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Agenda 07/08/2025 Item #11G (CCWSD Operation Resourcing Strategic Plan)7/8/2025 Item # 11.G ID# 2025-2209 Executive Summary Recommendation that the Board of County Commissioners, as the ex officio Governing Board of the Collier County Water-Sewer District, approve the Northeast Interim Facilities Program and associated resourcing strategy providing the capacity to execute the Program, authorize staff to include the recommended full time equivalents, vehicles and equipment for the Program and the requirements for operation of the Golden Gate Water Reclamation Plant in the Public Utilities Department Proposed Fiscal Year 2026 Budget, and approve the necessary Budget Amendment to the Fiscal Year 2025 Adopted Budget. OBJECTIVE: The public purpose is to provide water, wastewater and irrigation quality (IQ) services to meet demand in the growing utility service area of the County and to stay in compliance with regulatory requirements. This action is to outline the Northeast Interim Facilities Program (“Program”) components that will be bound by time and activity through Fiscal Year 2031 (FY31). This Program also outlines the associated personnel requirement and includes a sequence of successive construction projects to deliver these components. Concurrently, construction of the Golden Gate Water Reclamation Facility will commence in FY26. CONSIDERATIONS: The Northeast Interim Facilities Program and accompanying resourcing plan are comprehensive and anticipate growth demand in the northeast area and elsewhere in the CCWSD service area. To meet this demand, two new regional plants on the northeast site will be constructed. A third plant will be constructed on the Golden Gate plant site. These plants, and the related infrastructure required to support them, requires a significant investment in time, people and money. The Program is a systematic approach by the Collier County Water Sewer District (“CCWSD”) to evaluate the projected demand to confirm the supply capacity required to meet the service demand. The program incorporates the Annual Update and Inventory Report (AUIR) established levels of services against population growth. Validation of engineering modeling efforts for water, wastewater, and IQ commodities determine the program components that include deliverables inside and outside the regional plant site. The Program will be reviewed and validated each year in concert with the AUIR. 1. Background In the early 2000s, the Board of County Commissioners (BCC) recognized the necessity of water and wastewater facilities in the northeast section of the County. Collier County Water Sewer District (CCWSD) acquired land for the Northeast Utility Facilities contracted with Carollo Engineers, Inc. to provide design and related consulting services for the construction of the Northeast County Water Reclamation Facility (NECWRF) and the Northeast County Regional Water Treatment Plant (NECRWTP). A slowdown in population growth and services demand prompted a suspension of the program in 2010. Upon reactivation of the program in 2017 and eastward expansion of the CCWSD utility service area in 2018, CCWSD coordinated with the development community to understand the future infrastructure service demands in the northeastern portion of the County. Subsequently, the BCC entered into five utility agreements to provide water, wastewater, and IQ water services in the northeast service area. Additional utility agreements are anticipated as new development projects are initiated. On June 24, 2025, as agenda item 11A, the BCC approved Amendment 10 to the Carollo contract to complete the design of the Northeast Water Reclamation Facility and the Northeast Water Treatment Plant. 2. Current Infrastructure CCWSD has completed the initial water, wastewater and IQ pipelines to the required point of connection to each of the five approved utility service areas. This meets the preliminary obligation components outlined in the five Board approved utility agreements. CCWSD also completed a 1.5 million gallon per day (MGD) interim wastewater facility and 7.5 MG potable water tank and associated high service pumps to provide utility services through 2031. 3. Future Infrastructure Staff evaluated the associated costs and developed an acquisition strategy to deliver the Interim Facilities Program by FY2031. Multiple, interrelated projects, many containing multiple independent sub-projects, will be sequenced to deliver Page 1431 of 4096 7/8/2025 Item # 11.G ID# 2025-2209 the program components in a time/delineated fashion to meet the future demand as the county's population grows (See Exhibit A for supply/demand curve for water, wastewater and irrigation quality water). The program components and current rough order of magnitude (“ROM”) cost estimate through 2031 is approximately $754M. A ROM is an initial estimate of the program cost. The ROM provides a general idea of the project’s budget with an expected accuracy range of -25% to +75%. The component list and costs are outlined below: Implementing the Program components requires a deliberate strategy to achieve the capacity to execute the Program and set conditions for operation of the Golden Gate Water Reclamation Facility. 4. Personnel Staffing In order to achieve the intended result of providing critical utility services to a growing population, the necessary human resources are requisite. Within the six-year planning horizon, the District will deliver a new 4 MGD wastewater reclamation facility on the Golden Gate City site. The Program will deliver two additional regional treatment plants along with the raw water northeast wellfield, deep injection wells, and other utility appurtenances necessary to be operation-ready in 2031. The District is also providing distributed and bulk irrigation quality water services. Developers in the five Board-approved villages and towns will install and convey utility infrastructure requiring routine maintenance. The capacity to execute requires human and financial resources to meet these demands. 5. Implementing Plans for Human Resources, Equipment and Financial Resources. I. Human Resources to: 1. Provide capacity to deliver Capital Improvement Projects, related to both expansion and rehabilitation/replacement 2. Operate and maintain the three new regional plants in three shifts 24/7/365 with licensed, certified operators and plant mechanics 3. Provide regular maintenance of wellfields and conveyed utility assets within the District’s service area per the CCWSD’s Strategic Resourcing Plan and Asset Management requirements Page 1432 of 4096 7/8/2025 Item # 11.G ID# 2025-2209 4. Provide regulatory compliance lab services to meet state/federal requirements Human resourcing plans are divided into three sections. A. The BCC approved the Operations Resourcing Strategic Plan on November 10, 2020 (Exhibit B) as a standard for personnel resources required to provide the capacity to execute annual inspection and maintenance on assets conveyed to the utility by developers anywhere within the CCWSD service area. Based on these standards, the requirements to achieve these tasks include seven staff in FY25/FY26 and 15 additional through FY31 B. The next section identifies the human capacity required to operate the Golden Gate City 4 MGD Water Reclamation Facility 24/7/365 and provide routine facility maintenance C. The final section, dedicated to the Northeast Expansion Program, identifies: 1. Project management resources needed to deliver the projects on time and within budget, including support staff 2. Plant staff to operate the treatment facilities 24/7/365, plant maintenance and irrigation quality water system delivery A. Human resources include six staff in FY25 and one in FY26: • In FY25, the conversion of four current KeyStaff providing service as part of the ongoing backflow replacement program of 34,000 backflows in the system is recommended. The utility initially hired an outside contractor to replace 235 backflow devices with an average cost of $1,823.43 per device. Understanding the entire program cost would be prohibitive, the utility hired and trained four KeyStaff to execute the replacement program at an average cost of $406.47 per device. Staff must be certified in backflow repair/maintenance. An outside workforce does not guarantee consistent performance compared to full-time equivalents. Personal services costs are partially offset by savings in temporary labor • One Industrial Pretreatment Inspector in FY25 is required to meet the obligations of Collier County Ordinance Chapter 134 and the adoption of Title 40 Code of Federal Regulations (CFR), Part 441 by the Environmental Protection Agency (EPA) adding record keeping and inspection requirements for 120 dental facilities • One water compliance laboratory technician in FY25 for expansion of the potable water distribution system combined with the upcoming regulatory changes, including Revised Total Coliform Rule (RTCR); Lead and Copper Rule Revisions; Per- and Polyfluoroalkyl Substances (PFAS) regulations and the addition of two new injection wells in the northeast service area requiring sampling and analysis to meet permit requirements Page 1433 of 4096 7/8/2025 Item # 11.G ID# 2025-2209 • One wastewater Instrumentation/Electrical Technician in FY26 to conduct annual inspection and regular maintenance of the generators. In addition to the generators conveyed to the utility by developers within the CCWSD service area, wastewater anticipates receiving 53 generators through the FEMA Hazard Mitigation Grant Program Total personal costs for the seven requested staff is $582,300. Beyond FY26, the Operations Resourcing Strategic Plan identifies 15 additional full-time equivalent resources for the period through FY31 (two to three per year) to meet anticipated demand in the field for maintenance of utility infrastructure conveyed to the CCWSD during that time period. These include: • two meter services Utility Specialists to maintain the utility’s cash registers and provide annual compliance testing on backflow prevention devices • nine wastewater staff including three Instrumentation/Electrical Technicians and six Utility Specialists for maintenance of conveyed assets including but not limited to gravity lines, manholes, force mains, lift stations, air release valves and generators • four Utility Specialists to maintain potable water mains, system valves, wells and fire hydrants In summary, the Operations Resourcing Strategic Plan identifies a need for a total of 22 positions to maintain the capacity to meet the Collier County Strategic Focus of Asset Management to optimize the useful life of utility infrastructure through proper planning and preventative maintenance. The recommendation is to approve six for FY25 and one for FY26 with 15 additional in FY27 to FY31 based on work demand. B. Golden Gate 4 MGD Water Reclamation Facility Expansion The Golden Gate 4 MGD Water Reclamation Facility is the sole focus of the second section of the human resources capacity plan. The construction award is anticipated in the first quarter of FY26. This plant is anticipated to be on-line in FY28 and will be the first membrane wastewater plant in the CCWSD inventory and will be Advanced Water Treatment ready when regulations require it. A plant of this size requires 24/7/365 operation with licensed operators. A licensed Plant Operator III requires 3 years of experience. These positions have been difficult to recruit and hire in Collier County. The resourcing plan includes a total of 18 positions over the 6-year period. • The FY26 plan includes a total of seven resources - five Plant Operator I positions to train for plant operations plus two Utility Specialist II positions to train for facility maintenance • The FY27 plan requests nine resources, including one chief Operator, two Plant Operator III, four Plant Operator I, one Plant Mechanic and one chemist for compliance testing requirements for startup in 2028 • The Fiscal Year 2029 plan requests two Utility Specialists for the site including the plant and two deep injection wells The recommendation is to approve the seven resources identified in the plan for inclusion in the FY26 Proposed Budget of $543,100, with the balance of 11 resources based on timing and demand. C. Northeast Interim Facilities Program The human resourcing plan represents a significant element with 59 new human resources. 15 of those are proposed in the FY25/FY26 period. 1. Eight project management staff in FY25 to deliver a $750+ million northeast expansion capital program over the six-year period coupled with a $100 million per year ongoing capital improvement plan to rehabilitate and replace Page 1434 of 4096 7/8/2025 Item # 11.G ID# 2025-2209 aging infrastructure. a. Doubling the capital expenditures on an annual basis requires three support staff in the area of contract administration and fiscal management to monitor the procurement process for the delivery of 31 separate acquisition packages and audit pay packages to maintain consistency with the Florida Prompt Payment Act b. With additional utility projects currently underway to develop the wellfield and other utility infrastructure, two Field Inspector II positions in FY25 are required to monitor construction activity in lieu of construction engineering services on smaller projects c. With added resources, span of control becomes an issue, so a request for one Assistant Director is included in the FY25 resourcing plan d. Finally, in FY26 it is necessary to have one additional Technical Support Professional II in the automated systems section as SCADA equipment for compliance driven monitoring is added to the growing utility infrastructure asset base The personnel cost to be included in the Fiscal 2026 Proposed Budget totals $1,812,700 2. In the FY27 to FY31 timeframe, the Collier County Water-Sewer District must hire, train and integrate personnel for plant operations to deliver services in FY31, including potable drinking water, wastewater treatment services and Irrigation Quality Water delivery. To meet this demand and maintain compliance, the resourcing plan identifies 44 additional resources: • FY27 total two resources • one water treatment plant manager to begin training on nanofiltration water plant operation and one Water Distribution Crew Leader to accommodate span of control concerns • FY28 total 15 resources • one accounting technician to manage the growing number of billing cycles as towns and villages grow the number of connections • one wastewater pretreatment inspector and two wastewater plant operator II to train for upcoming plant operations • eight plant operator II resources to train for water treatment plant operations, one utility specialist II for field services, one I/E technician to maintain electrical components of the water distribution system and one field supervisor I to address span of control • FY29 total 17 resources • one stake & locates utility specialist II • For the wastewater plant start-up, one chief operator, one plant operator III, two plant operator I and one plant mechanic • For plant operations, one chief operator, five plant operators III, one plant mechanic; two utility specialist II and two I/E technicians • FY30 total four resources • one stake & locates utility specialist and three utility specialist II for IQ system maintenance • FY31 total six resources • Two wastewater plant operator I positions and four utility specialists for IQ bulk, distributed and pressurized and distributed systems Page 1435 of 4096 7/8/2025 Item # 11.G ID# 2025-2209 The recommendation is to approve the FY25 and FY26 resourcing requests and include those in the FY26 Proposed Collier County Water-Sewer District Budget. Personal Services costs of $2,938,100 will be offset in other areas of the proposed budget without changing the total budget proposed at the June Budget Workshop. II. Equipment Additional staffing requires the necessary tools and equipment to perform assigned tasks. An investment of approximately $6.1 million in utility vehicles and rolling stock equipment is envisioned over the six-year period. The recommendation includes $578,000 for 12 utility vehicles in the FY26 Proposed Budget to facilitate the necessary work by the 29 proposed staff in the resourcing plan. The balance of the anticipated vehicle and equipment need will depend on demand and the resourcing requirements necessary to meet that demand and remain in operational compliance. III. Financial Resources 1. Bond funding strategy developed through the County’s Finance Committee, PFM Financial Advisors, Raftelis Financial Consultants and Nabors Giblin Bond Counsel 2. Growth related revenues from impact fees to support debt service 3. Operating revenues from user fees to maintain and replace utility assets The Finance Committee meeting to discuss bonding strategies will take place on July 30, 2025. Raftelis has been working in concert with the county’s financial advisors, PFM, on several options for long term financing and will issue its draft Bond Feasibility Report for discussion at the Finance Committee Meeting. This item is consistent with the Collier County strategic plan objective to plan and build public infrastructure and facilities to effectively, efficiently, and sustainably meet the needs of our community. It further is in support of the Infrastructure and Asset Management Strategic Focus Area’s objectives to optimize the useful life of all public infrastructure resources through proper planning and preventative maintenance. This item is aligned with the Annual Update and Inventory Report (AUIR) and other planning tools that establish and implement plans for availability and adequacy of public facilities and remain in compliance with all regulatory requirements. FISCAL IMPACT: Realignment of the Collier County Water-Sewer District's FY26 Proposed Budget, as presented at the 19 June 2025 Budget Workshop, is necessary to fund this proposal. Adjustments will include an increase in personal services costs of $2,938,100, an increase in operating expenses of $1,160,700, which includes an increase to the transfer to the motor pool capital recovery fund, and an increase to the contingency reserves to maintain a balanced budget within the Utilities Operating Fund (4008). These increases will be offset by savings in temporary labor, and a $5,000,000 reduction in the transfer to the Wastewater Capital Fund (4014). Additionally, to expedite the procurement of vehicles, a FY25 budget amendment, totaling $1,242,600, is required to allocate funding from the Reserve for Motor Pool Capital to the Water/Sewer Motor Pool Project (57408) within the Water/Sewer Motor Pool Capital and Special Assessment Fund (4009). The Northeast Interim Facilities Program capital investment is currently estimated at approximately $755,000,000, which is impact fee eligible in the Water Impact Fee Fund (4011) and Wastewater Impact Fee Fund (4013). GROWTH MANAGEMENT IMPACT: This project meets current Growth Management Plan standards to ensure the adequacy and availability of viable public facilities and to remain in compliance with all regulatory requirements. LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, is approved as to form and legality and requires a majority vote for approval. -JAK Page 1436 of 4096 7/8/2025 Item # 11.G ID# 2025-2209 RECOMMENDATIONS: Recommendation that the Board of County Commissioners, as the ex officio Governing Board of the Collier County Water-Sewer District, approve the Northeast Interim Facilities Program and associated resourcing strategy providing the capacity to execute the Program, authorize staff to include the recommended full time equivalents, vehicles and equipment for the Program and the requirements for operation of the Golden Gate Water Reclamation Plant in the Public Utilities Department Proposed Fiscal 2026 Budget, and approve the necessary Budget Amendment to the Fiscal Year 2025 Adopted Budget. PREPARED BY: Matthew McLean, P.E. Director, Public Utilities Engineering and Project Management Division Joe Bellone, Director, Public Utilities Finance ATTACHMENTS: 1. Exhibit A- Supply & Demand Curves 2. Exhibit B - CCWSD Operations Resourcing Strategic Plan 3. BA - CIP 4009 - 57408 - Water Sewer Motor Pool Capital Page 1437 of 4096 CCWSD Project Name Start Stop 1 NESA Interim WRF, Tanks, Pump Stations & Pipelines 4/1/2021 10/31/2025 2 NESA Deep Injection Wells (1 & 2) and Monitoring Wells 6/6/2024 11/30/2028 3 NESA Medium Voltage Power (Plant /Wellfields)7/1/2025 9/1/2031 4 NESA South Wellfield - Phase 1 10/26/2020 7/29/2030 5 NESA Perimeter Wellfield - Phase 2 2/13/2024 7/29/2030 6 NECWTP 10mgd - Phase 1 7/1/2025 9/1/2031 7 Utility Mains Expansion Project - TOBC to Horse Trials along Oil Well Road 5/1/2025 12/31/2027 8 Booster Pump/Tank at Camp Keais Project 1/1/2027 5/1/2030 9 Booster Pump/Tank North of Belmar Village 1/1/2027 5/1/2030 Developer Projects Start Stop 10 Construction of Water Mains from Skysail through TOBC to Oil Well Rd*6/1/2025 6/1/2026 11 Construction of Water Mains from Oil Well Rd to Bellmar Village*12/1/2025 12/31/2026 *Per latest schedule provided by engineer on 5/21/2025 TMSD Partner Projects Start Stop 12 Oil Well Rd Widening Improvements Everglades to Big Cypress 8/1/2025 4/30/2030 1 2 3 4 5 6 7 9 10 11 12 8 Definitions: CCWSD Projects: Projects which are executed by Collier County Water Sewer District Developer Projects: Projects which are executed by Developers wherein assets will be conveyed to Collier County Water Sewer District upon project completion. TMSD Partner Projects:Projects which are executed in partnership with the Collier County Transportation Management Services Division. Start: Actual / planned project start date. Stop:Planned finish date for project. Project Completion indicator: X H:\_PUD Capital Project Files\_EPMD PMPs-PRBs\PMPs\NESA\Water WW IQ Supply & Demand Curves\Northeast Supply & Demand Curves w-Projects 06.18.25.xlsx1:31 PM Page 1438 of 4096 Page 1439 of 4096 CCWSD Project Name Start Stop 1 NESA Interim WRF, Tanks, Pump Stations & Pipelines 4/1/2021 10/31/2025 2 NESA Deep Injection Wells (1 & 2) and Monitoring Wells 6/6/2024 11/30/2028 3 NESA Medium Voltage Power (Plant /Wellfields)7/1/2025 9/1/2031 4 NECWRF 4/6mgd - Phase 1 7/1/2025 9/1/2031 5 Utility Mains Expansion (& MPS at Camp Keais) Project - TOBC to Horse Trials along Oil Well Road 5/1/2025 12/31/2027 Developer Projects Start Stop 6 Construction of WW Mains from Skysail through TOBC to Oil Well Rd*6/1/2025 6/1/2026 7 Construction of WW Mains from Oil Well Rd to Bellmar Village*12/1/2025 12/31/2026 *Per latest schedule provided by engineer on 5/21/2025 TMSD Partner Projects Start Stop 8 Oil Well Rd Widening Improvements Everglades to Big Cypress 8/1/2025 4/30/2030 1 2 3 4 567 8 Definitions: CCWSD Projects: Projects which are executed by Collier County Water Sewer District Developer Projects: Projects which are executed by Developers wherein assets will be conveyed to Collier County Water Sewer District upon project completion. TMSD Partner Projects:Projects which are executed in partnership with the Collier County Transportation Management Services Division. Start: Actual / planned project start date. Stop:Planned finish date for project. Project Completion indicator: X H:\_PUD Capital Project Files\_EPMD PMPs-PRBs\PMPs\NESA\Water WW IQ Supply & Demand Curves\Northeast Supply & Demand Curves w-Projects 06.18.25.xlsx1:32 PM Page 1440 of 4096 Page 1441 of 4096 Collier County Public Utilities CCWSD Projects Start Stop 1 NESA Interim WRF, Tanks, Pump Stations & Pipelines 4/1/2021 10/31/2025 2 NESA IQ Supplemental Well LTA 9 6/1/2025 8/1/2027 3 NESA Medium Voltage Power (Plant /Wellfields)7/1/2025 9/1/2031 4 NESA South Wellfield - Phase 1 10/26/2020 7/29/2030 5 NESA Perimeter Wellfield - Phase 2 2/13/2024 7/29/2030 6 NECWRF 4/6mgd - Phase 1 7/1/2025 9/1/2031 7 5 IQ Wells at TOBC 6/1/2025 6/30/2030 8 IQ Pipeline Expansion from NECWRF to Everglades Blvd along Oil Well Rd (50%)6/1/2026 5/1/2030 9 IQ Storage Tank at Brightshore Village 6/1/2026 5/1/2030 10 IQ Storage Tank at TOBC 6/1/2026 5/1/2030 Developer Projects Start Stop 11 Construction of IQ Mains from Skysail through TOBC to Oil Well Rd*6/1/2025 6/1/2026 12 Construction of IQ Mains from Oil Well Rd to Bellmar Village*12/1/2025 12/31/2026 *Per latest schedule provided by the developer's engineer on 5/21/2025 TMSD Partner Projects Start Stop 13 Oil Well Rd Widening Improvements Everglades Blvd to Big Cypress Pkwy 8/1/2025 4/30/2030 NORTHEAST IRRIGATION QUALITY (INTERIM WWTP/NECWRF) SERVICE AREA LOS: 120 gpcd *1 -IQ Demand projections based on 30% 0.27 acres per square foot home irrigated 3 times per week (Carollo -May 2025 memo and in accordance with the irrigation standards adopted by the BCC in County Ordinance 2015-27) *2 -IQ Supply based on 81 gpd per home wastewater generation to WRF developer absorption rates (Carollo -May 2025 memo and in accordance with the irrigation standards adopted by the BCC in County Ordinance 2015-27) plus supplemental wells. Definitions: CCWSD Projects: Projects which are executed by Collier County Water Sewer District Developer Projects: Projects which are executed by Developers wherein assets will be conveyed to Collier County Water Sewer District upon project completion. TMSD Partner Projects:Projects which are executed in partnership with the Collier County Transportation Management Services Division. Start: Actual / planned project start date. Stop:Planned finish date for project. Project Completion indicator: 1 2 3 4 5 6 11 12 8 9 10 7 13 X IQ Demand (source *1)IQ Supply (source *2)Deficit H:\_PUD Capital Project Files\_EPMD PMPs-PRBs\PMPs\NESA\Water WW IQ Supply & Demand Curves\Northeast Supply & Demand Curves w-Projects 06.18.25.xlsx1:33 PM Page 1442 of 4096 Page 1443 of 4096 11/10/2020 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. Packet Pg. 784Page 1444 of 4096 11/10/2020 Work Type Hours FTEs Distribution 7,402.69 1 3.68 Meter Operations 4,456.31 2.21 W'Aellfield 249.61 0.12 ater Power Systems 92.45 0.05 Total 12,201.05 6.06 Total Hour Needs Total FTE Needs Work Type WW Collections Hours FTEs 5,353.17 2.66 Irrigation Quality - 0.00 WW Power Systems 409.25 0.20 Total 5,762.42 2.86 17,963.47 8.93 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. Packet Pg. 785Page 1445 of 4096 11/10/2020 Prepared by: Amia Curry, Financial Operations Support Manager, Public Utilities Department ATTACHMENT(S) 1. CCWSD Operations Resourcing Strategic Plan - Productivity Committee (PDF) Packet Pg. 786Page 1446 of 4096 11.F 11/10/2020 COLLIER COUNTY Board of County Commissioners Item Number: 11.F Doe 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 Public Utilities Department Public Utilities Department Public Utilities Department Office of Management and Budget County Attorney's Office Budget and Management Office Budget and Management Office County Manager's Office Board of County Commissioners Joseph Bellone Additional Reviewer Dan Rodriguez Additional Reviewer Drew Cody Level 1 Division Reviewer George Yilmaz Level 2 Division Administrator Review Debra Windsor Level 3 OMB Gatekeeper Review Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Ed Finn Additional Reviewer Mark Isackson Additional Reviewer Nick Casalanguida Level 4 County Manager Review MaryJo Brock Meeting Pending Completed 10/15/2020 10:30 AM Completed 10/15/2020 2:36 PM Completed 10/15/2020 6:02 PM Completed 10/22/2020 10:14 AM Completed 10/22/2020 10:58 AM Completed 10/23/2020 2:41 PM Completed 11/02/2020 11:24 AM Completed 11/02/2020 12:56 PM Completed 11/03/2020 1:36 PM 11/10/2020 9:00 AM Packet Pg. 787Page 1447 of 4096 rs" aL wE C6ru7. 0 ro L. j 3 m cn 0 ufu foC: Ero 0 fucru a0 uDCL Page 1448 of 4096 a-- Jro UQ. L. 0m . 5- 1 4- coU) co 3: OL LL o-) a- J 1) 73Q) a LOfu4 a- Jfu . UOV) wcu 70a OL0. ruLroOmUfu4) CO V) 4- J D O a- J O - 0 - Fu 4) C: c E fu O .- W U ' 0 L- •- - o E 3Mfucu O cn to 4 a--) LU U fu iM- C: O 73 LL fu ( 1) a- J V) V) 4 O fu fu-, O U LJJ , fu cn E F Eou fv,) fu L. 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