The URL can be used to link to this page

Agenda 07/14/2016 PELICAN BAY SERVICES DIVISION z, "1, 51-1' Ito' Municipal Services Taxing and Benefit Unit NOTICE OF PUBLIC MEETING THURSDAY, JULY 14, i '• THE COST SAVING STRATEGIES AD-HOC COMMITTEE OF THE PELICAN BAY SERVICES DIVISION WILL MEET ON JULY 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 June 14 meeting minutes 5. Audience comments 6. Review running list of identified cost-reduction/performance improvement options 7. LED bulb replacement for existing metal halide bulbs — street lights 8. Sub-contracting options — comprehensive, partial, potential for trial 9. Forward Plan — contrast "dependent" vs. "independent" district organization 10. Review and prep for Final Report 11. 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. 7/5/2016 3:43:22 PM PELICAN BAY SERVICES DIVISION AD HOC COST SAVING STRATEGIES COMMITTEE MEETING JUNE 14,2016 • The Ad Hoc Cost Saving Strategies Committee of the Pelican Bay Services Division met on Tuesday, June 14 at 2:00 p.m. at the SunTrust Bank Building, 801 Laurel Oak Drive, Suite 302, Naples, Florida 34108. The following members attended. Ad Hoc 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 Joe Chicurel, PBSD Board Brandon Reed, County Legislative Affairs Ken Dawson, PBSD Board Dave Trecker, PBSD Board APPROVED AGENDA (AS PRESENTED) 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 ROLL CALL All members were present and a quorum was established 1 Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting June 14,2016 AGENDA APPROVAL Mr. Ventress motioned, Mr. Hirniak seconded to approve the agenda as presented. The motion carried unanimously. APPROVAL OF MAY 10 MEETING MINUTES Mr. Ventress motioned, Mr. Hirniak seconded to approve the 05/10/16 meeting minutes as amended. The motion carried unanimously. AUDIENCE COMMENTS Dr. Chicurel commented on the original purpose of the formation of the PBSD which was to provide better and more enhanced services than the Pelican Bay Foundation would provide, and how it was recognized and agreed to increase cost to the residents in the form of an additional self-imposed assessment. He commented on how the two consecutive annual budget increases were a direct result of the failure of previous PBSD boards to properly fund operations. Dr. Chicurel urged the PBSD Chairman to further vet any recommendations coming out of this CSS Committee through the other standing PBSD committees, before any consideration by the full board. REVIEW RUNNING LIST OF IDENTIFIED COST REDUCTION/PERFORMANCE IMPROVEMENT OPTIONS Mr. Shepherd reviewed the running list of identified cost reduction/performance improvement options resulting from the last committee meeting discussions. REPORT ON BONITA BAY COMMUNITY VISIT AND CONCLUSIONS Mr. Shepherd reviewed his report on visits with Mr. Bolick to the Bonita Bay community on 5/12/16 and 5/26/16. The report included pertinent information on their landscaping budget/operations including policies, annual budget, employees, compensation, benefits, funding, and equipment. REPORT ON PELICAN MARSH COMMUNITY VISIT AND CONCLUSIONS Mr. Ventress reviewed his report on his visit with Ms. Jacob and Mr. Dorrill to the Pelican Marsh community. The report included pertinent information on their landscaping budget/operations including policies, annual budget, employees, compensation, benefits, funding, and equipment. Mr. Shepherd provided and reviewed a comparison chart of comparable community characteristics of Pelican Bay, Bonita Bay, and Pelican Marsh. He concluded that the PBSD is the low cost provider of landscape services. SIGNAGE MAINTENANCE Mr. Shepherd reported on Bonita Bay's sign maintenance policy. This community has an ongoing contract with a contractor to routinely maintain all signs at a contracted price of$250 per sign. This ongoing process is repeated with sufficient frequency that all signs appeared to be in nearly perfect condition. Mr. Shepherd suggested that the PBSD explore a similar contract for on-going sign maintenance, rather than the historical "batch"processing for possible cost 2 Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting June 14,2016 savings. A design change to a single process black finish(like Bonita Bay uses) on community signs may result in additional on-going maintenance cost savings to Pelican Bay. Mr. Shepherd suggested a discussion between the PBSD and PBF regarding takeover of single family home mailboxes to enhance beautification of the Pelican Bay community. SCOPE OF WORK CONSIDERATIONS—IN-HOUSE GENERATION OF MULCH Mr. Shepherd reviewed the benefits of in-house mulch generation. Mr. Bolick summarized the roadblocks to beginning this process as being, (1) some board members have expressed preference of the look of pine straw, and (2)the board removed the funds for maho clearing in the FY17 budget; these funds were requested to provide a space to store the mulch produced in-house. The general consensus of the committee was that this option should be brought forward for future consideration. SCOPE OF WORK CONSIDERATIONS—RIGHT OF WAY MAINTENANCE Mr. Shepherd discussed the possibility of adopting a requirement throughout Pelican Bay that owners/associations maintain landscaping to the curb. He indicated that Foundation Covenant Enforcement(Frank Laney) has done preliminary research which found no covenant restrictions preventing a transfer of this maintenance responsibility. Mr. Shepherd indicated that sample responses from affected associations were neutral to positive. He suggested that such a transfer may save the PBSD landscape budget 10-11%. Dr. Chicurel spoke against giving up control of these landscape areas. Mr. Dorrill commented on the loss of a"uniform look" on Pelican Bay major roadways if the mowing responsibilities were transferred to different associations. The general consensus of the committee was that this option should be brought forward for future consideration. THE OVERTIME ARGUMENT Mr. Shepherd summarized and compared the use of guaranteed overtime by private landscape contractors, other large communities (such as Bonita Bay and Pelican Marsh), and the PBSD. He provided pro-forma budgets under two different scenarios of reduced work weeks for PBSD landscape employees along with estimated savings. Mr. Bolick suggested that any change to the work week for his County employees would be a shock to them, as they have had guaranteed overtime in their work week for over 20 years. He suggested that the elimination of overtime for temporary employees would result in some seeking employment elsewhere; replacement employees would be difficult to obtain. Quality and quantity of work would suffer. Mr. Dawson stated that any cost savings achieved should be applied to other areas of the PBSD budget which are underfunded. The general consensus of the committee was to not pursue this issue until the independent/dependent district organizational issue is resolved. SUBCONTRACTING OPTIONS—POSSIBLE TRIAL Not discussed 3 Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting June 14, 2016 FORWARD PLAN: CONTRAST "DEPENDENT" VS. "INDEPENDENT DISTRICT ORGANIZATION Not discussed. Mr. Shepherd requested that Mr. Hirniak develop an informational document providing a comparison of major differences between a dependent district and an independent district. Dr. Trecker spoke on the importance of educating the PBSD Board on these differences. ADJOURNMENT IThe meeting was adjourned at 3:36 p.m. I Mike Shepherd, Chairman Minutes approved [ 1 as presented OR [ 1 as amended ON 1 1 date 4 Agenda Item#6 Page 1 of 3 "Running" Summary of Potential Savings 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(i.e.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 Agenda Item#6 Page 2 of 3 CIP Forward Funding—savings up to existing CIP Capital Project Balance($175,000) • Original CIP Capital Plan has been formally abandoned • Unnecessary to continue accruing and/or maintaining funds for an inactive legacy program • Existing allocated CIP funds could be released to enhance on-going landscape replacement activity (material replacements,not routine maintenance activity) Sign Maintenance—savings exceeding 20% of existing sign cost($ savings varies based on number of signs being reniediated) • Signs currently are maintained on a"batch"basis, creating substantial variation in appearance throughout the community • Verde Green finish adds cost and accelerates transition from"looking good"to "needing remediation" • Current supplier charges exceed alternatives • Recommend that a"continuous"PM program be established with competitive supplier and that standard PB approved finish be Gloss Black. • Companion recommendation(with cost increase)that PBSD(or PBF)take over responsibility for maintaining mailboxes in SFH area of Pelican Bay. A continuous PM program is recommended, concurrent with PM program for signage. In-house Mulch Generation—savings of$30,000+ • Mulch manufacturing from existing horticultural trimmings possible,saving cost of disposing of trimming debris and cost of purchasing pine straw mulch • Potential for added revenue stream from The Club to dispose of their trimmings • Emphasizes recycling posture Discontinue Landscape Maintenance between curb and walk—savings up to$100,000 • Area between curb and walk in SFH areas already managed by individual homeowner • Precedent set at other communities for condominium associations to maintain from curb to walk • Some PB villa/condominium communities prefer to maintain to curb to eliminate differential mow timing on opposing sides of walk • Allows privatizing over 10%of existing PBSD landscape areas with little fanfare Alternative Organizational Format(s) • 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). Agenda Item#6 Page 3 of 3 m Potential cost savings could exceed$300,000 with no other changes in functional methodology(employees,wages,work hours,techniques,etc). ® Additional investigation required by Cost Savings Strategies committee Considered but not recommended Benefit stripping by securing employees through employee leasing agency—no savings ® Impact on employees considered unreasonable ® Saves virtually no money—savings in benefit package lost to leasing agency margin Eliminate overtime pay—savings up to$70,000 ® Employees have come to expect total compensation associated with 48 hour work week ® Concern that reduced work week would complicate securing and retaining desirable employees ® Impact on employees considered too harsh to justify savings(25%pay cut for employees to achieve savings of$11 per homeowner,per year) ® Future consideration of"Independent District"status might include some changes in employment policies,which should be managed in a comprehensive fashion. Agenda Item#7 Page 1 of 2 LEI) lin i.fi :WY >. luti rig . Metal Halide Direct Replacement Save 52-64% with the OEO EZ LED EH direct replacement for horizontal Metal Halide bulbs. Simply screw it in - it's "EZ!" M rt j 1Intl,"i ,,,, I ` Jft,di, ft. 1 , _ _ ti , . ii ,.. , , . . ,,,, :nri , , i it . „,,, i , _ I, 4 ' ifit' 1 ' I I'C-C( R,1.0 . stivinr `z a Simply screw in EZ LED EH to existing horizontal fixtures COST OF OWNPUS=UP: 50,000 Hor s o Reduces energy consumption by metal Halide 400w-$3,083 EZ LEO EH 1 -$1,28i1 o Enclosed fixture compatibility o Suitable for dirty conditions/ $4,000 atmospheric particles/outdoor o Long life LED 50,000 hours, L70 • 5,000K, 80+ CRI $3,000 (3,500K and 4,000K optional) o 5 year warranty400w MH $2,000 Regi Yfiic, • Quickest way to upgrade to LED technology $1,000 o Requires no ballast bypass, no rewiring, 0E0 CZ LEO Ell t no electrician • Fast ROI payback 10k 20k 30k 40k 50k o Reduced material and labor costs hours hours hours hours hours over 50,000 hrs Savings Rai o fromti - i% • Operates reliably up to 150°F *National AverageRate of$0.13S/kWh `Comparison excludes additional costs of HIDs, • Lumen maintenance significantly better ballasts,and associated maIntenance over 50,000 hours than metal halides (i 0e-2-ill 0 Energy Savings_Simplified, www.oeo.com 800-553-2112 Agenda Item#7 1 Its ( Ai g : cif )) lin ', A , . I 1 ) 'Valet f P Q ci inti ya. anen � .. .� _ _ , Molcil 11(elide I)ince' RepicicelI elft41111 t Si)t>i>i►1t,f1 iOnS Model Replaces Total Power Ballast Energy 5,000K Lumen Output Consumption* Savings OEO EZ LED EH 1 400W MH 191W M59 58% 13,100p/25,152s OEO EZ LED EH 1 320W MH 157W M132 58% 11,700p/22,464s OEO EZ LED EH 2 250W MH 111W M58 64% 8,100p/15,552s OEO EZ LED EH 2 175W MH 95W M57 52% 7,000p/13,440s *Includes appropriate bolbast factors 1`:01101 11 9114:AIM`;t t chit.:(iiitirii Aprillr"C1ti(110i • Open or enclosed fixture usage • Wall Pack and Shoe Box Fixtures '... • Input voltage: 120V-480V • Security Lighting '.., • Optimal temperature:-40'F to 150'F • Parking Lots and Walkways • Horizontal mount mogul base • Doorway Safety '... • 9.8" x 4"; 2.5 lbs • Building Perimeter • Magnetic ballast only (":c.,1 ripare • Will not function in high pressure sodium or electronic ballasts Annual Cost to Operate 1 High Bay Fixture • Will NOT function on bypassed ballasts $600 400wMetal Halide c j5 41 1 �. \ . 3 • Instant on/off; Instant restrike $500 04;..c. . >4')1� € /. a13 Y„ t 311 ..^£7 ti'("i/)! 'iv 1 til,,!9:x'1" • Compatible with occupancy sensors ,... ' °= , 1 ,,,„1 250w tivi t ' ,„ $400 Metal Halide • Damp OK; no direct waterspray $364 320w 175w • No mercury or hazardous materials Metal Halide Metal Halide $300 191w 3446 $234 EZ LEO EF $226 ,,„.,,,,cations $200s 111w El LEO EF Cto R0HS a, 157w $131 ElL EZ LEO EF ,:_ EZ LED EF $100 $186 „, $112 SID I II i IIS II I 10 Month ROI 12 Month ROI 13 Month ROI 22 Month ROI *Take advantage of our 30 day trial period for a full product refund I t a(l.i(t I) Energy Savings...Simplified" www.oeo.com 800-553-2112 Agenda Item#8 Page 1 of 23 ProForma 0•eratin• Bud•et- Private Contractor Trial—Gulf Park Corridor Reflects the potential savings associated with outsourcing landscape related activity along the Gulf Park corridor to one private contractor. 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 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. • Agenda Item#8 Page 2 of 23 v a) C el v a c 0 a) m a o. 13 to .0 4 ro Is-. ac) `—° o E 8 N O d O N E rei co o) vi 7 0 f C) C U 0 a c cu sa 6. >` ca as a C u) 'V V p E O 6 2 .o- a O o O a a o I O N x 0 mie L o a, c E H v 0 C C �� U W 0 I o 5 4,r+ J„._.„, J N O 00 G 00 0 0 0 0 0 0 O 0y) 0000 .L).O OOO 0 O .c) OO O O tf)C 0000 C.) _: 69 tf)U)to 09 0 69 t»69 to 69 69 69 09 V)69 '69 69 U) 69 1:9 4)to O 4)V)Epi I'. U)69 U)@ N-)C 09 63 A 6')69 N N C9 0 t".• 0 O 6 NT C O k- '5 co i cv A N ca 0 0 v cC to CO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O 0 O 0 O O O O O 0 0 0 0 0 0 0 m 7 O t0 h O O O 0 O O O CD OD O 00000 690 6 0/f)00000) 69 O 00 O)4)00000 L. U c' O yr co N O O N 1,- 0 cOO) M N N o to U) i-- In O 0.01 O N <O 01 r CO U) N O °" '�, od'CON t` N M N r N 6)r a- N N CO V 0) N r O co- 0 c O a0 r tt Q C to I- M 69 69 69 69 6)6)(f)69 69 6) N 69 69 co O r I. 69 V. 6) 69 69 0) 69 69 6) (A 69 If) - (0 6) 6) (A U U o 69 <f)6) if) d 0 a> 0) 3 . z 0. co D149 1^ to O O O O O O O O O O O 0 O O 0 O O O 0 0 0 O O O O O O O O O O O O O O O o C CO CO 000000000 000000690 69096900 OOh 6900006900000 47.3 N CO) V '7'.CO N O O t() N t() O 0) Ce) N N 0 0 to U) O O M O N OD N. r CO t() N O La 0 V M I, 69 N M N r (V 69 r r N.-- Nao cV r CO OM tri h. 000 NI-- " 6" 0 to I- M (A 6)69.- 60 r 6)N)fig(fl 69 U) 69 69 CO CO r N 69 r r (A 69 69 0 LA o) 69 69 (> U)6) V)(0 63(9 6) (A c o 0 ai W E O u- c O o 1,2 Q. y 2 v 12 aa)) oc ° n y u Q > tij a) C 76 CK N a) 6) 0 a .° -a)0 U C N a) ta o - .V L11 N '7 Q) U C '0o 1IU d) N 0. V a) . N a, C 0 'V c ccn _ ro LAC a) ( q o 2 o In F:- Jr as a) w _ ZH al� vi � °' �)� � Nhc nva, m.5 tLcUC mc°ovsroaaa' c' y 0 0 0 0 oma) u`. � '� c c m 0 0 a El 0 ca00 ro CD EJ 3 so ci), D •ro , 'a> c .. m U o U c c = Lr 4 0 4 a) .ro u rr: o . $ o a c E (o 0 a "H CD = CO a) a-Zi) •, C a) +`' t U a) c oc rn m w c N N Q 1 0 1-. p o e a) 8 U u O ' o °es D 2 ,aS U c c tx .t] c m 0UI- aro E2 N fL O a)All a) o N d N C € C N jai ,)J , E) V o)ro .. L (CO o v N 0) (rya 6 N N m u) Ll Ln j U C a5oinl- I-- n. DCa 5. n GaJUOOOw u u`ic. w0JC. rt- m5 -., Ut= � .. mhui Agenda Item#8 Page 3 of 23 U co C O U o .0 mO .4 c e ro N a = U Ev E co to N O O U N Uo o N g '5 ro 2 ro o o -.6 ("(3 t au Uo E U U 0 0 F2 > t2 .0 `7 v OpNp N O 1.5 C V C aa)) U U N` c C co EE T >. UCppp(� E .O .0 U y T U w o N a 7.d 0 Zs 2 u U N fn O C ,a) N N _ N L. E co O O E C L N a) N f0 N .— U E E o o oto2 0co� as 0 0 0 O O co O O O O O O O O O O O O O co O) O N (A EA 00 EA G)EA EA 0 U)COfEA 0 9)En EA EA EA EA 0 N CO co Lo EA EA EA co N- EA co. N m C N co C O trou cos- 0000000000000000 O 0 0 0 O t- U) ) O O O EA O O EA EA 0 0 O(A 0 0 EA O 0 EA EA U) 0 W 0) L.L. U CO 0 0 N` 0 to O co_ co CO CO O Q) O N a) j (o N to to ,-- ' EA coO CD O O) co. C N` N N. (A N. EA EA 0) CO CO G) N O to EA CA CO El)(A V) EA EA EA 0 U U EA 13 O C 0 J — 0_ N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O to OOOOOOE>EA000EA00EA0 O 69 EAU) 00 t v) 0000N- 0) 000 0U) M 0 V M O OU) to to to cN _. to EA cr t7 N Op N. CO N N. EA EA N- EA (A 0) co co O a) (A to 69 co co EA to co (A(A N C c\j N to w N a) a) N fl. 0! E u_ Q E a. 0 C E or) t a 20 U N o -C c 0.- o o N 2 C) N c2 N U N N ,N E N E U O. C M C ll h O. vi 0 •N w „„,a) '7 Ca).N '�. c C 4 O .O ., O o. 'O 2 _ C ro . 0- N O ro 0. 48 E N O N N a) N l- 0. U To" a) N co c w CA w C O U u" 0. a`) N d ( Q • aE wn o0mo Com n a) C. aa' � p ,zN .(1-.1 rtp7 S T lo `' Q1 N C N N 3 >.0 O p 62 ul t.. Q •ca ac E00 ro0' p open c p rom Z Z E or ~ {' •� u a °o a) N O c a.cc c N c s" w m ro v E 'o.o o 'o 0 c Q) o. 3 ro'-._ o _c •- E col a) '(o w E a) a� :� co a) a) o. to co o u. co 2wIDu_ IXn. 2w0 _, aat- wm fl - oo /) a: w shat. 0 a 0 Agenda Item#8 Page 4 of 23 C 1,9 z3 s • PJB a Q '5 10 i0 .i) .o f r 1\/ 1-4� 'n mem c > @ 0 i-f.._ n moss II lji cP 0 ii)G Le) ! i ii ' ri: I.,...... 2 t i 11 _ 1 ' 2 ' 1 V1 Ii 81 s.) a) -a si gl i I S F tli 0 --r-' it IP ti) >43 I t 1 to M r, M t� L r. .- ii b N tassa) Di : it! a gl 1 l ' fi 12 121 mamma 121 OS g J /-- Ci1, rte.. a) ..49 am 4 '4 ii 11 U) J, ,, t Agenda Item#8 Page 5 of 23 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 1225 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 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 Agenda Item#8 Page 6 of 23 • N. CO It O) N t'- r 0) 0 N 0 N CO r CO N- N V' U) r V• CO CO C co CO a) CO h r 0) Cl 0 N N N N 0.-. CV CO t)) N N N- a0 O (O N: N: U) NCO V' O U) O u) 00 00 m w LI) CS) r N r CO N N- d' N 0 N CO M U) CO 0)O CC) N CO O N M 03 r CO N CO r M CO N O Co V' co N U) CO 0) CO r N a) 0 V R M N CO N O N C') N r O) V' L) C) N CON- O r .1 CU N N N N M 0) CO M U) (0 CO CO U) CO 0) CC) U) U) O M N CO CO 0 CO CO CO Cf) CO CO CO CO 69 69 CA CO CO CO CO CO 69 c-: a) p C o 0 0 u) 0 0 0 0 0 0 0 0 o 0 0 0 0 0 0 o N 4 0 A A v a o 0 0 C) 0 0 0 C) 0 0 o S o 0 0 ;, co '2 M o o d o 0 0 r 0 0 0 o r o 0 0 . r r r r C .- r r r r - r N c m c c M $ W N N CO CO O N N O N ! O LesO M (O 00 0 co— 0 y Cr M r OO N. O CO C') N U) M 6CO r 2(.3 r N N a N N (0 O C') N r O) 'Er U) M N (0 N O r d 0 N- 0) co c r 0) (0 CO U) (fl CO CO U) CO 0) CO U) N CO CO n. FEA 0 � O E9 to CO b — CA CO Co CO CO V) EA EA U) U) CO V) CO EA CO Q M w C 0 0 O U) N V' CO CO d' r O V Ccs,)' O U) N CO N� O co • co co CO M U) N M CO 0) U) r O) (O O) CO M CO ES V. N. CO M M N. C O) V_ Cr- h M 'V_ U) CO (0 0 ') N COr COCV r CO CON - 6 r CO CO(V CON EA' CO EA CA - d 1 •p y V N M (D (() N 0) M U) V' U) (O V O U) O r V CI C. CO CO CO 6, CO CO EA ER EA EA EA CO EA EA EA EA EA CO E ; d r N N � � C O e O O 0 O 0 O O 0 O 0 O O 0 0 0 0 0 0 O E CO � (0 (00CO co co cocU) CO conCO coN, ONO_ 0-- 0.-- CO O CO 0 Tiy co co co co- M co' co" M M (') M ccM cc co M C') co" M i O. ` co CO U) U) .6) CO CO Ti; CO 60 CO U) CO 69 (7 ( EA N C 1 1 '7) C CO 0- U) N V' CO N. N r CO CO O) N 0 N CO 0) N A 'p `0 CA ( n O N- N 0 N CO OO 0 N M V' V N N CO O CO CO Ur CO Q 0 r NCO O 0� M •C M M Uco cc1� N co- co- N V () c} N- N coMC (A EA CO CO CO EA CO CO CO CO U) EA 0) EA EA CO EA EA EA Q Cl.++ I N O M N, V O 69 O U) M N m NM M VN N. M 01M N O) N N O) Cp CO 0 N O CO N U) N U) UU M O CO al N O f0 Vl co- CO 6M9 0 CO co- CO OD CO 0 CA CO 69 0 0 CO 0 69 OD N 0 O O 0 0 CO N CO (1) N Gr U) 0) O 0 ,N- CO r r 'N UV' C CO 69 69 (6 'C EAN N ON O M N- ON U) VV) O) O -J 03 N C] N N. O) CV O Nh C'') Co co (o O) I- CO +6; COCA f!-) co 67 ((A CO COCOEA 69 EA EA O N UCO N) O 0 O NM M O COr Ur COO N 0N) 'C hV0N r COo CO (cUp�) N 'Cr Cr.. CO V' CV CO r'..- CO M 0 CO r r 0) N co CO (3 to. C 6�9 ) 6M9 61 Ca N9 p N C) N (9 N ...1 C co ' a) m N N CO 0 O c E $ 2 c C N 1 p Y E o E Ls n- 3 0) a; 2 ( S CO. 2 (V) co e F- aci NY p- E g Z c o 2 S W E - (.ii c NL . 2 to O � c p o n 4? 1 ,n C di N O �' ,f�� N N N (U _..) n m o 0 U NY (N! a Q o a tL -ro) ) 5 W ' Agenda Item#8 Page 7 of 23 0 0 0 0 0 0 0 alal I--- LED r tI r•-. 00 0 o, 0 0 e-i N N al 0 i Q N a) chi T-- N M 00 To O IF. 0 o I [t N 0 CO 0 N M ow V1 M Ol Li) t--! to N " t0 00 4 ,i N Cn N I Q cr to O (-i Lf) t0 u) GAJ N t rhrsJ-1 VD N 0000 N bi d• cr ai oo .-i CT >; O co CCOO U) (1) 01 sr-I O L. ! a a. 1 I 1 5- 1 ro 3 ! a, ; co O. 06 .Q SD_ O OZS 1 ro v 3 dS m v 1 _C .Q Q. 3 ! `' >. 02) i'' i u 3 .Q _ I Q▪ 'a L >' o CU . c 3m a 0 I'' fB a v) 3 ° .Q >, O N ,+_ - C1 _ co 7 Q NO c . e a .D .a >•• (I) ' ra "O CO c a i rro 3 CIS yr c OJ rn t" cn >. "CI a co _C � O C O cal CO 0 �. (0 2 cu -aN Co C IJ . oo E ( E o 'n D 6 •C 7v-d -o a v fo Q > > EyEo U Cd m CO L- N t s '0 m Co rci RS CG m m co L L . co .J 0 C C C CO CO CO C +'ro (0 (0 v a. a. a. u N CO -0 C C C . aa a. w C7 (9 a Agenda Item#8 Page 8 of 23 -----) -------) MOLTER'AMMO* 644 Hickory Road •Naples, Florida 34105 (239) 592-6770 inoltcrlandscape@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. Agenda Item#8 Page 9 of 23 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. 1V 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. Agenda Item#8 Page 10 of 23 VI INSURANCE Molter Landscape Nvill 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 its control. Molter Landscape cannot be held responsible for problems beyc;nd its c.o tro!, including damage from storm or hurricane damage, freeze damage or any other artf.re een; acts of nature. Clean-up of debris, tree staking and etc.are not included in this cosr:re>. 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 Agenda Item#8 Page 11 of 23 ProForma Operating Budget—Private Contractor 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. - Agenda Item#8 Page 12 of 23 •0 a) c 0.) co O N 0. E C) o (C a) ro c E 0 0. '=o !9 (o a C to N Vs t0 o c U Q w c 0 C 0) y C O cci O I` C U U .) ND (j ` 2 as N aa) " t E C u6, c5 -g m a) U C G .0 p C U 2 0 C c0 al V O 'O O ZJ E 0 VF ��p ro Q I.L. 2 co 7 N 'O O O ( C7N _ > O o N 0 c O E Z-• .�0 co o aC c E ® a. N O > N N O > . �. U w w F- 1 d O O) 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 O 0 0 0 0 0 0 0 O 0 69696969696969 M(9 69 M(9696966969696969(96969 696969 M to 6969 M 069 0 696969(A co( N _ V c ( co c\M cc` co (C,- 69 69 r L) (0 y 6 69 6 cU C C V O. ro atN i' N C CO , O � C (00 0 0 00000000000000 O 0 O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 CO CD 0 ° O) (000000000 (0000000690 6969690) 00069 /900006900000 (' v Il. U N h V 60 N 00 O t` (O M O M N N 0 (() N N 600 0 0 N60 c0 0 (0 (0N 0 = C) 2 N ( r- 69NMN ,-• N 69r rNr N W a (0N OMMM V' (p� <Y m 0. �M69 f96969r6969 6969696969 E9 CA ^69690) - N6969 (0v) 69(9 (l a U (» v) i9 e9 G to as" _`I ,> 0. a. 0 .N. 69 69 N 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 0 0 00 0 0 0 0 0 0 0 0 0 (0 0 0 0 0 0 0 0 69 69 69 0 0 0 1 6900006900000 Cl) M V' et.CO N 00 (nN (0M 0169 N N0 (f) (f) (t) OOM ON (OI- rc0 (0N0 p V Mt- 69NM N rN69rrN N. c0 V N r N OMtA(� OCO69r �Y U c0 (� M 69 69 69 69 69 6969 69 (o0c0 M r N- 69 69 6969 O 0) cn 69 69 U) r0)- 69 e- 69 69 69 0 C us a. x w C fop �, o O oa C 73 ft c o'c C E fa NE5 w0 Lo ro (� aic o c '0 (f) t+ P. C O c a. O O N C Q.N y Z N C Q'co o 0 N y E � o`) � � roQQ � a OWt%> a) (np � C m °� `� c � N °) `� y O d N c W c mm C 0 o '3a og rnaJ coinFo. .0 C c 0. U a: U N N O)o)E d a) c ') 'p N O). (0 CL • U U O@ O L N L d N O rn Z m CSO a) c 0. C _ C @ � ri co c •-g•-J �V U2 aE ''> 0 e2 - OC N .2o - — c m 0, 0 E.-.1,-. 08' d c 0 CJ N E E 3 0 N 0,0- 0 N @ C to --' U O U c c Il. '� 6' U 0 0 O > N 0 , C 0 . '> p o. E roto N o.I_ 0 O u o O.W �, Z. C 0U0aC O) uta Cc 0 d o) 0cEt. Uv) U ° v .cC7cC °� nC. n `m c0 c0 2 o c t p a) � 1.18 c c c6 o .:6c..-. rn_� v t s0 N .Er)0 0 c a ° E € c = v) c o = •0)U - a .-. O O N Q) h C w 0 E 'O C _ $ N N O O N O 0 Cl TJ > .) 0. 2 ESOu) F--F-- a. Cea: 5 Ca. J0000 W Ton a. W OJa. F- I- tO5iJ01- s 5. Cml- W Q 0. IL Agenda Item#8 Page 13 of 23 U) U 2 C O U U • C e3 O CT .c a) V c c a E 0 0 CCI ca N 2 E V) 0 N c o `o 1.) •-713 N O y N C C G @ 0 0 U O 0a uE o v a) rov ro 10 ° v o � N`o c c d 7 U n- U L p8p 8pq 0 cu 0• >,O N U U C al O .0 U0 .0 > T >, ss O �• E U C a) C 0 �0) ro lc A>. U O C1 C U >' N 2 d N _M •5 �. 0. C C U N f9 0 W V) W .0 O O c a) C V N O 0 a) 7 U U • ,a 7 0) C .G Ca O O 0 0000000000000000000 C. NCO 'N 0494900 Oto 690049(2069 E9 EA fI9 b90 ()) C: CO M 0 C; n 0 0 0 0 0 h 'T 0 co 6 o o o tri o tri ,..) co _ Cfl NN N o0 69 fA 89 to 49 49 Lf) 69 t0 O C� to co j (a Cn C O U C 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O 0 0 0 Co (' CO 7 0 690041600696000069690 690 0 6949 CO V 0 tL O 0 0 0 0 0 0 to CO O O) N CO S._ro to to tri cN N c- t9 c6 6 ad C7 EA EA CACO C9 S 69 0U N. V a) C c J •,. 0. N O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 U) 0 00000C949000C900C90 0 696969 00 "Cr (0 0000h. O) 0 0 0 0 0 0 O V' M ..- O Otri too to NCV r- N( M O r-- co" N. 0 CO N h CA CA 1--.. 69 CA 0) co 0 O 0) CA N C9 CA 49 69 CA N. C N N 69 X N W N a) a) to d a E Tv' to 72- CCS.. Q. E N E to E 0 ` to 0 0 q ro N .0 C 0.= N t/1 0C) O` O N 7 C •� 0 N a) N E N E U D ro 0 c 11. I- C]. �/j.0 w c Q' d L1 IA Q. C 7 O CP 2 'Og ..'n ..9 Na Cy V) a. al 0cti U' .CO. E UCC• N a " E `a .-- m ac0 11.1 0 0) ,Z Stu) oY03jy 0.Q) °a' a Q .Q 0 C C}. cn .N c O C .0 �,,' cu C Q. a) s_. O C1 N j- ;p n i T �� O 0 N C@ CO N 02 N O 9, Q IX C9 d {2 0 )(n c N ro ; o 0 0 m .fl (n o. o)u C `� .• a o•w C c J)U < I_ NY ,c a0 � oORoOm c o o a)� O To' a ti £ oti _ U ,<ga) ZQ �Ja) c ? 'c a) o ca o c 2 a) t v.! .� N a) ro 70 v - .0. w w '5 d o C 'c — 7 m Ii co 2W � u. oC22W0 aa1- Wm ro o00al CC0 W ..ca' - d 0 O Agenda Item#8 Page 14 of 23 I . I I o OR o I f0 41 Ns ID ri f-. CO O i cu O O r-1 N. N Dl O LN a r-i N m O Q ca i r-I IIH O 1 es I �rNOoOONm s" If) CO 01 to ri l0 N - al lD 00 r-- 1 ,--iN m N 1 cr l0 0 r-I t.f1 C0 tf1 1 ++ CO O N. N Ql r1 1-- d c^1 t0 N 00 N. 1 gy d GI:' rn 00 r-1 ai n v N( mil cr l0 01 iNi ,,--) I u. I a a N I 1 1 i I i 52i +, CO I fist I v (0 u > v.) I 3 ° c >'o m I v w (t) a_ N O v o 1 .o H 3 _ ats• 'O v O N c o o 413 ca > &I Lts "0 C c 13 co 4., C `~ C C R C C o O o (a 2 Qui -a v C o c v • to C C (0 w fD (a c � - v ° 0) co o > > > E N E o ✓ m m m L L V C C CD co co .. i m J 0 C C C (0 CO CO C C3 .- VUUa. a. a. Co • ,a a. a. a. a. C9 C7 C7 a Agenda Item#8 1 Page 15 of 23 j I CO 10 N- t- 0 r r O r CO CC) CO 1 O N d; r 'Cl" C9 CO N- O N N ti 0 Q CD r N CO C9 N. N- CD 16 CQ C•l (0 CO 'w 00 d' co CO d' r CO N M d0 CC) 0) ! U o (0 •:1-. N- N CD 00 r O CO N C9 est 1 M I- 0 M C7 N Cfl r 1t7 CO 00 N ro V (fa CO N N * 0) (0 CO CO C)) r 0) c)) U) vt— to U) (,) U) i 09. O a o o N •o c 0 I a0 E O0OOV •U i o CO M CO • O • V0 04r r r r r • p 0 0) 0) Q 11 1 C c C 1 +-' co N CO r O CO CO0) N M 010 O O 1 O N- d' 10 0 co \-- O M N In e I d v tin M CD N COO 4 CO 00 O 0. A- w C) CF) s" 64 ff) C) C!) 64 64 Cfl 69} .ti h O 'w` 0 E N N ul C U = co 'd_ dw Q N ONO M - I Cr) CO1- r N N N I oU CO < � (6 Cf) Cfl Cf} Cf) 0 U co co (0 N- d) d- d O N CDLO LO 04 V4 H} Cf) t4 C11,1 C N 1 C O 7 0 O O O N O ` fi CO CO CO CO CO CO CO CO CO C0 Q C) CMf) CCfl) (6M M M CD 0 O 0737r) 7 r %r 1Z I V N U N- CA N Z. .O (09 C7 It) CL) 0) M CCS) (C r € • N6"C 64 64 63 64 � ; <• 0- Q ) so 1 O a r N- CO co (0 N (0 CO d i OD CO i V 0 0 0o co d' iso) O co N 10 O 1 aJ 6Cf; 64 64 64 .J 69- CR 64 C) Eft N ) I V Q y C L 64 0 04 6004 CO N CSO 64 CO 0 CO •C r 0 CO i J O LS Ca N 1 •E d> Ef4 I CD 0 1 E a) CO O 0) N O— 0 CO N N S. CSO 0) CO 1fj d' d CO CO CA O' CO OC) CO ` U) CO ' 1<) C0 1 To U) Cf)CO 0, 0) 4,, 03 Cf6 C6 W) 10- CO t y i C 0 N N 1 0 o)o) 0 i a _ C)) CCS 3 (l3 N N O` 0 U V CO ((`Li co 0 n(I) N G 4 C m0 0 co m 03 t-- z N m n. I W gs o ro c L 6 cr ami 0 Q J 2 on C 0 0 W NY 0_ Agenda Item#8 Page 16 of 23 d4 4 r' f • AIMER LANDSCAPE 644 Hickory Road • Naples, Florida 34108 (239) 592-6770 moltcrlandscape@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. Agenda Item#8 Page 17 of 23 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. Agenda Item#8 Page 18 of 23 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 Agenda Item#8 Page 19 of 23 11e,l hdT. shJr itrilk r ri d o_ed-c11 ss jolbsa A surge 111 ow ;souse rciig -,1..r:4,' _1 ;1 -` - ! " .= "*,�1} # �7 '�d. t 1 tom. „;�`. ,- 3- *•�n:.: ,i,„,- , -1 I_ x j! i * ..'-iii,tt`� if :y--- 4 I i.) ' 11 i i ,t 'f'' * iiii A_ ,, ‘rvt- 1 I �� .:, t ` f : : T . , JIi, . „ P'` " p t rl s /i r! / ' r t t u rs r "" te s t Customer call centers are one of the occupations most affected by domestic outsourcing. (Associated Press/Bristol Herald Courier, John Bray) Don Lee For nearly 20 years Alfredo Molena made a middle-class living repairing bank ATMs in Los Angeles, despite being a high school dropout and immigrant from El Salvador. By 2000 he was earning about$45,000 a year, enough to support his wife and two children in a spacious apartment and take periodic vacations to El Salvador and Hawaii. He had health insurance, a matching 401(k)plan, and a company-supplied cellphone and vehicle. But it all unraveled in 2005 after his employer,Bank of America, subcontracted the work to Diebold Inc., a firm specializing in servicing ATMs. Today Molena drives a truck long-haul for about$30,000 a year, putting him in the bottom third of household incomes. He has no medical insurance. "I cannot afford it,"he snapped. Agenda Item#8 Page 20 01 23 Globalization and the offshoring of U.S. manufacturing jobs to China and other cheap- labor countries are commonly blamed for driving down the wages and living standards of ordinary American workers,but there is another,less-known factor behind the shrinking middle class: domestic outsourcing. From human resource workers and customer service reps to cooks,janitors and security guards,many occupations have been farmed out by employers over the years.No one knows their total numbers,but rough estimates based on the growth of temporary-help and other business and professional service payrolls suggest that one in six jobs today are subcontracted,or almost 20 million positions, said Lynn Reaser, economist at Point Loma Nazarene University in San Diego. Separate Labor Department data show that some of these occupations have seen a significant decline in inflation-adjusted,or real, wages over the last decade. In 2005, there were 138,210 workers nationwide who repaired ATMs, computers and other office machines, earning a mean annual salary of$37,640. Ten years later,the number of such jobs had shrunk to 106,100,with most of them subcontracted at annual pay of$38,990. But after accounting for inflation,that's a drop of about 15%from 2005. By contrast,real wages for all occupations rose 1.3%between 2005 and 2015—itself a tiny gain over the last decade, but still significantly more than those hit by domestic outsourcing. "If a firm wants to save labor costs,outsourcing is just a way of resetting wages and expectations," said Susan Houseman, a senior economist at the W.E. Upjohn Institute for Employment Research in Kalamazoo, Mich. Unlike the effect of offshoring,with its relocation of jobs and plants abroad,economists know relatively little about the extent and effects of decades of subcontracting production and services to third parties in the U.S. But what research has been done suggests the practice has played a significant role in the nation's troubling trends of stagnating wages and rising inequality. Agenda Item#8 Page 21 of 23 •\ •,, '''' ' ,..fi,e - fl *' ."- ' I * el jii/ 1 : .11 . 4 14 1" ' ' 1 . 11 i 1 , t w From coast to coast, middle-class communities are shrinking Rosemary Batt and other researchers at Cornell University found that large employers at subcontracted call centers,for instance,paid their workers about 40%less than comparable workers employed in-house at large firms,not including the value of health and retirement benefits. That disparity is partly because large companies are often sensitive to what is called "internal equity"or fairness in pay among co-workers at the same company. They have far less concern about paying outside employees lower salaries. Unionization also plays a role. In a recent paper, Houseman,Batt,Annette Bernhardt of UC Berkeley and Eileen Appelbaum of the Center for Economic and Policy Research said that while the data are limited, there are indications that domestic outsourcing is much more prevalent than generally recognized and that the trend is "profoundly affecting the quality of jobs and the nature of the employment contract for a significant portion of the American workforce." Cutting labor costs isn't the only reason firms outsource. Outside vendors can bring unique capabilities—such as customer research—and help companies adapt to the spikes and dips in business by reducing staffing levels without undergoing expensive in-house layoffs. "Banks want to focus on core service and to be able to outsource all this other stuff," said Ralph Spinelli, vice president at HTx Services who previously headed ATM support at Citigroup. Citigroup and BofA declined to comment for this story. Diebold wouldn't comment beyond saying they pay competitively. In years past, employers were reluctant to outsource because it meant losing control and risking harm to the corporate brand. But those concerns 11 ,7e been eased by advanced monitoring technologies and communication capabilities. Agenda Item#8 Page 22 of 23 Outsourcing"has contributed to the breakdown of cultural norms in which companies had their own employees who reflected values of the companies," said Appelbaum,who has studied subcontracting in healthcare. As Molena's case shows, the effect of domestic outsourcing has not been confined to unskilled—or temporary workers. After his layoff at BofA,he never worked in that field again, unable to find anything close to what he earned before. "They were the beautiful years," said Molena, 63, reminiscing inside his white semi cab as it rumbled along a Georgia highway. ;' i? .'!i t< ? p.,•,,.1:444.:11• • fit } Jr ';i L t (`.. ;t -: - ..7 l 1,2, ; ,'.MM+,..;i 1 ri ' R'0� r3 ' *1' .s•2.�. r— 1411 i .� fit. •1 ,.. ,e''wilt a 1,:w.. „ .'°C r�. ,-Z-i } `� ' A� In c S'-#ill-... r .,.<, S 1 li', !* k: 5 ., """ ,`'{k s :t o1/,.,,, i 4 `.E 0.*. ' 71 E a �'s,--- t-•-'4,t �-1 . { i. ° I1h1 _ r x E t 0 t{ , t*. 1' 11 dna Los Angeles manufacturing job loss hampers state recovery, report says People working in trades such as carpentry have taken a hit too. Recent years have seen the rise of outsourcing even in professional ranks, like accountants and lawyers. "You have even doctors on demand," Appelbaum said. The trend is growing, she said, because employers have become wary of adding employees and taking on the responsibilities that come with that, including training them and looking after their needs. The growth of outsourcing partly explains why so many millions of Americans have tumbled down the economic ladder. As a result,the middle class no longer constitutes a inaj ority. Data compiled by the Pew Research Center shows that in the early 1970s, middle-income households accounted for 61% of the population. By last year, the proportion of middle- income households in the nation had slipped to a notch below 50%. The call-center industry provides one of the starkest examples. At one time,providing telephone customer sales and service was done almost entirely by internal employees at Agenda Item#8 Page 23 of 23 big firms. Today much of the work has shifted overseas,primarily the Philippines,as well as to subcontractors in low-wage regions of the U.S. Alexis Perez,41, is one of the lucky ones. He works as a sales associate in New York for Verizon,making about$74,000 a year. That is more than double the average pay for customer service representatives nationwide. But's he's not sure how long it will last. Earlier this year Perez and other members of the Communication Workers of America went on strike for nearly seven weeks, in part because Verizon sought to outsource and reduce its call-center staff While the union largely staved off that bid by Verizon,at least for the next four years of the contract,Perez said he was "absolutely concerned about the future....If the company outsources, there's going to be no jobs left." • Agenda Item#9 Page 1 of 20 ProForma Operating judoietfndeaendent District 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 by the Tax Collector/Appraiser offices. As an Independent District, this collection function can be accomplished "in house" or sub-contracted (for example, collection could be sub-contracted to the PBF, acting as agent for PBSD), If that were the case, additional savings up to $116,600 could be captured. Anticipated savings through enhanced Management Efficiency and Equipment Maintenance are not included in savings . I Agenda Item#9 Page 2 of 20 , r. o Qt' 0 ?• Icc c $ E: N cc ro 0a 13 o C) ti ff .; o � w W 0.:O.: rs - g 1 riv.i. 1 8 o21 Faa > W=cum cRI ce .N '"y Ei o � .g c C c t N ( tgnv�i�ugivgi�vqitgn� �v�iv�v�ivgic�ivgiv�itsv�ivOivgivgivOivOiunit�nvgivgi8v�itgn8vqit�ivqi N 1.. t�i�rii-f;in U r•• mcn00 v. to N = • Agenda Item#9 • Page 3 of 20 • • 1i a • as tr t 'i3"r • IIJ fi C.! • a 0 o Li o i. L .. a.a Li:5 • -03 e� 'a 2' 0.-s.. N3 co cn dQ <u • .� 'O Z 82 54 N 5 J X aa tx a .Q A 'r. N T) cu a tr 0) y �7 G tN ry 7 V N E1 O C 'S'.•7 __ rc^ CD pp p pp Q (Il p� o 000000 NIOAPAIAN09toV>NN NPAN MW to.t' (A to to CA CA CD ((p� NNW .'' tri N N N N tY! U c co, a.. 13 u c 0 r n te 1 aro N vJ p po L. ,y� Q 61 ,� c>C) 00(060 00.0q 0 CO 0) 00)) O y� C 0000h 0) 000 0 10 t+� O O V co,I v N 01 ont) cps t� O v� c� Z y�. CCCC fA to� �fA V>V>V) 2 0 t� t4 O .5 • dam na Ci O C N co n.t2c r: O O p0 p00000Nt01s000�p0p p0 Np O Nt/)(fl O g II O O O OI�8 OOU O i(j M O Y(•) a s u O tryi(j � (V C`!�" N < O IVi Ni O o. o.o U II, rto v>in in N cn 0 N n n CJ 5. O w O fA. (L T C O i. ttt. . C a q Si (t F. � � C8 co t: Q 8 c o a ry vr. YM P.3 e ro a 6.N Aq Q atria ( .9F Rs d� . U'E _ p• � � Pt. E0 Z Vi Or 3 �� o)�o� w cc o ppm d a ( o T a c .'U e.'c, N .. N o . 1 °. o ..�o'. '- o. o .Ca r c E? .., viva O. �. 0. :3 O. CO)` t n Tl14"2� v 6g Q 1- 6 n 8 66 a a.U.a o 196 C E f.. .N 4 E N O gIll t N 131-' (1. CtO ... U 120 Agenda Item#9 Page 4 of 20 Q�o. COp? V CO l0 M8 (0 C') NcNi O N �(Np1 81 Cl) N N o> Ct)) :c6 tri 2 co O co H � ,28 cap ((V0 t^ O pOH 0 (N� O 0 aS I r-s- � 8 O (0 a-• A. t-0 "' (n (1) 4 V) () Cn W ((00 to o r~-• 0 l8� t) (0 (0 1 (4 0) (n fA s- a-• U) lA Cl) (1) (n C� N to 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 C1 (• (1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 c -O (1) O V c�� O O O O O O O O O O O O O r U �j (0 <� r) O to O O O O O O O O O O O . N t� c• r a- r r c• a c' a-• a a-- a- U c O ri q Si to U) 0 Co g 0 Op 8 rn A O o q t' :- n rm o i• 8V O A (!) e F lO w 0 A Nppo) 1 ..ii- a.Co O r O tla- M m cNcpp p t��j § 00 v 2 2 of A 2 A A 2 a a CA (n (r» (s k. ! o L t: 8 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 }? `5 oho cto o co to ro tc`o io` fo io o cho i`o o cho o`3 0 n (> a c6 c6 M co ri of ci ai ci c6 c6 Co (6 (6 C') pi co t" r r+ c- r �- a-• r •• a-• r r r r a- ( V) (!) (f) N Cf) Cl) (A (f) V) (A (n (n (f) V) ff) V) V) WY -- is' •0 t , L) Cl) s- _ ) 0tO000) 11 cy OMC)N 0 <0 0) (1) no C) 6 { a. v C O O O o M iN2 1n 2 h h IqA N n V 8NF '.•' O M h ( a•- O) O N O ` h N co' (n -0 .V VM (/ VN VVV) ) ) ) ) ( ) N`tO O ;2 () to n o (0 8 i721. 0) (� Cts. tom. (o tom-' o O 41 j P, N tv 1 to oo i 0 C U t c co 't ro .o JQ, (� ° O - V (may v epi Ni a) �i �Ct7 j r� Ci 1 11 , CO] Sri 0 ni, 0 o a• d 0 O `-.• yl. C7 2 O I ( N ` N N C r p Qj y t�ij } 5 Co o c� ck w �C d c); n. n. -) -, 0 w • I 1 1 Agenda Item#9 1 Page 5 of 20 I' E � 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). Agenda Item#9 Page 6 of 20 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. Agenda Item#9 Page 7 of 20 "Independent District" vs "Dependent District" Independent Dependent Description District District Governing Representatives Elected Appointed by County Number of golverning representatives Set by Legislation Sat by Ordinance Subject to"Sunshine Laud' Yes Yes Sovereign Immunity for Officers/Employees Yes Yes Decisions subject to approval by County No Yes Subject to allocated overhead charges from County No Yes Authority to levy Non ad-valorem assessments Yes Yes Assessment collection by County Optional Yes Budget determination subject to County approval No Yes Borrowing Authority Yes No Ownership of real estate&capital equipment Yes No Ownership of streets,lighting, etc Possible No Ability to share in ad-valorem tax revenue from Coutny Yes Yes Land Use Authority(easements,variances, zoning) Possible No Eminent Domain authority Possible No Authority subject to involuntary revocation No Yes Authority to set criteria for supplier selection Yes No Authority to specify employee hiring protocols/wages Yes No Authority to specify employee benefit package Yes No Participation in FL Retirement System Optional Yes Participation in favorable municipal purchasing contracts Yes Yes Purchases"tax exempt"including gasoline use tax Yes Yes "Municipal"vehicle registration/plating Yes Yes Agenda Item#9 j i Page 8 of 20 I Independent District vs. Dependent District Scenarios of Understanding Direct cost implications associated with organization under Dependent and Independent Districts can be reasonably estimated and compared, The aqvantage seems to lie with an Independent District. Entirely separate from the cost implications are operational efficiencies and/or outcome improvements which are likely under an Independent form of governance. A visceral appreciation of some such advantages can be illustrated through a review of recent events. • Most will recall the supplier decision forced upon us earlier this year regarding a contract for monitoring tidal flows in Clam Bay. We had enjoyed a long and satisfying relationship with Tim Hall in that regard. At time of contract renewal, we were obligated to competitively bid and examine the responses from three candidate companies, The bid from Turrell, Hall &Associates was not the lowest bid, although it was reasonably close to the lowest, The sense of the Division was that continuing the relationship with Tim Hall was the preferable choice, however we were forced, by County policy, to accept the lowest bid and therefore begin a new relationship. If we had been organized as an independent district, we would have enjoyed the latitude of selecting Turrell, Hall&Associates and therefore preserving an effective commercial marriage, and not further complicating the management of Clam Bay with the addition of a third player. • We are in the process of adding aeration systems to many of the lakes in the Pelican Bay storm water management system. Thus far, all system installations have been successfully completed by Aquagenix. To complete the final leg of the aeration project, the County purchasing department forced us to send RFPs to 1276 different suppliers, of which four responded. Mercifully, the Aquagenix proposal was the lowest price as well as being the preferred supplier. All seemed in order, until the highest price bidder (high by more than a factor of two) protested, relying on a vague argument that only they had the required licenses to actually pursue the work, The County purchasing department found the protesting supplier's argument sufficiently persuasive, and froze the process while further investigation could be undertaken.... as in froze the process for 4- 6 months) The Services Division finally tried to expedite the project by splitting the material and labor, rebidding and then sourcing the material only. That now leaves Marion Bolick in the unwelcome position of identifying (and bidding, and a supplier willing to "install only.... material by others". If the electrician under contract with the County wants the job,they must be given the award. Given that most such suppliers rely on material mark-up to form much of their profit margin, our aggregate cost might very well end up greater than the Agenda Item#9 Page 9 of 20 Aquagenix"all in" proposal and will likely leave us in the somewhat intractable position of facing two different suppliers when warranty and/or routine service needs present themselves. If we had been operating as an independent district, we could have released Aquagenix to complete the entire project, assuring us of an expedited program, the lowest cost and a strengthened commercial relationship with a single supplier for aeration installations. • The Services Division has plans to install a computerized irrigation system throughout Pelican Bay. The project will take up to three years to complete, due to perennial budget limitations. Roughly$100k will be budgeted each year, beginning in FY2016. The initial stage of this project was properly engineered and designed to incorporate eleven central clocks, each capable of managing up to forty separate irrigation zones. After extensive research, Calsense materials were selected for a variety of legitimate reasons. To avoid supplier proposals with alternate system specs and lock-in perceived cost savings associated with buying the material direct, the Services Division solicited bids and released purchase orders for the equipment only. The next step required the identification of a supplier willing to install the equipment The County purchasing department insisted on sending invitations for bidding to over 30 potential companies.... their criteria being the simple holding of an irrigation license from the state. Experience with Calsense equipment or even similar computer controlled irrigation systems was not an "allowed" prerequisite for bidding. Bid requests were ultimately sent to 56 companys. The pre-bid meeting schedule was provided to all 50+ companies. Because the irrigation system was rather sophisticated and because the pre-bid meeting was to include a walking tour of the entire Installation within Pelican Bay, Marion Bolick requested that RSVP confirmation be solicited from suppliers planning on attending. Purchasing did not respond to this request, forcing Marion to prepare for the possibility of simultaneously entertaining 50+ company representatives, providing hand-out materials for a sophisticated irrigation system, and manage the logistics of walking an entourage larger than the entire PBSD work force throughout Pelican Bay with detailed technical instructions at each stop. If we had been operating as an Independent District, we could have selected a single supplier, of our own choosing, to manage the entire project,.. thereby achieving lowest price, maximum administrative efficiency, and ultimately capturing a system with "single point responsibility"for proper function and warranty/service needs. e Marion Bolick recently needed to hire a competent spray technician to replace an employee who had resigned. He had fortunately been able to quickly identify the perfect candidate, but was forced by the County HR department to also interview a number of existing County employees who thought they might be qualified. The interview process was a nuisance, time consuming and forced Marion to wade through a number of county aspirants who didn't know the difference between a fungicide and herbicide, the difference between a fluid � I Agenda Item#9 Page 10 of 20 ounce and a quart. Ultimately, Marion was able to persuade the County HR department to extend an offer to his preferred candidate. Note that the HR department extended the offer, not Marion... in so doing depriving him of an opportunity to begin cultivating supervisory loyalty. The hiring process was also complicated by the fact that the County HR department prescribed a narrow corridor of wage levels which could be offered to the new employee... wage levels which were less than the competitive range for which the employee was qualified to receive. Again, Marion had only minimal ability to influence the ultimate wage offered to the prospective employee. If we had been operating as an Independent district, we could have selected employees (or not) from any pool we deemed appropriate and offer any wage we believed was consistent with market conditions and the specific attributes of the employee being considered. e In the course of examining potential cost savings by the CSS committee, one option under consideration was to sub-contract some portion of landscaping activity to an outside supplier. The success of this option would hinge on both satisfactory pricing from the supplier and performance quality higher than generally observed from landscape contractors. Although pursuit of this outsourcing option is only under discussion at this time, one can be reasonably confident that selecting a supplier under County supplier constraints will not produce a preferred outcome. The requirement to competitively bid a contract each year and requiring that the low bidder receive the job, limits the pool of suppliers to only those willing to cut any material quality and/or technique they think they can get away with AND willing to jeopardize their business with the volatility of a non-repetitive work flow. The tedious administrative maneuvers required to manage "extras", unexpected or emergency conditions, etc. under a Dependent district would further complicate any ongoing engagement with an outside landscape contractor. The slow (and possibly "no") pay nature of working for a municipality serves to further diminish the desirability of working for a Dependent District. The bottom line is that, as a Dependent District, we set the stage for a less than perfect outcome for this and similar endeavors. • We recently identified a small supplier engaged in sign maintenance in a Bonita Springs neighborhood very similar to Pelican Bay. In this specific case, the Bonita neighborhood had developed a long term supplier relationship and an on-going PM program to maintain all signage in near perfect condition. The agreed prices were materially less than Pelican Bay pays its County approved supplier for similar work. In an effort to secure the favorable pricing enjoyed by the Bonita neighborhood, the Services Division staff offered the supplier an opportunity to bid on select sign repairs... an opportunity which was declined, citing the "fig leaf"of not being willing to apply the Verde Green overcoat required by the PB foundation. The likely reality is that such a small company would not want to engage with a customer encumbered by the numerous commercial constraints under which a Dependent district operates. If we had Agenda Item#9 Page 11 of 20 been operating as an Independent District, we could have tailored the oppotfunity in such a way that the small supplier would have been interested and we could have benefited from a lower price and a comprehensive PM program. jE _ t Agenda Item#9 Page 12 of 20 To: Board of Directors,Pelican Bay Foundation From: Bill Carpenter,Bob Uek,Mike Coyne,Henry Price,Jim Hoppensteadt,and Steve Feidhaus 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 Feidhaus 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? o Fred Coyle and Leo Ochs proposed the formation of the PBID. o Foundation Chairperson Bill Carpenter formed an Ad Hoc Committee to evaluate the proposal and make a recommendation to the Foundation Board. o 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. o The Ad Hoc Committee had a number of meetings and conducted research on independent districts in Florida. o 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 Nell Dorrill,to discuss the multiple issues involved with the possible formation of the PBID. o The Ad Hoc Committee prepared and authorized the release to the Board of this interim report. What would the purpose of the PBID be? o 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. ? Agenda Item#9 Page 13 of 20 1 1 What is involved In the process of creating the PBID? o There are a lot of moving parts,involving the County,our legislative delegation,and our members. o 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. o We would have to obtain the support of our legislative delegation for legislation to create the PB1D. I o 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. a 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: o 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. o 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. o 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. o 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 P810 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. o 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 PB10 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 P810 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. 1 Agenda Item#9 Page 14 of 20 We would also expect that the several million dollar capital surplus In the MSTBU would be transferred to the PEED. o 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. o 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. O We also can include powers in PB1D 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 PB1D 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 • o 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 P1310 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. 6 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. O 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. o 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 P1310 Board with a vision contrary to the vision of a Foundation Board could create problems for our community. o 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. Agenda Item#9 Page 15 of 20 © 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? O 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. o 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. o 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. o 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. o 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? • Agenda Item#9 Page 16 of 20 ▪ 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. o 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. o 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? o 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. o 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, o It should be possible for the Foundation to recoup a substantial portion of these costs from the P010 if we do go forward and the legislation is successfully passed. o 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? • o 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. o 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? o 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. Agenda Item#9 Page 17 of 20 o 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? c 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. Agenda Item#9 Page 18 of 20 i I i I 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. I I I i E j i I Apti17,2010 Ag endo Item 7o//1D Page lof3 Agenda Item#9 Page 19 of 20 Advantages Special Purpose Districts are a subdivision of the State of Florida that afford a host of benefits that include the following: O A community focus on specific services authorized by law O Independently operate,maintain and finance all assets owned by the District O Directly elect representatives who govern the affairs of the District O 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: o Ad valorem,taxation/millage limitations O Bond or debt issuance o Other revenue(assessment)collection requirements e Budget approval process O Liens/foreclosure O Election procedures o Administrative duties O Method of establishment and amendments to the Charter o Define essential services o Acquire by conveyance, deed or condemnation assets or interests to undertake works of the district O Sue or be sued Executive Summary:Pelican Bay Independent District Introduction April 7,2010 Agenda Item 7a/ND Page 2 of B Agenda Item#9 Page 20 of 20 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. MBE 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. • (47'\ Prepared By: .r. f W.Neil grrlil,PBSD Administrator ExecutN¢Summory:PallconDay Independent 0;stdetIntroduction Apn77,7010 Agenda llem 7o/1l0 Page 3 of 3 •