Agenda 12/14/2010 Item #16A25
Agenda Item No. 16A25
December 14, 2010
Page 1 of 57
EXECUTIVE SUMMARY
Recommendation to review and accept the Ave Maria Stewardship District Five-Year
Fiscal Monitoring Report.
OBJECTIVE:
To obtain direction with respect to the acceptance of the November 3, 2010 "Ave Maria
Stewardship District Five-Year Fiscal Monitoring Report."
CONSIDERATIONS:
The County's Rural Lands Stewardship Area (RLSA) Overlay Program was established in
response to the Final Order from the Governor and Cabinet on June 22, 1999, which required the
County to better protect environmentally sensitive lands, direct incompatible land uses away
from listed species and their habitat, protect prime agricultural lands, etc., primarily in the rural
areas of Collier County. This Program is an incentive based land use overlay system designed to
encourage sustainable land usc pattcrns in the Eastern Lands portion of the County
(approximately 195,000 acres surrounding thc Immokalee Urban area) and achieve the
requirements of the Final Order.
The RLSA Overlay was adopted within the County's Growth Management Plan (GMP) in
October 2002 and the implementing land development regulations were adopted within the Land
Development Code (LDC) in 2004. Both the GMP and thc LDC provide the guidelines and
specific criteria for the establishment and monitoring of developmcnts participating in the
Stewardship Program, i.e. Stcwardship Receiving Areas (SRAs). These requirements include
provision of a fiscal impact analysis and developmcnt absorption schedule at approval so as to
demonstrate fiscal neutrality to the County tax base, as well as a public facilities fiscal impact
analysis every five years thereafter until such time when the SRA achieves ninety (90) percent
build-out.
The fIrst and only SRA approved within the RLSA is the Town of Ave Maria, approved by the
Board of County Commissioners on June 14, 2005. Below is the projected development
absorption schedule from the 2005 SRA approval.
2006 2007 2008 2009
Single Family 480 610 760 760
Multi Family 280 330 2XO 280
Total Units 760 940 1.0411 1.1140
Total Office 31,800 43,31111 47,9110 48AOII
Total Retail 44,000 61,41111 64,XIIO 60.400
Totallnst./Govt. 840,740 155.985 235,222 222,607
Hotel Rooms 0 0 110 0
Golf Course Holes 18 IS 9 0
Golf/Swim/Tennis Club 2,500 0 211,11110 II
2010 Totals
760
580
1,340 5,120
64,700 236,100
66,500 297,100
245,079 1,699,633
0 110
0 45
5,000 27,500
Page 1 of9
Ave Maria Stewardship District 5-Year Fiscal Monitoring Report
BCC Hearing Date 12/14/10
Agenda Item No. 16A25
December 14, 2010
Page 2 of 57
The 2005 SRA approval also included the adoption of Developer Contribution Agreements for
both Transportation and Public Schools to mitigate for the expected impacts on those public
facilities, as shown in the table below.
Transferred Impatt Fee
Developer Contribution Value to Coullty Credit Available
or School District
Right- 01- Way (155 ac.) $7.8 million III Full No
Storm water Capacity $1.5 million Partial No
Design/Permitting (Oil Well Rd. $7.546 millioll Partial Yes
Improvements)
Fill at Cost $JJ million Partial No
School Site (46 ac.) $2.745 million Yes Yes
Five-years have passed since the approval of the Town of Ave Maria SRA, and the project has
not reachcd ninety (90) percent build-out. Pursuant to the Collier County Growth Management
Plan (FLUE RLSA Policy 4.18) and the Collier County Land Development Code (Section
4.08.07 L.2.), the developer f()r the SRA submitted the "Ave Maria Stewardship District Five-
Year Fiscal Monitoring RepOlt" in July 2010 for review and comment by the County. This
Report provides the fiscal assessment of the project's development impacts on the Collier
County tax base over the past five years, 2005 - 20] O. The table bclow details the SRA's actual
development volume for years 2005 - June, 2010.
Unit of Measurement Volume
Single Family Dwelling Unit 231
Multi Family Dwelling Unit 143
Total Units 374
Total Commercial Square Feet 112,905
Total Office Square Feet 62,595
Institutional
Ave Maria University Stuuents 650
Ave Maria University Faculty 88
K-12 Private School Students 194
K-12 Private School Faculty 13
Church Square Feet 68,740
Day Care Center Students 27
Day Care Center Faculty 6
Parks/Recreation
North Pa rk Acres 40.55
Water Park/Tennis Acres 17.80
Aquatic Facility Square Feet 6,300
South Park Acres 20.07
Amphitheatre Square Feet 2,800
Golf Course Hl)!es 18
In order to determine the impacts resulting from the SRA, staff verified the accuracy of, and
analyzed, the operating and capital revenues and expenditures for providing public facilities and
services to the Town of Ave Maria SRA. Below is the summary of the applicant's analysis
Ave Maria Stewardship District 5-Year Fiscal Monitoring Report
Bee Hearing Date 12/14/10
Page 2 0[9
Agenda Item No. 16A25
December 14,2010
Page 3 of 57
results fbr the public facilities and services listed in LDC Section 4.08.07 L.2., as well as
govemment buildings, correctional facilities and libraries, followed by staffs review comments.
· Transportation:
Capital- Revenues*
Impact Fees Collected
$ 9,497,991
Capital- Expenditures**
$14,01],009
Net Capital Impact
-$4,513,018
*To avoid overcharging new development fill' the capital cost of roads, gas tax credits and
ad valorem credits are provided to account for other revenues that are generated by new
development and used to pay fbr this same capital facility that is paid in part by impact
fees. (Source: Collier Coun~v Tran;,portation Impact Fec Update Study. dated February 19,
2(09)
Note: The Developer Contribution Agreement adopted by the Board of County
Commissioners on April 26, 2005 includes provisions for thc developer to provide right-of-
way (l55 acres valued at $7.8 million, without allowance for impact fee credits),
stonnwater capacity (valued at $1.5 million, without allowance for impact fee credits), fill
at cost (valued at $ I I million, without allowance f(lr impact fee credits), and design and
pennilling for Oil Well Road improvements (with impact fee credits estimated at $7.546
million); and, for the Board to accelcrate improvements to certain surrounding roadways,
including Oil Well Road (in part, based on the projected absorption schedule approved with
the SRA in 2005). The County has expended approximately $39,184,999 for the expansion
of Oil Wcll Rd. - from Immokalee Rd. to cast of Everglades Blvd. ($19,720,743.77) and
from a point west of Oil Well Grade to east of Camp Keais Rd. ($19,464,255.41). And, the
developer has provided all right-of-way and has partially fulfilled other road-related
commitments.
**Capital Expenditures in the ana~ysis represent the cost of capacity for each new unit of
growth. The cost to provide an increment of a capital facility is taken from the impact{ee
studies. These costs are then allocated to each land use within the project. Expenditures
shown do not necessarily reflect actual COWlty fimds expended on the project to date, but
rather the cost to provide an increment of the capitalfacility.
. Parks:
Capital- Revenues*
Impact Fees Collected
$1,389,170
Capital- Expenditures**
$ I ,629,685
Net Capital Impact
-$240,515
Ave Maria Stewardship District 5-Year Fiscal Monitoring Report
Bee Hearing Date 12/14/10
Page 3 of9
Agenda Item No. 16A25
December 14. 2010
Page 4 of 57
*1'0 avoid overcharging new development .for the capital cost of providing parks and
recreation services, a capital eJ.pansion expenditures credit and debt service credit is
provided to account jbr other revenues that are genera/ed by new development and used to
pay for this same capita/facility that is paid in part by impact fees. (Source: Collier County
Parks and Recreation Impact Fee Update Study, dated June 26, 2!J!J9)
**Capital expenditures in the analysis represent the cost of capacity jbr each new unit of
growth. The cost to provide an increment ola capital facility is taken from the impactfee
studies. These costs are then allocated to each land use within the project. Expenditures
shown do not necessarily reflect actual coun~v funds expended on the project to date. but
rather the cost to provide an increment of the capita/facility.
· Law enforcement:
Capital- Revenues*
Impact Fees Collected
$161,076
Capital- Expenditures**
$313,484
Net Capital Impact
-$152,408
*1'0 avoid overcharging new development for the law enforcement impact fee, various
credits are provided to accountfbr other revenues that are generated by new development
and used to pay for this same capitalfacility that is paid in part by impact fees. (Source:
Collier County Law Enjorcement Impact Fee Update Study, dated May 5, 2!J!J6)
**Capital Expenditures in the anaZvsis represent the cost of capacity jar each new unit of
growth. The cost to provide an increment of a capital jilcility is taken from the impact fee
studies. These costs are then allocated to each land use within the project. Expenditures
shown do not necessarily reflect actual county fimds expended on the project to date, but
rather the cost to provide an increment of the capita/facility.
· Emergency medical services:
Capital - Revenues
Impact Fees Collected
$ 119,489
Capital- Expenditures**
$ 119,489
Net Capital Impact
$0
Impact fees cover one-hundred (100) percent of the capital expansion expenditures;
therefore, impact fees paid are equal to capital expenditures. (Source: Collier County
Emergency Medical Services Impact Fee Study Update, dated January 6, 2006)
**Capital Expenditures in the analysis represent the cost of capacity for each new unit of
Ave Maria Stewardship District 5-Year Fiscal Monitoring Report
BCe Hearing Date 12/14/10
Page 4 0[9
Agenda Item No. 16A25
December 14, 2010
Page 5 of 57
growth. The cost to provide an increment of a capitalfacility is taken from the impactfee
studies. These costs are then allocated /0 each land use within the project. Expenditures
shown do not necessarily reflect actual county funds expended on the project to date. but
rather the cost to provide an increment of the capitalfacility.
· General Government Buildings:
Capital- Revenues*
Impact Fees Collected
$709,986
Capital- Expenditures**
$806,864
Net Capital Impact
-$ 96,878
*To avoid overcharging new developmen/ j(Jr the government buildings impact fee, a
capital improvement credit is provided to account fiH other revenues that are generated by
new development and used to pay for this same capital facility that is paid in part by
impact fees. (Source: Collier County General Government Building Impact Fee Update
Study, dated May 8, 2(06)
**Capital txpenditures in the analysis represent the cost of capacity for each new unit of
growth. The cost to provide an increment of a capital facility is /aken from the impact fee
studies. Thesc costs are then allocated to each land use within the project. Expenditures
shown do not necessarily reflect actual county funds expended on the project to date, but
rather the cost to provide an increment of /he capitalfacility.
· Correctional Facilities:
Capital- Revenues*
Impact Fees Collected
$387,452
Capital - Expenditures**
$414,528
Net Capital Impact
-$ 27,076
*To avoid overcharging new development for the correctional facilities impact fee, a
capital expansion expenditures credit and debt service credit are provided to account for
other revenues that are generated by new development and used to pay for this same
capital facility that is paid in part by impact fees. (Source: Collier County Correctional
Facilities Impact Fee Update Study, dated April 29, 2(09)
**Capital Expenditures in the analysis represent the cost of capacity for each new unit of
growth. 77,e cost to provide an increment ofa capital facility is taken from the impact fee
studies. These costs are /hen allocated to each land use within the project. Expenditures
shown do not necessarily reflect ac/ual county funds expended on the project to date, but
rather the cost to provide an increment of the capital facility.
Ave Maria Stewardship District 5-Year Fiscal Monitoring Report
Bee Hearing Date 12f14/1 0
Page 5 0[9
Agenda Item No. 16A25
December 14. 2010
Page 6 of 57
. Library:
Capital - Revenues
Impact Fees Collected
$ J 97,534
Capital- Expenditures**
$] 97,534
Net Capital Impact
$0
Generally, the impact fees collected cover one-hundred (l00) percent of the capital
expansion expenditures - except for the inclusion of the occasional donation and/or grant;
therefore, impact fees paid are equal to capital expenditures. (Source: Collier County
Library Facilities and Items/Equipment Impact Fee Update, dated April 4, 2006)
**Capital Expenditures in the analysis represent the cost of capaeity for each new unit of
growth. The cost to provide an increment of a capital facility is taken .tram the impact fee
studies. These costs are then allocated to each land use within the project. Expenditures
shown do not necessarily reflect actual county funds expended on the project to date, but
rather the cost /0 provide an increment of /he capitalfacili~v.
The table below details the overall summary of the fiseal impacts resulting from Collier County
Governmcnt providing public facilities and services to the Town of Ave Maria.
Operating - Revenues
Operating ~ Expenditures
Fiscal Impact
$1.346,113
$1,028.950
Description
Current Year Totals
Current Year Totals
Operating - Net Impact
$317,163
Capital- Revenues
Impact Fees
Right-of Way Contribufion
Design/Permitting (Oil Well Rd.)
Road Credit Applied - Permits
$12,462,69X
$ 7,800.000
$ 6.636,491
$ 909,509
Cumulative Impact Fees Paid
Developer Commitment - No Credits
Developer Commitment - Unused balance
Credits applied to project permits (Oil Well
design/permitting)
Subtotal- Capital Revenne
$27,808,698
Capital- Expenditures
$17,492,593
Cumulative Capital Expeuditures
Capital- Net Impact
$10,316,105
Combined Net Impact $10,633,268 Total Current Operating & Total
Cumulative Capital
Note: Certain Revenue and Expenditure categories were estimated based on modified per capita estimates using the latest
published Counly hudget.
The following seven (7) facilities are provided by private sector or independent government
entities, thereforc, do not have any impact upon the public facilities and services provided by
Collier County Government.
Ave Maria Stewardship District 5-Year Fiscal Monitoring Report
Bee Hearing Date 12/14/10
Page 6 of9
Agenda Item No. 16A25
December 14, 2010
Page 7 of 57
· Fire: (Immokalee Fire Control and Rescue District (IFCRD)]
Capital- Revenues*
Impact Fees Collectcd
Capital - Expenditures
Net Capital Impact
Operating - Rcvenucs**
$1,248,559
$1,248,559
$0
$553,892
Operating - Expenditures** $1 I 5,699
Net Operating Impact
Ovcrall Net Impact
$438,193
$438,193
*The Immokalee Fire District's impactfees cover one-hundred (100) percent of the capital
costs attributable to new development; therefore, impact fees paid are equal to capital
expenditures. (Source: Collier Coun/y 2005 Fire/Rescue Services Impact Fee Update
Study) Additionally, the proposed new.fire station planned to accommodate Ave Maria
University, as identified in the District '0' Master Plan, will be fimded entirely by impact
fees.
** With the exception of Ad Valorem revenues. the SRA '0' impacts on the IFCRD's
Operating revenues and expenditures are calculated using a modified per capita approach.
Generally, this translates into calculating a District-wide .full time equivalency (FTE)
.figure and then dividing /hat .figure into the IFCRD '0' annual budget to derive a per capita
revenue and expenditure figure. 'lYlese .figures are then applied to the Ave Maria SRA '0'
FTE to determine the development's impacts (refer to pages 9-11 in the "Ave Maria
Stewardship District Five- Year Fiscal Monitoring Report" .for methodology explanation).
. Schools:
Capital - Revenues
Annual Capital Revenues:
Ad Valorem - Capital
State Sources - Capital
Total
Impact Fee Revenue:
Impact Fee Capital Revenue
Impact Fee Credits Applied
Balance - Impact Fec Cr.
Total
$245,352
$ 1,623
$246,975
$2,619,737
$ 147,029
$2,597,971
$5,364,737
Ave Marla Stewardship District 5- Year Fiscal Monitoring Report
Bee Hearing Date 12/14/10
Page 7 of9
Agenda Item No. 16A25
December 14, 2010
Page 8 of 57
Capital- Expenditures*
Cost of Student Stations:
Elementary School Stations
Middle School Stations
High School Stations
Total
$631,668 (10 students, Fall 2009)
$ 189,500 (3 students, Fall 2009)
$63 I ,668 (10 students, Fall 2009)
$1,452,836
Net Capital Impact
$ 4,158,876
Operating - Revenues**
$726,962
Operating - Expenditures** $726,962
Net Operating Impact
$0
Overall Net Impact
$4,158,876
*Capital Expenditures in the analysis represent the cost of capacity for each new unit of
growth. The cost to provide an increment of a capital facility is taken pam the impact fee
studies. These costs are then allocated to each land use within the project. Expenditures
shown do not necessarily reflect actual county funds expended on the project to date, but
rather the cost to provide an increment of/he capitalfacility.
**The Florida Board of Education (FBOm sets the operational millage rate for each
school district in the State and requires that a balanced budget be maintained for each
district. Therefore, it is assumed that the operational expenditures for the school district
equal the amount generated/i'om thc FBOE millage rate.
· Potable water:
The potable water system includes the water supply, treatment, storage, and distribution
system. This system is privately owned, operated and maintained by the Ave Maria Utility
Company, LLLP, and therefore does not affect the County tax base.
. Wastewater:
The Ave Maria Utility Company, LLLP, operates and maintains a municipal quality
advanced secondary wastewater treatment plant that produces irrigation quality reclaimed
water for disposal. The SRA's wastewater system is privately owned, operated and
maintained, and therefore does not affect the County tax base.
· Irrigation water:
The Ave Maria Utility Company, LLLP, treatment plant provides non-potable irrigation
water to the SRA. Additional irrigation water is acquired from the surface water located in
stonnwater management ponds and groundwater wells. This system is private and therefore
does not affect the County tax base.
Ave Maria Stewardship District 5.Year Fiscal Monitoring Report
Bee Hearing Date 12/14/10
Page 8 0[9
Agenda Item No. 16A25
December 14, 2010
Page 9 of 57
· Stormwater management:
The Ave Maria Stewardship District operates and maintains a stOlmwater management
system that includes a network of lakes, detention areas, culverts, and water control
structures. This system is private and there lore docs not affect the County tax base.
· Solid waste:
Solid waste generated fi'om the projcct is collected by Collier County's contract hauler.
Service fccs are assessed to covcr all costs and therefore have no effect on the County tax
base.
The actual development within the SRA is less than that projected in the development absorption
schedule approved with the SRA in 2005. This resulted in fewer impact fees collected than
originally projected and less generated need for infrastructure and services. Based on the review
of the SRA Five-Year Fiscal Monitoring Report and supporting data and analysis, staff has
detennined that the impact fees collected combined with certain developer contributions and
operational contributions result in an overall positive net impact to the County tax base.
FISCAL IMPACT:
The review and acceptance of this Report has no fiscal impact.
GROWTH MANAGEMENT PLAN (GMP) IMPACT:
This Report fulfills the requirements of the Future Land Use Element RLSA Policy 4.18 and
Land Development Code Section 4.08.07 L.2.
LEGAL CONSIDERATIONS:
This Report fulfills the requirements of the Future Land Use Element RLSA Policy 4. I 8 and
Land Developmcnt Code Section 4.08.07 L.2. -- HFAC
RECOMMENDATION:
Staff recommends that the Board of County Commissioners accept the November 3, 2010 "Ave
Maria Stewardship District Fivc- Y car Fiscal Monitoring Report."
Preparcd by: Michelc Mosca, AICP, Principal Platillcr, Land Development Services
Department, Growth Management Division/Planning and Regulation
Attachment: Ave Maria Stewardship District 5-Year Fiscal Monitoring Report
Ave Maria Stewardship Distrlct5.Year Fiscal Monitoring Report
Bee Hearing Date 12/14/10
Page 9 of9
Item Number:
Item Summary:
Meeting Date:
Agenda Item No. 16A25
December 14, 2010
Page 10 of 57
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
16A25
Recommendation to review and accept the Ave Maria Stewardship District Five-Year Fiscal
Monitoring Report.
12/14/20109:00:00 AM
Prepared By
Michele R. Mosca, AlCP
Community Development &
Environmental Services
Principal Planner, AICP
Date
Zoning & Land Development Review
11/22/201011:06:19 AM
Approved By
Mike Bosi, AICP
Community Development &
Environmental Services
Manager. Planning
Date
Comprehensive Planning
11/221201011:27 AM
Approved By
Judy Puig
Community Development &
Environmental Services
Operations Analyst
Community Development &
Environmental Services
Date
11/22/201011:28 AM
Approved By
William D. Lorenz, Jr., P.E.
Community Development &
Environmental Services
Director - CDES Engineering Services
Date
Engineering & Environmental Services
11/22/20101:22 PM
Approved By
Nick Casalanguida
Transportation Division
Director - Transportation Planning
Date
Transportation Planning
11122120102:25 PM
Approved By
Norm E. Feder, Alep
Transportation Division
Administrator ~ Transportation
Date
Transportation Administration
11/22/20103:37 PM
Approved By
Heidi F. Ashton
County Attorney
Section Chief/Land Use-Transportation
Date
County Attorney
1211/201012:12 PM
Approved By
OMS Coordinator
County Manager's Office
Date
Office of Management & Budget
1211120103:30 PM
Approved By
Therese Stanley
Manager ~ Operations Support - Trans
Date
Agenda Item No. 16A25
December 14, 2010
Page 11 of 57
Office of Management &
Budget
Office of Management & Budget
1211120103:35 PM
Approved By
Jeff Klatzkow
County Attorney
Date
12/2120103:17 PM
Approved By
Leo E. Ochs, ,Jr.
County Manager
Date
County Managers Office
County Man<'lgers Office
12151201012:20 PM
Itom "n 1"8')"
December 14, 2010
Page 12 of 57
1.-.
Ave Maria Stewardship District
5-Year Fiscal Monitoring Report
Collier County, FL
Revised and Updated
November 3, 2010
(.
Prepared For
Barron Collier Companies
Prepared By
Fishkind & Associates, Inc.
1415 Panther Lane, Suites 346/347
Naples, Florida 34109
239-254-8585
http://www.fishkind.com
Agenda Item No. 16A25
December 14. 2010
Page 13 of 57
Executive Summary
The Town of Ave Maria ("Project") is a master planned, mixed use town
currently under development between Naples and Immokalee in the Rural
Lands Stewardship Area ("RLSA") of Collier County ("County"), Florida. The
Project is being developed as a Stewardship Receiving Area ("SRA") by Ave
Maria Development ("Developer") and encompasses 1 0,805 acres in the
RLSA, of which 4,995 acres are being developed as a town anchored by Ave
Maria University.
Section 4.08.07 L of the Collier County Land Development Code ("LDC")
requires that SRAs within the RLSA be subject to periodic fiscal monitoring to
assure neutrality to the County and other units of local government every five
years until the SRA is 90% built out. This report is prepared in satisfaction of
the monitoring requirement. The three units of local government analyzed
are: Collier County, District School Board of Collier County, and the
Immokalee Fire Control District.
For this analysis the Collier County Fiscal Impact Analysis Model ("FlAM")
was utilized. FlAM was developed by the Consultant under contract with the
Florida Department of Community Affairs ("DCA"). FlAM is designed to serve
as the prototype fiscal and economic assessment tool for local governments
in Florida. On October 26, 2007 the Collier County Board of County
Commissioners ("BOCC") voted to adopt the FlAM and authorized Staff to
utilize FlAM as a supplemental planning tool to meet the requirements of the
LDC. The Consultant used Version 7.5 for this analysis.
Fishkind & Associates, Inc. has obtained the most current data available as of
the five-year anniversary date and has been meeting with the County over the
past few months to go through the workings of the County's adopted fiscal
impact analysis model in preparation for the report's submission.
Table E1 on the next page shows summary results of Project's fiscal impact
to the County.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 2 of 41
Agenda item No. 16A25
December 14, 2010
Page 14 of 57
Table E1. Summary of Project Fiscal Impacts to County
Fiscal Impact Description
Operating - Revenue $1,346,113 Reflects Current Year Totals
Operating - Cost $1,028,950 Reflects Current Year Totals
------------
------------
Operating - Net Impact $317,163
Capital. Revenue
Impact Fees $12,462,698 Cumulative Total of Impact Fees Paid
ROW Contribution $7,800,000 No Credit to be Taken
Desiqn/Permittinq $6,636,491 Reflects Unused Balance
Credit Applied. Road DCA $909 509 Reflects Credit Applied to Permits
Subtotal - Capital Revenue $27,808,698
Capital - Cost $17,492,593 Cumulative Total of Capital Cost
------------
------------
Capital - Net Impact $10,316,105
Combined Net Impact $10,633,268 Current Total of Operatinq & Cumulative Total of Capital
The table shows that the Project is currently generating $317-thousand
annually in net operating impacts. From a capital perspective, the Project has
cumulatively generated a positive net capital impact of $10.3-million to the
County. The sum of current year net operating impact and cumulative net
capital impact yields a total net impact of $1 O.6-million.
Table E2 on the next page shows summary results of Project's fiscal impact
to the District School Board of Collier County ("DSBCC").
Ave Maria Stewardship District Fiscal Monitoring Report
'. Page30f41
Agenda Item No. 16A25
December 14, 2010
Page 15 of 57
Table E2. Summary of Project Fiscal Impacts to School District
...------
Elementary School Students 10 DSBCC, Fall 2009
Middle School Students 1------.. 3 [)SBCC, Fall 2009
..-
Hioh School Students ._-- e-------- 10 DSBCC, Fall 2009
Total Students (FTE) 23
- . e--......----.--.. -
2009 Taxable Value $185,591,558 Taxable $ - School District Purposes
...
Ooeraiinn Imoacts . .- -----
---~ ---- Calcul~ted (based on millaoe set bv State)
Annual Ooeratino Ad Valorem Revenue $726,962
Estimated Annual Ooeratina Costs $726 962 Assumed to be Neutral to Revenue
Estimated Net Operating Impact "--'--~--~ - $0
-
--------... I __~m
Annual Caoital Revenues
Ad Valorem - Capitallmorovement $245,352 Calculated
State Sources - Caoital Proiects .-...- $1,623 Calculated
Local Sales Tax-School Caoital ........... $0" Calculated
Total Annual Capital Revenues $246,975
---.._.~ ...- ------- --
Cumulative Canital Revenues
- ~-_.-
Imoact Fee Caoital Revenue $2,619,737 Imoact Fee Deol.
__..m__________ .._-------. .-.-....-
Total Amount of School Impact Credits $2,745,000 Imoact Fee Depl.
Impact Fee Credits Applied to Permits ~147 029 Imoact Fee Deol.
Remalnino Balance - Impact Fee Credits $2,597,971
Imoact Fee Caoital Revenue $2,619,737 Imoact Fee Depl.
Impact Fee Credits Applied to Permits $147,029 Impact Fee Deol.
Remalnino Balance - Imoact Fee Credits $2 597 971 Imoact Fee Deol.
Total Cumulative Capital Revenue $5,364,737
Cumulative Canital Exoenditures
-_.._.~---_. .n
Caoital Expenditures (cost of student stations)
Elementary School Student Stations - ..- ---- $631,668 Calculated from Impact Fee Studv
Middle School Student Stations $189,500 Calculated from Impact Fee Studv
Hloh School Student Stations $631 668 C_~lculated from Impact Fee Studv
Cost of Student Stations Required $1,452,836
Net Caoital R~~enue (E~p~~diture)--' -,..._-- - --------
__..___~~ 58,876 Calculated
The table shows that revenues generated by the Project more than cover the
costs associated with the Project's public school students. The Project
currently generates $727-thousand in annual operating revenues for the
DSBCC. The operating impact is assumed to be zero becal;lse the State sets
the millage rate to meet operating expenditures.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 4 of41
Agenda Item No. 16A25
December 14, 2010
Page 16 of 57
From a capital perspective, the Project currently generates $247-thousand
annually in capital revenues for the DSBCC in the form ad valorem taxes and
state sources. Cumulatively, the Project has generated $2.62-million in
impact fees not including $147-thousand in impact fee credits applied to
permits. The Project has $2.6-million in impact fee credits remaining to draw
upon against future permits.
The cumulative capital cost (student station cost) required to accommodate
public school students within the Project totals $1.5-million.
By combining the annual and cumulative capital revenues with the cost of
student stations required a net capital impact can be calculated. The Project
has generated a net capital impact to the DSBCC of $4.2-million.
Impacts to the Immokalee Fire Control District are shown on the next page.
(Rest of Page Left Intentionally Blank)
Ave Maria Stewardship District Fiscal Monitoring Report
Page 5 of 41
Agenda Item No. 16A25
Decernber 14. 2010
Page 17 of 57
Table E3 below shows summary results of the Project's impacts on the
Immokalee Fire Control District.
Table E3. Summary of Project Fiscal Impacts to Immokalee Fire Control
District
Oneratinn Revenues
-
Ad Valorem $548,268 3.0 Mills times Taxable Value
Insnection Fees $3,537 Per Canita Amount times AMSD FTE
Interest Income $1,946 Per Capita Amount times AMSD FTE
Other Misc. Revenue ------. $53 Per Capita Amount times AMSD FTE
-~...- ""
Public Safetv Grant "-" ---. ~ Per Capita Amount times AMSD FTE
Total Revenues $553,892
Qneratino Exnenditures
Personnel '-'----"--- __...187,986 Per Capita Amount times AMSD FTE
Contracted Services ----....-.-- .'-0' $3,957 Per Capita Amount times AMSD FTE
Ooeratina $3,859 Per Caoita Amount times AMSD FTE
Maintenance $3,382 Per Capita Amount times AMSD FTE
leoal Advertising ---- -. $106 _f',er Capita Amount times AMSD FTE
Supplies $4,128 Per Capita Amount times AMSD FTE
Public Safetv Grant $141 Per Caoita Amount times AMSD FTE
: Contingency u $4,818 Perc;apita Amount times AMSD FTE
Other Uses $7 322 Per Caoita Amount times AMSD FTE
Total Expenditures $115,699
Net Qoeratino Imoact $438,194 Calculated
Canital Revenues
Cumulative Impact Fees Paid $1,248,558.83_ Imoact Fee Deol.
.
. Canital Exnenditures
'1:1----
Capital Cost - -..- 1 248 558.83 Imoact Fees cover full caoital cost
-. -- --
Net Canitallmoact $0.00
.. -'---
Net Fiscal Imoact ---------", $438,194 Cumulative total of caoital, annual total of ooeratino
The table shows that the Project is currently generating an operational impact
of $438-thousand annually. The Project has paid $1.25-million cumulatively
in impact fees so far to the IFCD. The Project's capital impact is neutral as
impact fees entirely cover associated capital cost. Therefore, the Project
currently generates a $438-thousand surplus for the IFCD annually.
These results show that the Project pays for itself in total.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 6 of41
Agenda Item No. 16A25
December 14,2010
Page 18 of 57
1.0 Introduction
1 .1 Background
The Town of Ave Maria ("Project") is a master planned, mixed use town
currently under development between Naples and Immokalee in the Rural
Lands Stewardship Area ("RLSA") of Collier County ("County"), Florida. The
Project is being developed as a Stewardship Receiving Area ("SRA") by Ave
Maria Development ("Developer") and encompasses 1 0,805 acres in the
RLSA, of which 4,995 acres are being developed as a town anchored by Ave
Maria University.
At completion, the Project is estimated to contain 11,000 residential units
including 6,876 single family and 4,124 multi family units. An assisted living
facility is forecasted to contain 450 units.
The commercial aspects of the Project will encompass 1,200,000 square feet
including 690,000 square feet of retail space and 510,000 square feet of
office space. Specialty commercial uses include 3 hotels totaling 400 rooms,
148,500 square feet of civic space, 35,000 square feet of medical space and
an Oratory encompassing 75,000 square feet. .
Public uses already in the Project include the 955-acre Ave Maria University
("AMU"), which is the community focal point and is located just west of the
town center. When fully operational, AMU will be home to 6,000 students and
contain academic and administration buildings, student and administration
housing, recreation, sports and support facilities.
1.2 Assignment
Section 4.08.07 L of the Collier County Land Development Code ("LDC")
requires that SRAs within the RLSA be subject to periodic fiscal monitoring to
assure neutrality to the County and other units of local government. An
excerpt of the requirement is shown below; please refer to the appendix for
full text.
"Monitoring Requirement. To assure fiscal neutrality, the developer of the SRA
shall submit to Collier County a fiscal impact analysis report ("Report'J every five
(5) years until the SRA is ninety (90) percent built out.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 7 of41
Agenda Item No. 16A25
December 14, 2010
Page 19 of 57
According to the Southwest Florida Regional Planning Council the Town of
Ave Maria received its development order on 6-14-05.
Fishkind & Associates, Inc., ("Consultant") has been contracted by the
Developer to conduct a fiscal impact analysis to satisfy its 5-year monitoring
requirement. The three units of local government analyzed are: Collier
County, District School Board of Collier County, and the Immokalee Fire
Control District.
2.0 Analysis Process
This analysis estimates the impact of the Project to the County and local
governments' fiscal balance. The Collier County LDC stipulates the analysis
be conducted using one of two approaches.
a. Collier County Fiscal Impact Model. The fiscal impact model officially
adopted and maintained by Collier County.
b. Alternative Fiscal Impact Model. If Collier County has not adopted a fiscal
impact model as indicated above, the applicant may develop an
alternative fiscal impact model using a methodology approved by Collier
County.
For this analysis the Collier County Fiscal Impact Analysis Model ("FIAM") as
adopted by the BOCC is utilized.
FlAM was developed by the Consultant under contract with the Florida
Department of Community Affairs ("DCA"). FlAM is designed to serve as the
prototype fiscal and economic assessment tool for local governments in
Florida. On October 26, 2007 the BOCC voted to adopt the FlAM and
authorized Staff to utilize FlAM as a supplemental planning tool to meet the
requirements of the LDC. The Consultant used Version 7.5 for this analysis.
FlAM provides estimates of the costs and revenues to local governments
associated with their land use decisions. FlAM examines both the long range
and near term impacts and it provides estimates for the effects of land use
decisions on both the operating budget and the capital budget of the local
government. FlAM is suitable for conducting analysis of individual projects,
development corridors, and entire comprehensive plans. FlAM has been used
for fiscal impact analysis in thirty-six Florida communities.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 8 of41
Agenda Item No. 16A25
December 14, 2010
Page 20 of 57
Fiscal Impact Analysis Model Calibration
The FlAM model used in the development scenario has been calibrated
based on the latest adopted budget and demographics for the County. The
Consultant gathered accurate and current information regarding the
demographics, budget and per capita rates of the County's capital and
operational revenues and costs. In this way, FlAM is properly calibrated to
reflect the specific environment of the County with its unique budget and
characteristics. Furthermore, FlAM also includes budgetary history for the
County. This provides the base for FlAM to project inflation rates over the
long term.
Modified Per Capita Method
Local governments receive revenues from the land, development and the
activities of their populations of residents, workers and visitors. The major
portion of these revenues is in the form of taxes (Property Tax, Sales Tax,
Gas Taxes, Utility Taxes, Resort Tax, etc.) and fees, assessments and
charges for service (permits, impact fees, waste collection and lighting
assessments, etc.).
Local governments also render services to all residents, to all who are
working in the County, and to all visitors to the County. Therefore, on the cost
side of the equation, counties incur costs to provide services to residents,
those employed in the County, and to visitors. At some point during a 24-
hour period, a resident may become a person employed in the County, and
then later in the day may be a resident again. To such an individual, the
County has rendered services for a full 24 hours. Other residents may leave
the County to work in another County. In this case, the County only provides
services to that person when they are physically in the town. For those
workers that do not live in the County, services are only provided to those
workers when they are in the County. Finally, visitors receive service during
the whole time period of their visit, but obviously not when they leave.
To properly measure the services provided to each of these groups, a
weighting procedure is needed that reflects the duration of time each group is
resident in the County. This calculation provides us with the full-time
equivalent (FTE) population, employees and visitors. For both residents and
workers, a working period assumption of 2,000 hours per year is applied. In
this way, the fiscal impact of the FTE residents, employees and visitors can
be properly identified.
A variety of methods exist for quantifying the revenue and cost impacts
flowing from a development opportunity such as the one presented here. The
approach used in this FlAM is the modified per capita approach. When
possible, the revenues and expenditures that can be identified from the
Ave Maria Stewardship District Fiscal Monitoring Report
Page 9 of 41
Agenda Item No. 16A25
December 14. 2010
Page 21 of 57
subject population(s) are directly estimated or calculated. F.or this project, ad
valorem and impact fee revenues were calculated using current millages and
fees. The remaining cost and revenue categories were estimated based on
modified per capita estimates.
The modified per capita approach involves the calculation of revenues using
the latest published budgets for the appropriate population basis (i.e. per
person, per employee, per tourist, per student). F.rom an economic
perspective, this is equivalent to assuming that average revenue generation
applies to the particular situation being evaluated. This is a reasonable
assumption in most cases for two reasons. First, local governments must run
balanced budgets, so that current costs and current revenues balance and
are appropriate for current circumstances. Second, using long run averages
also means that any excess capital is maintained in the various systems and
not allocated to the project. Furthermore, there is nothing peculiar about the
location or the type of this particular project that indicates that per capita
parameters estimated from the latest budgets would not be reflective of actual
costs and revenues.
The numerator for each cost or revenue item is the cost or revenue shown in
the County's budget. The denominator depends upon the type of cost or
revenue. Each category of cost and revenue was examined to determine the
impact of employment (businesses). Then each category was divided by FTE
employment to yield the average per capita revenues and expenditures for all
budget categories. The arithmetic is shown below.
Revenue
=
Per Capita
FTE Employees
Fiscal Impact Calculations
The annual budget, with projected revenues by source and expenditures
detail by function for the County, was used to generate the FlAM results.
Property taxes were calculated using the increase in taxable property value
applied to the appropriate millage rates. Most of the other budget revenues
and expenditures were calculated using the per capita methodology. The per
capita numbers used are the full-time equivalent employees calculated using
The University of Florida data and Fishkind estimates of employment. The
revenues and expenditures are calculated by multiplying the FTE employees
by the per capita revenue and expenditure amounts from the budget. The
County averages were used to maintain a conservative methodology.
The per capita calculations for the County's budget were calculated using
revenues and expenditures from the budget's General and Special Revenue
Funds. The revenues and expenditures from these funds were divided by the
Ave Maria Stewardship District Fiscal Monitoring Report
Page 10 of 41
Agenda Item No. 16A25
December 14,2010
Page 22 of 57
County FTE Population plus the County time. Any voted taxes are assumed
to be reaffirmed once their current FTE employment to provide the per capita
amount. Human Services and Parks and Recreation typically have only the
population as the denominator. These Budget per capita amounts are then
multiplied by the number of new FTE employees in order to generate
projected revenues and expenditures.
Certain non-revenues and non-expenditure items are not included as they are
not applicable to the incremental change in population.
3.0 Model Inputs
The first step in the analysis is to gather all relevant data for the Project as
reasonably close to 6-14-10 as possible, the effective date of the analysis.
These data form the basis for estimating the Project's impacts and include but
are not limited to: development volumes, taxable values, university
enrollment, transportation impact data, impact fee payments, developer
contribution agreements, etc. The sections below outline the data collected.
(Rest of Page Left Intentionally Blank)
Ave Maria Stewardship District Fiscal Monitoring Report
Page 11 of41
Agenda Item No. 16A25
December 14. 2010
Page 23 of 57
3.1 Development Volumes
Table 3.1.1 below shows development volumes and other Project attributes
as of the effective date.
Table 3.1.1 Development Volume
Residential: Units Volume
Single Family Dwelling Units 231
Multifamily Dwelling Units 143
Commercial:
Retail
Bank Salt 5,525
Restaurant Salt 5,446
Grocery Salt 28,804
Gen Retail Sqlt 73,130
Subtotal 112,905
Office
General Salt 49,090
Medical Salt 13505
Subtotal 62,595
Institutional:
AMU Students 650
AMU Faculty 88
K-12 Private School Students 194
K-12 Private School F acultv 13
Church Salt 68,740
Day Care Center Students 27
Day Care Center Faculty 6
Park/Recreation:
North Park Ac. 40.55
Water Park & Tennis Center Ac. 17.80
Aquatic Facilitv Salt 6,300
South Park Ac. 2007
Amnhitheatre Salt 2,800
Golf Course Holes 18
Source: Developer Information
Note: Ave Maria University impacts based on students rather than dormitory units.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 12 of 41
Agenda Item No. 16A25
December 14, 2010
Page 24 of 57
Information in this table is utilized to estimate the volume of Full Time
Equivalent ("FTE") population, employment, visitors, and students for the
Project. FTE is discussed in Section 2.0 above and forms the basis to
allocate County-wide per capita revenues and costs to the Project.
3.2 Taxable Values
Table 3.2.1 below shows the taxable value of the Project based on the 2009
tax rolls. This information is from county tax records and is utilized to
estimate ad valorem revenue (property taxes) the Project has generated for
the County.
Table 3.2.1 Taxable Value
Taxable Value
2009
$182,755,998
Source: Tax Rolls
3.3 Impact Fee Payments
Table 3.3.1 below shows the amount of impact fees paid to the County by the
Project as of 5-13-10. This information also forms the basis for estimating
capital costs attributable to the Project.
Table 3.3.1 Impact Fee Revenue to County
Source: Collier County Impact Fee Dept.
Note: This table excludes School impact fees and Fire impact fees paid, which are addressed
separately in this report.
Impact Fee Capital Revenue As of 5-13-10
Roads $9,497,991
Law Enforcement $161,076
EMS $119,489
Parks $1,389,170
Library $197,534
Public Buildings $709,986
Jails $387 452
Total Impact Fee Revenue $12,462,698
Ave Maria Stewardship District Fiscal Monitoring Report
Page 130f41
...-"-.--'...
Agenda Item No. 16A25
December 14, 2010
Page 25 of 57
3.4 Developer Contribution Agreement
The table below shows the dollar value of various items contained in the
Developer Contribution Agreement ("DCA") the Developer has entered into
with the County on April 26, 2005 and indicates to what extent the item has
been transferred to the County. Also shown is an indication of whether or not
the Project is scheduled to recover these upfront contributions over time In
the form of impact fee credits and if so, the amount of the contributiDn that
has been credited to development to date.
Table 3.4.1 Developer Contribution Agreement
Value Transferred to Impact Fee Credit Imoact Fee Credit
-
Form of Contribution Countv Available Taken to Dale
155 Ac. Of Right of Wav $7.8M In Full N n/a
Capacity for Stormwater Drainaae $1.5M Partial N n/a
..
Deslon & Permittino of Oil Well Rd. Impro~ements. $7.546M In Full Y $910k
Fill at Cost $11M No N n/a
Source: Developer Contribution Agreement; Developer Information
To date, the status of the commitments is as follows:
· The Developer has deeded through donation, without credit for road
impact fees, 155 acres of right of way with a value of $7,800,000;
· The Developer has made capacity available to provide sufficient
drainage for Oil Well Road and Camp Keais Road for the road
segments adjoining the ROW donations;
. The Developer has paid $7.546M for the design and permitting of Oil
Well Road improvements (in exchange for transportation Impact fee
credits). The County has applied $909,509 of these impact fee credits
to permits. The original amount of credits acknowledged in the
Developer Contribution Agreement was based on an estimated cost of
$6.0-million. Since then, additional credit eligible expenses have been
incurred by the Developer.
· The Developer has obtained permits and approvals necessary to start
digging the fill pit in accordance with the DCA agreement for the
developer to provide fill at cost.
This information is considered below in assessing the Project's fiscal impact.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 14 of 41
Agenda Item No. 16A25
December 14, 2010
Page 26 of 57
4.0 Fiscal Impact Calculation
Utilizing the information above, the Consultant is able to populate the Collier
County FlAM with current development information. The FlAM estimates the
fiscal impact of the Project on revenues and expenditures of the County.
Table 4.0.1 below presents the results of the fiscal impacts calculated by the
FlAM. Please refer to the appendix tables for fiscal impact details.
a e Isca mpacts 0 t e rolec on t e ountv
FiscallmDact DescriDtion
Operatintl - Revenue $1,346,113 Reflects Current Year Totals
Operating - Cost $1,028,950 Reflects Current Year Totals
------------
------------
Operating - Net Impact $317,163
Capital - Revenue
Impact Fees $12,462,698 Cumulative Total of Impact Fees Paid
ROW Contribution $7,800,000 No Credit to be Taken
Desiqn/Permlttinq $6,636,491 Reflects Unused Balance
Credit Applied - Road DCA $909 509 Reflects Credit Applied to Permits
Subtotal - Capital Revenue $27,808,698
Capital - Cost $17,492,593 Cumulative Total of Capital Cost
------------
------------
Capital. Net Impact $10,316,105
Combined Net Impact $10,633,268 Current Total of Operatlnq & Cumulative Total of Capital
T bl 4 0 1 F'
II
f h P . t
h C
Source: Fishkind & Associates, Inc.
The table shows that the Project is currently generating $317-thousand
annually in net operating impacts. From a capital perspective, the Project has
cumulatively generated a positive net capital impact of $10.3-million to the
County. The sum of current year net operating impact and cumulative net
capital impact yields a total net impact of $10.6-million.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 15 of 41
Agenda Item No. 16A25
December 14, 2010
Page 27 of 57
4.1 Operating Impacts
Operating revenues consist of such items as ad valorem tax revenue,
occupational licenses, building permits, utility taxes, state revenue proceeds,
charges for County services, etc. As described in Section 2.0, some of these
revenues are estimated directly while others are calculated by applying the
County-wide modified per capita amount to the Project's base of functional
residents, employees, students, and visitors.
Operating expenses are the County's costs for such items and services as
financial and administrative expenses, emergency and disaster relief,
legislative and executive expenses, and protective inspections. These
expenses are also calculated on a modified per capita basis.
By subtracting operating expenses from operating revenue, a net operating
impact can be calculated. The current annual net operating impact for the
Project is $317-thousand.
4.2 Capital Impacts
Capital revenues consist of the sum of impact fee payments and developer
contributions made on behalf of the Project. Estimating the amount of capital
revenues the Project has generated to date is fairly straightforward and is
drawn from information in Sections 3.3 and 3.4 above.
Capital expenditures are generated by how the land use impacts the County's
existing capital structure. Capital expenses include the capital costs related
to roads, EMS, law enforcement, etc. For example, a capital cost for roads
would be the purchase of land or any new construction or improvements
made to existing roads in order to serve the Project. Capital costs are taken
directly from the impact fee study for each respective capital facility and land
use unit.
Ideally, an impact fee paid by a land use unit would exactly offset that unit's
proportionate capital impact. That is, the fee would be set to 100% of
associated capital cost. However, this is not always the case. To avoid
overcharging new development beyond its fair share, a review of each capital
facility's financing structure is conducted during the impact fee study. The
purpose of the review is to identify any credits that can be given because
other revenues generated by new development will be used to fund capital
expansion. In many cases these other revenues are present and as a result,
impact fees reflect only a share of associated cost. For example, the
following table is taken from the Collier County Government Buildings Impact
Fee Study (5-10-06).
Ave Maria Stewardship District Fiscal Monitoring Report
Page 16 of 41
Agenda Item No 16A25
December 14, 2010
Page 28 of 57
Table 4.2.1 Excerpt from Collier Govt. Impact Fee Study
Table 14
Net Impact Cost
Re\'fllUe
Imnnct Cost I Credit Elemrnt Imnnct Cost Credit
II/I/Jacr COIl
C<lpiWI Coc:,t per FUI1criollnl Resident!!) >490.<6 .
Impf1C't CrNlit
('(Ipitrd 11111_'1\1yemeut Credi() 1536.93 )
Debt SelYice Credil13} fS21.117)
Tornl Re\-enue Crec1it:~} (S5S.~O )
~Yt't Impact Cost
:--Jet bllJXlet Co"t pel' FUllCtiollill Re"identO) S-l31.66
The table shows that the gross government building 'impact cost per
functional resident is $490.56 while the actual fee charged is $431.66 per
functional resident. The difference is due to a credit for revenues other than
impact fees the resident will contribute toward government building
expansion. This table tells us that government building impact fees cover
88% of total impact cost.
Using this relationship, we are able to establish that if Ave Maria has paid
$709,986.33 thus far in government building impact fees 1, then associated
capital costs attributable to the Project are: $806,802.65 = ((1/0.88) *
$709,986.33).
Please note the example above applies only to government buildings. Each
capital facility's ratio of net capital cost-to-gross capital cost differs.
The approach above can be used to estimate costs for all County capital
facilities except for roads. While impact fees are typically due in full at building
permit issuance, transportation impact fees may be paid to the County over a
period of time. In order to estimate transportation capital costs attributable to
the Project, the Fiscal Impact Analysis Model ("FIAM") model multiplies the
number of trips by the average trip length and the percent new trips to obtain
the capacity used. This is then multiplied by the cost per unit of capacity tD
generate the cost allocated for each land use. The FlAM methodology states
that the basic trip rate and length data by land use are available from the
Institute of Transportation Engineers ("ITE") and that for jurisdictions with a
road impact fee, more localized versions of this data can be found in the
transportation impact fee study.
1 Shown in Section 3.3 above
Ave Maria Stewardship District Fiscal Monitoring Report
Page 17 of 41
Agenda Item No. 16A25
December 14, 2010
Page 29 of 57
For this analysis, the Consultant utilized information from the Collier County
Transportation Impact Fee Update Study prepared in February 2009. The
Impact Fee Study utilizes trip characteristic variables from two sources: (1)
similar studies previously conducted throughout Florida and in Collier County
(Florida Studies Database), and (2) the Institute of Transportation Engineers'
("ITE") Trip Generation reference report (7th and 8th editions). In all
instances where trip generation rate data was available from both the ITE
reference report and the Florida Studies database, the Impact Fee Study
used a blend calculation to increase sample size and provide a more valid
estimate of the average number of trips generated per unit of developmene.
The Project's commercial and support services are designed to satisfy the
majority of the daily needs of the residents on site, thus minimizing the need
to travel on external roadways. This coupled with a large majority of the Ave
Maria University student population living within the Town rneans a
substantial amount of internalization of trips takes place on a daily basis. The
2010 Biennial Transportation Monitoring Report prepared for the Project
estimates that 83% of generated trips are captured internally. Because this is
the first 5-year analysis and localized data for other trip characteristic
variables is not available at this time, the Consultant has not included the
internal capture component.
While it is clear that the portion of the total trips that are satisfied within Ave
Maria are comparatively shorter than those from the ITE and Florida Studies
Database due to the Project's balanced mix of complementary land uses and
the close proxirnity of internal destinations, it is acknowledged that external
trip lengths are likely greater than those from the ITE and Florida Studies
Database due to the Project's geographic location. Because there is no
Project-specific trip length data available at this time and the internal/external
component is not included in the analysis, the Consultant has not attempted
to adjust the trip length component.
The Consultant's calculations for the Project utilize a cost per lane mile of
$6,255,570 per the Irnpact Fee Study. This figure is reflective of right-of-way
acquisition costs for more urbanized areas of the County. It is likely
acquisition costs for roadway capacity required by the Project are lower due
to its rural location. In order to maintain a conservative analysis, the
Consultant has not adjusted the cost per lane mile for new roadway capacity
to reflect the Project's rural area.
Table 4.2.2 on the next page shows the calculations.
2 Collier County Transportation Impact Fee Update Study - February 2009. Pg. A-1
Ave Maria Stewardship District Fiscal Monitoring Report
Page 18 of 41
(Rest of Page Left Intentionally Blank)
Agenda Item No. 16A25
December 14, 2010
Page 30 of 57
Ave Maria Stewardship District Fiscal Monitoring Report
Page 19 of 41
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Agenda Item No. 16A25
December 14, 2010
Page 32 of 57
Table 4.2.2 Notes:
. The source for trip characteristic variables is the Collier County Transportation Impact Fee Update
Study - February 2009 (Appendix F). In all Instances where trip generation rate data was available
from both the ITE reference report and the Florida Studies database, the Impact Fee Study used a
blend calculation.
. land Use Codes (LUCs) reflect land use categories from the Collier County Transportation Impact Fee
Schedule. See Appendix F of the Impact Fee Study for further information.
. The Amphitheatre and Aquatic Facility were assessed impact fees by the County using the <50k square
feet retail rates. As such, the capital cost calculation uses trip characteristics for retail <50k square feet.
. The Restaurant land use calculation assumes a rate of 160 seats per 5,000 square feet of building area.
. The K-12 Private School was assessed impact fees by the County using Middle School (Private) trip
characteristic rates. As such, the capital cost calculation uses trip characteristics for the Middle School
(Private) land use.
The table shows that by utilizing cost data from the Impact Fee Study, $14-
million in road capital costs can be attributed to current development within
the Project.
Now that all capital revenues and costs have been accounted for, a net
capital impact can be calculated. A net capital impact is created the same
way a net operating impact was calculated. By subtracting capital expenses
from capital revenues, the cumulative total net capital impact is a positive
$10.3-million.
4.3 Net Impact of the Project to Collier County
The Project is currently generating $317-thousand annually in net operating
impacts. From a capital perspective, the Project has cumulatively generated
a positive net capital impact of $1 O.3-million to the County including all non-
impact fee credited capital contributions made by the Developer through its
DCA with the County. The sum of current year net operating impact and
cumulative net capital impact yields a total net impact of $10.6-million.
This is indicative of a Project that is creating a net positive fiscal impact on
Collier County.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 21 of 41
Agenda Item No. 16A25
December 14,2010
Page 33 of 57
5.0 School Impacts of the Project
The section identifies the fiscal impact of the Project on the District School
Board of Collier County ("DSBCC").
5.1 Student Population
The population of public school students by level for AMSD is taken directly
from DSBCC records and reflects fall '09 enrollment. This is shown in Table
5.1.1 below.
Table 5.1.1 Student Population - AMSD
COLLIER COUNTY PUBLIC SCHOOLS
Grade Report
Ave n!i:JlliJ fOWlI F'ulJ/le .:;cI,Qol Students
GRADE TOTAL
o
2
.1
oj
t3
8
9
2
10
s
"
2
12
13
5
GRAND TOTAL
23
Source: District School Board of Collier County
Note: Grade 13 reflects Pre-Kindergarten
The table shows there are 23 public school students within AMSD as of the
Fall '09 semester.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 22 of41
Agenda Item No. 16A25
December 14. 2010
Page 34 of 57
5.2 School District Fiscal Impacts
Local school operating revenues are calculated by multiplying the total
taxable value of the development being analyzed by DSBCC General Fund
Millage Rate.
The Florida Board of Education ("FBOE") sets the operational millage rate for
each school district in the State. With a State mandated, balanced budget
requirement, the school district budget must not exceed projected
revenues. For this reason, the FlAM model does not attempt to calculate
operational expenditures for the school district as it is assumed to be equal to
the amount generated from the FBOE millage rate.
Capital revenues generated by the Project for DSBCC include both State and
local sources. Local revenue sources include ad valorem taxes, impact fees,
and developer contributions/donations. The ad valorem revenues are
calculated by multiplying the taxable value times the millage rate. The State
provided revenues (pECO and CO & DS)3 are calculated using the per
student rate calculated from the current budget and multiplying by the public
school population.
Impact fee revenues reflect those paid to date and are taken from the Collier
County Impact Fee Office.
As part of an agreement, the Developer has transferred 46 acres of land to
the Collier County School District in exchange for $2.745-million in impact fee
credits. The Developer has applied $147,029.35 of these impact fee credits
to permits leaving a fiscal balance of $2.6-million with the DSBCC for the
Project to draw upon for future development.
Capital expenditures are calculated by multiplying the number of elementary,
middle and high school students by the local student station cost taken from
the School Impact Fee Study. The student station cost includes the per-
student cost of the school building, land, equipment, books and buses.
Where applicable, these costs are indexed to reflect the most recent
information available.
The net capital impact is the difference between the annual revenues plus the
onetime revenues minus the cost of the student stations. \
Table 5.2.1 below shows the basic assumptions utilized in the School
analysis.
3 PECO = Public Education Capital Outlay, CO & DS = Capital Outlay and Debt Service
Ave Marla Stewardship District Fiscal Monitoring Report
Page 23 of 41
Agenda Item No. 16A25
December 14, 2010
Page 35 of 57
Table 5.2.1 - School District Inputs FY 2009
RLE Millaqe 2.991 Mills
-.-----
Discretionary Millaqe 0.676 Mills
Statutory Voted Referendum Millaqe 0.25 Mills
f---.. .----,-....----- --~---- 1-----
School Board Capital Millage ...-..- 1.322 Mills
School Board Debt Millage 0.000 Mills
-
--- ~'-'-
Total
PECO and CO & DS $3,013,959 2009 AUIR
-
FTE Enrollment Districtwide 2009-2010 42,714 FL DOE
--..--.-------,- ----- f----
'_.E'er Student .._- ___po 56 Calculated
AMSD Students
Elementary School 10 DSBCC
Middle School 3 DSBCC
_High School 10 DSBCC
.--'-----,'.---
Total 23
'Total Cost/Student Station ...---..-- ---
Elementary --
$63,167 Imnact Fee Study
Middle $63,167 Impact Fee Study
High I $63,167 Impact Fee Study
~~----~ - __ ___...1
'Refiects student station cost of $54,067 from 5-2-06 study indexed to 2009 level.
Table 5.2.2 below shows the fiscal impact calculation for the School District.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 24 of 41
a e - C 00 IS rrc Isca mpac
Elementary School Students 10 DSBCC, Fall 2009
Middle School Students 3 DSBCC, Fall 2009
Hiah School Students 10 DSBCC, Fall 2009
Total Students (FTE) 23
2009 Taxable Value $185,591,558 Taxable $ - School District Purposes
Operatina Impacts
Annual Operating Ad Valorem Revenue $726,962 Calculated (based on millaoe set by State)
Estimated Annual Ooeratino Costs $726 962 Assumed to be Neutral to Revenue
Estimated Net Operatlno Imoact $0
Annual Capital Revenues
Ad Valorem - Capital Improvement $245,352 Calculated
State Sources - Capital Proiects $1,623 Calculated
local Sales Tax-School Capital $0 Calculated
Totat Annual Capital Revenues $246,975
Cumulative Caoital Revenues
Impact Fee Capital Revenue $2,619,737 Impact Fee Depl.
Total Amount of School Impact Credits $2,745,000 Impact Fee Depl.
Impact Fee Credits Applied to Permits ~147 029 Imoact Fee Depl.
Remaining Balance - Imoact Fee Credits $2,597,971
Impact Fee Capital Revenue $2,619,737 Impact Fee Depl.
Impact Fee Credits Applied to Permits $147,029 Impact Fee Depl.
Remainina Balance - Impact Fee Credits ~2 597971 Impact Fee Depl.
Total Cumulative Caoital Revenue $5,364,737
Cumulative Caoital Exnendltures
Capital Expenditures (cost of student stations)
Elementary School Student Stations $631,668 Calculated from Impact Fee Studv
Middle School Student Stations $189,500 Calculated from Impact Fee Studv
High School Student Stations $631 668 Calculated from Imoact Fee Studv
Cost of Student Stations Required $1,452,836
Net Capital Revenue (Expenditure) $4,158,876 Calculated
Agenda Item No. 16A25
December 14, 2010
Page 36 of 57
T bl 5 2 2 S hiD" t . t F'
II
t
Note: Operating Impact likely $0 because the State sets the millage to meet operating expenses.
The table shows that revenues generated by the Project more than cover the
costs associated with AMSD public school students. The Project currently
generates $727-thousand in annual operating revenues for the DSBCC. The
operating impact is assumed to be zero because the State sets millage rates
to meet operating expenditures.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 25 of 41
Agenda Item No. 16A25
December 14, 2010
Page 37 of 57
From a capital perspective, the Project currently generates $247-thousand
annually in capital revenues for the DSBCC in the form ad valorem taxes and
state sources. Cumulatively, the Project has generated $2.62-million in
impact fees not including $147 -thousand in impact fee credits applied to
permits. The Project has a $2.6-million impact fee credit balance remaining
to draw upon against future permits.
The cumulative capital cost (student stations) required to serve public school
students within the Project totals $1.5-million.
By combining the annual and cumulative capital revenues with the cost of
student stations required a net capital impact can be calculated. The Project
has generated a net capital impact to the DSBCC of $4.2-million.
Although the methodology above provides a clear ifjdication that the
Development covers the capital costs of the school district, it does not
calculate the School District's actual cash flow. The School District will have
to use existing capacity, build additional schools or additional classrooms in
existing schools. They do not have the ability to construct individual student
stations as required by new development.
(Rest of Page Left Intentionally Blank)
Ave Maria Stewardship District Fiscal Monitoring Report
Page 26 of 41
Agenda Item No. 16A25
December 14, 2010
Page 38 of 57
6.0 Impacts to the Immokalee Fire Control District
The Project is served by the Immokalee Fire Control District ("IFCD"), an
independent taxing authority. This section identifies the fiscal impact of the
Project on the IFCD. A map of the IFCD boundary is shown below.
t,
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Ave Maria Stewardship District Fiscal Monitoring Report
Page 27 of 41
Agenda Item No. 16A25
December 14. 2010
Page 39 of 57
Fire District operating revenues generated by the Project include ad valorem
taxes, inspection fees, and grants. Ad valorem revenues are estimated
directly while the other revenues are estimated on a modified per capita basis
in accordance with FlAM methodology. Operating expenditures attributable
to the Project relate to providing day-to-day fire protection and are calculated
on a modified per capita basis.
Capital revenues generated by the Project are in the form of impact fees and
reflect what has been paid to the County as of 5-13-10. Capital costs
attributable to the Project relate to expansion of facilities or purchases of new
equipment by IFCD to maintain their level of service. Capital costs are taken
from the impact fee study that supports the IFCD's impact fee levels.
(Rest of Page Left Intentionally Blank)
Ave Maria Stewardship District Fiscal Monitoring Report
Page 28 of 41
Agenda Item No. 16A25
December 14, 2010
Page 40 of 57
6.1 Immokalee Fire Control District Operating Impacts
The first step in estimating the Project's operating impact is to allocate
operating revenues and costs from IFCD's budget across the functional base
of residents, emplDyees, and visitors within the district boundaries. This has
the effect of determining the per capita cost of providing service and the per
capita revenue generation for the IFCD.
To do this, the amount of full time equivalent ("FTE") residents, employees,
and visitors within the IFCD's boundary needs to be estimated. This is shown
in the table below (please refer to Section 2.0 above for detailed discussion
about the use of FTE).
Table 6.1.1 Full Time Equivalent Calculation -Immokalee Fire District
2009 - Immokalee Fire District Raw Eouivalent Full-Time
Totals Factor Eouivalent Notes
Emolovees
Total Employment 6,354 0.2381 1,513 I-Site
Population
Perm. HH Population 25,339 Planninq Depl.
Labor Force % works in and lives in District 88.00% 2000 Census, Collier Countv
Pop-Workinq Residents 5,592 0.7619 4,260 Calculated
Pop-Non Workinq Residents 19747 1.0000 19747 Calculated
Subtotal 25,339 24,008
'Seasonal Rate 20%
Pop - Seasonal 5,068 0.3077 1,559 See Note
Visitors
Averaqe Occupancv 60.83% Collier VCB
Averaqe Persons per Room 2.5 Collier VCB
Total Number of Rooms 67 . Collier VCB
FTE Tourists 102 102 Calculated
Imm. Fire District Functional Pop, Emp, Visitors 27,182 Calculated
*Reflects 20% Increase over permanent population figure per Planning Dept.
The table shows that there are 27,182 full time equivalent ("FTE") residents,
employees, and visitors within the IFCD's boundaries. This number serves as
the divisor for the per capita revenue and cost calculations.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 29 of 41
Agenda Item No. 16A25
December 14. 2010
Page 41 of 57
The next step is to develop per capita revenue and cost estimates by
allocating the IFCD's budget across the FTE amount above. Table 6.1.2
below shows the IFCD's FY 2008-2009 budget by account code. Only items
that are affected by population change and development of the Project are
included. In addition, capital items have been removed as these are
accounted for separately in the analysis (please refer to the appendix for the
full budget). These items are divided by the total FTE residents, employees,
and visitors calculated above to arrive at a per capita amount.
Table 6.1.2 Per Capita Calculation - Immokalee Fire District
----------...._---- +.-"2009' -
Acct HE" IFCD Per Capita
"---
Revenues
1031.1 Ad Valorem Calculated 27.182 n/a
1032 Inspection Fees -- $100,000.00 27,182 $3.68
---.1.036.11 Interest Income $55,00000 . 27,182 $2.02
1036.9 Other Misc. Revenue $1,500.00 27.182 $0.06
1033.12 Public Safety Grant $2,500.00 27,182 $0.09
--.-
Expenditures
1200-2600.01 Personnel 1 $2,487.304.21 27,182 $91.51
3100-2401 Contracted Services 1=$111 ,850.00 27,182 $4.11
4000-4500.01 Operatinq $109,086.50 27,182 $4.01
4601-4608 Maintenance I $95,600.00 27,182 $3.52
r----39OO _legal Advertising $3,90000 27.182 $0.11
5100-5400 Supplies $116,700.00 27,182 $4.29
8300 Public Safety Grant $4,000.00 27,182 $0.15
9900 Contingency ---- --,- $136.199.29 27,182 $5.01
9999.1-9999.3 Other Uses . _._L__E07:000.00 27,182 $7.62
Source: Immokalee Fire Control District
The per capita costs and revenues in the table above can then be multiplied
by the Project's FTE residents, employees, and visitors in order to estimate
impacts attributable to the Project (Project FTEs are developed from Section
3.1 above). Please note the Project's ad valorem generation is calculated
directly by multiplying the Project's taxable value by the IFCD's millage rate.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 30 of 41
Agenda Item No. 16A25
December 14, 2010
Page 42 of 57
In order to test the assumption that District-wide per capita revenues/costs
are applicable to the Project, the Consultant analyzed IFCD call rates. The
objective is to determine whether the Project imposes more, less, or the same
burden on the IFCD when compared to the rest of the District.
The table below shows calls for IFCD service within the Project and within the
District as a whole for 2009. To make an accurate comparison, these calls are
divided by the volume of FTEs for each area to calculate call rates.
Table 6.1.3 Call Rate Comparison
-
Immokalee Fire Town of
2009 Control District Ave Maria Notes
Calls for IFCD Service 3,248 86 IFCD
FTE Pop, Emp, & Visitors 2?,182 962 Calculated
Call per FTE POD, Emp, & Visitors 0.119 0.089 Calculated
The table shows that in 2009 there were 0.119 calls per FTE for the District
as a whole and 0.089 calls per FTE for the Project. This demonstrates that it
is reasonable to apply per capita impacts to the Project as the service rates
are very similar to the rest of the District.
(Rest of Page Left Intentionally Blank)
Ave Maria Stewardship District Fiscal Monitoring Report
Page 31 of 41
Agenda Item No. 16A25
December 14, 2010
Page 43 of 57
To determine the Project's operating impacts on the IFCD, the next step is to
multiply the IFCD's per capita revenues and costs by the amount of FTE
within the Project. This is shown in the table below.
Table 6.1.4 Project Operating Impacts - Immokalee Fire District
,-------
Acct Ooeratino Revenues -..-.-
..
1031.1 Ad Valorem $548,268 3.0 Mills times Taxable Value
1032 Inspection Fees $3,537 Per Capita Amount times AMSD FTE
1036.11 Interest Income $1,946 Per Capita Amount times AMSD FTE
1036.9 Other Misc. Revenue $53 Per Capita Amount times AMSD FTE
_.- ---.---
1033.12 Public Safety Grant. $88 Per Capita Amount times AMSD FTE
Total Revenues $553,S92
Oneratina Exoenditures
1200-2600.01 Personnel $87,986 Per Capita Amount times AMSD FTE
--
3100-2401 Contracted Services -- c.. $3,957 Per Capita Amount times AMSD FTE
'- ----
4000-4500.01 Operating $3,859 Per Capita Amount times AMSD FTE
4601-4608 Maintenance $3,382 Per Capita Amount times AMSD FTE
4900 leqal Advertising : $106 f'er Capita Amount times AMSD FTE
5100-5400 Supplies . T$4,128 Per Capita Amount times AMSD FTE
8300 Public Safety Grant $141 Per Capita Amount times AMSD FTE
9900 ContingenC}' i $4,818 Per Capita Amount times AMSD FTE
-----L----......______=__
9999.1-9999.3 Other Uses $7 322 Per Capita Amount times AMSD FTE
Total Exoenditures $115,699
I
Net Ooerating Impact I $438,194 Calculated
The table shows that from an operating standpoint, the Project is currently
generating an annual surplus of $438-thousand to the IFCD.
6.2 Immokalee Fire Control District Capital Impacts
This section provides an analysis of the Project's capital impacts to the IFCD.
The Project generates capital revenue for IFCD in the form of impact fees.
Since 2001, IFCD has utilized impact fees to fund expansion of fire services
to serve new growth. According to the Collier Impact Fee Department, the
Project has paid $1,248,558.83 in impact fees cumulatively to IFCD as of 5-
1 3-10.
The Project generates capital costs in the form of additional capacity that is
required by the IFCD to maintain appropriate levels of service. Because there
is a nexus between the impact fees paid and associated capital costs, a
review of the impact fee study was conducted. The review shows that all
capital expansion for the IFCD is funded with impact fees. That is, the IFCD
impact fees are designed to cover 100% of the capital cost attributable to new
Ave Maria Stewardship District Fiscal Monitoring Report
Page 32 of41
Agenda Item No. 16A25
December 14, 2010
Page 44 of 57
development.... "all capital expansion expenditures over the past five
years were funded with impact fees, and that all planned expansion
projects will be funded with impact fees" (Collier County 2005 Fire/Rescue
Services Impact Fee Update Study, pg. V-6). Therefore, the Project's capital
costs to the IFCD equal the impact fees paid. The Consultant has learned
that the IFCD has purchased a new fire truck with some of the fire district
impact fees that have been paid to date by the Developer.
6.3 Project Net Fiscal Impact to IFCD
By combining the Project's operating and capital impacts a net total impact
can be calculated. Table 6.3.1 below shows the Project's net fiscal impact to
the IFCD.
a e rOleet et Isea mpaet - mmo a ee Ire IS tri et
Acct Ooeratinn Revenues
1031.1 Ad Valorem $548,268 3.0 Mills times Taxable Value
1032 Inspection Fees $3,537 Per Caoita Amount times AMSD FTE
1036.11 Interest Income $1,946 Per Capita Amount times AMSD FTE
1036.9 Other Misc. Revenue $53 Per Capita Amount times AMSD FTE
1033.12 Public Safetv Grant ~8 Per CaDita Amount times AMSD FTE
Total Revenues $553,892
Operatinn Exnenditures
1200-2600.01 Personnel $87,986 Per Capita Amount times AMSD FTE
3100-2401 Contracted Services $3,957 Per CaDlta Amount times AMSD FTE
4000-4500.01 Operatino $3,859 Per CaDita Amount times AMSD FTE
4601-4608 Maintenance $3,382 Per Capita Amount times AMSD FTE
4900 Leaal Advertisina $106 Per Capita Amount times AMSD FTE
5100-5400 Supplies $4,128 Per Capita Amount times AMSD FTE
8300 Public Safetv Grant $141 Per Capita Amount times AMSD FTE
9900 Continaencv $4,818 Per Capita Amount times AMSD FTE
9999.1-9999.3 Other Uses $7322 Per Capita Amount times AMSD FTE
Total Expenditures $115,699
Net Operatina Imoact $438,194 Calculated
Capital Revenues
Cumulative Impact Fees Paid $1,248,558.83 Impact Fee Dept.
Caoital Exoenditures
Capital Cost $1 248558.83 Impact Fees cover full capital cost
Net Capitallmoacl $0.00
Net Fiscallmoact $438,194 Cumulative total of caoital, annual total of operatinq
T bl 6 3 1 P
N F"
II
kiF" O'
Ave Maria Stewardship District Fiscal Monitoring Report
Page 33 of 41
Agenda Item No. 16A25
December 14, 2010
Page 45 of 57
The table shows that the Project is currently generating an operational impact
of $438-thousand annually. The Project has paid $1.25-million cumulatively
in impact fees so far to the IFCD. The Project's capital impact is neutral as
impact fees entirely cover associated capital cost. Therefore, the Project
currently generates a $438-thousand surplus for the IFCD annually.
This shows that the Project more than pays for itself in total to the IFCD.
7.0 Other Facility Impacts
The following section provides a review of potable water, wastewater,
irrigation water, stormwater management, and solid waste functions for the
Project and how they relate to the analysis of fiscal neutrality.
Potable Water
Ave Maria Utility Company, LLLP, a private utility, has constructed and
operates/maintains a private potable water system. The system includes the
water supply, treatment, storage, and distribution system. The system is
private and therefore not included in the analysis since it does not affect the
County tax base.
Wastewater
Ave Maria Utility Company, LLLP, a private utility, has constructed and
operates/maintains a municipal quality advanced secondary wastewater
treatment plant to service the Project. Wastewater is treated to produce
irrigation quality reclaimed water for disposal. The water is stored in storage
ponds until required. The system is private and therefore not included in the
analysis since it does not affect the County tax base.
Irriqation Water
Irrigation water for the Project is non-potable and is generated by the Ave
Maria Utility Company, LLLP's treatment plant. Additional irrigation water is
acquired from the surface water located in stormwater management ponds
and groundwater wells. The irrigation system is owned and operated by the
Ave Maria Stewardship District. The irrigation system is fee-driven and does
not affect the County tax base.
Stormwater Manaqement
The stormwater management system for the Project is operated and
maintained by the Ave Maria Stewardship District. The system consists of a
network of lakes, detention areas, culverts, and water control structures. The
system is private and therefore not included in the analysis.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 34 of 41
Agenda Item No. 16A25
December 14, 2010
Page 46 of 57
Solid Waste
The Project's solid waste is collected by Collier County's contract hauler and
hauled to the Immokalee Transfer Station (formerly Immokalee Landfill)
where it is then transported to the Collier County Landfill. The Project's solid
waste generation does not warrant the construction of a transfer station
onsite.
Solid waste activities are run as self-supporting enterprise funds that collect
service charges as necessary to recoup all costs. Therefore, this function is
excluded from the analysis as it does not affect the County tax base.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 35 of 41
Agenda Item No. 16A25
December 14, 2010
Page 47 of 57
Appendix
Ave Maria Stewardship District Fiscal Monitoring Report
Page 36 of 41
Agenda Item No. 16A25
December 14, 2010
Page 48 of 57
Section 4.08.07 L. of the Collier Land Development Code
SRA Economic Assessment. An Economic Assessment meeting the
requirements of this Section shall be prepared and submitted as part of the
SRA Designation Application Package. At a minimum, the analysis shall
consider the following public facilities and services: transportation, potable
water, wastewater, irrigation water, stormwater management, solid waste,
parks, law enforcement, emergency medical services, fire, and
schools. Development phasing and funding mechanisms shall address
any adverse impacts to adopted minimum levels of service pursuant to the
Chapter 6 of the LDC.
1) Demonstration of Fiscal Neutrality. Each SRA must demonstrate that
its development, as a whole, will be fiscally neutral or positive to the
Collier County tax base, at the end of each phase, or every five (5)
years, whichever occurs first, and in the horizon year (build-out). This
demonstration will be made for each unit of government responsible for
the services listed below, using one of the following methodologies:
a. Collier County Fiscal Impact Model. The fiscal impact model
officially adopted and maintained by Collier County.
b. Alternative Fiscal Impact Model. If Collier County has not
adopted a fiscal impact model as indicated above,
the applicant may develop an alternative fiscal impact model
using a methodology approved by Collier County. The BCC may
grant exceptions to this policy of fiscal neutrality to
accommodate affordable or workforce housing.
2) Monitoring Requirement. To assure fiscal neutrality, the developer of
the SRA shall submit to Collier County a fiscal impact analysis report
("Report'J every five (5) years until the SRA is ninety (90) percent built
out. The Report will provide a fiscal impact analysis of the project in
accord with the methodology outlined above.
3) Imposition of Special Assessments. If the Report identifies a negative
fiscal impact of the project to a unit of local government referenced
above, the landowner will accede to a special assessment on his
property to offset such a shortfall or in the alternative make a lump sum
payment to the unit of local government equal to the present value of
the estimated shortfall for a period covering the previous phase (or five
year interval). The BCC may grant a waiver to
accommodate affordable housing.
Ave Maria Stewardship District Fiscal Monitoring Report
Page 37 of 41
Agenda Item No. 16A25
December 14,2010
Page 49 of 57
4) Special Districts Encouraged in SRAs. The use of
community development districts (COOs), Municipal Service Benefit
Units (MSBUs), Municipal Service Taxing Units (MSTUs), or other
special districts shall be encouraged in SRAs. When formed, the
special districts shall encompass all of the land designated for
development in the SRA. Subsequent to formation, the special district
will enter into an Interlocal agreement with the County to assure fiscal
neutrality. As outlined above, if the monitoring reveals a shortfall of net
revenue, the special district will impose the necessary remedial
assessment on lands in the SRA.
Ave Marla Stewardship District Fiscal Monitoring Report
Page 38 of 41
Agenda Item No. 16A25
December 14. 2010
Page 50 of 57
Immokalee Fire Control District Budget 2008-2009
2008/09
ACCT DESCRIP ALLOCATE
REVENUES
1031.1 Ad Valorem $2,305,848.00
Less 5% ($115,292.401
95% of Ad valorem $2,190,555.60
1033 Seminole Contract $29,000.00
1038.94 Pi It Farmworkers Villaqes $6,410.00
1032 . Inspection Fees $100,000.00
1036.4 Sale of Equipment $200.00
1036.11 Interest Income $55,000.00
1039.99 Cash Brouoht Forward $450,000.00
1039.991 Fund Balance Brought Forward $0.00
1039.992 Reserves Brouqht Forward $498,074.40
1036.2 Office Rent $0.00
1036.6 Donations $500.00
1036.9 Other Misc. Revenue $1,500.00
1033.12 Public Safetv Grant $2,500.00
TOTAL REVENUES $3,333,740.00
EXPENDITURES
Personnel
1200 Salaries FF & Admin $1,411,909.11
1200.01 Salaries Insoection $136.266.77
1201 EMT & F01 Incentive $25,000.00
1202 Overtime $40,000.00
2100 Social Security FF&Admin. $108,011.05
2100.01 Social Security Insoection $10,424.41
2200 Retirement FF & Admin. $295,371.39
2200.01 Retirement Inspection $28,507.00
2300 Group Insurance FF & Admin $293,10000
2301.00 Group Insurance Insoection $13,227.50
2301 Dental Reinbursement FF & Admin $4,00000
2301.01 Dental Relnbursement Insoection $1,000.00
2400 Workers Como FF & Admin $102,786.98
2500 Unemolovment $1,000.00
2600 Physicals FF & Admin $15,500.00
2600.01 Phvsicals Insoection $1,200.00
SUB TOTAL $2,487,304.21
Contracted Services
3100 Bank Service Charqe $350.00
3110 leqal Fees $5,000.00
Ave Maria Stewardship District Fiscal Monitoring Report
Page 39 of 41
Agenda Item No. 16A25
December 14,2010
Page 51 of 57
3120 Property Appraiser $20,000.00
~-
3130 Tax Collector $52,000.00
3200 Audit .. $26,000.00
3400 Contracted Services $7.000.00
3401 Pest Control $1,500.00
3402 Impact Fee Study $0.00
SUB TOTAL $111,850.00
- Operating
4000 EducationfT ravel -~-- $15.000.00
4100 Communications ITelephone) $21~,000~00
4101 Postaae $600.00
.~._~.-
4102 Petty Cash $150.00
4300 Utilities $21.500.00
4500 Liability_ll}surance FF & Admin. $48,40000
----
4500.01 Liability Insurance lnsfl8ctions $2,436.50
SUB TOTAL $109,086.50
2008109
DESCRIP AllOCATE
Maintenance
4601 Vehicle Maintenance FF & Admin $50,000.00
4601.01 Vehicle Maintenance Inspection $3,500.00
4602 Eauipment FF & Rescue $3,500.00
4603 Office Equipment..__~.____~__ ~ $1.800.00
4603.02 Computer $1,000.00
4604 Communication (Radios) $7,500.00
4605 - ! Hvd~~,,~t Mainten~mce -~ $0.00
4606 Buildinq Maintenance $25.000.00
4607 Bunker Gear Maintenance $800.00
4608 Cascade System $2,500~00
SUB TOTAL $95,600.00
4900 Leaal Advertisinq $3,000.00
Supplies
5100 Office Equipment $5,000.00
5120 Shippina $O~OO
5201 F~F. Rescue $5,500.00
----,,^
5202 Station (Janitorial) $4.500.00
5203 ~~aining $3,00000
_ 5204 Fuel & Oil FF & Admin $35,000.00
5204.01 Fuel & Oil Inspections $6.000.00
__ 5205 Oil & Filters $3,000.00
5206 Uniforms FF & Admin -~----,- $8,000~00
-_.-- - -
5206~01 Uniforms Inspections $800.00
5207 Emplo~~__~.. $2,000:OQ_
5208 Maintenance - Tools $2,000 00
5209 ___-I~Fitness Equip. $3,000.00
5210 ' Inter-Departmental $1 ,500~00
5211 Computer Software & T rainlna $4,000.00
~- 5212 MisceJJ~.neous EJ:<:pense $1,500.00
Ave Maria Stewardship District Fiscal Monitoring Report
Page 40 of 41
Agenda Item No. 16A25
December 14, 2010
Page 52 of 57
5213 I Bunker Gear $6,000.00
5214 Fire Prevention $4,000.00
5215 Communication (Radio) $3,000.00
5216 Communication (Phone) $2,000.00
5217 Station (Non Janitorial) $1,000.00
5218 Public Education $4,000.00
5219 Furniture $2,000.00
5220 Comnuter Equipment $2,500.00
5221 Fire Inspection $3.000.00
5222 PETC $400.00
5400 Books & Dues $4,000.00
SUB TOTAL $116,700.00
2008/09
DESCRIP AllOCATE
Capital Outlay
6401 F.F. Rescue Eauioment $5,000.00
6405 Communication Equipment $8,000.00
6406 Furniture/Office $2,000.00
6407 Station Eauioment $4,000.00
6408 Comouter Eouloment $7,000.00
6411 Gov. Sumlus Eauipment $2,000.00
6412 New Staff Vehicle $35,000.00
SUB TOTAL $63,000.00
2008/09
Princioal and Interest Payments AllOCATE
7101 Station 30 $0.00
7102 Station 30 Interest Payment $0.00
7103 New Enqine Purchase $0.00
7104 New Enqine Interest Pavment $0.00
SUB TOTAL $0.00
8300 Public Safety Grant $4,000.00
9900 Continqency $136,199.29
SUB TOTAL $140,199.29
Other Uses
9999.10 Reserve For New Enqine $125,000.00
9999.20 Reserve For Vacation $32,000.00
9999.30 Reserve For Disaster $50,000.00
9999.40 Reserve for 08-09 Salaries $0.00
9999.50 Reserve for Sta. Improvements (STA. 31) $0.00
SUB TOTAL $207,000.00
;
TOTAL EXPENDITURES $3,330,740.00
Ave Maria Stewardship District Fiscal Monitoring Report
Page 41 of41
Agenda Item No. 16A25
December 14, 2010
Page 53 of 57
Table 1
Collier County
Project Development Summary
Residential: Units Volume
Single Family Dwelling Units 231
Multifamily Dwelling Units 143
Commercial:
Retail
Bank Sqft 5,525
Restaurant Sqft 5,446
Grocery Sqft 28,804
Gen Retail Sqft 73,130
Subtotal 112,905
Office
General Sqft 49,090
Medical Sqft 13.505
Subtotal 62,595
Institutional:
AMU Students 650
AMU Faculty 88
K-12 Private School Students 194
K-12 Private School Faculty 13
Church Sqft 68,740
Day Care Center Students 27
Day Care Center Faculty 6
Park/Recreation:
North Park Ac. 40.55
Water Park & Tennis Center Ac. 17.80
Aquatic Facility Sqft 6,300
South Park Ac. 20.07
Amphitheatre Sqft 2,800
Golf Course Holes 18
Agenda Item No. 16A25
December 14, 2010
Page 54 of 57
Table 2
Collier County
Development Impact Summary
Fu/l- Time Equivalent Employees
ExlstinQ ~
374
784
647
137
650
194
810
218
179
54
88
13
6
40
39
637
152
0
Households
Peak Population
Resident Population
Seasonal Population
University Student Population
Private School Students
Full- Time Equivalent Population
EmDlovment
Office
Retail I Commercial
Restaurant
Ave Maria University Faculty
Private School Faculty
Day Care Faculty
Golf Course
Clubhouse I Recreation I Parks
Total Employees
Full-Time Equivalent Visitors
Agenda Item No. 16A25
December 14, 2010
Page 57 of 57
Table 6
Collier County
Fiscal Impact Assumptions
Millaae
Collier County
Unincorporated
Fire & EMS
Library
35645 Mills
07161 Mills
00000 Mills
0,0000 Mills
Persons per Household - Single Family'
Persons per Household - Multifamily
Equivalent Full-Time
Factor Eauivalent
103,461 0,7619 78,827
229,571 '.0000 229,571
86,040 030769 26,474
419,072 334,872
333,032
117,569 0.2381 27,993
293.909
Existina Current
239 2.39
1.79 1.79
Population-Working Residents
Population-Nan-Working Residents
Populalion- Seasonal
Population (peak season)
Population (total)
Florida BEBR p€rmenent population estimates as otApril 1, 2009
Employment (total)
(State of Floridan Labor Market Inio, Average of 1516 mos. 2009)
County Population (unincorporated)
Florida BEBR permanent population estimates as of April 1 2009
Total Households
136,725 BEBR, APRIL 1, 2009
Emplovment Assumotions Proiect
Office 1-Story 300 sq ft per employee
Office Medical 250 sq ft per employee
Retail - Neighborhood 600 sq. ft per employee
Restaurant-Sit Down 450 sq. ft per employee
Golf Course 40 per 18-hole course
Parks & Recreation 0.5 per acre
Employment for land uses not shown above is based on Devleoper information