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Agenda 11/10/2015 Item # 9C 11/10/2015 9.C. EXECUTIVE SUMMARY Recommendation to review and approve the 2015 combined Annual Update and Inventory Report (AUIR) on Public Facilities and Capital Improvements Element (CIE) amendment as provided for in Chapter 6.02.02 of the Collier County Land Development Code and Section 163.3177(3)(b), Florida Statutes and adopt an ordinance that updates the 5-year capital improvement schedules. OBJECTIVE: To have the Board of County Commissioners (BCC) review and approve the combined 2015 AUIR/CIE on public facilities and the corresponding specific projects and associated funding sources for inclusion in the Schedule of Capital Improvements within the Capital Improvement Element during the FY15/16 annual update (only Category "A" Public Facilities are included in the CIE). BACKGROUND: Chapter 163, Part II, Florida Statutes requires the County to adopt certain Land Development Regulations (LDR's) to implement its Growth Management Plan (GMP) adopted on January 10, 1989. Section 6.02.00 of the LDC requires the County to, "Provide that public facilities and services meet or exceed the standards established in the CIE required by Florida Statue Section 163.3177 and are available when needed for the development..." Accordingly, on March 21, 1990, the BCC adopted the Collier County Adequate Public Facilities Ordinance No. 90-24. This Ordinance was subsequently codified in Chapter 6.02.02 of the Land Development Code (LDC). Chapter 6.02.02 of the LDC established a management and monitoring program for public facilities, which provides for an annual determination of Level of Service Standard (LOSS) concurrency for Category "A" facilities and identification of additional facilities needs. Category "A" facilities are roads, solid waste, drainage canals and structures, parks and recreation, potable water, schools and sewer collection and treatment. The AUIR also provides analysis and recommendations on Category "B" facilities for which the County has adopted LOSS and collects impact fees. The Category "B" facilities are Jails, Law Enforcement, Libraries, Emergency Medical Services, Government Buildings and the two dependent fire districts, Ochopee and Isle of Capri. Adoption of Category "B" facilities LOSS are necessary in order to legally validate impact fees for these facilities. GROWTH MANAGEMENT IMPACT: The preparation and presentation of the AUIR to the Collier County Planning Commission (CCPC) and BCC meets the requirements of Chapter 6.02.02 of the Land Development Code for an annual determination of the status of public facilities. BCC direction to include the projects identified in the AUIR in a financially feasible FY15-16 Annual CIE Update and Amendment will establish and maintain concurrency for Category "A" public facilities, except roads, for the next twelve (12) months. Road projects needed to remedy LOSS deficiencies must be in the first or second year of the Schedule of Capital Improvements. The CIE is no longer statutorily required to be financially feasible and as such there is greater flexibility in the placement of capital projects within the five year schedule. It should be noted, there is still the local requirement to provide a financially feasible CIE, with the conceptual understanding that as projects migrate closer to year one of the five year CIE, the funding for the projects has been identified. Packet Page-94- 11/10/2015 9.C. Schools - While the Schools component is included as part of the Category "A" facilities which dictate the concurrency management system; concurrency management for schools is administered by the School District. School concurrcncy runs parallel with the County's �ii�.. i)un concurrency management system, but is separated by the fact that it is administered by the School District. The action sought from the BCC related to the School District's proposed Capital Improvement Plan (CIP) is for a motion to include the District's CIP by reference within the CIE and that no inconsistencies are contained within the District's CIP and the other planned capital improvements within the AUIR. It should be noted that during the 2011 AUIR/CIE, the BCC directed staff to work with the School District staff and the municipalities to explore the merits of maintaining school concurrency. The School District has indicated a desire to eliminate school concurrency at this time, but no official position has been adopted by the District. Population -The population projections utilized with the 2015 AUIR are based upon prior BCC policy direction. The population method utilizes the Bureau of Economic and Business Research (BEBR) Medium Range projections for the entire projection period, with a 20 percent seasonal adjustment factor. The below chart is a comparison of the past six years of projected population growth. 5 Year., Growth AUIR BEBR Permanent Population Growth Percent Year Estimate Following 5-Year BEBR Growth Projections Percent Annualized 2010 333,600 339,786 346,087 352,505 359,042 365,700 9.62% 1.92% 2011 327,062 332,699 338,433 344,267 350,200 356,788 9.09% 1.82% 2012 328,339 332,893 337,446 342,000 348,720 355,440 8.25% 1.65% 2013 335,405 341,055 346,800 353,792 360,925 368.202 9.78% 1.96% 2014 338,728 345,100 351,647 358,318 365,116 372,042 9.84% 1.97% 2015 346,371 352,771 359,289 365,927 372,688 379,084 9.44% 1.89% From review of the above table, which depicts the permanent population projections utilized for the past six years, the annualize growth rate is projected at under two percent of the total population. The recalibration of Collier County's population through the 2010 Census had provided additional capacity to each of the AUIR/CIE population based systems. This decrease resulted in extending the time before the next unit of improvement was needed, but the population since the 2010 Census has continued to reduce the remaining capacity. This is evident in the fact that five sections are proposing improvements within the first two-years of the five-year Capital Improvement Program. Theses sections are; Transportation, Stormwater, Emergency Management Services, Law Enforcement and Government Buildings. One final note related to population and demand for public infrastructure and services relates to the County's improving vacancy rate. As the vacant units occupied, they have again begun to exert demands upon the systems available capacity, but while those demands will be taxing on Packet Page-95- 11/10/2015 9.C. the existing capacity, no additional impact fees are required to provide for system expansion, as those impact fees were paid when those units were constructed. LEGAL CONSIDERATIONS: 163.3177(3)(b), F.S. provides that "The Capital Improvement Element must be reviewed by the local government on an annual basis. Modifications to update the 5-year capital improvement schedule may be accomplished by ordinance and may not be deemed to be amendments to the local comprehensive plan." Since the modification to the capital improvement schedule is not a Growth Management Plan amendment, only a majority vote of the Board is needed for adoption. This item is approved as to form and legality. —HFAC FISCAL IMPACT: Revenues are required to fund the CIE projects proposed in the 2015 AUIR/CIE for the FY15-16 thru FY19-20 planning period to maintain a financial feasibility of the CIE for Category "A" facilities. Current and Proposed revenues needed to fund public facility construction/expansion for the FY15-16 thru FY19-20 CIE planning period are set forth in each respective capital facilities section of the 2015 AUIR/CIE. Project expenditures in excess of estimated impact fee, gas tax, and user fee revenues receipts and funded bonds, are reflected as being augmented by General Fund Revenues in the body of this document. "General Fund Revenues" are defined as existing sales tax revenues and other state shared revenues, or ad valorem allocations at the discretion of the BCC. It should be noted that all projects identified within the Category "A" facilities have identified funding for the improvement. Additionally, spreadsheets detailing the revenue and debt service for the divisions/departments for the 5-year CIE period, as well as the long term debt financing schedules have been provided within the AUIR/CIE book appendix. COLLIER COUNTY PLANNING COMMISSION (CCPC) RECOMENDATION: The CCPC provided the BCC recommendations of unanimous approval of all Category "A", "B" and "C" facilities relative to projects and revenue sources of the 2015 AUIR/CIE as presented in each facility's Summary, with Category "A" facilities set forth for inclusion in the FY15-16 Schedule of Capital Improvements of the Annual CIE Update and Amendment. A recommendation that the School District's CIP to be included in the FY15-16 Schedule of Capital Improvements of the Annual CIE Update and Amendment by reference, and to adopt them with the Annual CIE Update and Amendment. The CCPC also provided a recommendation for the Board, related to Stormwater Management, to consider the adoption of a policy for when a boat dock extension is requested in a drainage easement that the Board require that maintenance of the easement be performed by the applicant. SUPPLEMENTAL INFORMATION: Following the CCPC review, the Coastal Zone financial section was modified to reflect additional unrestricted reserves added as a result of the FEMA appeal decision. Additionally, two Board requested presentations regarding asset management and unfunded needs have been added. • Asset Management: The senior management team will present an asset management update identifying accomplishments and anticipated milestones. • Unfunded Needs: As part of the FY 2016 budget hearing, Commissioner Henning provided a funding proposal (attached) to address existing and anticipated unfunded needs. Backup information was requested by the Board to be provided during the AUIR/CIE review. Packet Page-96- 11/10/2015 9.C. RECOMMENDATION: That the Board of County Commissioners: 1. Find based on the 2015 AUIR that adequate Stormwater Management drainage canals and structures+, Potable Water, Wastewater Collection and Treatment, Solid Waste Disposal, Public Schools and, Parks and Recreation facilities will be available, as defined by the Collier County Concurrency Management System, as implemented by Chapter 6.02.02 of the LDC, to support development order issuance until presentation of the 2016 AUIR. 2. Provide a motion that there is sufficient road network capacity in the Transportation Concurrency Management Database for continued operation of the real-time declining balance ledger to support development order issuance. 3. Provide a motion for the School District's Capital Improvement Plan (CIP) to be included by reference within the FY15-16 Schedule of Capital Improvements of the Annual CIE Update. 4. Approve the Ordinance relating to the Capital Improvement Element of the Collier County Growth Management Plan to incorporate projects based on the 2015 Annual Update and Inventory Report on Public Facilities (AUIR), including updates to the 5- Year Schedule of Capital Improvements (for Fiscal Years 2016 — 2020 and the Schedule of Capital Improvements for Future 5-Year Period (for Fiscal Years 2021 — 2025). Prepared by: Mike Bosi, AICP, Director, Planning and Zoning Department, Growth Management Division. Attachments 1. AUIR/CIE CCPC Staff Report 2. CIE Approval Ordinance 3. EAM Progress Report 4. EAM Presentation 5. Existing and Anticipated Unfunded Needs Presentation 6. Commissioner Henning PPT 7. AUIR/CIE Adoption Notebooks.* I ivvv,v\ (Iicr?o .a,2t tt '2015ECCMectin2s'A cendallot,1015./iro\\th"1 nit/2015 A',LIR Part I of IL.odf httr ww\; oilier<Lov.n ,t'ft1/20I 5BCCN1cetinusr Aaend3Nov1015/GrowthM«mt/2015 AC?IR Pert 1' of if.ndf. t°Iiietcov.netiftp/20I 513CCMeetin{s%A endallo\ 1015/GrotivthMcmti2015 MAR Part 111 of Iii.Ddf oIlitir, Ov.net/1t1?/2015 BCCNleetines-Acendallov1015-GrowthMemti'Master Plan Sun g a:v Rt rt.pdf *It should be noted that due to the importance of viewing color maps and figures found in the AUIR/CIE adoption notebook, the full notebook is being provided as an upload into the "workflow''side of the SIRE (Agenda Central) viewing system[grey-tones only]. Excluding older pre platted subdivisions for single family homes Packet Page-97- 11/10/2015 9.C. COLLIER COUNTY Board of County Commissioners Item Number: 9.9.C. Item Summary: Recommendation to review and approve the 2015 combined Annual Update and Inventory Report (AUIR) on Public Facilities and Capital Improvements Element (CIE) amendment as provided for in Chapter 6.02.02 of the Collier County Land Development Code and Section 163.3177(3)(b), Florida Statutes and adopt an ordinance that updates the 5- year capital improvement schedules. Meeting Date: 11/10/2015 Prepared By Name: KendallMarcia Title: Planner, Senior, Comprehensive Planning 10/12/2015 8:59:36 AM Submitted by Title:Planner,Principal, Comprehensive Planning Name: SchmidtCorby 10/12/2015 8:59:37 AM Approved By Name: BosiMichael Title: Division Director-Planning and Zoning, Zoning Date: 10/14/2015 4:50:08 PM Name: MarcellaJeanne Title: Executive Secretary,Transportation Administration Date: 10/16/2015 1:29:07 PM Name: PuigJudy Title: Operations Analyst,Operations &Regulatory Management Date: 10/16/2015 3:48:05 PM Name: AshtonHeidi Title:Managing Assistant County Attorney, CAO Land Use/Transportation Packet Page-98- 11/10/2015 9.C. Date: 10/20/2015 9:29:53 AM Name: KlatzkowJeff Title: County Attorney, Date: 10/20/2015 9:49:22 AM Name: IsacksonMark Title: Division Director-Corp Fin&Mgmt Svc, Office of Management&Budget Date: 10/23/2015 9:31:32 AM Name: CasalanguidaNick Title: Deputy County Manager, County Managers Office Date: 11/4/2015 12:50:20 PM Packet Page-99- 11/10/2015 9.C. Staff Report Presentation to the Collier County Planning Commission (CCPC) of the 2015 combined Annual Update and Inventory Report (AUIR) on Public Facilities and Schedule of Capital Improvements as provided for in Chapter 6.02.02 of the Collier County Land Development Code and Section 163.3177(3)(b), Florida Statutes. OBJECTIVE: Request that the CCPC review the combined 2015 Annual Update and Inventory Report (AUIR)/Capital Improvement Element (CIE) on public facilities and provide recommendations to the Collier County Board of County Commissioners (BCC) on specific projects and associated funding sources for inclusion in the Schedule of Capital Improvements within the Capital Improvement Element during the FY15/16 annual update (only Category "A" public facilities are included in the CIE). The AUIR identifies capital needs for new facilities to serve projected population growth in the 5-year AUIR time period. Also like past AUIRs, this year's AUIR presents additional information related to individual division/department operational data. This additional data is provided to evaluate the year to year change in demand experienced by each AUIR component and to assist the CCPC in making recommendations upon the appropriateness of the County's current Level of Service Standards (LOSS) and timing/necessity of proposed projects. The AUIR constitutes the process of evaluating budgetary priorities, as well as determining appropriateness of the County's currently adopted LOSS. BACKGROUND: Chapter 163, Part II, Florida Statutes requires the County to adopt certain Land Development Regulations (LDR's) to implement its Growth Management Plan adopted on January 10, 1989. Section 6.02.00 of the LDC requires the County to, "Provide that public facilities and services meet or exceed the standards established in the CIE required by Section 163.3177 and are available when needed for the development..." This Section of Chapter 163, Part II, Florida Statutes is commonly known as the concurrency requirement. Accordingly, on March 21, 1990, the BCC adopted the Collier County Adequate Public Facilities Ordinance No. 90-24. This Ordinance was subsequently codified in Chapter 6.02.02 of the Land Development Code (LDC). It should be noted that changes initiated by HB7207 in 2011 only requires from each local government that they maintain concurrency management for Stormwater, Potable Water, Wastewater and Solid Waste. During the 2011 AUIR/CIE process, the County decided to maintain concurrency for the optional elements of Schools, Roads and Parks, based upon the perspective that maintaining concurrency management for the optional elements is necessary to sustain the current identified Levels of Service for the respective facilities and to ensure that the demands of new development are provided for by system expansion corresponding to those demands. As noted, Chapter 6.02.02 of the LDC establishes the management and monitoring program for public facilities, which provides for an annual determination of Level of Service Standard (LOSS) concurrency for Category "A" facilities and identification of additional facilities needs. Category "A" facilities are arterial and collector roads, drainage system and stormwater management, potable water supply and distribution, wastewater collection and treatment, solid waste disposal, public schools and parks. The AUIR also provides analysis and recommendations on Category "B" facilities for which the County has adopted LOSS and collects impact fees. The Category "B" facilities are jails, law enforcement, library buildings and collections, emergency medical services, government buildings and the two dependent fire districts, Ochopee and Isles of Capri. Adoption of Category "B" facilities LOSS are necessary in order to legally validate impact fees for these facilities, related to the LOSS provided within each impact fee. Chapter 6.02.02 of the 2015 AUIR/CIE STAFF REPORT - CCPC - 1 - Packet Page-100- 11/10/2015 9.C. Land Development Code requires the preparation of an AUIR on Public Facilities for presentation to the Board of County Commissioners. At the direction of the County Manager, Coastal Zone beach re-nourishment and inlet management projects were added to the AUIR in 2013, within a new Category "C". This inclusion allows for a formal and predictable BCC evaluation of the condition for each respective capital programming. Category "C" areas (coastal zone beaches and inlets) are not subject to concurrency management or coupled to impact fee funding. The quality and usability of these features are sustained through periodic surveys, and maintenance and management programs, funded with tourist development taxes and other revenue sources. Under the provisions of Chapter 6.02.02 of the LDC, the BCC's options in response to the needs identified in the AUIR include, but are not limited to, the following: 1. Establishment of Areas of Significant Influence (ASI) surrounding deficient road segments which are not in a Traffic Congestion Management Area (TCMA) or Traffic Congestion Exception Area (TCEA). 2. In response to the needs identified in the AUIR, Public Facility projects can be added to the financially feasible Schedule of Capital Improvements in the Capital Improvements Element. Road projects must be in the first or second year of the next adopted Schedule of Capital Improvements in order to be factored as available capacity in the real-time Transportation Concurrency Management System database. 3. Deferral of development order issuance will occur for development not vested by statute in areas affected by deficient Category "A" public facilities. This applies to necessary improvements both pending and not financially feasible, or not in the 5- year CIE Schedule of Capital Improvements. Both circumstances could result in the following remedial action: a. Modification of Level of Service Standards (LOSS) via Growth Management Plan Amendments. b. Subsequent direction to staff to include the necessary Category "A" public facility projects in a future Annual CIE Update and Amendment to be adopted by the Board. c. Future approval of new or increased revenue sources for needed Public Facility projects, by the Board of County Commissioners, the State Legislature or the County voters. d. Developer constructed improvements guaranteed by an enforceable development agreement. It should be noted that the options identified above are crafted under the design of attaining a fiscally feasible CIE based on the concurrency management system. The BCC through Objective 2 of the CIE provides direction to maintain an annual financially feasible CIE. The requirement for financial feasibility is a local requirement, no longer a statutory requirement. CIE-- OBJECTIVE 2:(FINANCIAL FEASIBILITY) Provide public facilities, as described in Policy 1.1 above, in order to maintain adopted level of service standards that are within the ability of the County to fund It should be noted that Policies 1.1 through 1.5 of the CIE establish the standards for levels of service for Category "A" public facilities. 2015 AUIR/CIE STAFF REPORT- CCPC - 2 - Packet Page-101- 11/10/2015 9.0. GROWTH MANAGEMENT IMPACT: The preparation and presentation of the AUIR to the CCPC and BCC meets the requirements of Chapter 6.02.02 of the Land Development Code for an annual determination of the status of public facilities. Board direction to include the projects identified in the AUIR in a financially feasible FY15 Annual CIE Update and Amendment will establish and maintain concurrency for Category "A" public facilities, except roads, for the next twelve (12) months. Road projects needed to remedy LOS deficiencies must be in the first or second year of the Schedule of Capital Improvements. Based upon statutory changes initiated in 2011, the Capital Improvement Element is no longer required to be sent to the State Land Planning agency and requires only a single public hearing before the Collier County Planning Commission (sitting in its official role as the County's land planning agency) and one single public hearing before the governing board (BCC) as an adoption hearing. This single hearing process allows for the concurrent hearing of the AUIR/CIE. Schools: The Schools component of the 2015 AUIR/CIE stands as a unique component. A summary of the School District Five Year Capital Improvement Plan is being provided for review by the CCPC, but when the special meeting is held to discuss the AUIR, the School District's Capital Improvement Program (CIP) will already have been approved by the School Board, as required by the Florida Department of Education. The proposed School CIP has been reviewed by County staff in conjunction with School district staff to ensure no inconsistencies exist with the timing of new facilities and required infrastructure. There are no proposed additions or expansion projects within the District's 5-year CIP, which obviously does not create infrastructure deficiencies. It should be noted that while the Schools component is included as part of the Category "A" facilities which dictate the concurrency management system for the County, the concurrency management for schools is administered by the School District. The recommendation sought from the CCPC related to the School District's proposed CIP is for a recommendation to include the District's CIP by reference within the CIE and that no inconsistencies are contained within the District's CIP compared against the other planned capital improvements within the AUIR or corresponding CIE. LOSS Appropriateness: As indicated within the Objective portion of this staff report, the AUIR provides the platform for the Planning Commission to make evaluations and recommendations regarding the appropriateness of the County's current LOSS. The process of capital improvement programming for the County is a linear equation for most components of the AUIR, (New Population x Level of Service Standard = Capital Improvement). This equation is the only justification required of the proposed capital improvement. It should be noted that Public Utilities, Stormwater Management and Transportation have developed a more complex formula and system for maintaining LOSS which dictates capital expansion, but the basic premise of additional demand requiring new improvements is the underlying fundamentals of the equation. The role of the AUIR is to provide an opportunity on an annual basis for the CCPC to evaluate and provide recommendations on the appropriateness of the currently adopted LOSS within the AUIR. Within each individual section, the year to year demand for service or demands upon the system has been included to assist the advisory boards and the BCC in this determination. LOSS and Impact Fees: It should be noted that impact fee studies and methodologies do not establish levels of service, but at a minimum, they set a base line where levels of service cannot fall below without invalidating the impact fee. A level of service standard that is established by an impact fee study represents the standard that has been achieved for a particular facility, but does not dictate that a local government cannot adopt a level of service that is higher than the 2015 AUIR/CIE STAFF REPORT - CCPC - 3 - Packet Page-102- 11/10/2015 9.C. achieved level of service. However, the difference between the achieved level of service and the adopted level of service will require supplemental funding from a source other than impact fees to fund the cost of the improvement. Government Buildings and EMS are two AUIR components in which the Impact Fee LOSS are below the AUIR adopted LOSS. As indicated, this discrepancy is resulting in a higher level of necessary general revenue supplemental funding. It should be noted that the current level of service standards for most AUIR components are currently satisfied based upon the LOSS and current population levels, but the population growth over the past four years has begun to deplete the available capacity of the respective infrastructure and service providers. Based upon this diminishing capacity, the due diligence process to bring about the next iteration of system expansion has begun and will result in a continued growth in the revenues needed to maintain the LOSS for the system providers. Population: The population projections utilized with the 2015 AUIR are based upon prior BCC policy direction and acceptance from the Department of Economic Opportunity (DEO). The population method utilizes the Bureau of Economic and Business Research (BEBR) Medium Range projections for the entire projection period with a 20 percent seasonal adjustment factor applied to permanent population projections. The chart below is a comparison of the past six years of projected permanent population growth. • • o g - 1 m 3 7a r 31y ear ' P rowth •Followiin 5-Year"HERB Growth'P o jections;' 'Pe £ Permanent Population F rowtfi ercen# AUIR Year °Es#imate g' � rcent.: Annualued_ 201©-+ 333,600 339,786 346,087 352,505 359,042 365,700 9.62% 1.92% 2011 • 327,062 332,699 338,433 344,267 350,200 356,788 9.09% 1.82% 201,2: 328,339 332,893 337,446 342,000 348,720 355,440 8.25% 1.65% 2013 335,405 341,055 346,800 353,792 360,925 368,202 9.78% 1.96% 2014 338,728 345,100 351,647 358,318 365,116 372,042 9.84% 1.97% • 2015; 346,371 _ 352,771 _ 359,289 365,927 372,688 379,084 9.44% 1.89% From review of the above table, 2015 provides a sixth year in which the annualized growth rate is projected at under two percent of the total population. This continued outlook has established the new growth reality for the County. The recalibration of Collier County's population through the 2010 Census had provided additional capacity to each of the AUIR/CIE population based systems, but as noted, the population added since 2010 has eroded this capacity. As such, each of the AUIR providers are beginning to initiate the due diligence process for their next system expansion. It should be noted that the population increase for the five year population projection period totals 32,713 or 6,542 per year. The 6,542 of annual new population, utilizing the County's average 2.38 person per household rate, translates to 2,748 new dwelling units (assuming the new population were housed only by new units and not existing inventory). Based upon the CO data compiled by Growth Management for the 2014-15 fiscal year, 3,075 units were completed. These facts are provided to better evaluate the market's response to the demand for new housing units. 2015 AUIR/CIE STAFF REPORT - CCPC -4 - Packet Page-103- 11/10/2015 9.C. FISCAL IMPACT: Revenues are required to fund the CIE projects proposed in the 2015 AUIR/CIE for the FY15-16 thru FY19-20 planning period to maintain financial feasibility of the CIE for Category "A" facilities. These funds must be made available by the Board of County Commissioners or fall within the Board's statutory General Fund taxing authority. Current and Proposed revenues needed to fund public facility construction/expansion for the FY15-16 thru FY19-20 CIE planning period are set forth in each respective capital facilities section of the 2015 AUIR/CIE. Project expenditures in excess of estimated impact fee, gas tax, and user fee revenues receipts and funded bonds, are reflected as being augmented by General Fund Revenues in the body of this document. "General Fund Revenues" are defined as existing sales tax revenues and other state shared revenues, or ad valorem allocations at the discretion of the BCC. It should be noted that all projects identified within the Category "A" facilities have identified funding for the improvement. When funding sources are not identified, the BCC is provided five options to address the situation by Policy 2.9 of the Capital Improvement Element. 1. Remove through a plan amendment facility improvements or new facilities from the adopted Schedule of Capital Improvements that exceed the adopted levels of service for the growth during the next five (5) fiscal years; 2. Remove from the adopted Schedule of Capital Improvements through a plan amendment facility improvements or new facilities that reduce the operating cost of providing a service or facility but do not provide additional facility capacity; 3. Where feasible, transfer funds from a funded non-Capital Improvement Element capital project in order to fund an identified deficient Capital Improvement Element public facility. The resulting revisions shall be reflected in the required annual update. 4. Lower the adopted level of service standard through a plan amendment for the facility for which funding cannot be obtained. 5. Do not issue development orders that would continue to cause a deficiency based on the facility's adopted level of service standard. It should be pointed out, that all of the Category "B" facilities, with the exception of the dependent fire districts, required loans from the general fund to meet the necessary revenue (Option 3 above). Additionally, it should be noted that spreadsheets detailing the revenue and debt service for the AUIR divisions/departments for the 5-year CIE period, as well as the long term debt financing schedules has been provided within the AUIR/CIE book appendix. RECOMMENDATION: That the Collier County Planning Commission in the form of recommendations to the Board of County Commissioners: 1. Accept and approve the attached document as the 2015 Annual Update and Inventory Report on Public Facilities. 2. Give the BCC direction by separate motion and vote on Category "A", "B" and "C" facilities relative to projects and revenue sources, with Category "A" facilities set forth for inclusion in the FY15-16 Schedule of Capital Improvements of the Annual CIE Update and Amendment. 3. Provide a recommendation for the School District's CIP to be included in the FY15- 16 Schedule of Capital Improvements of the Annual CIE Update and Amendment by reference. 4. Consider a recommendation to the BCC upon an alternative LOSS for individual components of the AUIR where deemed appropriate. 5. Forward the GMP CIE Schedule of Capital Improvements update to the BCC with a recommendation to adopt. 2015 AUIR/CIE STAFF REPORT- CCPC - 5 - Packet Page-104- 11/10/2015 9.C. Prepared By: Date: Mike Bosi, AICP, DIFeeror, Planning and Zoning Division Approved By: ■""-A1411.tom/ Date: 4 - 3 a ie French, Deputy Department Head Growth Management Department Approved By: agecii//-4 Date: 9/$3/5 David S. Wilkison, P.E., Department Head Growth Management Department 2015 AUIR/CIE STAFF REPORT - CCPC - 6 - Packet Page-105- 11/10/2015 9.C. ORDINANCE NO. 15- AN ORDINANCE RELATING TO THE CAPITAL IMPROVEMENT ELEMENT OF THE COLLIER COUNTY GROWTH MANAGEMENT PLAN, ORDINANCE 89-05, AS AMENDED, PROVIDING FOR THE ANNUAL UPDATE TO THE SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS, WITHIN THE CAPITAL IMPROVEMENT ELEMENT OF THE COLLIER COUNTY GROWTH MANAGEMENT PLAN BASED ON THE 2015 ANNUAL UPDATE AND INVENTORY REPORT ON PUBLIC FACILITIES (AUIR), AND INCLUDING UPDATES TO THE 5-YEAR SCHEDULE OF CAPITAL PROJECTS CONTAINED WITHIN THE CAPITAL IMPROVEMENT ELEMENT (FOR FISCAL YEARS 2016 — 2020) AND THE SCHEDULE OF CAPITAL PROJECTS CONTAINED WITHIN THE CAPITAL IMPROVEMENT ELEMENT FOR THE FUTURE 5-YEAR PERIOD (FOR FISCAL YEARS 2021 —2025),AND TO SECTIONS RELATING TO THE PUBLIC SCHOOL FACILITIES CAPITAL IMPROVEMENT PLAN AND WORK PROGRAM, PROVIDING FOR SEVERABILITY, AND PROVIDING FOR AN EFFECTIVE DATE. [CPSP-2015-11 WHEREAS, the Collier County Board of County Commissioners adopted the Collier County Growth Management Plan ("GMP") on January 10, 1989; and WHEREAS, the Community Planning Act of 2011 requires the local government to review the Capital Improvement Element of the GMP on an annual basis and to update the 5- year Capital Improvement Schedule in accordance with Section 163.3177(3)(b), F.S.; and WHEREAS, staff initiated a petition updating the Schedule of Capital Improvements within the Capital Improvement Element of the GMP based on the 2015 Annual Update and Inventory Report on Public Facilities (AUIR), and additional staff analysis, including update to the 5-year Schedule of Capital Projects contained within the Capital Improvement Element (for Fiscal Years 2016 — 2020) and the Schedule of Capital Projects contained within the Capital Improvement Element for Future 5-year Period (for Fiscal Years 2021 —2025); and WHEREAS, the Board of County Commissioners of Collier County did take action in the manner prescribed by law and did hold a public hearing concerning the adoption of this Ordinance to update the Schedule of Capital Improvement Projects on November 10, 2015; and [15-CMP-00951/1219723/11 77 1 of3 2015 AUIR/CIE Ord. Rev. 10/29/15 Packet Page-106- 11/10/2015 9.C. WHEREAS, the Collier County Planning Commission held a public hearing on October 1, 2015 and provided a recommendation of approval; and WHEREAS, all applicable substantive and procedural requirements of law have been met. NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF COUNTY COMMISSIONERS OF COLLIER COUNTY, FLORIDA, that: SECTION ONE: APPROVAL OF ANNUAL UPDATE TO THE SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS The Board of County Commissioners hereby adopts this update to the Schedule of Capital Improvement Projects in accordance with Section 163.3177, F.S. The Capital Improvement Projects are attached hereto as Exhibit "A" and are incorporated by reference herein. SECTION TWO: SEVERABILITY If any phrase or portion of this Ordinance is held invalid or unconstitutional by any court of competent jurisdiction, such portion shall be deemed a separate, distinct and independent provision and such holding shall not affect the validity of the remaining portion. SECTION THREE: EFFECTIVE DATE The effective date of this update shall be upon filing with the Florida Secretary of State. PASSED AND DULY ADOPTED by the Board of County Commissioners of Collier County, Florida this day of , 2015. ATTEST: BOARD OF COUNTY COMMISSIONERS DWIGHT E. BROCK, CLERK COLLIER COUNTY, FLORIDA By: By: Deputy Clerk TIM NANCE, Chairman [15-CMP-00951/1219723/1]77 2 of 3 2015 AUIR/CIE Ord. Rev. 10/29/15 Packet Page-107- 11/10/2015 9.C. Approved as to form and legality: c4� Heidi Ashton-Cicko t � Managing Assistant County attorney Attachment: Exhibit A—Capital Improvement Projects [15-CMP-00951/1219723/1] 77 3 of3 2015 AUIRICIE Ord. 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EXHIBIT"A" COLLIER COUNTY SCHEDULE OF CAPITAL IMPROVEMENTS COST AND REVENUE SUMMARY TABLE FISCAL YEARS 2016-2020 The table below itemizes the types of public facilities and the sources of revenue. The"Revenue Amount"column contains the 5-Year amount of facility revenues. The right column is a calculation of expenses versus revenues for each type of public facility All deficits are accumulated as a subtotal. The subtotal deficit is the source of additional revenue utilized by Collier County to fund me deficit in order to maintain the levels of service standards as referenced m the Capital Improvement Element. Projects Revenue Sources Expenditure Revenue Amount Total ARTERIAL&COLLECTOR ROADS AND BRIDGE PROJECTS Revenues: IF-Impact Fees/COA Revenue $47,800,000 DCA-Development Contribution Agreements $900,000 GA-Gas Tax Revenue $92,500,000 GR-Grants/Reimbursements $9,676,000 CF-Available Cash for Future Projects/Payment of Debt Service $17,605,000 TR-Transfers $62,860,000 GF-General Fund $1,938,000 ARF-Additional Roll Forward $15,127,000 IN-Interest Revenue-Impact Fees -$1,443,000 $246,963,000 Less Expenditures: $246,963,000 $246,963,000 Balance $0 POTABLE WATER SYSTEM PROJECTS Revenues: WIF-Water System Development Fees/Impact Fees $24,500,000 RR-Revenue Reduction(less 5%required by law) $0 B-Bonds $0 LOC-Commercial Paper 1 $0 SRF-State Revolving Fund Loans $0 WCA-Water Capital Account $4,026,000 REV-Rate Revenue $120,806,000 $149,332,000 Less Expenditures: $149,332.000 $149,332,000 Balance $0 WASTEWATER COLLECTION&TREATMENT SYSTEM PROJECTS Revenues: SIF-Wastewater System Development Fees/Impact Fees $22,500,000 RR-Revenue Reduction(less 5%required by law) $0 B-Bonds $0 SRF-State Revolving Fund Loans $28,716,000 LOC-Commercial Paper,Additional Senior Lien $0 SCA-Wastewater Capital Account,Transfers $4,173,000 REV-Rate Revenue $225,936,400 $281,325,400 Less Expenditures. $281,325.400 $281,325,400 Balance $0 SOLID WASTE DISPOSAL FACILITIES PROJECTS Revenues: LTF-Landfill Tipping Fees $0 $0 Less Expenditures $0 SO Balance $0 PARKS&RECREATION FACILITIES PROJECTS Revenues: IF-Impact Fees 534,769,600 DIF-Deferred Impact Fees $0 GR-Grants/Reimbursements $0 IN-Interest $155,400 RR-Revenue Reduction(less 5%required by law) $0 CF-Available Cash for Future Projects/Payment of Debt Service $8,222,000 TR-Added Value through Commitments,Leases 8 Transfers $0 GF-General Fund $0 $43,147,200 Less Expenditures: $17,359.700 $43,147,200 Balance $25,787,500 STORMWATER MANAGEMENT SYSTEM PROJECTS Revenues: GR-Grants!Reimbursements $1,312,000 CF-Available Cash for Future Projects/Payment of Debt Service $92,000 IN-Interest Revenue $180,000 RR-Revenue Reduction(less 5%required by law) (510,000) GF•General Fund(001) $7,750,000 GF-General Fund(111) $20,060,000 $29,384,000 Less Expenditures: $29,384,000 $29,384,000 Balance $0 TOTAL REVENUE TOTAL PROJECTS $724,364,100 SOURCES $750,151,600 c trues,iku,ron5 Servicest,,mn,et,ens've',:f.'�5 At.ivR-C IEl,S CT L p J CIE-25 paa:esttlU CJ'e Fr 1G20_15 Au1R f,9CC Page 4r / ? 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T=ti S = N n y &2 N OO)¢ .0 Tj cm al j L ; Q. ry xCn = G 0. 1- 15 C)L m c F } w >U = N Q 0 Lr a m u - .5 0 o o m 1' n 0) W 2m' C i0 m V F Y S g & F d 0 N N.c'N v m c 8 Q d o m _� S TLL �' Q '„°-, mEma�w 7 �a= Dt01° U Vc) mo °- E W w c tcnZr Z 1 cv)UCZ iu > � ww m L o c ti = a� w ¢ 03 u. Q> z m ti l'-'- m ai ) m a LL� , > m O n a i00 c c n u m Page / r of %x Packet Page-121- 11/10/2015 9.C. APPENDIX H FUTURE COSTS AND REVENUES BY TYPE OF PUBLIC FACILITY COST AND REVENUE SUMMARY TABLE FISCAL YEARS 2021-2025 The table below itemizes the types of public facilities and the sources of revenue. The"Revenue Amount"column contains the 5-Year amount of facility revenues. The right column is a calculation of expenses versus revenues for each type of public facility. All deficits are accumulated as a subtotal. The subtotal deficit is the source of additional revenue utilized by Collier County to fund the deficit in order to maintain the levels of service standards as referenced in the Capital Improvement Element. Projects Revenue Sources Expenditure Revenue Amount Total ARTERIAL AND COLLECTOR ROAD PROJECTS Revenues: IF-Impact Fees/COA Revenue $28,000,000 GA-Gas Tax Revenue $91,500,000 GR-Grants/Reimbursements $0 CF-Available Cash for Future Projects/Payment of Debt Service S0 TR-Transfers $0 GF-General Fund $68.500,000 DC-Developer Contribution Agreements 1 Advanced $0 IN-Interest-Fund 313(Gas Tax&Interest Impact Fees $5,000,000 RR-Revenue Reduction(less 5%required by law) $0 $193,000,000 Less Expenditures: $193.000,000 $193,000,000 Balance $0 POTABLE WATER SYSTEM PROJECTS Revenues: WIF-Water System Development Fees $113,910,000 RR-Revenue Reduction(less 5%required by law) $0 WCA-Water Capital Account $3,066,000 REV-Rate Revenue $24,500,000 $141,476,000 Less Expenditures: $141,476,000 $141.476,000 Balance $0 WASTEWATER TREATMENT SYSTEM PROJECTS Revenues, SIF-Wastewater System Development Fees $22,500,000 RR-Revenue Reduction(less 5%required by law) $0 B-Bonds $0 SRF-State Revolving Fund Loans $12.498,000 LOC-Commercial Paper.Additional Senior Lien $0 SCA-Wastewater Capital Account $3,056,000 REV-Rate Revenue $391,269,110 $429,333,110 Less Expenditures: $429,333.110 _ $429,333.110 Balance $0 SOLID WASTE DISPOSAL FACILITIES PROJECTS Revenues: LTF-Landfill Tipping Fees $0 $0 Less Expenditures: $0 $0 Balance $0 PARKS&RECREATION FACILITIES PROJECTS Revenues IF-Impact Fees $0 GR-Grants/Reimbursements $0 GF-General Fund $0 SO Less Expenditures: SO $0 Balance $0 STORMWATER MANAGEMENT SYSTEM PROJECTS Revenues: GR-Grants/Reimbursements SO CF-Available Cash for Future Projects/Payment of Debt Service $0 CRA-Community Redevelopment Area/Municipal Service Taxing $0 OF-General Fund $27,575,000 $27,575,000 Less Expenditures: $27,575,000 $27,575,000 Balance $0 IUTAL IUTAL HEVENUt PROJECTS $791,384,110 SOURCES $791,384,110 C,Cors Piannn;Sermces,Ccmp,ehensrve12C15 AuiR.CIEV S CIE umatecex c,.e rn 21-25.15 are i CIE Appendix-7 Pagel of _, Packet Page-122- 11/10/2015 9.C. EXHIBITS "A" AND"H" CPSP-2015-1 PUBLC SCHOOL FACILIITES The Board hereby adopts by reference the District School Board of Collier County's Capital Improvement Plan FY 16-35 approved by the District School Board of Collier County on May 12, 2015 and the District Facilities Work Program FY 16-20 approved by the District School Board of Collier County on August 28, 2015. Page of Packet Page-123- 11/10/2015 9.C. Progress Report VI Enterprise Asset Management Program Public Utilities Department July 2015 WOOLPEpT .,,,, . ultisftm –..--,.. — , ,,,..,c .„..!: - A, l'' rc ... - '-- Coiifer stzntpc °14-11tY / Page Packet Page-124- 11/10/2015 9.C. EXECUTIVE BRIEFING Progress Report VI Progress Report V for the PUD Integrated Asset Management Program, as revised by the Collier County Board of County Commissioners on July 24,2012 as Agenda Item 10E,with tasks reallocated to expedite expansion agency-wide. ENTERPRISE ASSET MANAGEMENT TABLE OF CONTENTS 1. Board Approved Direction 2. Agency-Wide Progress Report VI 3. Full Scale Implementation Project Status 4. Board Approvals 21 Page Packet Page -125- 11/10/2015 9.C. ENTERPRISE ASSET MANANGEMENT Board-Approved Direction The shared Vision,Mission, and Guiding Principles presented to the Board on September 13,2011 during the Asset Management Program Agenda Item 10E have been incorporated in order to implement and evaluate the potential of the approved pilot asset management system and develop funding recommendations to sustain the quality of the County's established infrastructure and facilities. Vision A Geographic Information System (GIS)-based Integrated Asset Management System including a work order system with graphical user interface capable of collecting data automatically through existing SCADA systems, with the last phase being financial integration into enterprise systems including SAP. Mission/Project Objectives • Repair/maintain assets just in time through a GIS-based system having full operational visibility. • Establish risked-based and managed preventative maintenance programs with full visibility of assets for resource optimization. • Provide short and long term CIP plans integrated into the master plan and the AUIR based on level of risk and service levels. Guiding Principles • Sustained safe and reliable delivery of Public Utilities Division Services • Revenue-centric, cost-contained approach to operations and CIPs • Full asset visibility and preservation - Sustainable logistic support functions • Follow discipline-specific taxonomy Five Full-Scale Demonstration Projects I. GIS-based Asset Management (CCWSD horizontal assets) 2. GIS-based inventory and work order management system (CCWSD) 3. GIS-based integration of SCADA data (CCWSD horizontal assets) 4. GIS-based customer management system (UBCS CRM) 5. CIP generation at short and long-term intervals (CCWSD) Lessons-learned from the above five full-scale demonstration projects will enhance efforts to build an asset management capability in the Agency that will provide complete visibility on the investments required over time to protect and preserve the infrastructure and other critical assets of the organization. Wage Packet Page -126- 11/10/2015 9.C. AGENCY-WIDE ENTERPRISE ASSET MANAGEMENT PROGRESS REPORT VI PUBLIC UTILITIES DIVISION PILOT IMPLEMENTATION Deliverables: The Public Utilities Division(PUD)has completed Phase One and Phase Two. On July 24, 2012, the Board approved the reallocation of Tasks Two and Three accelerating the end result of an Agency-wide Asset Management Program. Phase Two was completed on January 14,2014 when the Board awarded RFP 13-6164 to Woolpert for Enterprise Asset Management Software, structured as five full-scale implementation projects. Phase Three, PUD software implementation, is in progress, with a contractual completion date of June 16, 2016. In summary,accomplishments to date include: Phase One—EMA Contract 10-5447—Complete - Scope: System requirements and beta demonstration project for Water and Wastewater Divisions - Contract Status: Awarded, PO issued,Phase One Complete Deliverable Status Description %Complete PUD Work Order System Requirements 100 PUD Pilot/beta Demonstration Project 100 Financial Status Description Not to Exceed Cost Total Expenditures %of Budget Phase One* $305,127 $296,265 97% (*includes 50%of costs common to Phase One and Two) 4 ! Page Packet Page -127- 11/10/2015 9.C. Phase Two—EMA Contract 10-5447—Complete • Original Scope: Stand-alone GIS-based Interim Work Order System pilot project • Revised Scope (Board-approved on July 24, 2012,Agenda Item 16C8): Support Agency Wide development and solicitation of RFP for Enterprise (Agency-wide) Asset Management System • Contract Status: Awarded, PO issued,Phase Two Complete Deliverable Status Description % : Plan Complete Actual Complete Complete Date- Date Finalize requirements definitions for Agency-wide Work and Asset 100 12/14/2012 12/14/2012 management functions Finalize RFP, including approval from Executive Steering Committee 100 1/11/2013 1/13/2013 and Constitutional Officers Solicit RFP 100 1/18/2013 2/26/13 Review Responses and schedule 100 7/5/2013 6/24/2013 onsite software demonstrations Develop Agency-wide software 100 8/2/2013 8/2/2013 implementation plan Negotiate Contract with 100 8/2/2013 9/6/13 recommended software vendor Board award of software contract, 100 9/24/2013 1/14/2014 and EMA Phase Three scope Financial Status Description Not to Exceed Cost Total Expenditures % of Budget Phase One* $305,127 $296,265 97% Phase Two* $273,803 $239,907 88% Total for Phases One and Two $574,996 $536,532 93% (*includes 50%of costs common to Phase One and Two) Wage Packet Page-128- 11/10/2015 9.C. Phase Three—EMA Contract 10-5447—Active • Revised Scope—focus shifted to provide QA/QC support for PUD during the implementation of Enterprise Asset Management Software—based on as needed basis • Contract Status: BCC Awarded January 14, 2014, PO issued January 14, 2014 Deliverable Status Description %Complete Plan Complete Date Actual Complete Date Support Implementation 25% 6/16/2016 Schedule and technical review Support Technical Integration 15% 6/16/2016 and SOP documentation efforts Financial Status Description Not to Exceed Cost Expenditures to Date "" .%of Budget Phase Three (EMA Support) $567,893* $104,762.76 18% *Initial maximum by contract was$774,240. Actual amount required was determined during contract negotiations after contract 13-6064 was completed—re-scoped and negotiated to be $567,893, as approved by the Board on January 14, 2014 concurrently with 13-6064. Phase Three—Woolpert Contract 13-6064 • Implement software solutions selected in Phase Two • Contract Status: BCC Awarded January 14, 2014, PO/NTP issued February 14, 2014 Deliverable Status Description %Complete Plan Complete Date Actual Complete Date 1. GIS-based Asset Management (CCWSD 49% 1/27/16 horizontal assets) _ 2. G1S-based inventory and work order management 49% 1/27/16 system (CCWSD) 3. GIS-based integration of SCADA data (CCWSD 0% 2/19/16 horizontal assets) 4. GIS-based customer management system (UBCS 42% 9/1/15 CRM) 5. CIP generation at short and O% 9/30/16 long-term intervals (CCWSD) Project Management 65% 9/30/16 Implementation and Support Quality Assurance 39% 9/30/16 61Page Packet Page -129- 11/10/2015 9.C. Ad Hoc Services for • GIS • SIRE-Content 60% Life of Contract Management • Materials Management Support Services - CO#2 0% Life of Contract Financial Status Description Budget Expenditures to Date _ %of Budget 1. GIS-based Asset Management(CCWSD $330,995.00 $118,425 36% horizontal assets) 2. GIS-based inventory and work order management $330,995.00 $118,425 36% system (CCWSD) 3.GIS-based integration of SCADA data (CCWSD $147,698.00 $0 0% horizontal assets) 4. GIS-based customer management system (UBCS $884,726.00 $565,954 64% CRM) with CO #1 $208,960 5. CIP generation at short and $225,575.00 $0 0% long-term intervals (CCWSD) Project Management $163,078.00 $92,895 57% Implementation and Support Quality Assurance $52,014.00 $33,770 65% Ad Hoc Services for • GIS • SIRE- Content $282,478.00 $108,555 38% Management • Materials Management Support Services - CO #2 $199,998 $0 0% 7IPage Packet Page-130- 11/10/2015 9.C. FULL LL SC ALL IMPLEMENTATION PROJECT STATUS 1. GIS-based Asset Management(CCWSD horizontal assets) This implementation project involves using workshops,blue printing sessions, software testing and prototypes to capture the core asset information across the utility regarding how the linear,vertical and plant assets will be organized so they can quickly be identified and managed within Cityworks work management interface. The outputs of this phase are reviewed,tested and approved by the core team. The deliverables of these workshops and field collection efforts are provided to the EAM GIS team to develop,configure and implement the vertical and plant asset hierarchy and populate the detailed attributes of each vertical and plant asset tables. The identification of specific and required attributes for horizontal, vertical and plant assets has been completed and an additional 20 fields have been identified and added to the GIS geodatabase. These tasks were completed in a developmental geodatabase, promoted through quality assurance, and then promoted to the production environment to be managed by the Cityworks application. In the production environment,data will be collected through an automated asset on-boarding process designed to reduce errors and ensure consistency in the data collection and management process. This process will provide an automated interface to the data entry into the GIS geodatabase aimed at reducing the manual entry of asset and attribute information. 2. GIS-based inventory and work order management system (CCWSD) The first prerequisite for the Cityworks Store Room Inventory Management system required detailed material masters for each materials vendor/provider. The largest vendor is Ferguson who supplies utility parts. As of October 1, the first day of the fiscal year, the material master has been loaded to SAP, and requisitions are being entered on a line item basis. This significant success is now being duplicated for other material suppliers (e.g., Graybar). SAP-Cityworks Integration software requirements(SRS)document is due from Woolpert in mid-March. Final sign off expected before the end of March. Staff continues to develop and implement vertical and plant asset hierarchies, as well as collect asset attributes. The sub teams received the finalized meter workflow processes from Woolpert the week of October 13,which included the necessary integration points between the Harris billing system's imbedded work order module. The final software specification (SRS) document has been delivered and is in final review. Staff has engaged business process experts to support and ensure consistency in the final deliverable as the integration will be across many existing platforms, including GIS geodatabases, Harris Billing(financial billing)and Cityworks.The final approval of the document including feedback from all parties and consultants engaged is anticipated in the first week of August 2015. Configuration workshops were held the weeks of October 13 and October 20 with all operational groups utilizing the county's own GIS geodatabase to ensure compatibility of the Cityworks work _...._............... Wage Packet Page-131- 11/10/2015 9.C. order system and identify business process best practices. The quantity of asset classes has been "frozen" at 345. A fully functional demonstration was provided to PUD Directors and the Administrator on March 19 2015, with subsequent 90% and 100% demonstrations of the fully functional Cityworks work order system being completed in April and May 2015. These demonstrations were aimed at ensuring that the configuration meets the stated requirements is consistent with the operations practices documented in the discovery sessions. The Software Requirements Specification (SRS) document for Cityworks materials management integration with SAP had a final review with county and Clerk's MIS staff on March 31. Final approval and sign off was completed on May 28 which will allow development of this critical financial interface to begin. On June 25th Clerk's MIS staff,PUD Materials Management staff, PUD project leaders and Woolpert met to discuss the implementation and deployment schedule and staff availability. Upon conclusion, direction was ascertained to have the integration deployed in a Development environment for testing before the end of the fiscal year— September 2015. This coincides with the agreed upon `blackout' periods requested by the Clerks MIS staff for yearend financial close out and the annual SAP system upgrades and patching period. Woolpert is to fully document the schedule and action items and present back to the team in the weeks after July 4th Work Order generation and management is a critical function of Track 2. To fully document and manage Work orders, the work must be defined and traceable. EMA and PUD are engaging all divisions and operating sections to document the types of work performed,as well as the steps that are taken for each type of work activity. Within PUD's geodatabase (GIS), the repository for all assets, each asset will be assigned a multiple types of work—annual maintenance, annual calibration,weekly lubrication etc, and each of these types of work will have specific logical steps taken to perform and complete the tasks. It is also imperative to have required equipment to perform the work, such as grease guns, calibration equipment, vehicle, tools, etc. Each work type also has specific resources required to perform the work. By defining these requirements for equipment, labor and material, for each type of work against each type of asset, PUD can then be fully aware of the efforts required to maintain their assets to at the required levels of service demanded. These documentation efforts are critical and exhaustive of staff,however are designed to leverage inherent staff knowledge and provide ownership of the data,tasks and the system. Current,PUD staff has defined 345 types of assets,which corresponds to over 15,000 work order types against those assets. Each work order type has a one to one relationship with Equipment, Labor and Material entries,as well as Work Order instructions. The below chart is developed to show and track progress for these operations actions: Task 345 Asset Classes % Completion • Create data in GIS 345/345 100% • Relate data in GIS 345/345 100% • Create fields in Cityworks 345/345 100% • Relate Cityworks fields to GIS 345/345 100% • Create Work Order Template 15,300/15,300 100% • Create Work Order Action 1,253/15,000 8.4% • Create P/F/A Code 2,750/45,000 6.1% • Create Job Plan,routine PMs 1,719/15,000 11.5% • Populate Job Plan 1,719/15,000 11.5% Wage Packet Page -132- 11/10/2015 9.C. 3. GIS-based integration of SCADA data (CCWSD horizontal assets) SCADA systems are intelligent computer systems that allow remote changes to devices connected over a network (radio frequency, cellular traffic or fiber optic). These systems allow staff to administer, control and operate pump stations, plants, well sites, and reuse meter assemblies through a graphical user interface. The integration of the multiple SCADA systems to Cityworks requires a middleware or translator between the applications. This integration will allow work orders to be automatically generated based on abnormal operating conditions within SCADA. An example would be if a pump station were to become disconnected from FPL power a work order can be automatically sent to staff to review the levels within the wet well,then determine if a portable generator needs to be utilized to ensure the pump station does not overflow. The SCADA Integration is scheduled for September 2015. All GE iFIX and DFS SCADA systems are actively reporting data to a centralized repository for reporting. This central repository is the GE iFIX historian. The SCADA integration into the Cityworks work management interface will leverage this consistent data storage methodology for simple and seamless integration with GE Workflow product. These products were chosen due to the volume of SCADA data residing within a GE family of products. 4. GIS-based customer management system (UBCS CRM) This element of enterprise asset management will replace the outdated Special Assessments application. It contains several major inter-related modules, including a custom mandatory residential solid waste service roll module,a case management module, an estoppels module,a capital roll module and a commercial recycling management tracking module. To date, extensive process flow analysis has been performed on the service roll application including deep dive discovery sessions to identify all necessary business functionality. The discovery sessions extended longer than anticipated,but a development and testing schedule has been developed that will deliver the service roll module in live production by the end of June, 2015. The development requirements have exceeded those included in the RFP, resulting in a need to present a 16.89%change order to the Woolpert contract to successfully complete this module. Eleven(11)development deliveries have been received and tested,but there is no capability to conduct end to end testing. However, as of February 28, a major part of the SR functionality has been successfully tested. Cooperation between the Property Appraiser, GMD, and 1T/GIS resulted in a GIS based solution developed by Stantec. Process flow analysis and discovery sessions have been performed on the case management module. Initial configurations have been delivered and are being reviewed and revised as appropriate. Following an in depth review of the proposed Cityworks solution and the workflow requirements for solid waste collection service customer service and compliance Woolpert agreed to develop the case management(CM)module using the PLL application.The majority of workflows have been identified and created in a development system. Once access is provided to the project team a test plan will be 101Page Packet Page-133- 11/10/2015 9.C. completed. 101ptetlon of the case management module provides work order functionality ,iecessary to complete the service roll module. The SR and CM modules are interdependent and are scheduled to migrate together into a QAS environment by April 27 with an expectation that they will then migrate to production no later than June 29, 2015. Unforeseen delays in integrating daily address updates from GMD has prevented end- to-end testing. Critical functionality is present, but deferral of go-live is recommended until a proven feed of addresses from the GMD Cityview system can be managed effectively. Concurrently, SR and PLL both consume Property Appraiser(PA) data consisting of folio, address and owner data. The SR portion of the application consuming the data that is available in a `test' environment is demonstrated and tested. The Case Management PLL software is functional,but still missing several critical case types. Again, end-to-end testing, fully integrated with the SR module, is necessary prior to moving to from a development environment, DEV, to QAS and finally to a live environment (PRD). The team's recommendation is to complete the data feeds from GMD,the Property Appraiser and external sources such as City of Marco Island, with continued development and system integration. A deployment of the PLL system fully integrated and `end to end' testing will be scheduled AFTER the final collection roll is delivered to the Property Appraiser and accepted by the Tax Collector in early October. This approach ensures accuracy with current business processes while still developing and testing the new functionality as it becomes available. It is key to understand the dependencies of PUD with both internal and external data sources. GMD, the Property Appraiser and even City of Marco Island and City of Naples provide key sources that are required to be accurate in managing our business processes accurately and efficiently. 5. CIP generation at short and long-term intervals (CCWSD) Implementation of this project is scheduled to start in February 2016. In preparation, the sub-team is focused on developing an asset on-boarding process that considers the needs of all workflows and divisions. While the project management information system is not included in the Woolpert contract, data transfers between project management and EAM are required. Physical asset on-boarding of a typical CIP construction project starts when record drawings are submitted. A standard GIS geodatabase format is required that facilitates consistent, standardized uploads of all assets and attributes. Financial asset on-boarding will occur in parallel with costs being allocated to each defined asset. A pilot of the asset on-boarding process is 90%complete is conjunction with the wastewater master pump station 104 project. In the case where the county pre-purchases CIP materials to save on lead time and/or sales tax, the materials, will be entered into a virtual Cityworks storeroom where they can be tracked and managed as projects are implemented. Internal Cityworks work orders will be issued to document the movement of materials. Once the materials are assigned to work orders and they are completed,the materials will become assets. When a CIP project is completed, any pre-purchased materials will be on-boarded along with all other project assets. GIS,RIVA, CCTV, GE Workflow,BizTalk(CCWSD) 11IPage Packet Page-134- 11/10/2015 9.C. Creation of Vertical and Plant Asset Hierarchy: One of the core tasks when implementing an Enterprise Asset Management systems is to develop and define the asset registry. This asset register resides within the GIS geodatabase. This GIS geodatabase becomes the authoritative source for asset information such as location, type, condition, size, make and mode (as well as many other critical attribute data that will be managed by all divisions with PUD — Water operations, Wastewater operations, financial operations, Planning and Project Management operations). The asset registry being developed for Collier County includes vertical and plant assets. The Horizontal hierarchy is provided by ESRI as its local government template and is consistent with pipeline operations and includes the pipelines and appurtenances of the water sewer district such as pipelines, manholes, valves, and meters. Other examples of linear assets within the agency include: storm water system, traffic signal fiber network, roads and canals. Vertical and plant assets hierarchy capture facilities where multiple assets are located and interconnected, with vertical assets being dispersed within the distribution network or fields, while Plant assets are collected locally within a facility boundary. Within Public Utilities this includes the water plants, wastewater plants, well houses and lift stations. Agency examples of vertical and plant asset include: county buildings,parks, libraries, signal systems at each intersection, and bridges. Linear Asset Register: The linear asset hierarchy has been established for wastewater, water, reuse, and the well field. The GIS geodatabase has been manually modified to accommodate the ability to put work orders to section of pipe,where the old system could have miles of pipe drawn as one asset, not allowing for good analysis of maintenance and break fix records on a pipeline and pipeline accouterments. This geometric upgrade was man-hour intensive but critical to the end user experience in city works and capital replacement and rehabilitation planning. Vertical and Plant Asset Register: Unlike linear assets, the GIS geodatabase did not include any vertical or plant asset schemas at the start of this project. This opportunity resulted in a focused effort of how to correctly organize the more than 7,000 vertical and plant assets identified within the utility. Great progress has been made through prototype testing. This process included documenting and creating the hierarchy and uploading 2,000 sample assets to the GIS geodatabase. Upon the geodatabase population, the Cityworks database was configured to match the asset grouping, called asset classes.This process has been critical in identifying tables and levels of hierarchy that are missing when work orders are performed against the vertical assets. An example of a critical change is drawn out below. Original Vertical and Plant Hierarchy-Plant-Structure-Process-Sub process-Asset Revised Vertical and Plant Hierarchy—Plant-Structure-Process- Sub process-position- asset This change allows for troubleshooting banks of assets such as pumps in a lift station. The position element allows end users to identify if the issue is with the pump position or the pump itself when issues occur. This change is being implemented this week along with minor changes identified during testing. To facilitate the re-linking of 7,000 vertical assets due to the restructuring of the vertical schema, a script is being written to expedite the process. To ensure GIS schema changes do not adversely impact other departments, divisions and applications using GIS a formalized GIS change management process has been established for communication on all schema changes. The development, quality assurance and production environments are also in 12IPage Packet Page-135- 11/10/2015 9.C. place and provide risk mitigation on changes made in this enterprise system. Each change can be developed, quality assured and then implemented into production. BOARD APPROVALS Board Actions/Direction -Past Description Date Recommendation to award Contract 10-5447 in the amount of$574,996 for Phase One and Phase Two, and$774,240 for Phase Three to EMA of Minnesota, Inc.,with authorization to issue a purchase order for Phases September 13,2011 One and Two for$574,996, in support of"Public Utilities Asset Management," Projects 71012 and 73165. GMD-funded change order for GMD Phase One April 25,2012 Recommendation to negotiate the reallocation of tasks for Phase Two and Three of Contract No. 10-5447 with EMA of Minnesota, Inc., with authorization to prepare a Request for Proposal for the purchase of July 24,2012 Enterprise Asset Management software, in support of "Public Utilities Asset Management," Projects 71012 and 73165, as well as other future projects identified within the County Manager's Agency. Asset Assessment and Management Workshop October 9, 2013 Recommendation to award Contract 13-6064 in the amount of$2,208,599 for Asset Management software and consulting, including implementation and integration,to Woolpert, Inc.; award licensing and maintenance January 14 2014 agreements for software totaling$497,775; and authorize funding in the amount of$567,893 for the approved Phase Three of existing contract 10- 5447 with EMA of Minnesota, Inc. Recommendation to approve a Change Order in the amount of$208,960 and add 162 days to Contract 13-6064 for"Asset Management Software November 18, 2014 and Consulting,"with Woolpert,Inc., Project 50105. Change Order 2 to Contract 13-6064 in the amount of$199,998 for on- going support and maintenance for"Asset Management Software and February 10, 2015 Consulting with Woolpert, Inc., Project Number 50105. Board Actions/Direction—Future Planned Description Date None 13IPage Packet Page -136- 11/10/2015 9.C. AGENCY-WIDE EXPANSION TO OTHER DEPARTMENTS Growth Management Department: Since 2007 the Growth Management Department (GMD) has been engaged in the asset management process utilizing Cartegraph software.The initial focus was on the implementation of a paperless work order system and the building of the database of assets managed in the various functions performed by GMD. Over time the work order system has been linked to assets allowing for maintenance cost analysis and future cost projections. The current focus of Growth Management's asset management efforts is to continue support of its existing asset management system while at the same time preparing for an expansion into PUD's EAM system. GMD has ongoing initiatives to update their asset inventory through an extensive asset collection program. Traffic signals, signs, road segments, etc.. Have been collected and resources have shifted to concentrate on stormwater assets. To date, over 35,000 stormwater assets have been collected and digitized. The project is expected to last for at least two additional years. Additionally, Mowing and Sidewalks have been digitized and added to the system. GMD, through its Project Data Management project is continuously refining its asset on-boarding processes to ensure all assets are captured within the EAM system. Through the active participation in the EAM workshops of the various project levels, the department will be better placed to align their current asset management configuration for a smoother transition to the agency's EAM system. GMD plans to utilize PUD's finalized asset hierarchies, schemas, and work processes as a basis to develop their own to be more in synch with an agency wide model. Although some elements of GMD's current asset and operational management system will be retained, GMD acknowledges that a significant realignment in configuration, an overhaul of the current database model and schema, and new resource requirements will have to be undertaken to transition to a different asset management system. To that effect, staff within GMD are performing gap-analyses on their asset registry, business processes, legacy data,and resources required to transition and support a new enterprise asset management system. Public Services Department: Public Services is actively participating in sub team meetings, describing and prescribing the needs and requirements of work management applications for linear assets as well as work requests and work orders. The Parks and Recreation Division took the first step towards getting staff acclimated to a work management system, by integrating the same work order software currently used by Facilities Management. This has allowed staff to track maintenance labor for current assets. In the future the Parks and Recreation Division will implement Phase II,which will consist of identifying all linear and vertical assets. 14IPage Packet Page-137- 11/10/2015 9.C. Administrative Services Department: Administrative Services (IT) is supporting the program by providing participating in the Division Directors governance group and participates in the governance meetings. Providing resources for sub team leadership and participation. The division is also providing guidance and direction for technical implementation associated with software,hardware and networking requirements. IT is currently working with PUD, and the CMO on the transition planning for agency wide deployment. The Facilities Management(FM)Division has participated in high level discussions on key business outcomes and estimated number of asset classes. In support of these efforts, FM has digitized over 15,000 paper drawings and indexed those drawings to link to specific assets using the agency's Enterprise Content Management System. The goal is to capture all configuration control documents that can be tied to an asset, including technical manuals. The division has captured asset information on virtually all of its assets (6462 pieces of equipment we currently maintain) and uploaded the data into the Division's Archibus asset management system for current use. This information was captured in a format that will facilitate migration to Cityworks at some point in the future. ........... .. .... .......... ...... ......_.. 151Page Packet Page -138- 11/10/2015 9.C. AGENCY-WIDE EAM PROGRESS REPORT VI RESPECTFULLY SUBMITTED BY: 4 i..t ------,------- JocBe O/ne, Operations Finance DivisionDifector 1 ii Date ....-0, Dan Rodriguez, Solid azardouaste Management Division Director Date 1.DP. 11)*--------- I 7 is di 6-- , , , Steve'l\le-§"si er, Wateir Division Director 1 I Date -----17 CIS' ---- eth Joh .1 ....-0,---- 4...._..........._—, sen, Wasrwater Division Director Date t "If, ti 1 743/5— Tom Chiie i- PlanninEW Project Management Division Director Date L // ...-...- ---- -2 7 - i ,,-- --- ,„, t I/ Aaron Crom0, FOD EAM Program Manager Date APPROVED BY ADMINISTRATIVE MEMBERS OF THE STEERING COMMITTEE: ,-----Th 71 ,--'--- ! ,- C--,,---) /72.------ i/1 7i 14 ,-- David Wilkison,Department Head,Growth Managelet nDivision Date --,,, ) . / . _..., Len Golden Price,Department Head,Administrative Services Division Date - - ,-- Steve Camel'', Department Head,Public ServideS/Division Date ?-1123/I.3--- Dr. George George Yilmaz, Department Head, Public Utilities Division Date --- , " - r-----... --.,,, 1- \ s...x.._ U Packet Page-139- O �F ix G,�r � �f'.C' P a ai'#r r 7 fL �r �rkr ,r f rrA(1nrd 1 f f/ +1t 1 F 0/'�. 2015 9.C. 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' is.':.-`g - . lati.!=i!'._24.1rtvik.,..wv.....:. rsts4614,41L.M.A. •_..,tar..fr-f, -1°,- ,-, i,, 1-',`'" , , . . ., '•1.,,,I,.. •, '''•;1"1,1• ',.''' Packet Page -199- ;41,rg4. 11/10/2015 9.C. F � NOTICE OF PUBLIC HEARING NOTICE OF INTENT TO CONSIDER ORDINANCE , Notice is hereby given that a public.hearing will be held by the Collier County Board of County Commissioners on .Tuesday, November 10, 2015 commencing at 9:00 A.M. in the Collier County Board of County Commissioner Chambers,Third Floor, Collier County Government Center, 3299 East Tamiami Trail, Naples,FL. The purpose of the hearing is to consider: AN ORDINANCE RELATING TO THE CAPITAL IMPROVEMENT ELEMENT OF THE COLLIER COUNTY GROWTH MANAGEMENT PLAN, ORDINANCE 89-05, AS AMENDED, PROVIDING FOR THE ANNUAI, UPDATE TO THE SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS WITHIN THE CAPITAL m IMPROVEMENT ELEMENT OF THE COLLIER COUNTY GROWTH MANAGEMENT PLAN BASED ON THE 2015 ANNUAL UPDATE AND INVENTORY REPORT ON PUBLIC FACILITIES(AUIR),AND INCLUDING UPDATES TO THE 5-YEAR SCHEDULE OF CAPITAL PROJECTS CONTAINED WITHIN THE CAPITAL IMPROVEMENT z ELEMENT (FOR FISCAL YEARS 2016 2020) AND THE SCHEDULE OF CAPITAL PROJECTS CONTAINED WITHIN THE y CAPITAL IMPROVEMENT ELEMENT FOR THE FUTURE 5-YEAR A PERIOD(FOR FISCAL YEARS 2021-2025)AND TO SECTIONS RELATING TO THE PUBLIC SCHOOL FACILITIES CAPITAL ' rD IMPROVEMENT PLAN AND WORK PROGRAM, PROVIDING FOR SEVERABILITY, AND PROVIDING FOR AN EFFECTIVE DATE. [CPSP-2015-1] y All interested parties are invited to appear and be heard. Copies of the proposed Ordinance will be made available for inspection at the Planning &Zoning Department,Comprehensive Planning Section, 2800 N. Horseshoe Dr., Naples, between the hours of 8:00 A.M. and 5:00 P.M., Monday through Friday. Furthermore '* the materials will be made available for inspection at the Collier a�- County Clerk's Office, Fourth Floor, Collier County Government c Center, 3299 East Tamiami Trail, Suite 401, Naples, one week prior to the scheduled hearing.Any questions pertaining to the -oNo documents should be directed to the Comprehensive Planning Section.Written comments filed with the Clerk to.the Board's o Office prior to Tuesday, November 10, 2015, will be read and considered at the public hearing. R N If a person decides to appeal any decision made by the Collier tiv County Board of County Commissioners with respect to any matter considered at such meeting or hearing, he will need a record of that proceeding, and for such purpose he may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based. If you are a person with adisability who needsany accommodation in order to participate in this proceeding, you are entitled, at no cost to you, to the provision of certain assistance. Please contact the Collier County Facilities Management Division, . located at 3335 Tamiami Trail East,Suite 101,Naples, FL 34112-. 5356, (239) 252-8380, at least two days prior to the meeting. Assisted listening devices for the hearing impaired are available in the Board of County Commissioners Office. BOARD OF COUNTY COMMISSIONERS COLLIER COUNTY,FLORIDA . TIM NANCE,CHAIRMAN DWIGHT E.BROCK,CLERK By:Martha Vergara,Deputy Clerk (SEAL) October 28,2015 No.757689 Packet Page-200