a) U C 7 N c a) N C _ C a) N Q o f6 C 4) cn N b oN oter . 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C E C N OO CO 69 Jto .. coa) a u a) a.0 0- Ca O ix Ey c ` C :4 C C a j '6 Cl) 'a i , 2 O E 06 N R o () N 0 0 t o .co C o co N C C CU H U .0 C ac0 C)) a) O` CoN O 2 •` Ns U m a) Ea E a) E a) o- rNi C �- F- O. 0 y c N c '0) Q Q C c co 0 -o .4 rn otS 2 J C a) C6 Y Q 76 Q N 7 C O 0 LL C .0 a) to Q 6s , '(� a)Lu Eto 0ws- 03 C °) u3. a) I- 1- y N Q w a`) o � a o co C C c m cn 2 ? o. .o 0 op o d a :° �' � 2 i a .� U iv z,' 0 v co w0 0 o v 0 N to aa) c O a 0 a) a %,,.., Q rn C o 7 o_ m 0_ N a) o 0 T + CU 0 NYt aw m o0 00m o y E) c O Um ;e Z Z E U o a) C 'C - U 7 a) O CO 0 C Q'_c = t- .0 N O C I al al 0 co a) a) CS a) X 0 a) X a) QC CSU a) O .C •— E 0) to Ca E oa) u_ co WJLLEtO. 2 W OJO_ 0_ H W m cii 7, 00 cC IY W yl- 0_ oL a) 0 0_ 0 ProForma Operating Budget® Employees stripped of Benefit Package Reflects the saving (cost increase) of utilizing an employee leaseback agency to strip out the Collier County employee benefit package Assumes that management staff remains a County Employee Assumes that field employees operate under the shield of an agency, marking up the direct cost of employees by the same amount (36%) that the existing temp agency which provides temporary employees. Note that costs actually INCREASE because of the assumed mark-up by the leaseback agency. This is congruent with the findings of private employers who typically operate under this structure only for employees who are needed for discrete, non-full time periods. U) a) a) 0 Q E a) co as co m co c E 4 Q c -0 a) c ti c0 r E ' a) co V E 0 L o o 03 CA coCD U) a) co>- O c CU >, CO o '00 O N j a) LL 2 i0 I Vr N 0 w a0 CD 2 cO ai -v o o c Z. o RS .iii c C Q. If; 0 w O d . 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E:1V Zn 0Vl 0 0i — V1 N Cr, 0 00 en 01 N 0 N en 01 N V1 vl 00 •v7 d- d• 00 tO d• d• en en N d• V1 d• v1 en en N N N N Ln p 69 69 68 69 64 48 69 64 64 69 44 69 69 69 49 69 69 69 69 69 604 00 0-i c cu =" CA N.1144 o 0 U d VI p5. p a o b N coU O ea N OQ `n 4..� CL, cc9 4.) al NN N 5 a Oo 0 p L t. o o ao c " °A °' o E elc C. v p b $ � oV) L. o i o i o �. .a4.) >~ el p waa „ o ati a wtiar:4w0d00tiUd w en Ln r-I en e-I Ln N O Ol 01 l0M 0 00 d' 01 d' l0 .-1 00 M M d' 4* Ln 00 01 N N r-1 N M O N %i r-1 r-I N r-I N 01 0 0 0 CI d' I.11 00 4-1 Ln Ln Ln r--. d 1 ' O In Ln Ln Ln Ln r-1 00 N N N — 40 Ln 'r r-I r-I r-4 r-I d• al %--1 r-I %--1 r-I r-1 r-I ri I.f) r-1 r-I r-1 Scope of Work® In-house mulch generation • Production of mulch by utilizing outside contractor to grind existing horticultural trimmings • Elimination of dumpster charges for disposing of horticultural waste • Reduces cost of purchasing pine straw • Ecological benefits as well as financial savings • Does not include potential for revenue from The Club for disposing their horticultural waste S c a) E E N. ° C 12 r- U g O U Cl cu) C L m 7 E N E 0 >- � ca m L .O ami 0 0 .- ( C) N o I G I O O :6r O c ca Z" m 0 o L a, O c o U T) .— 4) U o ,- 0000000000000000000000000000000000000 CA •> t co f4 0 E4 W.E4 EA E4 E4 E4 E4 E4 E4 64 E4 64 E4 64 64 69 63 E4 E4 E4 64 00 64 64 64 E4 E4 C4 E4 EH 1064 69 E4 E4 E4 v o 1 m E a ▪ N C 0 s a c N ci Q O CO m C U) cs) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 = Q1 LL L CO N N00000000 Cfl000000640 (969640000N- 6900010640000 (U V cc-) Ind' 00 N U)OO N- U) CO. 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(R ER N- _ 64 ER 0 CO CO 0 0 ER ER ER 69 ER Eft ER 69 .C+ N N ER 'X W aa)) a) 0 Q cL E i R 06 LL O- E (a y c 02$ O p U y O a)E U '16 C C 06 C CN) C C (C -C 0.' a) U) a) N = i 'c U a a u E N E 0 a a M w i- C. CL � g c .C (° ¢LC Ec= 83 ALL wE mto LL c � % Z y " 0. 111) E C d 2 co, .a c) 8 o a N O` 0 .u-1 O a a)) Li 'u Q _ >. 1 c .� O` 0 � m f6 (C6 C0 .(2 ' 0 T a s .0 0 O y �O O- 0 O- W (o (TU 0 a) a) _o :)_c c (o .z o� o c 0)0Q I- ,� a) - ac) a' asoO °) Omcy � c 03a of .co .c O r• C U 5 ac) a) (a4 O Q- -c (O`A c a) m 0 (E4 (°a N N 6 d X O` a • a) o Q5 60 a) o .c - E 0) a) '() E m wLL (owJLLLYa. W o :) aaf- W m i 650cQw w1- a 0 cL 0 Scope of Work —encs mauMenance of turf areas between curb and skdewaik Photos attached - Two specimen areas of Pelican Bay showing the county Right- of-Way (RNV) and the surrounding sidewalks and landscape areas. o Photo 1 is typical of the primary boulevards (Pelican Bay Boulevard / Gulf Park Drive) o Photo 2 is typical of the single family home (SFH) areas. In both cases, one can see that the sidewalk snakes around, usually contained within the RMI but often times located entirely on private property. In the case of SFH areas, each homeowner is expected by covenant to maintain the landscaping to the roadway curb, including the county R/W. In the case of the primary boulevards, covenants are typically silent regarding maintenance of this area. Traditionally, the association maintains the landscaping up to the outer edge of the sidewalk while the PBSD maintains that portion between the sidewalk and curb. Propose adopting requirement throughout Pelican Bay that owners (including associations) maintain to curb. PBSD to maintain only medians, parks, cultisacs, and selected other areas. Foundation Covenant Enforcement (Frank Laney) has done preliminary research and finds no covenant restrictions which would prevent transfer of this maintenance responsibility Sample commentary from affected associations: Las Brisas— board actually wants to mow to curb and take over full control of area between walk and curb — believes that mowing both sides of walk simultaneously is advantage for appearance and that in-house maintenance would be superior. Willing to pay to move existing irrigation rotors located on inside of walk to curb. Interlachen — On-site Manager Bruce McGeoch would have no issue with adding on walk to curb to existing private contractors responsibilities. Interlachen actually owns and manages irrigation between walk and curb and is frustrated with regular damage to their heads by PBSD employees. Manager sees advantages and would be pleased to take over. Crescent— President Dave Cook acknowledged the advantages and his view ranges from ambivalent to positive. No issues. Chateaumere — President Terry Thompson sees no issues with adding routine maintenance (mow, blow fertilize) but would want to consider more comprehensively any obligation to move irrigation heads, if at their expense. Overall, no problems 1:S.:: Ate ''�?. ` �•c gJ } w. + i X49 w • : ' - •; � ly' �`� f yi, �i p, aa. 3Cx_' '' L"• `' � ''''.."4- i .\ a S.• ' '.4,.• Hwy _"= R'".4",.. .f" ' _ Ib ..-- „ - • a* , ,, , , -op' , ., ,,,'.4,,..'; N;r''''''‘.;,.X.„///1) 1 '-- ., 1 `a' C^ am§ f ` r 'F". • ,"A r ; t .. ...,^, ° 6 •.l s qR R y v f=ir r ^em .', C� 1� ,,, SYy' k . 17 r.1R. µyl?\ ,-. � ‘Ait,, ,. %'4%, - , \ i '','4 , i4ii 1 >,. ` **V. I ..' ' °Ai- . . dv. ,\.7...:.Pr Z;, ,( •-s- 5 q ''z'pF-***"., i,. I`. bf q';i . .,ri .. ....7.,„.1, .. .;,:t. . . 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''s aa)) a) w {aa °) 'L N Y = Q w rY to o O o O m co w v p).c O 0 m w Z Z E .c o ° '� aci a) m o °c c c o m 'a u°)i '0 . x o a) a) o c v.o a) o .c •c E rn a) 'w E w a) _ as a) a) o- a) m wLL (n2wJLLfYa. wOJaa - wm u � UUfIY W = I- a. 0 rc 5 ProForma Operating Budget— Private Contract.•r Option Reflects the potential savings associated with outsourcing all landscape related activity to one or more private contractors Calculated by soliciting a comprehensive proposal, from a representative private contractor, exclusively for the Gulf Park corridor (considered representative of Pelican Bay maintenance areas). The supplier quote was scaled to 100% of Pelican Bay utilizing accurate parcel estimates provided by Lisa Jacob. Commentary on the Specimen Private Contractor: Molter Landscape, Inc. is comprehensive landscape contractor, active in the Naples and Bonita Springs area. The contractor holds a "Lawn & Ornamental" license issued by the State of Florida providing authority to apply liquid and granular chemicals. The contractor holds an "Irrigation" licensed issued by Collier Count providing the authority to install and /or service irrigation systems. In both cases, the contractor maintains dedicated personnel familiar and skilled in each area. The contractor maintains several maintenance crews. Inside of Pelican Bay, they maintain Crescent, Isle Verde, Beauville, Sand Pointe, St. Andrews, Las Brisas, and others. MS u) o 0) C a) E6 O 2 Q. E a) o co as N C '() as 0. E °)co. 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F- W [O R oUUcecc W yF- O U cc O 0 0 0 0 0 o 0 fC al N 4.0 e--1 N CO O a) O O s-I N N 01 O I-: Q1 a�-I c-I N M0 < ,-1 0 00 c-1 Ta0 I- .4- 0 0 N O co O N M d to m cn u1 ,-1 co N ✓ co 00 cf ‘-ini m c1 Q d' Co O rl In to to ++ tD 0 N N 4 41 %-1 d N nt c--I CD N CO N u,• d' d' 01 CO T-1 Ql I� N 2 M to %-1 O L 3 is H CC CD CtS a t CZ c .0 0- >. >. 'e o5 E2 U 3 c -0 aj m F, co 3 u o_ . — a -0CZS Q 3 L >. �Y } 7 D W N u 3 CD -0 C -0 3 >. a) CO u m N — Q 3 m a a)• 0 CL) o Q 3 L _0 CO• 7 cu O a) w N c C > 3 . c o o cco 3 'L .;:v., a� L u) > '_ ++ C4- C C tC C C Cil 0 CO o o co ra a) a) Ca,2 C o to E v `° m cB ca ca, a a, (o Q a > E 7) E o V oo m m L L L - N ca ca ca ca o CCO C m m m L L -L !b 0 C C C tC co co c 0 co co U d d 0_ U toU •.- ._ ._ 4_' •4_' 4=' ._ CO 3 7 C a J a a. D_ C7 (7 C7 D_ MOLTER LANDSCAPE) 644 Hickory Road • Naples, Florida 34108 (239) 592-6770 molterlandscape@gmail.com CONTRACT Gulf Park Drive MOWING A. Mowing of turf shall be done once a week in summer months. During winter months (November - February) mowing may be done biweekly depending on growth. B. All decks, sidewalks, drives and curbs will be edged and blown off after each mowing. All beds shall be edged at least every other mowing. C. All debris and trimmings will be removed from property. D. All beds shall be sprayed for weeds as needed to keep the beds looking manicured. At no time will weed volume exceed 10%of ground cover. II TRIMMING A. All shrubs will be trimmed as often as needed to maintain the health and manicured look of the plant. Shrubs over the height of 9 feet are considered trees and their trimming will be done at an additional cost. B. All dead or interfering limbs will be removed from trees up to 12 feet. C. Queen palms will be trimmed up to 12 feet only to remove dead fronds and seed pods. Palm and tree pruning over 12 feet will be done at an additional cost. Trimming of natural areas and palmetto are not included. III FERTILIZATION AND PEST CONTROL A. Lawn will be fertilized 4 times per year using granular fertilizer. (February, May, August, and November) B. Shrubs and trees will be fertilized 3 times per year. (March,August,November). C. Turf will be treated as needed for chinch bugs, fungus, and fire ants. Shrubs will be sprayed as needed for insects and fungus that can be controlled by spray application. D. Two applications (each with a follow up) for broadleaf turf weed control will be made in the cooler months. Turf weeds that cannot be controlled chemically can be removed by hand at an extra hourly cost. E. Inoculation or drench applications for Rugose Spiraling Whitefly, Ficus Whitefly are not included in this contract. These two new pests (along with any new pests that move into SW Florida that we are not currently aware of)that require a drench application will be treated as needed after approval from the owner or manager. They will be bid and completed at an additional cost. IV SPRINKLER SYSTEM A. System will be operated as appropriate to determine if settings are correct for proper coverage and that heads are unclogged and operating properly. B. If a dry area appears,heads in the general vicinity will be checked to ensure proper working condition. C. Any damage to the system caused by maintenance firm will be repaired at no cost. D. Any failure of the system caused by others, normal use, or due to improper installation will be repaired by Molter Landscape and billed as an extra charge. E. Molter Landscape will notify management of irrigation problems as they occur. Irrigation timers,pumps,valves, and major repairs are not included in this contract price. Cost of these repairs will be on an as appropriate basis. V MULCH All beds will be mulched once per year upon request. Cost of mulching will be additional to basic contract price. Cost of mulching shall be bid prior to install. Mulching is to be done within a reasonable time of management's request. VI INSURANCE Molter Landscape will provide needed insurance and at no time will the property owner be liable for any damages or injuries to or by Molter Landscape employees or equipment. VII TERMINATION This contract will continue to be valid until either party cancels. Both parties will have the ability to cancel this Contract. Termination will be accepted upon notice. VIII ACTS OF NATURE Molter Landscape assumes responsibility for work under its control. Molter Landscape cannot be held responsible for problems beyond its control, including damage from storm or hurricane damage, freeze damage or any other unforeseen acts of nature. Clean-up of debris, tree staking and etc. are not included in this contract. IX COST The cost of landscape services at Gulf Park Drive will be $2,475.00 per month. Payment of the maintenance fee shall be received by Molter Landscape no later than the 10th day of the month following service. All payments shall be by check made payable to Molter Landscape, Inc. and mailed to 644 Hickory Rd.,Naples, Florida 34108. Molter Landscape, Inc. Date: May 4, 2016 Joseph M. Molter, President Date: Representative ProForma Budget Comparison — PBSD vs Pelican Bay Foundation o Compares the total cost structure of current PBSD landscaping function to alternate structure operating under the Pelican Bay Foundation. ® Assumes modification of the PBSD Ordinance to strip landscape function and convey, along with appropriate easements, all landscape activity to the Foundation ® Preliminary discussions with Foundation Chairman Dave Cooks indicates that they would be receptive to the transfer. a) CD m r•-• c n oo .- b. 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