Agenda 09/06/2018
Collier County Government
First Budget Public Hearing
FY 2019
Presented by: Office of Management & Budget
September 6, 2018
5:05 P.M.
Government Building F
3rd Floor Board Room
3299 Tamiami Tr., East
Naples, FL 34112
Leo E. Ochs, Jr.
County Manager
Mark Isackson
Director of Corporate
Financial Planning &
Management Services
Phone: 239‐252‐8973
Collier County Government
Communication & Customer Relations
3299 Tamiami Trail East, Suite 102
Naples, Florida 34112-5746
colliergov.net
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August 23, 2018
FOR IMMEDIATE RELEASE
NOTICE OF PUBLIC HEARING
FOR THE COLLIER COUNTY FISCAL YEAR 2019 TENTATIVE
MILLAGE RATES AND TENTATIVE BUDGET; THE PUBLIC HEARING FOR THE
PELICAN BAY SERVICES DIVISION’S FISCAL YEAR 2019 BUDGET; AND THE
PUBLIC HEARING COVERING THE PROPOSED STORMWATER UTILITY AND
STORMWATER UTILITY FEE
BOARD OF COUNTY COMMISSIONERS
COLLIER COUNTY, FLORIDA
THURSDAY, SEPTEMBER 6, 2018
5:05 p.m.
Notice is hereby given that the Collier County Board of County Commissioners will meet Thursday, September 6, at
5:05 p.m. in the Board of County Commissioners chambers located on the third floor of the Collier County Government
Center, 3299 Tamiami Trail East, Naples, Florida 34112 to conduct a public hearing for the Collier County Fiscal Year
2019 Tentative Millage Rates and Tentative Budget and a public hearing for the Pelican Bay Services Division’s Fiscal
Year 2019 Budget. At this hearing, the Board of County Commissioners will also consider the imposition of Stormwater
Utility Fees in the Unincorporated Area of Collier County pursuant to due notice in accordance with all applicable
statutes. The statutory notice for the Collier County Public Budget Hearing was contained within the notice of proposed
taxes published and mailed by the Collier County Property Appraiser’s office.
About the public meeting:
All interested parties are invited to attend, and to register to speak. All registered public speakers will be limited to three
minutes unless permission for additional time is granted by the chair.
Collier County Ordinance No. 2004-05 requires that all lobbyists shall, before engaging in any lobbying activities
(including, but not limited to, addressing the Board of County Commissioners, an advisory board or quasi-judicial board),
register with the Clerk to the Board at the Board Minutes and Records Department.
Anyone who requires an auxiliary aid or service for effective communication, or other reasonable accommodations in
order to participate in this proceeding, should contact the Collier County Facilities Management Department located at
3335 Tamiami Trail East, Naples, Florida 34112, or 239-252-8380 as soon as possible, but no later than 48-hours before
the scheduled event. Such reasonable accommodations will be provided at no cost to the individual.
For more information on the Collier County Budget Hearing, call Mark Isackson at (239) 252-8973.
For more information on the Proposed Stormwater Utility, call (239) 252-8833
Memorandum
TO: Board of County Commissioners
FROM: Leo Ochs, County Manager
DATE: August 28, 2018
RE: FY 19 Budget Public Hearing Documents
Attached are the documents for the Storm-water Utility hearing to impose and provide for the
collection of storm-water utility fees pursuant to due notice in accordance with applicable statutes,
the customary Pelican Bay budget public hearing and the Collier County budget public hearing
scheduled for September 6, 2018 at 5:05 p.m.
The Collier County budget public hearings provide the public with two opportunities for input on
the budget and tax rates. The final public hearing is scheduled for September 20, 2018, 5:05 p.m.
In the interim, if you have any questions, please contact me at your convenience.
c: Mark Isackson, Director Corporate Financial Planning
Division Administrators
OMB Staff
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA
Thursday, September 6, 2018, 5:05 P.M.
NOTICE: ALL PERSONS WISHING TO SPEAK ON ANY AGENDA ITEM
MUST REGISTER PRIOR TO SPEAKING.
ANY PERSON WHO DECIDES TO APPEAL A DECISION OF THIS
BOARD WILL NEED A RECORD OF THE PROCEEDINGS
PERTAINING THERETO, AND THEREFORE MAY NEED TO
ENSURE THAT A VERBATIM RECORD OF THE PROCEEDINGS
IS MADE, WHICH RECORD INCLUDES TESTIMONY AND
EVIDENCE UPON WHICH THE APPEAL IS TO BE BASED.
ALL REGISTERED PUBLIC SPEAKERS WILL BE LIMITED TO
THREE (3) MINUTES UNLESS PERMISSION FOR ADDITIONAL
TIME IS GRANTED BY THE CHAIRMAN.
1. PLEDGE OF ALLEGIANCE
2. ADVERTISED PUBLIC HEARING – Stormwater Utility
A. Executive Summary
B. Presentation
C. Public Comment
D. Resolution of the Board of County Commissioners of Collier County, Florida,
relating to the provision of stormwater management system and improvements;
amending the initial rate resolution for stormwater management system and
improvements and confirming resolution No. 2018-71, as amended; imposing
stormwater utility fees against certain real property within the unincorporated
area of collier county established as the stormwater benefit area; approving the
stormwater rolls; and providing an effective date.
3. ADJOURN
EXECUTIVE SUMMARY
Recommendation that the Board of County Commissioners adopts the Resolution,
relating to the provision of stormwater management system and improvements;
amending the initial rate resolution for stormwater management system and
improvements and confirming resolution No. 2018-71, as amended; imposing stormwater
utility fees against certain real property within the Unincorporated Area of Collier
County established as the stormwater benefit area; approving the stormwater rolls;
providing an effective date; and providing direction on the staff recommendations to
update the definition of impervious to exclude unpaved surfaces and revise Tier 3 to
include all single-family parcels with impervious area greater than 5,400 square feet.
OBJECTIVE: To take all necessary procedural and legal steps to approve and implement a
Stormwater Utility to fund necessary stormwater management activities within the
Unincorporated Area of Collier County.
CONSIDERATION: On November 18, 2014, the Board approved the Collier County Planning
Commission’s recommendation to seek an alternate source of funding to adequately fund
Stormwater Management related initiatives and operations (Item 9.A).
On November 3, 2015, the Board of County Commissioners discussed initiating an analysis of
development of a stormwater utility during the Integrated Water Resources Management
Strategy Workshop. The purpose of a stormwater utility feasibility study is to take a detailed
look at all current and future stormwater and surface water management needs and evaluate a
mechanism that would create a dedicated restricted funding source that would support the
stormwater program.
On December 8, 2015, at a regular Board of County Commissioners meeting, the Board
authorized staff to secure a consultant and begin Phase I of the stormwater utility review and
analysis (Item 16.A.20). A notice to proceed was issued on April 19, 2016, for consultant Amec
Foster Wheeler Environment & Infrastructure, Inc. to complete the Phase I portion of the
project.
On September 27, 2016, staff along with Amec Foster Wheeler Environment & Infrastructure,
Inc. provided the Board of County Commissioners with an overview of a stormwater utility
(Item 11.C). The Board directed the County Manager to proceed with a stormwater utility
feasibility study, Phase II, that would evaluate an alternative dedicated funding source for
ongoing and future Stormwater Management related initiatives and operations, and to bring the
findings of the study back to the Board for future consideration on implementation.
On June 27, 2017, the Board of County Commissioners directed the County Manager to proceed
with Phase II of the analysis to develop and provide the necessary study and materials required
to properly make major policy decisions regarding rate structure, billing methodology, levels
of service, and rate study methodology for implementing a stormwater utility for Collier
County. A notice to proceed was issued on July 17, 2017 for consultant Stantec Consulting
Services, Inc. to complete the Phase II portion of the project.
On October 10, 2017, Stantec Consulting Services, Inc., along with county staff, presented an
update presentation on the stormwater utility phase II rate study. The Board of County
Commissioners directed the County Manager to continue forward with the Phase II analysis
(Item 11.B).
On February 13, 2018, the Board of County Commissioners approved and directed the
finalization of the Collier County Stormwater Utility Rate Study (attached), establishing a
stormwater rate structure of $120 per Equivalent Residential Unit (ERU) with the Level of
Service of Industry Standard billing methodology, the rate study methodology for implementing
a stormwater utility for Collier County, and established the use of the uniform method of
collecting non-ad valorem special assessments, levied within the unincorporated area of Collier
County, for the provision of stormwater services, facilities, and programs.
On April 10, 2018, the Board of County Commissioners approved the needed changes and
updates to Chapter 134, Article VII of the Code, in order to provide the regulatory framework
to implement the Stormwater Utility, the required Stormwater Utility Initial Assessment
Resolution, in accordance with F.S. 403.0893, which specifically authorizes and encourages the
County to provide Stormwater Management Services and create Stormwater programs and
adopt Stormwater charges sufficient to plan, construct, operate and maintain the Stormwater
management systems.
This item adopts the Final Rate Resolution, relating to the provision of stormwater management
system and improvements; amending the initial rate resolution for stormwater management
system and improvements and confirming resolution No. 2018-71, as amended; imposing
stormwater utility fees against certain real property within the Unincorporated Area of Collier
County established as the stormwater benefit area; approving the stormwater rolls; and
providing an effective date.
Based on comments, feedback and concerns received predominantly from the larger parcel
owners, the County Manager, County Attorney, the rate consultant and staff initially evaluated
eliminating gravel driveways and providing an additional credit based on the pervious to
impervious ratios of the larger lots.
Eliminating unpaved surfaces is both consistent with our code and the South Florida Water
Management District’s (SFWMD) definitions of impervious. After a thorough review of the
potential large lot credit, it was determined that it would still not adequately address the larger
lot pervious to impervious ratios without considering additional tiers or a complicated credit
system. Based on further discussions with the County Attorney and Nabors Giblin (outside
legal counsel), a recommendation to collapse the tiers was developed. This option provides
predictability to the larger lot owners and eliminates the concern about using cumbersome ratios
and credits. Most importantly, it eliminates the skew for the tail of the segmented fee structure
and is more consistent with public expectations. The following recommendation is offered with
the impervious adjustment for unpaved surfaces:
• Revise Tier 3 to include all single-family parcels with imperious area greater than 5,400
square feet. This option incorporates the parcels currently included in the Individually
Calculated Group (“Tier 4”), with impervious area over 9,300 square feet, into Tier 3,
with a maximum cost of $192 (1.6 ERUs). Therefore, no single-family improved
parcel will have an assessment in excess of $192.
Therefore, staff recommends that the Board direct staff to change the definition of impervious
to exclude unpaved surfaces, consistent with the LDC and SFWMD and revise Tier 3 to include
all single-family parcels with impervious area greater than 5,400 square feet. These two
solutions will address many of the issues raised by citizens while still taking into consideration
the benefits derived from enhanced maintenance and capital programs. Such changes will be
applied throughout the Unincorporated area. Further, as previously directed, staff will begin
the process of further developing a credit program that acknowledges preservation of the natural
environment and innovative water management strategies, including further options for
properties that retain and treat stormwater on site before discharging into the County system.
FISCAL IMPACT: The Stormwater capital and maintenance activities have been traditionally
supported by annual appropriations from General Fund (001) ad-valorem revenues. The past
twenty years have focused heavily on improvements to the Lely Area Stormwater Improvement
Program (LASIP) to benefit the general watershed, and thus funded appropriately with General
Fund revenues. With LASIP in the close-out phase, there has been a focused shift to improving
the stormwater system in more rural areas of the county as well as addressing the major
challenges of aging infrastructure throughout the County.
A transfer of $4,267,900 in FY18 from the Unincorporated Area General Fund (111) comprised
54.3% of the total funding to the Stormwater Capital Improvement Program, and that percentage
is expected to grow as projects continue to focus on areas outside of the general county
watershed. The current level of funding from ad-valorem revenues is insufficient to fully
support the needs of both maintaining and improving the stormwater system. The “pay-as-you-
go” method of cash flowing the projects has become a detriment to the level of service
demanded by our full-time and seasonal residents, and without the proposed assessment, debt
service or a millage increase may become feasible next options.
If the Stormwater Utility is approved, a non-ad valorem special assessment would be levied
within the Unincorporated Area and placed on the annual property tax bill as a separate line
item for the provision of stormwater services, facilities, and programs. As detailed in the
presentation on February 13, 2018 this funding source is estimated to generate approximately
$21 million annually for use specifically, and restricted to, Stormwater Capital, Maintenance
and support activities. Funding at this level will provide the County with the resources to
proactively address Stormwater issues, improve level of service for maintenance activities and
continue to improve planning and construction efforts throughout the County related to the
Stormwater Capital Program.
Finally, with respect to the fiscal impact of the proposed options, staff, with the assistance of
the rate consultant (Stantec) is calculating the related reduction in revenue. The maximum
reduction in program revenue associated to implementation of the recommended solutions is
estimated to be $3 million, which will be reflected in decreases to projects within the
Stormwater Capital Budget (Fund 325).
LEGAL CONSIDERATIONS: This item has been reviewed by the County Attorney, is
approved as to form and legality, and requires majority vote for approval. -JAK
GROWTH MANAGEMENT IMPACT: This item is consistent with the goals, objectives,
and policies of all applicable sections of the Stormwater Management and the Conservation and
Coastal Management elements of the Growth Management Plan.
RECOMMENDATION: That the Board of County Commissioners adopts the Resolution,
relating to the provision of stormwater management system and improvements; amending the
initial rate resolution for stormwater management system and improvements and confirming
resolution No. 2018-71, as amended; imposing stormwater utility fees against certain real
property within the Unincorporated Area of Collier County established as the stormwater
benefit area; approving the stormwater rolls; providing an effective date; and providing
direction on the staff recommendations to update the definition of impervious to exclude
unpaved surfaces and revise Tier 3 to include all single-family parcels with impervious area
greater than 5,400 square feet.
Collier County
Stormwater Utility Program Phase II -
Stormwater Utility Rate Study
March 12, 2018
March 12, 2018
Mr. Gino Santabarbara
Principal Planner,
2685 South Horseshoe Drive
Suite 103
Naples, FL 34104
Re: Final Report - Stormwater
Utility Program Phase II -
Stormwater Utility Rate Study
Dear Mr. Santabarbara
Stantec is pleased to present this Final Report on the
Stormwater Utility Program Phase II - Stormwater Water Utility
Rate (Study) that we performed for the Collier County (County).
The document represents the results of our analysis regarding
the implementation of a stormwater utility within the County.
Please distribute this Final Report to the pertinent members of
County staff for their reference. We appreciate the professional
assistance provided by you and all of the members of the
County’s staff who participated in the Study.
It has been our distinct pleasure to work with and for Collier
County. If you have any questions, please do not hesitate to call
us at (202) 585-6391. We appreciate the opportunity to be of
service to the County, and look forward to the possibility of doing
so again in the near future.
Sincerely,
David A. Hyder
Principal
1101 14th Street NW Suite 1200
Washington DC 20005
(202) 585-6391
david.hyder@stantec.com
Enclosure
TABLE OF CONTENTS
Introduction ........................................................................................................................ 1
Background ................................................................................................................................................ 1
Study Objectives ........................................................................................................................................ 2
Overview of Existing Stormwater System and Management ...................................................................... 2
System Challenges and Goals for Stormwater Management ........................................ 6
Background ................................................................................................................................................ 6
Key Challenges .......................................................................................................................................... 7
Stormwater Utility Benefits ......................................................................................................................... 9
Recommended Goal and Objectives for a Stormwater Utility for Collier County ...................................... 12
Current and Projected Revenue Requirements ............................................................ 14
Background .............................................................................................................................................. 14
Historical and Current System Revenue Requirements ........................................................................... 14
Historical and Current Stormwater Funding ............................................................................................. 18
Revenue Requirement Projections ........................................................................................................... 19
Revenue Projections ................................................................................................................................ 22
Level of Service Analysis ............................................................................................... 23
Infrastructure Maintenance Level of Service Gap Analysis ...................................................................... 23
Stormwater Program Management .......................................................................................................... 26
level of Service Alternatives ..................................................................................................................... 28
Stormwater Fee Analysis ................................................................................................ 32
Stormwater Fee Overview ........................................................................................................................ 32
Fee Basis - Measure of Stormwater Contribution ..................................................................................... 33
Impervious Area Analysis ......................................................................................................................... 34
Stormwater Fee Structure ........................................................................................................................ 36
Calculated Stormwater Fees .................................................................................................................... 39
Stormwater Fee Comparison ................................................................................................................... 41
Billing and Collection Methodology .............................................................................. 42
Billing and Collection Alternatives ............................................................................................................ 42
Summary .................................................................................................................................................. 44
Billing and Collection Recommendations ................................................................................................. 45
Mitigation Credits and Utility Administration................................................................ 46
Stormwater Fee Mitigation Credits ........................................................................................................... 46
Utility Administration ................................................................................................................................. 50
Public Engagement ......................................................................................................... 52
Background .............................................................................................................................................. 52
Summary and Results of Engagement Activites ...................................................................................... 52
Conclusions and Recommendations ............................................................................ 55
Conclusions .............................................................................................................................................. 55
Recommendations ................................................................................................................................... 56
APPENDIX – Draft Adjustment and Mitigation Credit Manual
1. Introduction
Collier County | Stormwater Utility Rate Study Stantec | 1
INTRODUCTION
Stantec Consulting Services Inc. (Stantec) has conducted a Stormwater Utility Rate Study (Study)
for Collier County (County), Florida. This report presents the results of the comprehensive Study,
including background information, current stormwater system challenges and opportunities,
revenue requirements, current and alternative levels of service, stormwater fee structure analysis,
public engagement efforts, utility administration and conclusions and recommendations.
BACKGROUND
Collier County currently owns and operates an extensive stormwater management system that
provides stormwater management services within the unincorporated areas of the County for the
benefit of its residents. The management of the stormwater system includes essential planning,
engineering, design, construction, operations, maintenance, inspection, permitting and
enforcement activities that manage stormwater quantity and quality issues. All of these activities
are critical to mitigate flooding, protect individual and personal property, manage the water quality
of receiving waters, and comply with federal, state and local regulatory requirements.
The County has historically funded the management of the stormwater system from the County’s
General Fund via a dedicated millage. At various points over the past 20 years, the County has
considered developing alternative funding sources for the stormwater system but determined in
each instance to maintain the current funding approach. The funding for the stormwater system
has decreased significantly since the recession in 2008 and has yet to recover to pre-recession
levels. At the same time the County’s stormwater system is in need of additional funding to
address aging infrastructure, increase system maintenance and keep pace with growth in the
County.
To address these challenges the Board of County Commissioners (Board) approved Collier
County Planning Commission’s recommendation to seek an alternative source of funding to
adequately fund stormwater management in the County. To initiate this effort the County engaged
an outside consultant to examine the feasibility of the implementation of a stormwater utility within
the County. The Phase I Study concluded that a stormwater utility would be a viable approach
for funding stormwater management in the County. The results of the initial feasibility study were
presented to the Board on September 27, 2016. Based on the Phase I Study the Board directed
County staff to proceed with a second phase of the development of a stormwater utility which
would include a comprehensive stormwater utility rate study. Stantec Consulting Services was
engaged on July 17, 2017 to assist with this second phase of the study (Phase II Study) to
complete stormwater utility rate study.
1. Introduction
Collier County | Stormwater Utility Rate Study Stantec | 2
STUDY OBJECTIVES
A number of key study objectives were identified in the scope of service for the stormwater utility
rate study. The key objectives include the following:
1. Conduct a detailed analysis of stormwater utility rate alternatives with recommendations
as to the most viable rate structure suitable for Collier County;
2. Review and evaluate all billing and collection methodologies and make appropriate
recommendations;
3. Develop and establish a GIS Master Impervious Surface Data to Parcel Layer;
4. Conduct an initial survey of the community to determine the level of knowledge and
acceptance of a stormwater utility system and develop a public information program
strategy;
5. Develop preliminary system-wide cost and revenue projections for the County's
stormwater utility program; and
6. Obtain consensus from the County regarding the rate study methodology, final rate
structure, billing methodology, and level of service.
OVERVIEW OF EXISTING STORMWATER SYSTEM AND
MANAGEMENT
The County manages a complex and diverse stormwater system that provides vital service within
the County. The current stormwater management program has evolved over the years to serve
and meet the needs of the community. The County’s current stormwater program obligations
include:
• Program Administration
• Planning and Engineering
• System Operations and Maintenance
• Regulation and Enforcement
• Review and Inspection
• Capital Project Construction
To meet these obligations, the County’s stormwater program has been organized around three
primary program elements:
• Stormwater Infrastructure Maintenance
• Stormwater Regulatory Compliance, and
• Stormwater Program Management
1. Introduction
Collier County | Stormwater Utility Rate Study Stantec | 3
A summary of the responsibilities of each of these three program elements is described below.
1.3.1 Stormwater Infrastructure Maintenance
Collier County manages an extensive stormwater system that is the result of significant
investment over past 100 plus years. The stormwater system provides the essential infrastructure
for stormwater drainage and flood protection for individuals and property located within the
County. The system also serves to minimize the impacts of surface runoff on local receiving
surface waters and the surrounding natural areas of the County.
The primary components of the County’s current stormwater infrastructure system consists of:
• Over 372 miles of storm sewer piping
• Approximately 6,000 curb inlets and catch basins
• Over 687 miles of roadside swales
• 648 centerline curb miles of streets
• 122 miles of County-maintained canals
• 53 hydrodynamic separators
• 65 stormwater control structures and weirs
The Road Maintenance Division of the Growth Management Department of Collier County is
currently responsible for the maintenance of the stormwater infrastructure. The primary
maintenance activities include:
• Storm sewer vacuuming
• Curb inlet and catch basin cleaning
• Roadside swale maintenance
• Street sweeping
• Aquatic plant maintenance within County managed canals including weed control,
vegetation removal, weir maintenance and mowing
1.3.2 Stormwater Regulatory Compliance
The County’s stormwater system discharges into surface waters. As such, it is subject to the
Clean Water Act which requires the County to meet the requirements of the National Pollutant
Discharge Elimination System (NPDES) program. The NPDES program is administered by the
EPA Region 2 in Florida. The program requires regulated entities to comply with the Municipal
Separate Storm Sewer System (MS4) General Permit. The MS4 Permit requires specific activities
to be undertaken within the community to manage the stormwater system discharges. The
1. Introduction
Collier County | Stormwater Utility Rate Study Stantec | 4
activities are typically referred to as the “six minimum control measures” and consist of the
following:
• Public Education and Outreach
• Public Participation / Involvement
• Illicit Discharge Detection and Elimination
• Construction Site Runoff Control
• Post-Construction Site Stormwater Runoff Control
• Pollution Prevention / Good Housekeeping
The County is currently in the fourth year of its current five-year permit period which ends in 2018.
To comply with the permit the County is required to prepare a written Stormwater Management
Plan (SWMP) that identifies how the County plans to address the stormwater control measures.
The current plan was established in 2012 to cover the current permit period of 2013 to 2018.
The NPDES permit is managed by the Pollution Control and Prevention Section of the Capital
Project Planning and Program Management Division of the County’s Growth Management
Department. This section ensures compliance with the permit requirements and submits
compliance reports to the EPA. Many of the activities required as part of the County’s NPDES
permit for pollution prevention and good housekeeping are accomplished as part of the
stormwater infrastructure maintenance activities carried out by the Road Maintenance Division.
Additionally, the County utilizes the Natural Resources Department to accomplish many of the
control activities.
1.3.3 Stormwater Program Management
The Stormwater Management Section of the Capital Project Planning and Program Management
Division of the County’s Growth Management Department is responsible for the primary
management and oversight of the stormwater program. The Section is responsible for
administration of the stormwater program including all planning and engineering efforts and
execution of stormwater capital improvements. All of these efforts are designed to ensure proper
drainage and flood control within the County. The key activities and responsibilities of the Section
include:
• Overall stormwater program management,
• GIS development and operations,
• Conveyance and attenuation facilities mapping and inventories, and
• Stormwater management master planning/basin planning.
1. Introduction
Collier County | Stormwater Utility Rate Study Stantec | 5
The Stormwater Management Section is responsible for the development of one of the key
planning documents for the stormwater system, the Annual Update and Inventory Report on
Public Facilities (AUIR). The AUIR is presented to the Collier County Board of Commissioners
on an annual basis to document operational and capital planning efforts for the subsequent five-
year period. The document identifies the estimated revenues available to fund the program over
the planning period. The AUIR is also used to document the inventory of the stormwater system
and demonstrate the anticipated funding sources available for the stormwater program.
2. System Challenges and Goals for Stormwater Management
Collier County | Stormwater Utility Rate Study Stantec | 6
SYSTEM CHALLENGES AND GOALS FOR
STORMWATER MANAGEMENT
This chapter of the report outlines some of the key challenges facing the County’s stormwater
system, how the implementation of a stormwater utility would help address many of the challenges
and the recommended goals and objectives for a stormwater utility for Collier County should the
County adopt a stormwater utility.
BACKGROUND
To understand the key challenges facing the County’s stormwater system and to identify the key
goals and objectives for the stormwater utility it was first necessary to develop an understanding
of the current operations, management strategies and overall approach to stormwater
management. To gain this understanding, our project team conducted interviews with County
staff from divisions that participate in stormwater management. Our team met with individuals
from various divisions within the Growth Management Department including Pollution Control,
Transportation, Road Maintenance, and Development Review. In addition, our project team has
reviewed existing policy documents established by the County related to stormwater
management, as well as prior studies that have been completed for the County related to
treatment and management of stormwater.
Based on the discussions and document review, the document that best outlines the County’s
overall stormwater management goals and objectives is the Collier County Growth Management
Plan. The Stormwater Management Sub-Element (Sub-Element) of the Collier County Growth
Management Plan outlines the specific goal, objectives and policies for stormwater management
in the County. The goal reads as follows:
“To provide stormwater management facilities and services for drainage and flood
protection for existing and future development, minimize the degradation of quality of
receiving water and surrounding natural areas and protect the functions of natural
groundwater aquifer recharge areas.”
To facilitate this goal the Sub-Element identifies six key objectives summarized below.
1) Conduct facility planning and ongoing management of the stormwater system to achieve
multiple objectives from other elements of the comprehensive plan, and sufficient to
determine annual funding needs can for capital projects and continuing operations.
2) Maintain adopted drainage level of service standards by basin and sub-basin.
2. System Challenges and Goals for Stormwater Management
Collier County | Stormwater Utility Rate Study Stantec | 7
3) Maintain and annually update a five-year schedule of capital improvements for the
stormwater system.
4) Develop and maintain policies and programs to correct existing deficiencies and to
address future needs, including the consideration of multiple funding mechanisms and
conducting a public awareness program.
5) Regulate land use and development in a manner that protects the functions of natural
drainage features, the stormwater management network, and natural groundwater aquifer
recharge areas.
6) Protect the functions of natural drainage features through the application of standards that
address the quality and quantity of discharge from stormwater management systems.
The stated goal and objectives outlined in the Sub-Element adopted by the Collier County Board
of Commissioners are logical and consistent with industry best practice.
KEY CHALLENGES
We conducted interviews with County Staff and reviewed relevant documents to gain an
understanding of:
• Current stormwater management procedures and processes,
• Key challenges and constraints impacting the provision of service, and
• The ability of current processes to achieve the County’s stated goal and objectives for
stormwater management.
Based on the interviews and document review, our project team has identified a number of key
challenges facing the current stormwater management program in the County. While the
challenges identified below are not exhaustive, they represent the key challenges to meeting the
goal and objectives for stormwater management in the County identified in the Stormwater
Management Sub-Element.
2.2.1 Inadequate Level of Service
Interviews with County staff and our document review revealed the fact that the County is currently
not able to provide a sustainable level of service for the stormwater management system within
Collier County. The current level of stormwater system maintenance and investment in capital
projects will not allow the County to maintain a viable stormwater system in either the near or
long-term.
2. System Challenges and Goals for Stormwater Management
Collier County | Stormwater Utility Rate Study Stantec | 8
Based on review of the current level of stormwater system maintenance provided in the County,
it is evident that the County is not able to provide stormwater system maintenance for many
aspects of the stormwater system at a frequency that is reasonable or sustainable. While the
amount of maintenance that is completed with the current resources is impressive, at the current
pace it will take multiple decades to provide maintenance to many components of the system. To
address the current maintenance levels, significant additional resources will be required.
In addition to managing maintenance needs, funding is not sufficient to address the aging
stormwater system assets and to meet demands place on the system by growth. While the
County has identified a five year capital plan within the AUIR, the projects represented in the AUIR
are the basic minimal capital needs of the system. Prior studies completed for the County have
identified significant additional investments that will be required over the coming years.
2.2.2 Funding Constraints
The funding provided for stormwater management is obtained from a number of sources. The
current program is funded from General Fund revenues, grants, gas taxes (support from the Road
Maintenance Section), and from the Big Cypress Basin. Historically, the available funding for
stormwater management has fluctuated based on available resources. Sometimes these
fluctuations have reflected the changing needs of the system, but other times these fluctuations
have reflected factors and constraints unrelated to stormwater management.
The inconsistency in funding has made it challenging for the County to effectively maintain the
stormwater management system. A lack of certainty regarding the availability of funding has
limited the ability of the County to effectively develop and implement a long-term plan for capital
investments, undertake ongoing and enhanced maintenance, and develop staff resources.
In addition to inconsistent funding, the current stormwater management program is facing the
challenge of managing a system with insufficient funds. While the stormwater system has
continued to age, the demands for service in the County have continued to increase. The current
lack of funding will not allow the County to keep pace with the demands being placed on the
system and is ultimately not sustainable. Over time the County will experience an increase of
stormwater system failures. The lack of funding has required the County to manage the system
under a crisis and compliant based approach. The County is not able to proactively address
potential system issues and therefore is typically “putting out fires” within the system.
2.2.3 Equity in Current Funding Approach
The majority of funding for the County’s stormwater management program is provided by the
General Fund from property taxes. As such, property owner contributions to the funding of the
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Collier County | Stormwater Utility Rate Study Stantec | 9
stormwater system are effectively based on the taxable value of the individual’s property (i.e.
properties with higher assessed values contribute more to stormwater management). In most
instances the assessed value of a property does not directly correlate to the use of the stormwater
system. For example, two one-acre parcels may have the exact same property value but a paved
property will generate 26,000 gallons of stormwater during a 1” rainfall whereas an undeveloped
property will generate 1,600 gallons. This example highlights the lack of equity associated with
the County’s current approach to funding the stormwater system. As the County addresses the
needs of the stormwater system, by increasing funding, this lack of equity may become more
pronounced within the community as property owners recognize that their increasing contributions
to stormwater management are not aligned with their use of the stormwater system.
2.2.4 Stormwater Management Structure
The County’s current stormwater management program is decentralized, with functions and costs
spread among multiple divisions within the County’s Growth Management Department.
Stormwater management is currently managed within at least six different divisions, including
personnel from thirteen different sections. This decentralization has occurred over time, as the
County maintained a more centralized stormwater program in the past. This is not atypical, but it
can create challenges in achieving overarching objectives and in operational efficiencies.
The key challenge resulting from the current decentralized approach is that efforts to manage the
system are not easily coordinated due to lack of a clear reporting and operational framework.
Both operational and capital facility management are made significantly more difficult by the
necessity of coordination among multiple organizational units, many of which balance multiple
objectives beyond those related to stormwater.
Based on our review of current stormwater management practices in Collier County, available
resources are efficiently utilized by the County’s stormwater professionals for management of the
stormwater system. However, staff will continue to be limited in meeting the goal and objectives
identified for the stormwater system without changes to the organizational and funding structure.
The challenges in Collier County are not unique, as many communities in Florida and around the
United States have encountered increased demands on resources as communities face aging
infrastructure, growth, changes to stormwater management regulations and objectives, and
expected levels of service.
STORMWATER UTILITY BENEFITS
Many communities have decided that their historical approach to stormwater management will
not empower them to meet current water quality and water quantity management objectives. To
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Collier County | Stormwater Utility Rate Study Stantec | 10
address these needs, communities (including over 180 in the State of Florida) have adopted
stormwater utilities. Some of these communities have maintained stormwater utilities for several
decades, and they have proven to be an effective approach to enhancing organizational
effectiveness and funding for stormwater management in a wide variety of circumstances.
The potential creation of a stormwater utility for Collier County provides an opportunity to address
the described challenges in current operations, as well as providing for numerous additional
benefits to County residents and rate payers. Some specific examples of the benefits to the
property owners resulting from the use of a stormwater utility include the following:
• One of the primary benefits of a stormwater utility is providing a dedicated and stable
revenue stream. The certainty in the annually funding would allow the County to make
certain programmatic changes in the way it manages the system, ultimately allowing each
dollar of investment in the system to go further.
o Proactive System Maintenance - A dedicated funding stream allows for proactive
management of the stormwater system as compared to reactive problem solving.
The ability to proactively maintain an asset is always less costly than making
reactive repairs. This proactive approach results in lower system costs and
reduced costs to property owners. It also results in a better performing system
which minimizes stormwater issues within the community.
o Long-Term Perspective - Stormwater managers are empowered to adopt a longer
view in planning for capital investments, undertaking maintenance enhancement,
and developing staff since they are not operating in a year-to-year funding
environment with no certainty of follow-on funding in successive years. This long-
term perspective reduces the costs of management of the system over time as a
result of coordinated planning and consistency of staffing.
o Collaborative Funding - The dedicated funding source allows communities to take
advantage of federal, state and local grants. The County staff are aware of
matching funds available at this time that would reduce the cost of stormwater
improvements to the community. The funding stream also allows the community
to partner with other utilities (water, sewer, etc.) in a coordinated fashion to make
improvements resulting in reduced costs and disruption (streets are only torn up
once).
o Ability to Finance Capital Projects - Stormwater capital improvements typically
result in the construction of assets with long useful lives (20 to 60 years). As a
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Collier County | Stormwater Utility Rate Study Stantec | 11
result, many communities with stormwater utilities use debt financing to fund the
projects to better match the payment for the asset with the life of the asset. This
approach also reduces the one-time impact on property owners to fund significant
capital projects by spreading the costs out over time and can allow for large
projects to be addressed without collecting the monies just in time.
• Increased Equity - The stormwater bill for a property is based on the estimated stormwater
generated on the parcel as result of the specific characteristics of the property (i.e.
pavement vs. grass). This approach much more closely aligns the properties use of the
stormwater system and the resulting stormwater bill as compared to the value of the
property.
• Resiliency - A stormwater utility serves as a resilient means of management stormwater
within a community. As an enterprise fund, the stormwater utility is able to maintain
emergency reserve funds that can be used to fund unexpected system expenditures. A
resilient funding source is becoming increasingly important aspect of stormwater utilities
due to aging infrastructure and the increase frequency of extreme weather events.
• Full Participation - Unlike the use of property taxes, which excludes tax-exempt properties
from contributing monetarily to stormwater management, a stormwater utility will include
all properties that contribute runoff to the stormwater system. This results in a wider pool
of contributing properties and thereby reducing stormwater management costs to all
property owners.
• Ability to Recognize Onsite Stormwater Management - Communities with stormwater
utilities will typically offer mitigation credits (reductions in the fee) for properties that take
steps to manage stormwater on their property. This provides value to the property owner
as they have the ability to reduce their stormwater bill and it benefits the entire community
by reducing stormwater contributions to the system.
• Transparent - Property owner’s within communities with stormwater utilities benefit from
the fact that every single dollar of their stormwater bill is used specifically and exclusively
for the stormwater system. This provides transparency and accountability within the
management of the stormwater system.
2. System Challenges and Goals for Stormwater Management
Collier County | Stormwater Utility Rate Study Stantec | 12
RECOMMENDED GOAL AND OBJECTIVES FOR A STORMWATER
UTILITY FOR COLLIER COUNTY
In light of the challenges facing the County’s stormwater program and the guidance and planning
framework provided by the County’s Growth Management Plan, we worked with engaged
individuals on staff at the County to develop a recommended overarching goal and set of
objectives to provide a sound policy foundation for a stormwater utility for Collier County.
We are recommending that the County reaffirm the existing overall stormwater management goal
as the single primary goal directing the activities of the stormwater utility:
Goal: To provide stormwater management facilities and services for
drainage and flood protection for existing and future development,
minimize the degradation of quality of receiving water and surrounding
natural areas, and protect the functions of natural groundwater aquifer
recharge areas.
The County’s stormwater management goal clearly embraces both water quantity and water
quality issues, and explicitly expresses that these objectives will be achieved through both
operating services and capital facilities. It is both broad and inclusive, and unlikely to become
dated in the foreseeable future.
Any such broad goal must be supported by several key functional objectives. These
recommended objectives appropriately differ from the objectives in the County’s comprehensive
plan as this list is provided to establish operational guidance for the establishment and initiation
of a stormwater utility.
Supporting objectives for the stormwater utility:
1) The stormwater utility will conduct all stormwater management activities so as to allow the
County to meet the stormwater management goal and objectives identified in the Growth
Management Plan.
2) The stormwater utility will provide leadership and direction for all stormwater management
activities within Collier County, even if some functions are administratively housed in other
operating units of the County.
3) The stormwater utility will develop, manage, and utilize a dedicated and enhanced
revenue stream for the exclusive purpose of stormwater management.
a. Targeted revenue generation will reflect all needs of the system to achieve and
sustain the primary goal and other objectives.
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Collier County | Stormwater Utility Rate Study Stantec | 13
b. The stormwater utility will utilize this dedicated revenue stream to transition from
reactive to proactive system maintenance.
c. The stormwater utility will allow the County to leverage the dedicated funding
stream to partner with other entities (both inside and outside the County) and apply
for grant funds as may be beneficial to the stormwater utility’s purposes.
4) Revenues to fund the stormwater programs will be generated equitably from residents and
businesses making use of the system.
a. Stormwater user charges will be based on a stormwater user fee that reflects use
of the stormwater system (such as is indicated by impervious area, a mixture of
total area and impervious area, or other cost allocation approaches).
b. The stormwater fee will be established and managed to keep it as simple as is
practicable to enhance community understanding and ease of administration.
c. The stormwater fee will be assessed to all parcels in the unincorporated portion of
the County that contribute stormwater to the system.
d. The stormwater utility will create a system of stormwater “fee credits” to allow the
user charge system to reflect some of the important differences in how different
properties use the stormwater system, such as via onsite stormwater management
facilities.
The stated goal for stormwater management and supporting objectives for the stormwater utility
were used as guideposts for the stormwater utility rate study and are reflected in the analysis and
recommendations developed during the subsequent chapters of the report.
3. Current and Projected Revenue Requirements
Collier County | Stormwater Utility Rate Study Stantec | 14
CURRENT AND PROJECTED REVENUE REQUIREMENTS
This chapter of the report documents our project team’s review of the existing and projected
budget for stormwater management within Collier County to provide an understanding of revenue
requirements of the stormwater system based on the current level of service. The review is based
on historical spending and projected budgets established by the County. An overview of the
current funding mechanisms utilized by the County to fund stormwater management is also
provided.
The revenue requirements presented in this section of the report are representative of the current
level of stormwater management service provided by the County. Section 4 of the report identifies
and documents the revenue requirements for alternative levels of service.
BACKGROUND
The County’s current stormwater program is managed within the County’s Growth Management
Department. The program is decentralized with resources and staff provided from multiple
divisions and sections within Growth Management. The majority of stormwater activities are
completed within the Road Maintenance Division, the Pollution Control and Prevention Division
and the Stormwater Management Section of the Capital Planning and Program Management
Division. These three divisions are responsible for managing the primary stormwater program
elements which include infrastructure maintenance, regulatory compliance and stormwater
program management, respectively.
HISTORICAL AND CURRENT SYSTEM REVENUE REQUIREMENTS
To initialize the review of the system revenue requirements, we obtained the County’s historical
and budgeted financial information regarding the operation and maintenance of its stormwater
system. As described above, the County’s current stormwater management program is
decentralized, with functions and costs spread among multiple divisions and sections within the
County’s Growth Management Department. As such, the consolidated system revenue
requirements were developed by pulling budgetary information from various sources within the
County to provide an accurate picture of the current revenue requirements of the stormwater
system.
3. Current and Projected Revenue Requirements
Collier County | Stormwater Utility Rate Study Stantec | 15
3.2.1 Stormwater Management Section
The County accounts for the expenditures for the Stormwater Management Section within two
separate funds which includes operating personnel related expenses (Fund 111) and capital
related expenditures (Fund 325).
Stormwater Management - Operating Expenditures (Fund 111, formerly Fund 324)
To examine the revenue requirements within the Stormwater Management Section, our project
team reviewed historical operating expenses from FY 2014 to FY 2016 and the budgetary
expenses for FY 2017 and FY 2018. Table 3.1 presents the annual actual and budgetary
operating personnel expenditures within the Stormwater Management Section.
Table 3.1 - Stormwater Management Operating Expenditures and FTE’s (Fund 111)
Function Actual
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget
FY 2017
Budget
FY 2018
Departmental Fiscal Support 238,947 181,264 110,920 82,200 54,277
NPDES/GIS 211,653 215,925 235,913 230,053 239,327
Stormwater Master Planning 133,408 135,829 137,379 307,932 321,877
Stormwater Capital Project Management 220,807 257,040 318,070 305,615 319,919
Construction Engineering & Inspection 104,533 110,168 20,002 - -
Right-of-Way Acquisition 212,157 280,080 97,965 - -
Transfers Out - - - - 57,000
Reserves for Contingences - - - 1,000
Total Annual Operating Expenses $1,121,505 $1,180,306 $920,249 $926,800 $992,400
Total FTEs Funded 10.5 10.5 5.0 7.0 7.0
As demonstrated in Table 3.1, there has been a reduction in the number of full time employees
(FTE’s) funded within the Stormwater Management Section over the last few years and a resulting
reduction in annual expenditures. It is important to note that the annual reductions in positions
funded and expenditures is not due to reduced needs for stormwater management in the County
but rather as a result of the availability of funding for the program. It is also worth noting that while
Fund 111 includes expenditures related to NPDES permit management, the individual providing
these services is located within Pollution Control and Prevention Section of the Growth
Management Department.
3. Current and Projected Revenue Requirements
Collier County | Stormwater Utility Rate Study Stantec | 16
Stormwater Management - Capital Expenditures (Fund 325)
The expenditures identified within the Stormwater Management Capital budgets were examined
over the same time period as the operating related expenses. The capital expenditures include
design, permitting and construction of stormwater system improvements within the County. A
summary of the annual actual and budgetary expenditures are provided in Table 3.2.
Table 3.2 - Stormwater Management Capital Expenditures (Fund 325)
Expenditure Type Actual
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget
FY 2017
Budget
FY 2018
Materials and Equipment 989,479 910,714 1,428,539 2,617,200 1,672,700
Capital Outlay 2,743,121 4,006,817 4,420,385 3,512,000 4,402,600
Reserves for Contingences - - - 2,000 -
Total Annual Capital Expenses $3,732,600 $4,917,531 $5,848,924 $6,131,200 $6,075,300
The stormwater capital expenditures in the County have varied year over year based on the
availability of funding and specific projects programmed for each year. Table 3.3 presents the
annual total expenditures for the Stormwater Management Section.
Table 3.3 - Total Stormwater Management Expenditures (Funds 111 and 325)
Expenditure by Fund Actual
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget
FY 2017
Budget
FY 2018
Operating (111) 1,121,505 1,180,306 920,249 926,800 992,400
Capital (325) 3,732,600 4,917,531 5,848,924 6,131,200 6,075,300
Total Annual Stormwater Management
Section Expenditures $4,854,105 $6,097,837 $6,769,173 $7,058,000 $7,067,700
As demonstrated in Table 3.3, the annual expenditures within the Stormwater Management
Section has fluctuated year over year primarily based on the capital expenses and the projects
that are funded in any particular year but on average, in recent years, expenditure have been in
the range of $7 million per year.
3.2.2 Road Maintenance Division - Aquatic Plant Control Expenditures (Fund
101)
The County accounts for the expenditures related to the maintenance of the stormwater system
infrastructure within the Transportation Maintenance – Aquatic Plant Control Fund 101. As
mentioned earlier, the Road Maintenance Division of the Growth Management Department
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Collier County | Stormwater Utility Rate Study Stantec | 17
provides these maintenance services within the County. The historical actual and budgetary
expenditures for these activities are presented in Table 3.4.
Table 3.4 - Historical and Budgeted Stormwater System Maintenance (Fund 101)
Expenditure Type Actual
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget
FY 2017
Budget
FY 2018
Personal Services 209,243 216,190 227,164 227,000 237,700
Additional Services (Road Maintenance) 858,600 870,300 871,100 871,500 -
Operating Expenses 862,881 765,841 708,298 1,086,800 1,104,400
Capital Outlay 385,478 122,174 - - 5,000
Annual System Maintenance Expenses $2,316,203 $1,974,506 $1,806,562 $2,185,300 $1,347,100
The stormwater system infrastructure maintenance expenditures have typically been in the range
of just over $2 million per year. As shown in the Table 3.4, the County has historically provided
additional resources from the Road Maintenance Division to backfill the dedicated resources for
stormwater system maintenance. As shown in the Table 3.4, the FY 2018 budget currently does
not identify these additional resources and therefore the budget is abnormally low for FY 2018.
However, for purposes of developing the current budgeted revenue requirements our analysis
assumes that the Road Maintenance will provide additional services similar to historical levels,
approximately $870k. This would bring the budget up to approximately $2.2 million and is
reflected in the total system expenditures described in the next section.
3.2.3 Total System Expenditures
The summation of the historical and budgeted expenditures are summarized in Table3.5.
Table 3.5 - Total Historical Expenditures and Proposed Budget (Funds 111, 325, and 101)
Expenditure Type Actual
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget
FY 2017
Budget
FY 2018
Stormwater Management Operating
(111) 1,121,505 1,180,306 920,249 926,800 992,400
Stormwater Management Capital (325) 3,732,600 4,917,531 5,848,924 6,131,200 6,075,300
Stormwater System Maintenance (101) 2,316,202 1,974,505 1,806,562 2,185,300 2,217,100*
Total Stormwater Expenditures $7,170,307 $8,072,342 $8,575,735 $9,243,300 $9,284,800
*FY 2018 includes the approximate $870,000 cost of the historical additional services provided by Road
Maintenance
3. Current and Projected Revenue Requirements
Collier County | Stormwater Utility Rate Study Stantec | 18
The County’s total stormwater system expenditures have grown slightly over the past three years
and the County’s budgets for FY 2017 and 2018 demonstrate a continuation of this trend.
HISTORICAL AND CURRENT STORMWATER FUNDING
The County has historically funded stormwater management from a number of sources. The
primary funding source has historically been from ad valorem property taxes. In 2004, the Board
of County Commissioner’s approved a Stormwater Management Funding Policy which dedicated
0.15 mils of ad valorem solely to the funding of stormwater capital improvement projects.
However, during the economic downturn following 2008, the funding levels were redefined by a
resolution that would allow the County to fund “up to 0.15 mils per year.” As a result of this change
in the funding policy, the level of funding for stormwater management in the County in subsequent
years ended up being significantly reduced. Figure 3.1 demonstrates the historical funding from
ad valorem for stormwater management in the County and shows the significant reduction in
funding over the past decade.
Figure 3.1 - Historical Ad Valorem Funding for Stormwater Management
This funding policy still is in place today. The County determines, on an annual basis, the level
of funding that will be made available for stormwater management, resulting in annual
fluctuations.
In addition to ad valorem property taxes, the County manages stormwater activities with funds
received from the Big Cypress Basin (BCB) based on a cooperative agreement with the South
Florida Water Management District (SFWMD). The current agreement, which was established in
$0
$2
$4
$6
$8
$10
$12
$14
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017MILLIONS
FISCAL YEAR
3. Current and Projected Revenue Requirements
Collier County | Stormwater Utility Rate Study Stantec | 19
2004, provides the County with $1 million annually over a 20-year term (agreement sunsets in
2024). Over the years, the County has also received various grants that have been used to
supplement these revenues. Based on a review of the historical revenue it is clear that stormwater
funding has been inconsistent from year to year, providing limited certainty of the available
revenues for stormwater management in the County. A summary of the annual stormwater
funding is provided in Table 3.6.
Table 3.6 - Total Historical and Budgeted Revenue Stormwater Revenues
Expenditure Type Actual
FY 2014
Actual
FY 2015
Actual
FY 2016
Budget
FY 2017
Budget
FY 2018
General Fund (001) Incorporated 4,939,343 4,843,790 1,776,764 2,752,000 1,865,800
General Fund (111) Unincorporated 1,300,000 1,050,000 4,011,800 4,172,000 4,267,900
Big Cypress Basin 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Interest/Miscellaneous 70,512 148,966 127,389 121,700 153,100
Gas Taxes (Road Maintenance) 858,600 870,300 871,100 871,500 870,000*
Carry Forward 100,600 122,800 64,900 267,400 143,500
Total Annual Revenues $8,269,055 $8,035,856 $7,851,953 $9,184,600 $8,299,200
*Table assumes backfill from road maintenance in FY 2018 budget
REVENUE REQUIREMENT PROJECTIONS
Based on our review of the historical and budgetary stormwater system expenditures and
planning documentation provided by the County, our project team developed a five-year forecast
of system revenue requirements based on the current level of service provided within the County.
The revenue requirement forecast was developed by populating our financial modeling system
with the County’s historical and budgetary stormwater expenditures. The County also provided
the 2017 AUIR which outlines the stormwater management capital expenditures (fund 325) for
Fiscal Years 2018 to 2022. The following section provides our forecast of the stormwater system
revenue requirements over the next five-years.
3.4.1 Operating Costs Forecast
The projected operating costs for the County’s stormwater system include those identified within
the personal expenses within Stormwater Management (111), non-personal related operating in
Stormwater Management Capital (325) and those identified in Road Maintenance and Aquatics
Control (101). To forecast the operating expenses in Funds 111 and 101, annual inflation factors
were applied to the Fiscal Year 2018 budget on a line item level. The projected non-personal
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Collier County | Stormwater Utility Rate Study Stantec | 20
related operating costs in Fund 325 were provided in the AUIR for through 2022. It should be
noted that while the AUIR provides a forecast through 2022, our analysis extends out to 2023 in
order to provide a five-year forecast. Our analysis assumes inflationary level increases in
subsequent years. Table 3.7 presents the projects of operating costs over the five-year projection
period by fund.
Table 3.7 - Stormwater Operating Expenses Forecast
Expenditure Type by Fund FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Stormwater Management (111) 935,400 967,495 991,682 1,016,474 1,041,886
Stormwater Management Non-Personal
Operating (325) 750,000 800,000 850,000 850,000 871,250
Stormwater Maintenance (101) 2,115,111 2,137,413 2,160,161 2,183,364 2,207,032
Total Operating Expenses $3,800,511 $3,904,907 $4,001,843 $4,049,838 $4,120,168
The projected operating costs associated with the current level of service are anticipated to
increases consistent with overall inflation over the next five years at between 2% to 3% per year.
3.4.2 Capital Costs Forecast
The County’s stormwater capital improvements have been identified in the AUIR. The document
lists the individual projects and the anticipated spending for each fiscal year. These planned
capital projects are presented in Table 3.8. It should be noted that the most recent AUIR provided
by the County identifies projects over a five year period beginning with FY2018. Since the rate
study examines a five year projection period beginning in FY 2019, projects were estimated for
FY 2023 based on average annual spending.
Table 3.8 - Planned Capital Improvement Projects
Capital Project FY 2019 FY 2020 FY 2021 FY 2022 FY 2023*
GG City Outfall Replacements 2,000,000 2,000,000 2,000,000 2,000,000 -
Pine Ridge Stormwater Improvements 150,000 150,000 150,000 150,000 -
Immokalee Stormwater Improvements 1,500,000 1,000,000 2,000,000 4,500,000 4,500,000
Naples Park SW Improvement 2,600,000 2,600,000 2,600,000 2,600,000 2,600,000
W. Goodlette-Frank Area Stormwater
Improvements 500,000 500,000 - - -
Harbor Lane Brookside 500,000 500,000 - - -
3. Current and Projected Revenue Requirements
Collier County | Stormwater Utility Rate Study Stantec | 21
Capital Project FY 2019 FY 2020 FY 2021 FY 2022 FY 2023*
North Golden Gate Estates Flowway 100,000 100,000 200,000 200,000 -
Upper Gordon River 1,000,000 1,000,000 1,000,000 1,000,000 -
Griffin Road Area Stormwater
Improvements 400,000 500,000 500,000 - -
RESTORE - 500,000 1,000,000 1,000,000 -
Weir Automation 100,000 250,000 250,000 250,000 -
Total Planned Capital Spending $8,850,000 $9,100,000 $9,700,000 $11,700,000 $7,100,000
*FY 2023 is estimated, not included in AUIR
The projected capital spending included in the AUIR consists primarily of three projects; Golden
Gate (GG) City outfall replacements, Immokalee stormwater improvements and Naples Park
stormwater improvements. The Immokalee and Naples Park improvements will take
approximately 10 years to complete. These two projects include partnering with the County’s
other utilities (primarily water and sewer) in an effort to coordinate upgrade and replace existing
infrastructure. The County has historically funded stormwater capital improvement projects on a
cash basis, as compared to using financing to fund the projects. It is important to note that the
AUIR identifies that the planned capital spending is based on anticipated funding and not based
on the capital needs of the County’s stormwater system.
3.4.3 Total Projected Revenue Requirements
The combination of the projected operating and capital expenses results in the total system
revenue requirements over the planning period. Table 3.9 presents the total annual revenue
requirements over the next five years.
Table 3.9 - Total Projected Revenue Requirements
Expenditure Type FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Operating Expenses 3,800,511 3,904,907 4,001,843 4,049,838 4,120,168
Capital Improvement Projects 8,850,000 9,100,000 9,700,000 11,700,000 7,100,000
Total System Revenue Requirements $12,650,511 $13,004,907 $13,701,843 $15,749,838 $11,220,168
The total system revenue requirements shown in Table 3.9 are higher than the historical
expenditure levels for the stormwater system. The primary reason for the increased expenditures
is due to the level of capital spending identified in the AUIR. The impacts of a higher level of
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Collier County | Stormwater Utility Rate Study Stantec | 22
capital spending is contemplated in the AUIR as it identifies an annual gap in funding available to
meet the annual revenue requirements as discussed in the next section.
REVENUE PROJECTIONS
Stormwater management revenue projections were developed for the five-year planning period
based on revenue identified in the AUIR and the assumption that other current funding sources
(Big Cypress Basin agreement and Road Maintenance contribution) would remain available over
the next five years. Table 3.10 presents the revenue projection over the planning period.
Table 3.10 - Revenue Projections
Expenditure Type by Fund FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
General Fund (001) Incorporated 1,627,000 2,000,000 2,000,000 2,000,000 2,000,000
General Fund (111) Unincorporated 4,268,000 4,268,000 4,268,000 4,268,000 4,268,000
Big Cypress Basin 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Interest/Miscellaneous 50,000 50,000 50,000 50,000 50,000
Gas Taxes (Road Maintenance) 870,000 870,000 870,000 870,000 870,000
BP/Restore Act 500,000 1,000,000 1,000,000 1,000,000
Total Annual Revenues $7,815,000 $8,688,000 $9,188,000 $9,188,000 $9,188,000
A comparison of the anticipated revenues and the projected revenue requirements in Table 3.11
reveals that system expenditures will significantly outpace the stormwater system revenues over
the projection period.
Table 3.11 - Expenditure and Revenue Comparison
FY 2019 FY 2020 FY 2021 FY 2022 FY 2023
Total System Revenue
Requirements 12,650,511 13,004,907 13,701,843 15,749,838 11,220,168
Total Annual Revenues 7,815,000 8,688,000 9,188,000 9,188,000 9,188,000
Annual Surplus / (Shortfall) ($4,835,511) ($4,316,907) ($4,513,843) ($6,561,838) ($2,032,168)
Based on this analysis it clear that the existing funding identified for the stormwater management
within the County will not be sufficient to meeting the existing level of service. The next section
of the report examines what the County is able to accomplish with the current level of service and
explores alternative levels of service.
4. Level of Service Analysis
Collier County | Stormwater Utility Rate Study Stantec | 23
LEVEL OF SERVICE ANALYSIS
This chapter of the report examines the current level of service for stormwater system
maintenance provided by the County and identifies alternative levels of service and the associated
cost of providing each level of service.
INFRASTRUCTURE MAINTENANCE LEVEL OF SERVICE GAP ANALYSIS
The level of service provided for stormwater maintenance is typically one of the easiest
stormwater program elements to quantify given the ability to measure the frequency of the specific
maintenance activities. To examine the current level of service, our project team interviewed
County staff within the Road Maintenance Division and reviewed maintenance records provided
by the County. A listing of the current primary maintenance activities completed by the Road
Maintenance Division is provided below:
• Storm Sewer Vacuuming • Street Sweeping
• Curb Inlet Cleaning • Spraying
• Catch Basin Cleaning • Mowing
• Hydro Dynamic Unit Cleaning • Outfall Ditches / Secondary System
• Road Swale Cleaning • Pump, Equipment and Structure
Maintenance • Tree/Vegetation Removal
The current stormwater maintenance activities utilize 28 full time employees and equipment within
the Road Maintenance Division. While the majority of the maintenance activities are completed
in-house by County staff, spraying, mowing and most of the tree/vegetation removal are
contracted out.
4.1.1 Stormwater Infrastructure Maintenance Current Level of Service
Based on discussions with County staff and review of maintenance records the current frequency
of stormwater activities were documented by maintenance activity type. The maintenance
activities represent the current level of stormwater maintenance provided within the County.
Table 4.1 provides a summary of the current staffing for each activity, the time required to
complete the maintenance activity throughout the entire County system (current cycle) and typical
industry standards maintenance cycles.
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Collier County | Stormwater Utility Rate Study Stantec | 24
Table 4.1 - Stormwater Infrastructure Maintenance Current Level of Service
Maintenance Activity Current Staffing
(FTE’s)
Current Level of
Service
Typical Industry
Standard
Storm Sewer Vacuuming
4
26.7 Year Cycle 5 to 10 Year Cycle
Curb Inlet Cleaning 24.7 Year Cycle 4 to 5 Year Cycle
Catch Basin Cleaning 37.2 Year Cycle 4 to 5 Year Cycle
Hydro Dynamic Units Cleaning 1 Year Cycle Current Level Appropriate
Roadside Swale Cleaning 14 56.5 Year Cycle 10 to 15 Year Cycle
Street Sweeping 3
30 Day cycle for all
streets, 2 week cycle for
high volume
2 Week cycle for all
primary streets
Contract Spraying -
Inspected Monthly, Spray
as Required Current Level Appropriate
Contract Mowing - 2 Week cycle and 20 day
cycle Current Level Appropriate
Tree/Vegetation Removal - As Required Current Level Appropriate
Outfall Ditches / Secondary
System 3 Defined 1, 5 and 10 year
digging cycle
Pump, Equipment and
Structure Maintenance 4 Programmed
Maintenance Current Level Appropriate
A review of the current maintenance activity cycles and typical industry standards provides insight
into the maintenance gaps within the current level of service. While the County Road
Maintenance Division is currently operating at an extremely efficient level given its resources, the
current maintenance cycles for several activities a dramatically below industry standards. A prime
example would be roadside swale cleaning. Roadside swales are a vital component of the
stormwater system as they convey stormwater away from roadways and property. Overtime
roadside swales become filled with dirt and debris which significantly reduces the ability of the
swale to convey stormwater. Cleaning out roadside swales consists primarily of digging out the
swale and disposing of the dirt and debris. The effort typically requires a crew of 7 or 8 FTE’s
and heavy equipment (excavator and dump trucks).
Given the current resources within Road Maintenance Division (effectively two roadside swale
crews), it will take nearly 60 years for all of the swales in the County to be cleaned. While the
County may decide that the typical industry standard of 10 to 15 year maintenance cycle is too
aggressive, the current approach is not sustainable, as overtime the swales may become
completely ineffective.
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While there are certain gaps in the current maintenance levels provided in the County, Table 4.1
demonstrates that there are areas where the County currently provides a level of maintenance
service that meets industry standards.
4.1.2 Enhanced Level of Service – Stormwater Infrastructure Maintenance
Based on the gaps in the current maintenance activities, our project team worked with County
Road Maintenance staff to determine what resources would be required to reduce and/or
eliminate the maintenance gaps. The resources were identified in a programmatic manner based
on the staffing and equipment required to accomplish each of the maintenance activities. Table
4.2 summarizes the additional resources that would be needed to transition the maintenance
cycle to the industry standard level.
Table 4.2 - Stormwater Maintenance Enhanced Level of Service
Maintenance
Activity
Additional
Staffing
(FTE’s)
Categories of
Additional
FTE’s
Annual
Burdened
Staffing Costs
Capital
Equipment
Requirements
Cost of
Capital
Equipment
Storm Sewer
Vacuuming
16
8 Maintenance,
8 Equipment
Operators
$664,000 8 Vac Trucks $4,160,000 Curb Inlet Cleaning
Catch Basin Cleaning
Roadside Swale
Cleaning 40
5 Heavy
Equipment
Operators, 5
Crew Leaders,
15
Maintenance,
10 Equipment
Operators
$1,765,000
15 Dump
Trucks, 5
Excavators
$3,125,000
Street Sweeping 1 1 Equipment
Operator $45,000 *
Outfall Ditches /
Secondary System 3
3 Heavy
Equipment
Operators
$168,000
Alternative
Excavator, Long
Reach
Excavator, Bull
Dozer
$1,020,000
Total 60 $2,642,000 $8,305,000
*The County has a street sweeper that is currently not utilized and therefore just additional staffing is
required to enhance level of service.
Table 4.2 demonstrates that the staffing resources and capital equipment required to address the
maintenance gaps are substantial. The current budget for stormwater maintenance (within the
Road Maintenance Division) totals just over $2 million. To address the maintenance gaps the
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County would need to more than double the funding for stormwater maintenance and address the
associated capital equipment needs. Given the resources required attempting to address the
funding need in a single budget year would be unrealistic. In most instances it would be prudent
for the County to consider a phased approach to enhancing the level of service over a period of
time. This concept is discussed later in this chapter of the report. The bottom line is that the
maintenance gaps do need to be addressed. The current approach is not sustainable and
residents will increasingly experience stormwater related failures and issues throughout the
County, including flooded streets and private property due to insufficient funding for maintenance
of the stormwater system.
STORMWATER PROGRAM MANAGEMENT
Stormwater program management provides the primary oversight and management of the
stormwater program in the County. The current level of service provided by stormwater program
management can be defined by the current activities accomplished by the program and the level
of stormwater capital projects that are executed. Table 4.4 shows the current stormwater program
management activities.
Table 4.4 - Current Stormwater Program Management Activities and Staffing
Activity Current Staffing
(FTEs) Primary Responsibilities
Stormwater System
Inventory (GIS) 1
Staff and equipment to maintain and update stormwater
infrastructure inventory in Geographical Information
System (GIS) database.
Stormwater Master Planning 3
Lead long range planning efforts for the development
future stormwater capital improvement program including
the development of the AUIR.
Stormwater Capital Project /
Consultant Management 2
Management of stormwater planning and design efforts
related to the completion of stormwater capital
improvement projects.
Based on discussions with County staff, the employee tasked with development of the stormwater
system inventory in GIS is currently utilized by other departments within the County and therefore
is not currently available to support the stormwater program management. This situation
represents a gap within the current program, as the entire stormwater system has yet to be
captured in a GIS database and will require ongoing updates and maintenance in the future.
The level of staffing needs within Stormwater Program Management is partially dependent on the
level of planned capital investment within the stormwater system. Based on our initial review of
the current stormwater program management section there are gaps in the current program that
should be addressed along with additional staffing to support an increased level of capital
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investment. To provide a higher level of service stormwater program management could include
the following additional resources to allow for effective management of the stormwater program.
• Administration - A position could be created that would provide budget and financial
accounting support to the stormwater program. The County will be required to account
for the stormwater utility as an enterprise fund and which will require this staffing.
Additionally, a position could be created that would serve as the central point for
stormwater system customer service within the County. This position will be vitally
important should the County move forward with the implementation of the stormwater
utility.
• Public Information - A public information specialist position could be created to coordinate
all stormwater communications within the County. The individual would support the public
information aspects of the NPDES permit.
• Regulatory Review and Inspections - A senior inspector could be added to the program to
provide a dedicated resource to provide regulatory review, inspections and compliance
with stormwater design standards within the County.
• Data Management - Senior operations analysis position could be funded to provide a
dedicated resource for stormwater system data management within the County. The
individual would maintain the stormwater system GIS and other pertinent data systems.
• Capital Projects and Planning - A senior project manager and a project manager position
could be funded to provide oversight and management of an enhanced capital
improvement program and system planning.
The additional staffing resources listed above would allow the County to improve its ability to
manage the stormwater program and provide an enhanced level of service within the community.
Table 4.5 presents the estimated funding needs associated with these additional resources.
Table 4.5 - Enhanced Stormwater Program Management
Management Activity Additional Staffing
(FTEs)
Categories of Additional
FTEs Annual Burdened Costs
Administration 2 Accounting / Budget Analyst,
Customer Service 125,000
Inspections 1 Senior Inspector 90,000
Public Information 1 Community Liaison / PIO 90,000
Data Management 1 GIS Coordinator 90,000
Capital Projects Management
and Planning 2 Senior Project Manager,
Project Manager 200,000
Total 7 $595,000
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LEVEL OF SERVICE ALTERNATIVES
The prior sections have outlined the current and potential areas of enhanced level of service
related to stormwater management in Collier County. The analysis allows for the development of
a range of level of service alternatives that could be provided within the County. The following
sections formulate specific levels of service (both maintenance and capital).
4.3.1 Maintenance Level of Service
Based on our review of the current level of service and discussions with the County staff, it was
determined that the level of service alternatives should focus primarily on stormwater
infrastructure maintenance within the County. As documented in Table 4.1, the current frequency
with which the County is able to maintain the stormwater infrastructure is dramatically below
industry standards in a number of areas and as shown in Table 4.2, significant resources would
be required to transition to industry standard levels of maintenance. The maintenance level of
service alternatives have been developed based on options that would allow the County to
transition to industry standards. Specifically, our project team has developed four level of service
alternatives based on enhanced system maintenance. Figure 4.1 presents the level of service
options in relation to the maintenance frequencies for each of the key stormwater maintenance
activities.
Figure 4.1 - Stormwater Maintenance Level of Service
The figure demonstrates that for each level of service alternative, the maintenance frequency
would be improved from the current level of service. It is important to note that the figure does
26.7 24.7
37.2
56.5
21.9 19.8
29.1
45.5
17.1 14.9
21.1
34.5
12.3 9.9
13.0
23.5
7.5
5.0 5.0
12.5
Storm Sewer Vaccuuming Curb Inlets Cleaned Catch Basin Cleaned Roadside Swale CleanedMaintenance Frequency (Years)Current LOS 1 LOS 2 LOS 3 Industry Standard
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Collier County | Stormwater Utility Rate Study Stantec | 29
not demonstrate all stormwater maintenance activities, but is intended to demonstrate the key
activities and the improvements for each level of service alternative. Additionally, it would be
difficult for the County to transition immediately to providing the enhanced level of service. As a
result, the annualized costs to provide the stormwater maintenance for each level of service
assumes one to three year transition period depending on the level of service alternative (i.e. LOS
1 could realistically be reached after one year but an industry standard level of service would
require a multi-year phase in). In addition to the maintenance expenditures, our analysis assumes
that the County would be required to add resources to fund the stormwater program management
activities outlined in Table 4.5. These resources will be required to support the program and
address the capital investments required in the system, discussed in the next section. Table 4.6
presents the estimated annual maintenance and program management expenditures associated
with each level of service.
Table 4.6 - Level of Service Stormwater Maintenance and Program Management
Expenditures
Level of Service Annual Expenditures
Current* $2,800,000
Level of Service: 1 $5,600,000
Level of Service: 2 $6,100,000
Level of Service: 3 $7,300,000
Industry Standard $8,400,000
*Includes funding from Big Cypress Basin
4.3.2 Capital Level of Service
In addition to defining the maintenance level of service alternatives, it is necessary to define what
level of capital investment will be funded at each level of service alternative. The County has
identified capital needs for the stormwater system of approximately $105 million over the next
seven years, or $15 million per year. For purposes of our analysis, the capital needs identified
by the County were grouped into several categories. As mentioned earlier in the report, the
Stormwater system AUIR identifies the essential capital projects for the stormwater system. The
current AUIR identifies that the current funding for the defined projects is not sufficient to fund all
of the projects within the AUIR. In additional to the projects included in the AUIR, several near
term projects have been identified similar to the Immokalee and Naples Park stormwater
improvements for which the stormwater program would partner with the County’s water and sewer
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utilities department to coordinate infrastructure improvements in order to reduce costs and
minimize disturbances within the community. These projects include the following:
• Lely Neighborhood
• Naples Manor
• West Goodlette Frank Road Area (Partnership with City of Naples)
• Bonita Springs Area (Bonita Shores)
Based on our review of the capital projects, we developed four primary categories of projects.
The purpose of developing the categories of projects is to allow for incrementally funding each
category at a specific level of service. The four categories of projects identified include the
following:
• AUIR projects with identified funding - Projects that are in the AUIR that are currently
funded. It is assumed that since these projects are currently funded they would define the
current level of capital investment provided by the County.
• AUIR projects without identified funding - Projects that are in the AUIR but without
identified funding. The funding of these projects would allow the County to provide an
increase in the level of service.
• Partnership project - An additional project in which the County would work in partnership
with the water and sewer utility to replace existing stormwater infrastructure. For purposes
of our analysis, it was assumed that one partnership project would be included (i.e. this
category does not include all of the potential partnership projects discussed above).
• Additional project needs - Additional projects necessary to address repair and
replacement of the existing stormwater system.
Table 4.7 presents each of the categories of the capital projects and the annual capital cost
associated with each category.
Table 4.7 - Categories of Capital Projects
Project Type Annual Capital Cost
AUIR Funded Projects $7,100,000
AUIR Unfunded Projects $3,000,000
Partnership Project $3,000,000
Additional Project Needs $1,900,000
Total $15,000,000
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4.3.3 Defined Level of Service Alternatives
To develop the level of service alternatives, our project team layered each of these categories of
capital projects into the level of service alternatives under the assumption that increased capital
spending would result in a higher level of service. The following table presents the annualized
maintenance costs and the layered in capital costs for each level of service alternative.
Table 4.8 - Stormwater Level of Service Alternative Annual Expenditures
Level of
Service
(LOS)
Annual
Maintenance
Costs
Capital Projects
Total Annual
Expenditure by
LOS
AUIR
Funded
Projects
AUIR
Unfunded
Projects
Partnership
Project
Additional
Projects to
Address
Needs
Current $2,800,000* $7,100,000 - - - $9,900,000
LOS: 1 $5,600,000 $7,100,000 - - - $12,700,000
LOS: 2 $6,100,000 $7,100,000 $3,000,000 - - $16,200,000
LOS: 3 $7,300,000 $7,100,000 $3,000,000 $3,000,000 - $20,400,000
Industry
Standard $8,400,000 $7,100,000 $3,000,000 $3,000,000 - $21,500,000
All Capital $8,400,000 $7,100,000 $3,000,000 $3,000,000 $1,900,000 $23,400,000
*Current operating includes funding from Big Cypress Basin of $1 million
The total annual expenditure by level of service alternative identified in Table 4.8 are a crucial
component of the stormwater utility rate study. The “Expenditure by LOS” serves as the cost
basis to develop the stormwater fee in the next section of the report.
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STORMWATER FEE ANALYSIS
This chapter of the report outlines our analysis of stormwater fees including examination of the
basis for determining the fee, the stormwater fee structure, impervious area analysis and the
calculated stormwater fees for each of the level of service alternatives.
STORMWATER FEE OVERVIEW
Stormwater fees are effective to create a dedicated funding source for a stormwater management
program. As a fee for service rather than a tax, the structure of the stormwater fee is an important
consideration. The stormwater fee should be designed to reflect the use of or contributions to the
County’s stormwater system. The County currently uses this fee for service approach for the
provision of water, sewer and solid waste service in the County. Unlike these other utility services
provided by the County, measuring a parcels contribution or use of the stormwater system is not
directly observable and therefore a proxy or estimate of system use must be developed.
Prior to the development of the stormwater fee structures, our project team and County staff
discussed the key goals and objectives that should be used to evaluate the structure of the
stormwater fees. The goals and objectives for the stormwater fee structure include the following:
• Revenue sufficiency – stormwater fees need to generate revenue sufficient to meet the
stormwater management system requirements
• Equity among customers – stormwater fees should be designed such that costs recovered
from each customer are related directly to the way in which the customer demand
characteristics cause the utility to incur costs
• Simplicity – stormwater fees should be understandable by property owners within the
community and easily explained by County staff and leadership
• Administrative efficient – stormwater fees should be able to be easily administered by
County staff
• Defeasibility – stormwater fees must be developed in accordance with applicable legal
requirements and should be designed according to standard industry practice
Each of these goals and objectives serve as key guideposts for the selection of the fee structure
and were used in our evaluation of various structures. Based on discussions with County staff,
particular emphasis and weighting was given to designing stormwater fees that would be simple
and easy to understand within the community.
There are two key aspects of a stormwater fee that must be developed including:
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1) Fee Basis - The basis provides the unit of measurement that will be utilized as a billing
determinate.
2) Fee Structure - The structure provides the framework in which customer classes are
identified and charged based upon their common characteristics.
Each of these components are discussed in the following sections of the report.
FEE BASIS - MEASURE OF STORMWATER CONTRIBUTION
The collection of dedicated stormwater revenues can and is accomplished through the use of
different fee basis. The fee basis is essentially the methodology used to measure the stormwater
contribution from each property and to proportion the stormwater fee. The stormwater fee basis
methodology is often driven by two key factors which include availability of data and the perceived
equity associated with the basis. For example, while it would require limited information to bill
each property owner in Collier County the same flat stormwater fee, this approach would certainly
not recognize the manner in which different parcels contribute stormwater to the County’s system.
Since the conversion of natural land to developed land with impervious area result in increased
stormwater runoff, most communities with stormwater utilities use impervious area or some
variation of impervious area as the basis for the stormwater fee. Impervious area is the permanent
real characteristics of a parcel that impede the natural infiltration of stormwater into the ground.
While there are many variations, the typical fee basis used by stormwater utilities across Florida
and the country include:
• Impervious area only
• Impervious area plus gross area
5.2.1 Impervious Area Fee Basis
The most common fee basis for stormwater fee develop is impervious area only. Numerous
engineering and hydrologic studies have demonstrated that impervious area is the single most
important factor contributing to the quantity and quality of stormwater runoff from a property. As
a result, the use of impervious area only has been demonstrated to be a highly defensible basis
standing up in numerous legal challenges in Florida and across the country. The use of
impervious area is typically easily understood within the community, with the public understanding
that “if you pave, you pay.” The use of impervious area requires information that delineates the
impervious area on all parcels within the community, typically contained in a geographic
information system (GIS) database.
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There are some shortcoming to the use of impervious area only. The reality is that a public
drainage system collects stormwater from both impervious and pervious area of a property,
particularly during storm events. An impervious only fee basis does not account for these
contributions and therefore does not incorporate a stormwater fee for vacant/undeveloped land.
5.2.2 Impervious Area plus Gross Area Fee Basis
To address the fact that stormwater runoff is generated from both impervious area and pervious
area on a parcel, some communities have adopted stormwater fee basis that account for
impervious area and the gross area of the parcel. To recognize that the pervious area runoff
contributions are significantly less than that generated from impervious area, stormwater fees
using this basis will calculate a unit cost for pervious area separately from impervious area with
the pervious area unit cost being significantly lower. While this approach addresses the fact that
stormwater is generated from all parcels, developed and undeveloped, it is often more difficult for
the members of the community to understand. The public can have a difficult time understanding
why they have to pay for runoff from unimproved parcels or portions of their property. Additionally,
the incentive to remove impervious area can be reduced. Finally, this approach includes charging
vacant/undeveloped property a stormwater fee and therefore requires careful consideration to
examine whether parcels are actually served by the stormwater system. Some communities, like
Collier County, contain vacant/undeveloped property that is located well outside of the public
drainage system.
The use of impervious area plus gross area has been implemented by communities in Florida.
Case law in the State has demonstrated that as along as sufficient scientific basis is used to
calculate the appropriate runoff coefficient for impervious and pervious area to differentiate the
unit cost of each, the approach is acceptable and defensible.
5.2.3 Recommended Fee Basis
Based on our project team’s experience, discussion with County staff and the key goals and
objectives for the stormwater fee structure in the County, we recommend that the County use
impervious area only, as the basis for the stormwater fee. This approach meets each of the key
goals and objectives and most importantly provides a simple, easy to understand approach that
is defensible and provides an equitable allocation of costs within the County.
IMPERVIOUS AREA ANALYSIS
Collier County does not currently maintain an impervious area layer within its’ GIS database
system. As a result, our project team was tasked with developing an impervious area database
to facilitate the development of the stormwater fee. During the course of the study, numerous
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data sources were reviewed to examine their viability for the development of the database.
Ultimately, it was discovered the Collier County Property Appraiser maintains a planametric
database that identifies the vast majority of impervious area in the County. Our project team
reviewed the data with the County and determined that it would be a reasonable basis for the
development of the impervious area layer for the study.
5.3.1 Impervious Area Statistical Analysis
Using the Property Appraiser’s planametric database as a starting point, impervious data was
next delineated and assigned to individual parcels, which created a parcel specific impervious
database. Service area wide Stantec identified 836 million square feet of impervious area. This
data set became the basis for analysis in order to understand the unique parcel configurations in
Collier County and determine which fee structure options best suit the community. Specifically,
parcels with like characteristics of development such as single-family residential parcels, lend
themselves well to tiered fees. While non-single family parcels tend to be best charged according
to actual measured impervious area. Tiered fees when applicable allow for great increases in
administrative efficiency to be achieved with only a small decrease in the accuracy of the fee
applied to an individual parcel. This analysis identified single family homes in the service area
and performed a statistical analysis on them to determine the applicableness of tiers. Figure 5.1
shows a histogram of the distribution of the amount of impervious area on 82,674 single family
homes identified in Collier County. The distribution shows that the majority of single family
properties in the County have between 2,000 and 6,000 square feet of impervious. The statistical
median impervious area is 3,900 square feet. Of particular note is the long tail on the distribution
which demonstrates that there are a significant number of single family parcels with substantial
amounts of impervious area, well outside the median.
Figure 5.1 - Single Family Residential Impervious Area Distribution
-
200
400
600
800
1,000
1,200
1,400
Single Family Residential PropertiesImpervious Area (Square Feet)
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STORMWATER FEE STRUCTURE
Upon selecting a basis for the stormwater fee structure the next step in the process is two-fold.
First it is necessary to consider how the County might group similar parcel types, effectively
creating customer classes for stormwater billing. Second, the way in which each customer class
is charged a fee must be given significant consideration as to insure the fee structure is easy to
understand, equitable and administratively efficient.
5.4.1 Customer Classes
Collier County, like most communities, consists of a wide variety of land uses and parcel
configurations that make up its property base. Grouping like properties into customer classes is
appropriate in many cases in order to streamline the fee structure, enhance customer
understanding, and insure administrative efficiency. To develop the stormwater fee customer
classes for the County, our project team examined the property use distribution and parcels
configurations in the County in order to determine the most appropriate customer classifications.
The stormwater fee customer classes developed during the study include the following:
• Single Family Residential - Single family homes on a single parcel
• Non-Single Family Residential - Multi-Family Residential, Commercial, Government,
Institutional, Nonprofit
• Exempt - Public roads and right-of-ways, vacant parcels, railroad tracks, and parcels with
less than 400 square feet of impervious
The three customer classes were developed to provide simplicity and easy of understanding
within the stormwater rate structure. The three customer classes are common among
communities with stormwater utility as they recognize the common parcel characteristics that exist
on single family residential parcel. The exempt customer class include those parcel that should
be exempt from the stormwater fee. The basis for the categories of parcel included in the exempt
customer class include the follow:
• Public roads and right-of-ways: These properties serve as key components of the
stormwater system.
• Vacant parcels: The impervious area only approach would exclude vacant/undeveloped
properties.
• Less than 400 square feet of impervious: These properties are exempt to simplify the
stormwater fee rate structure and to recognize the practical limitations of capturing all
impervious area in the County.
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The properties included in the exempt customer class are customarily considered exempt from
stormwater fee by most communities with stormwater utilities across the country for the reasons
listed above.
5.4.2 Fee Structure Options
Upon selecting the customer classes, our project team next considered the appropriate
mechanism for charging parcels within each class to arrive at a recommended stormwater fee
structure. There are three typical approach used to develop fee structures on a customer class
level. These approaches include the following:
• Flat Fee - All parcels within a customer class are charged a flat fee based on the average
impervious area for the class. This approach is often used for single family residential
parcels within communities that do not have measurements of impervious area for these
parcel or when the community contains a very homogenous distribution of impervious area
among single family residential properties.
• Tiered - Properties are placed into tiers of impervious based on the actual impervious area
on the individual parcel and charged a stormwater fee based on the associated tier. This
approach is commonly used for single family residential parcels within communities with
a wider distribution of impervious area and the data to support the structure. Tiered rates
are a way in which a fee structure can capture these dynamics in an administratively
efficient way and insure cost recovery is equitable with in the residential customer class.
• Parcel Specific - Parcels are charged a stormwater fee based on the actual measured
impervious area on the individual parcel. While there are communities that have
implemented stormwater fee structures that are based on actual impervious area for all
customer classes, this structure is typically applied to non-single family residential parcels.
The significant variation in impervious area on these parcels precludes the use of
averages or flat fee structures.
5.4.3 Fee Structure Recommendation
The selection of the appropriate fee structure for each class can be viewed in the light of the goals
and objectives described earlier. One could argue that a parcel specific fee structure would be
the most equitable approach for the County, but at the same time this approach would potentially
result in significant administrative effort and complexity concerns within the County. As
demonstrated in the prior section, there is a significant amount of variation in the impervious area
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on single family parcels within the County. For these reasons we recommend that the County
utilize the following fee structure for each class:
• Single Family Residential - A tiered fee structure developed based on the statistical
analysis of impervious area for single family parcels within the unincorporated area of the
County for single family residential parcels with less than 9,300 square feet of impervious
area. While it would more straightforward to place all single family properties into tiers the
significantly wide distribution of impervious area among these properties make this
approach problematic (i.e. a property with 10,000 square feet of impervious area would
be charged the same stormwater fee as a property with 20,000 square feet).
• Non-Single Family Residential - A parcel specific fee structure based on the actual
measured impervious area on each non-single family residential parcel and single family
residential parcels with impervious area over 9,300 square feet.
To facilitate the stormwater fee structure for each customer class, we recommend that the County
implement a common basis or unit of measure. It is common to develop an Equivalent Residential
Unit (ERU) as a common unit of measure. The ERU is set at the statistical median impervious
area on single family parcels, which is 3,900 square feet in the County. In this way the charge for
one ERU can be assessed to a single parcel or applied with a multiplier to capture the relative
difference in impervious area within the non-single family class. Once the ERU is established,
the stormwater bill for each individual parcel is simply the stormwater fee times the number of
ERU’s on the individual parcel. In the determination of the number of ERU’s, we recommend that
the County round impervious area to the down to the nearest 100 square feet given the level of
accuracy of the impervious area database and for administrative simplicity.
The recommended tiers for single family residential properties were constructed using statistically
significant demarcations in the distribution of impervious area including the 16th, 68th and 90th
percentile. The recommended tiers for the single family residential fee structure are presented in
Table 5.1.
Table 5.1 - Recommended Single Family Residential Tier Structure
Tier Tier Size (square feet) Number of ERU’s
Tier 1 400 to 2,900 0.6
Tier 2 2,900 to 5,400 1.0
Tier 3 5,400 to 9,300 1.6
5. Stormwater Fee Analysis
Collier County | Stormwater Utility Rate Study Stantec | 39
The number of ERUs associated with each tier were developed based on the statistical midpoint
of impervious area for each of the tiers in relation to the one ERU, which is 3,900 square feet.
Table 5.2 presents the number of single family properties by each of the tiers and the total number
that would fall outside the tier structure and be billed based on measured impervious area.
Table 5.2 - Number of Single Family Properties in County by Tier
Tier Number of Properties Percent of Total
Tier 1 12,889 16%
Tier 2 43,314 52%
Tier 3 17,920 22%
Over 9,300 square feet of
impervious 8,551 10%
Total 82,674 100%
Figure 5.2 presents the distribution of impervious area within the single family residential customer
class and the specific tiers.
Figure 5.2 - Single Family Residential Tier Distribution
CALCULATED STORMWATER FEES
The selection of the stormwater fee structure allows for the determination of stormwater fee based
on the level of service alternatives. Table 5.3 presents the calculated annual stormwater fees for
-
200
400
600
800
1,000
1,200
1,400
Single Family Residential PropertiesImpervious Area (Square Feet)
5. Stormwater Fee Analysis
Collier County | Stormwater Utility Rate Study Stantec | 40
each of the level of service alternatives. It should be noted that the fees shown in the table include
an assumption for charges from the Property Appraiser for billing and collection (discussed in
Chapter 6) of 8% of revenues and provide an allowance for mitigation credits (discussed in
Chapter 7) of 10%. These adjustments are required to calculate stormwater fees that will
generate the necessary revenues to fund each of the level of service alternatives.
Table 5.3 - Annual Stormwater Fee by Level of Service
Current LOS 1 LOS 2 LOS 3 Industry
Standard
All Capital
Needs
Single Family Residential
Tier 1 $35 $45 $57 $72 $76 $85
Tier 2 $55 $71 $90 $114 $120 $130
Tier 3 $89 $114 $146 $184 $194 $218
Non-Single Family Residential and Single Family over 9,300 square feet of impervious
Per ERU based on
Measured Impervious Area $55 $71 $90 $114 $120 $130
The following example is provided to demonstrate how the stormwater fee structure would apply
to a parcel with more than 9,300. Figure 5.2 presents a sample commercial property located in
the County.
Figure 5.2 - Sample Commercial Property
The commercial property in Figure 5.2 contains impervious area of 47,268 square feet (area
highlighted in blue). This equates to approximately 12.1 ERUs (47,268/ 3,900). At the LOS 2 fee
of $90 per ERU, the annual stormwater fee for this property would be $1,089 annually.
5. Stormwater Fee Analysis
Collier County | Stormwater Utility Rate Study Stantec | 41
STORMWATER FEE COMPARISON
There are currently an estimated 180 communities in Florida with stormwater utilities. To provide
insight into how stormwater fees from comparable and local communities align with the fees
calculated in this study, a benchmarking comparison was developed. Table 5.3 presents a
summary of the comparison.
Table 5.3 - Stormwater Fee Benchmarking Comparison
Locality Annual Stormwater
Fee per ERU Population Annual Revenues
City of Naples $156.72 22,000 $5 Million
Charlotte County $128.64 160,000 $5 Million
Pinellas County $117.74 344,000 $20 Million
Sarasota County $90.65 390,000 $17 Million
Collier County $55 - $130 357,000 $10 to $23 Million
The table shows that the stormwater fees calculated for the various level of service alternatives
for Collier County are well within the range of the fees charged by the comparison communities.
6. Billing and Collection Methodology
Collier County | Stormwater Utility Rate Study Stantec | 42
BILLING AND COLLECTION METHODOLOGY
This chapter of the report documents the potential billing and collection alternatives that could be
utilized by the County to assess a stormwater fee, outlines the advantages and disadvantages of
using each approach and documents our recommendation for billing and collection of the
stormwater fee.
BILLING AND COLLECTION ALTERNATIVES
There are three primary methods that the County could utilize to bill and collect a stormwater fee
from parcels within the unincorporated portions of the County. The County could include the
stormwater fee on the property tax bill, on the existing utility bill or generate a separate standalone
stormwater bill. While there are variations on these approaches, these three are the most
common methods utilized by communities with stormwater fees. When considering which
approach is most appropriate, it is necessary to evaluate items such as the availability of data,
administration and overall cost of the approach. Our project has had the opportunity to review
various datasets within the County and discuss with County staff the various aspects of each
approach. The following section outlines each approach, as well as the advantages and
disadvantages of each.
6.1.1 Utility Bill
One of the key selling points for a stormwater utility is that it organizes and funds stormwater
management in a manner similar to other utilities within the community, such as water and sewer
utilities. As a result, it is fairly common for a community to consider using an existing utility bill as
the means for billing and collecting stormwater fees. This approach clearly conveys the message
within the community that the stormwater fee is related to the provision of utility service. This
approach often works well for communities that are largely built-out with existing utility service
provided to the majority of parcels. However even when this is the case there are a number of
challenges that exist.
One of the key challenges is to correlate the parcel in the utility billing system with the parcel
number maintained by the property appraiser. This process can be tedious and time-consuming
because utilities are not billed according to parcel identification numbers. It is common for one
parcel to have multiple utility accounts or conversely to not have utility service at all. Additionally,
there are often multiple parcels that may be served by a single master meter. In addition to the
challenges associated with aligning parcels with utility accounts, some communities have shied
away from using the utility bill for stormwater fees due to concerns with the ability to enforce
6. Billing and Collection Methodology
Collier County | Stormwater Utility Rate Study Stantec | 43
payment. While communities have enforced payment by “interlocking” the stormwater fee with
water service and discontinuing water service for nonpayment, the legal and administrative
aspects of this approach need to be closely examined.
While the initial development of the stormwater billing database can be time consuming, using
the utility bill to assess and collect the stormwater fee is generally a low cost approach. Outside
of the initial setup, the costs associated with the utility bill approach would be for additional bills
that would need to be billed and collected for parcels without existing utility service and the
additional customer service activities resulting from the fee.
The reality within Collier County is that there are a significant number of parcels that do not have
existing utility service and as a result there is not an existing utility bill to use for stormwater billing.
Additionally, many residents in the unincorporated portions of the County receive utility service
from private or other public providers, further complicating this approach to billing. It is unlikely
that the use of the utility bill would be a viable option for the County for the majority of properties
in the County.
6.1.2 Property Tax Bill
The most common approach for billing and collecting a stormwater fee within unincorporated
areas, such as Collier County, is the use of the property tax bill. This approach is generally the
most practical and effective manner given the fact that utility services are typically not universally
provided throughout the community. However one of the primary disadvantages to this approach
is that it goes counter to the concept that the stormwater fee is in fact a fee and not a tax. Some
communities have found it difficult to manage these apparent misaligned messages within the
public realm. Another disadvantage is the cost associated with using the tax bill. The Property
Appraiser will charge a fee of 4% of the total revenues associated with the stormwater fee.
Additionally, property owners receive a 4% discount if the tax bill is paid in November which further
reduces stormwater revenues. These costs/reductions in revenues must be considered when
evaluating billing and collection options. Additionally, the revenue generated from the stormwater
fee on the tax bill will be “lumpy” in nature, rather than spread out throughout the year. Finally,
the Florida State Statues preclude the use of the property tax bill as a means for billing and
collecting non-Ad Valorem fees from governmental properties (i.e. school boards, etc).
Some of the key advantages to using the property tax bill include a high collection rate, the fact
that a robust database exists with the property appraiser and the limited administrative burden
placed on the County associated with this billing approach. The use of the property tax bill is
often the most straight forward and efficient means of billing and collecting stormwater fees.
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Finally, it should be noted that the County is currently using the property tax bill to bill and collect
solid waste fees, which sets a precedent for this type of approach within the County.
6.1.3 Separate Stormwater Bill
The third alternative billing and collection approach would include the development of a new
standalone utility bill for stormwater services. This approach is often used within communities
that do not have access to an existing utility bill (i.e. communities served by private water, sewer
and electric utilities) and do not have the ability to or desire to place the stormwater fee on the tax
bill. While the approach accomplishes the goal of communicating within the community that
stormwater service is a utility, the approach is often too costly and time-consuming to manage.
The establishment of a separate billing and collection mechanism, the lack of an ability to enforce
payment and the associated administrative requirements make this approach one of the least
common means of billing and collecting a stormwater fee.
SUMMARY
The advantages and disadvantages to each of the billing and collection approaches are
summarized in Table 6.1.
Table 6.1 - Stormwater Billing and Collection Alternatives - Advantages and Disadvantages
Billing and Collection
Alternative Advantages Disadvantages
Utility Bill
• Consistent with other utilities
/ consistent messaging
• Low cost of approach after
initial setup
• Challenge of alignment of utility
account and parcel
• Significant number of parcels
without County provided utility
service
• Collection rate
Property Tax Bill
• Existing database with PA
• High collection rate
• Ability to reach all parcels
non-governmental
properties
• Administratively simple and
efficient
• Precedent set with solid
waste fee
• Inconsistent message of
stormwater as a fee and not a
tax
• Cost / Impact on revenues
• “Lumpy” cash flow
• Can’t bill governmental parcels
Separate Stormwater
Bill
• Consistent messaging,
stormwater as a service
• Ability to reach all parcels
• Significant administrative effort
and cost
• Inability to enforce payment
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BILLING AND COLLECTION RECOMMENDATIONS
Based on our review of the stormwater fee billing and collection alternatives in light of the
characteristics of Collier County we developed the following recommendations:
• We recommend that the County use the property tax bill to facilitate the billing and
collection of the stormwater fee for all non-governmental properties. This approach will
allow the County to effectively and efficiently bill and collect stormwater fees from parcels
within the unincorporated portions of the County. The approach will mirror the way in
which the County currently bills and collects for solid waste service within the County.
• We recommend that the County use the utility bill or an inter-fund transfer from the
County’s General Fund to facilitate the billing and collection of the stormwater fee for all
governmental properties. This approach complies with the Florida Statutes and will
provide means for billing and collecting governmental properties.
• We recommend that the financial forecasts developed for the stormwater utility account
for the costs and revenue impacts associated with using the property tax bill. Financially
planning efforts should also consider the lumpy nature of cash flows based on the use of
the property tax bill.
Finally, we recommend that the County carefully consider how the stormwater fee is
communicated within the community given potential for inconsistent messaging associated with
the use of the property tax bill and the concept of stormwater as a utility funded with a fee. The
precedent set with solid waste billing should be used to help communicate how a fee can be
placed on the tax bill.
7. Mitigation Credits and Utility Administration
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MITIGATION CREDITS AND UTILITY ADMINISTRATION
This chapter of the report outlines the development of stormwater fee mitigation credits for the
County’s consideration along with specific administrative processes that would need to be
implemented if the County were to adopt a stormwater utility and fee.
STORMWATER FEE MITIGATION CREDITS
A properly-structured system of stormwater fee mitigation credits can address many of the issues
and challenges of implementing stormwater fees. Providing mitigation credits towards stormwater
bills can help to maintain equity for property owners with onsite stormwater management controls
or those that contribute monetarily to offsite stormwater management controls that are privately
maintained. The basis for providing stormwater mitigation credits is the recognition that certain
activities reduce the burden on the stormwater system and as a result, reduce the County’s cost
of maintaining the system.
The majority of communities across the country that have implemented stormwater utilities include
some form of a credit program. Some utilities maintain very simple programs to limit the
administrative burden in managing a credit program and others maintain extremely complex
programs that provide very specific credits. However, in any credit program, several key
considerations must be addressed, including:
• Who is eligible to receive a stormwater fee credit, all property owners or just nonresidential
parcels?
• What stormwater management control facilities / activities qualify for credits?
• How much of a fee reduction is offered with each control activity?
The way in which each of these considerations are addressed is largely dependent on local
policies. As there is no one‐size fits all credit program, each program is going to reflect the unique
nature of each municipality. The key components of a credit program for the County are discussed
below.
7.1.1 Credit Eligibility
The majority of credit programs around the country focus primarily on non‐residential land uses.
The primary reason for this focus is that the economic benefits (reduction in fees) are outweighed
by the requirements (time, effort and cost) associated with applying for and qualifying for the
credits. In general, the costs associated with the credit application and maintenance requirements
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are typically significantly greater than the reduction in the stormwater fee that a residential parcel
owner would experience. For example, it is not uncommon for a community to require that the
credit application be completed by a registered professional engineer and a credit application fee
be assessed. As a result, a parcel owner may need to spend up to $500 or more to achieve an
annual reduction in the stormwater fee of $25 (25% of $100). The other primary reason why
credits are typically not offered to residential parcels is that the administrative burden of managing
the credit program imposes costs on the utility that are otherwise avoidable.
There are utilities however, that offer credits to residential parcels to ensure that all parcels are
treated the same. In these cases, since it is typically difficult for a residential parcel owner to
significantly reduce their impact on the stormwater system (due to property size limitations), the
credits that are most often available to residential parcel owners are fairly limited in magnitude
(size of the reduction in the fee) to match the limited ability of these parcels to reduce their
stormwater contributions. The primary exceptions to this is for properties that directly discharge
stormwater outside of the stormwater system or for properties that contribute monetarily to
privately owned stormwater control facilities. For utilities that do not offer credits to residential
parcels, a number have implemented incentive programs to provide funds to residential parcel
owners to incentivize the installation of stormwater management activities.
Based on the credits that have been identified for the County, discussed in the next section, we
recommend that the credit program be offered to all classes of parcels in the County. Given the
credits that have been identified, we believe that the credits would not place a significant
administrative burden on the County.
7.1.2 Mitigation Credits
Three primary types of mitigation credits were developed and are discussed below.
• Stormwater Control Credits - Properties within the County that maintain onsite stormwater
management system or contribute monetarily to an offsite stormwater management
system would be eligible for a mitigation credit.
• Direct Discharge Credits - Properties within the County that directly discharge all or a
portion of their stormwater runoff outside the County system would be eligible for a
mitigation credit. The credit would recognize the fact that all or a portion of the runoff from
the property is not managed by the County stormwater system. The credit should be
based on portion of the impervious are that drains outside the system.
• Agricultural Credits - Agricultural properties within the County that maintain permits or
implement practices as outlined in the Florida Statutes Section 163.3162 (3) (c), would be
eligible for a mitigation credit.
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To quantify the amount of the mitigation credit for each credit type, our project team examined
the various cost of service components within the stormwater system. Examining the cost of
service components allows for identification of those costs that are reduced and/or avoided as a
result of the stormwater control activities or parcel characteristics. Table 7.1 presents the cost of
service components based on the annual expenditure requirements for the industry standard level
of service. The table includes identification of the type of expense, whether it is incurred to serve
the entire system, to provide local service or a component of the backbone system.
Table 7.1 - Stormwater Cost of Service
Function Annual Cost* % of Total Type of Expenditure
Customer Service / Admin 500,000 2.21% System-Wide
Regulatory / Water Quality 300,000 1.20% System-Wide
Engineering / System Planning 1,200,000 5.72% System-Wide
Pipes / Inlets / Catch Basins - O&M 1,900,000 8.59% Local
Swales - O&M 3,100,000 14.32% Local
Streets - O&M 200,000 0.76% Local
Canals - O&M 1,200,000 5.53% Backbone
Outfall Ditches/Secondary - O&M 900,000 3.93% Backbone
Capital 12,500,000 57.74% Backbone
Total $21,800,000 100.00%
*Full annual costs, not including annual $1 million from Big Cypress Basin
Based the functional costs of service it appears that approximately 25% of the overall system
expenditures are associated with managing the local system. It is these costs that are typically
reduced or avoided as the result of onsite stormwater management. When it comes to direct
discharge outside the County system, we recommend that the County provide a mitigation credit
of up to 50% based on the recognition that the property owner receives the benefit of stormwater
management throughout the County, which allows for travel and protects the private and personal
property of the property owner. Finally, based on the Florida Statutes an agricultural parcel that
maintains a permit or implement practices as outlined in the Florida Statutes Section 163.3162
(3) (c), must be given a 100% credit. A summary of the credits is provided in Table 7.2.
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Table 7.2 - Stormwater Mitigation Credits
Credit Type Eligibility Credit Amount
Stormwater Control All parcels served by a qualifying stormwater
management system Up to 25%
Direct Discharge Any parcel that discharges directly outside
the County stormwater system Up to 50%
Agricultural Agricultural parcels that meet the Florida
Statutes Section 163.3162 (3) (c) 100%
It is important to note that the credit program, like any County program, can and will change over
time to meet the needs of the community. The credit program described above will serve as an
initial step in addressing equity concerns within the community related to the stormwater fee.
In most communities that offer stormwater fee credits the number of property owners that
participate in a credit program is typically fairly low at around 5% of all property owners. Some of
the common reasons communities cite for low participation include the following:
• Retrofitting a property for a credit is rarely cost effective
• The property is managed by a property company located elsewhere (not in the community)
and is not aware of availability of credits
• Application process considerations (burdensome, costly, require professional assistance)
• Credit programs require ongoing maintenance of stormwater controls (ongoing
maintenance costs)
7.1.3 Management of Credit Program
To manage an effective credit mitigation program it is necessary to develop a framework for how
the credits will be offered and managed. This is most often accomplished through the
establishment of a stormwater mitigation credit manual. The credit manual defines how a property
owner goes about seeking a credit, (i.e. the application process), the requirements that must be
met to receive the credit and what is required to continue to receive the credit in the future. A
draft credit manual is provided in the appendix to this report. In terms of the initial roll out of the
credit program we recommend that the County consider the following:
• The initial stormwater billing should provide the Stormwater Control mitigation credit to all
County parcels within subdivisions that are served by community owned stormwater
management system. In other words these parcels would not have to apply for the credit.
As part of the credit program, the County should require periodic reporting to the County
by the entity responsible for the maintenance of the stormwater management system to
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Collier County | Stormwater Utility Rate Study Stantec | 50
demonstrate proper maintenance of the stormwater management system. If the system
does not meet the County requirements, the credit would be suspended until proper action
is taken.
• Similarly, the initial stormwater billing should provide the agricultural mitigation credit to all
agricultural parcels in the County. The County should then require that during the first
year, agricultural parcels be required to submit documentation that they meet the
agricultural credit requirements. If appropriate documentation is not provided the property
would be billed in the second annually billing.
UTILITY ADMINISTRATION
To successfully implement a stormwater utility specific administrative procedures will need to be
developed and adopted by the County. Two of the primary procedures that need to be addressed
include the handling of customer appeals and the management of the stormwater utility database.
7.2.1 Appeals
Similar to any utility in the County (i.e. water, sewer, solid waste), from time to time customers will
have concerns regarding their specific stormwater fee. The majority of these concerns are
typically raised during the initial billing of the stormwater fee. While the County will certainly be
positioned to answer questions or concerns, the County will need a process to address customers
that believe their stormwater fee is not correct. To effectively and efficiently manage these
requests, most communities have adopted a process for submitting appeals. The appeals
process should document what can be appealed (billing errors, miscalculation of the stormwater
fee, incorrect impervious area or non-existent impervious area) and the process for submitting
the appeal. Many communities have developed simple online forms to facilitate the appeals
process. Developing an efficient appeals process can significantly reduce the administrative effort
required to manage the stormwater utility.
7.2.2 Stormwater Utility Customer Database
While the underlying data used to charge the stormwater fee is relatively static, a process will
need to be developed to capture changes in impervious area over time. While the appeals
process can assist in capturing the removal of impervious area, additions need to be captured to
maintain an accurate utility database. This is most often accomplished by linking the building
permit process with the stormwater utility database. A workflow can be developed that will ensure
the capture of the majority of changes in impervious area in this manner. In addition to this
process, most communities with stormwater utilities will complete a full review of impervious area
periodically (i.e. every three to five years).
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7.2.3 Condominium Stormwater Billing
Collier County includes a significant number of residential and commercial condominium
developments. Given the ownership structure of condominium (individual unit ownership with
shared common areas), special care needs to be taken to develop stormwater bills for
condominiums. The industry standard approach to calculating stormwater bills for condominiums
includes the determination of the stormwater bill the entire condominium complex based on the
impervious area for the entire complex (including common areas). The total bill is then equally
divided amongst all of the condominium owners to arrive at a stormwater bill for each condo
owner. We recommend that the County utilize this approach in the development of the master
account billing file for final stormwater bill determination.
8. Public Engagement
Collier County | Stormwater Utility Rate Study Stantec | 52
PUBLIC ENGAGEMENT
This chapter of the report provides a summary of the public engagement effort that was executed our project
team as part of the Phase II Study.
BACKGROUND
Understanding the significance of the impact stormwater has on the entire population of Collier
County, a robust community engagement program was initiated by staff and led by our project
team. The two key purposes of the community engagement program were to:
a) accurately inform the residents of Collier County how the stormwater program is
currently funded, the current level of service, and what a stormwater fee is
b) provide an opportunity for all residents to express their thoughts and/or concerns, as well
as ask any questions regarding stormwater level of service and funding
There were three key components developed to ensure the public had opportunities to learn
about the Stormwater Utility Study:
• project dedicated website
• public workshops
• online survey
These three key components provided for those desiring one on one interaction to attend one of
the six public workshops; for those that chose to learn on their own and have a resource to go
back to the project website that included both general information, survey link, video recorded
public presentation, archive database of study items and materials, as well as a direct contact to
the our project team; and lastly, the survey provided an opportunity for those not able to attend a
workshop to provide input to share their own personal comments.
SUMMARY AND RESULTS OF ENGAGEMENT ACTIVITES
8.2.1 Public Workshops
A series of six public workshops were held during evening hours in various Collier County
locations to provide a forum for residents and business owners to learn about Collier County’s
stormwater program, stormwater utilities and how one could apply to Collier County.
The six workshops were held on:
• Wednesday, November 8, 2017 - North Collier Regional Park
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• Thursday, November 9, 2017 - Golden Gate Community Center
• Wednesday, December 6, 2017 - Naples Botanical Gardens
• Monday, December 11, 2017 - South Regional Public Library
• Wednesday, December 13, 2017 - UF/IFAS Southwest Florida Research & Education
Center
• Thursday, December 14, 2017 - Greater Naples Fire Rescue, Station 73
Public meetings were noticed by: project website, county staff e-blasts, Stantec updated
community association e-blasts, Facebook, newspaper ad placements, facility posters, direct
email notices, and telephone calls. Through the six workshops that were held, approximately 100
resident and business participants attended. While lower than desired, these accomplished two
key items:
1. Provided an opportunity for those who wanted a face to face understanding about the
existing program and potential stormwater utility program.
2. Indicated that while stormwater is a discussion topic by residents, a stormwater utility
program is not a controversial topic. Typically, the greatest participation by residents or
businesses during public workshops is if there is either a strong love or strong hate for a
specific topic. In this case, it appears that there is a generally neutral to positive
perspective based solely on workshop attendees.
8.2.2 Website
The project website (collierstormwater.com) was intended to be a “go to” for all information that may have
been necessary for residents to gain an educated understanding of the Collier County stormwater program.
The information included on the website incorporated the following items:
a) History
b) Why there is stormwater management
c) How Collier County manages stormwater
d) Cost for maintenance, repair and replacement
e) Stormwater challenges in Collier County
f) Stormwater utility program overview
g) Benefits of stormwater utility
h) Conventional funding vs. utility funding
i) Stormwater utility credits/incentives
j) Stormwater fee structures
k) Other communities and stormwater utility
l) Recap
m) Next Steps
n) Calendar schedule
o) Online presentation
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The website had 745 individual users resulting in 924 sessions. The total number of pages views
on the website totaled 1,952. The primary methods used to access the website included; direct
to the project website, Facebook, Colliergov.com, search engine, Mailchimp (e-blast link).
8.2.3 Survey
To help in identifying key answers from residents and businesses, a 16-question survey was
created for use on any computer, tablet, or smart phone, and in just a few minutes time.
The overall range of questions included a focus on various stormwater issues as they exist today,
the direction of interest by participants on the importance of various stormwater and stormwater
related issues, stormwater mitigation, and funding of stormwater. In total, 199 online surveys
were completed. Based on a population of 357,325 in Collier County, a survey response of 199
equates to a 95% confidence level +/- 7% margin of error. 89% or 177 of the respondents are full
time residents of Collier County. 8% or 15 of respondents were seasonal residents. 5% or 10 of
the respondents were business owners. 5% or 9 of the respondents identified themselves as
“other”.
A summary of the results of the survey are provided in the Public Engagement Summary Results
report. A few of the key findings from the survey summarized below.
• Roadway flooding and property flooding are the two primary issues respondents
mentioned that had actually experienced in Collier County.
• Health, safety & welfare, water quality protection and equitable means of funding were
provided as the top considerations for stormwater management in the County.
• Approximately 50% of respondents understood that funding for stormwater currently
comes from property taxes with the remaining respondents unaware of how the system is
funded.
• When asked what a fair fee for stormwater management would be approximately 37%
selected $60 or less per year, 35% selected $60 to $120 per year, 21% selected $120 to
$240 per year and about 5% selected over $240 per year.
• The primary stormwater management issues that were identified as “very concerning” by
the respondents included; flooding of dwelling structures, pollution of waterways,
maintaining stormwater infrastructure, and preventing flooding of roads.
9. Conclusions and Recommendations
Collier County | Stormwater Utility Rate Study Stantec | 55
CONCLUSIONS AND RECOMMENDATIONS
The following conclusions and recommendations were developed during the course of the
stormwater utility rate study for Collier County.
CONCLUSIONS
The following conclusions were developed during the course of the stormwater utility rate study.
• The County’s stormwater management system is currently facing several key challenges
including:
o Inadequate level of service - The current level of stormwater system maintenance
and investment in capital projects will not allow the County to maintain a viable
stormwater system in either the near or long-term.
o Funding constraints - Historically, there has been a lack consistency in the funding
made available for stormwater management. A lack of certainty regarding the
availability of funding has limited the ability of the County to effectively develop and
implement a long-term plan for capital investments, undertake ongoing and
enhanced maintenance, and develop staff resources.
o Lack of equity in current funding approach - The use of property tax revenues to
fund the stormwater system does not align the property owners’ monetary
contribution to the management of the stormwater system with their use of the
stormwater system, resulting in a lack of equity among property owners.
o Stormwater management structure - The County’s current stormwater
management program is decentralized, with functions and costs spread among
multiple divisions within the County’s Growth Management Department. This
decentralized approach presents challenges as efforts to manage the system are
not easily coordinated due to lack of a clear reporting, competing objectives, and
operational framework. Both operational and capital facility management are
made significantly more difficult by the necessity of coordination among multiple
organizational units, many of which balance multiple objectives beyond those
related to stormwater.
• A review of the County’s historical and budgeted stormwater system revenue
requirements identifies that there is inadequate funding to meet the current level of
service. Specifically, the County has not identified funding for all of the capital projects
within the AUIR.
9. Conclusions and Recommendations
Collier County | Stormwater Utility Rate Study Stantec | 56
• A detailed analysis of the County’s current level of stormwater service revealed that the
frequency of maintenance activities within the stormwater system are dramatically below
industry standards. The current frequency of maintenance will impede the stormwater
system from operating properly resulting in increased drainage challenges and issues
within the County. Increases in the resources provided for stormwater maintenance would
allow the County to transition to providing an improved level of service represented by
increases in the frequency of maintenance.
• The implementation of a stormwater utility and stormwater fee would allow Collier County
to address the key challenges facing stormwater management within the County. A
stormwater fee based on measured impervious area would provide a dedicated funding
source that would equitably recover the cost of providing stormwater management in the
County.
RECOMMENDATIONS
The following recommendations were developed during the course of the stormwater utility rate
study. The specific recommendations are provided for each of the primary focus areas of the
study.
• Stormwater Utility: Given the challenges facing the stormwater system within Collier
County, our project team recommends that Collier County adopt a stormwater utility and
associated stormwater fee. The adoption of a utility will address many of the key
challenges facing the County’s stormwater system by providing a dedicated, stable,
resilient funding source that will be based on a defined level of service. The stormwater
fee will equitably recover the cost of providing stormwater service in the County based on
the contributions and use of the stormwater system.
• Level of Service: The County should adopt a level of service that will provide enhanced
system maintenance and provide funding for all of the capital projects identified in the
AUIR. Based on the level of service alternatives developed during the study we
recommend that the County adopt the industry standard level of service as presented
Chapter 4 of the report.
• Stormwater Fee Structure: The County should implement a stormwater fee that is based
on the measured impervious area for developed properties in the unincorporated portions
of Collier County. The stormwater fee should be charged in terms of Equivalent Runoff
Units (ERUs) with one ERU being equal to 3,900 square feet of impervious area. The
County should implement a stormwater fee structure for single-family residential
properties with less than 9,300 square feet of impervious area that is based on tiers of
9. Conclusions and Recommendations
Collier County | Stormwater Utility Rate Study Stantec | 57
impervious. Non-single family residential properties and single family residential
properties with over 9,300 square feet of impervious area should be charged stormwater
fees based on the actual measured impervious area on the property. The recommended
single family residential structure is presented in Table 9.1.
Table 9.1 - Recommended Single Family Residential Tier Structure
Tier Tier Size (square feet) Number of ERU’s
Tier 1 400 to 2,900 0.6
Tier 2 2,900 to 5,400 1.0
Tier 3 5,400 to 9,300 1.7
• Stormwater Fees: The County should adopt the stormwater fees presented in Table 9.2
based on the recommended industry standards level of service.
Table 9.2 - Recommended Stormwater Fees
Industry Standard
Single Family Residential
Tier 1 $76
Tier 2 $120
Tier 3 $194
Non-Single Family Residential (Single Family over 9,300 square feet of impervious)
Per ERU based on Measured Impervious Area $120
• Billing and Collection Methodology: The County should use the property tax bill to
facilitate the billing and collection of the stormwater fee for all non-governmental
properties. The County should use the utility bill or inter-fund transfers from the County’s
General Fund to facilitate the billing and collection of the stormwater fee for all
governmental properties.
• Credits and Administration: As part of the County the stormwater utility, the County
should adopted a stormwater fee mitigation credits. The recommended stormwater
mitigation credits are presented in Table 9.3.
9. Conclusions and Recommendations
Collier County | Stormwater Utility Rate Study Stantec | 58
Table 9.3 - Recommended Stormwater Fee Mitigation Credits
Credit Type Eligibility Credit Amount
Stormwater Control
Structure
All parcels with qualifying stormwater control
measures Up to 25%
Direct Discharge Any parcel that discharges directly outside
the County stormwater system Up to 50%
Agricultural Agricultural parcels that meet the Florida
Statutes Section 163.3162 (3) (c) 100%
As part of the stormwater utility the County should adopt policies and procedures that
serve to guide how the utility will function. This should include an appeals process that
would allow for managing questions and concerns regarding the stormwater fee in an
efficient and effective manner. The County should also develop specific workflows for the
management of the stormwater utility billing database.
Disclaimer
Collier County | Stormwater Utility Rate Study Stantec | 59
Disclaimer
This document was produced by Stantec Consulting Services, Inc. (“Stantec”) for Collier County, FL and
is based on a specific scope agreed upon by both parties. In preparing this report, Stantec utilized
information and data obtained from Collier County, FL or public and/or industry sources. Stantec has
relied on the information and data without independent verification, except only to the extent such
verification is expressly described in this document. Any projections of future conditions presented in the
document are not intended as predictions, as there may be differences between forecasted and actual
results, and those differences may be material.
Additionally, the purpose of this document is to summarize Stantec’s analysis and findings related to this
project, and it is not intended to address all aspects that may surround the subject area. Therefore, this
document may have limitations, assumptions, or reliance on data that are not readily apparent on the face
of it. Moreover, the reader should understand that Stantec was called on to provide judgments on a
variety of critical factors which are incapable of precise measurement. As such, the use of this document
and its findings by Collier County, FL should only occur after consultation with Stantec, and any use of
this document and findings by any other person is done so entirely at their own risk.
APPENDIX – DRAFT ADJUSTMENT AND MITIGATION
CREDIT MANUAL
Collier County, Florida
Draft
Stormwater Utility Adjustments and
Mitigation Credits Manual
1.0 - Introduction
The purpose of this manual is to describe the policies set forth by Collier County
concerning stormwater management fee mitigation credits (Credits) and stormwater
management fee adjustments (Adjustments). Collier County established a Stormwater
Utility Fee by Ordinance and Resolution, collectively referred to below as the
Stormwater Utility Ordinance. The Stormwater Utility Ordinance provides the County with
the authorization to establish and collect fees for the services and control measures
provided by the County. Opportunities for Credits and Adjustments were also created in
the Stormwater Utility Ordinance and this manual provides technical and administrative
assistance in applying for them.
2.0 - Petition for Adjustments
Adjustment may be available to a customer through the petition process specified in
the Stormwater Utility Ordinance. An adjustment is made to a fee to correct for an
overcharge or an undercharge of a parcel owner’s stormwater fee. Petitioners must be
subject to a fee for stormwater services provided by the County to be eligible for an
adjustment. There are specific limitations related to what a petitioner may petition
related to their specific stormwater fee. The items that may be petitioned are outlined
below.
2.1 - Incorrect Impervious Area Measurement
The County developed detailed impervious area measurements for all parcels in
Collier County using County Property Appraiser data and GIS technology. If a
petitioner believes that their impervious area measurements are incorrect due to
the location, existence or incorrect measurements, the petitioner may appeal the
impervious area measurements by submitting a Petition Adjustment Form found in
the Appendix of this manual.
2.2 - Incorrect Parcel Classification
The County has adopted a stormwater fee structure that varies based on the
parcel classification (single family residential and non-residential) and by
impervious area for single family residential parcels which are placed into
stormwater rate tiers. If a petitioner has reason to believe that their parcel has
been incorrectly classified, they may appeal the parcel classification by submitting
a Petition Adjustment Form found in the Appendix of this manual.
2.2 - Incorrect Fee Determination
The County calculated the stormwater fee for each parcel owner based on the
measured impervious area, the resulting number of associated ERU’s and the
stormwater rate per ERU. If a petitioner has reason to believe that their stormwater
fee has been incorrectly calculated they may appeal the stormwater fee
determination by submitting a Petition Adjustment Form found in the Appendix of
this manual.
2.3 - Process of Petitioning for an Adjustment
Adjustments are obtained by participating in the petition process described above.
Any property owner determining that their stormwater fee is not in proportion to the
amount impervious surface, that their fee has been incorrectly determined or
believe that they have been incorrectly billed may file an appeal by submitting the
petition form in the Appendix to the County Administrator or his/her designee. As
part of the submission, the property owner must provide the County with evidence
or justification in writing for the correction of the stormwater fee in question. In some
cases, the property owner may also be required to submit, at his or her expense, a
survey prepared by a registered land surveyor or other information to support the
request for an adjustment. The County Administrator or his/her designee will issue a
written determination on a particular matter.
2.4 - Application of Valid Appeals
If the County determines that a petitioner has been incorrectly billed, the petitioner
may be provided an adjustment to their stormwater fee for the current billing
period. If during the appeals process it is determined that the County has been
undercharging the property owner, the stormwater fee for the petitioner will be
adjusted during the subsequent billing period.
3.0 Mitigation Credits
The County recognizes that some developed properties subject to the stormwater fee
have constructed and currently operate permitted Mitigation Facilities that can reduce
Stormwater runoff impacts from the subject property and thus reduce the burden on
the County to maintain, operate and provide capital improvements to the Stormwater
Management System. The County’s Stormwater Utility Ordinance outlines the
Stormwater Mitigation Policy. The policy addresses Mitigation Credits as they apply to
parcels that have participated in the private development and maintenance of man-
made Mitigation Facilities, thus reducing the amount of runoff to be collected,
conveyed or treated by the County’s stormwater management program, those parcels
that directly discharge outside the County’s Stormwater Management System and
agricultural parcels. The following sections of this manual provides technical and
administrative assistance in applying for a Mitigation Credit.
3.1 - Qualifying Permitted Stormwater Facility
The County Land Development Code mandates engineered stormwater controls
to minimize the qualitative and quantitative impacts of stormwater runoff.
Applicants with permitted stormwater facilities are eligible for Mitigation Credits. To
qualify for the stormwater facility credit, the facility must meet or exceed design
criteria existing at the time the original site plan was approved outlined in the Land
Development Code effectively reducing County stormwater management costs
by reducing the County's stormwater service responsibilities and costs. The
Stormwater Facility must also meet all applicable laws of the State of Florida and
the stormwater management system must be maintained such that the intent of
original design is met.
3.2 - Direct Discharge
A credit may be available to applicants who can demonstrate that all or a portion
of their impervious area discharges outside and downstream of the County’s
Stormwater Management System. Applicants are required to submit site plans
demonstrating the portion of the impervious areas discharging directly outside the
County Stormwater Management System. A mitigation credit will only be applied
to the portion of the impervious area draining directly outside the County
Stormwater Management System.
3.3 - Agricultural Property
Credits are available for agricultural property meeting the requirements of Section
163.3162(3)(2), Florida Statutes, shall be exempt from the Stormwater Fee if the
property owner provides appropriate documentation to the County that it has an
active National Pollutant Discharge Elimination System permit, environmental
resource permit, or works-of-the-district permit or implements best management
practices adopted as rules under Chapter 120 by the Department of
Environmental Protection, the Department of Agriculture and Consumer Services,
or a water management district as part of a statewide or regional program.
3.4 - Eligibility for Mitigation Credit
In order for an applicant to be eligible to receive a Mitigation Credit, a property
owner must receive a stormwater charge from the County. The credit may be
given for each hydrologically contiguous parcel under common ownership which is
served by the same stormwater facility. The only exception is for single-family
residential developed parcels with stormwater control measures that are wholly
owned and operated by one entity (such as a homeowner association or other
legally-recognized organization) and it can be demonstrated that the activity
reduces the stormwater management burden caused by each parcel owner. In
such instances, each parcel demonstrated to contribute runoff to the qualifying
stormwater control measure may be eligible for its equal pro-rata share of the
credit unless other arrangements for billing the Stormwater Fee to the Homeowner's
Association was made pursuant to the Stormwater Utility Ordinance.
3.5 - Maximum Credit Amounts
Table 1 presents the maximum credit available for each individual stormwater
management activity.
Table 1 - Stormwater Mitigation Credits
Control Activity Stormwater Mitigation Credit
Stormwater Control Up to 25%
Direct Discharge Up to 50%
Agricultural 100%
Except for Agricultural credits, the maximum aggregate stormwater utility fee credit
for any individual parcel is 50% of the gross billing amount regardless of how many
individual credits for which the parcel qualifies. The assessment for the control
activities and credits must include an evaluation of the portion of the impervious
area on the property that drains to the control facility.
An example is provided for clarification:
If 100% of impervious area drains to onsite detention basin(s) then the credit is 25%.
Alternatively, if 80% of the impervious area drains to onsite detention, then 80%
times 25% results in a 20% mitigation credit.
3.4 - Administration
The following guidelines are provided for the administration of the Mitigation Credit
program.
3.4.1 - Stormwater Management System Maintenance Agreement
The owner of a stormwater management system must agree in writing to maintain
the credited stormwater management system to County Standards and all other
applicable standards and state law in order to be eligible for a Mitigation Credit.
Maintenance activities to be performed are detailed in Section 3.5. Failure to
maintain the stormwater management facility in strict compliance to County
Standards will result in the loss of the Credit. The owner of a credited Stormwater
Control Measure is responsible for notifying the County if the Control Measure is
compromised or damaged in any way or is no longer complying with state law or
County Standards.
3.4.2 - Required Stormwater Management System Maintenance
The following stormwater facility maintenance activities are required for an
applicant to be eligible for a stormwater utility fee credit. These activities are
required to ensure that the facility performs as credited, complies with County
standards and State law, meets safety standards, and is not a public nuisance.
Maintenance activities are required on all drainage structures related to the facility,
including inlets, headwalls, velocity dissipaters, spillways, pipes, feeder channels,
discharge channels, vegetation, etc. The party applying for or receiving a
stormwater utility fee credit must demonstrate compliance with all applicable
maintenance practices below that are relevant to the stormwater facility.
• Debris and Litter Removal – Debris and litter removal shall be performed on a
regular basis (at least monthly) and after storm events totaling
approximately two inches over a 24-hour period or as needed in order to
prevent the structure from clogging and failing and to prevent a public
nuisance.
• Erosion and Structural Repair – Side slopes, emergency spillways, and
embankments shall be regraded, revegetated, compacted and/or installed
or replenished with rip-rap to correct slumping or erosion problems that
develop.
• Mowing – Side slopes, embankments, emergency spillways, and other
grassed areas of stormwater facilities shall be periodically mowed to prohibit
woody growth. Native grasses, which are water-tolerant, pest-tolerant, and
slow growing, are recommended.
• No Blockages – Removal of any blockage from pipes, channels, spillways,
inlets, and outlets shall be performed as needed to keep the facility in
proper working condition.
• Outlet Control – Maintain outlet control devised to ensure proper functioning
in the control of stormwater velocities at the outlet of the stormwater facility.
Revegetating and/or replenishing or reinstalling rip-rap may be required to
correct erosion problems at the outlet of stormwater facility pipes.
• Removal of Log Jams and Debris – All streams and ditches within the private
stormwater facility shall be inspected periodically for blockages. If identified,
the blockages and debris shall be removed as quickly as practicable.
• Sediment Removal – Removal of sediment shall be performed as needed (or
as required by the County) to ensure proper working order of the facility and
its related stormwater facility features (channels, pipes, etc.).
• Structural Repairs and Replacement – Eventually, stormwater control
structures will deteriorate and must be replaced. Structural damage to outlet
structures (i.e. cracks, leaks, or failure) shall be repaired as soon as possible.
3.4.3 - Annual Documentation Submittal for Credits
Between January 1st and January 31st of each year documentation must be
submitted to the County to continue receiving a credit. The required
documentation consists of the following:
• Recently dated photographs showing the condition (including any known
damage or disrepair) of a stormwater facility. For basins, these photos should
include views where applicable of the outlet structure, all side slopes,
vegetated shoreline zones, emergency spillway, overflow routes, and areas
designed to catch sediment.
• Records demonstrating that required maintenance activities and/or repairs
have been completed including recently date photographs showing repairs.
Failure to submit the required documentation will result in the credit being
forfeited. Reinstatement of a credit will require a full application submittal
and fee.
3.4.4 - Credit Renewal
Stormwater utility fee credits are provided for up to a maximum period of five years,
subject to the requirements previously identified in this Manual. In order to continue
to receive the credit in future years, the applicant is required to submit a new
stormwater credit application by January 31st of the fifth year. It is the responsibility
of the recipient to submit a new stormwater application along with the required
documentation and fee to the County and to do so in a manner that insures that
the credit remains continuous. If the new application is not submitted, the credits
will cease on October 1st of the fifth year and not be reinstated until the new
application, required documentation and associated fee is submitted and
approved.
3.4.5 - Right-of-Entry and Facility Inspections
As a condition of receiving a stormwater mitigation credit, the owner of the parcel
that contains the stormwater facility must agree to allow the County unrestricted
access to inspect the facility associated with the stormwater mitigation credit. The
County reserves the right to inspect stormwater facilities receiving a credit at any
time in order to verify that the facility is being maintained in accordance with
County standards, and that the condition of the stormwater facility is consistent
with the documentation submitted by the stormwater Mitigation Credit recipient,
and that the facility is operating as intended.
3.4.6 - Application Procedure for Credit
An applicant will be required to submit documents outlined on the Stormwater
Utility Mitigation Credit Application Form, as may be amended from time to time
and any additional information deemed necessary by the Stormwater
Administrator. A $300 non-refundable application fee must also be submitted with a
Credit Application.
The Stormwater Administrator will review the application for a credit or incentive,
and will either grant or deny the requested credit within forty-five (45) days of
receipt of a completed application and payment of any applicable fees.
An awarded Mitigation Credit will be applied to the applicant’s next regularly
generated bill after approval of the credit. If the application is denied, a letter
explaining reasons for the denial will be provided to the applicant.
Appendix
Petition Adjustment Form
Mitigation Credit Application Form
Stormwater Fee Petition Adjustment Form
Owner/Applicant Contact Information:
Name: _______________________________________________ Daytime Phone:___________________________
Mailing Address: _________________________________ City: ________________________________ Zip:______
Email address: _________________________________________
Property Location Information (as shown on your property tax bill bill):
Property Address: __________________________________ Parcel Identification Number: ________________
Reason for Petition: (Check all that apply. Please attach a copy of your property tax bill and other documents and
descriptions as indicated)
☐ Incorrect Impervious Area (IA) Calculation
Owner shall provide supporting documents such as a copy of a current survey or site plan specifying
area in square feet of all impervious surfaces on the parcel. All measurements are subject to
verification by the County Stormwater Administrator.
☐ Incorrect Property Classification (Check property classification you believe to be correct)
☐ Residential Tier 1 (400 < 2,900 SF IA) ☐ Residential Tier 2 (2,901 ‐ 5,400 SF IA)
☐ Residential Tier 3 (5,401‐9,300 SF IA) ☐ Residential Tier 4 (>9,100 SF IA)
☐ Non‐Residential
☐ Incorrect Fee Calculation
Owner shall provide documentation outlining how the inconsistency in the stormwater fee
calculations.
☐ Other
Detailed Description:
Please provide detailed description of the reason for your petition to assist the Stormwater Management
Administrator in processing this adjustment.
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
Certification:
I certify that the above information contained in the application is, to the best of my knowledge, correct and
represents a complete and accurate statement. By signing below, I agree to allow staff or inspector on site to
review and verify the above information (if needed).
________________________________________________________________________________________
(Please Sign) (Print Name) (Date)
Stormwater Mitigation Credit Form
Owner/Applicant Contact Information:
Name: _______________________________________________ Daytime Phone:___________________________
Mailing Address: _________________________________ City: ________________________________ Zip:______
Email address: _________________________________________
Owner/Applicant Engineer:
Name: _______________________________________________ PE License #:___________________________
Mailing Address: _________________________________ City: ________________________________ Zip:______
Phone: ______________________________________Email address: ___________________________________
Property Location Information (as shown on your property tax bill bill):
Property Address: __________________________________ Parcel Identification Number: ________________
Type of Mitigation Credit: (Check Mitigation Credit Type Applicable to the Property)
☐ Permitted Stormwater Facility
☐ Direct Discharge
☐ Agricultural Parcel
Application Requirements:
Completed applications must be submitted to the County Stormwater Administrator by April 1st of each tax year
for consideration. The following information is required for the above credit applications. Additional
documentation may be required at the discretion of the County Stormwater Administrator.
Requirements for Permitted Stormwater Facility Mitigation Credit
☐ Site survey or site plan with a statement by a licensed engineer asserting that the plan is reflective
of current site conditions. The survey or site plan must depict storage volume and characteristics of
the stormwater management system and indicate the portion of impervious area draining to the
facilities.
☐ Statement by licensed engineer indicating that the stormwater facility meets the County’s design
standards.
☐ Records demonstrating required maintenance activities have been completed.
☐ List of parcels applying for the mitigation credit including parcel identification numbers.
Requirements for Direct Discharge
☐ Site survey or site plan that demonstrate the drainage patterns on the property and identification of
the direct discharge outside the County’s Stormwater Management System.
Requirements for Agricultural Parcel
☐ Site survey or site plan that identifies the portions of the property that are agricultural and
impervious area associated with the agricultural operations.
☐ Documentation demonstrating active National Pollutant Discharge Elimination System permit,
environmental resource permit, or works-of-the-district permit or implements best management
practices adopted as rules under Chapter 120 by the Department of Environmental Protection, the
Department of Agriculture and Consumer Services, or a water management district as part of a
statewide or regional program.
Certification:
I certify that the above information contained in the application is, to the best of my knowledge, correct and
represents a complete and accurate statement. By signing below, I agree to allow staff or inspector on site to
review and verify the above information (if needed).
________________________________________________________________________________________
(Please Sign) (Print Name) (Date)
D-1
Owner Name Parcel ID#: _______
Address
Address
*****NOTICE TO PROPERTY OWNER*****
Dear Property Owner:
The past decades have brought increased awareness of the detrimental environmental
impacts associated with stormwater runoff from properties, including degradation of
surface waters, land erosion, flooding and collection of standing water on streets and
property. In response to public demand and increased federal regulations imposed by the
U. S. Environmental Protection Agency's National Pollution Discharge Elimination System
stormwater permitting program as implemented by the Florida Department of
Environmental Protection, Collier County has been mandated to improve stormwater
management services, which require a dedicated funding source for these services by
creating a Stormwater fee program to generate revenues. If implemented by the County,
Stormwater Utility Fees shall be imposed against Benefited Property throughout the
unincorporated area.
Stormwater fees are based upon the estimated amount of stormwater runoff generated
by impervious surfaces on your property. Impervious surfaces include the rooftop, patios,
driveways, parking lots and similar areas. Impervious surfaces contribute to the County’s
burden of managing stormwater runoff.
The County has determined that the median single-family residence in the unincorporated
area includes 3,900 square feet of effective Impervious Area, which is the value of one
"equivalent residential unit" or "ERU Value." Single -family residential properties are
categorized into one of three ERU tiers based on the estimated amount of Im pervious
Area associated with each parcel. For other General Parcels, such as commercial
parcels, the number of ERUs has been calculated individually for each parcel of property
by dividing the effective impervious surface area by 3,900 square feet. Condominium
units are charged generally by calculating the total number of ERUs applicable to the
condominium complex as a whole, then dividing that total number of ERUs by the total
number of condominium units on the property. If you apply and qualify, credit for privately
maintained stormwater management facilities and other factors affecting the quantity or
quality of stormwater runoff will be applied, as applicable, resulting in the assignment of
Net ERUs. Additionally, if you apply and qualify, certain Agricultural Property is granted a
credit from payment of Stormwater Utility Fees pursuant to state law. A more specific
description is set forth in the Resolution adopted by the Board of County Commission on
April 10, 2018. Copies of the Resolution and the preliminary Stormwater Roll are
COLLIER COUNTY, FLORIDA
NOTICE OF PUBLIC HEARING FOR ADOPTION
OF STORMWATER SERVICE ASSESSMENTS
AND STORMWATER SERVICE FEES
NOTICE DATE: MAY 25, 2017
D-2
available for inspection at the Collier County Stormwater Management Section office
located at 2685 South Horseshoe Drive, Suite 103, Naples, Florida 34104. Additional
information about the Stormwater Utility Fee, including the application for credits, is
available at http://www.collierstormwater.com.
The annual Stormwater Utility Fee rate for Fiscal Year 2018 -2019 will be $120 for each
Net ERU. The maximum Stormwater Utility Fee rate that can, but is not required to, be
imposed in future Fiscal Years without additional notice to Tax Parcel Owners is $120 per
Net ERU. It is estimated that the County will collect $21,500,000 from the Stormwater
Utility Fees for Fiscal Year 2018-2019.
The above referenced parcel has been assigned the following Net ERUs and assessment
amounts:
Number of Net ERUs
Annual Stormwater Utility Fee for FY 18-19
Maximum Annual Stormwater Utility Fee for Future Fiscal Years $120/ERU
All the above information including specific breakdown of your property can be found at
http://www.collierstormwater.com. The Board of County Commissioners of Collier
County will hold a public hearing at 5:05 p.m., or as soon thereafter as the item can be
heard, on September 6, 2018, in the Board of County Commissioners Chambers, Third
Floor, Collier County Government Center, 3299 Tamiami Trail E, Naples, Florida 34112 .
Comments will be received on the proposed Stormwater Utility Fees, including their
collection on the ad valorem tax bill, and Stormwater Utility Fees. You are invited to attend
and participate in the hearing or file written objections within 20 days of this notice. If you
decide to appeal any decision made by the Board of County Commissioners with respect
to any matter considered at the hearing, you will need a record of the proceedings and
may need to ensure that a verbatim record is made, including the testimony and evidence
upon which the appeal is to be made. In accordance with the Americans with Disabilities
Act, if you need a special accommodation or an interpreter to participate in this
proceeding, please contact the Collier County Facilities Management Department at (239)
252-8380 at least 48 hours prior to the date of the hearing. If hearing impaired, telephone
the Florida Relay Service Numbers, 711 (Voice), for assistance.
Because the Stormwater Utility Fee will be collected by the Tax Collector of Collier
County, pursuant to Chapter 197, Florida Statutes, failure to pay the Stormwater Utility
Fee will cause a tax certificate to be issued against the assessed property, which may
result in a loss of title to your property.
If you have any questions including the number of ERUs assigned to your property or the
amount of the Stormwater Utility Fee, please visit our website at http://www.
collierstormwater.com or email us at SWU@colliercountyfl.gov or via telephone at (239)
252-8833.
*****THIS IS NOT A BILL*****
FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2019 FY 2019
Department Budgetary Cost Summary Actual Adopted Forecast Current Expanded Tentative Change
Personal Services 1,132,260 1,108,900 1,148,000 1,301,400 1,922,800 3,224,200 190.8%
Operating Expenses 3,421,944 2,844,900 25,463,800 5,801,000 566,800 6,367,800 123.8%
Capital Outlay 1,495,425 4,409,200 6,782,000 7,499,500 56,300 7,555,800 71.4%
Net Operating Budget 6,049,629 8,363,000 33,393,800 14,601,900 2,545,900 17,147,800 105.0%
Trans to Property Appraiser - - - 315,000 - 315,000 na
Trans to Tax Collector - - - 420,000 - 420,000 na
Trans to 103 Stormw Utility - - - 5,194,800 - 5,194,800 na
Trans to 111 Unincorp Gen Fd - 42,000 42,000 10,200 - 10,200 (75.7%)
Trans to 113 Com Dev Fd - - - 20,000 - 20,000 na
Trans to 712 Transp Match 865,963 - 1,200,700 - - - na
Trans to 298 Sp Ob Bd 871,500 871,500 871,500 872,700 - 872,700 0.1%
Trans to 324 Stormw Op Fd 821,600 - - - - - na
Trans to 523 Motor Pool Cap - - - 1,630,000 - 1,630,000 na
Reserves for Contingencies - - - 646,700 - 646,700 na
Reserves for Attrition - - - (53,000) - (53,000) na
Total Budget 8,608,692 9,276,500 35,508,000 23,658,300 2,545,900 26,204,200 182.5%
FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2019 FY 2019
Appropriations by Program Actual Adopted Forecast Current Expanded Tentative Change
Stormwater Maintenance (101/103)1,022,708 1,348,200 1,098,800 1,407,300 1,171,800 2,579,100 91.3%
Stormwater Engineering & Operations na
(324/111/103)893,081 939,500 979,200 1,174,600 1,374,100 2,548,700 171.3%
Stormwater Capital (325)4,133,841 6,075,300 31,315,800 12,020,000 - 12,020,000 97.9%
Total Net Budget 6,049,630 8,363,000 33,393,800 14,601,900 2,545,900 17,147,800 105.0%
Total Transfers and Reserves 2,559,063 913,500 2,114,200 9,056,400 - 9,056,400 891.4%
Total Budget 8,608,693 9,276,500 35,508,000 23,658,300 2,545,900 26,204,200 182.5%
FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2019 FY 2019
Department Funding Sources Actual Adopted Forecast Current Expanded Tentative Change
- - - 20,050,000 - 20,050,000 na
- - - 950,000 - 950,000 na
1,000,000 1,000,000 1,000,000 1,000,000 - 1,000,000 0.0%
99,560 - 2,000 - - - na
121,368 70,000 98,000 97,000 - 97,000 38.6%
884,790 1,219,700 968,300 (127,300) - (127,300) (110.4%)
- - - - - - na
- 939,500 979,200 - - - (100.0%)
2,525,000 1,627,000 1,627,000 - - - (100.0%)
4,172,000 4,267,900 4,267,900 - - - (100.0%)
70,700 - - - - - na
- 12,400 12,200 - - - (100.0%)
- - 14,450,000 - - - na
821,600 - - 2,648,900 2,545,900 5,194,800 na
11,111,500 143,500 12,197,900 94,500 - 94,500 (34.1%)
Stormwater Special Assessment
Charges for Services
SFWMD/Big Cypress Revenue
Miscellaneous Revenues
Interest/Misc
Net Cost Road and Bridge
Net Cost Stormwater Utility
Net Cost Unincorp General Fd
Trans fm 001 Gen Fd
Trans fm 111 Unincorp Gen Fd
Trans fm 131 Dev Serv Fd
Trans fm 226 Naples Pk Debt Serv
Trans fm 310 Transp Cap Fd (H. Irma)
Trans fm 325 Stormwater Cap Fd
Carryforward
Less 5% Required By Law - (3,500) - (1,054,800) - (1,054,800) 30,037.1%
Total Funding 20,806,518 9,276,500 35,602,500 23,658,300 2,545,900 26,204,200 182.5%
Fiscal Year 2019 1 Growth Management Department
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Department
Stormwater Utility Operations and Capital
FY 2017 FY 2018 FY 2018 FY 2019 FY 2019 FY 2019 FY 2019
Department Position Summary Actual Adopted Forecast Current Expanded Tentative Change
Stormwater Maintenance (101/103)3.00 3.00 3.00 3.00 17.00 20.00 566.7%
Stormwater Engineering & Operations na
(324/111/103)7.00 7.00 8.00 8.00 6.00 14.00 100.0%
Total FTE 10.00 10.00 11.00 11.00 23.00 34.00 240.0%
Fiscal Year 2019 2 Growth Management Department
Growth Management Department
Stormwater Utility Operations and Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Capital
Stormwater Capital
CIP Category / Project Title Adopted ForecastedAmended BudgetBudgetBudgetBudgetBudget
FY 2018 FY 2018FY 2018 FY 2023FY 2022FY 2021FY 2020FY 2019
Hurricane Irma
Hurricane Irma - - - - - 17,650,000 17,650,000 -
Stormwater
Curry Canal Weir - - - - - 4,300 4,307 -
Eagle Creek Water Control - - - - - 175,300 175,307 -
Freedom Park (Water Quality) - - - - - 42,400 42,430 -
Gateway Triangle Improvements - - - - 20,000 116,700 116,661 -
Golden Gate #4 Weir Replacement - - - - - 12,300 12,337 -
Golden Gate City Outfall Replace - - - - 4,200,000 1,856,100 1,856,056 932,600
Griffin Road Area - - - - 400,000 232,500 232,538 20,000
Haldeman Creek Weir Replacement - - - - - 70,300 70,263 -
Harbor Lane Brookside - - - - 200,000 78,700 78,722 20,000
I-75 Coco Interconnect - - - - 500,000 - - -
Immokalee Stormwater Improvement - - - - 250,000 1,222,200 1,292,163 432,700
Lely Area Stormwater Improvements - - - - - 877,000 876,942 -
Lely Branch Weir - - - - - 332,600 262,636 220,000
Naples Park - - - - 2,600,000 2,995,900 2,995,871 2,950,000
North Golden Gate Estates Flowway
Restoration - - - - 100,000 72,700 72,781 -
NPDES MS4 Program - - - - 100,000 175,300 175,300 50,000
Palm Springs Outfall - - - - - 58,900 58,944 -
Pine Ridge - - - - 300,000 126,600 126,624 -
Pine Ridge No. 1 Control Structure - - - - 900,000 118,900 118,885 -
Ridge Street - - - - 300,000 1,699,400 1,699,334 850,000
Stormwater Maintenance Program - - - - 150,000 149,500 149,487 100,000
Stormwater Master Plan Update - - - - 300,000 698,500 698,512 400,000
Upper Gordon River - - - - 1,000,000 267,200 267,245 100,000
Vanderbilt Drive Stormwater Improve - - - - - 2,282,500 2,282,481 -
Weir Automation - - - - 700,000 - - -
X-fers/Reserves - Fund 325 - - - - 8,106,500 1,200,700 1,200,696 -
- - - - 20,126,500 14,866,500 14,866,522 6,075,300Stormwater
6,075,300 - - - - 20,126,500 32,516,500 32,516,522Department Total Project Budget
Fiscal Year 2019 3 Growth Management Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Department
Maintenance
Stormwater Maintenance (101/103)
Mission Statement
To provide efficient and high quality customer service in the appropriate operation and maintenance of the publicly
maintained transportation network, stormwater pumping and control facilities throughout Collier County.
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net CostProgram Summary
Aquatic Plant Control 368,300 1,000,000 1,368,300 3.00
This section provides for the control and removal of vegetation within
detention ponds, canals, secondary ditches and roadside drainage
facilities. Spraying of herbicides and other enhanced maintenance
activities are essential for the maintenance and operation of the publicly
maintained secondary stormwater management facilities throughout
Collier County.
Stormwater Maintenance 39,000 - 39,000 -
Installation and maintenance of drainage ditches and stormwater
structures. Improve water runoff, and complete routine monthly
inspections to assure safe and proper operation.
Reserves / Transfers 872,700 - 872,700 -
3.00 2,280,000 1,000,000 1,280,000Current Level of Service Budget
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net CostProgram Enhancements
Maintenance Workers 17 new FTE's 1,171,800 - 1,171,800 17.00
1 Senior Scheduler/Planner
1 Senior Crew Leader
2 Crew Leader
3 Heavy Equipment Operator
3 Equipment Operator
7 Maintenance Workers
Includes operating costs associated with the workers and their
vehicles/equipment.
17.00 1,171,800 - 1,171,800Expanded Services Budget
20.00 3,451,800 1,000,000 2,451,800Total Tentative Budget
FY 2018 FY 2019FY 2017 FY 2018
BudgetForecastBudgetActualProgram Performance Measures
100 100 100 100• Repair 100% of deficiencies found on secondary drainage system that has
an MRP score of 50 or less
ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
Program Budgetary Cost Summary
234,417 238,800 239,700 1,072,200 1,311,900 235,800 449.4%Personal Services
786,321 1,104,400 1,137,600 67,300 1,204,900 858,000 9.1%Operating Expense
1,970 5,000 30,000 32,300 62,300 5,000 1,146.0%Capital Outlay
Net Operating Budget 1,022,708 1,348,200 1,407,300 1,171,800 2,579,100 1,098,800 91.3%
871,500 871,500 872,700 - 872,700 871,500 0.1%Trans to 298 Sp Ob Bd '10
1,894,208 2,219,700 2,280,000 1,171,800 3,451,800 55.5% 1,970,300 Total Budget
Fiscal Year 2019 4 Growth Management Department
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Department
Maintenance
Stormwater Maintenance (101/103)
3.00 3.00 3.00 17.00 20.00 566.7% 3.00 Total FTE
Program Funding Sources ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
1,000,000 1,000,000 1,000,000 - 1,000,000 0.0% 1,000,000 SFWMD/Big Cypress Revenue
9,418 - - - - 2,000 Miscellaneous Revenues na
884,790 1,219,700 (127,300) - (127,300) (110.4%) 968,300 Net Cost Road and Bridge
- - 1,407,300 1,171,800 2,579,100 - Net Cost Stormwater Utility na
Total Funding 3,451,800 1,894,208 2,219,700 2,280,000 1,171,800 55.5% 1,970,300
Notes:
The Aquatics section of the Road & Bridge Maintenance Fund (101) will become part of the Stormwater Utility Fund (103) maintenance
group effective for FY 2019. FTEs and equipment will be transferred accordingly.
Forecast FY 2018:
Operating Expenses are projected to be under budget largely due to lack of bidders for the herbicide & chemical spraying contract
services for much of FY 2018.
Current FY 2019:
Personal Services include 17 expanded positions to support the Stormwater Utility maintenance program, in addition to funding for a
general wage adjustment.
Operating Expenses increased primarily due to the Motor Pool Capital Recovery Charge, Fleet maintenance, and expenses associated
with the expanded FTEs such as safety gear and minor operating equipment. This section utilizes the South Florida Water
Management District contract for herbicide treatment services. The number of planned chemical spray cycles remains consistent with
prior years.
Capital Outlay includes expanded vehicles and large equipment to be utilized for increased stormwater maintenance efforts, as
outlined on the previous page.
Revenues:
Again for FY 2019, $1,000,000 from the South Florida Water Management District (Big Cypress Basin) has been budgeted. As of FY
2019, the primary funding source for this activity will be a transfer from the Stormwater Capital Improvement Fund (325) which will
capture the budget and subsequent collections of the Stormwater Utility non-ad valorem special assessment.
Fiscal Year 2019 5 Growth Management Department
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Department
Project Management
Stormwater Engineering & Operations (324/111/103)
Mission Statement
To provide stormwater management facilities and services for drainage and flood protection for existing and future
development, minimize the degradation of quality of receiving water and surrounding natural areas and protect the functions
of natural groundwater aquifer recharge areas.
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net CostProgram Summary
Divisional Fiscal Support/Overhead 89,823 - 89,823 -
This program includes funding for a position that provides divisional fiscal
support. In addition, all indirect service charges, insurance and IT
interdivisional billings are included as well.
NPDES/GIS 244,644 - 244,644 2.00
This program provides for continued compliance with the federally
mandated National Pollutant Discharge Elimination System (NPDES)
permit for the County maintained Municipal Separate Storm Sewer
System (MS4). This program also includes both the staff and equipment
to develop, maintain and update the stormwater infrastructure inventory in
a Geographical Information System (GIS) database.
Stormwater Master Planning 326,759 - 326,759 3.00
This program provides long range planning effort which serves as the
foundation for the future Stormwater Capital Improvement Program.
Planning includes providing a comprehensive needs analysis, prioritizing
potential projects considering joint funding opportunities, interagency
coordination, public vetting and coordination with private development
projects Growth Management Plan requirements and AUIR/CIE
processes.
Stormwater Capital Project/Consultant Management 513,374 - 513,374 3.00
This program provides management of Stormwater planning and design
projects utilizing the services of professional consultants. This also
encompasses managing the construction of larger capital improvement
projects for the County's secondary Stormwater management systems to
maintain, or improve, level of service for flood protection, water quality,
and groundwater recharge.
Reserves / Transfers - 10,200 10,200 -
8.00 1,184,800 10,200 1,174,600Current Level of Service Budget
FY 2019BudgetFY 2019Total FTE FY 2019Revenues FY 2019Net CostProgram Enhancements
Stormwater Utility 6 new FTE's 1,374,100 - 1,374,100 6.00
Additional staffing required to manage the remote operations, credits
program, planning and compliance programs, and support positions.
Costs include staffing, operating, and capital outlay costs.
6.00 1,374,100 - 1,374,100Expanded Services Budget
14.00 2,558,900 10,200 2,548,700Total Tentative Budget
Fiscal Year 2019 6 Growth Management Department
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Department
Project Management
Stormwater Engineering & Operations (324/111/103)
FY 2018 FY 2019FY 2017 FY 2018
BudgetForecastBudgetActualProgram Performance Measures
100 95 100 95Fulfill 100% of the National Pollutant Discharge Elimination System
(NPDES) permit requirements for Collier County
ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
Program Budgetary Cost Summary
827,228 870,100 1,060,600 850,600 1,911,200 912,200 119.7%Personal Services
62,735 67,800 103,300 499,500 602,800 65,400 789.1%Operating Expense
3,117 1,600 10,700 24,000 34,700 1,600 2,068.8%Capital Outlay
Net Operating Budget 893,081 939,500 1,174,600 1,374,100 2,548,700 979,200 171.3%
- 42,000 10,200 - 10,200 42,000 (75.7%)Trans to 111 Unincorp Gen Fd
893,081 981,500 1,184,800 1,374,100 2,558,900 160.7% 1,021,200 Total Budget
7.00 7.00 8.00 6.00 14.00 100.0% 8.00 Total FTE
Program Funding Sources ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
1,515 - - - - 600 na
- - 1,174,600 1,374,100 2,548,700 - na
- 939,500 - - - (100.0%) 979,200
70,700 - - - - - na
821,600 - - - - - na
50,800 42,000 10,200 - 10,200 (75.7%) 51,600
Interest/Misc
Net Cost Stormwater Utility
Net Cost Unincorp General Fund
Trans fm 131 Dev Serv Fd Trans
fm 325 Stormwater Cap Fd Carry
Forward
Total Funding 2,558,900 944,615 981,500 1,184,800 1,374,100 160.7% 1,031,400
Notes:
Prior to FY 2019, the Stormwater Engineering Division was funded by a transfer from the Unincorporated Area General Fund (111).
Forecast FY 2018:
Operating Expenses are anticipated to be less than the adopted FY 2018 budget due to decreased spending post tropical cyclone
Irma.
Current FY 2019:
Personal Services include 6 expanded positions required to manage remote operations, credits program, planning and compliance
programs, and provide support to the Stormwater Utility. In addition, increases include funding for a general wage adjustment and an
additional FTE transferred from Landscape Operations.
Operating Expenses increased primarily due to an increase in contractual services required to support the Stormwater Utility and
expenses associated with expanded FTE's.
Capital Outlay reflects a planned replacement of two desktop computers no longer covered under warranty and four portable radios
which are needed for field communication as well as computers, radios, and a vehicle for expanded FTE's.
Revenues:
Revenues to fund the stormwater programs will be generated equitably from residents and businesses making use of the system. The
stormwater fee will be assessed to all parcels in the Unincorporated Area of the County that contribute stormwater to the system. The
utility will create a system of stormwater “fee credits” to allow the user charge system to reflect some of the important variations in how
different properties use the stormwater system, such as onsite stormwater management facilities.
Fiscal Year 2019 7 Growth Management Department
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Department
Reserves and Transfers
Stormwater Utility Fund (103)
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net CostProgram Summary
Reserves/Transfers/Interest -2,581,900 2,648,900 67,000 -
- 67,000 2,648,900 -2,581,900Current Level of Service Budget
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net CostProgram Enhancements
Stormwater Utility 6 new FTE's -1,374,100 1,374,100 - -
Additional staffing required to manage the remote operations, credits
program, planning and compliance programs, and support positions.
Costs include staffing, operating, and capital outlay costs.
Maintenance Workers 17 new FTE's -1,171,800 1,171,800 - -
1 Senior Scheduler/Planner
1 Senior Crew Leader
2 Crew Leader
3 Heavy Equipment Operator
3 Equipment Operator
7 Maintenance Workers
Includes operating costs associated with the workers and their
vehicles/equipment.
- - 2,545,900 -2,545,900Expanded Services Budget
- 67,000 5,194,800 -5,127,800Total Tentative Budget
ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
Program Budgetary Cost Summary
- - 20,000 - 20,000 - Trans to 113 Com Dev Fd na
- - 100,000 - 100,000 - Reserves for Contingencies na
- - (53,000) - (53,000) - Reserves for Attrition na
- - 67,000 - 67,000 - Total Budget na
Program Funding Sources ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
- - (2,581,900) (2,545,900) (5,127,800) - Net Cost Stormwater Utility na
- - 2,648,900 2,545,900 5,194,800 - Trans fm 325 Stormwater Cap Fd na
Total Funding 67,000 - - 67,000 - - na
Current FY 2019:
Transfers to the Community Development Fund (113) are for rental payments in accordance with leased space of the East Horseshoe
building.
A modest reserve for contingencies is programmed for unexpected or additional costs that may arise during the fiscal year.
Revenues:
The Stormwater Capital Fund (325) transfer is the primary funding source of the Stormwater Maintenance Fund (103).
Fiscal Year 2019 8 Growth Management Department
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Capital
Stormwater Capital
Stormwater Management Capital (325)
Mission Statement
Design, permit and construct capital improvement projects better managing and protecting the County’s water resources.
Projects improve flood control decreasing the probability of property damage from flooding, improve water quality and
protect existing natural systems. The capital improvement program promotes and improves the quality of life in Collier
County by managing and improving discharge to our estuaries and Outstanding Florida Waters. Provide supervision,
engineering and coordination such that the projects are designed and constructed in a timely, efficient, and economical
manner.
ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
Program Budgetary Cost Summary
70,615 - 1,100 - 1,100 - Personal Services na
2,572,888 1,672,700 4,560,100 - 4,560,100 24,540,400 172.6%Operating Expense
1,490,338 4,402,600 7,458,800 - 7,458,800 6,775,400 69.4%Capital Outlay
Net Operating Budget 4,133,841 6,075,300 12,020,000 - 12,020,000 31,315,800 97.9%
- - 315,000 - 315,000 - Trans to Property Appraiser na
- - 420,000 - 420,000 - Trans to Tax Collector na
- - 5,194,800 - 5,194,800 - Trans to 103 Stormw Utility na
865,963 - - - - 1,200,700 Trans to 712 Transp Match na
821,600 - - - - - Trans to 324 Stormw Op Fd na
- - 1,630,000 - 1,630,000 - Trans to 523 Motor Pool Cap na
- - 546,700 - 546,700 - Reserves for Contingencies na
5,821,404 6,075,300 20,126,500 - 20,126,500 231.3% 32,516,500 Total Budget
Program Funding Sources ForecastAdopted Tentative ChangeExpandedActualCurrent
FY 2018 FY 2019FY 2019FY 2019FY 2018FY 2017 FY 2019
- - 20,050,000 - 20,050,000 - Stormwater Special Assessment na
- - 950,000 - 950,000 - Charges For Services na
90,142 - - - - - Miscellaneous Revenues na
119,853 70,000 97,000 - 97,000 38.6% 97,400 Interest/Misc
2,525,000 1,627,000 - - - (100.0%) 1,627,000 Trans fm 001 Gen Fund
4,172,000 4,267,900 - - - (100.0%) 4,267,900 Trans fm 111 Unincorp Gen Fd
- 12,400 - - - (100.0%) 12,200 Trans fm 226 Naples Pk Debt Serv
- - - - - 14,450,000 Trans fm 310 Transp Cap Fd (H. Irma)na
11,060,700 101,500 84,300 - 84,300 (16.9%) 12,146,300 Carry Forward
- (3,500)(1,054,800) - (1,054,800) 30,037.1% - Less 5% Required By Law
Total Funding 20,126,500 17,967,696 6,075,300 20,126,500 - 231.3% 32,600,800
Fiscal Year 2019 9 Growth Management Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Growth Management Capital
Stormwater Capital
Stormwater Management Capital (325)
CIP Category / Project Title Adopted ForecastedAmended BudgetBudgetBudgetBudgetBudget
FY 2018 FY 2018FY 2018 FY 2023FY 2022FY 2021FY 2020FY 2019
Hurricane Irma
- 17,650,000 17,650,000 - - - - -Hurricane Irma
Stormwater
- 4,307 4,300 - - - - -Curry Canal Weir
- 175,307 175,300 - - - - -Eagle Creek Water Control
- 42,430 42,400 - - - - -Freedom Park (Water Quality)
- 116,661 116,700 20,000 - - - -Gateway Triangle Improvements
- 12,337 12,300 - - - - -Golden Gate #4 Weir Replacement
932,600 1,856,056 1,856,100 4,200,000 - - - -Golden Gate City Outfall Replace
20,000 232,538 232,500 400,000 - - - -Griffin Road Area
- 70,263 70,300 - - - - -Haldeman Creek Weir Replacement
20,000 78,722 78,700 200,000 - - - -Harbor Lane Brookside
- - 0 500,000 - - - -I-75 Coco Interconnect
432,700 1,292,163 1,222,200 250,000 - - - -Immokalee Stormwater Improvement
- 876,942 877,000 - - - - -Lely Area Stormwater Improvements
220,000 262,636 332,600 - - - - -Lely Branch Weir
2,950,000 2,995,871 2,995,900 2,600,000 - - - -Naples Park
- 72,781 72,700 100,000 - - - -North Golden Gate Estates Flowway
Restoration
50,000 175,300 175,300 100,000 - - - -NPDES MS4 Program
- 58,944 58,900 - - - - -Palm Springs Outfall
- 126,624 126,600 300,000 - - - -Pine Ridge
- 118,885 118,900 900,000 - - - -Pine Ridge No. 1 Control Structure
850,000 1,699,334 1,699,400 300,000 - - - -Ridge Street
100,000 149,487 149,500 150,000 - - - -Stormwater Maintenance Program
400,000 698,512 698,500 300,000 - - - -Stormwater Master Plan Update
100,000 267,245 267,200 1,000,000 - - - -Upper Gordon River
- 2,282,481 2,282,500 - - - - -Vanderbilt Drive Stormwater Improve
- - 0 700,000 - - - -Weir Automation
- 1,200,696 1,200,700 8,106,500 - - - -X-fers/Reserves - Fund 325
- - - - 20,126,500 14,866,500 14,866,522 6,075,300Stormwater
6,075,300 - - - - 20,126,500 32,516,500 32,516,522Program Total Project Budget
Forecast FY 2018:
Hurricane Irma made landfall in Collier County on Sunday, September 10, 2017, as a Category 4 hurricane, severely impacting the
County as well as the entire State. To cash-flow the vegetative debris cleanup in the canals, storm drains, waterways, etc, budget
amendments were prepared in the amount of $17,650,000 as follows:
$ 14,450,000 loan from the Transportation Capital Fund 310, deferring capital projects
and reducing reserves by $6.2 million.
$ 3,100,000 deferred Stormwater capital projects.
$ 100,000 anticipated FEMA revenue.
As of May, the County has not received any FEMA reimbursements. There is concern that FEMA revenue will not be received until late
FY19 or even later. Therefore, the above budget was prepared without forecasting or budgeting FEMA revenue.
In the future, as FEMA revenues are received, loans from the various funds will be paid back and deferred projects will be
re-appropriated.
Fiscal Year 2019 10 Growth Management Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Department Budgetary Cost Summary
1,494,241 1,510,500 1,766,900 - 1,766,900 1,597,100 17.0%Personal Services
1,990,315 2,972,200 2,818,200 - 2,818,200 2,276,100 (5.2%)Operating Expense
112,700 130,200 130,300 - 130,300 130,200 0.1%Indirect Cost Reimburs
137,960 204,000 214,900 - 214,900 175,500 5.3%Capital Outlay
3,735,216 4,816,900 4,930,300 - 4,930,300 4,178,900 Net Operating Budget 2.4%
55,123 80,500 82,900 - 82,900 68,000 3.0%Trans to Property Appraiser
86,471 141,100 140,700 - 140,700 94,500 (0.3%)Trans to Tax Collector
13,600 13,600 17,200 - 17,200 13,600 26.5%Trans to 408 Water/Sewer Fd
- 5,500 - - - 5,500 (100.0%)Trans to 506 IT Capital
- - - - - 1,000,000 Trans to 322 Pel Bay Cap Fd (H. Irma) na
- 18,200 385,000 - 385,000 - 2,015.4%Reserves for Contingencies
- 1,148,600 1,538,500 - 1,538,500 - 33.9%Reserves for Capital
- 612,800 570,000 - 570,000 -(7.0%)Reserves for Cash Flow
- (27,200) (25,700) - (25,700) -(5.5%)Reserves for Attrition
3,890,410 6,810,000 7,638,900 - 7,638,900 12.2% 5,360,500 Total Budget
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Appropriations by Program
101,587 150,000 150,000 - 150,000 163,400 0.0%Pelican Bay – Clam Pass Ecosystem
Enhancement (111)
2,436,111 3,160,200 3,135,900 - 3,135,900 2,760,500 (0.8%)Pelican Bay Community Beautification (109)
418,088 537,800 429,300 - 429,300 391,400 (20.2%)Pelican Bay Street Lighting (778)
779,431 968,900 1,215,100 - 1,215,100 863,600 25.4%Pelican Bay Water Management (109)
Total Net Budget
3,890,410 6,810,000 7,638,900 - 7,638,900 12.2% 5,360,500 Total Budget
Total Transfers and Reserves
3,735,216 4,816,900 4,178,900 4,930,300 - 4,930,300
155,194 1,993,100 1,181,600 2,708,600 - 2,708,600
2.4%
35.9%
Department Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
515,793 564,400 585,000 - 585,000 3.6% 541,800 Ad Valorem Taxes
3,805,592 4,067,300 4,176,200 - 4,176,200 2.7% 3,905,200 Special Assessments
14,044 - 1,500 - 1,500 3,200 Charges For Services na
7,470 - - - - 4,700 Miscellaneous Revenues na
35,128 9,000 9,400 - 9,400 4.4% 37,000 Interest/Misc
560 - - - - -Trans frm Property Appraiser na
28,392 - - - - -Trans frm Tax Collector na
- - 1,000,000 - 1,000,000 -Advance/Repay fm 322 Pel Bay Cap na
101,587 150,000 150,000 - 150,000 0.0% 163,400 Net Cost MSTU General Fund
- - 34,500 - 34,500 -Trans fm 320 Clam Bay Cap Fd na
2,008,000 2,251,400 1,920,900 - 1,920,900 (14.7%) 2,626,100 Carry Forward
- (232,100) (238,600) - (238,600) 2.8% -Less 5% Required By Law
Total Funding 7,638,900 6,516,566 6,810,000 7,638,900 - 12.2% 7,281,400
Fiscal Year 2019 1 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Department Position Summary Forecast
FY 2018
Adopted Tentative Change Expanded Actual Current
FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
2.52 2.52 3.19 - 3.19 26.6%Pelican Bay Water Management (109) 2.52
15.75 15.75 18.42 - 18.42 17.0%Pelican Bay Community Beautification (109) 15.75
1.73 1.73 1.39 - 1.39 (19.7%)Pelican Bay Street Lighting (778) 1.73
20.00 20.00 23.00 - 23.00 15.0% 20.00 Total FTE
Fiscal Year 2019 2 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Pelican Bay Water Management (109)
Mission Statement
To provide for the efficient and timely delivery of Water Management services to the Pelican Bay Community through necessary
maintenance of the community’s storm water system to assure its efficient operation in the transporting and treatment of the storm
water. In addition, the Division strives to maintain the highest aesthetic appearance while maintaining the delicate balance of the
ecosystem.
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net Cost Program Summary
Water Management Program 116,500 1,098,600 1,215,100 3.19
Includes the routine maintenance of the Pelican Bay Water Management
System of approximately 3.5 miles of berm separating the developed property
from the Clam Pass System. The system functions as a storm water
treatment facility by removing nutrients and pollutants, thus improving the
quality of storm water before it is discharged into Clam Bay.
3.19 1,215,100 1,098,600 116,500Current Level of Service Budget
FY 2018 FY 2019FY 2017 FY 2018
Budget Forecast Budget Actual Program Performance Measures
10,000 10,000 10,00010,000Aquatic plants planted
5252 5252Forty-three lakes maintained/treated - times per year
5252 5252Water quality testing - number of parameters
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Program Budgetary Cost Summary
217,634 226,200 285,300 - 285,300 229,800 26.1%Personal Services
441,471 622,500 768,200 - 768,200 514,600 23.4%Operating Expense
104,900 119,200 119,100 - 119,100 119,200 (0.1%)Indirect Cost Reimburs
15,425 1,000 42,500 - 42,500 - 4,150.0%Capital Outlay
Net Operating Budget 779,431 968,900 1,215,100 - 1,215,100 863,600 25.4%
779,431 968,900 1,215,100 - 1,215,100 25.4% 863,600Total Budget
2.52 2.52 3.19 - 3.19 26.6% 2.52Total FTE
Program Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
972,232 1,010,800 1,097,100 - 1,097,100 8.5% 971,000 Special Assessments
14,044 - 1,500 - 1,500 3,200 Charges For Services na
623 - - - - -Miscellaneous Revenues na
62 - - - - -Interest/Misc na
Total Funding 1,098,600 986,961 1,010,800 1,098,600 - 8.7% 974,200
Forecast FY 2018:
Water quality management personal service and operating expenses combined are forecast under the adopted budget, driven largely by
reduced spending for engineering fees. Operating expenses include typical contractual services like extra deputy patrols during peak season
and continuation of a major tree trimming initiative in this section designed to remove exotics from the water management system as well as
maintenance spraying. Associated with this effort was a substantial investment in temporary labor. This section also budgets for various flood
control initiatives like swale and berm maintenance and planting desirable aquatic plants. Operating expenses associated with these initiatives
will continue in FY 2019.
This division is not part of the motor pool capital program and equipment is budgeted on a cash and carry basis based upon Fleet Management
Division recommendations.
Fiscal Year 2019 3 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Pelican Bay Water Management (109)
Current FY 2019:
Personal services reflects a slight shift in the allocation of one FTE, which is shared with the Clam Pass capital program. Operating expense
increases are largely driven by significant enhancements to flood control mitigation efforts and a continued focus on maintaining the water
management system through tree trimming utilizing contractual engineering services, other contractual services and temporary labor.
Revenues:
Special assessment revenue funding water management activities increased $11.34 to $144.07 per equivalent residential unit (ERU) which will
raise $1,097,100.The District has a total of 7,615.29 ERU's.
Fiscal Year 2019 4 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Pelican Bay Community Beautification (109)
Mission Statement
To provide for the efficient and timely delivery of Water Management services to the Pelican Bay Community by providing for the
necessary maintenance of the community’s storm water system to assure its efficient operation in the transporting and treatment of
the storm water. In addition, the Division strives to maintain the highest aesthetic appearance, while responsibly maintaining the
delicate balance of the ecosystem.
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net Cost Program Summary
Beautification Program 56,800 3,079,100 3,135,900 18.42
Includes the routine maintenance of 2,873,750 square feet of right-of-way and
community parks - including pruning, cutting, pesticide and fertilizer programs.
Also annuals are changed two times per year and mulch is applied to 661,750
square feet of plant beds three times per year. Also included in this program
is street sweeping, street trash pick-up and maintenance for traffic and
entrance signs.
18.42 3,135,900 3,079,100 56,800Current Level of Service Budget
FY 2018 FY 2019FY 2017 FY 2018
Budget Forecast Budget Actual Program Performance Measures
2424 2424Chemical weed control - times per year
22 22Fertilizer applied - times per year
22 22Flower plantings - times per year
1212 1212Irrigation systems checked - times per year
22 22Mulch application - times per year
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Program Budgetary Cost Summary
1,128,066 1,135,200 1,354,400 - 1,354,400 1,214,700 19.3%Personal Services
1,223,777 1,822,000 1,609,100 - 1,609,100 1,370,300 (11.7%)Operating Expense
84,268 203,000 172,400 - 172,400 175,500 (15.1%)Capital Outlay
Net Operating Budget 2,436,111 3,160,200 3,135,900 - 3,135,900 2,760,500 (0.8%)
2,436,111 3,160,200 3,135,900 - 3,135,900 (0.8%) 2,760,500Total Budget
15.75 15.75 18.42 - 18.42 17.0% 15.75Total FTE
Program Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
2,833,361 3,056,500 3,079,100 - 3,079,100 0.7% 2,934,200 Special Assessments
6,848 - - - - 400 Miscellaneous Revenues na
182 - - - - -Interest/Misc na
Total Funding 3,079,100 2,840,390 3,056,500 3,079,100 - 0.7% 2,934,600
Notes:
On October 10, 2017 at the regularly scheduled Board of County Commissioners meeting, the Pelican Bay Services Division was authorized to
convert three (3.0) temporary laborers to full time employees. This request had been previously approved by the PBSD Board in an effort to
generate a more stable workforce to support the beautification program.
Forecast FY 2018:
Personal services and operating expenses combined are projected under budget. Typical operating expenses include contractual landscape
architectural services, and added deputy patrols during peak season. Targeted tree trimming and landscape maintenance over the past two
fiscal years, which focused on entrances to the community and intersection rights of way will continue into FY 2019
Fiscal Year 2019 5 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Pelican Bay Community Beautification (109)
through a substantial investment in temporary labor.
Current FY 2019:
Personnel costs include a shift in FTE's to align resources with their focused support areas. Continuation of the tree trimming and landscape
maintenance initiatives are budgeted for FY 2019 and additional expenses are programmed in the areas of tree trimming; chemicals and traffic
related supplies to continue the decorative sign replacement program. Mulch and pine straw will be spread twice annually and replacement sod
allocations will be consistently funded.
This division does not participate in the motor pool capital recovery program and instead budgets vehicle and equipment replacement as well as
new equipment on a cash and carry basis. For FY 2019, a utility vehicle and other field equipment at the recommendation of fleet management
is budgeted.
Revenues:
Special assessment revenue funding community beautification increased $2.97 to $404.33 per equivalent residential unit (ERU); of which the
District has a total of 7,615.29.
Fiscal Year 2019 6 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Reserves & Transfers (109)
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net Cost Program Summary
Reserve & Transfers -173,300 1,366,600 1,193,300 -
- 1,193,300 1,366,600 -173,300Current Level of Service Budget
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Program Budgetary Cost Summary
55,123 69,800 71,000 - 71,000 60,000 1.7%Trans to Property Appraiser
76,112 124,400 125,800 - 125,800 83,000 1.1%Trans to Tax Collector
13,600 13,600 17,200 - 17,200 13,600 26.5%Trans to 408 Water/Sewer Fd
- 5,500 - - - 5,500 (100.0%)Trans to 506 IT Capital
- 18,200 385,000 - 385,000 - 2,015.4%Reserves for Contingencies
- 180,000 200,000 - 200,000 - 11.1%Reserves for Capital
- 420,000 420,000 - 420,000 - 0.0%Reserves for Cash Flow
- (27,200) (25,700) - (25,700) - (5.5%)Reserves for Attrition
144,835 804,300 1,193,300 - 1,193,300 48.4% 162,100Total Budget
Program Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
21,595 6,500 6,900 - 6,900 6.2% 26,000 Interest/Misc
560 - - - - -Trans frm Property Appraiser na
24,991 - - - - -Trans frm Tax Collector na
- - 34,500 - 34,500 -Trans fm 320 Clam Bay Cap Fd na
871,700 1,063,300 1,534,400 - 1,534,400 44.3% 1,385,800 Carry Forward
- (203,700) (209,200) - (209,200) 2.7% -Less 5% Required By Law
Total Funding 1,366,600 918,846 866,100 1,366,600 - 57.8% 1,411,800
Current FY 2019:
Overall, special assessment revenue budgeted within this Fund has increased $14.31 per equivalent residential unit to $548.40. An increase in
actual cash and cash equivalent balance (carry-forward) totaling $514,100 occurred between year ending FY 2016 (9/30/16) and year ending
FY 2017 (9/30/17). Beginning FY 2018 (10/1/17), the funds cash and cash equivalent position totaled $1,385,800. This increase was anticipated
and allows for stable cash flow reserves and supports funding of targeted and concentrated effort on tree trimming, swale and berm
maintenance and enhanced water quality management. Available fund reserves increased in FY 2019 by $386,800 to $1,005,000. The cash
flow reserve to ensure sufficient fund balance exists to cover operations prior to the receipt of assessment revenue remains at $420,000, while
the capital reserve increased $20,000 and the contingency reserve increased by $366,800. Available reserves in this fund, by policy, range
between 15% and 30% of regular operating expense. FY 2019 reserves are at the general mid-point of the range at 23.1% of operating
expenses, upon recommendation of the advisory board.
Fiscal Year 2019 7 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Pelican Bay Street Lighting (778)
Mission Statement
To maintain the Pelican Bay Street Lighting system as a well-balanced, functional system that provides a consistently lighted
roadway appearance within the community.
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net Cost Program Summary
Street Lighting Program - 429,300 429,300 1.39
Includes the routine maintenance of the Pelican Bay roadway street lighting
system including all up-lighting at the Pelican Bay entrances and bike path
lighting. Street Lights consist of concrete poles and metal Halide lamps.
Reserves/Transfers - 1,515,300 1,515,300 -
1.39 1,944,600 1,944,600 -Current Level of Service Budget
FY 2018 FY 2019FY 2017 FY 2018
Budget Forecast Budget Actual Program Performance Measures
-- 100100% of Lights repaired within 24 hours
-- 2424Light posts inspected
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Program Budgetary Cost Summary
148,540 149,100 127,200 - 127,200 152,600 (14.7%)Personal Services
223,481 377,700 290,900 - 290,900 227,800 (23.0%)Operating Expense
7,800 11,000 11,200 - 11,200 11,000 1.8%Indirect Cost Reimburs
38,267 - - - - -Capital Outlay na
Net Operating Budget 418,088 537,800 429,300 - 429,300 391,400 (20.2%)
- 10,700 11,900 - 11,900 8,000 11.2%Trans to Property Appraiser
10,359 16,700 14,900 - 14,900 11,500 (10.8%)Trans to Tax Collector
- - - - - 1,000,000Trans to 322 Pel Bay Cap Fd (H. Irma) na
- 968,600 1,338,500 - 1,338,500 - 38.2%Reserves for Capital
- 192,800 150,000 - 150,000 -(22.2%)Reserves for Cash Flow
428,447 1,726,600 1,944,600 - 1,944,600 12.6% 1,410,900Total Budget
1.73 1.73 1.39 - 1.39 (19.7%) 1.73Total FTE
Program Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
515,793 564,400 585,000 - 585,000 3.6% 541,800 Ad Valorem Taxes
- - - - - 4,300 Miscellaneous Revenues na
13,288 2,500 2,500 - 2,500 0.0% 11,000 Interest/Misc
3,401 - - - - -Trans frm Tax Collector na
- - 1,000,000 - 1,000,000 -Advance/Repay fm 322 Pel Bay Cap na
1,136,300 1,188,100 386,500 - 386,500 (67.5%) 1,240,300 Carry Forward
- (28,400) (29,400) - (29,400) 3.5% -Less 5% Required By Law
Total Funding 1,944,600 1,668,782 1,726,600 1,944,600 - 12.6% 1,797,400
Forecast FY 2018:
As the fiscal year progresses, a modest budget amendment under $5,000 may be required to increase personal service appropriations in line
with forecast. This BA may be necessary to cover payroll accruals and increases in overtime. Operating expenses are forecast
Fiscal Year 2019 8 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Pelican Bay Street Lighting (778)
to lower than budget due primarily to lower expenditures for engineering fees and electrical contractors versus the adopted FY 2018 levels. A
transfer of $1,000,000 was made early in the year as a loan to the Pelican Bay Irrigation and Landscaping Capital Fund (322) due to the high
costs of recovery from damage to beautified areas from Hurricane Irma.
Current FY 2019:
The Personal Services decrease in FY 2019 is driven by a shift in allocating for one FTE differently than in prior years. A small portion of one
FTE has been reallocated to the Water Operation fund center within the Pelican Bay MSTBU Fund (109) and will have a cost share in the Clam
Bay Restoration Capital Fund (320) for project management services. The net operating budget for FY 2019 due to lower appropriations
associated with maintaining the lighting system due to the extent of work performed on the lighting system during FY 2018. FY 2019 includes
reserves for future construction and improvement of the street lighting system as identified in the Pelican Bay Community Improvement Plan.
Revenues:
This fund had a millage rate of .0857 in FY 2018 and the rate remains unchanged for FY 2019 in accordance with the advisory committee
recommendation. Estimated taxable value for this district totals $6,825,803,272 which represents a 3.64% increase over last year. Property
taxes total $585,000. The District's actual cash and cash equivalents (carry-forward) year over year increased $104,000 to $1,240,300 as of
year ended September 30, 2017. The loan to the Irrigation and Landscaping Capital Fund (322) is budgeted to be fully repaid to the Pelican
Bay Lighting District Fund (778) in FY 2019.
Fiscal Year 2019 9 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager
Pelican Bay Services Division
Pelican Bay – Clam Pass Ecosystem Enhancement (111)
FY 2019
Budget
FY 2019
Total FTE
FY 2019
Revenues
FY 2019
Net Cost Program Summary
Clam Pass Ecosystem Enhancement 150,000 - 150,000 -
- 150,000 - 150,000Current Level of Service Budget
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Program Budgetary Cost Summary
101,587 150,000 150,000 - 150,000 163,400 0.0%Operating Expense
Net Operating Budget 101,587 150,000 150,000 - 150,000 163,400 0.0%
101,587 150,000 150,000 - 150,000 0.0% 163,400Total Budget
Program Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
101,587 150,000 150,000 - 150,000 0.0% 163,400 Net Cost MSTU General Fund
Total Funding 150,000 101,587 150,000 150,000 - 0.0% 163,400
Notes:
Beginning mid-year FY 2015, a separate cost center was created and funds appropriated by budget amendment to assist with management of
the Clam Bay Estuary.
Current FY 2019:
Previously budgeted as a transfer from the Unincorporated Area General Fund (111) to Pelican Bay Capital Fund (320), funds to assist with
management of the Clam Bay Estuary are now directly budgeted within a seperate Fund (111) cost center with direct signature authority by
Pelican Bay MSTBU management.
Fiscal Year 2019 10 Office of the County Manager
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager Capital
Pelican Bay Services Division Capital
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Department Budgetary Cost Summary
4,741 - - - - -Personal Services na
461,709 719,000 1,847,500 - 1,847,500 2,660,400 157.0%Operating Expense
259,263 156,000 390,000 - 390,000 354,400 150.0%Capital Outlay
725,713 875,000 2,237,500 - 2,237,500 3,014,800 Net Operating Budget 155.7%
7,161 12,500 59,800 - 59,800 12,500 378.4%Trans to Property Appraiser
10,695 24,500 99,100 - 99,100 18,200 304.5%Trans to Tax Collector
- - 1,000,000 - 1,000,000 -Advance/Repay to 778 Pel Bay Light na
- - 34,500 - 34,500 -Trans to 109 PB MSTUBU Fd na
743,569 912,000 3,430,900 - 3,430,900 276.2% 3,045,500 Total Budget
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Appropriations by Program
125,720 173,500 181,400 - 181,400 237,800 4.6%Clam Bay Restoration (320)
599,993 701,500 2,056,100 - 2,056,100 2,777,000 193.1%Pelican Bay Hardscape & Landscape
Improvements (322)
Total Net Budget
743,569 912,000 3,430,900 - 3,430,900 276.2% 3,045,500 Total Budget
Total Transfers and Reserves
725,713 875,000 3,014,800 2,237,500 - 2,237,500
17,856 37,000 30,700 1,193,400 - 1,193,400
155.7%
3,125.4%
Department Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
534,727 904,400 3,558,800 - 3,558,800 293.5% 865,000 Special Assessments
46 - - - - -Miscellaneous Revenues na
14,723 5,500 5,500 - 5,500 0.0% 13,600 Interest/Misc
3,511 - - - - -Trans frm Tax Collector na
- - - - - 1,000,000 Trans fm 778 Pel Bay Lighting (H. Irma) na
1,402,400 47,600 44,800 - 44,800 (5.9%) 1,211,700 Carry Forward
- (45,500) (178,200) - (178,200) 291.6% -Less 5% Required By Law
Total Funding 3,430,900 1,955,408 912,000 3,430,900 - 276.2% 3,090,300
Fiscal Year 2019 11 Office of the County Manager Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager Capital
Pelican Bay Services Division Capital
CIP Category / Project Title Adopted Forecasted Amended Budget Budget Budget Budget Budget
FY 2018 FY 2018 FY 2018 FY 2023 FY 2022 FY 2021 FY 2020 FY 2019
Hurricane Irma
Hurricane Irma - - - - 550,000 1,290,900 1,290,904 -
Pelican Bay Capital
Asset Management - - - - 75,000 - - -
Beach Renourishment Initiative - - - - 200,000 478,900 478,884 220,500
Clam Bay Restoration - - - - 181,400 237,800 237,760 173,500
Field Site Improvements - - - - 350,000 25,500 25,488 40,000
Irrigation System - - - - - 226,900 226,853 116,000
Lake Aeration - - - - - 104,600 104,588 -
North Berm Restoration - - - - - 50,000 50,000 50,000
Pelican Bay Hardscape Upgrades - - - - 266,100 369,600 369,612 175,000
Pelican Bay Lake Bank Enhance - - - - 500,000 209,600 209,650 100,000
Pelican Bay Traffic Sign Renovation - - - - 75,000 21,000 20,971 -
Roadway Improvements - - - - 40,000 - - -
X-fers/Reserves - Fund 320 - - - - 44,400 5,500 7,000 7,000
X-fers/Reserves - Fund 322 - - - - 1,149,000 25,200 30,000 30,000
- - - - 2,880,900 1,754,600 1,760,806 912,000 Pelican Bay Capital
912,000 - - - - 3,430,900 3,045,500 3,051,710Department Total Project Budget
Fiscal Year 2019 12 Office of the County Manager Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager Capital
Pelican Bay Services Division Capital
Clam Bay Restoration (320)
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Program Budgetary Cost Summary
123,120 173,500 181,400 - 181,400 237,800 4.6%Operating Expense
2,600 - - - - -Capital Outlay na
Net Operating Budget 125,720 173,500 181,400 - 181,400 237,800 4.6%
1,639 2,500 3,800 - 3,800 2,300 52.0%Trans to Property Appraiser
2,448 4,500 6,100 - 6,100 3,200 35.6%Trans to Tax Collector
- - 34,500 - 34,500 -Trans to 109 PB MSTUBU Fd na
129,807 180,500 225,800 - 225,800 25.1% 243,300Total Budget
Program Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
122,397 160,500 225,100 - 225,100 40.2% 155,000 Special Assessments
46 - - - - -Miscellaneous Revenues na
1,547 500 500 - 500 0.0% 1,600 Interest/Misc
804 - - - - -Trans frm Tax Collector na
103,300 27,600 11,500 - 11,500 (58.3%) 98,200 Carry Forward
- (8,100) (11,300) - (11,300) 39.5% -Less 5% Required By Law
Total Funding 225,800 228,093 180,500 225,800 - 25.1% 254,800
CIP Category / Project Title Adopted Forecasted Amended Budget Budget Budget Budget Budget
FY 2018 FY 2018 FY 2018 FY 2023 FY 2022 FY 2021 FY 2020 FY 2019
Pelican Bay Capital
173,500 237,760 237,800 181,400 - - - -Clam Bay Restoration
7,000 7,000 5,500 44,400 - - - -X-fers/Reserves - Fund 320
- - - - 225,800 243,300 244,760 180,500 Pelican Bay Capital
180,500 - - - - 225,800 243,300 244,760Program Total Project Budget
Notes:
On December 11, 2012, the Board reinstated the ongoing management responsibilities of Clam Pass to the Pelican Bay Services District.
Forecast FY 2018:
This capital fund primarily appropriates dollars for restoration and improvements to the Clam Bay Ecosystem. The basis of accounting on the
expense side of the equation provides that forecast capital dollars always match the amended budget for any year; the exception is reserves.
The difference between forecast or amended budget dollars and those dollars actually spent, roll forward into the next fiscal year. This practice
occurs until the project is closed out and dollars are re-appropriated. A project budget may also be amended prior to closure, re-directing
current project dollars that may not be needed to either reserves or other ongoing projects. The primary active project is restoration of Clam
Bay.
Current FY 2019:
No new projects are proposed for FY 2019. New money in the amount of $181,400 will be added to the Clam Bay restoration project in
furtherance of this initiative. Customary constitutional officer transfers are appropriated in addition to a transfer to the Pelican Bay Operating
Fund (109) for a portion of project management related salary costs for one FTE. No reserves are budgeted.
Revenues:
Funding for part of the restoration and Improvement of the Clam Bay Eco-system comes from special assessment revenue based upon
equivalent residential units within the District. For FY 2019, the equivalent residential unit (ERU) assessment within capital fund (320) has
increased $8.48 to $29.56. This raises $225,100. There are a total of 7,615.29 ERU's.
Fiscal Year 2019 13 Office of the County Manager Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager Capital
Pelican Bay Services Division Capital
Pelican Bay Hardscape & Landscape Improvements (322)
Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
Program Budgetary Cost Summary
4,741 - - - - -Personal Services na
338,588 545,500 1,666,100 - 1,666,100 2,422,600 205.4%Operating Expense
256,663 156,000 390,000 - 390,000 354,400 150.0%Capital Outlay
Net Operating Budget 599,993 701,500 2,056,100 - 2,056,100 2,777,000 193.1%
5,522 10,000 56,000 - 56,000 10,200 460.0%Trans to Property Appraiser
8,247 20,000 93,000 - 93,000 15,000 365.0%Trans to Tax Collector
- - 1,000,000 - 1,000,000 -Advance/Repay to 778 Pel Bay Light na
613,761 731,500 3,205,100 - 3,205,100 338.2% 2,802,200Total Budget
Program Funding Sources Forecast Adopted Tentative Change Expanded Actual Current
FY 2018 FY 2019 FY 2019 FY 2019 FY 2018 FY 2017 FY 2019
412,330 743,900 3,333,700 - 3,333,700 348.1% 710,000 Special Assessments
13,176 5,000 5,000 - 5,000 0.0% 12,000 Interest/Misc
2,708 - - - - -Trans frm Tax Collector na
- - - - - 1,000,000 Trans fm 778 Pel Bay Lighting (H. Irma) na
1,299,100 20,000 33,300 - 33,300 66.5% 1,113,500 Carry Forward
- (37,400) (166,900) - (166,900) 346.3% -Less 5% Required By Law
Total Funding 3,205,100 1,727,314 731,500 3,205,100 - 338.2% 2,835,500
CIP Category / Project Title Adopted Forecasted Amended Budget Budget Budget Budget Budget
FY 2018 FY 2018 FY 2018 FY 2023 FY 2022 FY 2021 FY 2020 FY 2019
Hurricane Irma
- 1,290,904 1,290,900 550,000 - - - -Hurricane Irma
Pelican Bay Capital
- - 0 75,000 - - - -Asset Management
220,500 478,884 478,900 200,000 - - - -Beach Renourishment Initiative
40,000 25,488 25,500 350,000 - - - -Field Site Improvements
116,000 226,853 226,900 - - - - -Irrigation System
- 104,588 104,600 - - - - -Lake Aeration
50,000 50,000 50,000 - - - - -North Berm Restoration
175,000 369,612 369,600 266,100 - - - -Pelican Bay Hardscape Upgrades
100,000 209,650 209,600 500,000 - - - -Pelican Bay Lake Bank Enhance
- 20,971 21,000 75,000 - - - -Pelican Bay Traffic Sign Renovation
- - 0 40,000 - - - -Roadway Improvements
30,000 30,000 25,200 1,149,000 - - - -X-fers/Reserves - Fund 322
- - - - 2,655,100 1,511,300 1,516,046 731,500 Pelican Bay Capital
731,500 - - - - 3,205,100 2,802,200 2,806,950Program Total Project Budget
Forecast FY 2018:
This capital fund primarily appropriates dollars for restoration and improvements to the Pelican Bay hardscape, irrigation and other capital
amenity projects. The basis of accounting on the expense side of the equation provides that forecast capital dollars always match the amended
budget for any year; the exception is reserves. The difference between forecast or amended budget dollars and those dollars actually spent, roll
forward into the next fiscal year. This practice occurs until the project is closed out and dollars are re-appropriated. A project budget may also be
amended prior to closure re-directing current project dollars that may not be needed to either reserves or other ongoing projects.
Fiscal Year 2019 14 Office of the County Manager Capital
Collier County Government
Fiscal Year 2019 Tentative Budget
Office of the County Manager Capital
Pelican Bay Services Division Capital
Pelican Bay Hardscape & Landscape Improvements (322)
Current FY 2019:
New capital dollars totaling $2,056,300 will be allocated among the various capital initiatives including the beach re-nourishment initiative;
irrigation system; lake bank enhancements; field site improvements; hardscape upgrades and berm enhancements. Funding of $106,300 has
also been appropriated as replenishments to the Hardscape (50066) and Field Site Improvements (50143) projects which contributed budget
for Irma related repairs, clean-up and plant replacements. The hurricane related loan from the Pelican Bay Lighting District Fund (778) is also
programmed for the full one million dollar repayment in FY 2019. Dollars have also been newly programmed for the US 41 berm restoration
and landscape remediation efforts in the interior areas of the Pelican Bay MSTBU.
Revenues:
Special assessment revenue per equivalent residential unit (ERU) increased $340.07 to $437.76. This equates to assessment revenue totaling
$3,333,700 an increase of $2,589,800 from FY 2018. There are a total of 7,615.29 ERU's.
Fiscal Year 2019 15 Office of the County Manager Capital
To: Board of County Commissioners
From: Leo E. Ochs, Jr., County Manager
Date: August 28, 2018
Subject: September 6, 2018 Budget Hearing-FY 2019 Tentative Millage Rates and Amended Tentative
Budget
The timeline for approval of Collier County’s FY 2019 budget has progressed to the first public budget
hearing set for Thursday evening September 6, 2018 at 5:05 p.m. In accordance with the State’s Truth in
Millage (TRIM) Statutory guidelines, required notice for this meeting was provided within the Notice of
Proposed Taxes distributed recently through the Property Appraiser’s Office. Notice of this hearing was
also provided with Board adoption of Resolution 2018-133 setting the Maximum Millage Rates on July
10, 2018.
Fiscal year 2019 budget planning culminated with Board approval of budget policy on March 13, 2018.
Based upon this guidance, staff presented for review and consideration the proposed FY 2019 budget
which was the subject of workshop discussions on June 21, 2018.
Following discussions on the proposed FY 2019 budget in June, the Property Appraiser updated
preliminary June taxable value numbers with July certified taxable values. At the Board meeting of July
10, 2018, the Board adopted the required resolution establishing proposed millage rates as the
maximum property tax rates to be levied in FY 2019 and reaffirmed the September public hearing dates
for the budget approval process. Conforming to TRIM procedures, the Board received its tentative FY
2019 budget on July 19, 2018. This tentative budget reflects July 1st certified taxable values; Board
action at and since the June workshop and necessary revenue or expense adjustments in FY 2018 and/or
FY 2019 by fund.
The public budget hearings in September must follow a specific format pursuant to TRIM guidelines.
Your agenda for the first hearing contains the specific sequence of agenda items to be covered. Prior to
approval of the amended FY 2019 tentative budget, there will be a review and discussion of fund
resolutions which provide the mechanism for amending the July FY 2019 Tentative Budget.
These resolutions which describe the budget changes by fund pertain to the customary Tax Collector’s
appropriation which was received in August; changes discussed by the Board at the June budget
workshop; adjustments to certain impact fee trust funds reflecting revenue actually received above the
level forecast in July, and; other customary and routine revenue or expense adjustments required to
support capital projects or operations as the FY 2019 fiscal year begins, including accounting for and
budgeting the impact of Hurricane Irma insurance and FEMA reimbursements received. These fund level
adjustments occur as a matter of normal operations or are necessary in accordance with previous Board
action/direction. No other material adjustments to the July Tentative Budget were made. Board
members will note that each resolution amending the July Tentative Budget contains specific numerical
descriptions of the fund impact. A narrative description is also provided within the “Summary of
Changes”.
Budget appropriations contained within the September 6, 2018 budget resolutions have no impact on
the Board’s General Fund millage neutral operating guidance and do not impede planned growth in
General Fund contingency and cash flow reserves.
Cumulative changes from the FY 2019 July Tentative Budget Document as contained within the enabling
resolutions total $52,390,000 of which $23,611,200 is the Tax Collector’s appropriation. The remaining
$28,778,800 in new appropriation is primarily associated with the recognition of impact fee, and gas tax
revenue above that forecast in July as well as Hurricane Irma FEMA revenue and insurance
reimbursements received. These actions affect the gross budget which includes all interfund transfers
and other internal money shifts.
There are no proposed changes to the maximum millage rates set by the Board on July 10, 2018.
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
AGENDA
Thursday, September 6, 2018, 5:05 p.m.
NOTICE: ALL PERSONS WISHING TO SPEAK ON ANY AGENDA ITEM MUST
REGISTER PRIOR TO SPEAKING.
ANY PERSON WHO DECIDES TO APPEAL A DECISION OF THIS BOARD
WILL NEED A RECORD OF THE PROCEEDINGS PERTAINING THERETO,
AND THEREFORE MAY NEED TO ENSURE THAT A VERBATIM RECORD
OF THE PROCEEDINGS IS MADE, WHICH RECORD INCLUDES
TESTIMONY AND EVIDENCE UPON WHICH THE APPEAL IS TO BE
BASED.
ALL REGISTERED PUBLIC SPEAKERS WILL BE LIMITED TO THREE (3)
MINUTES UNLESS PERMISSION FOR ADDITIONAL TIME IS GRANTED
BY THE CHAIRMAN.
1. ADVERTISED PUBLIC HEARING – BCC – Fiscal Year 2019 Tentative Budget
A. Discussion of Tentative Millage Rates and Increases Over the Rolled Back Millage Rates
B. Review and Discussion of Changes to the Tentative Budget
C. Public Comments and Questions
D. Announcement of Tentative Millage Rates and Percentage Changes in Property Tax
Rates
E. Resolution to Adopt the Tentative Millage Rates
F. Resolution to Adopt the Amended Tentative Budget
G. Announcement of Final Public Hearing as Follows:
Final Public Hearing on the FY 2018-19 Collier County Budget
Thursday, September 20, 2018
5:05 p.m.
Collier County Government Center
W. Harmon Turner Building (F)
Third Floor, Boardroom
Naples, Florida
2. ADJOURN
Exhibit A
Prior Year Rolled Back Proposed
Millage Millage Millage % Change Frm.
Fund Title Fund No.Rate Rate Rate Rolled Back
General Fund 001 3.5645 3.4622 3.5645 2.95%
Water Pollution Control 114 0.0293 0.0284 0.0293 3.17%
3.5938 3.4906 3.5938 2.96%
Unincorporated Area General Fund 111 0.8069 0.7860 0.8069 2.66%
Golden Gate Community Center 130 0.1862 0.1787 0.1862 4.20%
Victoria Park Drainage 134 0.0346 0.0323 0.0323 0.00%
Naples Park Drainage 139 0.0061 0.0057 0.0057 0.00%
Vanderbilt Beach MSTU 143 0.5000 0.4781 0.5000 4.58%
Ochopee Fire Control 146 4.5000 4.7442 4.0000 -15.69%
Goodland/Horr's Island Fire MSTU 149 1.2760 1.2541 1.2760 1.75%
Sabal Palm Road MSTU 151 0.0000 0.0000 0.0000 #DIV/0!
Golden Gate Parkway Beautification 153 0.5000 0.4644 0.5000 7.67%
Lely Golf Estates Beautification 152 2.0000 1.8885 2.0000 5.90%
Hawksridge Stormwater Pumping MSTU 154 0.0409 0.0398 0.0398 0.00%
Radio Road Beautification 158 0.1000 0.0959 0.1000 4.28%
Forest Lakes Roadway & Drainage MSTU 159 1.3431 1.2652 1.3793 9.02%
Immokalee Beautification MSTU 162 1.0000 0.9726 1.0000 2.82%
Bayshore Avalon Beautification 163 2.3604 2.2832 2.3604 3.38%
Haldeman Creek Dredging 164 0.7348 0.6859 1.0000 45.79%
Rock Road 165 3.0000 2.7546 3.0000 8.91%
Forest Lakes Debt Service 259 2.6569 2.5027 2.6207 4.71%
Collier County Lighting 760 0.1640 0.1549 0.1549 0.00%
Pelican Bay MSTBU 778 0.0857 0.0828 0.0857 3.50%
Aggregate Millage Rate 4.1790 4.0636 4.1767 2.78%
Collier County, Florida
Property Tax Rates
FY 2019 Proposed
Exhibit A
Prior Year Current Year Proposed
Fund Adjusted Tax Rolled Back Tax % Change
Fund Title No.Dollars Tax Dollars Dollars Frm. Rolled Back
General Fund 001 293,414,000 305,739,719 314,773,621 2.95%
Water Pollution Control 114 2,449,410 2,507,945 2,587,422 3.17%
295,863,410 308,247,664 317,361,043 2.96%
Unincorporated Area General Fund 111 41,340,412 43,063,780 44,208,860 2.66%
Golden Gate Community Center 130 370,793 374,597 390,318 4.20%
Victoria Park Drainage 134 1,308 1,309 1,309 0.00%
Naples Park Drainage 139 8,132 8,221 8,221 0.00%
Vanderbilt Beach MSTU 143 1,280,091 1,286,288 1,345,208 4.58%
Ochopee Fire Control 146 1,433,133 1,426,276 1,202,543 -15.69%
Goodland/Horr's Island Fire MSTU 149 104,031 106,419 108,278 1.75%
Sabal Palm Road MSTU 151 0 0 0 #DIV/0!
Lely Golf Estates Beautification 152 255,604 255,982 271,095 5.90%
Golden Gate Parkway Beautification 153 374,670 377,439 406,373 7.67%
Hawksridge Stormwater Pumping MSTU 154 2,803 2,804 2,804 0.00%
Radio Road Beautification 158 124,265 125,455 130,819 4.28%
Forest Lakes Roadway & Drainage MSTU 159 255,764 255,816 278,886 9.02%
Immokalee Beautification MSTU 162 365,543 373,462 383,983 2.82%
Bayshore Avalon Beautification 163 1,050,170 1,075,509 1,111,874 3.38%
Haldeman Creek Dredging 164 78,938 85,075 124,033 45.79%
Rock Road 165 38,845 40,436 44,038 8.91%
Forest Lakes Debt Service 259 505,949 506,031 529,890 4.71%
Collier County Lighting 760 866,040 871,787 871,787 0.00%
Pelican Bay MSTBU 778 564,416 565,177 584,971 3.50%
Total Taxes Levied 344,884,317 359,049,527 369,366,333
Aggregate Taxes 344,378,368 358,543,496 368,836,443
Collier County, Florida
Property Tax Dollars
FY 2019 Proposed
Collier County Government
Fiscal Year 2019 Tentative Budget
Prior Year Current Year Current Year
Fund Gross Adjusted Gross %
Fund Title No.Taxable Value Taxable Value Taxable Value Change
County Wide Taxable Values
General Fund 001 83,597,615,791 86,230,077,108 88,307,931,189 5.63%
Water Pollution Control 114 83,597,615,791 86,230,077,108 88,307,931,189 5.63%
Dependent Districts and MSTU's
Unincorporated Area General Fund 111 51,754,136,138 53,180,887,907 54,788,524,423 5.86%
Golden Gate Community Center 130 1,991,368,931 2,075,216,083 2,096,231,706 5.27%
Victoria Park Drainage 134 37,806,252 40,535,311 40,537,005 7.22%
Naples Park Drainage 139 1,333,165,967 1,424,482,303 1,442,260,322 8.18%
Vanderbilt Beach MSTU 143 2,560,181,524 2,677,386,336 2,690,415,673 5.09%
Ochopee Fire Control 146 318,474,016 302,084,235 300,635,627 -5.60%
Goodland/Horr's Island Fire MSTU 149 81,528,924 82,954,817 84,857,058 4.08%
Sabal Palm Road MSTU 151 24,840,831 18,618,008 21,959,396 -11.60%
Lely Golf Estates Beautification 152 127,802,080 135,350,548 135,547,690 6.06%
Golden Gate Parkway Beautification 153 749,340,700 806,852,996 812,746,096 8.46%
Hawksridge Stormwater Pumping MSTU 154 68,539,572 70,449,192 70,447,333 2.78%
Radio Road Beautification 158 1,242,647,732 1,295,920,796 1,308,187,315 5.27%
Forest Lakes Roadway & Drainage MSTU 159 190,428,196 202,158,785 202,194,186 6.18%
Immokalee Beautification MSTU 162 365,543,031 375,826,059 383,982,927 5.04%
Bayshore Avalon Beautification 163 444,911,987 459,956,825 471,053,351 5.88%
Haldeman Creek Dredging 164 107,427,329 115,093,516 124,033,485 15.46%
Rock Road 165 12,948,190 14,101,589 14,679,431 13.37%
Forest Lakes Debt Service 259 190,428,196 202,158,785 202,194,186 6.18%
Collier County Lighting 760 5,280,728,700 5,590,762,234 5,628,065,914 6.58%
Pelican Bay MSTBU 778 6,585,951,555 6,812,985,310 6,825,803,272 3.64%
Collier County, Florida
Taxable Property Values
For FY 2019
SUMMARY OF CHANGES
TO THE FY 2019 TENTATIVE BUDGET
NET CHANGE TO
FUND TITLE/(NUMBER)FUND TOTAL EXPLANATION
General Fund (001)
Major funding sources are Ad
Valorem, Half Cent Sales Tax, and
State Revenue Sharing
$ 0 On the expense side Park's Beach Operations was decreased by
$115,900 and the Transfer out to Sea Turtle Fund (119) was
increased by a like amount, to centralize the Sea Turtle program.
Also the Transfer out to the County-Wide Capital Program Fund
(301) was decreased by $896,500 and Reserves were increased by a
like amount, impact fee funds exceeded their FY18 forecasted
revenues which reduced their need for loans in FY19.
Tax Collector Fund (070)
Major funding sources are
Commissions
$ 23,611,200 Adjustment reflects proposed budget submitted by the Tax Collector
to the Department of Revenue pursuant to state statutes on August 1,
subsequent to the development of the FY 19 (July) Tentative Budget.
Unincorporated Area General
Fund (111)
Major funding sources are Ad
Valorem
$ (81,300)On the revenue side, Community Park pool admission revenue
decreased $90,600 due to Board direction to standardize pool
admission fees (7-10-18 BCC agenda, item 11M/16D13) and the 5%
Revenue Reserve Required by Law was decreased by $4,500. On the
expense side, Reserves were decreased by $86,100 to maintain
budget balance. The Loan/Advance to Water/Sewer Assessment
Fund (418) has been increased by $82,400 due to the revised project
cost estimates following the receipt of construction bids. An
additional transfer of $10,000 was programed into the Fund (418)
budget to assist with cashflow if needed. On the revenue side, Fund
(418) repayment of the loan increased by $3,800 as well as a $1,000
transfer in for loan interest. The net effect of these changes is an
$87,600 reduction to reserves.
Sea Turtle Fund (119)
Major funding sources are transfers
from the General Fund (001) and
Tourist Devel Tax - Beach
Renourishment Fund (195)
$ 115,900 On the revenue side, the Transfer from the General Fund (001) was
increased by $115,900. On the expense side, operating expenditures
were increased by the same amount to centralize Sea Turtle
Monitoring Program costs.
TDC Tourism Promotion Fund
(184)
Major source of funding is Tourist
Development Taxes
$ 0 On the expense side the budget has been adjusted to include the cost
of the Naming Rights and Sponsorship agreement with Superlative
Fund. Transfers to Amateur Sports Complex Fund (759) increased
by $116,300 and Operating Expenses decreased by the same amount
to maintain budget balance. BCC approved on 7-10-18 item 16F10,
TDC approved 7-23-18 item 6227.
Bayshore CRA Fund (187)
Major source of funding is Tax
Increment Financing
$ 0 Fund (187) is modified to include $363,000 funding for Crown
Castle Cell Tower Relocation Agreement approved on 7-10-18 item
16B3 and the Bayshore Drive Parking Lot land purchase of $377,400
approved on 7-10-18 item 16B1. Reserves are reduced to maintain
budget balance.
SUMMARY OF CHANGES
TO THE FY 2019 TENTATIVE BUDGET
NET CHANGE TO
FUND TITLE/(NUMBER)FUND TOTAL EXPLANATION
County-Wide Capital Program
Fund (301)
Major source of funding is a
transfer from the General Fund
(001)
$ (896,500)Within the various impact fee funds, Impact Fee revenues exceeded
their FY18 forecast amounts which reduced their reliance on loans
from the County Wide Capital Fund (301) in FY19. The following
impact fee funds reduced their Loan transfers: EMS Fd 350 $50,000;
Library Fd 355 $100,000; Correctional Fd 381 $200,000; Law
Enforcement Fd 385 $146,500; and Gov't Buildings Fd 390
$400,000. On the revenue side, the Transfer from the General Fund
(001) decreased $896,500.
Road Construction - Gas Tax
Capital Fund (313)
Major funding source is Gas Taxes
and a transfer from the General
Fund (001) & (111)
$ 1,020,000 In FY 19, Gas Tax Revenues increased $600,000 due to updated
estimates less a $30,000 adjustment for the 5% revenue reserve as
required by law. Also Carryforward (revenue) increased by
$450,000; Gas Tax revenue collected in FY 18 exceeded forecast
amounts by $450,000. The net effect of these changes, increased
Reserves by $1,020,000.
Road Impact Fee Fund District 1,
North Naples (331)
Major source of funding is Impact
Fees
$ 2,300,000 In FY 19, Carryforward (revenue) and Reserves (expense) increased
by $2,300,000; Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $2,300,000.
Road Impact Fee Fund District 2,
East Naples & Golden Gate City
(333)
Major source of funding is Impact
Fees
$ 1,400,000 In FY 19, Carryforward (revenue) and Reserves (expense) increased
by $1,400,000; Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $1,400,000.
Road Impact Fee Fund District 4,
South County & Marco Island
(336)
Major source of funding is Impact
Fees
$ 3,400,000 In FY 19, Carryforward (revenue) and Reserves (expense) increased
by $3,400,000; Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $3,400,000.
Road Impact Fee Fund District 6,
Golden Gate Estates (338)
Major source of funding is Impact
Fees
$ 1,900,000 In FY 19, Carryforward (revenue) and Reserves (expense) increased
by $1,900,000; Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $1,900,000.
Road Impact Fee Fund District 5,
Immokalee Area (339)
Major source of funding is Impact
Fees
$ 300,000 In FY 19, Carryforward (revenue) and Reserves (expense) increased
by $300,000; Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $300,000.
Community & Regional Parks
Impact Fee Fund (346)
Major source of funding is Impact
Fees
$ 1,000,000 In FY 19, Carryforward (revenue) increased by $1,000,000; Impact
Fee revenue collected in FY 18 exceeded forecast amounts by
$1,000,000. On the expense side, the Big Corkscrew Island Park
Project (expense) budget was increased by $1,000,000
EMS Impact Fee Fund (350)
Major source of funding is Impact
Fees
$ 0 In FY 19, Carryforward (revenue) increased by $50,000 and the
Advance from the County Wide Capital Fund (301) (rev) decreased
by $50,000. Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $50,000.
SUMMARY OF CHANGES
TO THE FY 2019 TENTATIVE BUDGET
NET CHANGE TO
FUND TITLE/(NUMBER)FUND TOTAL EXPLANATION
Library Impact Fee Fund (355)
Major source of funding is Impact
Fees
$ 0 In FY 19, Carryforward (revenue) increased by $100,000 and the
Advance from the County Wide Capital Fund (301) (rev) decreased
by $100,000. Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $100,000.
Correctional Facilities Impact
Fee Fund (381)
Major source of funding is Impact
Fees
$ 0 In FY 19, Carryforward (revenue) increased by $200,000 and the
Advance from the County Wide Capital Fund (301) (rev) decreased
by $200,000. Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $200,000.
Law Enforcement Impact Fee
Fund (385)
Major source of funding is Impact
Fees
$ 0 In FY 19, Carryforward (revenue) increased by $146,500 and the
Advance from the County Wide Capital Fund (301) (rev) decreased
by $146,500. Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $146,500.
General Governmental Facilities
Impact Fee Fund (390)
Major source of funding is Impact
Fees
$ 0 In FY 19, Carryforward (revenue) increased by $400,000 and the
Advance from the County Wide Capital Fund (301) (rev) decreased
by $400,000. Impact Fee revenue collected in FY 18 exceeded
forecast amounts by $400,000.
Water/Sewer Motor Pool Fund
(409)
Major funding source is User fees
$ 84,900 In FY 19, Carryforward (revenue) and Capital Outlay (expense)
increased by $84,900; auction proceed revenue collected in FY 18
exceeded forecast amounts by $84,900.
Water Capital Fund (412)
Major source of funding is a
transfer from Water / Sewer
Operating Fund (408)
$ 113,000 In FY 19, Carryforward (revenue) and Reserves (expense) increased
by $113,000; Insurance Proceed revenue collected in FY 18
exceeded forecast amounts by $113,000.
Wastewater Capital Fund (414)
Major source of funding is a
transfer from Water / Sewer
Operating Fund (408)
$ 7,812,000 In FY 19, Carryforward (revenue) increased by $4,966,600;
Insurance Proceed revenue collected in FY 18 exceeded forecast
amounts by $4,966,600. Also, the Solid Waste Capital Fund (474) is
partially repaying a loan in the amount of $2,845,400. The
combination of both revenues will increase Reserves (exp) by
$7,812,000. These funds will be allocated toward capital projects in
FY 19 by Executive Summary.
Public Utilities Special
Assessment Fund (418)
Major source of funding are loans
from other funds and special
assessments collected from
benefited properties.
$ 98,300 The FY 19 budget has been adjusted to reflect the updated project
cost estimate following receipt of construction bids. On the revenue
side, Assessment proceeds increased by $9,600, Interest revenue was
reduced by $3,400, the Loan from the Unincorporated General Fund
(111) increased by $82,400 and a $10,000 transfer from fund (111)
has been added. The 5% Revenue Reserve Required by Law
increased by $300. On the expense side, Operating Expense
increased by $400 and Capital Outlay increased by $82,400. The
loan repayment to the Unincorporated General Fund (111) increased
by $3,800 and the transfer to fund (111) to cover interest expense
increased by $1,000. Collection costs paid to the Property Appraiser
and Tax Collector increased by $400 and $500 respectively and Cash
Flow Reserves increased by $9,800.
SUMMARY OF CHANGES
TO THE FY 2019 TENTATIVE BUDGET
NET CHANGE TO
FUND TITLE/(NUMBER)FUND TOTAL EXPLANATION
Solid Waste Motor Pool Fund
(472)
Major funding source is User fees
$ 70,100 In FY 19, Carryforward (revenue) and Capital Outlay (expense)
increased by $70,100; auction proceed revenue collected in FY 18
exceeded forecast amounts by $70,100.
Solid Waste Capital Fund (474)
Major source of funding is a
transfer from Solid Waste Fund
(470) and Mandatory Collections
Fund (473).
$ 9,843,400 In FY 19, Carryforward (revenue) increased by $9,843,400; FEMA
reimbursements and Insurance Proceed revenue collected in FY 18
exceeded forecast amounts by $9,843,400. On the expense side,
$7,000,000 was placed into the Deep Injection Well project and the
balance of $2,845,400 was used to partially pay down the loan from
the Wastewater Capital Fund (414).
Emergency Medical Services
Motor Pool Fund (491)
Major funding source is User fees
$ 29,000 In FY 19, Carryforward (revenue) and Capital Outlay (expense)
increased by $29,000; auction proceed revenue collected in FY 18
exceeded forecast amounts by $29,000.
Airport Capital (496)
Major source of funding is a
transfer from Airport Operating
Fund (495) and transfer from
General Fund (001)
$ 83,800 In FY 19, Carryforward (revenue) and Reserves (expense) increased
by $83,800; Insurance Proceed revenue collected in FY 18 exceeded
forecast amounts by $83,800.
General Governmental Motor
Pool Fund (523)
Major funding source is User fees
$ 27,800 In FY 19, Carryforward (revenue) and Capital Outlay (expense)
increased by $27,800; auction proceed revenue collected in FY 18
exceeded forecast amounts by $27,800.
Amateur Sports Complex Fund
(759)
Major source of funding is a
transfer from the General Fund
(001)
$ 116,300 On the revenue side, the Transfers from TDC Tourism Promotion
Fund (184) increased by $116,300. On the expense side the budget
has been increased by $116,300 to include the cost of the Naming
Rights and Sponsorship agreement with Superlative Fund. BCC
approved on 7-10-18 item 16F10, TDC approved 7-23-18 item 6227.
Total $ 52,347,900
Gross Budget at July meeting $ 1,714,960,800
Gross Amended Tentative Budget $ 1,767,308,700
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
GENERAL FUND (001)
==============================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
County Commissioners 1,287,400 1,287,400 0.0%
Other General Administrative 9,687,300 9,687,300 0.0%
County Attorney 2,815,500 2,815,500 0.0%
Sub-Total 13,790,200 13,790,200 0.0%
Management Offices 4,883,500 4,883,500 0.0%
Administrative Support Services 8,121,200 8,121,200 0.0%
Public Services 35,590,400 0 35,590,400 0.0%
Growth Management 107,300 107,300 0.0%
Public Utilities 16,458,000 16,458,000 0.0%
Sub-Total County Manager 65,160,400 65,160,400 0.0%
Courts & Rel Agencies 786,300 786,300 0.0%
Trans to 681 2,012,400 2,012,400 0.0%
Sub-Total Courts 2,798,700 2,798,700 0.0%
Emergency Disaster (003)0 0 N/A
Road & Bridge (101)20,154,300 20,154,300 0.0%
Uninc Area MSTU General Fd (111)127,400 127,400 0.0%
Ochopee Fire District (146)565,100 565,100 0.0%
Ave Maria Innovation Zone (182)73,200 73,200 0.0%
Immokalee Redevelopment (186)574,900 574,900 0.0%
Gateway Triangle (187)1,439,900 1,439,900 0.0%
800 MHz (188)730,400 730,400 0.0%
Museum (198)200,000 200,000 0.0%
Collier Area Transit (425/426)1,952,900 1,952,900 0.0%
Transportation Disadvantage (427/429)2,604,700 2,604,700 0.0%
EMS (490)18,018,600 18,018,600 0.0%
IT Projects (506)430,600 430,600 0.0%
Motor Pool Capital Recovery (523)110,000 110,000 0.0%
Legal Aid Society (652)147,700 147,700 0.0%
Grant Match for Hardening (700)2,000,000 2,000,000 0.0%
Emergency management Grants 34,500 34,500 0.0%
Housing & Human Serv Grants (706/708)0 0 N/A
Amateur Sports complex Ops (759)1,728,600 1,728,600 0.0%
Sub-Total 50,892,800 50,892,800 0.0%
Reserve for Cash Flow 38,900,000 900,000 39,800,000 2.3%
Reserve for Contingencies 9,197,000 (3,500)9,193,500 0.0%
Reserve for Attrition (538,000) (538,000) 0.0%
Sub-Total Reserves 47,559,000 48,455,500 1.9%
Transfers Debt/Capital
Special Obligation Bonds (298)2,775,900 2,775,900 0.0%
Commercial Paper Loans (299)703,500 703,500 0.0%
Co Wide Capital (301)16,232,200 (896,500)15,335,700 -5.5%
Parks Capital (306)1,100,000 1,100,000 0.0%
Transportation Capital (310)8,555,800 8,555,800 0.0%
Museum Capital (314)200,000 200,000 0.0%
Airport Capital/Grants (496-499)445,000 445,000 0.0%
Sub-Total Debt/Capital 30,012,400 29,115,900 -3.0%
Transfers/Constitutional Officers
Clerk of Courts 7,367,000 7,367,000 0.0%
Clerk of Courts - BCC Paid 502,100 502,100 0.0%
Property Appraiser 6,526,600 6,526,600 0.0%
Property Appraiser -BCC Paid 179,900 179,900 0.0%
Sheriff 187,203,400 187,203,400 0.0%
Sheriff - BCC Paid 3,504,900 3,504,900 0.0%
Supervisor of Elections 3,807,900 3,807,900 0.0%
Supervisor of Elections - BCC Paid 66,600 66,600 0.0%
Tax Collector 16,306,600 16,306,600 0.0%
Tax Collector - BCC Paid 224,200 224,200 0.0%
Sub-Total/Trans Const.225,689,200 225,689,200 0.0%
Total Fund Appropriations 435,902,700 0 435,902,700 0.0%
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
GENERAL FUND (001)
==============================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Revenues Budget Increase (Decrease)Budget Change
Current Ad Valorem Taxes 314,773,600 314,773,600 0.0%
Delinquent Ad Valorem Taxes 50,000 50,000 0.0%
Fish And Wildlife Refuge Rev Sharing 140,000 140,000 0.0%
Federal Payment In Lieu Of Taxes 1,250,000 1,250,000 0.0%
State Revenue Sharing 11,000,000 11,000,000 0.0%
Insurance Agents County Licenses 75,000 75,000 0.0%
Alcoholic Beverage Licenses 180,000 180,000 0.0%
Local Government Half Cent Sales Tax 41,000,000 41,000,000 0.0%
Oil/Gas Severance Tax 50,000 50,000 0.0%
Enterprise Fund PILOT 8,106,300 8,106,300 0.0%
Interest Tax Collector 10,000 10,000 0.0%
Rent Golden Gate Pub Safety Complex 16,800 16,800 0.0%
Indirect Cost Reimbursement 8,254,500 8,254,500 0.0%
Miscellaneous Revenue 0 0 N/A
Sub-Total 384,906,200 384,906,200 0.0%
Department Revenues 7,942,300 7,942,300 0.0%
Sub-Total General Revenues 392,848,500 392,848,500 0.0%
Impact Fee Deferral Program (002)20,200 20,200 0.0%
Uninc Area MSTU General Fd (111)405,700 405,700 0.0%
Commun Develop (113)180,100 180,100 0.0%
Developer Services (131)9,000 9,000 0.0%
Tourist Development - Beach (195)0 0 N/A
Debt Service Fund (220)0 0 N/A
Repay H. Irma Loan to FacMgt (301)2,200,000 2,200,000 0.0%
Repay H. Irma Loan to Parks (306)2,500,000 2,500,000 0.0%
Repay H. Irma Loan to SolidW (474)7,000,000 7,000,000 0.0%
Water-Sewer District (408)200,000 200,000 0.0%
Health & Life Ins (517)1,000,000 1,000,000 0.0%
Board Interest 750,000 750,000 0.0%
Transfer from Clerk of Circuit Court 100,000 100,000 0.0%
Transfer from Tax Collector 6,000,000 6,000,000 0.0%
Transfer from Sheriff 0 0 N/A
Transfer from Property Appraiser 500,000 500,000 0.0%
Transfer from Supervisor of Elections 0 0 N/A
Carryforward 41,381,100 41,381,100 0.0%
Less 5% Required by Law (19,191,900) (19,191,900)0.0%
Total Other Sources 43,054,200 43,054,200 0.0%
Total Fund Revenues 435,902,700 0 435,902,700 0.0%
- -
Within the Public Services budgets, the Park's Beach Operation's budget was reduced by $115,900 and the
Transfer to the Sea Turtle Fund (119) was increased by $115,900, net change of $0. This was needed to
centralize the Sea Turtle operations within fund (119).
The Transfer to Co-Wide Capital Projects Fund (301) was reduced by $896,500 (impact fee funds are expected to exceed
their forecasted revenues which reduced their need for loans).
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
TAX COLLECTOR FUND (070)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 11,783,800 11,783,800 N/A
Operating Expenses 0 2,743,200 2,743,200 N/A
Capital Outlay 0 424,300 424,300 N/A
Distribution of excess fees
to all Gov't Agencies 0 8,659,900 8,659,900 N/A_______________________________________
Total Appropriation 0 23,611,200 23,611,200 N/A
Revenues
Charges for Services 0 23,377,700 23,377,700 N/A
Miscellaneous Revenues 0 233,500 233,500 N/A_______________________________________
Total Revenues 0 23,611,200 23,611,200 N/A
- -
Note: Tax Collector's budget submittal requirement is August 1, 2018.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
UNINCORPORATED AREA GENERAL FUND (111)
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Board of County Commissioners 4,339,800 4,339,800 0.0%
Communication & Customer Relations Division 1,467,800 1,467,800 0.0%
Bureau of Emergency Services Division 75,000 75,000 0.0%
Growth Management Administration 556,100 556,100 0.0%
Growth Management Planning 1,804,700 1,804,700 0.0%
Growth Management Regulation 5,333,600 5,333,600 0.0%
Growth Management Maintenance 9,531,300 9,531,300 0.0%
Pelican Bay Services Division 150,000 150,000 0.0%
Immokalee Community Redevelopment Agency (CRA)212,500 212,500 0.0%
Community and Human Services Division 113,100 113,100 0.0%
Parks & Recreation Division 14,600,800 14,600,800 0.0%
Improvement Districts and MSTU 334,000 334,000 0.0%
Sub-Total Operating Divisions 38,518,700 0 38,518,700 0.0%
Trans to Property Appraiser 371,000 371,000 0.0%
Trans to Tax Collector 1,085,900 1,085,900 0.0%
Advance to 418 W/S Assessment Fd 180,000 82,400 262,400 45.8%
Trans to 001 General Fund 34,000 34,000 0.0%
Trans to 101 Transp Op Fd 0 0 N/A
Trans to 107 Impact Fee Admin 50,000 50,000 0.0%
Trans to 112 Landscape Fd 3,526,400 3,526,400 0.0%
Trans to 113 Com Dev Fd 353,500 353,500 0.0%
Trans to 128/712 MPO Fd 5,000 5,000 0.0%
Trans to 130 GG Com Ctr Fd 564,700 564,700 0.0%
Trans to 131 Plan Serv Fd 219,500 219,500 0.0%
Trans to 182 Ave Maria Innov Zn 16,600 16,600 0.0%
Trans to 186 Immok Redev Fd 130,100 130,100 0.0%
Trans to 187 Bayshore Redev Fd 326,000 326,000 0.0%
Trans to 306 Parks Cap Fd 3,943,800 3,943,800 0.0%
Trans to 313 Gas Tax Cap Fd 4,250,000 4,250,000 0.0%
Trans to 325 Stormw Cap Fd 0 0 N/A
Trans to 418 W/S Assessment Fd 0 10,000 10,000 N/A
Trans to 506 IT Capital 0 0 N/A
Trans to 523 Motor Pool Cap 144,000 144,000 0.0%
Sub-Total Transfers 15,200,500 92,400 15,292,900 0.6%
Reserves for Contingencies 800,000 800,000 0.0%
Reserves for Capital 1,396,100 (173,700)1,222,400 -12.4%
Reserves for Cash Flow 2,500,000 2,500,000 0.0%
Reserves for Attrition (317,700)(317,700)0.0%
Sub-Total Reserves 4,378,400 (173,700)4,204,700 -4.0%
Total Fund Appropriations 58,097,600 (81,300)58,016,300 -0.1%
Recommended FY 19 %
FY 19 Changes Tentative Budget
Revenues Budget Increase (Decrease)Budget Change
Ad Valorem Taxes 44,208,900 44,208,900 0.0%
Delinquent Ad Valorem Taxes 20,000 20,000 0.0%
Communications Services Tax 4,500,000 4,500,000 0.0%
Licenses & Permits 452,300 452,300 0.0%
Special Assessments 33,000 33,000 0.0%
Charges For Services 3,226,800 (90,600)3,136,200 -2.8%
Fines & Forfeitures 237,000 237,000 0.0%
Sub-Total 52,678,000 (90,600)52,587,400 -0.2%
Miscellaneous Revenues 231,400 231,400 0.0%
Interest/Misc 120,000 120,000 0.0%
Sub-Total 351,400 0 351,400 0.0%
Advance/Repay fm 165 Rock Rd 15,000 15,000 0.0%
Advance/Repay fm 186 Im CRA 30,000 30,000 0.0%
Advance/Repay fm 418 W/S Assessment 61,600 3,800 65,400 6.2%
Reimb From Other Depts 21,500 21,500 0.0%
Sub-Total 128,100 3,800 131,900 3.0%
Trans frm Property Appraiser 100,000 100,000 0.0%
Trans frm Tax Collector 100,000 100,000 0.0%
Trans fm 001 Gen Fund 916,600 916,600 0.0%
Trans fm 131 Dev Serv Fd 145,700 145,700 0.0%
Trans fm 143 Vander Beaut Fd 96,500 96,500 0.0%
Trans fm 158 Radio Rd Beaut Fd 46,400 46,400 0.0%
Trans fm 151 Sable Palm Rd Ex Fd 3,100 3,100 0.0%
Trans fm 152 Lely Golf Beaut Fd 43,500 43,500 0.0%
Trans fm 153 G Gate Beaut Fd 44,800 44,800 0.0%
Trans fm 159 Forest Lake Fd 57,900 57,900 0.0%
Trans fm 165 Rock Rd 4,200 4,200 0.0%
Trans fm 324 Stormwater Ops 10,200 10,200 0.0%
Trans fm 418 W/S Assessment Fd 0 1,000 1,000 N/A
Sub-Total 1,568,900 1,000 1,569,900 0.1%
Carry Forward 6,024,500 6,024,500 0.0%
Less 5% Required By Law (2,653,300)4,500 (2,648,800)-0.2%
Sub-Total 3,371,200 4,500 3,375,700 0.1%
Total Fund Revenues 58,097,600 (81,300)58,016,300 -0.1%
Community Park pool admission revenue decreased $90,600 due to Board direction to standardize pool admission fees (7-10-18
BCC agenda, item 11M/16D13) and the 5% Revenue Reserve Required by Law was decreased by $4,500. Offset is a reduction to
reserves of $86,100.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
UNINCORPORATED AREA GENERAL FUND (111)
The Loan/Advance to the Water / Sewer Assessment Fund (418) increased by $82,400 due to revised project cost estimates
following the receipt of construction bids. An additional transfer of $10,000 has also been programed to provide a cash flow
reserve in Fund (418). On the revenue side, principal repayment from Fund (418) increased by $3,800 and related interest expense
increased by $1,000. The net effect of these changes is an $87,600 reduction to reserves.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
PARKS AND RECREATION SEA TURTLE MONITORING FUND (119)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 174,200 110,600 284,800 63.5%
Operating Expenses 6,000 5,300 11,300 88.3%
Indirect Cost Reimbursement 0 0 0 N/A
Capital Outlay 0 0 0 N/A
Reserves for Contingencies 0 0 0 N/A_______________________________________
Total Appropriation 180,200 115,900 296,100 64.3%
Revenues
Interest/Misc 0 0 0 N/A
Trans fm 001 General Fund 13,700 115,900 129,600 846.0%
Trans fm 195 TDC Beach Cap Fd 166,500 0 166,500 0.0%
Carryforward 0 0 0 N/A
Less 5% Required by Law 0 0 0 N/A_______________________________________
Total Revenues 180,200 115,900 296,100 64.3%
- -
Centralize the salaries and operating expenses of three (3) FTE's to this fund. Funding was provided
by the Park's Beach Operations budget within the General Fund (001).
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
TDC TOURISM PROMOTION FUND (184)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expense 9,652,000 (116,300)9,535,700 -1.2%
Indirect Cost Reimburs 108,600 0 108,600 0.0%
Capital Outlay 0 0 0 N/A
Trans to Tax Collector 190,400 0 190,400 0.0%
Trans to 194 TDC Promotion 1,960,000 0 1,960,000 0.0%
Trans to 196 TDC Econ Dsisaster 233,300 0 233,300 0.0%
Trans to 759 Sports Complex 350,000 116,300 466,300 33.2%
Trans to 758 TDC Capital 50,000 0 50,000 0.0%_______________________________________
Total Appropriation 12,544,300 0 12,544,300 0.0%
Revenues
Tourist Devel Tax 9,520,000 0 9,520,000 0.0%
Interest/Misc 28,900 0 28,900 0.0%
Trans from 196 TDC Econ Dsisaster 12,500 0 12,500 0.0%
Carry Forward 3,460,400 0 3,460,400 0.0%
Less 5% Required By Law (477,500)0 (477,500)0.0%_______________________________________
Total Revenues 12,544,300 0 12,544,300 0.0%
The budget has been adjusted to include the cost of the Naming Rights and Sponsorship agreement with
Superlative Fund approved on 7-10-18 item 16F10. The agreement will be paid from the Amateur Sports
Facility budget in Fund (759). The Transfer to Fund (759) is increased and Operating Expenses are
reduced to maintain budget balance. TDC approval 7-23-18 item 6227
8/22/201811:31 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET CHANGES TO THE FY 2018 TENTATIVE BUDGET
BAYSHORE CRA FUND (187)BAYSHORE CRA FUND (187)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 490,800 0 490,800 0.0%
Operating Expenses 512,500 363,000 875,500 70.8%
Indirect Cost Reimbursement 53,600 0 53,600 0.0%
Capital Outlay 26,500 377,400 403,900 1424.2%
Grants and Aids 175,000 0 175,000 0.0%
Trans CRA Loan (287)625,100 0 625,100 0.0%
Trans (501) IT 0 0 0 N/A
Reserves for Contingencies 122,900 0 122,900 0.0%
Reserves for Capital 2,284,200 (740,400)1,543,800 -32.4%
_______________________________________
Total Appropriation 4,290,600 0 4,290,600 0.0%
Revenues
Charges for Service 0 0 0 N/A
Misc Revenues 0 0 0 N/A
Interest/Misc 28,600 0 28,600 0.0%
Trans from (001) Gen'l Fund 1,439,900 0 1,439,900 0.0%
Trans from (111) MSTD Gen'l Fund 326,000 0 326,000 0.0%
Trans from (163) Bayshore MSTU 125,500 0 125,500 0.0%
Trans from (164) Haldeman Creek 11,300 0 11,300 0.0%
Trans from (183) Immokalee CRA 74,100 0 74,100 0.0%
Carryforward 2,286,800 0 2,286,800 0.0%
Less 5% Required by Law (1,600)0 (1,600)0.0%
_______________________________________
Total Revenues 4,290,600 0 4,290,600 0.0%
Fund (187) is modified to include funding for Crown Castle Cell Tower Relocation Agreement approved 7-10-
18 item 16B3 and the Bayshore Drive Parking Lot land purchase approved on 7-10-18 item 16B1. Reserves
are reduced to maintain budget balance.
8/22/201811:31 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
COUNTY WIDE CAPITAL IMPROVEMENT FUND (301)
=========================================================================
Requested FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expense 5,540,300 0 5,540,300 0.0%
Capital Outlay 1,473,300 0 1,473,300 0.0%
Remittances 0 0 0 N/A
Advance/Repay to 350 EMS IF 428,000 (50,000)378,000 -11.7%
Advance/Repay to 355 Lib IF 333,500 (100,000)233,500 -30.0%
Advance/Repay to 381 Correctional IF 657,500 (200,000)457,500 -30.4%
Advance/Repay to 385 Law Enf IF 146,500 (146,500)0 -100.0%
Advance/Repay to 390 Gov't Bldg IF 3,505,900 (400,000)3,105,900 -11.4%
Reserve for Contingencies 800,000 0 800,000 0.0%_______________________________________
Total Appropriation 12,885,000 (896,500)11,988,500 -7.0%
Revenues
Interest/Misc 70,000 0 70,000 0.0%
Transfer fm 001 Gen Fd 16,232,200 (896,500)15,335,700 -5.5%
Transfer fm 114 Pollution Ctrl 100,000 0 100,000 0.0%
Carryforward (3,513,700)0 (3,513,700)0.0%
Less 5% Required by Law (3,500)0 (3,500)0.0%_______________________________________
Total Revenues 12,885,000 (896,500)11,988,500 -7.0%
- -
Within various impact fee funds, Impact Fee revenues exceeded the amount forecasted, therefore increasing
the respective funds' FY 2019 Carryforward by a like amount which in turn, reduce the reliance on a loan
from the County Wide Capital Projects Fund (301).
On the revenue side, the Transfer in from the General Fund (001) was reduced by $896,500
8/22/201811:32 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
ROAD CONSTRUCTION - GAS TAX CAPITAL FUND (313)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 6,300,000 0 6,300,000 0.0%
Capital Outlay 6,981,900 0 6,981,900 0.0%
Remittances 0 0 0 N/A
Trans to 212 Gas Tax Debt 11,350,900 0 11,350,900 0.0%
Reserves for Contingencies 1,328,000 0 1,328,000 0.0%
Reserves for Capital 580,600 1,020,000 1,600,600 175.7%_______________________________________
Total Appropriation 26,541,400 1,020,000 27,561,400 3.8%
Revenues
Local Gas Taxes 15,200,000 500,000 15,700,000 3.3%
Gas Taxes 4,400,000 100,000 4,500,000 2.3%
Misc Revenue 700,000 0 700,000 0.0%
Interest/Misc 200,000 0 200,000 0.0%
Trans fm 001 General Fund 0 0 0 N/A
Trans fm 111 MSTD Gen Fd 0 0 0 N/A
Carryforward 7,066,400 450,000 7,516,400 6.4%
Less 5% Required by Law (1,025,000)(30,000)(1,055,000)2.9%_______________________________________
Total Revenues 26,541,400 1,020,000 27,561,400 3.8%
- -
Gas Tax revenue collected in FY 18 exceeded forecast amounts by $450,000. This resulted in an increase
in FY 19 Carryforward (beginning cash balance).
After evaluating FY18 gas tax figures, the FY19 amounts were also increased by $600,000, which
increased the 'Less 5% Required by Law' in the amount of $30,000. The net gain of $570,000 was placed
into Reserves.
8/22/201811:32 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
ROAD IMPACT FEE DISTRICT 1 - NORTH NAPLES FUND (331)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 367,300 0 367,300 0.0%
Capital Outlay 2,986,100 0 2,986,100 0.0%
Reserves for Contingencies 335,300 0 335,300 0.0%
Reserves for Capital 6,921,300 2,300,000 9,221,300 33.2%_______________________________________
Total Appropriation 10,610,000 2,300,000 12,910,000 21.7%
Revenues
Intergovernmental Revenues 0 0 0 N/A
Interest/Misc 35,000 0 35,000 0.0%
Impact Fees 4,500,000 0 4,500,000 0.0%
COA Impact Fees 0 0 0 N/A
Carryforward 6,301,800 2,300,000 8,601,800 36.5%
Less 5% Required by Law (226,800)0 (226,800)0.0%_______________________________________
Total Revenues 10,610,000 2,300,000 12,910,000 21.7%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $2,300,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Reserves.
8/22/201811:33 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
ROAD IMPACT FEE DISTRICT 2 - EAST NAPLES & GOLDEN GATE CITY FUND (333)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 350,000 0 350,000 0.0%
Capital Outlay 2,714,000 0 2,714,000 0.0%
Reserves for Contingencies 156,300 0 156,300 0.0%
Reserves for Capital 1,307,500 1,400,000 2,707,500 107.1%_______________________________________
Total Appropriation 4,527,800 1,400,000 5,927,800 30.9%
Revenues
Intergovernmental Revenues 0 0 0 N/A
Interest/Misc 30,000 0 30,000 0.0%
Impact Fees 2,000,000 0 2,000,000 0.0%
COA Impact Fees 0 0 0 N/A
Carryforward 2,599,300 1,400,000 3,999,300 53.9%
Less 5% Required by Law (101,500)0 (101,500)0.0%_______________________________________
Total Revenues 4,527,800 1,400,000 5,927,800 30.9%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $1,400,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Reserves.
8/22/201811:33 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
ROAD IMPACT FEE DISTRICT 4 - MARCO ISLAND & SOUTH COUNTY FUND (336)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 100,000 0 100,000 0.0%
Capital Outlay 6,400,000 0 6,400,000 0.0%
Reserves for Contingencies 0 0 0 N/A
Reserves for Capital 7,349,700 3,400,000 10,749,700 46.3%_______________________________________
Total Appropriation 13,849,700 3,400,000 17,249,700 24.5%
Revenues
Intergovernmental Revenues 0 0 0 N/A
Interest/Misc 100,000 0 100,000 0.0%
Impact Fees 3,200,000 0 3,200,000 0.0%
COA Impact Fees 0 0 0 N/A
Carryforward 10,714,700 3,400,000 14,114,700 31.7%
Less 5% Required by Law (165,000)0 (165,000)0.0%_______________________________________
Total Revenues 13,849,700 3,400,000 17,249,700 24.5%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $3,400,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Reserves.
8/22/201811:34 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
ROAD IMPACT FEE DISTRICT 6 - GOLDEN GATE ESTATES (338)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 50,000 0 50,000 0.0%
Capital Outlay 3,858,000 0 3,858,000 0.0%
Reserves for Contingencies 4,100 0 4,100 0.0%
Reserves for Capital 0 1,900,000 1,900,000 N/A_______________________________________
Total Appropriation 3,912,100 1,900,000 5,812,100 48.6%
Revenues
Intergovernmental Revenues 0 0 0 N/A
Interest/Misc 15,000 0 15,000 0.0%
Impact Fees 2,500,000 0 2,500,000 0.0%
COA Impact Fees 0 0 0 N/A
Carryforward 1,522,900 1,900,000 3,422,900 124.8%
Less 5% Required by Law (125,800)0 (125,800)0.0%_______________________________________
Total Revenues 3,912,100 1,900,000 5,812,100 48.6%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $1,900,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Reserves.
8/22/201811:34 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
ROAD IMPACT FEE DISTRICT 5 - IMMOKALEE AREA (339)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 50,000 0 50,000 0.0%
Capital Outlay 1,400,000 0 1,400,000 0.0%
Reserves for Contingencies 132,700 0 132,700 0.0%
Reserves for Capital 1,067,800 300,000 1,367,800 28.1%_______________________________________
Total Appropriation 2,650,500 300,000 2,950,500 11.3%
Revenues
Intergovernmental Revenues 0 0 0 N/A
Interest/Misc 10,000 0 10,000 0.0%
Impact Fees 1,300,000 0 1,300,000 0.0%
COA Impact Fees 0 0 0 N/A
Carryforward 1,406,000 300,000 1,706,000 21.3%
Less 5% Required by Law (65,500)0 (65,500)0.0%_______________________________________
Total Revenues 2,650,500 300,000 2,950,500 11.3%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $300,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Reserves.
8/22/201811:35 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
COMMUNITY & REGIONAL PARKS IMPACT FEE FUND (346)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expenses 145,800 0 145,800 0.0%
Capital Outlay 5,480,000 1,000,000 6,480,000 18.2%
Trans to 298 Sp Obligation Bond 2,888,200 0 2,888,200 0.0%
Reserves for Debt Service 2,597,500 0 2,597,500 0.0%_______________________________________
Total Appropriation 11,111,500 1,000,000 12,111,500 9.0%
Revenues
Interest/Misc 100,000 0 100,000 0.0%
Impact Fees 8,000,000 0 8,000,000 0.0%
Carryforward 3,416,500 1,000,000 4,416,500 29.3%
Less 5% Required by Law (405,000)0 (405,000)0.0%_______________________________________
Total Revenues 11,111,500 1,000,000 12,111,500 9.0%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $1,000,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) and the money was placed into the Big
Corkscrew Island Park project 80039.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
EMERGENCY MEDICAL SERVICES IMPACT FEE FUND (350)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expenses 64,800 0 64,800 0.0%
Capital Outlay 216,200 0 216,200 0.0%
Trans to 298 Sp Obligation Bond 421,600 0 421,600 0.0%
Reserves for Debt Service 217,200 0 217,200 0.0%_______________________________________
Total Appropriation 919,800 0 919,800 0.0%
Revenues
Interest/Misc 6,000 0 6,000 0.0%
Impact Fees 360,000 0 360,000 0.0%
Advance from 301 428,000 (50,000)378,000 -11.7%
Carryforward 144,100 50,000 194,100 34.7%
Less 5% Required by Law (18,300)0 (18,300)0.0%_______________________________________
Total Revenues 919,800 0 919,800 0.0%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $50,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) which in turn reduced the loan from the County
Wide Capital Project Fund (301).
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
LIBRARY IMPACT FEE FUND (355)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expenses 0 0 0 N/A
Capital Outlay 0 0 0 N/A
Trans to 298 Sp Obligation Bond 1,071,100 0 1,071,100 0.0%
Reserves for Debt Service 428,600 0 428,600 0.0%_______________________________________
Total Appropriation 1,499,700 0 1,499,700 0.0%
Revenues
Interest/Misc 7,000 0 7,000 0.0%
Impact Fees 825,000 0 825,000 0.0%
Advance from 301 333,500 (100,000)233,500 -30.0%
Carryforward 375,800 100,000 475,800 26.6%
Less 5% Required by Law (41,600)0 (41,600)0.0%_______________________________________
Total Revenues 1,499,700 0 1,499,700 0.0%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $100,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) which in turn reduced the loan from the County
Wide Capital Project Fund (301).
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
CORRECTIONAL FACILITIES IMPACT FEE FUND (381)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expenses 0 0 0 N/A
Capital Outlay 0 0 0 N/A
Trans to 298 Sp Obligation Bond 1,838,000 0 1,838,000 0.0%
Reserves for Debt Service 1,416,600 0 1,416,600 0.0%_______________________________________
Total Appropriation 3,254,600 0 3,254,600 0.0%
Revenues
Interest/Misc 12,000 0 12,000 0.0%
Impact Fees 1,460,000 0 1,460,000 0.0%
Advance from 301 657,500 (200,000)457,500 -30.4%
Carryforward 1,198,700 200,000 1,398,700 16.7%
Less 5% Required by Law (73,600)0 (73,600)0.0%_______________________________________
Total Revenues 3,254,600 0 3,254,600 0.0%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $200,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) which in turn reduced the loan from the County
Wide Capital Project Fund (301).
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
LAW ENFORCEMENT IMPACT FEE FUND (385)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expenses 0 0 0 N/A
Capital Outlay 0 0 0 N/A
Trans to 298 Sp Obligation Bond 1,731,100 0 1,731,100 0.0%
Reserves for Debt Service 526,000 0 526,000 0.0%_______________________________________
Total Appropriation 2,257,100 0 2,257,100 0.0%
Revenues
Interest/Misc 20,000 0 20,000 0.0%
Impact Fees 1,310,000 0 1,310,000 0.0%
Advance from 301 146,500 (146,500)0 -100.0%
Carryforward 847,100 146,500 993,600 17.3%
Less 5% Required by Law (66,500)0 (66,500)0.0%_______________________________________
Total Revenues 2,257,100 0 2,257,100 0.0%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $146,500. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) which in turn reduced the loan from the County
Wide Capital Project Fund (301).
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
GENERAL GOVERNMENTAL BUILDINGS IMPACT FEE FUND (390)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expenses 0 0 0 N/A
Capital Outlay 0 0 0 N/A
Trans to 298 Sp Obligation Bond 5,393,900 0 5,393,900 0.0%
Reserves for Debt Service 2,908,400 0 2,908,400 0.0%_______________________________________
Total Appropriation 8,302,300 0 8,302,300 0.0%
Revenues
Interest/Misc 20,000 0 20,000 0.0%
Impact Fees 2,350,000 0 2,350,000 0.0%
Advance from 301 3,505,900 (400,000)3,105,900 -11.4%
Carryforward 2,544,900 400,000 2,944,900 15.7%
Less 5% Required by Law (118,500)0 (118,500)0.0%_______________________________________
Total Revenues 8,302,300 0 8,302,300 0.0%
- -
Impact Fee revenue collected in FY 18 exceeded forecast amounts by $400,000. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) which in turn reduced the loan from the County
Wide Capital Project Fund (301).
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
WATER/SEWER DISTRICT MOTOR POOL CAPITAL FUND (409)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 0 0 0 N/A
Indirect Cost Reimbursement 0 0 0 N/A
Capital Outlay 1,096,800 84,900 1,181,700 7.7%
Trans to 472 Solid Waste MP 62,700 0 62,700 0.0%
Trans to 523 Motor Pool Cap 30,300 0 30,300 0.0%
Reserves for Motor Pool Cap 3,428,800 0 3,428,800 0.0%_______________________________________
Total Appropriation 4,618,600 84,900 4,703,500 1.8%
Revenues
Misc Revenues 0 0 0 N/A
Interest/Misc 30,000 0 30,000 0.0%
Motor Pool Cap Recovery Billing 1,714,400 0 1,714,400 0.0%
Trans fm 408 W/S Ops Fund 288,600 0 288,600 0.0%
Carryforward 2,587,100 84,900 2,672,000 3.3%
Less 5% Required by Law (1,500)0 (1,500)0.0%_______________________________________
Total Revenues 4,618,600 84,900 4,703,500 1.8%
- -
Surplus vehicle auction proceeds collected in FY 18 exceeded forecast amounts by $84,900. This resulted
in an increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Capital
Outlay for the purchase of replacement vehicles.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
WATER CAPITAL FUND (412)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 700 0 700 0.0%
Operating Expenses 3,519,700 0 3,519,700 0.0%
Capital Outlay 11,150,000 0 11,150,000 0.0%
Reserves for Contingencies 1,458,900 0 1,458,900 0.0%
Reserves for Capital 698,100 113,000 811,100 16.2%_______________________________________
Total Appropriation 16,827,400 113,000 16,940,400 0.7%
Revenues
Interest/Misc 500,000 0 500,000 0.0%
Trans fm 408 Water/Sewer Ops 17,207,500 0 17,207,500 0.0%
Adv/Repay fm 474 SolidWaste 0 0 0 N/A
Carryforward (855,100)113,000 (742,100)-13.2%
Less 5% Required by Law (25,000)0 (25,000)0.0%_______________________________________
Total Revenues 16,827,400 113,000 16,940,400 0.7%
- -
As of August 2018, an additional $113,000 in insurance proceeds have been received and recognized in
the FY18 Forecast. This resulted in an increase in FY 19 Carryforward (beginning cash balance) and the
money was placed into Reserves.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
WASTEWATER CAPITAL FUND (414)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 13,370,000 0 13,370,000 0.0%
Capital Outlay 14,595,000 0 14,595,000 0.0%
Reserves for Contingencies 0 2,796,500 2,796,500 N/A
Reserves for Capital 0 5,015,500 5,015,500 N/A_______________________________________
Total Appropriation 27,965,000 7,812,000 35,777,000 27.9%
Revenues
Interest/Misc 800,000 0 800,000 0.0%
Trans fm 408 Water/Sewer Ops 36,012,800 0 36,012,800 0.0%
Adv/Repay fm 474 SolidWaste 0 2,845,400 2,845,400 N/A
Carryforward (8,807,800)4,966,600 (3,841,200)-56.4%
Less 5% Required by Law (40,000)0 (40,000)0.0%_______________________________________
Total Revenues 27,965,000 7,812,000 35,777,000 27.9%
- -
The $7,812,000 in Reserves will be allocated toward capital projects in FY 19 by Executive Summary.
As of August 2018, an additional $4,966,600 in insurance proceeds have been received and recognized in
the FY18 Forecast. This resulted in an increase in FY 19 Carryforward (beginning cash balance) and the
money was placed into Reserves.
Also the Solid Waste Capital Fund (474) received FEMA proceeds and in FY19, $2,845,400 will be used
to partially pay back the loan and the money will be placed into Reserves.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
UTILITIES SPECIAL ASSESSMENT (418)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Operating Expense 700 400 1,100 57.1%
Capital Outlay 180,000 82,400 262,400 45.8%
Trans to Prop Appraiser 800 400 1,200 50.0%
Trans to Tax Collector 1,100 500 1,600 45.4%
Advance/Repay to 111 Uninc Gen Fd 61,600 3,800 65,400 6.2%
Trans to 111 Uninc Gen Fd 0 1,000 1,000 N/A
Reserves for Cash Flow 0 9,800 9,800 N/A_______________________________________
Total Appropriation 244,200 98,300 342,500 40.3%
Revenues
Assessment Proceeds 64,200 9,600 73,800 15.0%
Interest/Misc 3,400 (3,400)0 -100.0%
Advance fm 111 Uninc Gen Fd 180,000 82,400 262,400 45.8%
Trans fm 111 Uninc Gen Fd 0 10,000 10,000 N/A
Less 5% Required By Law (3,400)(300)(3,700)8.8%_______________________________________
Total Revenues 244,200 98,300 342,500 40.3%
The FY 19 budget has been adjusted to reflect the revised project cost estimate following receipt of construction
bids. The Loan/advance from the Unincorporated MSTU General Fund (111) has been increased to maintain
budget balance. The assessment proceeds budget has also increased to reflect the revised project cost estimate.
8/22/201811:40 AM
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
SOLID WASTE MOTOR POOL CAPITAL FUND (472)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 0 0 0 N/A
Indirect Cost Reimbursement 0 0 0 N/A
Capital Outlay 253,700 70,100 323,800 27.6%
Trans to 523 Motor Pool Cap 5,900 0 5,900 0.0%
Reserves for Motor Pool Cap 541,600 0 541,600 0.0%_______________________________________
Total Appropriation 801,200 70,100 871,300 8.7%
Revenues
Misc Revenues 0 0 0 N/A
Interest/Misc 3,500 0 3,500 0.0%
Motor Pool Cap Recovery Billing 270,800 0 270,800 0.0%
Trans fm 409 W/S MP Fund 62,700 0 62,700 0.0%
Trans fm 470 Solid Waste Fd 0 0 0 N/A
Trans fm 473 Mand Collct Fd 112,200 0 112,200 0.0%
Carryforward 352,200 70,100 422,300 19.9%
Less 5% Required by Law (200)0 (200)0.0%_______________________________________
Total Revenues 801,200 70,100 871,300 8.7%
- -
Surplus vehicle auction proceeds collected in FY 18 exceeded forecast amounts by $70,100. This resulted
in an increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Capital
Outlay for the purchase of replacement vehicles.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
SOLID WASTE CAPITAL FUND (474)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 100 0 100 0.0%
Operating Expenses 150,000 0 150,000 0.0%
Capital Outlay 2,275,000 7,000,000 9,275,000 307.7%
Adv/Repay to 414 Sewer Capital 0 2,845,400 2,845,400 N/A
Reserves for Contingencies 0 293,000 293,000 N/A
Reserves for Capital 295,000 (295,000)0 -100.0%_______________________________________
Total Appropriation 2,720,100 9,843,400 12,563,500 361.9%
Revenues
Interest/Misc 120,000 0 120,000 0.0%
Trans fm 470 Solid Waste 2,325,100 0 2,325,100 0.0%
Trans fm 473 Mandatory Collct 100,000 0 100,000 0.0%
Carryforward 181,000 9,843,400 10,024,400 5438.3%
Less 5% Required by Law (6,000)0 (6,000)0.0%_______________________________________
Total Revenues 2,720,100 9,843,400 12,563,500 361.9%
- -
On July 16, 2018, the County received its first FEMA reimbursement in the amount of $9,835,287, (the
entire amount was for debris) as well as $8,200 in insurance proceeds which have been and recognized in
the FY18 Forecast. This resulted in an increase in FY 19 Carryforward (beginning cash balance) by
$9,843,400. On the expense side, $7 million was allocated to the Deep Injection Well project and the
balance was transferred to the Wastewater Capital Fund (414) to partially repay the loan.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
EMERGENCY MEDICAL SERVICES MOTOR POOL & OTHER CAPITAL FUND (491)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 0 0 0 N/A
Indirect Cost Reimbursement 0 0 0 N/A
Capital Outlay 1,097,700 29,000 1,126,700 2.6%
Trans to 523 Motor Pool Cap 9,000 0 9,000 0.0%
Reserves for Motor Pool Cap 2,713,600 0 2,713,600 0.0%_______________________________________
Total Appropriation 3,820,300 29,000 3,849,300 0.8%
Revenues
Misc Revenues 0 0 0 N/A
Interest/Misc 75,000 0 75,000 0.0%
Motor Pool Cap Recovery Billing 1,356,800 0 1,356,800 0.0%
Trans fm 001 Gen Fd 0 0 0 N/A
Trans fm 490 EMS 0 0 0 N/A
Trans fm 523 MP Cap 5,800 0 5,800 0.0%
Carryforward 2,386,500 29,000 2,415,500 1.2%
Less 5% Required by Law (3,800)0 (3,800)0.0%_______________________________________
Total Revenues 3,820,300 29,000 3,849,300 0.8%
- -
Surplus vehicle auction proceeds collected in FY 18 exceeded forecast amounts by $29,000. This resulted
in an increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Capital
Outlay for the purchase of replacement vehicles.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
AIRPORT CAPITAL FUND (496)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 0 0 0 N/A
Operating Expenses 562,500 0 562,500 0.0%
Capital Outlay 0 0 0 N/A
Reserves for Contingencies 0 0 0 N/A
Reserves for Capital 343,700 83,800 427,500 24.4%_______________________________________
Total Appropriation 906,200 83,800 990,000 9.2%
Revenues
Interest/Misc 0 0 0 N/A
Adv/Repay fm 001 Gen Fd 445,000 0 445,000 0.0%
Transf fm 495 Airport Ops 500,000 0 500,000 0.0%
Carryforward (38,800)83,800 45,000 -216.0%
Less 5% Required by Law 0 0 0 N/A_______________________________________
Total Revenues 906,200 83,800 990,000 9.2%
- -
As of August 2018, an additional $83,800 in insurance proceeds have been received and recognized in the
FY18 Forecast. This resulted in an increase in FY 19 Carryforward (beginning cash balance) and the
money was placed into Reserves.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
MOTOR POOL CAPITAL FUND (523)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 94,100 0 94,100 0.0%
Operating Expenses 48,600 0 48,600 0.0%
Indirect Cost Reimbursement 0 0 0 N/A
Capital Outlay 6,515,000 27,800 6,542,800 0.4%
Trans to 491 EMS MP Fd 5,800 0 5,800 0.0%
Reserves for Gen Fd Motor Pool Cap 1,047,500 0 1,047,500 0.0%
Reserves for Transp Motor Pool Cap 1,657,700 0 1,657,700 0.0%
Reserves for Stormwtr Motor Pool Cap 188,800 0 188,800 0.0%
Reserves for MSTU Gen Fd MP Cap 806,200 0 806,200 0.0%
Reserves for Com Dev/Planning MP Cap 907,000 0 907,000 0.0%
Reserves for Pollut Ctr Motor Pool Cap 67,800 0 67,800 0.0%
Reserves for Int Serv Fd Motor Pool Cap 89,600 0 89,600 0.0%_______________________________
Total Appropriation 11,428,100 27,800 11,455,900 0.2%
Revenues
Misc Revenues 0 0 0 N/A
Interest/Misc 50,000 0 50,000 0.0%
Motor Pool Cap Recovery Billing 3,480,100 0 3,480,100 0.0%
Trans fm 001 Gen Fd 110,000 0 110,000 0.0%
Trans fm 101 Transp Op Fd 0 0 0 N/A
Trans fm 111 MSTD Gen Fd 144,000 0 144,000 0.0%
Trans fm 113 Comm Dev Fd 0 0 0 N/A
Trans fm 114 Pollutn Ctr Fd 0 0 0 N/A
Trans fm 131 Dev Serv Fd 0 0 0 N/A
Trans fm 325 Stormwtr Cap Fd 1,630,000 0 1,630,000 0.0%
Trans fm 409 W/S MP Fund 30,300 0 30,300 0.0%
Trans fm 472 Solid Waste MP Fd 5,900 0 5,900 0.0%
Trans fm 491 EMS MP Fund 9,000 0 9,000 0.0%
Trans fm 505 IT Ops Fund 35,800 0 35,800 0.0%
Trans fm 517 Health Ins Fund 0 0 0 N/A
Carryforward 5,935,500 27,800 5,963,300 0.5%
Less 5% Required by Law (2,500)0 (2,500)0.0%_______________________________
Total Revenues 11,428,100 27,800 11,455,900 0.2%
- -
Surplus vehicle auction proceeds collected in FY 18 exceeded forecast amounts by $27,800. This resulted in an
increase in FY 19 Carryforward (beginning cash balance) and the money was placed into Capital Outlay for the
purchase of replacement vehicles.
BUDGET RESOLUTION
CHANGES TO THE FY 2019 TENTATIVE BUDGET
AMATEUR SPORTS COMPLEX FUND (759)
=========================================================================
Recommended FY 19 %
FY 19 Changes Tentative Budget
Appropriation Unit Budget Increase (Decrease)Budget Change
Personal Services 347,100 0 347,100 0.0%
Operating Expense 675,500 116,300 791,800 17.2%
Indirect Cost Reimburs 0 0 0 N/A
Capital Outlay 1,056,000 0 1,056,000 0.0%_______________________________________
Total Appropriation 2,078,600 116,300 2,194,900 5.6%
Revenues
Trans from 001 General Fund 1,728,600 0 1,728,600 0.0%
Trans from 184 TDC Promotion 350,000 116,300 466,300 33.2%
Interest/Misc 0 0 0 N/A
Carry Forward 0 0 0 N/A
Less 5% Required By Law 0 0 0 N/A_______________________________________
Total Revenues 2,078,600 116,300 2,194,900 5.6%
The budget has been adjusted to include the cost of the Naming Rights and Sponsorship Agreement with
Superlative Fund approved on 7-10-18 item 16F10. The agreement will be paid from the Amateur Sports
Complex budget in Fund (759). Funding is provided by a Transfer from TDC Promotion Fund (184).
TDC approval 7-23-18 item 6227.
8/22/201811:43 AM
Exhibit A
Prior Year Rolled Back Proposed
Millage Millage Millage % Change Frm.
Fund Title Fund No.Rate Rate Rate Rolled Back
General Fund 001 3.5645 3.4622 3.5645 2.95%
Water Pollution Control 114 0.0293 0.0284 0.0293 3.17%
3.5938 3.4906 3.5938 2.96%
Unincorporated Area General Fund 111 0.8069 0.7860 0.8069 2.66%
Golden Gate Community Center 130 0.1862 0.1787 0.1862 4.20%
Victoria Park Drainage 134 0.0346 0.0323 0.0323 0.00%
Naples Park Drainage 139 0.0061 0.0057 0.0057 0.00%
Vanderbilt Beach MSTU 143 0.5000 0.4781 0.5000 4.58%
Ochopee Fire Control 146 4.5000 4.7442 4.0000 -15.69%
Goodland/Horr's Island Fire MSTU 149 1.2760 1.2541 1.2760 1.75%
Sabal Palm Road MSTU 151 0.0000 0.0000 0.0000 #DIV/0!
Golden Gate Parkway Beautification 153 0.5000 0.4644 0.5000 7.67%
Lely Golf Estates Beautification 152 2.0000 1.8885 2.0000 5.90%
Hawksridge Stormwater Pumping MSTU 154 0.0409 0.0398 0.0398 0.00%
Radio Road Beautification 158 0.1000 0.0959 0.1000 4.28%
Forest Lakes Roadway & Drainage MSTU 159 1.3431 1.2652 1.3793 9.02%
Immokalee Beautification MSTU 162 1.0000 0.9726 1.0000 2.82%
Bayshore Avalon Beautification 163 2.3604 2.2832 2.3604 3.38%
Haldeman Creek Dredging 164 0.7348 0.6859 1.0000 45.79%
Rock Road 165 3.0000 2.7546 3.0000 8.91%
Forest Lakes Debt Service 259 2.6569 2.5027 2.6207 4.71%
Collier County Lighting 760 0.1640 0.1549 0.1549 0.00%
Pelican Bay MSTBU 778 0.0857 0.0828 0.0857 3.50%
Aggregate Millage Rate 4.1790 4.0636 4.1767 2.78%
Collier County, Florida
Property Tax Rates
FY 2019 Proposed
Exhibit A
Prior Year Current Year Proposed
Fund Adjusted Tax Rolled Back Tax % Change
Fund Title No.Dollars Tax Dollars Dollars Frm. Rolled Back
General Fund 001 293,414,000 305,739,719 314,773,621 2.95%
Water Pollution Control 114 2,449,410 2,507,945 2,587,422 3.17%
295,863,410 308,247,664 317,361,043 2.96%
Unincorporated Area General Fund 111 41,340,412 43,063,780 44,208,860 2.66%
Golden Gate Community Center 130 370,793 374,597 390,318 4.20%
Victoria Park Drainage 134 1,308 1,309 1,309 0.00%
Naples Park Drainage 139 8,132 8,221 8,221 0.00%
Vanderbilt Beach MSTU 143 1,280,091 1,286,288 1,345,208 4.58%
Ochopee Fire Control 146 1,433,133 1,426,276 1,202,543 -15.69%
Goodland/Horr's Island Fire MSTU 149 104,031 106,419 108,278 1.75%
Sabal Palm Road MSTU 151 0 0 0 #DIV/0!
Lely Golf Estates Beautification 152 255,604 255,982 271,095 5.90%
Golden Gate Parkway Beautification 153 374,670 377,439 406,373 7.67%
Hawksridge Stormwater Pumping MSTU 154 2,803 2,804 2,804 0.00%
Radio Road Beautification 158 124,265 125,455 130,819 4.28%
Forest Lakes Roadway & Drainage MSTU 159 255,764 255,816 278,886 9.02%
Immokalee Beautification MSTU 162 365,543 373,462 383,983 2.82%
Bayshore Avalon Beautification 163 1,050,170 1,075,509 1,111,874 3.38%
Haldeman Creek Dredging 164 78,938 85,075 124,033 45.79%
Rock Road 165 38,845 40,436 44,038 8.91%
Forest Lakes Debt Service 259 505,949 506,031 529,890 4.71%
Collier County Lighting 760 866,040 871,787 871,787 0.00%
Pelican Bay MSTBU 778 564,416 565,177 584,971 3.50%
Total Taxes Levied 344,884,317 359,049,527 369,366,333
Aggregate Taxes 344,378,368 358,543,496 368,836,443
Collier County, Florida
Property Tax Dollars
FY 2019 Proposed
Collier County, Florida
Fiscal Year 2018/2019
Summary of Budget by Fund
FY 17/18 FY 18/19 %
Fund Adopted Tentative Budget
Fund Title No.Budget Budget Change
General Fund
General Fund (001)413,952,700 435,902,700 5.30%
Utility Impact Fee Deferral Program (002)9,000 20,200 124.44%
Emergency Relief (003)490,300 287,200 -41.42%
Economic Development (007)2,113,000 1,731,800 -18.04%
Constitutional Officer Funds:
Clerk of Circuit Court (011)9,771,400 10,458,400 7.03%
Sheriff (040)174,720,200 187,203,400 7.14%
Property Appraiser (060)7,462,500 7,797,100 4.48%
Tax Collector (070)21,706,800 23,611,200 8.77%
Supervisor of Elections (080)3,702,100 3,893,000 5.16%
Supervisor of Elections Grants (081)0 0 N/A
Subtotal Constitutional Officers 217,363,000 232,963,100 7.18%
Special Revenue Funds
Transportation (101)26,024,600 23,948,500 -7.98%
Right of Way Permitting (102)0 0 N/A
Stormwater Utility (103)0 5,194,800 N/A
Affordable Housing (105)134,100 135,200 0.82%
Impact Fee Administration (107)1,263,600 1,597,600 26.43%
Pelican Bay MSTBU (109)4,933,400 5,544,300 12.38%
Unincorporated Areas General Fund MSTU (111)57,371,600 58,016,300 1.12%
Landscaping Projects (112)4,171,000 2,932,200 -29.70%
Community Development (113)41,518,800 44,936,700 8.23%
Water Pollution Control (114)3,484,500 3,484,400 0.00%
Sheriff Grants (115)269,000 197,000 -26.77%
Affordable Housing (116)105,800 286,600 170.89%
Natural Resources (117)4,900 0 -100.00%
Parks & Rec - Sea Turtle Monitoring (119)0 296,100 N/A
Community Development Block Grants (121)0 0 N/A
Services for Seniors (123)654,600 850,400 29.91%
Metro Planning-MPO (128)18,200 21,900 20.33%
Library E-Rate Program (129)115,400 17,700 -84.66%
Golden Gate Community Center (130)1,349,900 1,566,900 16.08%
Planning Services (131)20,507,400 11,482,600 -44.01%
Pine Ridge Industrial Park Capital (132)78,800 0 -100.00%
Victoria Park Drainage MSTU (134)31,300 11,500 -63.26%
Naples Production Park Capital (138)715,500 9,800 -98.63%
Naples Park Drainage MSTU&BU (139)102,000 114,900 12.65%
Naples Production Park MSTU&BU (141)55,600 56,400 1.44%
Pine Ridge Industrial Park MSTU&BU (142)1,865,000 1,889,300 1.30%
Vanderbilt Beach Beautification MSTU (143)2,733,300 3,491,300 27.73%
Isle of Capri Municipal Rescue & Fire Services (144)295,700 10,000 -96.62%
Fiddler's Creek Fire Control District (145)188,900 5,000 -97.35%
Ochopee Fire Control District MSTU (146)2,261,200 2,010,200 -11.10%
Collier County Fire Control MSTU (148)74,600 3,000 -95.98%
Goodland/Horr's Isle Fire Control District (149)113,400 108,800 -4.06%
Collier County Government
Fiscal Year 2019 Tentative Budget
Collier County, Florida
Fiscal Year 2018/2019
Summary of Budget by Fund
FY 17/18 FY 18/19 %
Fund Adopted Tentative Budget
Fund Title No.Budget Budget Change
Collier County Government
Fiscal Year 2019 Tentative Budget
Special Revenue Funds (Cont'd)
Sabal Palm Road Extension MSTU&BU (151)102,900 100,900 -1.94%
Lely Golf Estates Beautification MSTU (152)563,500 651,800 15.67%
Golden Gate Beautification MSTU (153)735,800 838,600 13.97%
Hawksridge Stormwater System MSTU (154)29,200 41,100 40.75%
Radio Road Beautification MSTU (158)939,700 933,600 -0.65%
Forest Lakes Roadway & Drainage MSTU (159)488,800 419,100 -14.26%
Immokalee Beautification MSTU (162)739,700 1,051,300 42.13%
Bayshore Beautification MSTU (163)5,386,900 6,551,300 21.62%
Haldeman Creek Dredging MSTU (164)409,200 464,400 13.49%
Rock Road MSTU (165)60,000 68,100 13.50%
Radio Road East Beautification MSTU (166)7,500 10,100 34.67%
Platt Road MSTU (167)5,900 300 -94.92%
Teen Court (171)92,900 95,300 2.58%
Conservation Collier (172)379,800 347,300 -8.56%
Driver Education (173)223,000 236,400 6.01%
Conservation Collier Maintenance (174)32,952,800 32,156,500 -2.42%
Court IT Fee (178)1,789,100 1,563,800 -12.59%
Conservation Collier Projects (179)58,800 60,500 2.89%
Domestic Animal Services Donations (180)233,400 201,000 -13.88%
Court Maintenance Fund (181)5,428,500 5,754,200 6.00%
Ave Maria Innovation Zone (182)115,200 205,800 78.65%
TDC Beach Park Facilities (183)7,441,300 7,682,000 3.23%
Tourism Marketing (184)15,519,600 12,544,300 -19.17%
TDC Engineering (185)835,000 1,022,700 22.48%
Immokalee Redevelopment CRA (186)1,113,600 1,302,400 16.95%
Bayshore/Gateway Triangle CRA (187)3,318,800 4,290,600 29.28%
800 MHz Fund (188)1,293,900 1,221,900 -5.56%
Wireless E-911 (189)0 0 N/A
Miscellaneous Florida Statutes (190)67,700 35,000 -48.30%
Public Guardianship (192)193,000 193,000 0.00%
Tourist Development (Non-County) Museums (193)2,653,900 1,859,900 -29.92%
Tourist Development (194)1,852,800 1,961,900 5.89%
Tourist Development Beaches Renourishment (195)39,180,600 45,191,100 15.34%
Tourist Development Promotion Reserve (196)1,510,800 1,513,700 0.19%
Museum (198)2,512,100 2,497,900 -0.57%
E-911 Emergency Phone System (199)103,700 90,700 -12.54%
Confiscated Property Trust.(602)101,800 102,600 0.79%
Crime Prevention (603)825,400 704,700 -14.62%
University Extension (604)120,600 90,300 -25.12%
GAC Land Trust (605)887,600 907,900 2.29%
Parks and Recreation Donations (607)33,000 51,900 57.27%
Law Enforcement Trust (608)444,700 330,000 -25.79%
Domestic Violence Trust (609)439,000 424,300 -3.35%
Animal Control Trust (610)126,500 202,500 60.08%
Combined E-911 (611)4,481,000 4,587,200 2.37%
Library Trust Fund (612)271,000 274,300 1.22%
Collier County, Florida
Fiscal Year 2018/2019
Summary of Budget by Fund
FY 17/18 FY 18/19 %
Fund Adopted Tentative Budget
Fund Title No.Budget Budget Change
Collier County Government
Fiscal Year 2019 Tentative Budget
Special Revenue Funds (Cont'd)
Drug Abuse Trust (616)4,200 4,300 2.38%
Juvenile Cyber Safety (618)1,800 2,000 11.11%
Freedom Memorial (620)20,600 15,000 -27.18%
Law Library (640)82,900 88,000 6.15%
Legal Aid Society (652)183,400 193,000 5.23%
Office of Utility Regulation (669)1,727,300 1,570,100 -9.10%
Court Administration (681)2,783,300 2,823,300 1.44%
Specialized Grants (701)0 0 N/A
Administrative Services Grants (703)0 34,500 N/A
Housing Grants (705)0 0 N/A
Housing Grants Match (706)0 76,700 N/A
Human Services Grants (707)52,200 217,200 316.09%
Human Services Grant Match (708)0 8,400 N/A
Public Services Grants (709)0 0 N/A
Public Services Grant Match (710)0 0 N/A
Transportation Grants (711)0 0 N/A
Transportation Grant Match (712)0 0 N/A
County Manager Grants (713)0 0 N/A
County Manager Grant Match (714)0 0 N/A
Immokalee CRA Grants (715)0 0 N/A
Bayshore CRA Grants (717)0 0 N/A
Deepwater Horizon Oil Spill Settlement (757)2,020,300 2,036,800 0.82%
Tourist Development Capital Projects (758)6,332,400 4,057,200 -35.93%
Amateur Sports Complex (759)0 2,194,900 N/A
Collier County Lighting (760)1,000,000 1,030,600 3.06%
Pelican Bay Lighting (778)1,726,600 1,944,600 12.63%
SHIP Grants (791)0 0 N/A
Subtotal Special Revenue Funds 322,447,100 325,350,200 0.90%
Debt Service Funds
Gas Tax Revenue Refunding Bds, 2003/12 & 2005/14(212)13,953,000 14,211,600 1.85%
Caribbean Gardens G.O. Bond (220)1,000 0 -100.00%
Naples Pk Drainage Assessment Bds, 1997 (226)12,400 0 -100.00%
Pine Ridge/ Naples Production Park, 1993 (232)994,000 995,800 0.18%
Euclid and Lakeland (253)91,600 92,500 0.98%
Forest Lakes Limited G.O. Bonds, 2007 (259)1,209,900 1,156,000 -4.45%
Radio Rd E MSTU G.O. Bonds, 2012 (266)0 0 N/A
Conservation Collier Limited G.O. Bds, 2005A (272)500 0 -100.00%
Bayshore CRA Letter of Credit, Series 2017 (287)981,000 981,200 0.02%
Special Obligation Bonds, 2010/17, 2010B, 2011 & 2013(298)20,951,100 20,169,900 -3.73%
Commercial Paper Program (299)0 703,500 N/A
Subtotal Debt Service Funds 38,194,500 38,310,500 0.30%
Collier County, Florida
Fiscal Year 2018/2019
Summary of Budget by Fund
FY 17/18 FY 18/19 %
Fund Adopted Tentative Budget
Fund Title No.Budget Budget Change
Collier County Government
Fiscal Year 2019 Tentative Budget
Capital Projects Funds
County-Wide Capital Projects (301)18,728,800 11,988,500 -35.99%
Boater Improvement Capital Improvement (303)524,600 859,800 63.90%
ATV Settlement (305)31,200 3,039,000 9640.38%
Parks Capital Improvements (306)2,294,400 6,565,800 186.17%
Growth Management Capital (309)0 9,016,000 N/A
Growth Management Transportation Capital (310)3,053,000 11,148,000 265.15%
Road Construction Operations (312)0 0 N/A
Road Construction (313)36,020,000 27,561,400 -23.48%
Museum Capital (314)650,500 385,300 -40.77%
Clam Bay Restoration (320)180,500 225,800 25.10%
Pelican Bay Irrigation/Landscaping (322)731,500 3,205,100 338.15%
Stormwater Operations (324)42,000 10,200 -75.71%
Stormwater Capital Improvement Projects (325)6,075,300 20,126,500 231.28%
Road Impact District 1, N Naples (331)10,157,700 12,910,000 27.10%
Road Impact District 2, E Naples & GG City (333)5,616,500 5,927,800 5.54%
Road Impact District 3, City of Naples (334)743,600 342,400 -53.95%
Road Impact District 4, S County & Marco (336)8,156,700 17,249,700 111.48%
Road Impact District 6, Golden Gate Estates (338)9,791,400 5,812,100 -40.64%
Road Impact District 5, Immokalee Area (339)2,069,500 2,950,500 42.57%
Road Assessment Receivable (341)482,000 485,300 0.68%
Regional Park Impact Fee - Incorporated Areas (345)995,900 1,550,000 55.64%
Community & Regional Park Impact Fee (346)11,534,900 12,111,500 5.00%
Emergency Medical Services (EMS) Impact Fee (350)2,727,200 919,800 -66.27%
Library Impact Fee (355)1,877,400 1,499,700 -20.12%
Amateur Sport Complex (370)0 0 N/A
Ochopee Fire Impact Fees (372)12,200 24,200 98.36%
Isle of Capri Fire Impact Fees (373)66,200 0 -100.00%
Correctional Facilities Impact Fees (381)3,293,900 3,254,600 -1.19%
Law Enforcement Impact Fees (385)2,477,000 2,257,100 -8.88%
General Government Building Impact Fee (390)9,400,000 8,302,300 -11.68%
Subtotal Capital Funds 137,733,900 169,728,400 23.23%
Enterprise Funds
County Water/Sewer District Operating (408)163,906,100 173,878,300 6.08%
County Water/Sewer Motor Pool Capial (409)4,107,600 4,703,500 14.51%
County Water/Sewer Debt Service (410)32,054,100 35,645,600 11.20%
County Water Impact Fees (411)20,275,200 17,239,200 -14.97%
County Water Capital Projects (412)24,772,300 16,940,400 -31.62%
County Sewer Impact Fees (413)18,360,200 9,994,900 -45.56%
County Sewer Capital Projects (414)64,949,300 35,777,000 -44.92%
County Water/Sewer Grants (416)0 0 N/A
Public Utilities Special Assessments (418)0 342,500 N/A
Collier County, Florida
Fiscal Year 2018/2019
Summary of Budget by Fund
FY 17/18 FY 18/19 %
Fund Adopted Tentative Budget
Fund Title No.Budget Budget Change
Collier County Government
Fiscal Year 2019 Tentative Budget
Enterprise Funds (Cont'd)
Collier Area Transit (CAT) Grants (424)0 0 N/A
Collier Area Transit (CAT) Grant Match (425)407,800 394,700 -3.21%
Collier Area Transit (CAT) Enhancements (426)3,175,400 2,631,400 -17.13%
Transportation Disadvantaged (427)3,103,000 3,013,300 -2.89%
Transportation Disadvantaged Grant (428)0 0 N/A
Transportation Disadvantaged Grant Match (429)76,100 76,100 0.00%
Solid Waste Disposal (470)31,742,400 28,535,400 -10.10%
Landfill Closure & Debris Mission Reserve (471)3,924,700 3,757,800 -4.25%
Solid Waste Motor Pool Capital (472)658,400 871,300 32.34%
Mandatory Collection (473)31,909,900 31,013,400 -2.81%
Solid Waste Capital Projects (474)10,165,800 12,563,500 23.59%
Emergency Medical Services (EMS)(490)32,495,600 34,467,100 6.07%
EMS Motor Pool and Capital (491)4,475,200 3,849,300 -13.99%
EMS Grant (493)0 0 N/A
EMS Grant Match (494)0 0 N/A
Airport Authority Operations (495)4,424,900 4,553,600 2.91%
Airport Authority Capital (496)2,066,300 990,000 -52.09%
Immokalee Airport Capital (497)61,900 0 -100.00%
Airport Authority Grant (498)0 0 N/A
Airport Authority Grant Match (499)0 0 N/A
Subtotal Enterprise Funds 457,112,200 421,238,300 -7.85%
Internal Service Funds
Information Technology (505)8,487,600 9,453,700 11.38%
Information Technology Capital (506)2,521,900 1,436,200 -43.05%
Property & Casualty (516)14,069,400 25,105,500 78.44%
Group Health (517)67,229,200 78,627,200 16.95%
Workers Compensation (518)3,575,500 3,940,000 10.19%
Fleet Management (521)9,826,800 10,005,300 1.82%
Motor Pool Capital Recovery (523)8,717,300 11,455,900 31.42%
Subtotal Internal Service Funds 114,427,700 140,023,800 22.37%
Permanent & Agency Funds
Deposit Fund (670)0 0 N/A
Caracara Prairie Preserve (674)1,719,000 1,752,500 1.95%
Subtotal Permanent Funds 1,719,000 1,752,500 1.95%
Total Budget by Fund 1,705,562,400 1,767,308,700 3.62%
Less:
Internal Services 86,165,300 107,282,600 24.51%
Interfund Transfers 450,425,900 451,960,700 0.34%
Net County Budget 1,168,971,200 1,208,065,400 3.34%