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Agenda 06/14/2016 PELICAN BAY SERVICES DIVISION Municipal Services Taxing and Benefit Unit NOTICE OF PUBLIC MEETING TUESDAY, JUNE 14, 2016 THE COST SAVING STRATEGIES AD-HOC COMMITTEE OF THE PELICAN BAY SERVICES DIVISION WILL MEET ON =JUNE 14 AT 2 PM AT THE PELICAN BAY SERVICES DIVISION, THIRD 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. Approval of May 10 meeting minutes 5. Audience comments 6. Review running list of identified cost-reduction/performance improvement options 7. Report on comparative community visits and conclusions a. Bonita Bay b. Pelican Marsh 8. Signage maintenance 9. Scope of work considerations a. In-house generation of mulch b. Right of way maintenance 10. The overtime argument 11 . Subcontracting options — possible trial 12. Forward plan: contrast "dependent" vs. "independent" district organization 13. Adjournment 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. 6/9/2016 3:43:22 PM PELICAN BAY SERVICES DIVISION AD HOC COST SAVING STRATEGIES COMMITTEE MEETING MAY 10, 2016 The Ad Hoc Cost Saving Strategies Committee of the Pelican Bay Services Division met on Tuesday, May 10 at 9:00 a.m. at the SunTrust Bank Building, 801 Laurel Oak Drive, Suite 302, Naples, Florida 34108. The following members attended. Ad Hoe Cost Saving Strategies Committee Bohdan Hirniak Mike Shepherd, Chairman Gary Ventress Pelican Bay Services Division Staff Mary McCaughtry, Operations Analyst Neil Dorrill,Administrator Lisa Jacob,Associate Project Manager Marion Bolick, Operations Manager Barbara Shea, Recording Secretary Also Present Ken Dawson,PBSD Board Brandon Reed, County Legislative Affairs Robert Naegele, PB Property Owners Assoc. Scott Streckenbein, PBSD Board APPROVED AGENDA (AS PRESENTED) 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 1 Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting May 10,2016 ROLL CALL All members were present and a quorum was established AGENDA APPROVAL 7 . Mr. Shepherd motioned,Mr. Hirnialc seconded to approve the agenda as presented. The motion carried unanimously+. AUDIENCE COMMENTS None INITIAL GOAL STATEMENT—COMMENTARY FROM THE CHAIR Mr. Shepherd reviewed the functional responsibilities of the PBSD, including changes over the recent past. He identified the reason for the formation of the ad hoc committee to be the recent double-digit PBSD assessment increases. These increases were approved by the PBSD Board in an effort to stein the deterioration of service to the Pelican Bay community resulting from many years of flat budgets during times of rising costs. He stated that his goal of the committee is to look at the overall PBSD cost structure and potential changes to the current model. REVIEW EXISTING PBSD LANDSCAPE BUDGET Mr. Shepherd reviewed the proposed PBSD FY17 budget. He provided explanations of line items including indirect cost reimbursements, other contractual services, rent-buildings, maintenance site ins. &assessment fees, trash and dumpster fees, fleet charges,tax collector fees, and property appraiser fees. He noted that numerous expenses and salaries are not reasonably allocated between the water management, landscaping, and street light functions. Mr. Shepherd provided a spreadsheet entitled"Operating budget—rebalanced"which reallocated expenses among these PBSD functions to show a truer reflection of total costs of each function. He developed the new allocations based on information obtained from staff. REVIEW OF LOCAL WAGE LEVELS Mr. Shepherd reported on information he obtained by surveying local landscape contractors which included the wage range, typical weekly hours, and benefits which are customary for landscape labor in the private sector in Collier County. His survey indicated that local landscape contractors consider a base wage of$12/hour to be the local industry practice. Mr. Shepherd suggested looking at hiring a smaller amount of regular employees to replace a larger amount of temporary unskilled employees who require close supervision. IDENTIFIED IMMEDIATE COST REDUCTIONS AVAILABLE Mr. Shepherd identified current PBSD budgeted expenses which could be eliminated to provide immediate savings: (1) $30,000 for additional Sheriff patrols in season. He suggested that the Sheriff is already providing"sufficient"routine patrols. Of 129 patrol reports reviewed by Mr. Shepherd, only 13 were safety-related citations;none appeared to be unique to"season." 2 Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting May 10,2016 (2) $21,100 for private weekly street sweeping. Mr. Shepherd suggested the elimination of this service because the County provides monthly street sweeping and Mr. Bolick's crews use blowers on the streets every week. (3) $8,000 for holiday decorations at entry. Mr. Shepherd suggested this is a logical expense of the Pelican Bay Foundation, not a responsibility of a local municipality. (4) $9,120 for employee uniforms and laundering services. Mr. Shepherd stated that private landscaping contractors typically provide employees with T-shirts only;no laundering services, pants,hats or boots are provided. (5)$43,900 for"unusable"reserves. (6)Funds for the CIP capital project. Mr. Shepherd reported that the original CIP capital plan was formally abandoned. He recommended releasing the balance of funds in this project to pay for on-going landscape replacement. Mr. Hirniak and Mr. Ventress commented that these cost savings were "a great start." Mr. Bolick reported that employee uniforms are a county identified benefit. Mr. Dorrill suggested that employee uniforms may be a requirement of the county workers' compensation insurance. The consensus of the committee was to go forward with these recommendations. "MODEL" ALTERNATIVE—BENEFIT "STRIPPING" Mr. Shepherd described an alternative labor model whereby employees are stripped of benefits and leased back from a private leasing company. He concluded that the savings from removing the employee benefits were equally offset by"paying the profit margin"to the leasing company. "MODEL" ALTERNATIVE—OUSOURCING SOME/ALL LANDSCAPE FUNCTION Mr. Shepherd reported on his contacting one landscape contractor for a proposal for landscaping services for the Gulf Park Drive corridor. Based on the total Pelican Bay square footage for which PBSD provides landscaping services,Mr. Shepherd extrapolated out what a proposal by a private contractor might be for all PBSD landscaping services. Based on these calculations, he estimated total outsourcing of the landscape function would result in a savings of $1.1 million to the PBSD. Alternatively, if the landscape contractor were hired by the Pelican Bay Foundation, the savings to the PBSD would be$1.25 million. "MODEL" ALERNATIVE—INDEPENDENT MSTU FOR LANDSCAPE FUNCTION Mr. Shepherd suggested the possibility of creating an independent MSTU for the landscape function only, requiring a change to the PBSD ordinance. An independent MSTU would have access to a larger selection of landscape contractors. Mr. Dorrill urged the committee to consider the high level of contract administration required to ensure that the landscape contractors adhere to the terms of their contracts. Mr. Ventress and Mr. Hirniak commented in favor of stripping out the landscape function from the PBSD. BENEFITS OF REMAINING AS AN MSTBU UNDER COLLIER COUNTY Mr. Dorrill identified the benefits of remaining as a dependent district under Collier County as (1)the ability to obtain cheaper county pricing for commodities, vehicles, other goods and services, and property and liability insurance, (2) the savings from not having to pay sales tax on purchases, and (3) sovereign immunity. 3 Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting May 10,2016 FORWARD PLAN Mr. Dorrill suggested the committee set up a work group with its counterparts at the Pelican Bay Foundation to explore different options as well as to determine whether the PBF's enabling documents, by-laws, and covenants allow the PBF to perform public works. He also suggested implementing a pilot program to hire an independent contractor to provide all landscaping services for one area of Pelican Bay, such as Gulf Park Drive, and monitor the success of the program over a few years. In light of the cost savings discussed, Mr. Ventress and Mr. Hirniak spoke in favor of stripping the landscaping function out of the PBSD. Mr. Streckenbein spoke in favor of a pilot program; a total model change would be too abrupt and disruptive. Mr. Shepherd concluded that he would schedule an additional ad hoc committee meeting to discuss the items in the agenda packet not discussed at this meeting. Subsequently he would schedule a work group with the PBF to include Dave Cook. ADJOURNMENT FT-lie meeting was adjourned at 10:35 a.m. { Mike Shepherd, Chairman Minutes approved ( 1 as presented OR ( 1 as amended ON F 1 date 4 { June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 6. Review running list of identified cost-reduction/performance improvement options Page 1 of 5 "Running" Summary of Potential Savings Delete additional Sheriff patrols—savings$30,000 o 129 patrol reports in 2016-17, 13 "safety"citations(7 rolling stops, 6 speeding),6 "other"citations(expired DL, expired Tag,etc) o $2,308 per safety citation o No police activity unique to"season" Delete(added)Street Sweeping—savings$21,100 o We sweep weekly,county sweeps monthly—25%of sweeps are redundant o Marion blows streets weekly,removing all but"heavy"materials(i.e. pebbles) o Sweeper not capable of removing materials heavier than blowers capability Delete Holiday Decorations at entry—savings$8,000 o Municipalities not generally responsible for holiday decorating of private neighborhoods o Logical expense for Pelican Bay Foundation Modify Employee Uniform Policy—savings up to$9,120 o County employees currently provided with shirts,pants and shoes o Temporary employees provided T-shirts only o County pays for laundry expense o Private contractors typically provide T-shirts only o Private contractors typically require employees to exhibit proper hygiene,including clothes laundered at own expense o 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 o Proposed budget includes$483,839 for Landscape"Reserves for Operations" o Proposed budget includes$164,000 for Landscape"Reserves for Equipment" o County recommends(but does not require) 15-30%of assessment o Reserves are typically carried forward to"Revenue"in following year and would normally be a"Balance Sheet"asset in a private enterprise o 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. o 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 14 7 June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 6.Review running list of identified cost-reduction/performance improvement options Page 2 of 5 CIP Forward Funding—savings up to existing CIP Capital Project Balance($175,000) ® Original CIP Capital Plan has been formally abandoned o Unnecessary to continue accruing and/or maintaining funds for an inactive legacy program a Existing allocated CIP funds could be released to enhance on-going landscape replacement activity(material replacements,not routine maintenance activity) Alternative Organizational Format(s) o Preliminary analysis suggests that the PBSD operation as a Dependant District under Collier County might incur structural costs which contribute little to actual landscape management and which could be avoided under different organization structures(i.e. Independent District or full privatization). o Potential costsavings could exceed$300,000 with no other changes in functional methodology(employees,wages,work hours,techniques,etc). e Additional investigation required by Cost Savings Strategies committee June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 6.Review running list of identified cost-reduction/performance improvement options Page 3 of 5 Proposed FY 2017 Budget-Rebalanced o Reflects actual utilization of employees and temporary workers o Non-landscape related expenses stripped out o Proportional allocation of County OH charges (from Water Management) o Reflects actual utilization of Marion's building cost o Balancing of Information Tech allocation o 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. 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K md28- ui...,LL(Cc' LS6Ect WCC 'a -OO(C(CW -a June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a.Report on comparative community visits and conclusions: Bonita Bay Page 1 of 15 Summary of Bonita Bay visits 5-12-2016 and 5-26.2016 PBSD representatives: Marion Bolick Mike Shepherd Bonita Bay representatives: Robin Leete—General Manager 239-495-8111, X-102 robin) bbcahome.com Bill Lynn — Director of Community Maintenance (22 years at BB) 239-495-2113 williaml(a bbcahome.com Wilson Cyper—Assistant Director of Community Maintenance (19 years at BB) There are roughly 3200 "doors"—owner units in Bonita Bay, consisting of a number of high- rise buildings, villas, coach condominiums and single family homes Community is about 2400 Acres—45 acres community turf management, 45 acres in beds— 90 acres total (in contrast, PB has roughly 100 acres under turf/bed management by the PBSD) The master association management responsibilities include all common areas, substantial roadway frontage for the private country club and three significant community parks. 53 people are employed in Building and Grounds management-4 in hardscape (street lights, roadways sidewalks signage, etc) and 49 in landscape management (in contrast, PB has 29 people in FY2017 landscape, including temporary employees) 54 people employed in Security (three guard houses, patrol cars, concierge services, etc) Employment/Compensation © Salaries start in the $10-11/hour range, top out around $19/hour a Benefits similar to PBSD, except pension is only 401k match (up to 6%) © Employees get uniforms I laundry service o Each employee gets a locker at one of four maintenance facilities (including access to shower facilities) June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a.Report on comparative community visits and conclusions: Bonita Bay Page 2 of 15 • Only three grounds directors/assistants get company vehicles O Generally, budget for no overtime... 40 hour work weeks. OT used sparingly, only under special circumstances O Employees are treated like family and reciprocate... longevity, employee annual awards picnic with service awards, etc. O Employees are all cross-trained and expected to be able to move to and be competent in alternate functions on demand O Employees are expected to become certified in at least one specialty, but several have multiple certifications (Arborist, pest control, irrigation, electrical, etc) O No temporary help, except under unusual and short term needs for grunt work O All hands work (Directors can and sometimes do hop a mower or run a chain saw) O Promotions and salary increases are earned.... no "automatic" salary increases. Have extensive on site training. Employees cannot advance by"just showing up on time for work". Must have some "spring in their step". No problem getting rid of non- performers, 90 day probation period which can be re-introduced with a longer term employee if performance falters. Activity Commentary o Owners are referred to as "customers" and treated as such. Customer Service is a "must". Employees will assist in removing snakes, alligators, tree location disputes, etc..... "if they ask for it, we try to help" O Developing digital "layers" of all infrastructure. Will soon be able to overlay all tree species, plant beds /species, lighting structures, pull boxes, irrigation solenoid boxes, etc. GPS ability to locate any component or structure. o Over 900 zones of irrigation, xeroscape important, all zones computerized and all employees are expected to understand the system. Can check status and operate any zone from smart phone. All employees sent to Toro-U as part of cross-training O Pine straw mulch, once per year with multiple top dressings O Do own tree cutting... hardwood once per year, palms continuously O Mowers are expected to be able to identify areas of fungus infection and must sterilize mower deck after use (sterilize station available) O Most maintenance needs are handled "in house" (little subcontracting of services) June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a. Report on comparative community visits and conclusions: Bonita Bay Page 3 of 15 Funding ' I o Landscape/infrastructure maintenance is a division of the "master"community management (no MSTU or CDD). All grounds are privately owned and maintained. o $3.1M annual grounds maintenance budget, $250k annual budget for equipment replacement; own all equipment (no rented equipment) o $2,500-$2,700 (plus $75 capital contribution) "all in" annual assessment, per owner (in contrast, PB owners pay $2080 (Foundation)-$808 (Media)+$508 (PBSD)=$1,780/year); went several years with flat budget during downturn, but have begun to claw back(5% increase last year, 10% this year, and climbing) Equipment/Employee Utilization o Typically keep equipment"until it drops", up to 20 years; no prescribed replacement period. o Virtually all equipment(including licensed vehicles) is maintained on-site by in-house mechanic(s) o Believe in keeping the equipment in top shape with multiple pieces of redundancy. For example, they have ten 52" mowers, and generally only have three in use at any given time. Want back-up to cover for any equipment"service" intervals and/or provide capacity to put more machines in service when backlog presents. o Mowers are all propane for (noise and environment). Have own gas /diesel fuel island, along with propane filling station o Two (2) bucket trucks for tree trimming, two (2)tow behind buckets for street lighting (lighting crews can "borrow" bucket trucks when necessary) o Captive trucks for servicing street lights (and limited number of bollard lights) o Three (3) chippers o 20+ club cars (Kubota alternative) o Street sweeper o Roadway stripping machine o Misc other notable equipment including heated pressure washing, chemical sprayers (agitated and non-agitated), granular spreaders (riding), sod cutters, turf roller, etc. June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a.Report on comparative community visits and conclusions: Bonita Bay Page 4 of 15 O Two (2)dedicated, licensed electricians with help as required O Two (2)dedicated arborists with tree crews o Four(4) dedicated men for irrigation maintenance with help as required O Full time mechanic and assistant O One (1) man dedicated to trash PU at all times (including weekends), rotating assignment... continuous "detailing" of the grounds o Two (2) men with full-time responsibility for annual plantings O Eight (8) men plus supervisor dedicated to mow/edge/blow O Ability to perform rudimentary site surveying, as required Other Observations O The Building and Grounds facilities include four permanent buildings (each roughly the size of Marion's building). One is dedicated exclusively to grounds division administration and includes several computer control suites dedicated to various functions. This building also houses one employee referred to at the"glue" of the operation, who tracks virtually all activity, from the purchase of mulch to the monitoring of employee activities. "For example, if the director wants to know 'how many hours were spent mowing the US41 corridor last week (or any week)', this gal can immediately render that information". O A small, fifth building serves as a dedicated "mixing" area for chemicals. O One building includes an employee gathering area with kitchen facilities. Usage includes employee training, supplier presentations, etc. —As an example, we were shown a photo board of a recent"cone safety" seminar(sponsored by their cone supplier), in which all employees were invited to enjoy a free pizza lunch during the presentation. O One building includes a mechanics station for servicing all vehicles (including licensed vehicles). The equipment manifest includes a hydraulic vehicle lift, computer diagnostic center, tire mounting and balancing machine. O Generally, BB mows along the sides of roadways to"logical boundaries"which might include only to the sidewalk edge in some areas and up to a neighborhood perimeter wall in others. High Rise associations and SFH owners are expected to mow(and irrigate) to the curb—both sides of the fronting sidewalk. June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a.Report on comparative community visits and conclusions:Bonita Bay Page 5 of 15 • Mowers are cleaned at the end of each day at a dedicated station, capable of collecting and recycling any spoil removed. Mower operators are expected to recognize fungus outbreaks in turf and must sterilize the mower deck to prevent spreading of pathogens. Mower blades are sharpened and balanced each day by a mechanic prior introducing the mower into service. o All annual plantings are"contract grown"for their needs by a central Florida company. A small, sun-filtered storage area is maintained to inventory replacement materials so that identical species are always available for immediate replacement of distressed plantings. Two dedicated men (with helpers) have authority to select species, supplier, negotiate prices, plant, amend soil as required, spraying - weed/insect/fungus, etc. Their entire job is keeping the annual plant beds in tip-top condition. o Two trained irrigation techs (along with two full time helpers and others on demand) maintain a computerized irrigation system of over 900 zones. The techs share a dedicated management suite in the administration office with two computer stations. The performance of each zone can be monitored and/or adjusted from this suite, including a review of each zone's history, run time, frequency, other zones competing for available water, etc. Secondary control is available via smart phone App from Toro. The irrigation staff makes continuous tours of the grounds looking for"hot spots" where inadequate irrigation might be suspected. Corrections are made as required. ® Reclaimed water is generally used for irrigation, however potable water pumping wells on site are used to supplement the water supply during seasonal shortages of reclaimed water. ® Mailboxes and signage (street sign designs which are indistinguishable from PB, except for color) are continuously maintained on site by an outside contractor(T.D. Rodkey, 777-0568/777-2870). Each service interval includes re-plumbing the structure, repairs as required, sand blasting, repaint, replacement of vinyl (number, reflective components, etc.). Charge for each structure (mailbox, trash receptacle, or sign) is$250. Throughout the neighborhood, all structures appear in near perfect condition. a There are 80 water management lakes within Bonita Bay, 30 of which are under management by the Building and Grounds division (the balance are "private" or golf course lakes). The lakes under golf course management are heavily aerated for algae control. The lakes under BB management are generally not aerated. Algae blooms are controlled by littoral plantings and Copper Sulfate. Lake inspections by BB landscape personnel occur weekly, however actual lake management is contracted out to a private contractor(Lakemasters). Any algae bloom is corrected promptly. June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Diva Bay ision Item 7a.Report on comparative community visits and conclusions: Bonit Page 6 of 15 - ... 4nj z ';':1 Fa.. nA x -, ` ` j lY(:r, .`n li • iiirr' . ''i`t � �� € , ' fit, r �I �1 .!! 4 ; 1� 1 : ilipte r i. �. ,t" . , {.1 �,�� £+{T'y !' Tilt h ( r x,' t -* a,', � 1 pv.:4,,,,`,ik\t,,::,,,,,,..,',":„ ,,.,. r! / f i:` • Employee assembly room. Uses include lunch breaks, employee training, supplier seminars, etc. t t. ;xa q l',..,.Et- ( t` , , „ I as• K , June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a.Report on comparative community visits and conclusions: Bonita Bay Page 7 of 15 1 11 �i �1 s __...IL gy'T; . � + ' t + ,,t l l ' +� 7�., A -''' t fil'i ---.7.--- -‘, '-,,..7;44!';',, ' -.;;-' - , II 0;:i di.,;, ,rti .11 • _ M" r ,____1.;,9,4417.:, ,:,.. . ii ,._. 'I'llti10111,- —II •....,„,, -- iii t i S %::,;-:::-.7.--------- . f e ' s 1 ._..a -,,,,,i, Typical facility buildings (four primary plus mixing facility) June 14,2016 Cost Savings Strategies Ad Hoc Committee of the Pelican Bay Services Item 7a.Report on comparative community visits and conclusions:BonitaDivision Bay ii Page 8 of 15 • k%'1,-,,:w..„,',,,'k.,',, of # _ \ �. 1111111111114*- \\. I.sus r3, a ��4# a .44006. r .01411011.1111* �rf3i(if . te v i. - .,,07,p. -...,„\\, . 1 '.-='.4 7 _ , 1 ` .. ii #1 .11 t.N pp IC u* # itw'#L`•'4A4 }+ _ +.-_. r i iti,,,;,,. 1 4* '04,iiiiiii i 1_011 1-..- , ____ „,.-_)0. . i « ,� ,.. 3a ... !, ,),), vehicles One of two electrical service I June 14,2016 CostItem Savings7a.ReportStrategiesoncomparatiAd-Hoc Committeevecommunity of thevisits PelicanandconclusioBay Sens:PagervicesBonitaof 15 Bay Divi9sion I 4t 1111 ,1111'111 i ' I,. t i. , :21 '1,•4 I . i .,',' I.. i.`,,.' 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I 1.04 prt'i,„,', :-,7-,-.1 .7"r::a imur yon .,,,t c...„, ; 1..„,!------ 4 � , mg • ,i,, F "*., .' ) t. 2 *r* ,S W a A^r t�„f y. ay tt (( r« aYxV� 'a SA w II 11.111111* i +i y �,; � ;� � "ter - �`�, r r� t" r z ,4 t NO Itt Sample equipment: "Back-up" walk behind mowers, club cars, stump grinder June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a.Reporton comparative community visits and conclusions: Bonita Bay Page 11 of 15 ; , .r X1 0 t t `r {4 .y : ff Ft S i ,ff (f,:04- 1. f • z it I t �,�fp, !!i � �} , ` ' tt 1 jlii t .42.1 S e" E 7:.,,.,,,,,.„tik;",4i:.:: , 4t f.,. f •f II i _ $4{ { j YF ,„,„„2„-„.,..,...... ! }} r k x F; 4_ P ..`^ tea ,,�t Blade sharpening station Mower on lift, awaiting blade sharpening _', i ; / '-.4',11-3i,'-'' p w � 11 f ' ... ..‘,.., „-.),11. :,„.„, ... „,-,,, .., .,, , , ,I r , *b7 1'r Roadway striping machine June 14,2016 Cost Savings Strategies Ad Hoc Committee of the Pelican Bay Services Division Item 7a.Report on comparative community visits and conclusions: Bonita Bay Page 12 of 15 Generator to power ..; 8 , Iq' 1,%, ,. , , ' Administration x,, , " :_, .� ;� I. ter .r a ' ", , , I jt 4 Facility during power loss : �� �� . � n . r;=,r..,. I' r',1 '' ,. 'I . ` f .. iiiill ''''' : �= , ' ; t(Ki. .:\,,-,. .--.i. ',..i.. -.......,._<!..- ;..:,..sk.„ - ' a Y.+ Vin' �c n _tet j "`.+___. r • fit: o -,,�. `tea 0 l „ Fri . 3 4. 6 y , Fueling Station .�l V i ,..,f,„;,..,,,,..; iii.;k-,,44",ifi, .4k 4' %,.1'3! i la 1 r .<» n L. F , t -47 s T 41Laillablb. Mower Cleaning / Sterilization Equipment June 14,2016 Collet Savi7a.ngsReportStrategiesoncomparative Ad-Hoc Committecommunie oftyvisithets Pelicanand BayconclusionsServices:Bonitaage13of 15 Division m Bay , ,, t .•' ""'?„.' 1 ',C.:. 1: Atk1.1\ ' % .14 :„sr,, : ''.. . ,,t..,,,,,.- ' P 1 i .�414 ;l.' • s. ^ Xy ( i L t ..t 4 ' ' . 4 O •► O 6K4 4s ' J�! >`�' ,,,v im+ ,`g.. M 1 I June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican ces sion Item 7a.Report on comparative community visits and conclusionsBayServi:BonitaDiviBay Page 14 of 15 1.1,,.; .<t-v H• u,:{44)i(C�t Lf;J� stAY U ), lH I, C 0 [NII,NCLUBY,IHtlI`�`VIIlR,A'I F(ll0�( ,,1LlUiADS ,,,,.. .. `: , ter ?i. ''44fly ' ' '''''.' ,.Tf" t : 4 �� a> , _. 0 4O fr } - Ill. . 02•,,,-,\-‘•,,,,--..- ,,. %,-,.(s , i � ' �' 011r ti V V... ,m it3a,s+t wa ? fes* SFJ -rY . se,J "` - n i IhC .CS F:!'.?. ••l'nn',,• rN !°^.Tt' June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7a.Report on comparative community visits and conclusions:Bonita Bay Page 15 of 15 O -+ O !' / 1 i'1r `0;," `1I r y ', \} ! j r.t 1 i t f ; ` i „,..•„-.,...4• is you �1 i. f ' ` i X tc 1 ,, :......„hvr::‘,,t!':':_lt)/: , '...,, :al:rirvms::* .II' :,./ ::', f jl',:--,411-11(‘. 4),;, ':14-4'":1- +I”•r fir',4t • !ak '••4•i, ,•{. '�' t -`rt ?;. f>` �. •,, F� 1 e X33} ��i' .4,,;.-<s AII ' f1timivit iitq 1F,iCOSADUSCI11PIUft(1L141t11' t . '4 '."� ' 1' W141 1'N{OVIOING AN'uN(w111I I t lifnvIl 7 .•', t f :. a' >* .. 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June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7b.Report on comparative community visits and conclusions: Pelican Marsh Page 1 of 5 Pelican Marsh Total Units: o Approximately 3,000 Area: O 45 total acers maintained(50%turf,50%plant beds) O 5 miles of roads Lakes: O 70 lakes in Pelican Marsh O 30 lakes in Tiburon o Maintenance of lakes is contracted Employees: o 21 total (one)six-person mow crew (two)four-person mulch and trim crews (one)two-person spray crew (one)two-person irrigation crew One-person trash One-part time electrician One director Tree trimming: o Done in-house during winter months Most of the trimming is done by ladder or modified bucket truck.Tricky or dangerous trimming or removal is contracted. Lighting: o Done in-house by part time certified electrician. Have cherry picker for this application. Vehicles: o All routine maintenance on vehicles done in-house. Have replacement schedule in place,but if in good shape will extend life. Equipment: o All routine maintenance on equipment is done in-house. Have replacement schedule in place,but if in good shape will extend life. June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 7b.Report on comparative community visits and conclusions: Pelican Marsh Page 2 of 5 Page 2 Pelican Marsh Worker's pay: o Start at$11.00 per hour with driver's license o Basic laborers$15.00 per hour o Crew leaders$18.00 to$20.00 per hour and they receive health insurance o Typically,a cost of living increase of 2%to 4%per year Holidays and vacations: o Two to three weeks paid vacation yearly o Ten paid holidays Overtime: o Minimal,typically for emergency clean-up after a storm Insurance: o Available at the cost of$1.50 per hour,deducted from pay Pension: o After one year of employment,6% Retirement: o Private retirement account,fully vested after six years of employment. Resident Fee: o Pelican Marsh is a CDD(Community Development District) o Fee for each resident for the CDD is$1,200.00 per year Budget: o Total yearly budget for the CDD is approximately 3.4 million o Yearly landscape budget is 1.33 million plus a portion of the field management services budget of approximately$60,000 must be added.Total landscape budget=about 1.4 million NOTE:This budget is for landscaping only,it does not include additional field management expenses,water management expenses,fountains expenses,lighting expenses,general fund expenses or roadway expenses. C .0 in o �w 'm (0 O 5 c W f0 N U d U_ N Za N >,o p, ^RSEo U sANNFIENENEFRANAAsssRxANNNAR R 5As,AAAggFA A c C d m ^ U O t U r as c 0 0 �W� a o a��00000��o�0000�o�o N nanoo&a000 g w °m o m `=Sa9 rt m N > ,,�ni •'• i., n a E E N O"R" A RORoaoOAO�o�A g$�,'NRoogooess "-" go I U v€ � U w §,S ul p. E 6 8 F'n§ess 2 QRgeRga' AAo+RFF 2UF-"Pg22R8. 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R S = ! r CO 0 j / 2 C ( \ , r e a I- g e \ 0 \ _® / q t % ` a •= 0 & k \ ^ a) ® ® ~ ® f E v / \ _ & e e w D 05 cr / _ i a �� idi t E 6 t i \ / ) 0 I 2 e & / Fa \ y Cl) / O. E / 3 — $ & / t % a/ « y & 2 # § f R m { - \ ° E E [ e G A f k E I E b % k \ % / c k ° { \ ° § ® Ll-o / \ E 0 2 H / E E \ \ J j 2 E % \ b / \ E - / / t k > i \ e c e u 2 _ 0) « } ® § 7 § E { § / ¥ I / 2 ) « •± cm• \ \ \ E / \ $ 7 M / 0 = 6 -J H ( co 0 u 3 0 0 7 c c June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 8. Signage maintenance Page 1 of 3 Signaqe Maintenance Our visit to Bonita Bay included a discussion of sign maintenance (and mailbox maintenance in their single family home areas). The signs (street signs, stop signs, etc) in BB are virtually indistinguishable from the design used in PB, except color sold brown and/or solid green, in lieu of Verde finish (as an aside, the PB Verde finish is created by painting an underlying coat of gloss black, followed by a hand applied Verde finish, a process sometimes referred to as "verde-ing". The verde-ing process is not at all sophisticated, but does add one final step in the finishing process). Bonita Bay has an ongoing contract with a supplier to routinely maintain all signs. The process is ongoing and repeated with sufficient frequency that ALL signs appear to be in nearly perfect condition. The supplier's protocol includes re-plumbing if necessary, sandblasting onsite, repainting and re-applying new reflective vinyl. The agreed charge is $250 per sign. PBSD might consider a similar contract for on-going sign maintenance, rather than the historical"batch" processing. A change in supplier(based on cost) is indicated. Finally, we might consider changing the basic sign finish to call for Gloss Black (no Verde). The Verde finish adds initial cost and quickly depreciates from fading and/or corrosion of the underlying aluminum. The single process black finish would represent an on-going maintenance cost savings. As in PB, the mailboxes in the single family areas are of a common design and also like PB, were originally the responsibility of each individual homeowner. They share a somewhat similar construction to those in PB. Bonita Bay soon found out that there was a wide (unacceptable) range of tolerance among individual homeowners for the appearance/maintenance of those boxes. Attempts to encourage individual owners to keep the boxes in good repair was only marginally effective. One can observe similar mailbox deficiencies in Pelican Bay SFH areas, where some boxes are in disrepair, corroded and frequently listing. The master association at Bonita Bay finally decided to take responsibility for all mailboxes (SFH owners in BB currently pay $200 in annual master association fee more than condominium and villa associations, partially associated with the added mailbox maintenance costs). Subject to agreement between the PBF and PBSD, a discussion regarding take- over of SFH mailboxes might be useful,...not from a cost reduction standpoint, but from an enhanced beautification standpoint. .0 co N u'_ ,tt4f 4.j :. } y+ E ay r 1 ai �k (�. {, t N N � > r�(ij {f yr Y r-. U d ;}��_ _ ter t i 'r?. Urn �$. t ''.*..';',..t.2,--,1),',,, r ` x �<r� � CO ' ► t� r "°� �. Vi `! 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June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 9a.Scope of work considerations:in-house generation of mulch Page 1 of 3 Scope of Work—In-house mulch generation o Production of mulch by utilizing outside contractor to grind existing horticultural trimmings o Elimination of dumpster charges for disposing of horticultural waste o Reduces cost of purchasing pine straw o Ecological benefits as well as financial savings a Does not include potential for revenue from The Club for disposing their horticultural waste j I O UcO w ' y j 0 '5 E N O p) U) C O Boa .2 m CD • C CO 0, ma) co 0 . 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QT 0 W Na p 0 C N E m L �C5 � 5 § a) mo � as.c2c a) � O -0E .av°)) Ia'n5 vXa f L Lt_0 Ler u LLaa wp aaFwm R o m C9 OO a aw «1-a` 0 c4 6 June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 9b.Scope of work considerations: Right of way maintenance Page 1 of 5 Scope of Work—end maintenance of turf areas between curb and sidewalk Photos attached -Two specimen areas of Pelican Bay showing the county Right- of-Way(RAN) 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 RAN 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 RAN. 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. (nterlachen 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. 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E€ E % N ro W € En m W C-C O U O `y N p t_n Q le « N .� `.N C1 0 m C O��J N 'F's j jil'fli LL —a a- d Oa�' d sot C E c,'5 a, m o c a c t a c m a) coo 4g 'a E 0. Ph' 0'5 02 X o U n 0 0-, v o r.- E rn d .m E a _ co 0 a EJ `) m W u. 02w .� u_ W a .wc)�aa.1- wr� 0 oUU4ZW w rs1- d 0 W 0 . June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 10.The overtime argument Page 1 of 7 ProForma Operating Budget—Reduced use of Overtime Labor Hours Private landscape contractors (and contractors engaged in allied fields) overwhelming engage employees for extended work weeks (typically 50 hours) with hours over 40 paid at 1.5 times base wage. Benefit packages for these employees are meager at best, usually with NO compensation beyond earned wages. Large, Naples area developments similar to Pelican Bay do not budget for routine overtime. Benefit packages are more robust that those offered by private contractors, typically including health insurance, disability insurance, life insurance and a Defined Contribution pension plan (i.e. 401k or equal). Pelican Bay is unique in offered all of the above and a Defined Benefit Pension Plan. Not withstanding the historical belief that OT for PBSD employees is a requirement to secure and retain competent employees, it is at least possible that reducing work week somewhat might be reasonable. The attached ProForma budgets contemplate: 1.) reducing the work week of county employees to 45 hours (5 hours OT in lieu of 8) and reducing the work week of temporary workers to 40 hours (elimination of OT) 2.) reducing the work week of a//employees (county and temporary workers) to 40 hours (elimination of all OT) The lost man-hours of labor are assumed to be replaced with the addition of new employees and/or temporary labor. 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A specimen proposal from a representative private landscape contractor, exclusively for the Gulf Park corridor, is attached (the Gulf Park corridor is considered representative of Pelican Bay maintenance areas). The Gulf Park corridor represents 3.67% of the total Pelican Bay area under PBSD landscape management. The attached budget reflects the savings of one T1 temporary employee and reductions in several smaller budget lines, based on linear scaling of the areas being managed. The ProForma Budget actually forecasts a net cost reduction of$17,850, accompanied by an increase in eleven (11) available T1 man-hours. One should expect a "settling in" period where adjustments in actual costs, identification of unaccounted "extras"from the private contractor, coordination issues between the contractor and PBSD employees, etc are worked out. 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. Within Pelican Bay, they maintain Crescent, Isle Verde, Beauville, Sand Pointe, St. Andrews, Las Brisas, and others. 1 CTry ICO 'y .- O 'j NN a y co n o 0- N u) �c c b m- 2 mon c co o m c a4:-). c3 N m 0. E ac E -C U U a O 7 C N CO O E 70 u E E N o 0 0 O a) ( U co ) N CD o = u t 2 vs a a " 2 t 8 Q jy N 2 a UCO N A L > 0 C N a) Oa o E o N N p a t.) 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(a (0 U U U 4_ 4- , U 00 J 0. 0. n. a C7 C7 0 a June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 11.Subcontracting options-possible trial Page 5 of 9 COST OF COUNTY EMPLOYEE VERSUS TEMP LABOR COUNTY MAINTENANCE WORKER MAINTENANCE SPECIALIST Base pay$11.87 to$15.58/hr. Base pay$16.06 to$21.09 HOURS RATE TOTAL HOURS RATE TOTAL 40 12.25 490.00 40 16.06 642.40 8 18.38 147.00 8 24.09 192.72 637.00 835.12 52 WEEKS 52 WEEKS 33124.00 43426.24 18800.00 BENEFITS(Ins.,Pension,SS) _ 20400.00 $51,924.00 $63,826.24 TEMP MAINTENANCE WORKER$10 TEMP MAINTENANCE SPECIALIST$12 y E HOURS RATE TOTAL HOURS RATE TOTAL 40 $13.60 544.00 40 $16.32 652.80 8 $20.40 163.20 8 $24.48 195.84 707.20 848.64 52 WEEKS 52 WEEKS $36,774.40 $44,129.28 i 'C f0- O C 0 y w O �\ cip 9 l :.-)...J, tlJ II i U C l� a � J r l IJ) Jw J4 o I® ) ,NF N e1j) Ow U o7 _ _ RFs z 2 • ( 1 (J �� ,, J� ,aan 0 c, zI — gS �r � J ,al; `Ii cu tt s _m_ _ e N) C to 1 1 � i [ 'i. E s w 9 �((I y'�, I r 2 Vo LI NMI= - ' Y z CO n3 A 1 C; N . Age' L.., r: �!� ~ t1 a) . ti, g,, i i I — ii *.: ,C U „..., ..._ 0 ri,ArJ (� E,„ to 2 0 ion ,r, _ __ ,_ I U 11 A- .I').1, '1 I-1- ..,,ti �k_ 7II 1-- ni...,,, . ..,,' -,,t i A 3 1 d til) A € U ' 6 r I L )Ti 1 • • t �w `l e0� Jr4 4 r June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 11.Subcontracting options-possible trial Page 7 of 9 -f R , art 44:: Moi;rER LANDSCAPE j 644 Hickory Road•Naples, Florida 34108 (239) S92--6770 moltcrlandscal)e@gmail.com CONTRACT Gulf Park Drive I 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. i June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 11.Subcontracting options-possible trial Page 8 of 9 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. June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 11.Subcontracting options-possible trial Page 9 of 9 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. ?,�:�� ��4171 t 1.N Date: May 4. 2016 Joseph M.Molter,President Date: Representative June 14,2016 Cost Savings Strategies Ad-Hoc Committee of the Pelican Bay Services Division Item 12.Forward Plan:contrast"dependent"vs"independent"district organization Page 1 of 4 Prohorma Operating judge—Independent District or Private Organization Assumes continued operation with existing employees and temporary labor Assumes existing Benefit Package, EXCEPT deletion of Defined Benefit Pension (continuation of Defined Contributions 457 or equal) Assumes collection of assessments outside of Tax Collector/Appraiser offices (for example, collection could be sub-contracted to the PBF, acting as agent for PBSD) Anticipated savings through enhanced Management Efficiency and Equipment Maintenance are not included in savings r C C O O w 0...- o � N N b . a) E211- 0 2 0.. m o m c0 c 0 n UC - C Mo 0 C C A 0 O 0 C 8 0 0 0 '�-' C E j C C C C Ey L. 0. 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N N N. r •O. "CA' `a' 3S ...1 Nom.. (6 (6 (6N N O 0 r O M 0 669 69 (D)A F.- 69 64 69 69 CA M 69 0 CO CO N O M M 8 N V COm _ VN V CO CO CO N V CO r CO CO OCO r ON m O (D Cj M N Iti Cn C) n M N: CO Oi O ' V COCto d- CO CO CO / CO N CCO .4- N N N COC) y 69 69 Vf 69 69 fA M 69 V) CA V) (A (A 69 (A (A 69 CO C CS t (CO .0 0 (0 i5 o a) E CO co m a� E 0 m o a ° ro c O 0 •— co L p N Z N •a) c 0 c o. m m v e E2 F— ) a E 0 Z a z C3 o 0 Wc m E ccs n. a ° - c r) r 2 o 0 c ) -) E rn 0k Cha 0 O -E 6 v 0 2 CO m 0 0 NY w < < 0 a n. CO -) 0 w Independent/ Dependent District Commentary Pelican Bay public works were originally managed through an independent district (PBID) At the time that Collier County assumed control over water distribution, a dependant district was formed to manage all responsibilities previously managed by the PBID. Although the exact negotiating details of the transfer are becoming dim with time, it seems that the controlling interest in the PBID (WCI) insisted that the county "take it all", in spite of the fact that their only interest was in water distribution. Whatever the issues may have been, the PBSD is now a "dependent" district of Collier County. As a dependent district, the county (through the BCC) has complete control over the PBSD. Historically, the BCC has deferred to the appointed PBSD Advisory Board, however there is no assurance that this posture is secure. As a dependent district, the PBSD is responsible for paying a portion of all county overhead expense. Many services, including purchasing, HR, IT support, legal counsel and assessment collection must be exclusive provided by the county apparatus (and paid for by PBSD). The combined costs total several hundred thousand dollars per year. As a dependent district, any suppliers must be selected from a pallet of approved county providers. Any significant expenditure must be "bid" through a rather laborious procedure, with final selection of supplier generally governed by "low bidder wins" rule. Employees must be secured by the county and paid within tightly controlled pay ranges. Employee benefit packages are prescribed by the county (along with the attendant cost). New PUD type communities are typically formed as either"private" associations with no county involvement, or are formed as "independent" districts. Formation of an independent district requires legislative action by the state. Introduction of the necessary bills are by house representative and senator, with the support of the local county and legislative delegation. Once formed, the district essentially operates as an independent municipality, for at least those areas of responsibility designated in the formative legislation. Authorities would include the ability to levy special assessments to cover the cost of services provided, but could also include other municipal authorities ranging from eminent domain, land use authority and borrowing through bond issuance. Once formed, the district's authority and/or decisions are not subject to approval by higher levels of government, unless specifically at variance with the intent of pre- existing law (home rule). Once formed, independent status cannot be revoked, unless the district itself petitions the state for dissolution. Members of the district's governing body are elected directly by the registered owners within the district elected public officials (who would be responsible for completing Form 1 financial disclosure as a requirement of serving).... not subject to approval by the county. An independent district operates with the typical advantages of municipal structure.... vehicles are plated as county vehicles, purchases would not be subject to tax (including fuel), access to state purchasing pools, sovereign immunity for employees and officers, etc. The governance of the district is subject to the Florida Sunshine Law. The district could collect any special assessments itself, could contract the collection to an independent agent (i.e. the PBF), or could elect to have the County Appraiser/ Tax Collector collect assessments much like the existing PBSD An Independent district is free to set their own employee hiring protocols, wage levels, benefit package, etc. An independent district may select independent contractors and suppliers based on any criteria determined to be in the best interest of the community. Competitive bidding would be optional. In the case of Pelican Bay, an independent district could be formed with (or without) responsibility for particular areas of control. For example, the district might could assume ownership and responsibility for roadways, street lights, sidewalks, beach re- nourishment, but not security, fire protection, libraries, water and sanitary sewer systems, etc. (in fact, the county would be unwilling to abandon the water distribution system for a variety of reasons). Presumably, part of the organizational process would include the negotiation of a revenue sharing formula with the county for those responsibilities transferred. The option of converting the PBSD from a dependent district to an independent district was thoroughly examined in 2010 by a group of PBF board members /staff, under the guidance of Steve Feldhaus. A summary of the group's conclusions is presented in a memo from Mr. Feldhaus on June 25, 2010 (copy attached). At that time, members of the investigation group believed that there were distinct advantages of independent structure. Unfortunately, during this same time period, the division was engaged in the process of securing control of the Clam Bay estuary, and was still on the trailing end of an effort to incorporate Pelican Bay. The group made the decision to temporarily"stand down" so as to not complicate those competing efforts..... both of which have since been resolved. To: Board of Directors, Pelican Bay Foundation From: Bill Carpenter, Bob Uek, Mike Coyne, Henry Price,Jim Hoppensteadt,and Steve Feldhaus Date: June 25, 2010 Re: County Request to Consider Formation of Independent District within Pelican Bay Fred Coyle,Chairman of the Collier County Board of Commissioners,and Leo Ochs,Collier County Manager, have proposed that Pelican Bay consider the formation of an independent district to replace the Pelican Bay Services Division(PBSD),which is the Advisory Board for the Pelican Bay Municipal Services Taxing& Benefit Unit(MSTBU),which would also be replaced. Bill Carpenter, Chairperson of the Foundation, asked Vice Chairpersons Bob Uek and Mike Coyne,former Board member and Legal Committee member Henry Price, Foundation President Jim Hoppensteadt,and Foundation Secretary Steve Feldhaus to join with him to conduct an initial analysis of the proposal and to report back to the Board. Steve Feldhaus made an initial verbal report to the Board at its May Board meeting,and this report is designed to bring the Board up to date on the efforts and recommendation of this Ad Hoc Committee. For ease of reference,the proposed independent district is referred to as the PBID,for Pelican Bay Independent District. What has occurred to date? • Fred Coyle and Leo Ochs proposed the formation of the PBID. • Foundation Chairperson Bill Carpenter formed an Ad Hoc Committee to evaluate the proposal and make a recommendation to the Foundation Board. • The Ad Hoc Committee hired Ken van Assenderp,an attorney in Tallahassee who is one of Florida's most respected experts in the field of special districts. He also was involved in the formation of the original Pelican Bay Independent District in the 1970s. • The Ad Hoc Committee had a number of meetings and conducted research on independent districts in Florida. • Steve Feldhaus and Jim Hoppensteadt,as representatives of the Ad Hoc Committee, met on June 11 with County Attorney Jeff Klatzkow, PBSD Chairman Keith Dallas,and PBSD Administrator Neil Dorrill,to discuss the multiple issues involved with the possible formation of the PBID. • The Ad Hoc Committee prepared and authorized the release to the Board of this interim report. What would the purpose of the PBID be? • The PBID would be a single purpose district,designed to maintain the infrastructure of Pelican Bay. The other basic services currently being provided by the County— fresh and effluent water,sewer,waste,schools, libraries,enforcement of building codes, police,fire, and emergency services—would continue to be provided by Collier County using Collier County infrastructure and would continue to be paid for with ad-valorem tax dollars levied by the County against Pelican Bay property. What is involved in the process of creating the PBID? • There are a lot of moving parts,involving the County,our legislative delegation,and our members. • We would have to reach agreement with the County on the powers of the PBID and precisely what assets and liabilities would be transferred into it. • We would have to obtain the support of our legislative delegation for legislation to create the PBID. • We would have to obtain the support of a majority of registered voters. There is no actual requirement for such a straw vote,but as a practical matter our legislative delegation would not support the legislation unless they are sure that they are following the will of the electorate. A straw vote could be held prior to any legislation being introduced in Tallahassee,or the legislation could be drafted to be subject to a favorable election after passage of the legislation. • We would probably also want to take the pulse of our membership on the issue, perhaps via a vote at an Annual Meeting of Pelican Bay members. This would ensure that all members,and not just registered voters, have an opportunity to have their voices heard on this important issue. What are the pluses and minuses of the PBID? Pluses: • We would be able to elect our own governing Board,without the need for the results to be approved by the Board of County Commissioners(BCC)and without vacancies being filled by the BCC. • The governing Board of the PBID would be able to make decisions regarding the matters within its jurisdiction without needing the approval of the BCC. We would no longer be under the budget control of the County. • A locally controlled PBID Board may be able to provide services,systems,and facilities to Pelican Bay more cost efficiently,and at a higher quality,than the County has been able to provide. • Generally,the PBID would fund its operations on the same basis as the MSTBU,that is,it would levy non ad-valorem assessments,on a unit basis. The Board of the PBID would also have the power to levy ad-valorem taxes to carry out special functions(that could also be a minus—see below). That power can be limited in the legislation to require,for example,the prior approval of the voters before any ad-valorem tax can be levied. • Depending upon what concessions we are able to obtain from the County,we may be able to obtain title to all the property that was owned by the original PBID when it was taken over by the County in 1990,with the exception of the wells,water treatment facilities, etc,as well as the assets currently being used by the PBSD in Pelican Bay. This could include the 12 acre parcel by the golf course. It could also include all the easements that the original PBID obtained from WCI,such as the easement to construct and maintain the berm. Presumably,we would also obtain title to the roads and the right of ways on each side of the road, as well as the real estate at each entrance to Pelican Bay where our signage is currently located,since this is now owned by the County. It is even possible to speculate that we might be able to deal with Clam Bay issues in connection with our negotiations with the County over the formation of the PBID. We may even be able to resolve the issue of the County Ordinance regarding non-potable water. We would also expect that the several million dollar capital surplus in the MSTBU would be transferred to the PBID. • We would be in control of the roads of Pelican Bay. Presumably,that would make it more difficult for the County to do things like open up Crayton Road at Seagate,which has been previously proposed. We would also be able to resurface our roads more regularly than the County has been willing to do. • We may be able to include powers in the PBID that would assist us in our efforts to control what we are calling redevelopment in Pelican Bay. • We also can include powers in PBID legislation to make possible joint efforts that would not be possible for individual members or individual condominium associations to achieve. As an example,the PBID could issue bonds to finance individual installation of solar panels. The PBID could then assess individual owners or condominium associations who wish to participate for the amounts advanced to them,with the assessments being paid over 25 years out of electricity cost savings. The assessments would be used to repay the bonds. End result: a community with green, low cost solar electricity generation built at no net cost to its members. Minuses • BCC Chairman Fred Coyle has indicated that he is pursuing this proposal out of a belief that there is no reason for the County to be involved in the delivery of the services,systems,and facilities that Pelican Bay residents tax themselves to pay for(via the MSTBU). However, it is also likely that the formation of the PBID would involve the PBID taking on some responsibilities, such as maintaining the roads of Pelican Bay,that are not currently the responsibility of the PBSD. It is thus possible that it could cost us more to operate the PBID than we are currently taxing ourselves via the MSTBU to pay for the operation of the PBSD. How much more the cost would be needs to be determined,and we also need to determine whether we can negotiate a "rebate"of some of the taxes we pay to the County in order to reduce the costs we would be assuming. • The PBID would have the power to levy non-ad-valorem assessments,just as are currently levied under the MSTBU. The county would also have the power to levy ad-valorem taxes on our property,but these taxes could only be to fulfill the purpose of the PBID, which would be to maintain the infrastructure of Pelican Bay. We can(and should) limit this power in the PBID's governing documents by requiring the approval of the electorate before such taxes can be levied. • We would have to be a bit more careful than we perhaps are now in segregating what the PBID does with respect to its property and what it does with respect to Foundation property. There should be no net change in cost,but if,for example,the PBID undertakes to maintain the Foundation's parks, it would seem that the Foundation would have to pay for that service. • The possibility exists that a future Board of the PBID could see the world differently than a future Board of the Foundation. We now have that problem with the County with respect to Clam Bay, but the County generally leaves us alone to manage our own affairs otherwise. A strong PBID Board with a vision contrary to the vision of a Foundation Board could create problems for our community. • We would need to determine the type of Board we would want for the PBID. We will want to examine carefully what checks and balances can be put into the legislation to ensure that the Board members exercise their responsibilities wisely. • We would need to be certain that all liabilities associated with any employees who might be transferred to the PBID,such as pension obligations,are adequately funded by the County. The bottom line seems to be that there are clear pluses,but that the extent of those pluses needs to be determined in negotiations with the County, and in understanding what powers the PBID can have, and that at the same time there are clear minuses,in particular any extra costs that we would be assuming, as well as the potential for future taxation,which again would need to be determined in negotiations with the County and in our structuring of the PBID. What next steps the Foundation should take? • At our meeting on June 11,we asked County Attorney Jeff Klatzkow what assets and liabilities the County contemplated transferring to the PBID and what powers it envisioned for the PBID. Mr. Klatzkow stated that the County is desirous of providing Pelican Bay with the independence that Pelican Bay has been seeking, and that it would be more appropriate for Pelican Bay to tell the County what it wishes for the PBID. • Accordingly,we recommend that the Board authorize the Ad Hoc Committee to evaluate what services,systems,and facilities might be desirable for inclusion in the PBID,and what the cost of each might be,as well to evaluate what powers the PBID should have and any other considerations that should be taken into account. We break these down into three general categories as follows: 1. The functions currently being performed by the PBSD,as well as road maintenance. 2. The possible transfer of the land owned by the original PBID to the PBID, as well as the possible resolution of Clam Bay issues and the non-potable water issue. 3. The potential for the PBID to be able to undertake joint efforts,such as the installation of clean energy devices,which would not be possible for individual owners or condominium associations to achieve. • We recommend that the Foundation establish an informational and educational campaign for both our members and the larger community on the possible conversion of the PBSD and the MSTBU into the PBID. • We recommend that beginning this Fall the Foundation schedule a number of community workshops on this issue in order to obtain input from our members. • We anticipate that contacts with the County will be ongoing throughout this process, and that subsequent reports will be made to the Foundation Board and to the community about this project. • We recommend that the Ad Hoc Committee be expanded to include the President of the Pelican Bay Property Owners Association. We believe that the Ad Hoc Committee should remain small but that it would be desirable to have a representative of our larger community on the Committee. What the timetable might be? • We believe that this evaluation should proceed in a careful and deliberative manner,and that consideration by our community should take place during the upcoming Fall and Winter seasons. • If progress is made on this project, and the Foundation Board decides that it would like to proceed to a next step,we would advise that the Foundation's membership be asked to vote on this issue at the 2011 Annual Meeting. • Depending upon the outcome of that vote,the Foundation Board can decide how and whether it wishes to proceed. The earliest that the legislation could be introduced in Tallahassee would be the 2012 Session. What will the fiscal implications of this process be for the Foundation both for this year and for subsequent years? • If the Foundation Board decides to continue to pursue this,which we recommend,the Foundation will incur costs for Ken van Assenderp and for Dolly Roberts,who will assist us on our educational and informational campaign. We believe that these hourly costs will be relatively modest, in the range of$15,000 for this fiscal year,with perhaps slightly more costs being incurred next fiscal year to reach a decision point on going forward or not. • If the Foundation decides to proceed with legislation,our very rough and preliminary estimate is that the Foundation will wind up spending perhaps up to$150,000 between the point a decision is made to pursue legislation and the formation of the PBID, if the legislation is successfully passed. We will need to refine that estimate as we go forward. • It should be possible for the Foundation to recoup a substantial portion of these costs from the PBID if we do go forward and the legislation is successfully passed. • We also need to determine whether there will be any increased costs to the Foundation going forward in operating with the PBID as opposed to operating with the PBSD and the MSTBU. That will require a careful analysis of how the Foundation is currently operating with the PBSD and MSTBU and how it will be allowed to operate with the PBID. What would the fiscal implications of the PBID be for our members? • We need to determine what the bottom line will be for our members with respect to assessments from the PBID,as opposed to their current assessments with respect to the MSTBU, both as the outset of the PBID and potentially for future years. This will obviously depend on the outcome of any negotiations with the County. • We will need to have a very clear and firm handle on what the potential for PBID assessments and taxation in future years might be,and what procedures we can put in place to control the power to tax. What reactions should be expected from our members and how should we plan to deal with them? • We believe that our members will want to know what this is going to cost them, now and potentially in the future.As indicated above under fiscal implications,we will need to have a firm handle on this issue. • Many in our community will view this as"incorporation light." We need to appreciate that and be prepared to address the concerns that are inherent in that viewpoint. In that regard,we note that we have been advised that communities that form an independent district rarely progress to incorporation. Thus, a decision to form the PBID should practically be viewed as effectively precluding incorporation. Why isn't the PBSD Board handling this? • The PBSD Board,which is elected by our members, nonetheless reports to and is responsible to the BCC. We anticipate that we will receive a great deal of cooperation from the PBSD Board members,and from Neil Dorrill,and that we should work closely with all of them. However, they are subject to Florida Sunshine laws,and we will need to ensure that we retain the confidentiality of our internal deliberations and determinations as we negotiate with the County over these matters. Executive Summary Pelican Bay Independent District Introduction Objective To provide a historical perspective of the original Pelican Bay Improvement District and current alternatives for independent district status. Considerations In the mid 1970's two noteworthy independent community improvement districts were created by the Florida Legislature. The Reddy Creek and Pelican Bay Improvement Districts were created and are now known as Walt Disney World and Pelican Bay, one of Florida's premier master planned communities. Today there are over 2000 special purpose government districts in Florida that provide a vast range of community services that include: fire, drainage, road and bridge operation, mosquito control, aviation, hospital and community development districts. In 1989 the Legislature adopted the Uniform Special District Accountability Act that established the provisions by which all districts are formed and operated. This act outlines the procedures for establishment, financial reporting,taxation, operations, and elections. Attached is a copy of the original Act that created the independent Pelican Bay Improvement District which became a dependent District under the Board of County Commissioners through a prescribed transition in 1987. A primary reason for the creation of the district was to construct and operate water and waste water facilities and provide higher levels of services for landscape maintenance and lighting. During a recent meeting with the Chairman of the Board of County Commissioners and the County Manager they expressed a desire to explore a return to independent district status. April 7,2010 Agenda Item 7a/ND Page 1of3 Advantages Special Purpose Districts are a subdivision of the State of Florida that afford a host of benefits that include the following: • A community focus on specific services authorized by law • Independently operate, maintain and finance all assets owned by the District • Directly elect representatives who govern the affairs of the District • Engage outside auditing for accounting records that are submitted to the Florida Department of Financial Services and Auditor General Special District accountability and transparency are key components of the 1989 Act. Uniform standards have been created that require detailed financial reporting, enhanced citizen participation and oversight by the State. Home Rule and direct representation through local elections require candidates to qualify for office. While supervisors may be appointed, as is the case with the Immokalee Water and Sewer District, they are more often elected (North Naples Fire and Rescue) and must reside in the community. The required number of Supervisors under the Act is five. Creation/ Purpose As part of the establishment process, a statement explaining why the special district is required must be developed in accordance with Florida's Growth Management Act. Specific powers of a special act include the following: • Ad valorem,taxation/millage limitations • Bond or debt issuance • Other revenue (assessment) collection requirements • Budget approval process • Liens/foreclosure • Election procedures • Administrative duties • Method of establishment and amendments to the Charter • Define essential services • Acquire by conveyance, deed or condemnation assets or interests to undertake works of the district • Sue or be sued Executive Summary: Pelican Bay Independent District Introduction April 7,2010 Agenda Item 7a/ND Page 2 of 3 Oversight The Florida Department of Community Affairs, Department of Financial Services and the Comptroller General have financial oversight under the State's uniform financial reporting system. The district must follow the same fiscal year, chart of accounts and established accounting principles in the conduct of its business. All accounts are required to be audited annually by an outside auditing firm. An Annual Financial Report, Audit Report and Qualified Depositors Report are required for districts with revenues or expenditures in excess of $100,000. Timing Any effort to undertake the preparation of a bill to create an independent Pelican Bay District will require the approval of the Board of County Commissioners and support of the local Legislative delegation. Unless otherwise provided by law, any current district property and debt must be transferred to the new district. This would require a memorandum of understanding or inter-local agreement and inventory of those assets (streets, landscaping entry features, storm water facilities)to be transferred. It is anticipated that any independent district may require a straw ballot in addition to the election of supervisors. The straw ballot could be held as early as the general election scheduled for November 2010 and the bill would be prepared for submittal during the 2011 Legislative session. The board will need to determine if it is interested in exploring a memorandum of understanding and authorize the legal and staff resources necessary to move forward. In addition to the County Attorney's office Special Council should be explored with a background in special district establishment. C / Prepared By: W. Neil o rill, PBSD Administrator Executive Summary:Pelican Bay independent District Introduction April7,2010 Agenda Item 7a/ND Page 3 of 3