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SPC Minutes 10/19/2021PELICAN BAY SERVICES DIVISION AD HOC STRATEGIC PLANNING COMMITTEE MEETING OCTOBER 19, 2021 The Ad Hoc Strategic Planning Committee of the Pelican Bay Services Division met on Tuesday, October 19 at 1:00 p.m. at the SunTrust Bank Building, 801 Laurel Oak Drive, Suite 102, Naples, Florida 34108. The following members attended. Ad Hoc Strategic Planning Committee Dave Mangan Michael Fogg, Chairman Michael Rodburg Nick Fabregas (absent) Michael Weir Pelican Bay Services Division Staff Neil Dorrill, Administrator Karin Herrmann, Operations Analyst Chad Coleman, Operations Manager Lisa Jacob, Project Manager Darren Duprey, Assoc. Project Manager (absent) Barbara Shea, Administrative Assistant Also Present Denise McLaughlin, PBSD Board Joe Chicurel, PBSD Board Susan O'Brien, PBSD Board APPROVED AGENDA (AS AMENDED) 1. Pledge of Allegiance 2. Roll call 3. Agenda approval 4. Approval of 03/03/2021 meeting minutes 5. Audience comments 6. Efficiency/Effectiveness Improvement Ideas a. History — 2016 Report b. Updated Community Comparisons c. Sub -contracting d. Independent Taxing District e. Metrics 7. Street Lighting 8. Coastline Resiliency a. Clam Pass Dredging (add -on) 9. Administrator Transition Plan — Preliminary Discussion 10. Emerging Issues a. Lake Bank Remediation Discussion (add -on) 11. Strategic Planning Committee Resolution 12. Adjournment ROLL CALL Mr. Fabregas was absent and a quorum was established AGENDA APPROVAL Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting October 19, 2021 Mr. Weir motioned, Mr. Mangan seconded to approve the agenda as amended with the additions of items #8a and #10a. The motion carried unanimously. Mr. Rodburg motioned, Mr. Fogg seconded to approve the 3/03/2021 meeting minutes as presented. The motion carried unanimouslv. AUDIENCE COMMENTS Ms. O'Brien commented that in 2016, the first ad hoc Cost Savings Committee was formed, to focus on possible areas to achieve cost savings. She quoted what Mr. Rodburg stated at the June 2021 board meeting: "As a board we have identified that the #1 priority of the ad hoc Strategic Planning Committee should be the structure of the Administrator position." Ms. O'Brien commented that she wanted to reinforce that view as the #1 priority. She noted that the board has less than two years to complete this, and suggested that this is a two-year project, including getting ajob description and making a decision on whether to continue this position as a contract position or change to a County employee position. Ms. O'Brien suggested that we may need to obtain an outside consultant to assist us with this decision. The final phase would be to advertise, interview, and hire for this position which is a very lengthy process. EFFICIENCY/EFFECTIVENESSIMPROVEMENT IDEAS HISTORY — 2016 REPORT Mr. Fogg reviewed the first 13 pages of the 08/17/2016 ad hoc Cost Savings Strategies Committee Report, included in the agenda packet, which included (1) a number of possible strategies for cost savings, decisions made by the committee, and conclusions on whether to implement each one, (2) a schedule of the fee structure of nearby communities similar to Pelican Bay, and (3) a schedule of comparable characteristics of the Bonita Bay, Pelican Marsh, and Pelican Bay communities. After his review and committee discussion, Mr. Fogg concluded that there were no other areas to add onto this meeting's agenda for discussion. Mr. Rodburg commented that he viewed this 2016 Report as "how do we do less with less" and not what we would expect from a premier community that is trying to benchmark itself against the best. He noted that it is of historical interest but not relevant, and should not be a part of our strategic vision going forward; it does not guide us into the future. UPDATED COMMUNITY COMPARISONS Mr. Fogg commented on the updated September 2021 community fee schedule comparisons, included in the agenda packet. Ms. McLaughlin commented that Pelican Bay's population density is a large driver of our costs. SUB -CONTRACTING Ms. O'Brien commented that from 2012 to 2022 our landscaping costs have increased 92%. This percentage increase includes field workers and does not include Mr. Mumm and administrative staff. She suggested that we identify why and where the increases came from. Mr. Mangan commented that PBSD landscape management has greatly improved over the past 10 years. Mr. Coleman commented that in 2015, the board decided to convert nine temporary landscape maintenance worker positions to permanent County employee positions, over three years. He noted that currently we have Pelican Bay Services Division Ad Hoe Cost Saving Strategies Committee Meeting October 19, 2021 12 temporary workers. In 2015 the Associate Project Manager position was added and in 2020 the Project Manager position was added. Dr. Chicurel commented that 8-10 years ago the culture of the board was to keep the assessment static, which created deferred maintenance or in other words, neglect. As the culture changed with new board members elected, the board recognized the need to fulfill our goals, mandates, and statutory obligations. Mr. Dorrill commented that from 1995-2010 almost no capital improvements were made, while our current budget is capital driven. Mr. Fogg commented that although the base pay of our County workers is similar to our temporary contracted workers, the overhead for our County employees is approximately 50%. He noted that board consensus has been that the benefits of having our own workforce outweigh the additional costs. INDEPENDENT TAXING DISTRICT Mr. Fogg commented that discussion on the PBSD becoming an independent district has been discussed from time to time, including as a topic of the ad hoc Cost Savings Committee in 2016. Operating as an independent taxing district may provide more flexibility and some savings. Mr. Dorrill commented on the formation of Community Development Districts (CDD's) and Special Purpose Districts in Florida. He described what steps would be required by the Florida legislature to become an independent taxing district. Mr. Dorrill described several pros and cons of becoming independent, and suggested that we discuss this issue with the PB Foundation to obtain their view, before any further consideration or action is taken. He noted that this issue was last seriously considered in 2010. Mr. Dorrill commented on the possibility of Collier County becoming a charter government over the next 10 years. Ms. McLaughlin recalled that Mr. Shepherd, Chair of the ad hoc Cost Savings Strategies Committee, suggested that unless someone is passionate about this issue and wants to take this on, the issue is not worth pursing; the obstacles are insurmountable. Mr. Dorrill noted that the FL legislature would likely require a referendum on this issue to be approved by the PB residents. After discussion of this item, Mr. Fogg concluded that this issue would not be pursued. METRICS Mr. Fogg suggested that we come up with useful results -oriented metrics to measure ourselves against other similar communities. He noted that the metrics included in the County Budget Document are not particularly useful. Mr. Dorrill suggested metrics such as (1) whether projects have come in within budget, and (2) change orders. Dr. Chicurel suggested community input. Mr. Fogg commented that we would have to determine how to systematically obtain feedback from the community. Ms. McLaughlin noted that the PBPOA sent out a survey to PB residents last year, and then published the results. Mr. Coleman commented that the County is now in the process of completing a study on its compensation program, and looking to tie employee metrics (for each specific position) to annual raises. STREET LIGHTING Mr. Fogg summarized our current position on street lighting as (1) street lighting is in place (for the last 30 years), (2) we have recently upgraded the fixtures, (3) the life expectancy of the poles is at least another 10 years, (4) exact replacements for our fixtures are no longer available, and (5) each year we will only replace failed fixtures. Mr. Dorrill commented that the fixture replacements that are available for purchase are very similar to our existing fixtures. Mr. Fogg commented that lighting on 3 Pelican Bay Services Division Ad Hoe Cost Saving Strategies Committee Meeting October 19, 2021 tertiary roads is inadequate and that he would support any way to improve the "spread" of the light from the fixtures. Mr. Coleman commented that the new replacement fixtures do provide better projection from each fixture. Mr. Fogg noted that street light pole replacement is included in our 10- year budget plan in year 10. Dr. Chicurel commented that street lighting is not a priority of the board at this time. COASTLINE RESILIENCY — USACOE, ETC. Mr. Fogg commented that a report from the USACE (U.S. Army Corps of Engineers) on their coastline resiliency study is expected in Spring 2022. Once the report is received, the County will review it and make a decision on whether to support it and fund it. Pelican Bay, parts of the City of Naples, and Marco Island were omitted from the study. He questioned, that as custodians of the PB Beach, whether we need to proactively look at the impacts of sea level rise to our community, and consider possible mitigation steps. Ms. McLaughlin commented that Dr. Michael Savarese, Professor at F.G.C.U., continues to work on his model which shows community impacts to Collier County from specific storm variables (wind speed, storm surge, etc.). He is also working on a study which shows the value of mangroves providing protection to our community. Ms. McLaughlin suggested that we work with the PBF and invite Dr. Savarese to educate us on these issues. Mr. Dorrill commented that there would be considerable opposition to any enhanced storm protection funding, which would be at a huge cost. He suggested that this issue is looked at after the USACE report is issued in 2022. Ms. McLaughlin commented in favor of increased education on this issue. She also noted that the County also has their own model of storm vulnerabilities. Mr. Rodburg suggested that we need to understand our vulnerabilities and that we work on a strategic response plan that may minimize the impacts as best we can. Mr. Dorrill agreed that we could work on risk assessments and advance emergency planning. CLAM PASS DREDGING (ADD -ON) Mr. Fogg commented on the increased frequency of Clam Pass dredging projects in recent years. He noted that although the projects are funded by the County (through tourist development funds), our resources are used to manage the projects. Mr. Dorrill commented that our management of Clam Pass over the last decade has proved to be the best plan with the least environmental impact. The Clam Bay Management Plan includes a forecasted goal of a full dredge of the Pass every three years. Ms. O'Brien commented on lessons learned: (1) The PBSD did not provide input to the County when they approved a recent beach renourishment project which placed sand south of Clam Pass. (2) We continue to deal with the after-effects of the closure of the Pass about nine years ago. Since then, an ebb shoal has never re-formed, which would re -stabilize the Pass. ADMINISTRATOR TRANSITION PLAN —PRELIMINARY DISCUSSION Mr. Fogg commented that we have no succession plan in place for the potential transition of Mr. Dorrill's Administrator position at some point in the future. He commented that currently, the combination of Mr. Donill's oversight and County contacts, combined with Mr. Coleman's increasing capabilities to manage the day-to-day operations and the efforts of our other team members works well. Mr. Dorrill commented that he is not plamring to retire for some time. He cautioned the committee that our division currently has a high level of talent, which will be difficult to maintain. Mr. Dorrill provided input on issues for the board to consider for a succession plan as follows. The County has hired a consultant to look at the County's entire pay plan and is focusing on the executive level 4 Pelican Bay Services Division Ad Hoc Cost Saving Strategies Committee Meeting October 19, 2021 positions. PBSD's ordinance requires a PBSD Administrator. While some districts have a full-time manager, a full-time County Administrator's salary would be constrained by the County's pay plan. A contracted Administrator would provide the benefit of pay flexibility. The position could not be classified at the same level as the Deputy County Manager. Under the "contracted Administrator structure," six to nine months prior to the expiration of the current Administrator's contract, the RFP process will begin, during which the County will ask the Board to weigh in on the contract. The job description is included in the contract. Mr. Dorrill commented that it is very beneficial that we are organizationally part of the County Manager's Executive Office and he recommended that the board ensures that we continue to be a part of the CM Office. He suggested that Mr. Coleman's position should be reclassified to a higher level. Ms. O'Brien suggested that the PBSD has the option of choosing to contract out the Administrator position or hire a County employee. Mr. Coleman commented that if the board decides on the County employee option, the decision must be made far in advance of the applicable budget cycle in order to submit a request to the County for an additional FTE. Mr. Fogg suggested having a conversation with the County to learn what the process would be if the board chose to go forward with hiring a full-time County Administrator. Mr. Fogg asked Mr. Dorrill to draft a job description of the Administrator position. EMERGING ISSUES LAKE BANK REMEDIATION (ADD -OM Mr. Fogg commented that our current strategy is to include $2 million in each year of our budget over the next 10 years for lake bank remediation. Although lake banks are an uncertain area of our responsibilities, we are responsible for maintaining drainage throughout the system, as well as community beautification. Ms. McLaughlin commented that we must maintain compliance with slope requirements as part of any lake bank remediation project, and noted that a majority of our lake bank slopes are not in compliance. Mr. Rodburg summarized that we are responsible for addressing the function, safety, ecology, and aesthetics of our stormwater drainage system. STRATEGIC PLANNING COMMITTEE RESOLUTION After discussion, by consensus, the committee agreed that there is not a need for the ad hoc Strategic Planning Committee to become a standing committee, and instead the board could pursue strategic planning by (1) scheduling full board workshops devoted to strategic planning either annually or semi-annually, (2) including strategic planning items on the agendas of standing committees, which pertain to the committee, and (3) periodically discussing strategic planning items at board meetings. Mr. Mangan commented that strategic planning relating to operational issues should be addressed by staff. The meetine was adiourned at 3:14 Minutes approved L� as amended ON p� �02 °ZU�oZ date 5