Agenda 02/28/2003 W COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA
February 28, 2003
9:00 a.m.
1. Pledge of Allegiance
2. Agenda
Items A and B will be heard in the Board of County Commissioners
Boardroom, 3rd Floor, Bldg. F, 3301 East Tamiami Trail, Naples. Item
C will be heard in the Supervisor of Elections, 3301 East Tamiami
Trail, Naples, immediately following Items A and B.
A. North County Wastewater Reclamation Facility
B. Road Financing
C. Strategic Planning
3. Adjourn
North Count~ Water Reclamation FaciliW Flow Equalization Tanks Pro,|ect
Historical Timeline Based on Requirements of the Ori~nal FDEP April 10, 2001 Consent
Order
Season
2000 - 2001
· Board informed on three separate occasions - March 13,2001, Item 10E, March 27,
2001, Item 8 C 2, and March 30, 2001, Emergency Meeting - of the sewer crisis and
emergency conditions the County was under at the North County Water Reclamation
Facility (NCWRF).
· Numerous sewage spills encountered at the NCWRF.
· Prompted the FDEP to issue a Consent Order
· FDEP ceased issuing permits for new sewer hook ups.
· Building moratorium.
FDEP
·
·
Original Consent Order
BCC approved 4/10/01, Item 8(C)(1 ).
Mandate to build 5 million-gallon (MG) Flow Equalization Tank.
Directed by FDEP could not use half of the capacity of the new plant for sewage
treatment (loss of use). Had to reserve for flow equalization.
Had to be completed and on line by November 1, 2002.
Fine is $10,000 per day after November 1, 2002.
Reviewed by County Attorney.
Engineering Design · Had to commence immediately to achieve mandated completion of tanks.
· Board approved Professional Service Agreement Amendment with Hazen and Sawyer
5/08/01, Item 16(C)(7), for engineering services (design through start up of tanks).
· Reviewed by County Attorney and purchase order issued.
· It was a companion item to Item 16(C)(5), which declared an emergency and waived
purchasing policy and Consultants Competitive Negotiations Act.
· Hazen & Sawyer preliminary desi~,n {30%} - May 2001 through June 2001 (necessary
for permit application).
· Design showed 5 MG not needed, 4-MG oval tank sufficient to meet needs.
· Four months into design, site constraints identified/analyzed (wetlands and storm water
drainage canal to the north). This forced a design change to two 1.5-MG tanks. We lost
four months in the process.
· September 2001, new preliminary design/permit application submitted to FDEP based on
two 1.5 MG tanks.
· When design was completed for Phase II (tanks Construction) in January 2002, an
Executive Summary was taken to the BCC on January 22, 2002, Item 1 OF, to approve a
budget amendment to re-appropriate $2.5 Million to the NCWRF FET project for
construction of the facilitie, s. The change from one 4-MG Tank to two 1.5-MG tanks
increased the cost from the original estimate of $4.8 Million to $7.2 Million. The Board
approved it.
Page 1 of 3
FebrUary 26, 2003
Permitting
· Required to construct tanks (FDEP construction permit and FDEP environmental
resource permit). Construction permit issued December 2001. But also needed
Environmental Resource permit, which was issued February 2002.
Construction of Tanks
· Very aggressive schedule.
- · Due to limited time for construction (10 months available for bidding and
construction), and based on BCC approval on 5/22/01, Item 16(C)(8), decision was
made to build in two phases (Phase 1- soils work/utilities relocations, and Phase II - tanks
and appurtenances).
· Based on BCC 5/22/01approval, Item 16(C)(8), and short time available to build tanks,
Expansion contractor, Project Integration, was asked to price both Phase I and II -
October 2001 through December 2001.
· Independent cost review indicated fair price for Phase I. Notice To Proceed issued after
FDEP final permits received, approximately February 2002.
· Reviewed by Purchasing Department and purchase order issued.
· Construction of Phase 1 - February 2002 through July 2002.
· Phase II design completed January 2002, and price proposal was requested from Project
Integration based on BCC approval 5/22/01, Item 16(C)(8).
· Independent outside professional cost estimate received March 2002 at $6.4 Million, and
the need for 16 months of construction time from Notice To Proceed was identified.
· Price received March 2002 from Project Integration at $7.2 Million. Deemed too high.
County rejected.
· Bidding documents assembled and put out to three contractors (Project Integration, and
two fixed term annual contractors) late April 2002.
· Bids opened publicly June 2002. Mitchell & Stark low bidder at $6.2 Million. Within
independent estimate. Deemed responsible, responsive and competitive as compared to
the independent cost verification.
· Award of contract based on BCC approval 5/22/01, Item 16(C)(8). Contracts assembled.
Notice to Proceed July 2002.
· Reviewed by County Attorney, Risk Management and Purchasing Department.
· County negotiated with FDEP to extend completion date to November 1, 2003.
FDEP Amendment To Original 4/10/01 Consent Order
· FDEP and BCC agreed July 30, 2002, 16(C)(16), to extend completion date to
November 1, 2003. This was based on all extenuating circumstances outlined above.
· Allowed to fully utilize the new plant expansion only after new aerators placed on line in
existing plant.
· Fine is $10,000 per day after November 1, 2003.
Page 2 of 3
February 26, 2003
Current progress
· Contractor is slightly ahead of schedule and approximately 42% complete.
· On schedule to meet the FDEP completion date of November 1, 2003.
· Billed to date $2.6 Million.
· Approximately $1.2 Million unpaid invoices.
· Subcontractors have demobilized.
· Mitchell & Stark has indicated to the Project Manager that they will begin
' demobilization this week unless payment is made.
Page 3 of 3
February 26, 2003
GAS TAX/ROAD FINANCING
DISCUSSION ITEM
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/03 WED 08:38 FAX 9413894359 CITY OF ~IARC0 ISLAND ~002
CITY OF MARCO ISLAND
Telephone:
50 Bald Eagle Drive
Marco island, FL 34145
239-389-5006 - Fax: 239-389-4359
DATE:
TO:
FROM:
RE:
February.' 25, 2003
Mike Smykowski, Collier County Budget Director
Bill Harrison, Finance Dirccto~-~y~
Use of Gas Tax
The City of Marco Island's proraled share of thc Collier County Gas Taxes represents a
significant revenue source to the Cit'3,:
200l ACTUAL GAS TAX REVENUES:
2002 ACTUAL GAS TAX KEVENUES:
2003 PROJECTED GAS TAX REVENUES:
$654,994
$709,178
$745,000
Gas tax revenues are a restricted revenue source, to bc used only to maintain and improve the
roadway system on the island. Two depamnents of the City, Streets & Drainage and Roadway
Beautification may bc funded ttn:ou~a this revenne source. The operating budgets for those two
departments for Fiscal Year 2003 are:
STREETS & DRAINAGE:
ROADWAY BEAUTIFICATION:
$1,214,671
503 360
Gas tax revenues make up less than half of the funding for thc.sc two depagnnents. Everything
else being equal, the ad valorem tax levy would need to be increased to make up for thc revenue
shortfall if the City were to stop receiving gas taxes.
MemoU$cot~'-~sTgx
-9-
20O3
Strategic Planning
Workshop
February 28, 2003
Collier County
Strategic Planning Workshop
'~ne World is too big for us. There is too much
dying, too many crimes, casualties, violence and
excitements. Try as you will, you will get behind
the race...
in spite of yourself.
It is an incessant strain to keep pace and we still
lose ground.
Science empties its discoveries on you so fast
that you are out of breath trying to keep up with
them, Everything is.high pressure,
Human nature cannot endure much more."
- AUanlT'c I~Ionthly, 1837
Collier County
Strategic Planning 2003
· Review of 2002 Planning Session
· Review of Strategic Goals
· Stratification of program priorities
Our Mission
To Deliver Services to our Residents and
Visitors that Ear~eed Expecta~f~
Our Vision
We envision an organization that
has the best employees; produces
high quality results; is creative
and proactive; is fiscally
responsible; and is community
driven.
Our FY01 Goals:
Best Employees
· Objec~ves: - Recruit and Select Qualified Applicants
- Develop our Employees
- Retain our Employees
Our FY01 Goals:
Produces High Quality Results
· Objectives: - Establish Expectations
- Deliver Products & Se~ices that exceed
those Expectations
Our FY01 Goals:
Creative and Proactive Behavior
· Objectives:
- Encourage Risk Taking and Innovation
- Be Aware of Emerging Technology
- Be Aware of Community Change
-Establish Long-Term Goals
Our FY01 Goals:
Fiscal Responsibility
· Objectives:
- ~hieve Value in Purcha~ and Delivery of
Products and Services
- Plan and Execute Sound Budgets
-Plan Long-Term Fiscal Impac~
Our FY01 Goals:
Community Driven
· Objectives: - Establish Community and Neighborhood
Partnerships
- Build Relationships
- Respond to Community Needs and
Expectations
Our Values
' Int~JdW
· Reliability
· Teamwork
· Caring
· Professionalism
· Responsiveness
· Customer Focused
· Accountability
· Ethical Behavior
Key Business Drivers
· Protect Public Health & Safety
· Manage Community Growth
· Enhance Quality of Ufe Requirements
· Demonstrate Fiscal Stewardship
Major Business Processes
· Regulate Land Use
· Provide Services
· Employ People (byproduct)
Major Products and Services
· Health, Safety, and Welfare
· Infrastructure Management and
Development
· Recreational and Cultural Opportunities
· Code Enforcement, Permitting &
Education
· Land Use Planning & Regulation
· Legislative Development & Review
· Employment Opportunil~es
Strategic Planning Process
Key Customer Rcqui~men~
Key Stakeholder Requirements
Employ~ Rexttm'~menls
Scrdor Leader Assessments ~-~
Key Strategic Issues
Identify Strategic Priorities
Allocation of Resources
Key Customers
· Tax Payer
- Residents
-Tourists and Visitors
· Municipalities, Special Taxing Districts,
& Community Associations
· Business Community
· State & Federal Government Agencies
Key Customer Requirements
Projects and/or · Road/Traffic Hatters
Services that Most
Need Improvement ' Control/Manage Growth
(~oo~ An,~a, oran's s~,,~) · County Government
Performance
· Health Care Concerns
· Water
· Crime & Safety
Concerns
6
Key Stakeholders
· Constitutional Officers
· Advisory Boards an~l Committees
· I~lunicipalitJes
· Bond Holders
· School Board
· Vendors, Contractors, A/E Firms, and
Consultants
· Employees
Key Stakeholders Requirements
Know we listen,
reacted, & sens/tive to
concerrls
Provide timely,
competent responses
Satisfied constituents,
users, customers
Obvious benefit to
community/County/
State
· Apply County
resources against
their concerns
· Provide consistent
interpretation &
execution of
Ordinances/Statutes
· Stay within budget
& deliver what's
promised - on time
Improve communication · Tmage improvement
Employee Requirements
· Competitive Pay and Benefits
· Enhanced Career Nobility and Training
· Quality Leadership and Supervision
· Work Standards & Accountability
· Improve Organizational Efficiency
· Excellent Tnternal Customer Service
· Safe Work Environments
Assumptions
· Growth will continue at the present rate
w/a corresponding demand for County
Services
· Quality of Life expectation will remain
high
· Customer/Taxpayer is willing to pay for
certain 'Delightful Service'
· Competition for 'Qualified' employees
will increase
Senior Leader Assessment
· Overhaul Contract · Technology
Management Management
· Customer Outreach Plan o Grant Acquisition
· Organizational/Bus, ness Program
Management Process · Quality Assurance -
· Employee Investment Quality Control Plan
Plan · Government Facilities
· E-Government Master Plan
· De-Cent~lized · Capital Funding Plan
Government
BCC Action - External Supported
· Affordable Housing - Fia~
· Health & Human Services ~ Co,etta
· Economic Dev./Redevelopment - Halas
· Growth Plgmt./Smart Growth - Henning
° Green/Open Space - Coyle
· Fire & EMS Services
· Airport Services
BCC Action - Staff Supported
· Employee ~[nvestment Plan
· De-Centralized Government
· Capital Funding Plan
Shadow Staff Action
· E-Government
· Grant Acquisition Plan
ESSENTL4LS
Transportation
Improvement
Backlog
GIS
Landfill
Jail
Construction
Web Strategy
EMS Facility
Construction
Stormwater
Utility
Upgrades
Recruit; Retain;
Train
9
Hot Key Business Drivers
· Exceed Customer Expectations
· Invest in the Future
· Political/Community Support
It is Collier County's Strategic Goal to
rebuild and maintain public trust by
dedicating its resources and efforts to
the following strategies:
· Revise the Growth Management Plan & Land
Development Code to improve the County's
ability to manage and control the rate and
quality of future development
· Develop reliable public infrastructure and
resource management processes
· Improve the flnandal planning management &
reporting processes
Strategic Objective #1
· To Adequately Plan & Manage the County's
Growth, Redevelopment & Preservation
- Revise b Update the GMP & LDC as directed by
the BCC
- Maintain the Level of Service Standards (LOSS)
established through the Annual Update &
Inventory report (AUIR) in the GMP.
- Sustain short, intermediate & long range
transportation system planning efforts
featuring the real time concurrency
management system
10
I~1 ' To Adequately Plan & Manage the County's
approval and ~iew pro~s
m~m~ ~,~ ~o~ ~ '~ ... Ill
JJJ - To Develop Reliable Public ]n~u~ure
J~J -- PJa, & ~U~ p~bJJc ~cJJJ~ ~ ~jj Iii
l~J pmm~ me ~alm, ~fm, welfare ~.. JJJ
JJ ~mlc pms~W of all CounW r~iden~ Il I
// aha ~i~ III
processes
· w~r, w~r
-, ~2.'5eYme~r~ra;mS~ajorrtat'~p~; "r°jects funding and finandng plan
Iii Strategic Objective #3 I I
To Improve the Financial and Bus!nests I I
Operations Planning, Management and I I
Repo~ ~oce~ ..
- Evaluate opportunities to diversify operatincj ~iI
administration sysmms ...... II I
public '
. Deve,op an agencywide issue management
system (AXMS)
.............. .
Strategic Objective #3 con't. I.~1
To Improve the Finandal and Business J~J
Operations Ranning, Management & Iii
-Create/Enhance operations managemen[
reporung systems
/ o implement & Enhance the Geographical Interl II I
System
· Realign organizational structure for opama!, e
L~.~
· m ement & Enhance the c-eogmp~l~m mmn,~-= .,
System (G[S) /I I
· Realign organizational st3'ucture 'For opnma!_ em
· Develop health beneffc cx~s'c coffcainm,ent ~,m~a~v~
· ~m~,mve capital projects managemen~ ann mpo[u
· OZ Year o~ Response Ca nightmare)
20 - ·
Iii Crisis Management and Red Rod~tship Iii
Underpants nt i
· !11
· ~eporting systems
· Con~"an~"~nt III
H
12
I~l Ye~,,~ o~ A~..,~,~t, c~.g, l ii
i!:l. & Implementation Iii
/I '~"~"~ ill
· T~h~l~y Ma~ement