Backup Documents 03/12/2024 Item #11D PresentationCollier County FY 2025
Budget Policy
Collier County Board of County Commissioners – March 12, 2024
What are
we doing
today?
2
Requested Action
FY 2025 Budget Schedule
Priority Based Budgeting Approach
FY 2024 Budget Overview
FY 2025 Budget Policy Highlights
Recommendation
Requested Action3
To Adopt the FY 2025 Budget Policy
Establish June budget workshop dates and September public
hearing dates
Adopt a Resolution establishing a deadline of May 1, 2024, for
budget submittals by the Supervisor of Elections, the Sheriff’s
Office, and the Clerk.
4
FY 2024/2025 Collier County Budget Timeline
AugJul OctSep Nov
6/20/24 and
6/21/24
FY 2025
Priority-
Based
Budgeting
Workshop
7/1/24
Certification
of Taxable
Property
Values by
Property
Appraiser (DR
420 Forms)
Starts FY 25
TRIM Process
7/12/24
Tentative FY
25 Budget by
Fund to
Board with
Change Log
7/9/24
Board Adopts
Proposed
Millage Rates as
the Maximum
Property Tax
Rates to be
Levied in FY 25
On or about
8/4/24
(Within 35
days from
Certification)
County
Provides
Property
Appraiser
with Millage
Rates, Rolled
Back Rates,
Info for 1st
Public
Hearing
On or
before
8/24/24 (55
days from
Certificatio
n)
Property
Appraiser
Mails TRIM
Notices
9/5/24
1st Public
Budget
Hearing /
Adopt
Proposed
Millage
Rates and
Tentative
FY 25
Budget
9/19/24
2nd and Final
Public Hearing,
Adopt Millage
Rates and FY
25 Budget
(Resolution)
10/6/24
Submit TRIM
Compliance
Package to
DORValue Adj.
Board
Petition
Filing
Deadline
Usually 2nd
Friday of
September
6/14/24 - FY
25 Budget
Workshop
Document
to Board
Adopt
FY 25
Budget
Policy
3/12/24
Feb
Strategic
Plan, AUIR,
Budget Policy
Workshop
2/6/24
Priority-Based
Budgeting
Approach5
6
FY 2024 Budget
Overview7
8
FY 2024 Net Adopted Budget
$1,995,177,500
General Government Serv.;
$198,843,000 ; 10%
Public Safety; $359,256,900 ;
18%
Physical Environment;
$379,095,700 ; 19%Transportation;
$183,856,500 ; 9%
Human Services & Economic
Environment; $37,658,800 ;
2%
Culture & Recreation;
$104,830,500 ; 5%
Debt Service; $66,748,600 ;
3%
Reserves; $664,887,500 ;
34%
Constitutional Officers; Facilities
Mgt; Risk Mgt, Fleet, IT, Courts,
Admin Serv.
Sheriff; EMS; Code
Enforcement;
Permitting/Zoning
Water/Sewer District; Solid Waste;
Stormwater; Beach Renourishment &
Dredging
Parks, Library, Museums;
TDC Beaches
Comm & Human Serv; Eco
Devel; Domestic Animal
Ctrl; Public Health; CRA's
9
FY 2024 General Fund (0001)
Expense by Category
Total $687,385,600 Health Safety Welfare
$385,876,700
56.1%
Debt Service
$8,812,900
1.3%Mandates
$86,797,600
12.6%
Gen Gov'tal
$130,443,600
30%
General Governmental Health, Safety, Welfare
Roads Sheriff
Stormwater Mental Health
Parks & Rec.Health Dept.
County Atty Emergency Svcs
County Manager State Attorney
Budget/Mgmt/Grants Public Defender
Corp Comp & Internal Review Judges
Domestic Animal Svcs Mandates
Library BCC
Museum Dept of Juv Justice
Veteran Services Medicaid Payment to State
General Administration Facilities (Utilities)
Social Servs/Seniors Reg. Planning Council
Affordable Housing CRAs/Eco Dev & Innov Zones
Extension Svcs Beach Parking
Sports Complex Supervisor of Elections
Facilities Mgmt Property Appraiser
Capital Projects Tax Collector
Real Estate Svcs Clerk of Courts
Info Technology Courts
Contribution C-ARP Grants Debt Service
Employee Svcs Special Obligation Bond
Purchasing
Dept Admins
Transp. Disadvant.
CAT
Econ. Dev/Impact Fees
Com Planning & Resiliency
10
FY 2024 Unincorporated General Fund (1011)
Expense by Category
Total $83,740,800
Health, Safety,
Welfare
$14,674,700
17.5%
Mandates
$10,289,800
12.3%
General
Governmental
$58,776,300
70.2%
11
Ad Valorem
47%
Gas/Sales Tax
6%
Infrastructure
Sales Tax
3%Permits/
Assessments/Fines
7%
Intergov'tal
Revenues
1%
Service Charges
29%
Impact Fees
5%
Bond Proceeds/ Interest
2%
Sources of Current County Government Operating
Revenues all Funds
Source Budget
Ad Valorem 554,728,300$
Gas/Sales Tax 74,603,100$
Infrastructure Sales Tax 30,313,400$
Permits/ Assessments/Fines 78,272,200$
Intergov'tal Revenues 17,532,100$
Service Charges 346,953,400$
Impact Fees 59,868,000$
Bond Proceeds/ Interest 21,638,900$
Total Revenue 1,183,909,400$
12 Ad Valorem Property Tax by Fund
General Fund
80%
MSTU's 2%
Conservation
Collier 6%
Pollution Control
1%
Unincorporated
Area General
Fund 11%
Fund Budget
General Fund 444,334,400$
MSTU's 11,766,700$
Conservation Collier 31,089,400$
Pollution Control 3,647,000$
Unincorporated Area General Fund 63,890,800$
Total Ad Valorem 554,728,300$
FY 2025
Budget
Policy
Highlights
13
Operating Control Lines
Mission Critical Program Enhancements
Millage Rate Policy
Conservation Collier
Employee Compensation
Health Insurance
Capital Allocations
Reserves
General Fund and Unincorporated Area
General Fund Operating Control Lines
14
Recommended Policy:
Establish a control line of 3.5% for operational increases at the department level.
This means that department operations for FY 2025, which rely on the General Fund and
Unincorporated Area General Fund for dollars, will be restricted to a 3.5% increase for current
programs, services, and operating transfers.
Subject to Prioritization
Recommendation Aligned with Responsible Governance Strategic Objective
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
Mission Critical Program Enhancement
(Expanded) Requests
15
Recommended Policy:
Expanded requests will be limited to Board-approved capital facility openings, priority-
based service level adjustments, and/or historically strained mission critical imperatives
with final County Manager recommendations presented at the June budget workshop
Subject to Prioritization
Recommendation Aligned with Responsible Governance Strategic Objective
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
Millage Rate (General Fund and
Unincorporated Area General Fund)
16
Recommended Budget Policy:
Develop a General Fund (0001) and Unincorporated Area General Fund (1011) operating budget
utilizing a priority-based budgeting approach.
Recommended millage rates will be calculated utilizing preliminary taxable value based on
prioritized budget requirements within established control lines.
Program adjustments or funding realignment may result in changes to the millage rate.
Aligned with Responsible Governance Strategic Objective
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
MSTU Millage 17
Recommended Budget Policy:
For FY 2025, it is suggested that MSTU’s be limited to a millage rate sufficient to cover current
budget year operations and planned annual capital program allocations.
Program adjustments or funding realignment may result in changes to the millage rate.
Recommendation Aligned with Responsible Governance Strategic Objective
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
Conservation Collier 18
Recommended Budget Policy:
Planned FY 2025 allocations will be consistent with the approved Conservation Collier
Ordinance.
Recommendation Aligned with Responsible Governance Strategic Objective
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
Employee Compensation19
Recommended Budget Policy:
Appropriate dollars equivalent to a 3% base wage increase to all classifications plus 1.5% to
implement a merit-based incentive program and a 0.5% pay plan maintenance component to
strengthen certain targeted classification pay grades where market balance exists.
Total cost for the County Manager’s Agency is approximately $7.5 million for FY 2025.
Recommendation Aligned with Board Strategic Priority
“Human Resources Recruitment and Retention to Position Collier County as an Employer of Choice”
Employee Health Insurance20
Recommended Budget Policy:
For FY 2025, a 7% rate increase to the existing rate structure is recommended.
This rate increase will result in an employer portion funding increase of approximately $2
million for the County Manager’s Agency.
Bi-monthly employee cost increases will be between $4 and $7 for employees with single
coverage and $10 and $16 for employees with family coverage.
Recommendation Aligned with Quality of Place Strategic Objective
“Support Access to Health, Wellness, and Human Services”
Planned General Fund Capital
Allocations
21
Category
General
Fund
Non-
Growth
Debt
Investment
for Impact
Fee Funds -
Debt
County Wide
Capital
Transfer for
Other
Capital
Transfer to
Parks
Transfer to
Road
Network
Transfer to
Storm-Water
Capital
Long Term
Replacement
Capital
Reserve
Total
FY 2025 $8,189,100 $1,285,700 $38,972,600 $2,210,000 $3,150,000 $9,660,000 $2,940,000 $5,000,000 $71,407,400
Recommendation Aligned with Infrastructure and Asset Management Strategic Objective
“Optimize the Useful Life of All Public Infrastructure and Resources through Proper Planning and Preventative
Maintenance”
Planned Unincorporated Area General
Fund Capital Allocations
22
Recommendation Aligned with Infrastructure and Asset Management Strategic Objective
“Optimize the Useful Life of All Public Infrastructure and Resources through Proper Planning and Preventative
Maintenance”
Unincorporated Area
General Fund
Transfer to
Parks
Transfer to
Roads
Transfer to
Storm-Water
Capital
Total
FY 2025 $4,095,000 $14,280,000 $5,700,000 $24,075,000
General Governmental Reserves23
General Fund - floor; 8% of operating revenues or $44.9 million – Ceiling; 16% of
operating revenues or $89.9 million for FY 2025; FY 2024 budgeted reserve is $72.2 million.
Unincorporated Area General Fund – Target 8.3% of operating expenses or
approximately one month of expenses approximately $6.6 million. FY 2024 budgeted
reserve is $ 6.8 million.
Other general governmental funds that receive transfer revenue from the GF will have
reserves sized to cover the first month of operations or until the first GF/UAGF transfer is
scheduled.
Recommendation Aligned with Responsible Governance Strategic Objective
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
Enterprise Fund Reserves24
CCWSD user fee reserves established minimally between 5% and 15% of revenues with
working capital resources set between 45 days and 90 days.
Solid Waste reserves set between 45 days and 90 days based on FY 2024 operating
expenses. Continue re-establishment of a solid waste restricted reserve for disaster
response of ten (10) percent of the budgeted charges.
Targeted reserves within the GMD building permit fund (113) and planning fund (131)
set at 12 months and 24 months of total budget appropriations, respectively.
Recommendation Aligned with Responsible Governance Strategic Objective
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
County-Wide Capital Reserve 25
Established in 2020
FY2023 Approved Transfers to FEMA Fund (1813) to Cashflow Hurricane IAN Recover Totaled $35 Million
Current FY2024 Balance $22.5 Million
FY 2025 Recommended Contribution $5 Million
County-Wide Capital Reserve History
FY2020 FY2021 FY2022 FY2023 FY2024 Recommended FY2025
Adopted Budget 5,000,000$ 9,000,000$ 17,500,000$ 35,800,000$ 22,467,300$ 27,467,300$
YOY Variance 5,000,000$ 4,000,000$ 8,500,000$ 18,300,000$ (13,332,700)$ 5,000,000$
Recommendation Aligned with Infrastructure and Asset Management and Responsible
Governance Strategic Objectives
“Prepare for the Impacts of Natural Disasters on our Critical Infrastructure and Natural Resources”
“Optimize the Useful Life of All Public Infrastructure and Resources through Proper Planning and Preventative Maintenance”
“Safeguard Taxpayer Money by Promoting Fiscal Stewardship and Sound Budget Oversight”
Recommendation26
To Adopt the FY 2025 Budget Policy, establish June budget
workshop dates and September public hearing dates, and
adopt a Resolution establishing a deadline of May 1, 2024, for
budget submittals by the Supervisor of Elections, the Sheriff’s
Office, and the Clerk.
Thank You
27