Agenda 04/22/2025 Item #16C 54/22/2025
Item # 16.C.5
ID# 2024-2216
The addition of seven field staff meets the Infrastructure and Asset Management Strategic Plan Objective to optimize the
useful life of public utility infrastructure through proper planning and preventative maintenance.
FISCAL IMPACT: The proposed addition of seven FTEs including associated equipment and seven vehicles will have
an impact of approximately $1,177,000 or 0.4% of the total budget of fund 4008. Funds are available in the Water-Sewer
District Operating Fund (4008). Cost containment in Water Distribution, Wastewater Collections and Meter Operations
fund center(s) will accommodate the additional costs without impacting current user rates. Implementation will require
realigning existing budgets. Accordingly, budget amendments will be processed as needed.
GROWTH MANAGEMENT IMPACT: This initiative supports the current Growth Management Plan standards to
ensure the adequacy and availability of viable public facilities and the ability to remain in compliance with all regulatory
programs.
LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for Board
approval. —SRT
RECOMMENDATIONS: Recommendation that the Board of County Commissioners, as ex-officio the Governing
Board of the Collier County Water-Sewer District (“CCWSD”), approve the addition of seven Full Time Equivalent
(“FTE”) in the Public Utilities Department, including seven vehicles and associated equipment based on cumulative asset
acquisitions as approved in the CCWSD Operations Resourcing Strategic Plan, and authorize the associated Budget
Amendments.
PREPARED BY: Joseph Bellone, Director, Utilities Finance
Howard Brogden, Director, Water
Robert VonHolle, Director, Wastewater
ATTACHMENTS:
1. CCWSD Operations Resourcing Strategic Plan - Exec Sum
2. CCWSD Operations Resourcing Strategic Plan - Prod Comm
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EXECUTIVE SUMMARY
Recommendation to approve future Full Time Equivalent (FTE) positions in the Public Utilities
Department at time of asset conveyance based on cumulative asset acquisitions, add 8 FTEs,
convert 25 existing contractual labor resources to FTEs, and authorize associated budget
amendments.
OBJECTIVE: To ensure the Collier County Water - Sewer District (CCWSD) has sufficient permanent
labor resources to perform permanent and ongoing demand and compliance driven, public health and
safety related essential services as reviewed and approved by the Productivity Committee.
CONSIDERATIONS: Productivity Committee reviewed and approved the recommendation including
methodology as presented herein. CCWSD operations are compliance driven for public health and safety.
Its infrastructure asset base, and associated labor needs, grow with each Board approved utility
conveyance. However, the number of FTE resources to meet the maintenance, repair, and compliance
needs of the additional conveyed assets is not adjusted at the same time as the increase in asset
management and liability is incurred. Staff developed an operations resourcing strategic plan for the
CCWSD to address this discrepancy and reviewed it with the Productivity Committee on October 8,
2020. The Productivity Committee voted unanimously to recommend the plan for approval by the Board
of County Commissioners.
Staff took a data driven approach to developing this strategy. Staff analyzed data collected in CityWorks,
the enterprise asset management system, and used the findings to identify manpower drivers and develop
formulas that estimate wrench time and by extension FTEs needed to maintain, repair, and perform
compliance work on conveyed water and wastewater assets. The calculations which underpin the strategy
are based on average available hours, task time percentages, and, specifically, work hours needed on
conveyed assets with the highest manpower demand and proportional representation, per mile of water
main or wastewater gravity main, for the remaining assets. This results in quantifiable FTE needs with
supporting details by work type. Using this information, the CCWSD proposes three actions to bring
permanent labor resources into alignment with the maintenance, repair, and compliance work needs of the
existing infrastructure asset base and keep it aligned in the future.
Request additional operations FTEs at time of asset conveyance based on the cumulative work
needs of the conveyed assets
Add 8 FTEs to align with the work needs of the existing asset base
Convert 25 existing contractual labor resources that currently perform permanent operations work
to permanent FTEs
According to CityWorks data, CCWSD operations labor resources, including contractual labor, are
currently operating at an 8 FTE deficit. Asset acquisition conveyances recorded from FY 2018 through
FY 2020 indicate the largest growth in hours needed to support assets occurred in the work types below.
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Work Type Hours FTEs Work Type Hours FTEs
Distribution 7,402.69 3.68 WW Collections 5,353.17 2.66
Meter Operations 4,456.31 2.21 Irrigation Quality - 0.00
Wellfield 249.61 0.12 WW Power Systems 409.25 0.20
Water Power Systems 92.45 0.05
Total 12,201.05 6.06 Total 5,762.42 2.86
Total FTE Needs
17,963.47
8.93
Total Hour Needs
8 FTEs are requested to bring the CCWSD permanent operations labor resources into alignment with the
work needs of the existing asset base - 4 in Water Distribution, 2 in Wastewater Collections, and 2 in
Meter Operations. The cost to add 8 FTE positions in FY 2021 is approximately $448,000 plus a one-
time investment in equipment of $476,000 for a total of $924,000.
The CCWSD workforce includes 25 contractual labor resources that are performing permanent operations
work. Twenty perform work to operate, repair, and maintain compliance on the water and wastewater
infrastructure. Four operate the water and wastewater plant systems. One assembles cross connection
control devices for installation on the water infrastructure. Contractual labor resources are inherently
transitory and often have higher turnover which results in lost productivity when positions are vacant and
while new workers are brought up to speed. State licensing is required to perform independent work on
the potable water system and certifications are strongly preferred and written into job descriptions for
wastewater. Due to the inability to find contractual labor resources with these licenses / certifications,
these labor resources must work with FTEs instead of performing independent work on the systems.
Conversion of the contractual resources to FTEs will overcome these disadvantages and ensure the
CCWSD has sufficient permanent labor resources to provide permanent and ongoing demand and
compliance driven essential services. Costs to convert the 25 contractual resources to FTE positions
approximate $92,000 in FY 2021 and each year thereafter.
FISCAL IMPACT: The proposed addition of 8 FTEs including associated equipment along with the
conversion of 25 contractual labor positions to regular full-time positions will have an FY 21 fiscal
impact of approximately $1,016,000 or 0.51% of the total CCWSD budget of $201.6 million. The
recurring personnel cost impact will be approximately $540,000 or 0.27% of the CCWSD budget. Cost
containment will accommodate the additional costs without impacting current user rates. Implementation
will necessitate realigning existing budgets. Accordingly, budget amendments will be processed as
required.
GROWTH MANAGEMENT IMPACT: This initiative supports current Growth Management Plan
standards to ensure the adequacy and availability of viable public facilities and the ability to remain in
compliance with all regulatory programs.
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, raises no legal
issues, and requires majority vote for approval. -JAK
RECOMMENDATION: That the Board of County Commissioners, Ex-officio the Governing Board of
the Collier County Water-Sewer District, (1) authorizes the CCWSD to use the methodology outlined
above to request additional FTEs based on cumulative asset acquisition at time of conveyance, (2)
approves addition of 8 FTEs, (3) approves conversion of 25 contractual labor resources to FTEs and (4)
authorizes budget amendments to fund the additional FTEs including associated equipment and
conversions from contractual labor to FTEs.
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Prepared by: Amia Curry, Financial Operations Support Manager, Public Utilities Department
ATTACHMENT(S)
1. CCWSD Operations Resourcing Strategic Plan - Productivity Committee (PDF)
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COLLIER COUNTY
Board of County Commissioners
Item Number: 11.F
Doc ID: 13941
Item Summary: Recommendation to approve future Full Time Equivalent (FTE) positions in the
Public Utilities Department at time of asset conveyance based on cumulative asset acquisitions, add 8
FTEs, convert 25 existing contractual labor resources to FTEs, and authorize associated budget
amendments. (Amia Curry, Utilities Finance Operations Manager)
Meeting Date: 11/10/2020
Prepared by:
Title: Manager - Operations Support - PUD – Public Utilities Operations Support
Name: AmiaMarie Curry
10/15/2020 10:04 AM
Submitted by:
Title: Division Director - Operations Support – Public Utilities Operations Support
Name: Joseph Bellone
10/15/2020 10:04 AM
Approved By:
Review:
Public Utilities Operations Support Joseph Bellone Additional Reviewer Completed 10/15/2020 10:30 AM
Public Utilities Department Dan Rodriguez Additional Reviewer Completed 10/15/2020 2:36 PM
Public Utilities Department Drew Cody Level 1 Division Reviewer Completed 10/15/2020 6:02 PM
Public Utilities Department George Yilmaz Level 2 Division Administrator Review Completed 10/22/2020 10:14 AM
Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 10/22/2020 10:58 AM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 10/23/2020 2:41 PM
Budget and Management Office Ed Finn Additional Reviewer Completed 11/02/2020 11:24 AM
Budget and Management Office Mark Isackson Additional Reviewer Completed 11/02/2020 12:56 PM
County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 11/03/2020 1:36 PM
Board of County Commissioners MaryJo Brock Meeting Pending 11/10/2020 9:00 AM
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CCWSD Operations Resourcing
Strategic Plan
Amia Curry
Manager Financial &
Operational Support
Public Utilities Department
Productivity Committee
October 2020
Collier County | Florida
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Challenge
The Collier County Water Sewer District
(CCWSD)is compliance driven for public
health and safety.Its infrastructure asset
base and associated labor needs grow
with each Board approved utility
conveyance,but the number of Full
Time Equivalent (FTE)resources to
meet the maintenance,repair,and
compliance needs of the additional
assets is not adjusted at the same time
nor pace as the growth.
2
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Recommendations
u Use asset management information and identified
drivers to calculate asset maintenance,repair and
compliance labor needs and bring permanent
labor resources into alignment with these needs
u 1 -Request additional operations FTEs based on asset acquisition
at time of conveyance –1 FTE each time cumulative conveyances
exceed available hours of existing FTEs
u 2 –Add 8 FTEs to align with maintenance,repair,and compliance
needs of existing asset base
u 3 –Convert 25 existing temporary labor resources that fill
permanent operations work needs to permanent FTEs
3
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Identified Driver -Available Hours
4Identified Driver
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Identified Driver -Task Time
5Identified Driver
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Identified Driver -Assets
6
u 9 asset types in Wa ter make up about 48%of the logged hours of
wrench time work in the CityWorks enterprise asset management
system.
u 10 asset types in Wa stewater make up about 74%of the logged
hours of wrench time work in CityWorks.
u The Other Assets category includes 54 asset types in Wa ter and
49 in Wa stewater.
Identified Driver.
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Water Example -How Asset Conveyance
Accumulation Drives Work and FTE Needs
7
u Actual assets conveyed FY18 –FY20 and FTE needs for
those conveyances
u CityWorks logged hours of wrench time work was used to
calculate the average wrench time work per asset type.
u When the work time needs of cumulative asset
conveyances meet /exceed the established threshold,an
FTE request will be included with the conveyance.
R1
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Wastewater Example -How Asset Conveyance
Accumulation Drives Work and FTE Needs
8
u Actual assets conveyed FY18 –FY20 and FTE needs for
those conveyances
u CityWorks logged hours of wrench time work was used to
calculate the average wrench time work per asset type.
u When the work time needs of cumulative asset
conveyances meet /exceed the established threshold,an
FTE request will be included with the conveyance.R1.
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Add FTEs to Align with Needs of Existing Assets
9
u Current asset base needs 196 resources
to complete required maintenance and
repairs
u 168 Board approved FTEs perform a
portion of these tasks
u 20 contract laborers fill part of the gap
u 8 additional FTEs are required to meet
the resource demand
u Initial Equipment Costs =$476,000
u Annual personal services =$448,000
u Fiscal Impact in FY21 =$924,000
u FTE allocation based on conveyances
–4 Wa ter Distribution FTEs
–2 Meter Operations FTEs
–2 Wa stewater Collections FTEs
R2
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Reliance on Temporary Labor
10
u Since 2008,the CCWSD has increasingly relied on
temporary labor to bridge the gap between
resources needed and authorized FTEs
u Te mporary labor resources do not have the licenses
/certifications that permanent resources do and
cannot independently perform all work tasks
u Te mporary labor resources tend to turn over more
frequently resulting in increased investment of
time to hire and train (reduces productivity)and
loss of institutional knowledge
R3.
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Convert Existing Temporary Resources to FTEs
11
u 25 temporary labor resources fill permanent operating needs including:
u 20 that perform maintenance,repair,and compliance work on the
water and wastewater infrastructure and systems
u 4 that operate the water and wastewater plant systems
u 1 that assembles backflows for installation on the water system
u Existing ongoing annual costs for the 25 temporary laborers is $1.3M
u Converting to FTEs will increase annual costs approximately $92,000
R3
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Fiscal Impact on
Enterprise Fund 408 CCWSD
NO IMPACT ON USER RATES
12
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Recommendations
u Use asset management information and identified
drivers to calculate asset maintenance,repair and
compliance labor needs and bring permanent
labor resources into alignment with these needs
u 1 -Request additional operations FTEs based on asset acquisition
at time of conveyance –1 FTE each time cumulative conveyances
exceed available hours of existing FTEs
u 2 –Add 8 FTEs to align with maintenance,repair,and compliance
needs of existing asset base
u 3 –Convert 25 existing Job Bank and Contract Labor resources
that fill permanent operations work needs to permanent FTEs
13
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Thank you!
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