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Backup Documents 02/06/2024 Item # 2B 1 (Current Strategic Program Budget Alignment)Strategic Plan COLLIER COUNTY STRATEGIC PLAN PRIORITY PROJECTS February 6, 2024 Workshop Updated 2.5.2024 Strategic Plan Annual Strategic Review Strategic Plan PRIORITY PROJECT INDEX AFFORDABLE & WORKFORCE HOUSING SLIDE # AFFORDABLE HOUSING 5 WORKFORCE HOUSING LAND TRUST FUND 6 HURRICANE AND MULTI-HAZARD PREPAREDNESS SLIDE# HURRICANE AND MULTI-HAZARD PREPAREDNESS 8 HURRICANE IAN PERMANENT REPAIRS 9 DUNE RESTORATION PLANTING 10 PARKS, RECREATION, MARINAS & BEACHES SLIDE # AQUATICS CAPITAL PROGRAM (NEW PRIORITY)12 IMMOKALEE SPORTS COMPLEX (NEW PRIORITY)13 BEACH PARKING ADDITIONS 14 BEACH RENOURISHMENT 2024 (UPDATED)15 BIG CORKSCREW ISLAND REGIONAL PARK - PHASE 2A & 2B 16 BOAT RAMP ADDITIONS 17 CAXAMBAS SEAWALL REPLACEMENT (NEW PRIORITY)18 CAXAMBAS NEW FUEL SYSTEM (NEW PRIORITY)19 EMERGENCY BERM TRUCK HAUL & CONSTRUCTION REACHES A & B 20 GOLDEN GATE 9-12 HOLE GOLF COURSE 21 PLANNING & COUNTY OPERATIONS SLIDE # CYBERSECURITY INITIATIVES 23 DAS ANIMAL SERVICES RENOVATION (SURTAX) 24 HR RECRUITMENT & RETENTION 25 STRATEGIC REAL ESTATE ACQUISITIONS 26 STRATEGIC PLAN BUDGET INTEGRATION 27 HUSSEY PROPERTY SITE PREP - MASTER PLANNING (NEW PRIORITY)28 CAMP KEAIS/ROCK SRINGS MASTER PLANNING/ENVIRONMENTAL TESTING (NEW PRIORITY)29 PUBLIC HEALTH & SAFETY SLIDE # CCSO FORENSICS BUILDING (SURTAX)31 COLLIER COUNTY MENTAL HEALTH FACILITY (SURTAX)32 STATE VETERANS’ NURSING HOME (SURTAX)33 EMS STATION 74 (SURTAX) (NEW PRIORITY)34 800 MHz RADIO HARDENING -PROJECT ANALYSIS FOR FULL UPGRADE (UPDATED)35 800 MHz RADIO HARDENING - CARNESTOWN RADIO SITE 36 TRANSPORTATION SLIDE # VANDERBILT BEACH ROAD EXTENSION 38 VANDERBILT BEACH ROAD EXTENSION - PHASE III (NEW PRIORITY)39 PINE RIDGE ROAD IMPROVEMENTS 40 ROADWAY RESURFACING PROGRAM 2024 41 UNDERGROUND STROMWATER CLEAN, VIEW & REPAIR PROGRAM 2024 (NEW PRIORITY)42 ROADSIDE SWALE PROGRAM 2024 43 TIGER GRANT - IMMOKALEE IMPROVEMENTS (NEW PRIORITY)44 GOODLETTE-FRANK ROAD WIDENING (NEW PRIORITY)45 COLLIER BOULEVARD WIDENING PHASE III (NEW PRIORITY)46 GOLDEN GATE CITY WATER RESOURCE PROTECTION/RESTORATION MASTER PLAN 47 IMMOKALEE ROAD I-75 INTERCHANGE IMPROVEMENTS (NEW PRIORITY)48 WATER RESOURCES SLIDE # GOLDEN GATE CITY INFRASTRUCTURE & ECONOMIC DEVELOPMENT MASTER PLAN 50 GOLDEN GATE CITY TRANSMISSION WATER MAIN IMPROVEMENTS 51 NE REGIONAL UTILITY PROGRAM - PHASE I 52 NE REGIONAL UTILITY PROGRAM - PHASE II 53 NE REGIONAL UTILITY PROGRAM - TANKS, PUMP STATIONS 54 NE REGIONAL UTILITY PROGRAM - NE UTILITY FACILITIES 55 NORTH COLLIER WATER RECLAMATION FACILITY 56 SEPTIC TO SEWER CONVERSION - PALM RIVER AREA 4 RENEWAL PROGRAM 57 UTILITY MASTER PLANNING - MASTER PLAN LIBRARY 58 STORMWATER/UTILITY PARNERSHIP PROJECTS SLIDE # STORMWATER UTILITY PARTNERSHIP - PALM RIVER AREAS 1 & 2 RENEWAL PROGRAM 60 STORMWATER UTILITY PARTNERSHIP - NAPLES PARK - 98TH & 99TH AVENUES RENEWAL PROGRAM 61 STORMWATER UTILITY PARTNERSHIP - NAPLES PARK - 105TH & 106TH AVENUES RENEWAL PROGRAM 62 STORMWATER UTILITY PARTNERSHIP - OLD LELY - PHASES 7, 8, & 9 RENEWAL PROGRAM 63 WEST GOODLETTE-FRANK JOINT STORMWATER - SEWER PHASE 2 64 ASSET MANAGEMENT PLANS SLIDE # PUBLIC UTILITIES 66 TRANSPORTATION MANAGEMENT 67 FACILITIES MANAGEMENT 68 PUBLIC SERVICES 69 Strategic Plan PROJECT NAME DEPARTMENT/DIVISION SLIDE # AFFORDABLE HOUSING ECONOMIC DEVELOPMENT 5 WORKFORCE HOUSING LAND TRUST FUND REAL PROPERTY / ECONOMIC DEVELOPMENT & HOUSING 6 AFFORDABLE & WORKFORCE HOUSING Strategic Plan AFFORDABLE HOUSING POLICY Next Steps/Current Challenges 01/09/24 •Overcoming NIMBY issues related to traffic, density, and “low-income” households. •Codification and standardization of Board policies. •Integrate “Live Local Act” incentives with County GMP/LDC. Progress: •In calendar year 2023 a total of 1,208 new affordable housing units were approved by the Board of County Commissioners. •The Housing Policy & Economic Development Division continues to form Public/ Private partnerships with the development community to enact the Board’s policy to increase the supply of housing that is affordable. •All these units carry an affordability restriction of at least 30-years, promoting the long-term affordability of Collier’s housing stock. •Since FY2018 these actions have resulted in the approval of over 4,000 new affordable housing units. •The vast majority of these units have been created at no cost to the taxpayers of Collier County by using land use policies as incentives. District #All Districts Project #TBD Project Manager Cormac Giblin, Director, Economic Development & Housing Project Sponsor Housing Policy & Economic Development Scope: •Purchase land that can be reserved for housing that is affordable through extended County ownership. (Done through Land Trust) •Acquire land for housing that is affordable (Done through Land Trust) •Long term affordability of Collier’s housing stock •Promote economic development by increasing affordable housing options for the area's workforce Total Budget TBD 5 Strategic Plan WORKFORCE HOUSING LAND TRUST FUND Next Steps/Current Challenges Updated: 01/11/2024 •Staff is currently accepting and reviewing applications for properties for acquisition. •Two application requests totaling $5,734,500 are scheduled to be brought to the Board of County Commissioners for review/approval in early 2024. •End of dedicated funding source with expiration of Workforce Housing Land Acquisition Surtax Funding on December 31,2023 Progress First acquisition validated by the Surtax Infrastructure Committee on January 11, 2024. •On March 28, 2023, Agenda Item 11.F., the Board of County Commissioners adopted a policy for the use of the Workforce Housing Land Acquisition portion of the voter-approved Local Government Infrastructure One-Cent Sales Surtax. •The Policy evaluation criteria includes Management Summary, Property and Business Plan, Financing & Cost of Services to the County, Experience and Capacity of the Firm, Specialized Expertise of Team Members, Certified Minority Business Enterprise, and Local Vendor Preference. •On January 9, 2024, Agenda Item 16.A.16., the Board adopted AHAC recommended enhancements to the application and review policy to streamline the process. •5 Workforce Housing Land Acquisition applications have been received thus far exceed the total available funding. . Stage % Complete Procurement 0% Design 0% Construction 0% Closeout 0% District #3 3 Project #50267 Project Manager Cormac Giblin, Director Economic Development & Housing Project Sponsor Real Property GMCD – Housing Policy & Economic Development Division Scope: •Purchase land that can be reserved for housing that is affordable through extended County ownership. •Acquire land for housing that is affordable •Long term affordability of Collier’s housing stock •Promote economic development by increasing affordable housing options for the area's workforce Design Budget N/A Const Budget N/A Total Budget $20,000,000.00 Arch/Eng:N/A General Cont N/A Owner Rep (CEI)N/A NTP Design N/A NTP Const N/A Sub Completion N/A Final Completion N/A 6 Strategic Plan PROJECT NAME DEPARTMENT/DIVISION SLIDE # HURRICANE AND MULTI-HAZARD PREPAREDNESS EMERGENCY SERVICES 8 HURRICANE IAN PERMANENT REPAIRS FACILITIES MANAGEMENT 9 DUNE RESTORATION PLANTING TRANSPORTATION MANAGEMENT 10 HURRICANE AND MULTI-HAZARD PREPAREDNESS Strategic Plan HURRICANE & MULTI-HAZARD PREPAREDNESS Next Steps/Current Challenges Updated 1.22.2024 •Continue public education and awareness opportunities. •Promote Alert Collier for emergency notifications •Leverage funding to expand evacuation shelter resources •Expand supporting contracts for disaster logistical support, shelter support, exercises, and recovery planning. •Leverage social media opportunities for disaster preparedness education. •Expand the scope, services, and resources of volunteer agencies in mid and long-term recovery. •Continue planning efforts to respond to fast-breaking mass casualty or mass violence situations. •Support continuity planning for cyberterrorism concerns. •Replacement of EOC video wall and peripheral equipment. Progress •Support the formation of the local Volunteer Agencies in Disaster Recovery initiative. •Continue efforts to support local and regional multi-hazard incident management training. •Refinements to incident management software applications. •Subscribe to the FROC initiative to improve FEMA/State reimbursement processes. Stage % Complete Procurement-EOC Video Wall 0% Design 100% Construction 0% Closeout 0% District #ALL Project/Cost Center #144210 Project Manager Dan Summers, Director Project Sponsor Bureau of Emergency Services- Emergency Management Scope: Continuation of Collier County’s commitment to a disaster-resilient community by addressing natural, technological, and man-made hazards. Continue to find opportunities for breaking the damage repair cycle caused by Tropical Storms and assisting individuals, families and businesses with disaster readiness strategies in an all-hazards environment Design Budget Within Existing Operating Total Budget TBD Final Completion On-going efforts with periodic review. 8 Strategic Plan DUNE RESTORATION PLANTING Next Steps/Current Challenges Updated 2.2.2024 •Bid package assembled and ready for solicitation for construction Feb. 2024. •Award of contract will begin a 3 to 4 month growing period, followed by plantings in May / June ‘24. Progress •Held multiple stakeholder meetings with a good turnout and consensus for planting strategy. •Bid package complete and routed to Fiscal and Grants for approval to send to Procurement. Stage % Complete Procurement 95% Design 100% Construction 0% Closeout 0% District #1, 2 & 4 Project #50280 Project Manager Andy Miller, Manager Coastal Management Program Project Sponsor Transportation Management Services Scope: Planting of newly constructed berm / dune along Gulf facing County beaches due to the destruction of the dunes and vegetation by Hurricane Ian. Design Budget $89,787 Const Budget $2,000,000 Total Budget $2,100,000 Engineer Taylor Engineering, Inc. General Contractor TBD Owner Rep (CEI)In-house NTP Design June 15, 2023 NTP Const *Growing March 1, 2024; Planting May 30, 2024 Sub Completion *July 30, 2024 Final Completion *September 1, 2024 (* Estimated) (*Estimated date contingent on construction solicitation and negotiations) 9 Strategic Plan Name of damage/facility Status Approx. Cost Marco CCSO Building Design $ 4,137,000 Barefoot Beach Preserve Design $ 4,000,000 Clam Pass Park Design $ 3,000,000 Caxambas Park & Marina Construction $ 3,000,000 Marco Tax Collector Design $ 2,230,000 Vanderbilt Beach Permitting $ 2,000,000 Small Damage Repair Projects Ongoing $ 2,000,000 Naples Depot Museum Bidding $ 1,250,000 CCSO Special Operations Closeout $ 750,000 HURRICANE IAN PERMANENT REPAIRS Next Steps/Current Challenges Updated: 1/19/2024 •Continuing design work for all major projects •100% bid docs will be ready on a rolling basis over the next 4 months and each project will be put out to bid •Developing all small repair locations scope development for a consolidated solicitation in preparation – 3/15/2024 •As individual estimates for projects are developed, budget increases via budget amendments by OMB will be coordinated •Construction contracting for small projects over 50k is challenged by being unable to utilize contract 19-7525, Annual Agreement for General Contractors Progress •Secured design teams for all major project locations •Post-storm emergency assessment and repair reopened all public facilities but 4 within 90 days Stage % Complete Procurement 50% Design 50% Construction 15% Closeout 0% District #All Project #50280 Project Manager Tony Barone, PMP Project Sponsor Office of Management and Budget Scope: The assessment and repair of all damages to facilities from Hurricane Ian. Includes coordination with Rick/Insurance and FEMA to seek maximum reimbursement of costs and post-project closeout with agencies. Design Budget $2,500,000 Const Budget $20,000,000 EST Total Budget $11,274,011.38 available Arch/Eng:Harvard Jolly Architects, PK Studios, RG Architects, Studio+, Taylor Engineering General Cont TBD – Varies by project Owner Rep (CEI)WSP, Jacobs Engineering NTP Design Varies by project NTP Const Varies by project Sub Completion Q4 2026 Final Completion Q4 2026 10 Strategic Plan PARKS & MARINAS & BEACHES PROJECT NAME DEPARTMENT/DIVISION SLIDE # AQUATICS CAPITAL PROGRAM (NEW PRIORITY)FACILITIES MANAGEMENT CIP 12 IMMOKALEE SPORTS COMPLEX (NEW PRIORITY)FACILITIES MANAGEMENT CIP 13 BEACH PARKING ADDITIONS PARKS & RECREATION 14 BEACH RENOURISHMENT 2024 TRANSPORTATION MANAGEMENT 15 BIG CORKSCREW ISLAND REGIONAL PARK - PHASE 2A & 2B FACILITIES MANAGEMENT CIP 16 BOAT RAMP ADDITIONS PARKS & RECREATION 17 CAXAMBAS SEAWALL REPLACEMENT (NEW PRIORITY)FACILITIES MANAGEMENT CIP 18 CAXAMBAS NEW FUEL SYSTEM (NEW PRIORITY)FACILITIES MANAGEMENT CIP 19 EMERGENCY BERM TRUCK HAUL & CONSTRUCTION REACHES A & B TRANSPORTATION MANAGEMENT 20 GOLDEN GATE 9-12 HOLE GOLF COURSE FACILITIES MANAGEMENT CIP 21 Strategic Plan AQUATICS CAPITAL PROGRAM (NEW PRIORITY) Next Steps/Current Challenges Updated: 1/23/2024 District #2, 3 and 5 Project #80421, 80384, 80275, 80406 and 80429 Project Manager Dayne Atkinson, Project Manager Project Sponsor Parks and Recreation Scope: To restore the operational status of Sun-N-Fun, Golden Gate, and Immokalee aquatics facilities. Design Budget $370,000 Est Const Budget $9,320,000 Est Total Budget $9,690,000 Est Arch/Eng:Various General Cont Various Project Stage Final Completion SNF – Lazy River Main Drains Design Procurement Q2 2025 SNF – Ventilation Of Pumphouse #1 Design Procurement Q2 2025 SNF – Interactive Water Feature Basin Design Procurement Q3 2025 SNF – Slide Pool Basin Construction Procurement May 2024 SNF – Slide Tower And Stairs Design Procurement Q4 2025 SNF – Geothermal System Repair Construction Procurement May 2024 SNF – Pump Repair And Replacement Construction Procurement Dec 2024 GG – Aquatics Facilities Renovation Design Procurement Q4 2026 GG – Geothermal System Repair Construction Procurement Jun 2024 GG – Aquatics Men’s Locker Room Renovation Design Procurement Q2 2025 ISC – New Pool Design Procurement Q2 2027 12 Strategic Plan IMMOKALEE SPORTS COMPLEX (NEW PRIORITY) Next Steps/Current Challenges Updated: 1/23/2024 •Proposal from Stantec for redesign – 1/19/24 •WO submitted to Procurement – 1/29/24 •NTP issued to Stantec – 2/19/24 Progress •Met with Stantec on 12/6 to discuss stormwater for site that may affect pool construction •Direct select submitted to Procurement – 11/9/23 •Submit Project approval form – 11/7/23 •Met with Stantec and WTI – 11/1/23 •GMD confirmed that only a SDPI is required if pool stays within the existing footprint – 10/30/23 Stage % Complete Procurement A: 20%; S: 20% Design A: 0%; S 0% Construction A: 0%; S 0% Closeout A: 0%; S 0% District #5 Project #80429 Project Manager Dayne Atkinson Project Sponsor Parks and Recreation Scope: Aquatics: Construction of a new pool, renovation of the pump house, replacement of the concrete deck, installation of a new slide, consolidating the lap pool with the kiddie pool and installation of shade structures. Stormwater: Upgrading the stormwater system to achieve compliance and building a new restroom facility adjacent to the fields. Design Budget $200,000 Est Const Budget $3,900,000 Est Total Budget $4,100,000 Est Arch/Eng:Stantec General Cont TBD Owner Rep (CEI)TBD NTP Design 2/18/2024 Est NTP Const Aquatics: Q1 2026; Stormwater: Q1 2026 Sub Completion Aquatics: Q2 2027; Stormwater: Q4 2026 Final Completion Aquatics: Q2 2027; Stormwater: Q5 2026 13 Strategic Plan BEACH PARKING ADDITIONS Updated: 1.11.2024 Next Steps/Current Challenges •Continue research into available properties for acquisition •Identify available funding sources for acquisition and property development •Garner public support for identified project(s) Additional Options for Consideration •Viability of expanding Beach Trolley Circulator •Investigate off-site parking option properties (i.e. The Excursion, Pewter Mug, etc.) •Look at current beach parking permitting process for expanded accessibility District # 4 Project #TBD Project Manager Tanya Williams, Department Head Project Sponsor Public Services Dept – Parks & Recreation Scope: Research, plan, and determine approach to acquiring additional beach parking spaces. Design Budget TBD Const Budget TBD Total Budget TBD Arch/Eng:TBD General Cont TBD Owner Rep (CEI)TBD NTP Design TBD NTP Const TBD Sub Completion TBD Final Completion TBD 14 Strategic Plan BEACH RENOURISHMENT Next Steps/Current Challenges Updated 2.3.2024 •Begin annual monitoring (surveying) of County beaches and inlets in January 2024 to determine scope of required renourishment (if any). •Present monitoring results and recommendations of consultant to CMO for approval of any necessary renourishment project. •Renourishment typically occurs outside of sea turtle nesting season which is from May through October each year. Progress •NTP issued to Humiston & Moore December 27, 2023, for annual monitoring of beaches and inlets. Stage % Complete Design 0% Construction Procurement 0% Construction 0% Closeout 0% District #1, 2 & 4 Project #90068, 90066, 90067, 90071 Project Manager Andy Miller, Manager, Coastal Management Program Project Sponsor Transportation Management Services Scope: Renourishment of Collier’s engineered beaches at Vanderbilt, Pelican Bay, Park Shore, Naples, and South Marco beaches. Design Budget $200,000 Const Budget $8,000,000 (TBD) Total Budget $10,000,000 (TBD) Arch/Eng.:TBD General Contractor TBD Owner Rep (CEI)In-House NTP Design * May 1, 2024 NTP Const * November 1, 2024 Sub Completion * December 15, 2024 Final Completion * January 15, 2025 * Estimated date – Will be contingent on the survey recommendations 15 Strategic Plan BIG CORKSCREW ISLAND REGIONAL PARK PHASE 2A AND 2B Next Steps/Current Challenges Updated: 1/23/2024 •Phase 2A •Actively coordinating with adjacent developers •Intersection design 90% – bid docs due – 1/15/2024 •QE to revise schedule – 1/19/2024 •Phase 2B •FM meeting with Parks to finalize scope/phasing – 1/10/2024 •Provide design team notes from meeting – 1/12/2024 Progress •Phase 2A •PO Issued. NTP to be issued for – 1/22/2024 •CEI contract amendment approved – 11/14/2024 •Phase 2B •Engineer Design Phase 2B 100% draft completed – 12/7/2023 •90% plans reviewed and modifications discussed with Parks – 12/5/2023 Stage % Complete Procurement 2A 80%, 2B 50% Design 2A 100%, 2B 90% Construction 2A 0%, 2B 0% Closeout 2A 0%, 2B 0% District #5 Project #80039 Project Manager James K. Morton, PE Project Sponsor Facilities Management Scope: The Big Corkscrew Island Regional Park (BCIRP) Phase 2 includes four sub-phases 2A, 2B, 2C, and 2D. Project scope for 2A is Oil Well/Big Corkscrew drive access road, traffic signal at Oil Well Rd/Big Corkscrew Dr and PUD utilities/wells #4 and #5. Phase 2B includes Site Civil/Drainage, Jogging/Biking Paths, Landscape Features, Nance Drive, Dog Park, Bollt Canal Crossing, Bollt Canal Weir at Golden Gate Canal and remainder of NESA utility corridor. Design Budget $770,470 (Includes all phases) Const Budget $7.8MM Est Total Budget $7.9MM Est Arch/Eng:Q Grady Minor/Victor Latavish General Cont Quality Enterprises (Low Bid $9,028,810) Owner Rep (CEI)WSP Environmental and Infrastructure NTP Design 2A: 3/1/2017; 2B: 3/1/2017 NTP Const 2A: 1/22/2024; 2B: Q4 2024 Est Sub Completion 2A: 8/19/2024 Est; 2B: Q2 2026 Est Final Completion 2A: 10/30/2024 Est; 2B: Q3 2026 Est Phase 2A Phase 2B 16 Strategic Plan BOAT RAMP ADDITIONS Progress Updated: 1.11.2024 •Cocohatchee Bay Planned Unit Development Amendment to Settlement Agreement, BCC Approved 10/10/2023 (Exhibit A) – Parking for boat launch. Next Steps/Current Challenges •Continue research into available properties for acquisition •Identify available funding sources for acquisition and property development (TDC, FY 2025, Bond/Long-term financing, etc.) •Garner public support for identified project(s) Additional Options for Consideration •Purchase of additional and/or utilization of existing properties on Danford Street (Bayview Park/Ramp Access) •Maximize public boat ramp capacity by phasing out or relocating commercial use to single location District #ALL Project #TBD Project Manager Tanya Williams, Department Head Project Sponsor Public Services Dept – Parks & Recreation Scope: Research, plan, and determine approach to acquiring additional boat launch ramps and required parking. Design Budget TBD Const Budget TBD Total Budget TBD Arch/Eng:TBD General Cont TBD Owner Rep (CEI)TBD NTP Design TBD NTP Const TBD Sub Completion TBD Final Completion TBD Additional Parking for Cocohatchee River Park & Marina Tract 10, Wiggins Bay Phase 1 Subdivision (includes 1.61 acres to be conveyed to County for parking) 17 Strategic Plan Stage % Complete Procurement 85% Design 100% Construction 0% Closeout 0% Next Steps/Current Challenges Updated: 1/10/2024 •NORA and DELORA under way – 1/19 /24 •City issuance of Marco Island construction permits to be coordinated with planning, zoning, commercial vendors permits, and parking changes •Pending action on new lease agreement for City of Marco Police boat lift •Additional funding requested from (1813) to fully fund construction and follow-on projects Progress •Bids opening – 1/3/22 •Permits, submitted 7/22/22 – FDEP received on 3/10/2023, and USACE received 4/28/23 •The City will allow Batter Piles, and 0.2 ft rise in seawall cap •Coordinated with emergency seawall repairs & petroleum infrastructure reconstruction District #1 Project #80423.2 Project Manager James K. Morton, PE Project Sponsor Facilities Management Scope: Replace bulkhead, dock, boat ramp and because of Hurricane Ian assess additional damage and design repair. A separate project includes removal of fuel system and installation of a new fuel tank and system. Design Budget $114,928 Const Budget $1,968,815 Est Total Budget $805,708 available (1813) $1,753,751 requested (1813) Arch/Eng:Aptim Environmental & Infrastructure, LLC - PO#4500217875 Contractor TBD Owner Rep (CEI)WSP Engineering Team NTP Design 5/23/2022 NTP Const 3/15/2024 Est Sub Completion 10/18/2024 Est Final Completion 11/18/2024 Est CAXAMBAS SEAWALL REPLACEMENT (NEW PRIORITY) 18 Strategic Plan Stage % Complete Procurement 50% Design 10% Construction 0% Closeout 0% District #1 Project #TBD Project Manager Camden Smith, PMP, MPA Project Sponsor Facilities Management Scope: To design and build a new fuel system for Caxambas and to determine if above ground or underground fuel tank is best during the programming phase. Design Budget $75,000 Est Const Budget $350,000 (Est to remove old, install above ground) $650,00 (Est to remove old, install underground) Total Budget $725,000 Est Arch/Eng:Agnoli Barber & Brundage General Const TBD Owner Rep (CEI)TBD NTP Design 12/8/2023 NTP Const 7/30/2024 Est Sub Completion 11/17/2024 Est Final Completion 12/17/2024 Est Next Steps/Current Challenges Updated: 1/9/2024 •Provide feedback to designer on fuel tank recommendation – 1/12/24 •30% design plans – 2/16/24 Progress •Designer issued fuel tank recommendation – 12/14/23 •Design NTP issued – 12/4/23 •Design Kick-Off meeting held – 12/4/23 CAXAMBAS NEW FUEL SYSTEM (NEW PRIORITY) 19 Strategic Plan EMERGENCY BERM TRUCK HAUL & CONSTRUCTION REACHES A & B Next Steps/Current Challenges Updated: 2.1.2024 •*Due to the incomplete easement acquisitions on Port Royal’s private beach and heavy sea turtle nesting activities, staff opted to forego construction in South Naples until the necessary easements had been acquired and sea turtle nesting ends. Due to the delay in construction and according to section 10.4 of agreement 23-81111 with Phillips and Jordan, Inc, the contract was terminated for convenience and BCC approved on 12/12/23. • Hurricane Idalia passed offshore of Collier beaches on August 30, 2023, the lack of berm in South Naples allowed a storm surge of 2-4 feet to encroach into landward properties. • *Change Order No.1 with Aptim Environmental and Infrastructure, LLC was processed to have the engineering consultant provide a re-survey, re-design, bidding assistance, and post-design services for the remaining South Naples emergency berm due to impacts of Hurricane Idalia. Progress • *Staff will wait for the engineering consultant to complete the re-survey and re-design prior to soliciting South Naples berm construction. • Reach B was successfully completed. Stage % Complete Procurement 100% Design 100% Construction 90%* Closeout 90%* District #1, 2 & 4 Project #50280 Project Manager Andy Miller, Project Manager Project Sponsor Transportation Management Services Scope: Construction of an elevated emergency berm/dune along all developed Gulf facing County beaches due to the destruction of the dunes by Hurricane Ian Design Budget $241,772.75 Const Budget $20,000,000 Total Budget $24,000,000 (BCC Approved) Arch/Eng.:Aptim Environmental and Infrastructure, LLC General Contractor A- Phillips & Jordan, Inc B- Earth Tech Enterprises Owner Rep (CEI)In-House NTP Design December 28, 2022 NTP Const A- April 3, 2023, B- April 12, 2023 Sub Completion A- June 12, 2023, B- June 21, 2023 Final Completion A- July 12, 2023*, B- July 21, 2023 20 Strategic Plan GOLDEN GATE 9-12 HOLE PUBLIC GOLF COURSE Next Steps/Current Challenges Updated: 1/23/2024 •Updated stormwater model for 0.04 cfs/acre discharge rate – 1/15/24 •Notify Davidson Engineering to develop construction/solicitation package for the construction of swale west of Residential tract – 1/12/24 •ITN 24-8223 - Golf and Entertainment Complex at the Former Golden Gate Golf Course proposal due – 1/8/24 Progress •Environmental testing CO approved by BCC – 12/12/23 •Met with Grady Minor on rezone scope – 11/17/23 Stage % Complete Procurement 30% Design 20% Construction 0% Closeout 0% District #3 Project #80412 Project Manager Brian DeLony, PE Project Sponsor Facilities Management Scope: Revise and enhance the golf course facilities, while also considering modifications to zoning regulations and infrastructure to accommodate diverse purposes, including but not limited to affordable housing and the establishment of a State Veterans’ Nursing Home. Design Budget $2,250,000 Est Const Budget TBD Total Budget $7,000,000 Est Arch/Eng:Davidson Engineering General Cont TBD Owner Rep (CEI)TBD NTP Design 2/24/2020 NTP Const TBD Sub Completion TBD Final Completion TBD 21 Strategic Plan PROJECT NAME DEPARTMENT/DIVISION SLIDE # CYBERSECURITY INITIATIVES INFORMATION TECHNOLOGY 23 DAS ANIMAL SERVICES RENOVATION (SURTAX)FACILITIES MANAGEMENT CIP 24 HR RECRUITMENT & RETENTION HUMAN RESOURCES 25 STRATEGIC REAL ESTATE ACQUISITIONS REAL PROPERTY 26 STRATEGIC PLAN BUDGET INTEGRATION COUNTY MANAGER'S OFFICE 27 HUSSEY PROPERTY SITE PREP – MASTER PLANNING (NEW PRIORITY)FACILITIES MANAGEMENT CIP 28 CAMP KEAIS/ROCK SPRINGS – MASTER PLANNING/ENVIRONMENTAL TESTING (NEW PRIORITY)FACILITIES MANAGEMENT CIP 29 PLANNING & COUNTY OPERATIONS Strategic Plan CYBERSECURITY INITIATIVES Next Steps/Current Challenges •Need to finish Security Operation Center on F6 •Other CS Initiatives Progress •Installed upgraded backup software to allow for immutable backups •Upgraded SAN/NAS software that will not allow horizontal attacks •Added more back up capacity to allow for 6 months of backups •Added monitoring software to monitor vulnerabilities within the agency for both hardware and software and allows for mitigation •Added Incident Recovery capabilities •MFA across County •Upgraded Edge Routers •Instituted and implemented Cybersecurity Training Program throughout the Agency. •Implemented over $300K/annually software upgrades from State Grant Program (FLDS) Stage % Complete Procurement 100% Design 100% Construction 0% Closeout 0% District #1-5 Project #N/A Project Manager Mark Gillis, Division Director, Information Technology William Bouza, Cybersecurity Manager Project Sponsor Information Technology Scope: As cybersecurity threats become more sophisticated, ways to combat the threat of malware, ransomware, and viruses must also keep up to date. This project entails adding layers to our security apparatus to combat potential threats. This includes mitigation and prevention. Design Budget $300,000 from State Grant $555,000 SAN/NAS Upgrades $1,800,000 in backup Upgrades Const Budget NA Total Budget $2,655,000 Final Completion 12/31/2024 and Ongoing 23 Strategic Plan DOMESTIC ANIMAL SERVICES RENOVATION (SURTAX) Next Steps/Current Challenges Updated: 1/23/2024 •Building envelope improvements are under way by Service Contracting Solutions (SCS) – 3/1 •Solicitation to Procurement – 3/1 •Exterior electrical work continuing expected completion – 2/23 •Livestock fence solicitation – Draft underway – 2/2 •100% plan revisions for building design under way – 1/19 o TECO Gas confirmed they will handle gas drawings •Midmark Quote for Kennel Cages ($285,000); review of design with DAS Director – ¼ Progress •SDPI application approved – 11/6 Stage % Complete Procurement 50% Design 95% Construction 0% Closeout 0% District #1 Project #50145.4 Project Manager Camden Smith, PMP MPA Project Sponsor Surtax Scope: To renovate five buildings on the DAS site Renovation includes improving comfort for stray and adoptable pets by adding HVAC to all buildings, redesigning an expanded pet holding area for the high bay building, and constructing built-in storage. Scope includes pet care improvements with a new veterinary clinic X-Ray room and medical-grade floor/ceiling for the pet surgical suite. Expanded stray cat holding within the existing footprint and new pet wash areas are also included. Design Budget $398,785 Const Budget $4,000,000 Est Total Budget $4.4MM Est Arch/Eng:Studio Plus General Cont TBD Owner Rep (CEI)Studio Plus NTP Design 5/6/2023 NTP Const Q3 2024 Est Sub Completion Q4 2025 Est Final Completion Q1 2026 Est 24 Strategic Plan HR RECRUITMENT & RETENTION Next Steps/Current Challenges Updated: 1.12.2024 •Temporary deferral of recruitment for certain General Fund vacancies. •Collaboration between Communications, Government & Public Affairs and Human Resources to coordinate filming of engaging, short videos with County employees across the organization to use in future recruitment advertising. The clips will highlight the reasons individuals appreciate working for the organization and County benefits they value most. Progress •Advertisement of openings through web outlets (GovernmentJobs.com, Indeed) and social media (County Facebook sites, LinkedIn, myCollier Community newsletter). •Successful implementation of pay adjustments to employees at the start of FY24. •Assessment of the effectiveness of using retractable, table-top, digital, and mesh banners placed strategically both inside and outside County buildings to advertise open positions. Trackable QR codes allow the organization to better identify the source where candidates learned of a vacancy. •Preparation to launch re-designed Performance Evaluation Tool in January 2024 County-wide. This will capture a six- month performance period and will provide data necessary to evaluate options for a future merit pay program recommendation. District #All Project #N/A Project Manager Amy Lyberg, Director Project Sponsor County Manager Scope: Position Collier County to be successful in recruiting and retaining quality talent for the organization who will deliver high-quality, best-value public services to meet the needs of our residents and visitors. 25 Strategic Plan STRATEGIC REAL ESTATE ACQUISITION Next Steps/Current Challenges: Updated: 1.11.2024 On going monitoring and evaluation of properties for acquisition such as: •Williams Reserve Farms/Williams Reserve Lake Trafford •CCSO Acquisitions: •Substations •Training •Hodges University •Property Investment Opportunities District #All Districts Project #TBD Project Manager Jennifer A. Belpedio, Manager Project Sponsor Real Property Scope: The purchase of properties that align with the County’s objectives while considering economic trends, demographics and growth. 26 Williams Reserve $23,000,000 CCSO Acquisitions $13,000,000 + Strategic Plan STRATEGIC PLAN BUDGET INTEGRATION Next Steps/Current Challenges Updated: 1.11.2024 •Contract Development and Procurement of Resource X. •Program Data Collection •Alignment of Programs with Organizational Strategic Goals •Development of Performance and Activity Measures •Prioritization of Programs utilizing Resource X Software Progress •Board direction to move forward with ResourceX •Working on Procurement of ResourceX via Cooperative Agreement with Omnia Partners •Initiated Programming Updates to GovMax •Incorporation of Strategic Goals and Aligned Objectives •Modified Budget Document to Display Strategic Goals and Objectives •Incorporate Priority Field into Account Detail Stage % Complete Procurement 75% Design 15% Test 0% Go Live 0% District #All Districts Project #50001 Project Manager Christopher Johnson, OMB Director Project Sponsor Corporate Financial and Management Services Scope: Alignment of financial resources with strategic goals to enhance organizational performance utilizing a priority-based budgeting approach (PBB). Total Estimated Budget $420,000 Vendors ResourceX, GovMax Owner Rep (CEI)N/A Purchase Orders Govmax PO: 4500228593 Resource X PO: TBD Final Completion Estimated April 2024 27 Strategic Plan CAMP KEAIS/ROCK SPRINGS – MASTER PLANNING/ENVIRONMENTAL TESTING (NEW PRIORITY) Next Steps/Current Challenges: Updated: 1/10/2024 •Secondary soil testing underway – 2/23/2024 •Utilities investigation and coordination underway – 6/3/2024 •Key stakeholder meetings/requirements development scheduled for late February •Property sale negotiations ongoing – 6/3/2024 Progress •Kickoff/Planning meeting held – 1/25/2024 •Planning project schedule delivered – 1/19/2024 •PO and NTP received and forwarded to WSP – 1/10/2024 •Phase 2 environmental study received – 12/8/2023 •Work Order for WSP on Master planning submitted – 9/26/2023 Stage % Complete Procurement 10% Design 0% Closeout 0% District #3 Project #50224 Project Manager Brian Mondgock, Project Manager Project Sponsor Facilities Management Scope: Sample/Test areas of concern from Phase 1 using more concentrated testing patterns to determine the total area of remediation Determine scope of remediation and monitoring for each area of concern. Professional planning services related to the master planning, PUD development, state and federal permitting, zoning, surveying and other consulting services of the Camp Keais property for future development. Design Budget $350,000 (pending BA) Total Budget $850,000 Arch/Eng:Davidson / WSP NTP Design 9/11/2023 (Davidson) 1/16/2024(Master planning) Sub Completion TBD Final Completion TBD 28 Strategic Plan HUSSEY PROPERTY SITE PREP MASTER PLANNING (NEW PRIORITY) Next Steps/Current Challenges Updated: 1/23/2024 •WSP to provide corrected proposal and subcontractor backups – 2/2/2024 •WSP to provide summary schedule – 3/4/2024 Progress •Received proposal from WSP for master planning and Phase I environmental – 12/7/2024 •Received Phase II environmental study to proposal from WSP – 12/18/2024 • Stage % Complete Procurement 50% Design 0% Construction 0% Closeout 0% District #5 Project #50205 Project Manager Brian Mondgock, Project Manager Project Sponsor Facilities Management Scope: Site master planning for approximately 1,000 acres. Stormwater planning, Wetland mitigation planning, Zoning/Land use Transportation coordination/planning, Environmental studies and Environmental testing. Design Budget $350,000 Est Total Budget $850,000 Est Arch/Eng:WSP NTP Design 3/4/2024 Est 29 Strategic Plan PROJECT NAME DEPARTMENT/DIVISION SLIDE # CCSO FORENSICS BUILDING (SURTAX)FACILITIES MANAGEMENT CIP 31 COLLIER COUNTY MENTAL HEALTH FACILITY (SURTAX)FACILITIES MANAGEMENT CIP 32 STATE VETERANS’ NURSING HOME (SURTAX)FACILITIES MANAGEMENT CIP 33 EMS STATION 74 (SURTAX) (NEW PRIORITY)FACILITIES MANGEMENT CIP 34 800 MHz RADIO HARDENING – PROJECT ANALYSIS FOR FULL UPGRADE (UPDATED)EMERGENCY SERVICES – TELECOMMUNICATIONS 35 800 MHz RADIO HARDENING - CARNESTOWN RADIO SITE EMERGENCY SERVICES - TELECOMMUNICATIONS 36 PUBLIC HEALTH & SAFETY Strategic Plan CCSO FORENSICS BUILDING (SURTAX) Next Steps / Current Challenges Updated: 1/23/2024 •Questions & Answer due date: 01/19/2024 at 5:00 p.m. •Bid Opening scheduled for 01/30/2024 at 3:00 p.m. •Obtaining all pending permits Progress •Change Order #5, to Stantec, was approved during the 12/12/2023 BCC Meeting •Vehicle Storage Permit Comments: received / Design Team is addressing them. •All Permits have been submitted – November 2023 update as indicated below - the items underlined and in italic are estimated timeframes based on past experiences: 1.Environmental Resource Permit (ERP) was submitted to FDEP on 10/10/23. 30-day review period expired on 11/13/23. RAI 1 response 12/18/23 with permit approval/waiting period (45 days) by 1/31/23 2.SDPA (Collier County Growth) 10/19/23 (permit deemed complete). Review period ended on 11/19/23. RAI 1 response 12/20/23, Approval 1/26/24 3.FDEP Water Permit, TBD (form submitted to Collier County for review and signature, once returned will submitted to FDEP). 30-day review approval/window (site work can begin without this permit). 4.FDEP Wastewater Permit, TBD (form submitted to Collier County for review and signature, once returned will submitted to FDEP). 30-day review approval/window (site work can begin without this permit). 5.ACOE permit previously issued and extension requested by County. Stantec was informed that extension was applied for and awaiting approval. County staff and Stantec met with Collier County Growth Management staff and discussed permit status and GM stated they would not hold up SDPA permitting based on ACOE permit tension request. Stage % Complete Procurement 60% Design 100% Construction 0% Closeout 0% District #5 Project #70167 Project Manager Olivier Sureau, Project Manager Project Sponsor Surtax Scope: This facility will house crime scene, evidence and technical services bureau and include storage for evidence, vehicles as well as large equipment. Design Budget $5,773,613 Const Budget $61,000,000 - Anticipated Construction Cost Total Budget $33,000,000 Arch/Eng:Stantec General Cont Pre-construction: Manhattan Construction: TBD – Plan/Spec Hard-Bid Owner Rep (CEI)Facilities Management Division NTP Design 7/26/2019 NTP Const Summer 2024 - Tentative Sub Completion Summer 2026 - Tentative Final Completion Summer 2026 - Tentative 31 Strategic Plan COLLIER COUNTY MENTAL HEALTH FACILITY (SURTAX) Next Steps / Current Challenges Updated: 1/23/2024 •Biweekly meetings with all stakeholders and the Design Team have resumed and are ongoing •Maintain the allocated budget •60% construction cost is due on 12/5/2023 Progress •60% design documents delivered on 10/25/2023 •BCC approved budget of $43.9 Million for 87 Beds, and approximately 60,000 SF facilities on 06/27/2023 •Second Amendment to Vacant Land Contract extending by one year the time to obtain site development plans was approved by BCC – 05/09/2022 •Rezoning pertinent selected site was approved by BCC – 02/14/2022 •30% construction documents & cost analysis are completed •60% documents are under review Stage % Complete Procurement 50% Design 60% Construction 0% Closeout 0% District #3 Project #50239 Project Manager Claudia Roncoroni, Project Manager Project Sponsor Surtax Scope: The Collier County Mental Health Facility project will be located on a parcel along Golden Gate Parkway, not far from the David Lawrence Center Complex. This new structure will increase crisis support and will function as the Central Receiving Center (CRC) for those receiving services under both the Baker and the Marchman Acts. Design Budget $2,589,309 Const Budget $43.9 Million Total Budget $25 million Arch/Eng:R.G. Architects General Cont DeAngelis Diamond Owner Rep (CEI)Facilities Management NTP Design 3/15/2022 NTP Const Pre-Construction: 4/7/2023 Construction: TBD Sub Completion Fall 2026 (anticipated) Final Completion Fall 2026 (anticipated) 32 Strategic Plan STATE VETERANS’ NURSING HOME (SURTAX) Next Steps/Current Challenges Updated: 1/23/2024 •Preliminary design – 2/19/2024 Progress •NTP for preliminary design services – 1/5/2024 •$30 million in Collier County surtax funding approved by voters as the State match for federal construction matching grant funds •13.5 acres at NW corner of Golden Gate Golf Course committed via MOA with the State •$500,000 appropriated by the State Legislature for preliminary design •$10 million in surplus surtax funding committed by BCC for Adult Day Health Care and Outpatient Therapy facilities (not matched by the federal government in the grant program) •Updated MOA with the State moving facility site to 20 acres along SR 951 •Preliminary design being created by State contractor for inclusion with the Federal Construction Grant Application which is due by April 15, 2024 Stage % Complete Procurement N/A Design 0% Construction 0% Closeout 0% District #3 Project Sponsor Florida Department of Veterans’ Affairs Scope: Offer assistance and financial backing to the Florida Department of Veterans’ Affairs in the design, permitting and construction of a State Veterans’ nursing home, adult day health care, and outpatient services. Arch/Eng:Williamson Design (Preliminary Design for Federal Application) General Cont.TBD Owner Rep (CEI)TBD NTP Design TBD NTP Const TBD Sub Completion TBD Final Completion 2028 Est 33 Strategic Plan EMS STATION 74 (SURTAX) (NEW PRIORITY) Next Steps/Current Challenges Updated: 1/5/2024 •Award of construction agreement by BCC - 1/9 /2024 •Surtax committee meeting to validate usage of funds - 1/11/2024 Progress •Received document package including construction agreement signed by Rycon from Procurement Stage % Complete Procurement 90% Design 100% Construction 0% Closeout 0% District #5 Project #55212 Project Manager Clint Perryman, PMP, CGC Project Sponsor Surtax Scope: Design and construct a new facility to support EMS and Fire District operations in the Golden Gate Estates area to lower response times. Design Budget $454,769 Const Budget $9,464,456 Total Budget $10,766,159 Arch/Eng:Schenkel Shultz Architecture General Cont Rycon NTP Design 5/4/2021 NTP Const TBD Sub Completion TBD Final Completion TBD 34 Strategic Plan 800 MHz RADIO HARDENING PROGRAM PROJECT ANALYSIS FOR FULL UPGRADE (UPDATED) Next Steps/Current Challenges. Updated: 2.2.2024 •Finalize a needs analysis for the 800Mhz P25 radio program. •Task Team meetings: Continue meetings with customers to determine full scope of needs. •Meeting with financing to determine potential funding sources and options. •Meeting with procurement to secure a method of potential purchase options. •Internal needs assessments are being completed with due diligence. Progress •We are continuing our efforts to reassess our Public Safety 800Mhz radio system to examine the most technologically advanced and supported options with respect to the specific needs of CCSO, Fire and EMS. •The Hardening Program will be limited to mission critical requirements pending a decision to pursue a full system upgrade. Stage % Complete Procurement 0% Design 80% Construction 0% Closeout 0% District #ALL Project #TBD Project Manager Nathaniel Hinkle, Telecommunications Manager Project Sponsor County Manager’s Operations SCOPE: The existing 800Mhz L3Harris P25 radio system was purchased in 2015 and has experienced several critical failures related to system design issues, lack of radio site hardening and resiliency measures. In examining the needs of our First Responders we are in the process of looking into a complete upgrade to the latest technologies with features that support our critical life safety communications needs. Design Budget TBD Const Budget TBD Total Budget TBD Funds Remaining General Cont TBD Owner Rep (CEI)TBD NTP Design TBD NTP Const TBD Sub Completion TBD Final Completion TBD Public Safety Radio System Analysis 35 Strategic Plan 800 MHz RADIO HARDENING PROGRAM CARNESTOWN RADIO SITE RELOCATION Next Steps/Current Challenges Updated: 1.11.2024 •A Conditional Use Permit from the County is required. If permit is not approved, another candidate location would need to be jointly decided on by Collier County and State of Florida DMS, adding risk to maintaining adequate coverage of the County and the State radio systems. Progress •Ochopee Fire station 66 has been selected as a suitable candidate and will provide similar coverage to the existing site •CU application from Davidson Engineering waiting on State DMS information 1/3/2024. Stage % Complete Procurement 0% Design 80% Construction 0% Closeout 0% District #5 Project #50104.14 Project Manager Nathaniel Hinkle, Telecommunications Manager Project Sponsor County Manager’s Operations SCOPE: We are being required by Big Cypress National Parks and the tower owner, along with several other government and commercial tenants, to vacate an existing tower site at US 41 and SR 29 in 2024. We have identified a candidate site location that will be a new tower build on County-owned property. We are collaborating with the State of Florida who also wishes to use the same location. Design Budget TBD Const Budget TBD Total Budget $1,500,000 General Cont State of Florida DMS/ Hardware TBD Owner Rep (CEI)TBD NTP Design TBD NTP Const TBD Sub Completion TBD Final Completion TBD Carnestown Radio Site Forced Relocation 36 Strategic Plan PROJECT NAME DEPARTMENT/DIVISION SLIDE # VANDERBILT BEACH ROAD EXTENSION TRANSPORTATION ENGINEERING 38 VANDERBILT BEACH ROAD EXTENSION - PHASE II (NEW PRIORITY)TRANSPORTATION ENGINEERING 39 PINE RIDGE ROAD IMPROVEMENTS TRANSPORTATION ENGINEERING 40 ROADWAY RESURFACING PROGRAM 2024 ROAD, BRIDGE & STORMWATER MAINTENANCE 41 UNDERGROUND STORMWATER INFRASTRUCTURE CLEAN, VIEW & REPAIR PROGRAM ROAD, BRIDGE & STORMWATER MAINTENANCE 42 ROADSIDE SWALE PROGRAM ROAD, BRIDGE &STORMWATER MAINTENANCE 43 TIGER GRANT - IMMOKALEE IMPROVEMENTS TRANSPORTATION ENGINEERING 44 GOODLETTE-FRANK ROAD WIDENING (NEW PRIORITY)TRANSPORTATION ENGINEERING 45 COLLIER BOULEVARD WIDENING PHASE III (NEW PRIORITY)TRANSPORTATION ENGINEERING 46 GOLDEN GATE CITY WATER RESOURCE PROTECTION/RESTORATION MASTER PLAN TRANSPORTATION/CPP & PUBLIC UTILTIES EPMD 47 IMMOKALEE ROAD I-75 INTERCHANGE IMPROVEMENTS (NEW PRIORITY)TRANSPORTATION ENGINEERING 48 TRANSPORTATION MANAGEMENT SERVICES Strategic Plan VANDERBILT BEACH ROAD EXTENSION Current Status : Updated: 1.11.2024 •Excavating Cypress Canal, ponds, processing material and placing roadway embankment at various locations within project limits. •Installing drainage between Orange Tree Canal and Curry Canal. •Driving 18” concrete piles at Curry Canal & placing rip rap rubble at Corkscrew Canal. •Fusing 30” HDPE NPW Main at Wilson Blvd. 4-week Look Ahead: •Continue driving concrete piles at Curry Canal. •Continue excavating ponds, processing materials, and placing roadway embankment. •Continue storm drain installation and pipe video. •Tie in 18” HDPE NPW Main at Curry Canal. Stage % Complete Procurement 100% Design 100% Construction Work Complete 32% Construction Time Complete 41% District #5 Project #60168 Project Manager Felipe Baez, PM II Project Sponsor Transportation Engineering Scope: A 7-mile extension of Vanderbilt Beach Road; 6-lane urban roadway from east of Collier Blvd to Wilson Blvd., followed by two lanes up to 16th St. NE. New intersections and traffic signals on Wilson Blvd., 8th St. NE and 16th St. NE. Canal relocation to south of the roadway from 29th Street N.W. to 15th Street N.W. Improvements to existing intersecting streets including Weber Boulevard, Massey Street and Douglas Street. Const Budget $153M ($74M Surtax) Arch/Eng:Jacobs Engineering General Contractor Sacyr Construction USA Owner Rep (CEI)In-house staff with support from Johnson Engineering NTP Const 9/12/2022 Final Completion 9/26/2025 38 Strategic Plan VANDERBILT BEACH ROAD EXTENSION PHASE II (NEW PRIORITY) Current Status Updated 1.11.2024 •Previous plans were completed up to the 60% design stage in 2008. •Consultant is working on analyzing and updating these plans. •Once current 60% design plans are available, right-of-way acquisition can commence. Stage % Complete Design Procurement 100% Design 10% Construction 0% District #5 Project #60249 Project Manager Bee Thao, P.E, Project Manager III Project Sponsor Transportation Engineering Scope: A continuation of Vanderbilt Beach Rd. Extension, this 2-mile project consists of two travel lanes from 16th St. NE to Everglades Blvd. The footprint of this project will allow for a future 6-lane expansion as traffic demand increases. A new signalized intersection is planned at the corner of Everglades Blvd, while one new bridge will be constructed within the limits of this project. Design Budget $1.79M Const Budget $20M CEI Budget $2.5M Total Budget $24.29M Arch/Eng:Kimley-Horn Owner Rep (CEI)TBD NTP Design 11/2023 Design Completion 7/2025 Everglades Blvd Nend of Vanderbilt Beach Rd Extension 16th Str NE39 Strategic Plan PINE RIDGE ROAD IMPROVEMENTS Current Status Updated: 1.11.2024 •Re-evaluated intersection improvements for Livingston Road; •Design change to jughandle intersection approved by BCC on 11/14/23; •In Nov 2023, FDOT opted to remove the Interchange improvements from the County's project and will be completing as a separate project funded with Moving Florida Forward; •Contract amendment for Jacobs to be negotiated. Stage % Complete Procurement for Design 100% Design 20% Construction 0% District #2, 4 Project #60201 Project Manager Dennis McCoy, P.E., Sr. Project Manager Project Sponsor Transportation Engineering Scope: Design, permit, and construct improvements at the intersection of Livingston Road and Pine Ridge Road (jughandle intersection) and at the intersection of Whippoorwill Lane and Pine Ridge Road (standard). The I-75 interchange on Pine Ridge Road (diverging diamond intersection) is now to be completed by FDOT. Design Budget $2.6M Const Budget $35.9M ($23M Surtax) CEI Budget $3.5M Total Budget $42M Arch/Eng:Jacobs Engineering Owner Rep (CEI)To be outsourced NTP Design 10/2022 Design Completion 9/2025 FDOT Project Jughandle 40 Strategic Plan ROADWAY RESURFACING PROGRAM Next Steps/Current Challenges Updated 1.11.2024 •As of 01/04/2024, work has started on Rattlesnake Hammock Rd, from Collier Blvd to Grand Lely Dr, and Collier Blvd, from Rattlesnake Hammock Rd to Triangle Blvd. Work is estimated to be complete by 03/15/2024. •We plan to resurface the southern section of Collier Ave in Everglades City after Collier Blvd and Rattlesnake Hammock Rd is finished. This will complete the resurfacing of the main road of Everglades City. •Contract under All Hazard Preparedness, Planning, Consulting, and Recovery Services is approved, and Roadway Asset Services was chosen to perform the PCI rescoring. Estimated to begin in Feb. 2024 Progress •Our current list of resurfaced roadways include: Stage % Complete Procurement 100% Design 100% Construction 30% Closeout 0% District #All Districts Project #60131 Project Manager Christopher Covert, PE Project Sponsor Road Maintenance Scope: The 2024 Roadway Resurfacing Program is for the maintenance of roadways throughout Collier County due to degradation, surface level damage, or structural imperfections. Additional roads will be added in cases of emergency maintenance and Program will be adjusted accordingly. Design Budget In house Const Budget $10,000,000 Total Budget $10,000,000 Arch/Eng:N/A General Contractor Preferred Materials, Inc. Owner Rep (CEI)In-House NTP Design N/A NTP Const October 1st, 2023 Sub Completion April 31st, 2024 Final Completion September 30th, 2024 •Donna St •Kathy Ave •Bonnie St •Lorraine Ave •Burton Rd •Esther St •3rd Ave SW •5th Ave SW •7th Ave SW Radio Rd 41 Strategic Plan UNDERGROUND STORMWATER INFRASTRUCTURE CLEAN, VIEW, AND REPAIR PROGRAM Next Steps/Current Challenges Updated: 1.11.2024 •Previous clean and view records identified 22 deficiencies. Currently creating a scope of work to determine repair methods, work orders will be issued to contractors to start repairing deficient infrastructure in phases. Progress •As of 01/04/2024, we have cleaned and videoed approx. 12,600 LF of pipe. We are currently cleaning pipes along Vanderbilt Dr, from Vanderbilt Beach Rd to Bonita Beach Rd, moving away from coastal areas as we progress through the year. •Assessing 2025 planned sites and checking aging infrastructure with high-volume calls due to issues reported during recent storm events and re-prioritizing planned work accordingly. Stage % Complete Procurement 100% Design 100% Construction 0% Closeout 0% District #All Districts Project #Cost Center 172929 Project Manager Erik Montalvo, Project Manager II Project Sponsor Road, Bridge, and Stormwater Maintenance Scope: The Clean, View, and Repair Program is for the maintenance and repair of aging underground stormwater infrastructure throughout Collier County. It ensures the proper functionality of our underground stormwater system by cleaning blockages and repairing deficiencies. Design Budget In house Const Budget $1,500,000 Total Budget $1,500,000 Arch/Eng:N/A General Contractor Shenandoah General Construction, LLC Owner Rep (CEI)In-House NTP Design N/A NTP Const October 1st, 2024 Sub Completion June 30th, 2024 Final Completion September 30th, 2024 Clean and View Approx. Length To Be Cleaned Vanderbilt Beach Rd PH1 8,800 LF Bluebill Ave/111th Ave N 3,848 LF Vanderbilt Dr 21,048 LF Goodlette Frank PH2 29,917 LF Pine Ridge PH1 17,752 LF Golden Gate Pkwy PH2 28,547 LF Logan Blvd/Santa Barbara 44,674 LF Collier Blvd 25,178 LF Deficiencies Found Since 2023 22 42 Strategic Plan ROADSIDE SWALE PROGRAM 2024 Next Steps/Current Challenge Updated: 1.11.2024 •Post and hire the Field Supervisor 2 (FS2), FS2 will train under current Supervisors and be introduced to their area of assignment within the Estates. The FS2 will then commence the assessment of assigned areas and create a list of tasks to relay to subsequent employees as they are hired when vehicles and equipment become available. Progress Heavy Equipment and Vehicles have been specified to the needs of the program and ordered with Fleet •Five Pickup Trucks – F-250 pickup truck has arrived, and the exterior fuel tank is on order. F-150 (3) and Maverick (1) pickup trucks estimated arrival is 6 to 8 months. •Four (4) 22-Yard Dump Trucks – Estimated arrival is 1 year. •Two (2) John Deere 85 Excavators with attachments – Estimated arrival is 6 to 8 months. •Two (2) Mower Max Gen 3 boom Mowers – Estimated arrival is 8 months to 1 year. •Two (2) Freightliner M2106 Crew Cabs – Estimated arrival is 6 to 8 months. Stage % Complete Procurement 100% Design 0% Construction 0% Closeout 0% District #5 Project #TBD Project Manager Marshal Miller Project Sponsor Road Maintenance Scope: The Roadside Swale Maintenance Program is intended to repair and maintain swales throughout the Estates portion of Collier County. The plan is to bring swale conditions to a grade level which will facilitate better flow to the outfall areas during significant rain events. Degradation and new construction have created imperfections that hinder the function of the swales, which will benefit from crews that exclusively focus on Maintenance of the 655.93 miles of swales in the Estates area. Design Budget N/A Const Budget N/A Total Budget $2,823,800.00 Arch/Eng:N/A General Contractor N/A Owner Rep (CEI)In-House NTP Design N/A NTP Const N/A Sub Completion N/A Final Completion Ongoing 43 Strategic Plan TIGER GRANT – IMMOKALEE IMPROVEMENTS Current Status Updated: 1.11.2024 •Area 1-Contractor QE, Is finishing Area 1 - School DR asphalt SUP complete. •Area 2A- Adding Sod, completing asphalt driveways & roadway transitions, & replacing brick paver driveways. •Area 3- 3A SW construction complete, CEI generated punch list. 3B & C S&S plans distributed. •Area 4- is still in design. •Area 5-is still in design and contractor is moving forward with 60% plans on N side along Seminole Reservation, pending SFWMD permitting review. •CAT Building : QE has County approval for SPDA, earthwork & grading for slab on grade (SOG), retention area, parking lot, & entrance nearing completion. Installation of stormwater systems to begin. Stage % Complete Procurement 100% Design 80% Project Work Complete 29% Project Time Complete 63% District #5 Project #33563 Project Manager Jamie Khawaja, PM II Project Sponsor Transportation Engineering Scope: This Design-Build project will construct complete streets improvements in Immokalee, including approximately 20 miles of new sidewalks, a bike boulevard network, a shared-use path, street lighting, bus shelters, a new transit center, landscaping, drainage improvements, and intersection and traffic calming retreats. Design – Build Budget $22.869M ($13M FHA Grant) CEI Budget $ 1.946M Total Budget $24.815M Arch/Eng:QE USA Owner Rep (CEI)KCA NTP Design-Build 3/2022 Final Completion 1/2025 (pending approval of time extension) 44 Strategic Plan GOODLETTE-FRANK ROAD WIDENING (NEW PRIORITY) Current Status Updated: 1.4.2024 •Worked with Pelican Marsh on bridge ownership and landscaping maintenance agreement issues. •2 firms responded to the Design Solicitation. Top ranked firm was selected. •Negotiation on scope and fee is in progress. •Design can start once BCC approves negotiated agreement. Stage % Complete Procurement for Design 50% Design 0% Construction 0% District #2 Project #60259 Project Manager Ray G. Girgis, P.E, Project Manager III Project Sponsor Transportation Engineering Scope: Goodlette-Frank Road from Vanderbilt Beach Road to Immokalee Rd. widening from 2 to 4 lanes to match the roadway to the south of this segment. Design Budget $2.1M Const Budget $21.2M CEI Budget $3.18M Total Budget $26.48M Arch/Eng:TBD Owner Rep (CEI)TBD NTP Design 5/2024 Design Completion 5/2028 45 Strategic Plan COLLIER BLVD WIDENING PHASE III (NEW PRIORITY) Current Status Updated: 1.11.2024 •New bridge is going to be on 27th Ave SW. •60% design plans submitted by Consultant for staff review. Stage % Complete Procurement Design 100% Design 60% Construction 0% District #3 Project #68056 Project Manager Bee Thao, P.E, Project Manager III Project Sponsor Transportation Engineering Scope: Widening of Collier Boulevard from 4 to 6 lanes between Green Boulevard and City Gate Drive N. One lane will be added in each direction along with a road alignment shift and the following: traffic signal revision, new traffic signals, new bridges, bridge removal, on-street bike lanes, and pedestrian upgrades. The contract with Jacobs was re-instated to pick up at the 60% design stage. Design Budget $1.86M Const Budget $42M CEI Budget $5.88M Total Budget $49.74M Arch/Eng:Jacobs Engineering Owner Rep (CEI)TBD NTP Design 2/13/2023 Design Completion 7/2024 46 Strategic Plan GOLDEN GATE CITY WATER RESOURCE PROTECTION/RESTORATION MASTER PLAN Current Status: •Coordination regarding approval of the Agreement with DEP. •Continued coordination with county departments and divisions. •4-week look ahead: Vendor selected and received BCC approval to negotiate on 10/10/23. Will continue with negotiations and prepare contract draft to go to BCC in the Spring. Stage % Complete Procurement 95% Design 0% Construction 0% Closeout 0% District #3 Project #33842 Project Manager Lorraine Lantz, Transportation Planning Manager Project Sponsor Transportation – CPP & Public Utilities - EPMD Scope: This Study will use State Appropriation funds to look at the conversion of the septic systems to central sewer and the private wells to municipal water as a priority for protecting and restoring local water resources within Golden Gate City. The project will develop a master plan that will detail water quality and flood protection issues and evaluate the feasibility of providing stormwater improvements, septic system conversions to central sewer, private well conversions to municipal water, and roadway improvements. Study Budget $1,000,000 Const Budget TBD Total Budget TBD Study Consultant:Pending Board Approval General Cont TBD Owner Rep (CEI)TBD NTP Design TBD NTP Const TBD Sub Completion TBD Final Completion TBD 47 Strategic Plan IMMOKALEE ROAD I-75 INTERCHANGE IMPROVEMENTS (NEW PRIORITY) Current Status 01/2024: •On January 23, 2024, the BCC discussed that improvements to the I-75 interchange on Immokalee Road should be advanced with funding from the County. •The team is working with FDOT for timing and funding requirements. Stage % Complete Design Procurement 0% Design 0% Construction 0% District #2,3 Project #TBD Project Manager Marlene Messam/FDOT Project Sponsor Transportation Engineering Scope: Improve traffic conditions on Immokalee Rd by implementing a diverging diamond design at the I-75 interchange. Design Budget $ 6M Const Budget $30M CEI Budget $ 4M Total Budget $40M Arch/Eng:TBD Owner Rep (CEI)TBD NTP Design TBD Design Completion TBD 48 Strategic Plan PROJECT NAME DEPARTMENT/DIVISION SLIDE # GOLDEN GATE CITY INFRASTRUCTURE & ECONOMIC DEVELOPMENT MASTER PLAN PUBLIC UTILITIES - SUBREGIONAL UTILITIES 50 GOLDEN GATE CITY TRANSMISSION WATER MAIN IMPROVEMENTS PUBLIC UTILITIES - EPMD 51 NE REGIONAL UTILITY PROGRAM - PHASE I PUBLIC UTILITIES - SUBREGIONAL UTILITIES 52 NE REGIONAL UTILITY PROGRAM - PHASE II PUBLIC UTILITIES - SUBREGIONAL UTILITIES 53 NE REGIONAL UTILITY PROGRAM - TANKS, PUMP STATIONS PUBLIC UTILITIES - SUBREGIONAL UTILITIES 54 NE REGIONAL UTILITY PROGRAM - NE UTILITY FACILITIES PUBLIC UTILITIES - SUBREGIONAL UTILITIES 55 NORTH COLLIER WATER RECLAMATION FACILITY PUBLIC UTILITIES - EPMD 56 SEPTIC TO SEWER CONVERSION - PALM RIVER AREA 4 - RENEWAL PROGRAM PUBLIC UTILITIES - EPMD 57 UTILITY MASTER PLANNING - MASTER PLAN LIBRARY PUBLIC UTILITIES DEPARTMENT 58 WATER RESOURCES Strategic Plan NORTHEAST REGIONAL UTILITY PROGRAM NESA SOUTH WELLFIELD – PHASE I Next Steps/Current Challenges Updated: 1.11.2024 •Project to install the proposed raw water mains to be constructed in two phases in conjunction with BCIRP infrastructure development. Progress •Phase 1A (southern portion) proposed raw water main included with Facilities Management team’s access road bid. Bids received on August 7, 2023. Awarded to Quality Enterprises on 11/14/2023. •Phase 1B (northern portion) proposed raw water main design complete, to be bid with Facilities Management team’s access road project. Project is anticipated to be bid in early 2024. •Design of the proposed well sites is at 95% complete. Project is anticipated to be bid in mid/late 2024. Stage % Complete Procurement 100% Design 95% Construction 0% Closeout 0% District #5 Project #70194.8.1.1 Project Manager Craig Pajer, PE; Alicia Abbott, PMP Project Sponsor Public Utilities Department – Subregional Utilities Scope: Design and construction of a raw water wellfield consisting of piping, power, fiber communication, ductbanks, water supply wells, electrical control buildings and related site improvement. Design Budget $1,758,436 Const Budget Phase 1: Pipes $12,000,00 Est. + Wells $7,500,000 Total Budget $21,258,436 Est. Arch/Eng:CDM Smith, Inc. General Cont Phase 1: Quality Enterprises (pipelines) Owner Rep (CEI)TBD NTP Design October 26, 2020 NTP Const Phase 1A: $4,371,556.00 Phase 1B: 2024 Est TBD Wells: 2025 EST Sub Completion TBD Final Completion TBD Phase 1A – Yellow lines Phase 1B - Orange line 50 Strategic Plan GOLDEN GATE CITY INFRASTRUCTURE & ECONOMIC DEV. MASTERPLAN GOLDEN GATE CITY WWTP 4 MGD EXPANSION Next Steps/Current Challenges Updated: 1.11.2024 •Finalize SDP •Submit FDEP permit for construction Financing •Collier County is requesting State appropriations for $35,000,000. Progress •A deposit of $151,090,000 was made in the District’s bond fund 419 which included $70M for this project. •Conditional Use approved by Hearing Examiner 10 March 2023. Stage % Complete Procurement 0% Design 95% Construction 0% Closeout 0% District #3 Project #70243 Project Manager Corinne Trtan, PMP Project Sponsor Public Utilities Department – Subregional Utilities Scope: Construct 4 MGD capacity at the Golden Gate City WWTP. Design Budget $2,143,000 Const Budget $140,000,000 Est Total Budget $142,143,000 Est Arch/Eng:TetraTech, Inc. General Cont TBD Owner Rep (CEI)TBD NTP Design May 18, 2020 NTP Const Q3 2024 Est Sub Completion TBD Final Completion TBD 51 Strategic Plan WELL TO POTABLE WATER CONVERSION GOLDEN GATE CITY TRANSMISSION WATER MAIN IMPROVEMENTS Next Steps/Current Challenges Updated: 2.2.2024 •County Staff held a public meeting for each phase with the Golden Gate City residents to discuss the construction phase of the Transmission Water Main Improvement projects. Progress •Phase 1A – Nearly complete installing WM, FM & IQ mains within golf course. •Phase 1B – Completed FM installation on Coronado Parkway. •Phase 2 – Completed several WM directional drills and currently installing WM on 48th Street SW. •CEI Services for the entire project was awarded by the BCC on March 28, 2023. Stage % Complete Procurement 100% Design 100% Construction Phase 1A Construction Phase 1B Construction Phase 2 68% 9% 31% District #3 Project #70253 Project Manager Liz Gosselin, E.I. Project Sponsor Public Utilities Department - EPMD Scope: Construct new transmission water mains around Golden Gate City and connect these mains to the regional water system. Design Budget $1,393,105 Const Budget $27,813,615 Total Budget $29,206,720 Arch/Eng:Johnson Engineering, Inc General Cont Accurate Drilling Systems, Inc. - Phase 1A Metro Equipment Service, Inc. - Phase 1B DBE Utility Services - Phase 2 Owner Rep (CEI)AIM Engineering & Surveying NTP Design October 12, 2020 NTP Const August 7, 2023 - Phase 1A, October 30, 2023 - Phase 1B, June 26, 2023 - Phase 2 Sub Completion March 6, 2024 - Phase 1A, May 8, 2025 - Phase 1B, December 23, 2024 - Phase 2 Final Completion April 5, 2024 - Phase 1A, July 7, 2025 - Phase 1B, January 22, 2025 - Phase 2 52 Strategic Plan NORTHEAST REGIONAL UTILITY PROGRAM NESA PERIMETER WELLFIELD – PHASE II Current Status: Updated: 1.11.2024 •The BCC approved at the October 24, 2023, meeting the increase of Purchase Order No. 4500207573 to start designing the next phase of the new NESA wellfields. Progress: Design contract was approved by the BCC on September 11, 2020, but required the BCC to approve an increase to the Purchase Order to begin this new NESA wellfield phase. Stage % Complete Procurement 0% Design 0% Construction 0% Closeout 0% District #5 Project #70194.1 Project Manager Craig Pajer, PE; Alicia Abbott, PMP Project Sponsor Public Utilities Department – Subregional Utilities Scope: Design and construction of a raw water wellfield consisting of sixteen well sites which can include both freshwater and brackish water wells. The design will include piping, power, fiber communication, ductbanks, water supply wells, electrical controls and related site improvement. This project is being executed in conjunction with the proposed regional NECWTP. Design Budget $2,620,804 Const Budget $55,200,000 Est Total Budget $57,820,804 Est Arch/Eng:CDM Smith, Inc. General Cont TBD Owner Rep (CEI)TBD NTP Design January 2024 NTP Const Q3: 2026 EST Sub Completion TBD Final Completion TBD 53 Strategic Plan NORTHEAST REGIONAL UTILITY PROGRAM NESA INTERIM WWTP, TANKS, PUMP STATIONS & PIPELINES Next Steps/Current Challenges Updated: 2.2.2024 •Meeting with future developments’ engineers and planners. •Delay occurred due to treatment plant material availability; however, commitments to developers are not in jeopardy. Progress •Direct Material Purchase Sales Tax Savings: $638,829 on $9+M material purchases •Planning future well sites for IQ and potable water. •Finalizing last Brightshore pipe procurement to POC. •Completed Phases: 1, 2, 4 •Current Construction Phases: 5A, 5B •Current Startup Phase: 3 Stage % Complete Procurement 90% Design 90% Construction 90% Closeout 0% District #5 Project #70194.7 Project Manager Craig Pajer, P.E. Project Sponsor Public Utilities Department – Subregional Utilities Scope: Design and construct potable water storage tank and pump station, interim wastewater treatment plant, Irrigation Quality (IQ) storage tank and IQ pump station, and potable water, IQ water and wastewater transmission mains. Neighborhood Information is provided through CollierNESA.com. Design/Construction Budget $78,203,700 Total Budget $78,203,700 Arch/Eng:Johnson Engineering, Inc. General Cont Mitchell & Stark Construction Co. Inc. Owner Rep (CEI)CCWSD QA/QC team NTP Design April 1, 2019 NTP Const April 1, 2019 Sub Completion Q2, 2024 Est Final Completion Q2, 2024 Est 54 Strategic Plan NORTHEAST REGIONAL UTILITY PROGRAM NORTHEAST UTILITY FACILITIES Next Steps/Current Challenges Updated: 1.11.2024 •NECWTP design update is pending upcoming BCC approval. •Timing and capacity may be adjusted with AUIR updates. Progress •Design updates funded from District’s 2021 bond. •NECWRF design update kicked-off in 2022. •DIWs bids received on 12/15/2023. Working with Procurement to finalize contract for BCC approval. Stage % Complete Procurement - Design 100% Design 70% Construction 0% Closeout 0% District #5 Project #70194.2 Project Manager Craig Pajer, P.E. Project Sponsor Public Utilities Department – Subregional Utilities Scope: Update 2010 designs for technology. Coordinating design with perimeter wellfield design update. Design Budget WRF $ 4,819,950 WTP $ 5,626,190 Est. DIW $ 1,637,264 Const Budget DIW $ 31,789,000 WRF+WTP: $200,000,000 Est Total Budget $243,872,404 Est Arch/Eng:Carollo Engineers General Cont TBD Owner Rep (CEI)TBD NTP Design DIW 9/2020 WRF 1/14/2022 WTP TBD NTP Const TBD Sub Completion TBD Final Completion TBD 55 Strategic Plan NORTH COUNTY WATER RECLAMATION FACILITY PROJECT Next Steps/Current Challenges Updated: 1.11.2024 •Stone Columns (Aggregate Pier Soil Reinforcement): Encountered Obstructions during installation. Efforts to remove obstructions impacted project schedule and will result in change order •Begin Yard Piping and Foundations •Challenges include timely manufacture and delivery of long lead procurement items. Progress •Site clearing •Relocated 20” IQ Water Main •Resolved Stone Column Obstruction issue and completed Ground Stabilization for Headworks Buildings Project Phase Schedule Design NTP August 17, 2022 Design 100% Construction NTP August 28, 2023 Construction Duration 2.5 years Construction Time Complete 12% Construction Work Billed/Complete 7% District #2 Project #70149 Project Manager Wayne Karlovich, P.E. Project Sponsor Public Utilities Department - EPMD Scope: Installation of a new pretreatment facility at the North County Water Reclamation Facility (NCWRF). Design Budget $14,105,963 Const Budget $55,660,000 Total Budget $69,765,963 Arch/Eng:AECOM General Cont Poole and Kent Owner Rep (CEI)CCWSD QA/QC team CEI Cost NA Sub Completion January 8, 2026 Final Completion March 9, 2026 56 Strategic Plan SEPTIC TO SEWER CONVERSION PALM RIVER AREA 4 PUBLIC UTILITY RENEWAL Next Steps/Current Challenges Updated: 1.11.2024 •Neighborhood coordination is critical. Meeting was held on December 12, 2023, with property owners to discuss project. Progress •Engineer of Record submitted final construction plans and bid documents on December 21, 2023. •Received grant award and processing a FDEP grant agreement in the amount of $3,000,000 for the septic to sewer conversion in this area. •Construction budget based on the engineer’s opinion of probable cost and will change based on the final construction bids. Stage % Complete Procurement 90% Design 100% Construction 0% Closeout 0% District #2 Project #70257 Project Manager Diana Dueri, PMP Project Sponsor Public Utilities Department - EPMD Scope: Replace and rehabilitate 50-year-old water system and convert existing septic tanks to low pressure sewer system for 24 connections, into one combined project. Design Budget $369,572 Const Budget $3,605,126 Est Total Budget $3,974,698 Est Arch/Eng:Q. Grady Minor General Cont TBD Owner Rep (CEI)Stantec Consulting Services Inc. NTP Design August 2, 2021 NTP Const Est July 2024 Sub Completion Est June 2025 Final Completion Est July 2025 57 Strategic Plan UTILITY MASTER PLANNING UTILITY MASTER PLAN LIBRARY Next Steps/Current Challenges Updated: 1.11.2024 •The Master Plan was last revised in April 2023. Annually, the team evaluates the Collier County Public Utility System – Facilities Work Plan Library to evaluate the need for updates to existing work plans or new work plans. Progress •NCRWTP – Facility work plan scope development initiated. •SCRWTP – Negotiating contract with consultant. •NCWRF – Facility work plan scope development initiated. •SCWRF – Facility work plan scope development initiated. •Wellfield Plan – Wells are being evaluated in conjunction with the permit renewal process. (CDM Smith, Inc.) •Water Distribution – Active work order to assist with development of the yearly CIP. (Corollo Engineers, Inc.) •Wastewater Collection – Active work order to assist with development of the yearly CIP. (Corollo Engineers, Inc.) Stage % Complete Procurement TBD Design TBD Construction TBD Closeout TBD District #All Districts Project #Various Project Manager Anthony Stolts, PE Project Sponsor Public Utilities Department Scope: Utility Planning •Raw Water System – Four work plans identified •Potable Water System – Six work plans identified •Wastewater System – Four work plans identified •Irrigation Quality Water System – Three work plans identified •Supervisory Control and Data Acquisition System •Supplemental Studies Total Budget Varies by individual plan/analysis Arch/Eng:Various (see progress notes) Final Completion Ongoing 58 Strategic Plan STORMWATER/UTILITY - PARTNERSHIP PROGRAM PROJECT NAME DEPARTMENT/DIVISION SLIDE # STORMWATER UTILITY PARTNERSHIP - PALM RIVER AREAS 1 & 2 RENEWAL PROGRAM PUBLIC UTILITIES – EPMD & TRANSPORTATION – CPP 60 STORMWATER UTILITY PARTNERSHIP - NAPLES PARK - 98TH & 99TH AVENUES RENEWAL PROGRAM PUBLIC UTILITIES – EPMD & TRANSPORTATION - CPP 61 STORMWATER UTILITY PARTNERSHIP - NAPLES PARK - 105TH & 106TH AVENUES RENEWAL PROGRAM PUBLIC UTILITIES – EPMD & TRANSPORTATION - CPP 62 STORMWATER UTILITY PARTNERSHIP - OLD LELY - PHASES 7, 8, & 9 RENEWAL PROGRAM PUBLIC UTILITIES – EPMD & TRANSPORTATION - CPP 63 WEST GOODLETTE-FRANK JOINT STORMWATER– SEWER PHASE 2 TRANSPORTATION - CPP 64 Strategic Plan STORMWATER UTILITY PARTNERSHIP PROJECTS PALM RIVER AREAS 1 & 2 PUBLIC UTILITY RENEWAL PROGRAM Next Steps/Current Challenges Updated: 1.11.2024 •Neighborhood coordination is critical. Meeting was held on January 25, 2023, with property owners to discuss project prior to construction commencing. Progress •Contractor has completed the installation of the proposed water main & wastewater mains in Area 1. •Contractor has completed the installation of the proposed storm drainage system on Cypress Way E and Palm River Blvd in Area 1. Contractor is finishing the installation of the storm drainage system on Golfview Drive. •Contractor is working on the roadway and right of way restoration in Area 1. •Contractor has completed the installation of the proposed water main in Area 2. Stage % Complete Procurement 100% Design 100% Construction 52% Closeout 0% District #2 Project #70257 Project Manager Diana Dueri, PMP Project Sponsor Public Utilities Department – EPMD & Transportation - CPP Scope: Replace and rehabilitate 50-year-old water, wastewater and stormwater infrastructure into one combined project. Design Budget $1,544,305 Const Budget $15,579,339 Total Budget $17,123,645 Arch/Eng:Q. Grady Minor General Cont Haskins, Inc. Owner Rep (CEI)Stantec Consulting Services Inc. NTP Design August 2, 2021 NTP Const March 13, 2023 Sub Completion June 12, 2024 Final Completion July 12, 2024 60 Strategic Plan STORMWATER UTILITY PARTNERSHIP PROJECTS NAPLES PARK 98TH & 99TH AVENUES PUBLIC UTILITY RENEWAL PROGRAM Next Steps/Current Challenges Updated: 2.2.2024 •Neighborhood coordination is critical. Meeting was held on September 28, 2023, with property owners to discuss project prior to construction commencing. Progress •Contractor commenced construction of this project in January 2024. Contractor is planning to first construct all the proposed water main improvements and then start the wastewater/stormwater improvements one each block after completing the water main improvements. Stage % Complete Procurement 100% Design 100% Construction 0% Closeout 0% District #2 Project #70120 Project Manager Diana Dueri, PMP Project Sponsor Public Utilities Department – EPMD & Transportation - CPP Scope: Replace and rehabilitate 50-year-old water, wastewater and stormwater infrastructure into one combined project. Design Budget $702,830.00 Const Budget $17,862,085 Total Budget $18,564,915 Arch/Eng:Q. Grady Minor General Cont Douglas N Higgins, Inc. Owner Rep (CEI)Stantec Consulting Services Inc. NTP Design July 27, 2021 NTP Const December 12, 2023 Sub Completion May 17, 2025 Final Completion July 16, 2025 61 Strategic Plan STORMWATER UTILITY PARTNERSHIP PROJECTS NAPLES PARK 105TH & 106TH AVENUES PUBLIC UTILITY RENEWAL PROGRAM Next Steps/Current Challenges Updated: 1.11.2024 •Neighborhood coordination is critical. Meeting was held on November 16, 2022, with property owners to discuss project prior to construction commencing. Progress •The Contractor has completed all the proposed water main improvements on both avenues. •The Contractor has completed the proposed wastewater and storm drainage improvements on the 500, 600, and 700 blocks of both avenues. •The Contractor is currently working on the wastewater and storm drainage improvements on the 800 block of both avenues. Stage % Complete Procurement 100% Design 100% Construction 73% Closeout 0% District #2 Project #70120 Project Manager Diana Dueri, PMP Project Sponsor Public Utilities Department – EPMD & Transportation - CPP Scope: Replace and rehabilitate 50-year-old water, wastewater and stormwater infrastructure into one combined project. Design Budget $702,830 Const Budget $16,806,410 Total Budget $17,509,240 Arch/Eng:Q. Grady Minor General Cont Douglas N Higgins, Inc. Owner Rep (CEI)Stantec Consulting Services Inc. NTP Design July 27, 2021 NTP Const January 2, 2023 Sub Completion March 11, 2024 Final Completion April 10, 2024 62 Strategic Plan STORMWATER UTILITY PARTNERSHIP PROJECTS OLD LELY – PHASES 7, 8, & 9 PUBLIC UTILITY RENEWAL PROGRAM Next Steps/Current Challenges Updated: 1.11.2024 •Neighborhood coordination is critical. Progress •The Consultant has completed Task 1, Preliminary Engineering which included the Final Preliminary Engineering Report and the 30% construction plans for the entire project. •BCC approved at their 8/8/2023 meeting to increase Consultant’s PO to complete the design services for Phases 7, 8, and 9. •Consultant currently working on preparing the 60% construction plans for Phases 7, 8, and 9. Stage % Complete Procurement 100% Design 30% Construction 0% Closeout 0% District #1 Project #60224 Project Manager Lis Carrasquel, PE Project Sponsor Public Utilities Department – EPMD & Transportation - CPP Scope: Replace and rehabilitate 60-year-old water, wastewater and stormwater infrastructure into one combined project. Design Budget $6,424,266 Const Budget TBD Total Budget TBD Arch/Eng:Johnson Engineering General Cont TBD Owner Rep (CEI)TBD NTP Design October 16, 2023 NTP Const TBD Sub Completion TBD Final Completion TBD 63 Strategic Plan WEST GOODLETTE-FRANK JOINT STORMWATER– SEWER PHASE 2 Next Steps/Current Challenges •The City of Naples has received $500K for this fiscal year and a $10M State grant •Stormwater met with the City of Naples for coordination purposes, at this time it is the City’s intent to issue one solicitation, with a phased approach to construction. •Costs continue to escalate, with the stormwater portion estimated to be $31M, a funding source is required. Progress •Stormwater continues to remain in communication with the City of Naples to determine solicitation schedule (FY2025) and anticipated construction start date (late 2025) Stage % Complete Procurement 100% Design PI 60%, P2 60%, P3 10% Construction 0% Closeout 0% District #4 Project #60142.6 Project Manager Mark Zordan Project Sponsor Transportation Management Services Scope: Scope: A joint project with the City of Naples to replace septic systems with sanitary sewer within the City’s Unsewered Areas 1, 2, 3 and 6 and correct street and yard flooding issues between US-41 and Goodlette-Frank Road from Pine Ridge Road to Cypress Woods Drive plus Creech Road. Project #1: $26,199,000 (Stormwater: $9,679,167) Project #2: $29,953,000 (Stormwater: $10,969,670) Project #3: $27,304,000 (Stormwater: $10,327,500) Design Budget $1.30M Const Budget $31M Total Budget $TBD Arch/Eng:$83.4M General Cont Grady Minor/Johnson Engineering Owner Rep (CEI)TBD NTP Design April 2021 NTP Const FY2025 Sub Completion TBD Final Completion TBD 64 Strategic Plan ASSET MANAGEMENT PROGRAMS DEPARTMENT/DIVISION SLIDE # PUBLIC UTILITIES DEPARTMENT 66 TRANSPORTATION MANAGEMENT SERVICES DEPARTMENT 67 FACILITIES MANAGEMENT DIVISON 68 PUBLIC SERVICES DEPARTMENT 69 Strategic Plan WATER & SEWER DISTRICT ASSET MANAGEMENT PROGRAM Next Steps/Current Challenges Updated: 1.11.2024 •Phase 1-4 Continued quarterly maintenance of GIS based asset rating system: •Red: Level 3 - RISKED COMPLIANCE – There is a high risk of non-compliance with consent orders being issued. The reliability of the utility system and the level of service is in danger of being compromised with full-scale migration toward costly break-down maintenance, resulting in customer service outages, service interruptions, SSOs (spills), back-ups and property damage. •Yellow: Level 2 - MANAGED COMPLIANCE – There is a risk of potential non-compliance with enforcement letters being issued. The level of service is sustained through deferred planned maintenance, asset management and mitigation measures based on the resources available. •Green: Level 1 - SUSTAINED COMPLIANCE – There is little risk of non-compliance. Generally, maintenance is routine and planned. The County is providing reliable and full service to customers that is sustained quality-compliant wastewater , water, and solid/hazardous waste services 24/7/365, with no consent orders, no back-ups, no SSOs (spills), no off-site odor emissions, and no off-site noise emissions. •Phase 5 - Finalization and Implementation of Enterprise System– Future Forecasting/Budgeting Project Phase Schedule Phase 1-4 Complete Phase 5 Target FY26 Perpetual Improvement Process On-Going District #All Districts Project #Fund 4008 Project Manager Patrick Thir, Manager Project Sponsor Public Utilities Department Vision:Geographic Information System (GIS)-centric Integrated Asset Management System including a computerized maintenance management system (Cityworks) 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: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 Capital Improvement Plans (CIP) 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 66 Strategic Plan TRANSPORTATION MANAGEMENT SERVICES ASSET MANAGEMENT PROGRAM Next Steps/Opportunities •Dedicated and centralized data quality program primarily focused on TMSD assets and infrastructure •Refining asset collection and work management platform to better align with the current TMSD objectives •TMSD Performance Management Scorecard •Refining land and land rights GIS dataset Project Phase Schedule Pavement Rating (OCI) Update Target FY25 System Maintenance & Updates On-Going District #All Districts Project #60037 Project Manager Darren Hutton Project Sponsor Operations & Performance Management Division Vision:Utilize Cartegraph OMS software with ArcGIS (Geographic Information System) to map assets with spatial analysis and update in real time; build maps and visual representations of data; track asset condition, work history, and cost data; create assignments and complete tasks to extend the life of assets; and leverage powerful analytic tools to guide overall decision-making and budget spend. Mission:-Manage and maintain assets with full operational visibility. -Establish preventative maintenance programs for resource optimization. -Provide short and long-term Capital Improvement Plans (CIP) integrated into the master plan and the AUIR Guiding Principles:-Full asset visibility and preservation -Proper allocation of funds to create, maintain, and extend the life of the assets -Quality assurance and quality control of data -Development of division SMEs (subject matter experts) 67 Strategic Plan Next Steps/Current Challenges Updated: 1/8/2024 •Completion of PM/Inspection program – FY24 •Asset data collection and cataloging through the completion of the Master Space Plan and Utilization for County Facilities initiative •Physical Evaluations of Exteriors and Sites – FY25 •Structural, Internal, & MEP – FY26 Progress •System Live, Phase 1 – 11/1/2022 •Catalog asset data and forecast replacement costs/schedule – 14,000+ Assets •Work order management – 26,000 Yearly WOs •Develop framework for preventative maintenance(PM)/inspection program – 700+ PMs •ArcGIS and 311 integration •Inventory Management – 55,000+ inventoried items •Reporting module Stage % Complete Phase 1 – Go Live 100% Phase 2 – Closeout 40% District #All Project #N/A Project Manager Olga Grie, Senior Analyst James Williams, Assistant Division Director Project Sponsor Facilities Management Scope: Adopt an Asset Management System (Cartegraph) with user capability to: •Catalog asset data and forecast replacement costs/schedule •Manage maintenance work orders through mobile application •Develop preventative maintenance(PM)/inspection program •ArcGIS and 311 integration •Inventory Management •Reporting module Total Budget $93,388 Yearly Owner Rep (CEI)N/A Implementation Completion November 1, 2022 – Asset Management, Work Order Management, PM/Inspections Tracking, ArcGIS, Inventory Management, Reporting Final Completion FY24 – Completion of PM/Inspection program FY26 – Final Asset Management data collection and cataloging contingent on completion of Master Space Plan FACILITIES MANAGEMENT ASSET MANAGEMENT PROGRAM 68 Strategic Plan PUBLIC SERVICES DEPARTMENT ASSET MANAGEMENT PROGRAM Next Steps/Current Challenges Updated: 1/25/2024 •Parks & Recreation currently using CityWorks for park specific asset management. •Cartograph is utilized by Facilities Management for vertical structure assest management and Transportation for its asset management requirements. •All Divisions annually perform the Clerk’s Annual Inventory Report identifying assets as New, Good, or Poor. •Stand-up PSD Team to catalog data and forecast replacement costs/schedule for remaining PSD Divisions: Library, Museum, Domestic Animal Services, University Extension, Community & Human Services, Health Dept. •Evaluate remaining on CityWorks, or transition to the Cartograph platform to align software platforms with Facilities Management and Transportation. Project Phase Schedule Parks & Recreation Complete Library, Museum, Domestic Animal Services, University Ext., Community & Human Services, Health Dept. TBD District #All Districts Project #N/A Project Manager PSD Division Directors Project Sponsor Public Services Department Scope: •Parks & Recreation completed migration to PUD CityWorks system in 2017 allowing them to: •Manage maintenance work orders through mobile application •Develop preventative maintenance (PM)/inspection program •Total Inventory Management •Access real-time reporting module •Expand asset management program to other PSD Divisions Total Budget $75,000 Yearly (Parks ONLY-Cost Share w/ PUD) Owner Rep (CEI)N/A Implementation Completion PARKS: 2017– Asset management migration to CityWorks platform All other PSD Divisions: TBD Final Completion TBD 69