Fort Myers Annual Budget FY 2015 - 2016 by Fort Myers Florida

The City of Fort Myers, Florida Fiscal Year 2015-2016

Annual Budget Book

The cover captures Centennial Park, a beautiful 10-acre community park located on the scenic banks of the Caloosahatchee River.

CITY OF FORT MYERS, FLORIDA ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGETS FISCAL YEAR 2015-2016

ELECTED OFFICIALS Randall P. Henderson, Jr. Teresa Watkins Brown Johnny Streets, Jr. Terolyn Watson Michael A. Flanders Forrest Banks Thomas Leonardo

Mayor Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6

CITY MANAGER William P. Mitchell

INTERIM ASSISTANT CITY MANAGER Matthew H. Johnson

PREPARED BY: Office of Management & Budget ADOPTED BY CITY COUNCIL September 24, 2015

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Fort Myers, Florida for its annual budget for the fiscal year beginning October 1, 2014. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. The Office of Management & Budget believes the current budget continues to conform to program requirements and is submitting it to GFOA to determine its eligibility for another award.

TABLE OF CONTENTS (To view a particular section, simply click on the text below.) INTRODUCTION

PAGE

The Budget Document................................................................................................................ 10 Budget Book Layout Chart......................................................................................................... 11 City Functional Organization Chart ........................................................................................... 12 Overview of Major Fund Types ................................................................................................. 13 Transmittal Letter from the City Manager ................................................................................. 14 Strategic Plan .............................................................................................................................. 21 Goals and Objectives .................................................................................................................. 35 Performance Measurements ....................................................................................................... 51

OVERVIEW Budget Summary ........................................................................................................................ 65 Citywide Overview..................................................................................................................... 70 Major Funding Sources .............................................................................................................. 72 Personal Services â&#x20AC;&#x201C; Citywide ..................................................................................................... 76 Overview - Selected Funds......................................................................................................... 82 General Fund ........................................................................................................................ 82 Enterprise Funds ................................................................................................................... 89 Special Revenue Funds ......................................................................................................... 90 Debt Service Funds ............................................................................................................... 91 Internal Service Funds .......................................................................................................... 93 Capital Project Funds ............................................................................................................ 94 Policy Document ......................................................................................................................... 95 The Budget Process..................................................................................................................... 99 Budget Preparation Process and Budgetary Control Overview ................................................ 100 Operating Budget Detail Procedures ........................................................................................ 100 Budget Calendar â&#x20AC;&#x201C; All Funds ................................................................................................... 100 Capital Improvement Program Preparation Process Overview ................................................ 101 CIP Detail Procedures .............................................................................................................. 101 Capital Improvement Program Calendar .................................................................................. 102 Truth in Millage (TRIM) .......................................................................................................... 104 Property Taxes and Calendar.................................................................................................... 104 Basis of Accounting ................................................................................................................. 105 Basis of Budgeting ................................................................................................................... 105 Budget Amendment Process..................................................................................................... 105

OVERVIEW OF REVENUES Overview of Revenues ................................................................................................................... 107 Revenue Summary by Fund ........................................................................................................... 108 Major Changes in Revenues from FY 2014-15 to FY 2015-16 ..................................................... 109

TABLE OF CONTENTS (continued)

History, Trends and Assumptions for Significant Revenue Sources: General Fund Revenues: Ad Valorem Taxes .................................................................................................................. 111 Franchise Fees ......................................................................................................................... 112 Public Service Tax .................................................................................................................. 113 Local Business Tax ................................................................................................................. 114 Communications Services Tax ................................................................................................ 115 Fire Assessment Fee................................................................................................................ 116 Other Licenses, Fees and Permits .......................................................................................... 117 State Shared Revenues ............................................................................................................ 118 Physical Environment ............................................................................................................. 119 Culture/Recreation .................................................................................................................. 120 Judgments and Fines ............................................................................................................... 121 Ordinance Violations .............................................................................................................. 122 Rents and Royalties ................................................................................................................. 123 Fuel Tax Revenue ....................................................................................................................... 124 Utility Fund Revenue: Water Division Revenue ......................................................................................................... 125 Sewer Division Revenue ......................................................................................................... 126 Stormwater .................................................................................................................................. 127 Downtown Parking ..................................................................................................................... 128 Skatium Revenue ........................................................................................................................ 129 Yacht Basin Revenue .................................................................................................................. 130 Fort Myers Golf Course Revenue ............................................................................................... 131 Eastwood Golf Course Revenue ................................................................................................. 132 Cultural & Historic Affairs Revenue .......................................................................................... 133 Harborside Event Center Revenue .............................................................................................. 134 Solid Waste Revenue .................................................................................................................. 135 Building Permits & Inspections Revenue ................................................................................... 136

GENERAL FUND General Fund Summary .................................................................................................................. 137 General Fund Summary Revenue Overview .................................................................................. 138 General Fund Budget At A Glance ................................................................................................. 139 City Council – Mayor Pro-Tem ................................................................................................ 142 City Council - Ward 1 ............................................................................................................... 143 City Council - Ward 2 .............................................................................................................. 144 City Council - Ward 3 .............................................................................................................. 145 City Council - Ward 4 .............................................................................................................. 146 City Council - Ward 5 .............................................................................................................. 147 City Council – Ward 6.............................................................................................................. 148 Mayor’s Office ......................................................................................................................... 149 City Manager ............................................................................................................................ 150 Special Events .......................................................................................................................... 152 Arts and Culture ...................................................................................................................... 153 City Attorney ............................................................................................................................ 154 City Clerk ................................................................................................................................. 155

TABLE OF CONTENTS (continued)

General Fund (continued): Non-Departmental .................................................................................................................... 156 Recreation ................................................................................................................................. 157 Parks ......................................................................................................................................... 158 STARS Complex ...................................................................................................................... 159 Cemetery Maintenance ............................................................................................................. 160 Budget ...................................................................................................................................... 161 Purchasing and Contracts Administration ................................................................................ 162 Human Resources ..................................................................................................................... 163 Public Works Administration ................................................................................................... 164 Engineering .............................................................................................................................. 165 Police Department .................................................................................................................... 166 Fire Department ........................................................................................................................ 168 Dispatchers ............................................................................................................................... 170 Fire Emergency Management................................................................................................... 171 Housing and Real Estate........................................................................................................... 172 Development Services .............................................................................................................. 173 Code Enforcement .................................................................................................................... 174 Planning .................................................................................................................................... 175 Community Development Administration ............................................................................... 176 Facilities Management ............................................................................................................. 177 Central Accounting................................................................................................................... 178 Treasury and Collections .......................................................................................................... 179 Financial Services Administration ........................................................................................... 180 Mailroom/Switchboard ............................................................................................................ 181

SPECIAL REVENUE FUNDS Special Revenue Funds .................................................................................................................. 183 Community Development Block Grant Fund ......................................................................... 184 Land Acquisition Fund............................................................................................................ 185 Off Duty Pay Fund .................................................................................................................. 186 Street Light Maintenance Fund ............................................................................................... 186 Fuel Taxes Overview .............................................................................................................. 187 Street Maintenance Fund......................................................................................................... 188 Special Purpose Fund â&#x20AC;&#x201C; Beautification .................................................................................. 191 Public Art Fund ...................................................................................................................... 192 Attainable Workforce Housing ................................................................................................ 193 Para-Transit Fund..................................................................................................................... 193 State Housing Initiative Partnership Fund ............................................................................... 194 Trust Funds ............................................................................................................................ 195 Grant Funds ............................................................................................................................. 198 Community Redevelopment Agency ............................................................................................. 201 Fort Myers Redevelopment Area ........................................................................................... 202 Central Fort Myers Redevelopment Fund ............................................................................... 204 Southwest Florida Enterprise Center ...................................................................................... 205

TABLE OF CONTENTS (continued)

Community Redevelopment Agency (continued): Cleveland Avenue Redevelopment Fund ............................................................................... 206 Martin Luther King, Jr. Blvd. Redevelopment Fund .............................................................. 207

DEBT SERVICE FUNDS Debt Service Funds ......................................................................................................................... 209 Overview of Outstanding Indebtedness .................................................................................. 210 Comprehensive Plan for Debt Issuance .................................................................................. 211 Debt Coverage......................................................................................................................... 212 Citywide Debt Summary.......................................................................................................... 213 2015-16 Governmental Long-Term Debt Budgets ................................................................ 214 Governmental Debt Service Budgets by Fund ........................................................................ 216 Annual Debt Service Chart - Governmental ........................................................................... 229 Summary of Outstanding Governmental Long-Term Debt ................................................... 230 2015-16 Proprietary Fund Long-Term Debt Budgets ............................................................ 231 Proprietary Fund Debt Service Budgets by Fund ................................................................... 232 Annual Debt Service Chart â&#x20AC;&#x201C; Proprietary Funds ..................................................................... 247 Summary of Outstanding Proprietary Fund Long-Term Debt ............................................... 248

ENTERPRISE FUNDS Enterprise Funds ............................................................................................................................. 249 Utility Fund ............................................................................................................................. 250 Stormwater Fund ..................................................................................................................... 264 Downtown Parking ................................................................................................................. 268 Skatium ................................................................................................................................... 270 Yacht Basin Fund .................................................................................................................... 272 Golf Course Funds .................................................................................................................. 277 Cultural & Historic Affairs ..................................................................................................... 283 Harborside Event Center Fund ................................................................................................ 294 Solid Waste Fund .................................................................................................................... 298 Building Permits & Inspection Fund ...................................................................................... 308

INTERNAL SERVICE FUNDS Internal Service Funds .................................................................................................................... 311 Fleet Maintenance Fund ........................................................................................................... 312 Information Technology Services Fund ................................................................................... 314 Public Works Warehouse Fund ................................................................................................ 317 Risk Management Fund............................................................................................................ 318

TABLE OF CONTENTS (continued)

TRUST & AGENCY FUNDS Trust & Agency Funds .................................................................................................................... 321 Pension Summary ..................................................................................................................... 322 Police Officers’ Retirement System ......................................................................................... 324 Municipal Firefighters’ Pension Trust Fund ............................................................................ 325 General Employees’ Pension Plan............................................................................................ 326

CAPITAL IMPROVEMENTS & CAPITAL OUTLAY Capital Improvement Program Summary ....................................................................................... 327 Capital Improvement Budget Summary ......................................................................................... 329 Capital Improvement Budget .......................................................................................................... 330 Capital Improvement Projects – Buildings .................................................................................................................................. 331 Development ............................................................................................................................ 332 Equipment ................................................................................................................................ 334 Stormwater ............................................................................................................................... 336 Parks and Beautification ........................................................................................................... 337 Transportation .......................................................................................................................... 338 Utility ........................................................................................................................................ 340 Capital Assets Assets $750 - $5,000 Summary ............................................................................................... 348 Assets $750 - $5,000 Detail By Fund ....................................................................................... 349 Capital Outlay Summary ......................................................................................................... 350 Capital Outlay Detail By Fund ................................................................................................. 351

APPENDIX Glossary .......................................................................................................................................... 353 Commonly Used Acronyms ............................................................................................................ 359 Citywide Personnel by Department ................................................................................................ 362 Resolution No. 2015-53 Adopting the Tax Levy ............................................................................ 363 Resolution No. 2015-54 Fixing the Budget .................................................................................... 364 Community Profile and Statistics ................................................................................................... 369 Cross Reference Table .................................................................................................................... 383 Index ............................................................................................................................................... 386

The Budget Document

To the readers of this document pertaining to the City of Fort Myers budget: This document strives to serve four purposes: 1.

Policy Document: As a policy document the budget serves to inform readers about the City and its policies, which in conjunction with the Cityâ&#x20AC;&#x2122;s goals and objectives, guides the development of the budget. The budget document details the services the City provides in the department sections along with their accomplishments with each departmentâ&#x20AC;&#x2122;s performance measurements provided following the Strategic Plan which integrates departmental goals and objectives with those of the City.

Financial Plan: As a financial plan, the budget indicates the costs associated with providing services along with the related funding. The document includes summary and detailed descriptions and explanations of all revenues and expenditures for all budgeted funds. The document explains the underlying assumptions for the revenue estimates and discusses revenue fluctuations. For all funds, revenues, expenditures and ending reserves (fund balance) for two prior and the new budget year are provided and discussed. Finally, summary and detailed explanations of capital expenditures are included along with debt obligation information.

Operations Guide: As an operations guide, the budget document provides how departments and funds are organized. Each division, by fund, provides a description of their function, accomplishments, # of FTE (Full-Time Equivalent) positions, budgetary appropriations and budget highlights.

Communications Device: As a communications device, the budget document provides summary information to aid the reader with understanding the budget priorities, issues, the overall process and navigating the document for information. Charts, graphs and tables are included where possible to best present the information. The document includes a linked table of contents and index (if used on the Web), a glossary of terms and commonly used acronym definitions. Finally, the budget document includes a transmittal letter from the City Manager that provides a narrative of the highlights to the current year budget and the outlook of the future.

Budget Book Layout

Introduction

Overview of Revenues

Overview

General Fund

Transmittal Letter from City Manager

Capital

Budget by Fund

Special Revenue Funds

Debt Service Funds

Internal Service Funds

Enterprise Funds

Budget Summary Street Maintenance

Strategic Plan

Utility Fund

Fleet Maintenance

Appendix

Trust & Agency Funds

Capital Improvement Budget

Capital Assets from Operations

Policy Document Trust/Grant Funds

Performance Measurements

Budget Process

Stormwater Information Technology Services

Other Special Revenue Funds

Glossary and Acronyms

Downtown Parking

Tax Levy Resolution & Budget Adoption Resolution

Public Works Warehouse Skatium

CRA/FMRA Funds

Community Profile Risk Management Yacht Basin

Department Cross Reference

Golf Courses

Cultural & Historic

Harborside Event Center

Solid Waste

Building Permits & Inspection

Index

Citizens of the City of Fort Myers

Financial Services

City Attorney

Elected Officials

Advisory Boards

Risk Management

City Manager

CRA

Information Technology Services

Assistant City Manager

Human Resources

Fire

City Clerk

Police

Emergency Management

Cemetery

Dispatch

Downtown Parking

Budget Purchasing and Contract Admin. Accounting

Harborside Event Center

Community Development

Public Works

Yacht Basin

Cultural & Historic Affairs

Housing and Real Estate

Parks

Stormwater

SWFL Museum of History

Development Services

Recreation STARS

Skatium

Burroughs Home

Code Enforcement

Engineering

Golf Courses

Imaginarium Science Center

Planning

Facility Management

Solid Waste

Special Revenue Funds

Specific revenue sources are restricted to expenditures for specified purposes

Building Permits & Inspections

Street Maintenance

Fleet Maintenance

Enterprise Funds

Activities primarily supported by user charges

Treasury

Mailroom

Utility

Warehouse

Legend General purpose activities of the General Fund City supported by taxes and other non-dedicated revenues

Goods/services provided by one dept. of a govt. to others within the Internal Service Funds govt. on a cost reimbursement basis

The above chart depicts the functions of the City of Fort Myers. As a component Unit of the City, the Community Redevelopment Agency (CRA) is shown for informational purposes only.

OVERVIEW OF MAJOR FUND TYPES GENERAL FUND A fund used to account for all general-purpose activities of the City supported by taxes and other nondedicated revenues, such as license and permit fees and state shared cigarette and liquor tax, etc. Unless there is a legal, contractual or managerial requirement for separate accounting, all activities of the unit are recorded in the General Fund. ENTERPRISE FUNDS Funds designated for activities that are primarily supported by user charges. Funds: Harborside Event Center Building Permits & Yacht Basin Inspections Stormwater Skatium Fort Myers Country Club Eastwood Golf Course Solid Waste Cultural & Historic Affairs Parking Utility SPECIAL REVENUE FUNDS Funds that account for the proceeds of specific revenue sources that are restricted to expenditures for a specified purpose. Funds: Community Development Land Acquisition Off Duty Pay Block Grant Street Light Maintenance Street Maintenance Beautification Public Art Attainable Workforce Housing Para-Transit State Housing Initiative Trusts: Various CRA: Various Partnership Grants: Various INTERNAL SERVICE FUNDS Funds used to account for the financing of goods or services provided by one department or agency of a government to others within the government, on a cost-reimbursement basis. Funds: Risk Management Information Technology Services Fleet Maintenance Public Works Warehouse CAPITAL PROJECT FUNDS Funds that account for all revenues and expenditures of an individual capital improvement project. Funds: Various DEBT SERVICE FUNDS Funds that account for expense related to repayment of debt obligations such as principal and interest. Funds: Various TRUST & AGENCY FUNDS: Trust funds account for assets held by a governmental unit in a trustee capacity. Funds: Police Officers’ Retirement Firefighters’ Pension Trust General Employees’ Pension System Fund Plan

Strategic Plan The purpose of every government is to provide public safety, public services, and an enhanced community environment for its citizens. The City of Fort Myers continuously strives to provide the services citizens, business owners and visitors demand. Therefore, City Council and staff meet periodically to review and improve its Strategic Plan to ensure the organizationâ&#x20AC;&#x2122;s sustainability for the future. The Strategic Plan complements the financial plan that the budget provides. The Strategic Plan, along with performance measurements, is provided on the pages to follow. Performance measurements are provided by department or functional organization, displayed in a matrix format that ties the functional unitâ&#x20AC;&#x2122;s performance measures to a departmental objective which then ties to a City goal and objective identified in the strategic plan. A performance measurement program is a scorecard that is an indicator to how well the City is executing its Strategic Plan. An effective performance measurement program demonstrates to the citizenry service delivery outcomes and efficiencies. Further, the program should encourage improvements, identify areas of weakness, increase accountability and become the main driver for budget discussions.

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Strategic Planning Model for the City of Fort Myers Value-based principles that describe the preferred future in 15 years

VISION

Destination “You Have Arrived”

Strategic goals that focus outcome-base objectives and potential actions for 5 years

PLAN

Map “The Right Route”

Focus for one year – a work program: policy agenda for Mayor and Council, management agenda for staff; major projects

EXECUTION

Itinerary “The Right Direction”

Principles that define the responsibility of town government and frame the primary services – core service businesses

MISSION

Vehicle “The Right Bus”

Personal values that define performance standards and expectations for employees

CORE BELIEFS

Fuel “The Right People”

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Fort Myers Vision 2028 FORT MYERS 2028 is the GATEWAY OF SOUTHWEST FLORIDA (1) known for HISTORY, ARTS AND CULTURE.(2) Fort Myers 2028 is a FAMILY FRIENDLY (3) and ONE OF THE SAFEST CITIES IN FLORIDA.(4) Fort Myers 2028 has a VIBRANT DOWNTOWN ON THE RIVER (5) and LIVABLE NEIGHBORHOODS.(6) In 2028, Fort Myers Residents have an abundance of OPPORTUNITIES for ECONOMIC PROSPERITY (7) and RELAXED LIFE STYLE.(8) Copyright © 2014: Lyle Sumek Associates, Inc.

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Fort Myers Vision 2028 PRINCIPLE 1

PRINCIPLE 2

GATEWAY TO SOUTHWEST FLORIDA

HISTORY, ARTS AND CULTURE

f Means

1. 2. 3. 4. 5.

Regional center for arts, culture and entertainment Year round destination for tourists Seat of government: federal, state, county and city Cross state intra-coastal waterway Diverse population and different cultures in an inclusive community 6. Strong middle class community 7. Major regional transportation with connectivity to the state, region and nation

1. Preservation of buildings and homes of architectural significance 2. Major museums capturing the history and culture of Fort Myers 3. Tradition of baseball spring training 4. Destination for tourism: celebrating our history, arts and culture 5. Long standing major events for residents and visitors 6. Home for Edison, Ford and Firestone 7. Rich military history particularly World War II which influenced growth and development 8. Residents know and appreciate Fort Myers traditions and heritage

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Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

PRINCIPLE 3

PRINCIPLE 4

FAMILY FRIENDLY COMMUNITY

ONE OF THE SAFEST CITIES IN FLORIDA

f Means

1. Families making the choice to live in Fort Myers 2. Diverse population and different cultures feeling welcome and included 3. Affordable recreation and leisure activities for all generations 4. Residents volunteering and community organizations/faith based institutions contributing to the community and supporting youth and seniors 5. Quality local public and private schools with excellent and unique educational programs 6. Parents having opportunities to be involved with their children 7. Convenient living with access to quality shopping and retail 8. Parades, festivals and community events focusing on the family 9. Children return to raise their families here

1. Low crime rate and low homicide rate 2. Police working with the neighborhoods and residents to create a safe community 3. Visible police presence in the community and in neighborhoods 4. People feeling safe and secure in their homes, in the neighborhood, in crowds and gatherings, and throughout the community 5. No tolerance for violent crimes, drugs and gangs

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

PRINCIPLE 5 VIBRANT DOWNTOWN ON THE RIVER (River to Edison Avenue)

PRINCIPLE 6 LIVABLE NEIGHBORHOODS

f Means 1. 2. 3. 4. 5. 6. 7. 8. 9.

f Means

Pedestrian friendly and walkable area Top quality hotel with conference center Higher educational programs and degrees Easy access, convenient public transportation and available parking Choice of housing options: types, life styles, prices Range of restaurants and entertainment businesses Attractive corridors and gateways to Downtown Ground floor retail businesses: basic services; unique, locally owned Class “A” office space

1. Well maintained neighborhood infrastructure including sidewalks, streets, utilities and lighting 2. Safe neighborhoods with residents sharing responsibility for a safe community 3. High percentage of homeownership 4. Urban infill on vacant lots upgrading and adding value to the neighborhood 5. Quality, well maintained homes and landscaping 6. Strong neighborhood identity and organizations 7. Preferred place to live in the region 8. Redevelopment/upgrade of neighborhoods needing rehabilitation 9. Convenient neighborhood retail businesses serving the needs of residents in the area

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

PRINCIPLE 7 OPPORTUNITIES FOR ECONOMIC PROSPERITY

PRINCIPLE 8 OPPORTUNITIES FOR RELAXED LIFE STYLE

f Means

1. Positive climate for diverse business investment and entrepreneurism 2. Higher educational institutions with top quality advanced degrees, spinning off business opportunities and providing continuing education for lifelong learning 3. Variety of family wage jobs (income level to support a family of four) 4. Center for medical and healthcare businesses 5. Variety of manufacturing companies producing products for global markets 6. Major international, year round tourist destination 7. State of the art information technology serving businesses and residents

1. Variety of quality recreation and sports activities for all ages 2. Affordable, accessible and diverse leisure and recreational activities and programs for all family generations 3. Well designed and well maintained parks and athletic fields 4. Quality municipal golf courses and activities 5. Multiple museums for all generations 6. Bike and runner friendly city

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Fort Myers City Government: Our Mission The MISSION OF THE CITY OF FORT MYERS is to be FINANCIALLY RESPONSIBLE, and to be a LEADER in MUNICIPAL SERVICES,

(1)

(2)

with a DEDICATED CITY WORKFORCE, and an INVOLVED COMMUNITY.

(4)

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(3)

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Fort Myers City Government: Our Mission PRINCIPLE 1

PRINCIPLE 2

FINANCIALLY RESPONSIBLE

LEADER IN MUNICIPAL SERVICES

f Means

1. Deliver City services in the most cost effective and efficient manner 2. Provide adequate resources to support defined services and levels of service 3. Invest in activities that expand the tax base and grow the economy 4. Maintain City infrastructure and facilities at defined service levels 5. Maintain financial reserves consistent with City policies and national accepted standards 6. Maintain a manageable, responsible level of debt 7. Maintain/enhance the City bond rating 8. Invest in future infrastructure that support growth and development 9. Develop a balanced budget with a responsible tax rate

1. Deliver municipal services responsive to the needs of the community 2. Deliver top quality services to residents, businesses and guests 3. Develop nationally recognized service delivery mechanisms, "best practices" and departmental accreditation 4. Define/prioritize City services 5. Develop a City organization climate that supports creative thinking and innovative actions 6. Provide timely, reliable City services 7. Evaluate the community impacts of City decisions, programs and actions

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

PRINCIPLE 3

PRINCIPLE 4

DEDICATED CITY WORKFORCE

INVOLVED COMMUNITY

f Means

1. Maintain an organization culture that emphasize teamwork and collaboration 2. Provide the tools necessary for employees to do their jobs 3. Continually training and developing managers and employees 4. Hire/retain a top quality, professional workforce 5. Maintain competitive compensation and benefits 6. Provide opportunities for promotion and professional development 7. Go the “extra mile” to serve the residents, businesses and guests 8. Serve as a positive ambassador 9. Maintain a “service oriented” attitude 10 Identify community service needs or problems and take responsibility to address them

1. 2. 3. 4. 5. 6. 7. 8. 9.

Communicate with residents and businesses using a variety of methods Outreach and work with community organizations and faith based institutions Maintain an open, transparent City government and processes Take time to explain City decisions and actions Involve the community in the governance process and policy/plan development Listen to the residents' and businesses' needs and wants Inform and outreach to the “stakeholders” throughout a defined process on major projects Increase the resident and business understanding of City finances, programs, facilities and services Respond to communications from residents and businesses in a timely manner

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

City of Fort Myers Core Service Businesses NO CHOICE SERVICES Govern the City Develop, Adopt Ordinances, Resolutions, Budgets Approve Legal Documents Maintain/Manage Public Records

CORE SERVICES Stimulate Economic Growth and Business Development Provide Water and Wastewater Services Enforce Laws, Codes and Ordinances Plan, Build and Maintain Streets Communicate With Residents and Businesses Plan for the Future Regulate Development and Building Plan, Build and Maintain Sidewalks Stimulate and Manage Community and Neighborhood Redevelopment Manage Stormwater Collect and Dispose of Solid Waste Copyright © 2014: Lyle Sumek Associates, Inc.

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

QUALITY OF LIFE SERVICES Offer Recreation and Leisure Programs Patrol the Community Provide Crime Prevention Plan, Build and Maintain Parks and Athletic Fields Plan For, Respond To and Recover From a Major Emergency Situation or National Disaster Recycle Solid Waste Support Arts and Culture Operate Museums Support and Sponsor Community Events and Festivals

ADD ON SERVICES Provide and Manage Parking Support Community Based Organizations Manage Municipal Cemeteries Provide and Manage Municipal Golf Courses Represent/Advocacy at Federal, State and Regional Operate Full Service Yacht Marina

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

OTHER SERVICES Plan, Build and Maintain Pools Respond to Emergency Medical Calls Operate Recreation/Ice Skating Center Operate Convention Center

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

City of Fort Myers Goals 2020 Financially Sound City Providing Exceptional Municipal Services

Safe and Livable Neighborhoods

Economic Prosperity and a Growing Economy

Vibrant Downtown on the River

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Goal 1 Financially Sound City Providing Exceptional Municipal Services OBJECTIVES 1. 2. 3. 4. 5. 6.

VALUE TO RESIDENTS

Develop new revenue sources to support City government Provide adequate resources to support defined services and service levels Leverage City resources through public-private partnerships Retain and hire top quality City workforce dedicated to serving Fort Myers community Deliver City services in the most cost effective, efficient manner Maintain financial reserves consistent with national standards and city policies

1. 2. 3. 4. 5. 6.

Service value for tax dollars and fees Professional, timely response for emergency and nonemergency calls for service Reliable delivery of municipal services necessary for daily living Services that support a relaxed quality of life and comfortable living Equitable municipal services throughout the City City acting as a responsible financial steward for City resources

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

LONG TERM CHALLENGES AND OPPORTUNITIES

SHORT TERM CHALLENGES AND OPPORTUNITIES 1. 2.

3. 4. 5.

(Continued)

Reducing the unfunded pension liability and establishing a sustainable pension benefits Outdated and failing information technology hardware and software; enhancing network security and storage capacity (data growth: 800% in next five years) High level of City utility debt Investing in the maintenance and upgrade in City facilities, infrastructure, fleet and equipment Increasing the City’s capacity to implement redevelopment projects in a timely manner and responsive to market opportunities Coping with significant population growth and the impact on City services and infrastructure

5. Improving communications with the residents and businesses, and marketing the City 6. Defining and prioritizing City services and levels of City services 7. Protecting current and identifying new revenue sources for the City 8. Identifying and implementing ways and delivery mechanisms to reduce the cost of City services while maintaining “Exceptional Municipal Services” 9. Aging City workforce and pending retirements, including DROP Program, resulting in the loss of institutional knowledge 10. Slow projected revenue growth for the City 11. Responding to the changing service needs and demands of residents 12. Limited capacity in the City organization to absorb additional workload 13. Recovery from recession with limited increases in property values (Save Our Homes capped increase 3%; homestead exemptions to $50,000) 14. Converting to “Green” technology with higher start up costs 15. Further collaboration with the community and others to reduce the cost of City government 16. Increasing cost recovery fee for City services, programs and activities to cover true costs to the City 17. Recruitment and retention of a high quality City workforce

LONG TERM CHALLENGES AND OPPORTUNITIES 1.

Compensation and benefits falling behind the market and internal wage discrepancies impacting employee retention and morale Increasing governmental mandates and regulations that increase the cost of government: healthcare, storm water, water, waste water, ADA, high coastal hazard area, plant discharge to Caloosahatchee River Increasing demands for City services across all departments (e.g. service calls, development activities, reclaimed water, etc.) Uncertain impacts of federal and state spending cutbacks on City services

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

MANAGEMENT IN PROGRESS 2014 – 2015

POLICY ACTIONS 2014 – 2015

(Continued)

PRIORITY 1.

Pension Reform: Fire Negotiations and Contract Employee Compensation: Direction Fire Assessment Fee Waste Water/Water Reuse Infrastructure Expansion and Upgrade City Services Outsourcing: Direction Mileage Rate and Budget FY 2015 City Non-Core Services and Staffing

2. 3. 4. 5. 6. 7.

MANAGEMENT ACTIONS 2014 – 2015 1. 2.

Community Development Assessment Information Technology: Upgrade and Funding

High Priority

6. 7. 8. 9. 10.

High Priority

11.

Top Priority Top Priority High Priority

12. 13. 14. 15. 16. 17. 18. 19.

PRIORITY Top Priority Top Priority

MANAGEMENT IN PROGRESS 2014 – 2015 1. 2. 3. 4. 5.

20. 21.

Public Records Request Software Streets Alive Program for 2014: Special E Museum Marketing Outsource for 2014 – 2015 Employee Manual and Handbook Energy Audit Implementation Plan/Report

22.

23.

Police Reporting and CAD System: Upgrade Coastal High Hazard Zone Analysis: Presentation Reserves Policy: Update Debt Policy: Update Citizens Emergency Response Team: Training and Advance Training Solid Waste Fleet Replacement and CNG Conversion: 8 Trucks Travel Policy Revision Purchasing Policy: Review Cultural Campus Master Plan: Development Fire Closest Unit Response Agreement with Lee County “Step Up to Work” Program Long Term Financial Plan (5 years): Update Wellness/Healthy Living Initiatives: Fitness Element E-Permitting Process A. Phase 1: e DOT B. Phase 2: Permits, Not Requiring Signatures, Stamps or Seals C. Phase 3: Permits – Requiring Signature or Seals Convenience Fee for Credit Card Use Fire Department Accreditation: Completion of Operational Guideline 2/15; Standard of Coverage (9/15) Labor Negotiations and Contract A. Fire B. General Employees Telecommunications/Communications Tax Lobbying

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

ON THE HORIZON 2015 – 2020

MAJOR PROJECTS 2014 – 2015

(Continued)

1. Wastewater Treatment Plant: Odor Control and Upgrade 2. Water Line Replacement A. St. Charles B. Velasco Dale Street 3. Sanitation Truck Wash Facility 4. Fort Myers Country Club Golf Course Improvements 5. Fire Hydrants Refurbishment (5000) 6. Shared Fiber Project: Construction 7. Power Back Up System in Data Center A. City Hall B. Police 8. SCADA System: Combination Report 9. Record Storage Facility: Construction 10. Fire Station 1: Construction 11. Water Wellfield Rehabilitation Well and Expansion 12. Drainage Projects

1. 2. 3. 4. 5.

6. 7. 8. 9. 10. 11. 12.

ON THE HORIZON 2015 – 2020

13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24.

Citywide Employee Compensation Plan and Policy Information Systems: Upgrade Fire Apparatus Replacement and Funding Fire Equipment Replacement and Funding New Alternative Revenues

25. 26. 27. 28.

Financial Information System: Replacement Network Security Administrator: Hiring City Facility Comprehensive Maintenance Plan Impact Fees: Review Process Improvement Program: Development Affordable Care Act Special Assessment Liens for Unpaid Abatement Notices Ordinance Review Energy Management Policy Arts Center: Funding Code of Ordinance: Update City Employment of Ex Cons (non-violent) Community Events Policy 1¢ Sales Tax for Capital Projects: Legislation Cemetery Trust Fund Replenishment Cemetery Comprehensive Plan Fire Hydrants: Update Aquatic Facilities Upgrade Investment Policy IMAGINARIUM (Exterior Painting, Air Handler, Fire Suppression) Council Decision: Direction, Funding Community Organizations/City Financial Contributions Neighborhood Water Quality Program ROW Maintenance Police Chief under Mayor and City Council

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Goal 2 Safe and Livable Neighborhoods OBJECTIVES 1. 2. 3. 4. 5. 6. 7.

VALUE TO RESIDENTS

Upgrade City neighborhood infrastructure, streets, sidewalks and lights Reduce the crime rate and criminal activities while improving clearance rate Reduce number of violent crimes Upgrade city parks and recreational facilities Increase the percentage of home ownership in the neighborhoods Develop and sustain strong neighborhood associations Develop effective community partners for public safety

1. 2. 3. 4. 5. 6.

Protection or enhancing property values Feeling safe and secure at home and anywhere in the community Services and programs tailored to your neighborhood Equity among all neighborhoods Visually appealing neighborhoods, buildings and homes Opportunities to contribute to your neighborhood and to take responsibility for the future

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

SHORT TERM CHALLENGES AND OPPORTUNITIES 1. 2. 3. 4. 5. 6. 7.

LONG TERM CHALLENGES AND OPPORTUNITIES

Upgrading neighborhood infrastructure, parks and public amenities Working in partnership with faith based institutions and community based organizations Reputation as an “Unsafe City” Responding to the different needs of each neighborhood Controlling violent crimes Vacant land and lots with infrastructure and the potential for infill development Water releases from Lake Okeechobee impacting waterways, commerce and tourism

Increasing activities responsive to the needs of youth and seniors 2. Aging buildings and housing stock needing upgrade, modernization or demolition 3. Working with Lee County Schools to maintain and enhance excellent public schools; addressing substandard public schools 4. Apathy among residents 5. Irresponsible property owners who are not maintaining the buildings, homes or lots – painting, mowing, trash, etc. 6. Definition of crimes and their reporting 7. Potential 8 – 10 fold increase in flood insurance for homeowners, property owners and City 8. Cultural diversity and increasing the understanding and appreciation of different cultures 9. Conflicts between individual property rights and community standards on what is acceptable 10. Maintaining a clean and litter free Fort Myers 11. Addressing the 10 year waiting list for housing rehabilitation

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

MAJOR PROJECTS 2014 – 2015

POLICY ACTIONS 2014 – 2015 PRIORITY 1.

Residential Infill Development Promotion/Incentives Citywide Code Enforcement Policy and Staffing Stars Complex Renovation/Upgrade Street Resurfacing Program Teen Advisory Council Annexation Enclaves: Actions Parks Master Plan

2. 3. 4. 5. 6. 7.

1. 2. 3. 4. 5.

High Priority High Priority

State Road 80 Median Landscape Project McCollum Hall Façade/Exterior Riverside Community Center: Floating Dock Replacement Prince Street Multi-Purpose Sports Practice Field STARS Complex: Irrigation and Landscaping; Gym Floor; Computer Lab Skate Park: Ramp Enhancements

ON THE HORIZON 2015 – 2020 MANAGEMENT ACTIONS 2014 – 2015 1. 2.

McCollum Hall Facility: Interior Upgrades Action Plan to Reduce Violent Crime: Continuation Police Staffing: Direction Community Policing/Outreach Practices

3. 4.

1. PRIORITY 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Top Priority High Priority High Priority

MANAGEMENT IN PROGRESS 2014 – 2015 1. 2.

CodeManHero.com: Public Education Website Improvements Community Policing/Outreach Practices

Eastside Neighborhood Revitalization Plan: Implementation Neighborhood Associations: Development Homeownership Promotion Program Centennial Park Upgrade/Expansion Clemente Park Upgrade: Phase II Street Lights Upgrade Youth Athletics/PALS Program Foreclosed/Abandoned Homes Complete Streets Policy Neighborhood Watch: Expansion/Attendance Sidewalk Replacement Policy and Plan Data Driven Policing High School: Marketing Program of World Class Schools

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

ON THE HORIZON 2015 – 2020 (Continued) 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34.

Teen Programs Annexation: Pelican Preserve (WCI) Comprehensive Plan: Evaluation and Assessment Report (EAR) Demolition Program for Unsafe Buildings and Homes Rental Registration and Inspection Program Skatium Improvements Concert Hall/Venue Feasibility Strategy CRA Comprehensive Evaluation Social Disorganization – Integration into Community Forums, Training and Programs Pool Operations Extension State of Art Recreation Center Annexation Voluntary: Actions Property Maintenance Code and Enforcement State Road 884/I-75 Interchange Landscaping Quality Life Center: City Participation School Safety Programs Illegal Dumping: Action Plan City Charter School(s) Adopt-a-School Program Pavilion Basketball Courts Stakium/City of Palm Ballfield

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Goal 3 Economic Prosperity and a Growing Economy OBJECTIVES 1. 2. 3. 4.

VALUE TO RESIDENTS

Expand Fort Myers as a historic, arts and culture center Expand and diversify the local economy Develop a proactive business recruitment program with a set of economic tools Develop and expand the presence of higher educational programs, degrees and continuing education for lifelong learning Expand medical and healthcare businesses and services

1. 2. 3. 4. 5. 6.

Quality jobs available in the community Short commutes with more leisure time Opportunities to start and grow a business in Fort Myers Reduced tax burden on the homeowners Businesses investing in Fort Myers – strong sense of pride Return on investment from City’s participation and funding of economic development

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

SHORT TERM CHALLENGES AND OPPORTUNITIES 1. 2. 3. 4. 5. 6. 7.

LONG TERM CHALLENGES AND OPPORTUNITIES

Packaging and marketing Fort Myers as a great place for business investment and development Working with Lee County and other economic development partners Expanding history, arts and culture as an economic asset Defining and funding the City’s role in economic development Filling vacant buildings and warehouses Maintaining Fort Myers’ unique quality of life amenities and sense of place Attracting the “targeted” businesses and talent to Fort Myers

1. 2. 3. 4.

Tapping the potential of the airport, rail and interstate access Supporting home based businesses and entrepreneurial efforts Limited availability of land with infrastructure for industrial development Uncertain global and national economy

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

MANAGEMENT IN PROGRESS 2014 – 2015

POLICY ACTIONS 2014 – 2015 PRIORITY 1. 2.

City Economic Development Policy, Plan and Tool Kit Mid Town Area Redevelopment (Vertical Mixed Use Development) and Implementation City Marketing Economic Development/Tourism, Public Relations and Branding Program

MANAGEMENT ACTIONS 2014 – 2015 1. 2. 3.

History, Arts and Culture Expansion Strategy (Destination) Medical and Healthcare Business Expansion Strategy University Expansion Strategy

1. 2.

Top Priority

Harlem Lake Urban Garden Model: Council Report Minority Business Development: Action Plan

Top Priority

ON THE HORIZON 2015 – 2020

Top Priority

1. 2. 3. 4. 5. 6. 7. 8. 9.

PRIORITY High Priority High Priority High Priority

Sports Business Strategy Eastside Business Development Action Enterprise Zone Program: Statutory Reauthorization Film Commission: Creation State Road 82/Colonial Crossing Rezoning Restaurant Attraction Strategy and Development Economic Development Position Southwest Florida Economic Alliance: Review I-75 Corridor Development Strategy (including Industrial/Research, Diamond Development)

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

Goal 4 Vibrant Downtown on the River OBJECTIVES 1. 2. 3. 4. 5. 6.

VALUE TO RESIDENTS

Expand the Downtown boundary to Edison Avenue on the south Attract a major full service hotel with conference center Increase number of retail businesses Maintain Downtown as a destination for diverse arts, culture and entertainment Preserve and enhance Fort Myers’ historic buildings and traditions Upgrade MLK Corridor and other corridors connecting to Downtown

1. 2. 3. 4. 5. 6.

Downtown – a true regional destination with convenient access for residents Pride in Fort Myers community, history and traditions More reasons to go Downtown or Riverfront Choices of entertainment and retail shops Opportunities to live in a pedestrian friendly urban environment Visitors coming to Downtown and contributing to the local economy and city revenues

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

SHORT TERM CHALLENGES AND OPPORTUNITIES 1. 2. 3.

4. 5.

LONG TERM CHALLENGES AND OPPORTUNITIES

Developing Downtown south to Edison Avenue Developing expanded housing options: “Brownstones”, Townhomes, Condos, Upper End Rentals Upgrading appearance, road condition and business activity on major corridors leading to Downtown – MLK, McGregor, U.S. 41 Attracting retail businesses including retail for meeting daily needs of residents Improving convenient access to and expanded parking in Downtown

1. 2. 3. 4. 5.

Developing effective public-private partnerships in Downtown and across the City Continuing the momentum in Downtown and enhancing opportunities for the future Attracting more business investment in the expanded Downtown and Riverfront Develop “Class A” office space/buildings in Downtown Creating a true urban neighborhood destination and sense of place

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

MANAGEMENT IN PROGRESS 2014 – 2015

POLICY ACTIONS 2014 – 2015 PRIORITY 1. 2. 3.

River Basin Project (Pier) – Phase II: Design MLK Corridor Redevelopment: Land Development Code/Rezoning Gwynn Building Redevelopment

MANAGEMENT ACTIONS 2014 – 2015 1. 2.

Downtown Hotel Development U.S. 41/Cleveland Avenue Corridor Redevelopment

1. 2. 3. 4. 5. 6. 7. 8.

“My River District”: Facebook and Website River District Trolley: Funding from Lee Tran HEC: Website HEC Parking Kiosks City Valet Agreement Patio de Leon: Upgrade Business Directory for Corridor Businesses (Web based) Comprehensive Downtown Trash Compactor Program: Implementation 9. Amtel Leasing Parking Space 10. Hickson Funeral Home Expansion

Top Priority Top Priority

PRIORITY Top Priority Top Priority

MAJOR PROJECTS 2014 – 2015 1. 2. 3. 4.

Palm Beach Corridor Median Streetscape Project Wayfinding Signs: Construction MLK: Landscape and Irrigation Harborside Event Center Improvement Project

Project 140907

Strategic Plan 2014 – 2020 – 2028/Mayor and City Council/Fort Myers, Florida

ON THE HORIZON 2015 – 2020 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.

First Street Village Development Gardner Park Neighborhood Plan (2nd – 4th Street) Water Detention Basin: Phase II – Designs Retail Business Attraction Strategy “My River District”: App East Fort Myers Rezoning Plan (incorporating MPO Countywide Mass Transit Plan) Hall of 50 States City Pier: Tenants CRA Resets Harborside Event Center (County Participation and Funding) Palm Beach Corridor Redevelopment Downtown Boat Ramp and Parking Public Art at MLK/Veronica S. Shoemaker City Pier Use Strategy Amtel Senior Living Facility Parking Management and Operations Study Downtown/Citywide Events Policy and Funding Source McGregor Corridor Redevelopment

Project 140907

City Clerk

Financially Sound City Providing Exceptional Municipal Services

Goal

City Objective

Department Objective

Actual FY2014

Forecast FY2015

Budget FY2016

% of meeting notices posted Friday prior to week of scheduled meeting

100%

% of action agendas published next day

100%

% of regular Council meeting minutes presented for approval within 2 weeks of meeting

100%

# of public record requests received

800

864

800

129,000

100,000

Performance Measure

Prepare, maintain and preserve official and permanent records, to ensure an accurate historical record of the City

Provide adequate resources to support defined services and service levels Increase the use of automated systems

# of pages imaged

Improve service to internal and external customers

Maintain reserves consistent with national standards and city policies

80,000

% change in average response time to record requests

N/A

% of Cemetery records/locations inquiries completed same day

100%

Percentage change in Cemetery Trust Fund Balance

-0.7%

-13.3%

-22.4%

Human Resource Department

Financially Sound City Providing Exceptional Municipal Services

Goal

City Objective

Retain and hire top quality City workforce dedicated to serving Fort Myers community

Department Objective

Performance Measure

Keep abreast of legislative changes as well as union contracts that impact all terms, benefits, privileges and conditions of employment

# of policies and practices revised

Research and perform competitive analysis of benefits, wages and policies with our surrounding local government

Frequency of competitive analysis performed

Offer in-house and external training workshops for supervisory employees Provide monthly Wellness Workshops for employees to promote employee wellness in the workplace.

Forecast FY2015

Budget FY2016

Final Edits Revised of Entire Implement Entire Employee revised Employee Policies Employee Policies and and Policies and Procedures Procedures Procedures Manual Manual Manual

Monthly

$8,409 Employee $21,400 Family

$8,661 Employee $22,000 Family

100%

66%

100%

# of training workshops offered

# of workshops provided

Annual cost for employee health insurance Offer pension and insurance (Employee/Family) benefits to employees at a reasonable cost to the employee Deliver City services in and to the taxpayer the most cost effective, # of pension workshops with efficient manner Council (per year) Maintain effective working relationships with employee unions

Actual FY2014

% of contracts successfully negotiated

City Objective

Department Objective

Performance Measure

Actual FY2014

Forecast FY2015

Budget FY2016

Provide adequate resources to support defined services and service levels

Grow revenue to meet 25% of the annual Police budget within 5 years through supplemental resources

Total grant dollars

230,112

472,745

364,131

Uniform Crime Rate Reduction/Increase

-2.8%

-8.5%

N/A

# of traffic crashes

4,216

4,734

N/A

Homicide Clearances

N/A

# occurrences of auto theft, burglary and robberies

2,176

2,014

N/A

# of homicides

N/A

Officer participation rate

N/A

Safe and Livable Neighborhoods

Goal

Financially Sound City Providing Exceptional Municipal Services

Police

Reduce the crime rate and criminal activities Ensure Fort Myers rates in the top 100 of the safest cities in Florida

Reduce the homicide rate Develop and sustain strong neighborhood associations

Increase police employee participation in high impact community-based programs

Fire Department

Financially Sound City Providing Exceptional Municipal Services

Goal

City Objective

Provide adequate resources to support defined services and service levels

Department Objective

Provide professional emergency services, protecting lives, property and the environment through fire suppression, emergency medical care, rescue, and hazardous materials mitigation in a safe and efficient manner

Single unit fire suppression response time < 5 minutes Full alarm fire suppression response time < 9 minutes Increase annual business inspections conducted - % increase over prior year

Research and develop programs that provide life safety skills to the public (CPR, fall prevention, fire # of annual public education safety) targeting schools, presentations businesses, daycare centers and assisted living facilities

Implement the IAFF/IAFC Wellness Initiative Retain and hire top quality City workforce dedicated to serving Fort Myers community

Performance Measure

Actual FY2014

Forecast FY2015

Budget FY2016

62.5%

54.3%

75.0%

84.1%

52.1%

84.0%

816

395 (48.4%)

750 89.9%

231

159

170

20.0%

8.2%

20.0%

% of personnel participating in at least 6 hours of wellness training per month

Conduct supervisory meetings to empower officers in order to # of meetings conducted per achieve a greater accountability year and enhance teamwork

Notes: IAFF - International Association of Fire Fighters IAFC - International Association of Fire Chiefs

Finance

Goal

City Objective

Financially Sound City Providing Exceptional Municipal Services

Develop new revenue sources to support City government

Maintain financial reserves consistent with national standards and city policies

Actual FY2014

Forecast FY2015

Budget FY2016

14.50%

10.90%

9.90%

Police

7.2%

1.2%

3.3%

Fire

-4.7%

3.9%

4.2%

General

25.3%

6.5%

12.7%

Continue production of budget # of continuous years GFOA document to suffice GFOA criteria distinguished budget award to receive annual budget award received

Continue production of CAFR # of continuous years GFOA document to suffice GFOA criteria CAFR award received to receive annual CAFR award

Department Objective

Performance Measure

Analyze revenues to County, return to City and introduce new revenue sources, if permissible, to City Council for consideration

# of new revenues introduced to City Council

Develop budget maintaining reserve balance at a minimum of 10%

Develop a long-term financial plan (2 years)

Provide adequate resources to support defined services and service levels

Provide for cost containment and sustainability of pension plans through pension reform efforts

% of General Fund reserves to total expenditures

Number of meetings with City Council where a projection of future year budgets is presented % change in City pension cost for each of its (3) pension plans:

Leverage City resources through public-private partnerships

Provide cost benefit analyses of outsourcing various city services

# of City services evaluated for outsourcing

Deliver City services in the most cost effective, efficient manner

Address City services grant allocations with Special Events Committee

# of meetings/workshops held with Special Events Committee

Community Development Department

Safe and Livable Neighborhoods

Financially Sound City Providing Exceptional Municipal Services

Goal

City Objective

Department Objective

Performance Measure

Protect the health, safety and Identify and tag unsafe general welfare of citizens structures - # of unsafe through effective Code structures Enforcement identifying and eliminating blight, reducing the number of unsafe structures and Identify and tag abandoned abandoned properties and properties - # of abandoned encouraging well maintained properties / registrations properties. Meet BPI Plan review time Provide public safety through frames 100% of the time. effective enforcement of building Provide adequate codes as required by State resources to support Statutes. Roll less than 5% of BPI defined services and inspections to the next day. service levels Provide emergency response to natural and manmade disasters Track number of damage by conducting damage assessment exercises, assessments required for State trainings and actual events. and Federal financial reimbursement. Develop and implement programs and regulations to encourage well maintained properties, reduce Identify and comply unsafe visual blight, improve the structures - # of structures appearance of poorly managed Target 20/year properties and ensure effective Code Enforcement. Revitalize a minimum of 6 Improve quality of life in Fort units per year in Myers by effectively utilizing State neighborhoods through and Federal funding to promote rehabilitation, reconstruction the stabilization of communities and redevelopment as and economic development funding becomes available. Increase the percentage of home ownership in the neighborhoods

Enhance neighborhoods by improving existing housing stock Utilize NSP/CDBG/SHIP through rehabilitation and funds to acquire, rehab and stabilization programs as well as resell units in the infill - # of construction of new housing on units - Target 5/year infill lots utilizing grant programs. Encourage and support homeownership and affordable housing opportunities.

Provide homeowner education programs to a target of 16 residents, 4 per quarter

Notes: BPI - Building, Permits and Inspections NSP - Neighborhood Stabilization Program CDGG - Community Development Block Grant SHIP - State Housing Initiative Partnership

Actual FY2014

Forecast FY2015

Budget FY2016

100

554/1583

570/1501

500/1600

93%

94%

100%

<1%

Public Works

Goal

City Objective

Safe and Livable Neighborhoods

Upgrade City parks and recreational facilities

Actual FY2014

Forecast FY2015

Budget FY2016

Enhancements to STARS Complex facility included in the 5-year CIP?

Yes

Create a not-for-profit corporation, STARS Foundation as an additional revenue source for the STARS Complex - % complete

n/a

60%

Clemente Park Upgrade Phase II

Pursue grant opportunities to fund project - # of grants applied for

n/a

Repair a minimum of 5,000 linear square feet of damaged sidewalks per year

Linear feet of damaged sidewalks repaired

4,255

14,470

5,000

Repair a minimum of 300 pot holes per year

# of repairs made to pot holes

173

684

300

Repaint 100 miles of roadway lines per year

Miles of roadway lines repainted

114

100

# of signs replaced

969

572

300

# linear feet of water main replacements

6,878

3,300

4,000

# of lift stations rebuilt

Upgrade a minimum of three electrical & ten telemetry panels per year

# of electrical/telemetry upgrades

Video sewer mains a minimum of 20,000 linear feet per year

# of linear feet sewer mains videoed

47,000

49,616

20,000

Reduce # of work orders submitted for sewer stoppages

# of work orders for sewer stoppages

411

678

500

Locate all sewer assets in the GIS

% completion on locating sewer assets in GIS

38%

45%

65%

Department Objective

Performance Measure

STARS Complex renovation/upgrade

Replace a minimum of 300 worn traffic signs per year Replace a minimum of 4,000 Upgrade neighborhood linear feet of water mains per year infrastructure, streets, sidewalks and lighting Rebuild a minimum of 4 lift stations per year

Public Works

Goal

Actual FY2014

Forecast FY2015

Budget FY2016

Inventory and assess conditions of all City owned buildings - % of report complete

50%

99%

100%

% change in recreation revenues over prior year (includes Recreation, Skatium and STARS)

-2%

100%

98%

95%

98%

22%

20%

152

167

200

Provide for local odor control at lift % of odor control performed stations weekly weekly

100%

Examine electrical contacts and components of lift stations monthly

% of electrical checked monthly

100%

Perform 50 clean out installs per year on sewer lines

# of clean outs installed

Perform maintenance on a minimum of 100 air release valves

# of air release valves maintained

178

100

Sweep 7,500 miles of streets

# of miles of streets swept

6,296

6,772

7,500

Perform cleaning & inspection of catch basins 150 times per year

# of times catch basins cleaned /inspected

1,025

199

150

Clean and inspect 5,000 linear feet of drainage pipes per year

# of linear feet drainage pipes cleaned/inspected

6,559

6,772

5,000

City Objective

Department Objective

Performance Measure

Provide adequate resources to support defined services and service levels

Provide a comprehensive facilities and buildings report

Financially Sound City Providing Exceptional Municipal Services

Develop new revenue Increase recreation programs sources to support City offered and adjust fees in order to government achieve increased revenues

Evaluate Solid Waste, Utility and Stormwater rates annually to % of Solid Waste, Utility and ensure sufficient revenue is Stormwater rates evaluated generated to support core service annually levels Ensure City vehicles and equipment are maintained & % of City vehicle availability repaired minimizing down time to user departments % of recreation operations Provide affordable recreation funded with user fees programs for users (Recreation and STARS) Complete a minimum of 200 work Average # of work orders orders regarding facility repair per completed per month month

Deliver City services in the most cost effective, efficient manner

Public Works

Vibrant Downtown on the River

Financially Sound City Providing Exceptional Municipal Services

Goal

City Objective

Department Objective

Performance Measure

Actual FY2014

Forecast FY2015

Budget FY2016

Perform maintenance on a minimum of 100 fire hydrants annually

# of fire hydrants serviced

4,385

100

Increase amount of in-house work on facility maintenance

% of facility maintenance work performed in-house

60%

66%

70%

Address park maintenance needs through visiting sites a minimum of 2 times per month

% of park sites visited 2 times per month

100%

97%

98%

95%

Deliver City services in the most cost effective, Respond to customer requests % of water service requests pertaining to water service within 2 efficient manner responded to within 2 hours hours 95% of the time

Upgrade MLK and other corridors connecting to Downtown

Continue to receive recognition as a Tree City USA

# of years recognized as a Tree City

Maintain efficient residential and commercial solid waste services including recycling, horticulture and special pick-up/junk collection services

% of collection routes completed on schedule

100%

Participate in FDOT evaluation & construction of medians on US41/Cleveland Ave. corridor

% of evaluation/construction complete

n/a

55%

100%

25%

92%

100%

n/a

50%

Conduct study and Complete Wayfinding Sign project construct/install signage - % complete Maintain Downtown as a destination for arts, culture and entertainment

Define scope of a study for site analysis on downtown boat ramp and park

Initiate study - % complete

Cultural & Historic Affairs

Economic Prosperity and a Growing Economy

Financially Sound City Providing Exceptional Municipal Services

Goal

City Objective

Department Objective

Performance Measure

Leverage City resources through public-private partnerships

Complete long-range traveling and exhibition funding plan with Non-Profit support organizations

Maintain zero City subsidy for traveling exhibits Amount of City subsidy for traveling exhibit

Increase # of volunteer Deliver City services in Grow volunteer/internship hours by 15% each year - # the most cost effective, programs to support new and of hours - % change over efficient manner continuing programs prior year

Expand Fort Myers as a historic, arts and culture center

Provide world class exhibits, innovative programs and unique locally significant displays

Open one "Blockbuster" exhibit at each Museum - # of exhibits provided each year

Actual FY2014

Forecast FY2015

Budget FY2016

7,015 100%

8,205 17%

10,000 22%

Initiate a minimum of three new programs targeting students each year - # of new programs

Harborside Event Center

Goal

City Objective

Department Objective

Performance Measure Average Attendance at Conference/Tradeshows % Change versus prior year

Actual FY2014

Forecast FY2015

Budget FY2016

62,920

72,358 15.0%

75,975 5.0%

57,750

66,967 16.0%

70,315 5.0%

177

398 124.9%

163

219.8 34.8%

230.8 5.0%

3,099,500

4,367,000 40.9%

4,585,350 5.0%

99%

88%

90%

97%

95%

Vibrant Downtown on the River

Average Attendance at Social Events - % change versus prior year

Number of Events Held - % change versus prior year Provide convention, Maintain Downtown as a conference and special events Total number of Event Days % change versus prior year destination for arts, facilities and services to culture and customers by emphasizing the entertainment human dimension to client Total Square Footage of services. Space Rented - % change versus prior year

398

Customer Service Willingness to Return

Customer Service - Percent of Repeat Business

Overall Customer Satisfaction

Information Technology Services (ITS)

Financially Sound city Providing Exceptional Municipal Services

Goal

City Objective

Department Objective

Performance Measure

Provide adequate resources to support defined services and service levels

Support City operations through providing integrated user friendly and modern technology with a high level of customer support and training

Maintain 85% on time completion rate on repair work orders.

Retain and hire top quality City workforce dedicated to serving Fort Myers community

Review current staffing levels and provide training mechanisms for staff to develop their skills

Review like services with the County for possible collaboration Deliver City services in the most cost effective, efficient manner

Research and analyze staffing levels of like size Cities to determine proper staff levels to maintain core services - % complete by end of fiscal year

Note: Cloud technologies are the use of third party services

Forecast FY2015

Budget FY2016

85%

90%

100%

25%

50%

100%

75%

85%

100%

25%

50%

75%

Continue meetings with the County staff to determine like services for areas of cooperation and collaboration - % complete of services identified for collaboration Review cloud technologies (see note below) to determine if they would be beneficial to the City - % of cloud technologies reviewed

Research alternative ways to provide technology services

Actual FY2014

Community Redevelopment Agency

Economic Prosperity and a Growing Economy

Vibrant Downtown on the River

Goal

City Objective

Upgrade MLK and other corridors connecting to Downtown

Department Objective

Increase Taxable value of redevelopment areas

Actual FY2014

Forecast FY2015

Change in taxable value of Martin Luther King Jr. Blvd Redevelopment Areas

(5,162,917)

1,436,002

Change in taxable value of Cleveland Avenue Redevelopment Areas

(3,606,993)

56,704

16,682,574

Change in taxable value of Downtown Redevelopment Area

7,614,117

23,410,265

21,163,666

Performance Measure

Budget FY2016

(2,002,840)

Leverage City resources through public-private partnerships

Attract a major, fullservice hotel with conference center

Percentage of City funding achieved

N/A

100%

Develop a proactive business recruitment program with a set of economic tools

Achieve commitment from a new business to move into the City

% of completion for business commitment

N/A

100%

Expand and diversify the local economy

Develop entrepreneurial enterprises to stimulate economic development

Office/Warehouse occupancy rate at the Southwest Florida Enterprise Center

100%/90%

100%/100%

Budget Summary Budget Issues and Challenges The following describes the issues and challenges facing the City throughout the development of the budget: • The recovering economy is evident with improved General Fund operating revenues, along with a recently implemented fire assessment fee, that combined, come close to funding recurring operating expenditures. However, making strides to improve reserves remains a challenge as reserve levels are at the bottom of the prescribed ranges established in fund balance and budget policies • Levy of 8.7760 mills out of maximum levy limit of 10 mills does not leave much room for future revenue generation through millage rate increases • Health insurance, while only a slight increase of 3% was imposed by provider, remains a very costly benefit * • City Pension contributions – per actuaries, by employee group as a % of payroll: General, 37.0%, Police, 84.4% and Fire, 70.3% * • Equipment replacement – postponement of computer and vehicle replacements during past years in order to offset budgetary shortfalls results in equipment failures that are becoming increasingly more frequent • Employee wages - with the FY2016 budget, City employees have recovered wages lost from October, 2010, however wages remain below market • Resources to provide services – Employee count is 200 less than 2008, however population is at all-time high • Union contracts – the City’s efforts towards providing sustainable benefits to employees, such as pension reform all requires union negotiation and approval *All issues related to the current economic environment

Short and Long-Term Budgetary Plans During fiscal year 2015, the City implemented a fire assessment fee. This fee was included in the budget process and driven by participating in an interactive General Fund long-term model developed by consultants, Burton & Associates with the assistance of City staff. The model provided a diagnostic view of the City’s finances without making any changes, followed by scenarios using growth and cost assumptions along with revenue and expenditure adjustments. The implementation of the fire assessment fee was derived from this model as the best alternative to filling the gap between operating revenues and expenditures and providing for reserves in accordance with City policies. This also addressed the City’s strategic plan objective to develop new revenue sources. The following page shows a two-year General Fund projection:

General Fund Budget Projections (Amounts in Millions) Projection FY2015-16 FY2016-17 FY2017-18 Revenues Taxes Licenses and Permits Fire Assessment Fee Intergovernmental Charges for Services Fines and Forfeitures Miscellaneous revenues Contribution from Enterprise Funds Operating transfers in Appropriated reserves

54.5 7.5 2.2 8.9 1.3 0.6 5.5 11.1 1.7 0.7 94.0

$ Expenditures Personal services Operating expenses Transfers Debt Shortfall

61.0 19.3 5.4 8.3 94.0 -

$ $

56.7 7.4 2.2 9.1 1.3 0.6 5.5 11.1 1.1 0.0 95.0 63.4 18.2 5.5 7.9 95.0 -

$ $

58.5 7.2 2.3 9.3 1.3 0.6 5.6 11.1 1.1 0.0 97.0 65.3 18.3 5.5 7.9 97.0 -

Incorporation of the interactive financial planning model into the budget planning and development process has proven to be successful, as projected revenues with the fire assessment fee supports projected operating expenditures, producing structurally balanced budgets. The City plans to utilize this model on an annual basis as a tool for future year budget development and to calculate short and long-term impacts to decisions. The City also focuses on the long-term during the development of its 5-year Capital Improvement Program. This program actually schedules out projects for a 10-year period however, only the 5-year program is adopted by the City Council. Positioning the City for the future, the City has invested in its downtown area with capital improvements including the completed Downtown Detention Basin project which added waterfront area for more business opportunities that will revitalize the City along with the renovation of the Harborside Event Center that will be part of a hotel/parking garage venture planned in the near future. In addition, on an annual basis, the City contracts Burton & Associates to incorporate its 10-year capital improvement program for utility projects into a model that

is analyzed to determine future utility rates and debt requirements. Burton & Associates provide a complete Water & Sewer Revenue Sufficiency Analysis report each year. Budgeted Funds The City establishes a budget for 13 major departments and over 80 divisions. The General Fund, along with Special Revenues, Debt Service, Capital Projects, Internal Services, Enterprise, and Trust and Agency Funds, provides a citywide budget of $297,897,546 for FY2016. The FY2016 budget is 6.1% more than the prior year as a result of a step increase budgeted for sworn personnel in the Police and Fire Departments, a three percent salary increase for non-sworn personnel, a three percent increase in health insurance cost, $1.2 million dollars of additional Police Department funding for vehicles, equipment and a COPS grant match, and an additional 25 positions, including 21 Firefighters funded via a SAFER grant. As noted on the following pages, the largest budget is the General Fund at $94,038,950, which provides the necessary funds for the general services of the City, defined as police and fire protection, parks and recreation, legislative and administrative services. Police and Fire protection are the two largest departments within the General Fund and within public safety, which accounts for 61.2% or $57.5 million in expenditures for FY2016. The Utility Fund, at $76,412,470, is the next largest budget, which consists of water and sewer services, with 31.1% of the budget attributable to its capital projects in FY2016. Other Enterprise Funds consist of Solid Waste which provides residential and commercial waste collection services along with roll-off services, a yacht basin, stormwater, downtown parking, a recreation facility called the Skatium, two golf courses, an historic home, the Imaginarium Science Center, building permits and inspections services, an historical museum, and a conference and event center. Debt Service Funds consist of debt service requirements for all Governmental Fund longterm debt obligations. The Capital Improvement Budget consists of new General capital project appropriations. Please note that the Proprietary (Enterprise) Funds include their applicable debt service requirements and capital project spending. Special Revenue Funds also include Grants and Trust Funds. The Internal Service and Pension Trust Fund budgets are adopted by charges reflected in the other Fundsâ&#x20AC;&#x2122; operating budgets. The Community Redevelopment Agency (CRA) and redevelopment areas are shown for informational purposes only. The City does not adopt budgets for these entities. Budgets for these entities are adopted by the Community Redevelopment Agency governing board. The following two pages summarize all funds that have appropriations for FY2016. The City has additional funds that are audited, but not included in the FY2016 budget. Such funds consist of certain Special Revenue Funds that are accumulating fund balances for future appropriations and certain Agency Funds that account for monies collected by the City and are held in a custodial capacity until remitted to the proper authority.

FY2015-16 Budget Summary

General Fund

Utility Fund

All Other Enterprise

Debt Service

Capital Improvement Budget

Beginning Fund Balance

10,049,596

26,360,766

12,232,713

5,242,425

37,353,775

Revenues Ad Valorem Taxes 8.7760 Other Taxes Licenses and Permits Intergovernmental Revenues Charges for Services Fines and Forfeitures Interest Income Miscellaneous Contributions from Other Funds Grants Debt Proceeds Operating Transfers In Appropriated Fund Balance Revenue Reserves Total Revenues

41,584,400 12,940,200 9,715,300 8,854,800 1,297,200 597,400 77,000 5,397,500 11,078,600 1,739,100 93,281,500

61,328,000 60,000 840,000 62,228,000

3,576,700 200,000 25,384,300 185,000 29,300 1,814,100 2,476,900 33,666,300

1,678,800 8,520,700 10,199,500

121,200 312,422 210,500 2,539,250 3,183,372

Expenditures General Government Public Safety Physical Environment Transportation Economic Environment Culture and Recreation Other Uses Capital Projects Sub-total Expenditures Operating Transfers out Capital Improvement Transfers Debt Service Transfers Out Expense Reserves Expenditure Savings Total Expenditures

12,173,050 57,500,200 6,239,300 491,300 2,671,400 1,324,700 80,399,950 5,222,400 157,000 8,259,600 94,038,950

46,719,400 23,783,170 70,502,570 5,909,900 76,412,470

3,483,400 12,197,000 925,300 11,701,100 3,171,442 31,478,242 5,380,300 45,000 178,700 37,082,242

11,585,500 11,585,500 11,585,500

3,000,000 6,982,172 9,982,172 1,229,750 11,211,922

9,292,146

12,176,296

8,816,771

3,856,425

29,325,225

Ending Fund Balance

Special Revenue

Trust & Agency Funds

Total FY15/16 Budget

Internal Service

CRA

FY 14/15 Budget

FY 13/14 Actual

8,353,930

3,969,911

4,049,433

230,587,350

338,199,899

17,168,200 100,000 17,268,200

1,139,600 100,000 192,000 2,697,600 4,129,200

2,600,000 5,920,538 770,000 300 626,924 268,100 10,185,862

4,000,000 27,097,800 31,097,800

41,584,400 18,479,800 13,292,000 15,387,760 105,947,700 782,400 4,166,600 36,278,824 11,078,600 18,241,650 265,239,734

38,239,300 17,907,800 13,813,600 10,277,252 103,316,000 861,700 2,060,700 34,119,231 10,791,300 447,122 27,642,650 17,058,200 276,534,855

35,761,963 19,882,809 14,558,710 8,747,237 100,658,716 838,500 5,295,158 35,202,614 10,137,000 4,272,547 39,910,000 33,212,603

16,820,900 16,820,900 1,491,000 952,500 82,400 19,346,800

4,213,200 1,500,000 5,713,200 63,600 5,776,800

75,000 5,426,996 4,250,100 863,966 10,616,062 148,100 200,000 -

8,528,900 14,360,000 22,888,900 22,888,900

49,183,350 80,770,596 65,155,700 5,666,700 5,077,166 14,372,500 4,324,700 35,436,784 259,987,496 18,215,300 2,584,250 8,520,700 289,307,746

46,680,900 72,759,739 63,292,700 5,034,800 4,895,244 14,050,000 4,651,600 54,879,828 266,244,811 17,444,500 1,081,500 9,323,500 (1,500,000) 292,594,311

45,065,374 72,933,314 55,782,363 4,774,065 4,976,337 12,312,421 1,335,900 21,194,841 218,374,615 15,936,150 18,549,249 8,864,204 261,724,218

10,964,162

6,275,330

2,322,311

3,271,133

238,796,250

314,131,887

308,477,857

Citywide Overview The fiscal year 2015/2016 budgets for all City operating funds total $201.3 million. Operating funds are defined as the annual budgets for the General Fund, Street Maintenance Fund and Enterprise Funds. The Internal Service Funds are not reflected in this amount since their expenditures are financed by charges to other Funds within the City and including these amounts would result in a double counting of those expenditures. By definition, Debt Service, Capital Improvement, Special Revenue and Trust and Agency Funds are not used to account for normal operations and are therefore not included in the above total. The graphs provided below show how the Citywide operating budget trends over six years. Citywide Budgeted Operating Revenues by Function $ in Millions $250

Other Sources Transfers In Appropriated Reserves

$200

Miscellaneous

$150

Interest Income Fines and Forfeitures

$100

Charges for Services

$50

Intergovernmental Licenses and Permits

$0 FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

Taxes

Citywide Budgeted Operating Expenditures by Function $ in Millions Transfers Out

$250 Debt Service

$200

Contingencies

$150

Culture/Recreation Transportation

$100

Physical Environment

$50 Public Safety

$0 FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FY15-16

General Government

Revenues â&#x20AC;&#x201C; Citywide Of the $201.3 million budgeted revenues, approximately $88.0 million is funded by Charges for Services, which consist of water, sewer and solid waste charges, greens fees for rounds played at the Cityâ&#x20AC;&#x2122;s golf courses and attendance fees at City attractions. The second largest funding source is taxes at $57.1 million, with property taxes at $41.6 million or 72.8% of total taxes. The following schedule represents a summary of total City Operating Revenues by category.

FY2014-15 In Millions % $ 53.6 28.2% 13.8 7.3% 8.6 4.5% 85.4 44.9% 0.8 0.4% 0.2 0.1% 7.9 4.1% 15.0 7.9% 4.9 2.6% $ 190.2 100%

Category Taxes Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Interest Income Miscellaneous Transfers In Appropriated Reserves

FY2015-16 In Millions % $ 57.1 28.4% 13.3 6.5% 9.6 4.8% 88.0 43.7% 0.8 0.4% 0.2 0.1% 8.4 4.2% 15.4 7.7% 8.5 4.2% $ 201.3 100%

FY2015-16 Operating Revenue by Category Appropriated (In Millions) Reserves $8.5

Taxes $57.1

Transfers In $15.4 Licenses & Permits $13.3

Miscellaneous $8.4 Interest Income $.2

Fines and Forfeitures $.8 Intergovernmental $9.6

Charges for Services $88.0

FY2016 Major Funding Sources and their Relationship to Major Funds Ad Valorem

General Fund

Other Taxes

Licenses and Permits Intergovernmental

Charges for Services

44.2%

13.8%

10.3%

9.4%

1.4%

CRA

0.0%

19.0%

0.0%

1.7%

0.0%

Other Special Revenue

0.0%

23.6%

0.0%

53.8%

7.0%

Utility Fund

0.0%

80.3%

Solid Waste Fund

0.0%

1.2%

83.6%

Other Enterprise Funds

0.0%

17.5%

0.0%

56.1%

Internal Service

0.0%

88.7%

Debt Service

0.0%

14.4%

0.0%

Capital Improvement Budget

0.0%

1.1%

0.0%

2.8%

0.0%

Trust & Agency Funds

0.0%

Bold Font = Funds Largest Revenue Source

Fines and Forfeitures

Contributions/ Transfers from other Miscellaneous

Appropriated Fund Balance

Debt Proceeds

Total Revenues

0.6%

5.8%

13.6%

0.8%

0.0%

94,038,950

0.0%

3.2%

44.9%

31.3%

0.0%

6,011,400

0.0%

5.7%

2.4%

7.5%

0.0%

11,009,162

0.0%

1.2%

0.0%

18.6%

0.0%

76,412,470

0.0%

0.3%

0.0%

15.0%

0.0%

16,668,400

0.9%

8.2%

12.1%

5.2%

0.0%

20,423,842

0.0%

0.5%

0.0%

10.8%

0.0%

19,355,000

0.0%

73.2%

12.4%

0.0%

11,647,400

0.0%

1.9%

22.6%

71.7%

0.0%

11,233,122

0.0%

100.0%

0.0%

31,097,800 297,897,546

Expenditures â&#x20AC;&#x201C; Citywide The largest single service provided by the City is Physical Environment (i.e. water, sewer and solid waste services) at $65.2 million. Other major services include Public Safety, which provides police and fire protection along with building inspections, zoning and code enforcement at $61.0 million, Culture/Recreation, which accounts for recreational activities such as boating, golfing, an event center, a historical home and museums at $14.4 million and General Government at $12.2 million. The following schedule represents a summary of operating expenditures by function:

Function General Government Public Safety Physical Environment Transportation Culture/Recreation Contingencies Debt Service Transfers Out

FY2014-15 In Millions % $ 11.3 5.9% 57.3 30.1% 63.3 33.3% 4.9 2.6% 14.0 7.4% 0.2 0.1% 9.1 4.8% 30.1 15.8% $ 190.2 100.0%

FY2015-16 In Millions % $ 12.2 6.0% 61.0 30.3% 65.2 32.4% 5.4 2.7% 14.4 7.1% 4.0 2.0% 8.4 4.2% 30.7 15.3% $ 201.3 100.0%

FY2015-16 Operating Expenditures by Function (In Millions) General Government $12.2

Transfers Out $30.7

Debt Service $8.4

Public Safety $61.0

Contingencies $4.0

Culture/Recreation $14.4 Transportation $5.4

Physical Environment $65.2

Fund Balance â&#x20AC;&#x201C; Citywide The following chart illustrates citywide fund balances for all budgeted City operating funds for a period of eight years. Fund balance, also referred to as reserves, is the difference between assets and liabilities. The chart provides a breakdown between restricted and unrestricted fund balance. Restricted by definition for this purpose is only the amount that either cannot legally be available to spend by the City for its general operations, as those reserves in the Building, Permits and Inspections Fund, or minimum reserve levels prescribed by outside consultants, as is the case in the Risk Management Fund. Governments seek to maintain adequate levels of fund balance to mitigate current and future risks and to ensure stable tax rates. Credit rating agencies carefully monitor levels of fund balance to evaluate a governmentâ&#x20AC;&#x2122;s credit worthiness as well as to determine future borrowing costs. Over time, the City had been able to generate healthy reserves through cost containment. As indicated in the chart below, the City is now using reserves at a faster pace than it can augment. This is the result of the City deciding to use some of its surplus reserves to fund capital projects and to maintain operations at current levels, even though current revenues are insufficient to fund them.

Citywide Fund Balance FY2009-2016 $90.0

$80.4 $80.0

$71.7

$69.3

$68.4

$69.3

$70.7

$70.0

Millions

$60.0

$51.0

$50.0

$38.5 $40.0 $30.0 $20.0 $10.0 $0.0

Restricted Unrestricted

Personal Services – Citywide The FY2016 budget incorporates a one Step increase for the Fire Union employees which equates to an increase of 3.0%. The FY2016 budget provides for a 3% increase for the General Union and non-union employees. The budget has been prepared amid Police Union negotiations and contains a one Step increase which equates to an average increase of 3.5%. The FY2016 budget includes seniority pay for all eligible employees. Employee benefits are anticipated to increase $2,658,754 over the prior year due to a $1,034,100 increase in health/ life insurance, as a result of a 3% increase in premiums and employees changing health care plans, and a $1,624,654 increase in budgeted pension expense, excluding public safety grants. The net increase in pension expense results from budgeted salary increases and increased contribution requirements as a percentage of covered payroll. Additionally, the investment return assumption for the General Employees’ Pension Plan has been reduced to 7.755 from 7.9%. FY2016 contributions to the three pension plans total $23,347,700 from the City, $2,749,000 from employees and $1,001,100 from the State, resulting in total contributions of $27,097,800. There are a number of factors involved in the valuation of the plans, and in the past year, investment returns exceeded assumptions in all three plans. In the General Employees’ and in the Firefighters’ Plans, lower than expected turnover has been experienced, average increases in earnings have been less than the assumed rates and net actuarial experience has been favorable. Net actuarial experience was less favorable than expected in the Police Officers’ Plan due to lower than expected retiree mortality and average salary increases that were greater than anticipated. The percentage of payroll funding methodology used in funding all three plans requires FY2016 rates of 37.0% for the General Employees’ Plan, 70.3% for the Firefighters’ Plan, and 84.4% for the Police Officers’ Plan. The FY2016 budget freezes the funding for 17 vacant General Fund positions. The frozen positions, while not funded, are included in the FTE totals as the positions have not been eliminated. Also during the FY2016 budget process, 2.2 FTEs were added. For a detailed explanation, please refer to the following pages as well as the individual division budget pages.

The table and graph below summarizes, by function, the City's full-time equivalent positions (FTE's) for FY2015-16 and the past seven years.

Function General Government Public Safety Physical Environment Transportation Culture/Recreation Community Development Total

FY 08-09 143.6 511.7 295.9 22.6 122.4 17.4 1113.6

FY 09-10 119.6 412.5 259.7 18.6 103.6 14.0 928.0

FY 10-11 114.0 427.4 253.8 19.0 100.3 13.4 927.9

FY 11-12 114.0 427.4 253.7 19.0 104.0 13.4 931.5

Budgeted Personnel by Function Fiscal Years 2009-2016 (FTE's)

FY 12-13 114.0 426.9 253.8 19.0 104.9 13.9 932.5

FY 13-14 117.0 436.8 252.5 19.0 103.4 13.9 942.6

FY 14-15 116.5 436.6 254.9 19.0 103.0 13.9 943.9

FY 15-16 118.2 438.6 256.8 18.3 100.3 13.9 946.1

Community Development

1,200

Culture/Recreation

1,000 Transportation

800 600

Physical Environment

400

Public Safety

200 0 0809

0910

1011

1112

1213

1314

1415

1516

General Government

Positions – Current and Prior Year Summary (Change vs. Year Ago) (The Departments of Mayor and City Council excludes the Elected Officials) Department Change FY14-15 FY15-16 FY15-16 Unfunded Positions Total FTE’s Mayor 0.0 0.0 0 # Change 0.0 0.0 % Change 0.0% 0.0% Total FTE’s City Council 0.0 0.0 0 # Change 0.0 0.0 % Change 0.0% 0.0% Total FTE’s City Manager 4.0 4.0 0 # Change 0.0 0.0 % Change 0.0% 0.0% Total FTE’s City Clerk 16.0 16.0 1 # Change 0.0 0.0 % Change 0.0% 0.0% Total FTE’s City Attorney 9.0 9.0 1 # Change 0.0 0.0 % Change 0.0% 0.0% Total FTE’s Fire 141.0 142.0 1 # Change 0.0 1.0 % Change 0.0% 0.7% Total FTE’s Police 249.7 248.7 3 # Change (0.2) (1.0) % Change (0.1%) (0.4%) Total FTE’s Human Resources 8.0 8.0 1 # Change 0.0 0.0 % Change 0.0% 0.0% Total FTE’s ITS 19.0 20.0 0 # Change 0.0 1.0 % Change 0.0% 5.3% Total FTE’s Finance 31.5 31.5 3 # Change (.5) 0.0 % Change (1.6%) 0.0% Total FTE’s Community Dev. 59.9 61.9 4 # Change 0.0 2.0 % Change 0.0% 3.3% Total FTE’s Venues 39.3 36.6 0 # Change (.4) (2.7) % Change (1.0%) (6.9%) Total FTE’s Public Works 366.5 368.4 3 # Change 2.4 1.9 % Change .7% 0.5% Total FTE’s TOTALS 943.9 946.1 17 # Change 1.3 2.2 % Change .1% .2% 78

The net change in personnel for Fiscal Year 2016 is an increase of 2.2 FTE’s as described below: The Fire Department increased personnel 1.0 FTE as a result of adding a new Fire Inspector position. The Police Department decreased personnel (-1.0 FTE) due to the net effect of the elimination of a Custodian and a Public Information Officer position (-2 FTE’s) partially offset by the addition of 1 FTE for a new Lieutenant position during FY2015. Information Technology Services (ITS) increased personnel 1.0 FTE as a result of the addition of a new Network Security Administrator position. Community Development increased personnel 2.0 FTE’s due to the addition of a Permit Representative and a Customer Service Representative position in the Building Permits and Inspection Division. Also, personnel are allocated among Housing & Real Estate, the CDBG and SHIP grants. There was a reallocation of staff that resulted in a .2 FTE increase in Housing & Real Estate offset by a (-.2 FTE) decrease in the CDBG grant. The Venues decreased personnel (-2.7) FTE’s as a result of the following. The Imaginarium Science Center and the SWFL Museum of History share personnel. The Imaginarium Science Center increased .2 FTE’s due to the reallocation of staff from the SWFL Museum of History (.3 FTE) partially offset by a reduction in hours of one parttime Visitor Service Assistant position (-.1 FTE), the SWFL Museum of History decreased staff due to the above mentioned reallocation (-.3 FTE) and Harborside Event Center decreased (-2.6) FTE due to a reorganization of staff. Public Works increased personnel 1.9 FTE’s as a result of the following. Recreation decreased personnel .8 FTE due to the net effect of three part-time Recreation positions transferred to the Skatium (-1.8 FTE) partially offset by the transfer of a Food Service Coordinator position from the Skatium (1 FTE) to Recreation. Parks decreased personnel .1 FTE due to the reduction in hours of one part-time Serviceworker II position. Street Maintenance decreased personnel .7 FTE’s due to the allocation of hours of a Parts Clerk position to Public Works Warehouse. The Skatium increased personnel .8 FTE’s as a result of the above mention reorganization of staff with Recreation. Solid Waste Container Collections increased 1 FTE due to the addition of a new Billing Specialist II position. Solid Waste Roll-Office increased 1 FTE as a result of the addition of a new Solid Waste Operator II position. The Public Works Warehouse fund increased personnel .7 FTE as a result of the above mentioned transfer from Street Maintenance. Lastly, a vacant position was transferred from the Central Wastewater Treatment Plant (-1 FTE) to the South Wastewater Treatment Plant (1 FTE).

FY15-16 Budgeted Personnel By Department City Clerk 1.7% City Manager 0.4% Public Works 38.9%

City Attorney 1.0% Fire Department 15.0% Police Department 26.3%

Venues 3.9% Community Development 6.5%

Financial Services 3.4%

Information Technology Services 2.1%

Human Resources 0.8%

Each individual division budget page provides specific FTE information for the current and prior two years along with explanations of any significant changes in Personal Services. Below is a comparison of the City of Fort Myers population and budgeted full time equivalent positions (FTEâ&#x20AC;&#x2122;s) for FY2009 through FY2016.

1,200

72,000

1,080

70,000

960 840

68,000

720

66,000

600 64,000

480

62,000

FTE's

Population

74,000

City of Fort Myers Population and Employees Fiscal Years 2009-2016

360

60,000

240

58,000

120

56,000

0 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16

Population FTE's

The chart found below is a comparison of Florida cities with comparable population for FY2014-15 and budgeted full-time equivalent positions (FTE’s).

Fort Myers Sarasota * Delray Beach Pensacola

Population

FTE’s

69,437 52,584 62,700 51,820

943.9 582.2 773.0 770.0

80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0

1,000.0 900.0 800.0 700.0 600.0 500.0 400.0 300.0 200.0 100.0 0.0 City of Fort Myers

Sarasota

Delray Beach

FTE's

Population

FTE's vs Population for FY2014-15

Pensacola

Cities

Population

FTE's

*Sarasota’s FTE count does not include a Fire Department. This is provided as a part of Sarasota County government. City of Fort Myers Fire Department has 141.0 FTE's in FY2015.

Overview – Selected Funds General Fund Revenue Summary – Revenue estimates are based upon review of recent collection trends from the previous year, current economic conditions, estimates from the State of Florida Office of Economic and Demographic Research and the professional judgment of staff. For FY2016, General Fund revenues are budgeted at $93.3 million. Ad Valorem Taxes are based upon an 8.7760 millage rate, the same as prior year, which is 4.43% higher than the 8.4041 rolled back rate. FY2016 includes a fire special assessment fee, in the Licenses and Permits category, providing revenue in the amount of $2.2 million. A breakdown by major revenue category follows:

Major Category Ad Valorem Taxes Other Taxes Franchise Fees, Licenses and Permits Intergovernmental Charges for Services Fines and Forfeitures Interest Income Miscellaneous Contributions from Other Funds

FY2014-15 In Millions % $ 38.2 42.9% 13.0 14.6% 10.2 11.5% 7.9 8.9% 1.4 1.6% 0.7 0.8% 0.1 0.1% 5.2 5.8% 12.3 13.8% $ 89.0 100.0%

FY2015-16 In Millions % $ 41.6 44.6% 12.9 13.8% 9.7 10.4% 8.9 9.5% 1.3 1.4% 0.6 0.6% 0.1 0.1% 5.4 5.8% 12.8 13.7% $ 93.3 100.0%

FY2015-16 General Fund Revenues by Major Category (In Millions) Misc. $5.4

Contributions from Other Funds $12.8

Ad Valorem Taxes $41.6

Interest $.1 Fines & Forfeitures $.6 Charges for Services $1.3

Intergovernmental $8.9

Franchise Fees, Licenses & Permits $9.7

Other Taxes $12.9

As depicted in the table and pie chart, Ad Valorem Tax revenue represents 44.6% of total revenue for the General Fund. Other Taxes make up the second highest revenue component of the General Fund at 13.8%, with Contributions from the City’s Other Funds comprising 13.7%. Contributions are payments made in lieu of taxes and 82

franchise fees, as well as to provide a return on the Cityâ&#x20AC;&#x2122;s investment in these funds and to lessen service level impacts. Of the $12.8 million budgeted, the Utility Fund is contributing $5.9 million, the Solid Waste Fund $4.8 million, $1.5 million from Internal Service Funds, $.4 million from Stormwater, $.1 million from the Cemetery Trust and $.1 million from the Parking Fund. Other Taxes, contributing 13.8% of General Fund revenues include Public Service Taxes, $8.2 million, Communication Service Taxes, $2.8 million and Business Receipts Tax, $1.9 million. Total taxable values within the City remain below those of 2006, but have increased to 71% of the peak 2007 level. Property valuations have declined significantly throughout Southwest Florida since 2007, but the trend for the City has been increasing since 2013, with a 9.35% increase in 2015 over prior year, as shown in the following chart. Please note that the dollar amounts reported in this table are in thousands.

Tax Year

Total Assessed Valuation

Allowable Exemptions

Taxable Value

Ratio of Taxable Value to Total Assessed Value

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$5,978,611 $8,208,670 $9,518,900 $9,376,868 $7,221,346 $5,817,869 $5,540,103 $5,687,432 $5,956,622 $6,585,316 $7,284,903

$1,877,768 $2,272,274 $2,474,874 $2,530,069 $1,837,252 $1,477,179 $1,463,061 $1,621,546 $1,756,364 $2,028,996 $2,302,476

$4,100,843 $5,936,396 $7,044,026 $6,846,798 $5,384,094 $4,340,690 $4,077,042 $4,065,886 $4,200,258 $4,556,320 $4,982,427

68.59% 72.31% 74.00% 73.02% 74.56% 74.61% 73.59% 71.49% 70.51% 69.19% 68.39%

Millage Rate

Taxable Value % Increase Over Prior Year

7.2100 6.8000 6.2560 7.1634 7.4000 8.4000 8.4000 8.7760 8.7760 8.7760 8.7760

31.5% 44.8% 18.7% -2.8% -21.4% -19.4% -6.1% -.27% 3.30% 8.48% 9.35%

The City recognized increases in taxable value from 1999 through 2007 as a result of expansion and redevelopment efforts within the City, which began with the issuance of waivers of water and sewer impact fees on multi-family construction along with an annexation program. The growth trend was also fueled by increasing demand for waterfront properties in Southwest Florida, for personal occupancy and especially for investment purposes. As the booming construction business began to subside in 2007 and into 2008, several large residential construction projects with 5-10 year build-outs continued to sustain growth in our City, as evidenced by the lowest valuation decline among all the cities in Lee County in 2008. In tax year 2008, $610 million was added in net new taxable value in the City, but that figure steadily declined through 2011 to $50 million. In 2015, net new taxable value is $215.9 million, which is 42% higher than prior year. The ratio of taxable value to total assessed value fluctuated some over the last ten years, but has been declining for the last five. As we experienced an increase in new 83

construction in the City, exemptions continued to increase through 2008, due mainly to the “Save Our Homes” (SOH) homestead assessment differential, which is the assessed value of a property less the capped value per Florida Statute 193.155, limiting the amount of increase in a homestead’s property value to 3% over prior year. Amendment 1, passed by State referendum in January 2008, approved an additional $25,000 homestead exemption for properties exceeding $50,000 in value, and provided a portability component for the SOH assessment differential. The recapture component of this exemption allows taxable values to increase by 3% or the annual increase in CPI, whichever is lower, where an assessment differential continues to exist. Exemptions declined from 2009 through 2011, but have been increasing since that time, as have total valuations. The total of the original homestead exemption plus the additional homestead exemption, approved by passage of Amendment 1, increases 9.2% from prior year. Total allowable exemptions have increased 13.5% from 2014. The increase in capped value as a result of two new exemptions also approved in 2008, for non-homestead residential property and for certain residential and nonresidential real property, has increased 55.3% from prior year, sheltering $461,241,140 from taxation.

Fund Balance According to the Cityâ&#x20AC;&#x2122;s Fund Balance Policy, the unassigned General Fund reserve balance should be maintained at a minimum of 10% of the total General Fund budget, with the ultimate goal of 10 â&#x20AC;&#x201C; 17%. The FY2016 budgeted ending reserves of $9,292,146 are 9.9% of the General Fund budget. The unassigned fund balance is needed to ensure timely payment of debt obligations; ensure fund stabilization in the event of unanticipated revenue shortfalls, losses not covered by insurance, legal judgments; and ensure bond covenants or other legal obligations are met.

$94

35% 30%

$75

Fund Balance

25% $56

20% 15%

$38

10% $19 5%

Percentage of Budget

Millions

General Fund Balance as a Percentage of Budget FY2004-FY2016

Fund Balance General Fund Budget

Year

% of Budget

Per review of the chart below, the ending fund balance, or reserve, has fluctuated between $11.2 and $14.5 million from FY2004 to FY2012, with the exception of FY2006. Reserves were used in FY2004 to offset expenditures incurred as a result of Hurricane Charley. FY2005 results came in better than planned, as additional revenues, mainly in the area of licenses and permits were realized, and operating expenses were lower and, therefore, added an additional $3.3 million to our reserves. FY2006 actual results increased reserves by $8.7 million, with the most significant item being $3.4 million of capital improvements which were not completed. The FY2007 reserve balance drops by $10.9 million, due to a change in reporting of unexpended funds of capital projects from prior year, additional reserves appropriated for new capital projects and $2.7 million to initiate a self-insured, catastrophic fund in place of some of the expenditure required to maintain insurance coverage in the wake of the FY2004 and FY2005 hurricane seasons. The City continued to contribute to the catastrophic fund annually to establish a significant reserve for catastrophic events until FY2012, as insurance coverage has been modified. The reserve balance declines to $8.1 million in FY2013 as reserves were appropriated to avoid service level reductions. FY2014 revenues exceeded budget by $4.5 million, adding to reserves. Forecasted FY2015 and budgeted FY2016 reserves are expected to meet the 10% of budget policy, with the inclusion of a fire special assessment fee. 85

General Fund Fund Balance FY2004 through FY2016 (In Millions) $25

$23.2

Millions

$20 $14.5

$15 $11.2

$12.3 $13.1 $12.0

$12.1

$12.7 $11.3 $11.4 $10.0

$10

$8.1

$9.3

Year

Expenditure Summary â&#x20AC;&#x201C; For FY2016, General Fund expenditures are budgeted at $94.0 million, an increase of $5.5 million, or 6.2% from the FY2015 budget. The majority of General Fund Expenditures are in the form of Personal Services, which is the cost of employees and their benefits. Personal Services increase $2.6 million from the FY2015 budget as a result of increases in employee wages, pension and health insurance along with funding of a FY2015 frozen position and one new position. Operating expenses increase by $1.2 million driven by police equipment, City matching funds towards a COPS grant, utilities and the cost of fire services by the South Trail Fire District. In FY2016, the General Fund discontinues budgeting $1.5 million in expenditure savings. In the FY2016 General Fund expenditures budget, Public Safety expenditures are budgeted at $57.5 million, or 61.2% of the total expenditures. At $3.4 million more than prior year, this is the largest increase in the fund, which is a result of wage increases for civilians and sworn officers, and significant increases in funding for equipment and City matching funds for a COPS grant. The schedule on the following page shows a breakdown of General Fund expenditures by function:

Function General Government Culture/Recreation Public Safety Physical Environment Transportation Other Uses Operating Out Transfers Capital Improvement Transfers Debt Service Transfer Expenditure Savings

FY2014-15 In Millions % $ 11.3 12.7% 2.6 2.9% 54.1 61.1% 5.8 6.6% 0.5 0.5% 1.6 1.8% 5.0 5.6% 0.2 0.2% 8.9 10.1% (1.5) -1.5% $ 88.5 100.0%

FY2015-16 In Millions % $ 12.2 12.9% 2.7 2.9% 57.5 61.2% 6.2 6.5% 0.5 0.5% 1.3 1.4% 5.2 5.5% 0.1 0.1% 8.3 8.8% 0.0 -1.5% $ 94.0 100.0%

FY2015-16 General Fund Expenditures by Function (In Millions) General Capital Transfer Debt Transfer $.1

Government $12.2

$8.3

Operating Transfer $5.2

Culture/ Recreation $2.7

Other Uses $1.3 Transportation $.5 Public Safety $57.5

Physical Environment $6.2

General Fund Subsidy Transfers Fees for services in the Enterprise Funds are set with the goal of recovering 100 percent of costs, while proceeds of specific revenue sources in Special Revenue Funds are to provide the necessary funds for restricted expenditures. However, for some of these Funds, where revenues fall short of expenses, the City Manager and Elected Officials have determined that it is in the public interest to subsidize them from the General Fund. These Funds include the Yacht Basin, Harborside Event Center, Skatium, Street Maintenance, Para-Transit and Cultural and Historic Affairs, comprised of the Southwest Florida Museum of History, the Burroughs Home and the Imaginarium. All departments are encouraged to maintain or reduce their current subsidy level by examining their programs for alternative ways to increase revenues or decrease expenses. Of the $5.2 million in transfers, the General Fund is transferring $2.4 million in tax increment revenues to the Fort Myers Redevelopment Area and the other redevelopment areas. This represents a 9.7% increase from prior year, as valuations in the CRA have increased and 87

the City maintained the millage rate of 8.7760. The City also transfers $287,900 to the Southwest Florida Enterprise Center, which is the same amount as prior year, and the highest subsidy level ever required to supplement rental revenues, which have not recovered sufficiently from negative economic conditions. The following table reflects the net FY2015 and FY2016 budgeted transfers to and from the General Fund:

Transfers to General Fund Utilities Solid Waste Fleet Downtown Parking Information Technology Services Risk Management Stormwater Cemetery Trust Off Duty Pay Subtotal

Budgeted (In Thousands)

FY2015

FY2016

% Change

5,910 4,754 277 100 357 858 414 130 18

5.1% 0% 0% 0% -44.7% 262.0% 0% 0% -81.6%

12,818

4.4%

(2,409) (288) (141) (205) (926) (907) (282) (64)

9.7% 0% 0% -6.4% 1.0% 6.8% -23.2% 100%

(5,222) 7,056

4.9% -3.4%

5,623 4,754 277 100 645 237 414 130 98 $

Transfers from General Fund Tax Increment Districts Southwest Florida Enterprise Center Street Maintenance Skatium Cultural and Historic Affairs Harborside Event Center Yacht Basin Para-Transit Subtotal Net Transfers to General Fund

Budgeted (In Thousands)

12,278

(2,195) (288) (141) (219) (917) (849) (367) 0

(4,976) 7,302

Enterprise Funds The City maintains separate funds for activities financed and operated in a manner similar to private business. The City operates its Utility Systems (including potable and reuse water, and sewer management), Stormwater, Solid Waste, Building Permits and Inspections, Burroughs Home, Museum and Science Center, which are combined under Cultural & Historic Affairs, Yacht Basin, Golf Courses, Harborside Event Center, Downtown Parking and Skatium as Enterprise Funds. The following table summarizes Operating Revenues and Net Cash from Operations for each of the Cityâ&#x20AC;&#x2122;s Enterprise Funds for fiscal years 2015 and 2016.

Utilities Stormwater Downtown Parking Skatium Cultural & Historic Affairs Yacht Basin Golf Courses Harborside Event Center Solid Waste Building Permits and Inspections Total

Operating Revenues Budget (In Thousands) FY2015 FY2016

Net Cash from Operations Budget (In Thousands) FY2015 FY2016

$ 59,548 3,003 880 1,020 650 2,269 3,756 1,551 14,066 3,606

62,228 2,905 1,025 1,078 677 2,229 3,935 1,565 14,176 3,599

$ 13,759 792 (80) (219) (899) (364) (50) (894) 4,617 82

$ 15,509 532 0 (205) (927) (272) 4 (996) 4,352 115

$93,417

$ 16,744

$18,112

$ 90,349

It is intended that the cost of each of these operations be recovered primarily through user charges. Adjustments in Operating Revenues are a result of the following. The Utility Fund revenues are based on the premise of no rate increase for water and sewer services effective October 1, 2015. A conservative growth factor of 2.0% in the number of customers and demand for service is included. Stormwater revenues were developed based on trends in actual collections with no fee increases. Parking revenue increases over the prior year due to increased enforcement efforts, which have driven higher daily parker volume in the garages and growing special event revenue. The number of parkers has also increased due to the completion of the downtown detention basin and construction of the new library, both of which have eliminated free surface parking areas. Skatium revenue was developed based on the FY2015 budget and adding pro shop revenues, now operated by the City as well as incorporates increases to fees for recreation and ice programs in order to reduce the General Fund subsidy. Cultural & Historic Affairs revenue, which includes the SWFL Museum of History and the Imaginarium Science Center, increase slightly due to an increase in Education Program revenue at the Imaginarium Science Center. The Yacht Basin revenues are based on current year trends and decline due to Fuel sales. The newly

renovated Fort Myers Country Club golf course with its improved drainage, opened to the golfing community in November 2014. Both the Fort Myers Country Club and Eastwood golf course revenues are projected to be in line with current year collections and are based on an increase to the morning green fee rate during the months of January, February and March. Harborside Event Center revenues increase slightly and are based on trends as they relate to the sale of services, public show attendance and food and beverage concession spending. No rate increases were implemented for Solid Waste, but due to growth, residential collection and brush can collection revenues increase. The revenues for Building Permits and Inspection (BPI) were developed conservatively and based on the prior years adopted budget. It is projected that the Cityâ&#x20AC;&#x2122;s combined Enterprise Funds will have a net fund balance of $18.0 million as of September 30, 2016, a decrease of $19.9 million or 52.5% from fiscal year ended September 30, 2015. For a detailed explanation of changes in Fund Balance, please refer to the individual Enterprise Fund pages. The following table reflects the anticipated ending Enterprise Fund Balances for FY2015 and FY2016. Fund Balance (In Thousands) FY2015 FY2016 Utilities Stormwater Downtown Parking Skatium Cultural & Historic Affairs Yacht Basin Golf Courses Harborside Event Center Solid Waste Building Permits and Inspections Total

% Change

22,431 3,281 306 3 121 170 101 114 5,251 6,180

$9,462 296 650 3 93 308 75 87 549 6,501

(57.8%) (91.0%) 112.4% 0.0% (23.1%) 81.2% (25.7%) (23.7%) (89.6%) 5.2%

37,958

$18,024

(52.5%)

Special Revenue Funds The City segregates the proceeds of special revenue sources that are restricted to expenditures for specific purposes. The City has established Special Revenue funds for the Street Maintenance, the Community Development Block Grant, the State Housing Initiative Partnership and the Community Redevelopment Agency, which includes funding for the Downtown Redevelopment Area, various other tax increment districts and the Southwest Florida Enterprise Center; various grants; and various other miscellaneous funds.

The following table summarizes Operating Revenues and Net Cash from Operations for Special Revenue Funds for fiscal years 2015 and 2016. Operating Revenues Budget (In Thousands) FY2015 FY2016 Community Redevelopment Agency $ 1,105 Street Maintenance 3,271 Community Development Block Grant 652 State Housing Initiative Partnership 223 Grants 867 Trust Funds 106 Miscellaneous Special Revenue Funds 813 Total $ 7,037

1,332 3,619 613 251 4,561 46 828 $11,250

Net Cash from Operations Budget (In Thousands) FY2015 FY2016 $

(433) (416) 0 0 0 (371) (266) (1,486)

(448) (363) 0 0 0 (216) (141) $(1,168)

It is projected that the Cityâ&#x20AC;&#x2122;s combined Special Revenue Funds will have a fund balance of $4.5 million as of September 30, 2016, a decrease of $1.1 million or 20.2% from fiscal year ended September 30, 2015. The following table (shown below) depict projections of Fund Balances for all the Special Revenue Funds for FY2015 and FY2016. Detailed Fund Balance explanations are provided in the individual Special Revenue Funds. Fund Balance (In Thousands) FY2015 FY2016 Community Redevelopment Agency Street Maintenance Community Development Block Grant State Housing Initiative Partnership Grants Trust Funds Miscellaneous Special Revenue Total

2,704 513 183 360 0 848 983 5,591

2,222 258 183 360 0 675 762 4,460

% Change (17.8%) (49.7%) 0.0% 0.0% 0.0% (20.4%) (22.5%) (20.2%)

Debt Service Funds With the tremendous volume of capital improvement projects currently underway, it is a challenge to balance funding that ensures uninterrupted project completion, with long-term debt commitments substantiated by asset valuation and life. Attention has been focused on identifying critical projects and funding only those projects so that the Cityâ&#x20AC;&#x2122;s need to borrow funds over the next five years will be maintained at a minimum. There is a plan to issue new debt in the first quarter of FY2016.

Total outstanding long-term debt principal on September 30, 2015 is $350,598,924 and can be summarized as follows:

Outstanding Debt Principal (In Thousands) As of As of 9/30/14 9/30/15 Governmental Funds General Revenue Bonds & Notes Community Redevelopment Agency Debt Total Governmental Funds Outstanding Principal

$ 104,595 3,969 $ 108,564

Proprietary Funds Utilities Other Enterprise Funds

$ 256,094 4,583

$ 245,053 4,316

$ 260,677

$ 249,369

Total Proprietary Funds Outstanding Principal Total Outstanding Principal

369,241

97,757 3,473 101,230

350,599

Total debt payments to amortize these long-term liabilities (including the anticipated new debt to be issued the first quarter of FY2016) are $176,136,710 for the Governmental Fund debt obligations and $351,012,607 for Proprietary Fund long-term debt obligations.

Debt Service Requirements for Next 20 Years $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0

Proprietary Debt

Governmental Debt

Internal Service Funds The City utilizes Internal Service Funds for its Fleet Maintenance, Information Technology Services (ITS), Public Works Warehouse and Risk Management functions. Each of these funds provide services to various departments of the City. The following table summarizes Operating Revenues and Net Cash from Budgeted Operations in FY2015 and FY2016:

Fleet Maintenance Information Technology Services Public Works Warehouse Risk Management Total

Operating Revenues Budget (In Thousands) FY2015 FY2016

Net Cash from Operations Budget (In Thousands) FY2015 FY2016

5,538 5,273 575 5,759 $ 17,145

5,460 5,867 575 5,366 17,268

(224) (295) 46 ( 233) (706)

(277) 0 7 (1,809) (2,079)

It is projected that the Cityâ&#x20AC;&#x2122;s combined Internal Service Funds will have a fund balance of $6.3 million as of September 30, 2016, a decrease of $1.5 million or 18.8% from that of the prior year. Detailed explanations of changes to Fund Balances are provided in the individual Internal Service Funds. The following table depicts Budgeted Fund Balances for all the Internal Service Funds for FY2015 and FY2016:

Fund Balance (In Thousands) FY2015 Fleet Maintenance Information Technology Services Public Works Warehouse Risk Management

Total

186 141 100 7,304 7,731

FY2016 $

254 63 111 5,847 6,275

% Change 36.6% (55.3%) 11.0% (20.0%) (18.8%)

Capital Project Funds The City funded $35,436,784 towards capital improvement projects for FY2016. These projects account for the construction and improvement of municipal facilities, roads, utility services and major capital purchases in excess of $50,000 with a useful life greater than 5 years. FY2016 appropriations are discussed in detail (including operating budget impacts) in the Capital Improvement Section of this document. The graph illustrates the five-year Capital Improvement Program by year.

Capital Improvement Program Stormwater

Parks & Beautification

$70,000,000 $60,000,000

Equipment

$50,000,000 Development

$40,000,000 $30,000,000

Buildings

$20,000,000 Transportation

$10,000,000 $0 FY2016

FY2017

FY2018

FY2019

FY2020

Utilities

The Capital Improvement Program addresses our capital improvement needs through FY2020, which will require a total of $225.8 million to complete. The focus remains on utility projects.

Policy Document The City of Fort Myers’ financial policies compiled below set forth the basic framework for the overall fiscal management of the City. These policies are built upon the City’s Mission Statement to both preserve and enrich the quality of life for those people who live and work in the City along with the employees who provide those services. Development of the Strategic Plan continues and, as warranted, the City will revise policies and procedures in the process to further growth and financial security. Operating independently of changing circumstances and conditions, the financial policies guide the decision-making process of the City Manager, Mayor, City Council and Administration. These policies provide guidelines for evaluating both current activities and proposals for future programs. Most of the policies represent long-standing principals, traditions and practices that have guided the City in the past and helped to maintain financial stability. In addition to these administrative policies, the City has created numerous Advisory Boards that help guide its actions. The quasi-judicial boards are the Board of Adjustments, Code Enforcement Board, Historic Preservation Board and Nuisance Abatement Board. Additionally, the City is a member of the Metropolitan Planning Organization (MPO). All of these boards provide guidance on certain issues but are not directly tied into the budget adoption process. The City’s Community Development Department produces a needs analysis document every five years and from this a 5-year capital improvement program is produced to reflect the overall capital needs of the City. Operating Budget Policies – Adopted by City Council by Resolution 2005-9 1. The City will develop and adopt an annual budget in accordance with Florida’s statutory Truth in Millage process. Budgets for all funds must be balanced at all times. A balanced budget is defined as revenues plus appropriated reserves equal expenditures. 2. The adopted budget may require amendments due to unanticipated expenditures or transfers between funds. The policy prescribes authority of executing such budget adjustments under various circumstances. The legal level of control is at the Department level within a fund. 3. The City will continually monitor the budget to ascertain compliance. 4. The City will prepare periodic reports of revenues and expenditures comparing actual results against the budget. 5. The City will provide expenditure projections for each fiscal year. 6. Where possible, the City will integrate performance measurements, service levels, and productivity indicators within the budget. 7. Enterprise Funds are totally self-supporting except for the Yacht Basin, Harborside Event Center, Skatium and Cultural and Historic Affairs (comprised of the SWFL Historical Museum, Imaginarium Science Center and Burroughs Home). Further, some Special Revenue Funds require additional support such as the Southwest Florida Enterprise Center and the Street Maintenance Funds. The City Manager and

the Elected Officials have determined that it is in the public’s interest to offset some costs of these operations through a subsidy transfer from the General Fund. 8. The City aggressively seeks state and federal funds that are available for operating and capital projects. Revenue Policies 1. The City strives to maintain a diversified and stable revenue system to shelter it from short-term fluctuations in any one-revenue source. 2. The City will pursue additional revenue sources as a way of ensuring a balanced budget. 3. The City will establish user charges and fees at a level related to the full cost (operating, direct, indirect and capital) of providing the service, where appropriate. 4. The City will consider market rates and charges levied by other public and private organizations for similar services in establishing tax rates, fees and charges. Cash Management/Investment Policies – Adopted by City Council by Resolution 2002-1 1. Disbursement, collection and deposit of all funds will be appropriately scheduled to ensure the timely payment of expenditures and investment of funds. 2. Goals of investment program are in order of priority: safety of investments, liquidity to meet cash flow needs and yield. 3. The accounting system will provide regular information concerning cash positions and investment performance. 4. The City will collect revenues aggressively, including past due bills of any type. 5. The City will deposit all funds within 24 hours of receipt. Debt Policies – Adopted by City Council by Resolution 2008-34 1. The City will confine long-term borrowing to capital improvement projects. 2. The City will not issue notes to finance operating deficits. 3. When the City finances capital projects by issuing bonds, it will repay the bonds within a period not to exceed the expected useful life of the projects. 4. Where possible, the City will use special assessment, revenue, or self-supporting bonds instead of general obligation bonds. 5. The City will maintain good communications with bond rating agencies about its financial condition. The City will follow a policy of full disclosure on every financial report and bond prospectus. Fund Balance Policies – Adopted by City Council by Resolution 2011-35 1. In accordance with the Governmental Accounting Standards Board (GASB) Statement 54, the City has established definitions of new prescribed categories of fund balance, the restrictions placed on each component and the level of availability of the funds for spending. 2. The City will maintain an adequate unassigned fund balance reserve to ensure timely payment of debt obligations; ensure fund stabilization in the event of unanticipated revenue shortfalls, losses not covered by insurance, or legal judgments; ensure bond

covenants or other legal obligations are met; or for other purposes as deemed required for the Cityâ&#x20AC;&#x2122;s continued financial stability. The City will strive to maintain a minimum unassigned, as defined by GASB Statement 54, General Fund reserve balance of 10% with a target of 10 %-17% of the total General Fund budget. Unassigned General Fund balance reserves that fall below the minimum 10% shall be replenished within one year, or as City finances permit, from the time the reserve is used or falls below the minimum amount. The City will strive to maintain unrestricted net assets equal to 20% of the budgeted annual operating expenditures for the current year in the Utility Fund and in the Solid Waste Fund. The various other Governmental, Enterprise and Internal Service funds of the City have vastly differing objectives, cash flows and revenue patterns, and therefore, the appropriate reserve levels will be determined on a case-by-case basis due to the specific needs of each fund.

Accounting, Auditing and Financial Reporting Policies 1. An independent audit will be performed annually. 2. The City will produce annual financial reports in accordance with Generally Accepted Accounting Principals (GAAP) as outlined by the Government Accounting Standards Board (GASB) and in full compliance with all statutory requirements. Capital Improvement Program Policies 1. The City will develop a multi-year program for capital improvements, update it annually and make every attempt to complete all capital improvements in accordance with the program. 2. The City will coordinate development of the capital improvement budget with development of the operating budget. Future operating costs associated with capital improvements will be projected and included in the operating budget. 3. The City will maintain its physical assets at a level adequate to protect the Cityâ&#x20AC;&#x2122;s capital investment and minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of equipment from current revenues where possible. 4. The City will use intergovernmental assistance to finance only those capital improvements that are consistent with the Capital Improvement Program and City priorities. 5. The City will identify the estimated costs and potential funding sources for each capital improvement project proposal before it is submitted to the City Council for approval. 6. The City will determine the least costly financing method available for all new capital improvement projects. Purchasing Policies 1. Purchases will be made within the guidelines set forth by the Administration, and in accordance with City Ordinance, State Statute and proper purchasing procedures.

2. The Purchasing Division will maintain strong and enduring relationships with vendors of proven ability and all vendors will compete on equal terms. Purchasing decisions will be made in an effort to increase the efficiency of City operations and reduce operational and long-term cost of goods and services. 3. Consideration for award of contracts and/or purchases shall be to the lowest, most responsive, responsible bidder. In determining the award that will best serve the City, the City Manager, Elected Officials and the Purchasing Division shall not be limited by the consideration of price. Consideration will also be given, but not limited to, quality, availability, and adaptability of the product and character, integrity, and financial condition of the bidder. Capital Improvement Element (CIE) Policies 1. In accordance with state growth management legislation, the City will update the Capital Improvement Element of the Comprehensive Plan annually. 2. The CIE will contain multi-year projections of revenue and expenditures. 3. The annual budget will implement the first year of the CIE.

(Remainder of this page intentionally left blank)

The Budget Process A budget is a financial plan for an entity. It includes both estimates of resources available, including revenues and fund balances, and expenditure appropriations, which are the authority to spend money for specific purposes. The City’s budget is the primary means used by City Council and staff to guide decision-making throughout the fiscal year. During budget development, priorities and long-term goals are identified with resources allocated accordingly. The budget also incorporates planning processes as described below: 1. Comprehensive Plan – Updated annually, the Comprehensive Plan provides long-term direction to guide and control both development and redevelopment in the City as required under Florida Statutes. Further, the plan identifies level of service needs and deficiencies within plan elements which initiates capital improvement project requests for consideration in the Capital Plan in order to ensure concurrency. 2. Strategic Plan – Reviewed annually and updated as needed, the Strategic Plan defines broad goals and objectives both short and long-term to be achieved by the City to ensure continuous and effective service delivery to its citizenry. This plan also establishes Departmental responsibilities for accountability of its execution as well as allocation of resources according to priorities. 3. Capital Plan – Developed on an annual basis, the Capital Plan, provides for a planned and programmed approach to identifying the capital investments that the City intends to make over a ten-year period. Such investments include construction of infrastructure and municipal facilities as well as the acquisition of large or specialized equipment. This plan also incorporates needs and deficiencies identified in the Comprehensive Plan. 4. Water & Sewer Revenue Sufficiency Analysis – On an annual basis, consultants Burton & Associates perform an independent review of the sufficiency of revenue provided by the Utility Fund versus projected cost requirements. The analysis provides a financial plan inclusive of borrowing needs and corresponding rate adjustments to fund the utility capital improvement program as well as annual operating expenses. 5. Financial Policies - Reviewed annually and updated as needed, the budget adheres to polices, mainly budget, debt and fund balance policies which provide the foundation for developing the budget. 6. Long-Term Financial Modeling & Sustainability Analysis – During the FY2015 budget process, consultants, Burton & Associates performed a review of the sufficiency of revenues collected in the City’s General Fund versus projected cost requirements. This information was incorporated into an interactive model that not only provided a diagnostic, 10-year view of the City’s finances, but identified full depletion of reserves in the near future. This analysis dynamically showed the long-term impacts to decisions and drove the need to provide a new revenue source. The FY2015 budget was adopted with the implementation of a fire assessment fee, which was driven from the use of this tool. Beginning with the development of the FY2017 budget, this analysis will be performed on an annual basis to coincide with budget planning.

Budget Preparation Process and Budgetary Control Overview The City’s budget is prepared by the City Manager and the Budget Division and is adopted by the City Council after two public hearings. The steps in the City’s formal budget adoption process are established by state law, commonly known as the Truth in Millage Act, or “TRIM”, and are detailed later in this section of the book. Annual budgets are legally adopted for the General Fund, Debt Service Funds, Enterprise Funds, Internal Service Funds, Trust and Agency Funds and certain Special Revenue Funds. In addition, project budgets are approved for the Capital Project Funds. To ensure budgetary compliance throughout the fiscal year, reports that compare the budget to actual results of operating funds are prepared and distributed to the City Council on a quarterly basis. Similar reports of budget to actual results for capital funds are prepared and distributed to City Council on a monthly basis. The legal level of budgetary control is defined at the Department level within a fund. All operating budget appropriations lapse at fiscal year end to the extent that they have not been expended.

Operating Budget Detail Procedures The budget process begins with projecting revenues and beginning available fund balances for each fund as well as making adjustments for one-time expenditures in the previous year’s budget. This is followed by: 1. Resulting shortfall or surplus, with underlying assumptions used in initial projections, is presented in a Budget Workshop to City Council. This information is shared to provide opportunity for questions and direction to staff along with identification of concerns and priorities. 2. Internal Service Fund budgets are developed and allocated to user funds. 3. Indirect costs are calculated and allocated to user funds. 4. Personnel costs are calculated based on union contracts, actuarial reports on pension and estimates for health insurance. 5. Budget Office and Departments evaluate budget needs for upcoming year and make adjustments as needed. 6. The City Manager and Budget Office develop options to balance the budget given the direction of City Council. 7. Budget Workshops are held to update City Council on the budget development and to provide recommendations and options for balancing the budget. 8. Budget Office incorporates taxable value information received from the Lee County Property Appraiser’s Office. 9. The City Manager’s recommended balanced budget is presented to City Council at a Budget Workshop and the not to exceed millage rate is determined. 10. Budget and millage rate are adopted by City Council after two public hearings.

Budget Calendar – All Funds January 2015 January – May 2015 April 2015 June 2015

Preliminary revenue and expenditure projections are developed. Internal Service Fund budgets are developed, indirect, personnel and other operating costs are calculated First Budget Workshop with City Council. Second Budget Workshop with City Council. 100

July 2015

September 2015 October 1, 2015

Third Budget Workshop is held with City Council. City Manager’s Recommended Budget is presented at this Budget Workshop with City Council, including budget presentation of all City funds, including capital. The not to exceed millage rate is set. Two, public hearings are conducted to obtain taxpayer input, set the tax millage rate, and adopt the budget. Fiscal year 2015-2016 commences.

Capital Improvement Program Preparation Process Overview The City’s annual budget preparation process includes the preparation of the 5-year Capital Improvement Program (CIP). Coordination of the CIP has been delegated to the Budget Manager. The capital planning process is critical to the City’s wellbeing because it provides the opportunity to take a planned and programmed approach to allocating financial resources in the most responsive and efficient manner necessary to meet the Comprehensive Plan level of service (LOS) requirements and general needs of the citizens. Furthermore, the City is required by Chapter 163.3177 Florida Statutes to annually update the capital improvement element of the City’s Comprehensive Plan.

CIP Detail Procedures The process begins with a review and update of inventories of existing capital facilities and the preparation of an analysis identifying level of service deficiencies. At the same time, a financial forecast for the 5-year CIP timeframe is prepared. 1.

2. 3.

Each Department completes a Capital Project Request Form for every project for each year of the CIP, even if the project was requested in the previous year’s CIP, to provide updated information on all projects requested. Project Request Forms are reviewed for accuracy and completeness prior to being accepted. Prior to evaluation, Capital Project Requests are sorted into the following categories: Buildings, Development, Equipment, Parks & Beautification, Stormwater, Transportation and Utility. Projects are further broken down into departments/divisions within these categories. The City Manager and staff rank the project requests according to the needs of the Comprehensive Plan and other established priorities, and a recommended CIP is prepared. Final recommendations are presented to City Council in July at the Budget Workshop to set the not to exceed millage rate. At this workshop, some general parameters for the desired levels of capital spending are discussed and broad priorities are established. The first year of the CIP is adopted by City Council and incorporated into the City’s budget for the next fiscal year. The 5-year CIP is adopted by a separate motion and submitted as a text amendment to the City’s Comprehensive Plan. Florida statutes require that the 5-year program be reviewed and updated annually. The CIP may be amended during the year by act of the City Council. 101

Capital Improvement Program Calendar February March-April

April-July July September

Capital Improvement Project Request Forms and Instructions are distributed to all City Departments. CIP Request Forms are submitted to the Budget Office. Adjustments to years 2, 3, 4 or 5 of the program must be justified in writing. New projects for year 5 must be submitted at this time. Project requests are evaluated. The City Manager and staff rank projects and prepare a City Managerâ&#x20AC;&#x2122;s Recommended CIP. City Council reviews City Managerâ&#x20AC;&#x2122;s Recommended CIP at the July Budget Workshop where the not to exceed millage is set. Public budget hearings are held including discussions of the CIP. In a separate motion, City Council adopts the 5-year Capital Improvement Program.

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BUDGET DEVELOPMENT AND CAPITAL IMPROVEMENT PROGRAM PROCESS FY2015 FY2016 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Preliminary Revenue and Expenditure projections developed Budget Workshops with City Council Internal Service Fund budgets developed/ indirect costs calclulated & allocated and personnel costs computed Capital Improvement Program (CIP) project request forms sent to Departments CIP forms submitted to Budget Office Budget Office works with Departments to develop operating budgets Budget workshop including CIP presentation with City Council, set not to exceed millage First public hearing for budget and CIP, public input, setting proposed millage Second public hearing for public input, adopting millage and budget, including the CIB and the 5Year CIP. Fiscal year begins Document publication

X X

X X X

GFOA Budget Submission

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Truth in Millage (TRIM) Florida State Statutes, Chapter 200, and Truth in Millage, known as TRIM, govern the budget and property tax rate adoption process. In Florida, properties are assessed by the County Property Appraiser and taxes are collected by the County Tax Collector. All property is assessed at one hundred percent of real value, which approximates eighty-five percent of market value. Various exemptions are available to property owners including a homestead exemption of $25,000 on their principal residence, and a second $25,000 for properties with just values beginning at $50,000, $500 widow/widower exemption, $500 disability exemption, exemption for deployed servicemembers, agriculture exemption, total exemption for the permanently disabled, total exemption for non-profits and governmental property, $25,000 exemption for tangible personal property of businesses and there is a 10% cap on non-homesteaded property annual assessment increases with 2008 as the base year for valuation, or the year the property was purchased thereafter. Further, there is a ‘Save Our Homes’ assessment differential that caps the increase in property value at 3% per year for homesteaded property, which is portable upon replacement of a homestead that is sold. The City is required to hold two public hearings for adoption of the property tax rate and the budget. The first public hearing is advertised via the TRIM Notice, mailed by the Property Appraiser to each property owner in August. In addition, the TRIM notice contains the following information: 1. 2. 3. 4.

The new assessed value and the assessed value for the prior year, for every taxing authority. The new exemptions and taxable values and the exemptions and taxable values for the prior year, for every taxing authority. The prior year tax bill, itemizing each taxing authority’s millage. The tax bill if the rolled-back rate is levied for the new year, itemizing each taxing authority’s millage. (The rolled-back rate is that property tax rate which would derive the same amount of revenue based on the new taxable values as was raised in the prior year at the old taxable values.) The property tax bill if the proposed budget millage rate is adopted, itemizing each taxing authority’s millage.

The second public hearing is advertised by means of a newspaper advertisement of general circulation. Accompanying this advertisement is a summary of the revenues and expenditures contained within the budget tentatively approved at the first public hearing.

Property Taxes Property taxes are levied on November 1 of each year. The County Tax Collector’s office bills and collects property taxes on behalf of the City. The tax rate to finance general governmental services for the fiscal year ending September 30, 2016 is $8.7760 per $1,000 of taxable property value. Property tax revenues are recognized currently in the fiscal year for which the taxes are levied. On April 1 of each year, unpaid taxes become delinquent and a lien is placed on the property May 1. Past due tax certificates are sold at public auction prior to June 1, and the proceeds collected are remitted to the City.

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The property tax calendar is as follows: July 1 August September October 1 November 1 Nov 1 – Feb 28 March April 1 Prior to June 1

Assessment roll validated TRIM Notices mailed Millage levy set by resolution Beginning of fiscal year for which tax is to be levied Tax bills mailed Property taxes payable with descending discount rates Property taxes due Taxes become delinquent Tax certificates sold by Lee County Tax Collector

Basis of Accounting The City’s accounting records for general governmental operations are maintained on a modified accrual basis with revenues being recorded when available and measurable. Expenditures are recorded when the services or goods are received and the related liabilities are incurred. Accounting records for the City’s proprietary funds are maintained on a modified accrual basis during the year and converted to a full accrual method at year-end only. Basis of Budgeting The budgets of all fund types are prepared on a modified accrual basis. Briefly, this means that revenues are recognized when they become measurable and available and expenses are recognized when they are incurred. The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances in accordance with “Generally Accepted Accounting Principles” (GAAP). This conforms to the way the City prepares its budgets, with a few exceptions. For budget purposes, depreciation expense is not shown in the budget. The full purchase price of equipment and capital improvements are shown as expenses in the business type funds and expenditures in the governmental funds, while in the CAFR, at the Citywide level, these outlays are treated as fixed assets and depreciated in both governmental and business type funds. At the fund financial statement level, the business type activities record depreciation, while the governmental funds do not. Another exception is principal and interest (debt service) expense. The CAFR reports debt service as reductions to liability accounts, while the budget reports them as current year expenditures. Budget Amendment Process In accordance with the City’s Budget Policy, the City Manager and Budget Manager have the authority to approve the transfer of funds within a department, within a fund, at will. In most cases, divisions are required to transfer funds only to meet unanticipated needs or to reflect organizational changes. Budgetary control during the year is maintained on a departmental basis and not a line item basis. The Budget Manager will be responsible for maintaining records of the budget transfers and will submit them for review by Council on an a quarterly basis for all

105

transfers that exceed $50,000 and individually when the cumulative total reaches $50,000 in any department. Whereas the adopted budget is meant to control and provide for the efficient and economical running of the City, amendments may be required during the year to properly account for actual results. Budget amendments to appropriations or estimates of revenue in amounts of $50,000 or less across Departments, Divisions or Funds (excluding reserves, changes in the number of fulltime staff, changes in service levels or future recurring fiscal impacts) require the approval of the City Manager and Financial Services Director or their designees. All such amendments are included in the quarterly financial report that is distributed to City Council. All amendments to appropriations or estimates of revenue in amounts greater than $50,000 or any excluded adjustment mentioned above shall require City Council approval prior to implementation into the adopted budget. Transfers to capital projects, changes in the number of full-time positions, or changes in service level, require City Council approval. City Council grants such approval by means of a motion at a regular City Council meeting.

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O v e r v i e w o f R e v e n u e s

Overview of Revenues

This section provides a table of revenues by Fund for an overall historical perspective of revenues Citywide and a brief explanation highlighting those Funds with significant changes from FY 14/15 budgeted revenues. This section also contains a review of significant revenue sources collected by the City. Descriptions of the revenue sources, fees and charges associated with revenue generation, and other comments or special requirements that may be of interest to the reader have been included. In addition, the legal authority supporting the collection of each revenue, a five year revenue collection history, and the assumptions used in projecting the Fiscal Year 15/16 Budgets are provided.

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Revenue Summary by Fund

General Fund Special Revenue Funds Community Development Block Grant Land Acquisition Police Officers' Off Duty Pay Beautification Street Light Maintenance Street Maintenance Public Art Attainable Workforce Housing Para-Transit Facilities Management & Construction State Housing Initiative Partnership Trust Funds Other Grant Funds Community Redevelopment Agency Debt Service Funds Revenue Bonds and Notes Enterprise Funds Utility Stormwater Solid Waste Downtown Parking Skatium Yacht Basin Cultural & Historic Affairs Fort Myers Golf Course Eastwood Golf Course Harborside Event Center Building Permits and Inspection Renewal & Replacement Funds Trust and Agency Funds Internal Service Funds Fleet Maintenance Information Technology Services Public Works Warehouse Risk Management Sub-total Revenues Citywide Transfers In Citywide Appropriations of Reserves Total Revenues

Actual 2013-14 72,904,080

Adopted Budget 2014-15 76,742,500

Forecast 2014-15 76,405,683

Budget 2015-16 80,463,800

1,359,441 7,531 639,586 7,785 350 3,431,224 1,602 2,530 49,850 146,012 104,505 223,841 2,139,052 1,096,425

651,709 755,000 3,271,000 58,000 222,935 106,400 867,439 1,105,000

1,878,405 1,700 635,000 7,610 3,426,500 58,000 409,762 119,308 1,573,508 1,727,379

612,846 770,000 3,618,800 58,000 251,120 46,300 4,560,696 1,331,600

1,280,044

1,675,800

2,134,816

1,678,800

58,440,363 3,468,154 14,464,923 947,425 1,000,124 2,369,505 582,580 1,112,226 1,865,566 770,125 3,545,438 2,742,340 50,912,118

59,547,600 3,003,000 14,066,400 880,300 1,020,100 2,269,200 649,500 1,806,900 1,949,400 1,551,000 3,605,700 2,510,000 27,621,200

60,268,175 2,910,000 14,282,798 1,085,939 1,031,500 2,274,100 597,400 1,727,783 1,855,400 1,565,000 3,880,800 2,770,000 30,525,480

62,228,000 2,905,000 14,176,400 1,025,300 1,077,700 2,228,800 677,400 1,961,000 1,974,100 1,565,000 3,598,700 2,810,000 31,097,800

5,339,742 4,696,120 602,998 6,034,586 242,288,191 24,809,878 267,098,069

5,538,000 5,273,000 575,000 5,758,600 223,080,683 26,618,000 12,638,300 262,336,983

5,546,270 5,273,000 575,100 5,758,600 230,305,016 17,267,598 247,572,614

5,460,200 5,866,700 575,000 5,366,300 237,985,362 26,781,000 24,727,062 289,493,424

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Major Changes in Revenues FY 14/15 to FY 15/16 Revenues can be defined as income from all sources to pay for expenses or income from the sale of goods or services. Revenues on the adjacent page exclude any revenue reserves and Capital Project Fund revenues. Capital Project Fund revenues consist of the funding towards capital improvement projects through various means including, but not limited to, debt instruments, operations, grants and impact fees. Capital projects are discussed in detail in the Capital Improvement section of this document. Citywide, there are increases and decreases in revenues experienced throughout the various funds with explanations below by fund type. General Fund Total General Fund revenues show an increase from the FY2015 adopted budget by approximately $3.7 million or 4.8%. This is attributable to the net effect of the following changes: $3.3 million increase in Ad Valorem tax revenue, as taxable values increase 9.47% and the millage rate remained at 8.7760 mills, $380,000 increase in Utility Service Taxes, $550,000 decrease in Communications Taxes, $141,200 increase in Business Tax Receipts, $123,400 increase in permit fees, $950,000 decrease in the fire assessment fee due to a change in the cost recovery %, $305,000 increase in Franchise Fees and $966,500 increase in State Shared revenues. Most increases in General Fund revenues are related to the improvements in the economy and an increase in population. Special Revenue Funds Overall, Special Revenue Funds increase by $4.3 million, or 61.3%, from FY2015. Detail explanations are provided below from those funds that contribute to this change: Other Grant Funds revenue increases $3.7 million. The funding of the Fire SAFER (Staffing for Adequate Fire and Emergency Response) grant increases $3.6 million as a result of receiving a new, two year grant to fund personal services for 21 firefighters. This grant funds the rehiring of laid-off firefighters. New Police grants of $.1 million include WCIND funding for purchase of a boat, Bureau of Justice Assistance funding for body cameras and an FDOT Bike and Pedestrian Safety grant. Community Redevelopment Agency revenues increase $226,600 due to net valuation increases in various districts. FY2016 includes a $50,000 advance repayment from the Fort Myers Redevelopment Area to the Cleveland Avenue Redevelopment Area, as in FY2015. Enterprise Funds Overall, Enterprise Funds increase $3.1 million or 3.4%. The Utility Fund is the main driver of this change. The Utility Fund is projecting revenues to increase $2.4 million from continued demand and additional accounts from an increasing population. Further, utility revenues include reimbursements from customers participating in a new backflow device program, estimated at $300,000.

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Major Changes in Revenues FY 14/15 to FY 15/16 Trust and Agency Funds Revenues in the Trust and Agency Funds consist of contributions made by the City, State, and employees, in accordance with City ordinance and State law, and are determined by actuarial valuations. The City contribution increases $1,322,900 from prior year, with the largest increase, $995,600, for the General Employees' Plan, where the total annual payroll declined from that reported in the prior year's actuarial valuation and the investment return assumption has been reduced from 7.9% to 7.75%. The City contributions to the Police Officers' and the Firefighters' Plans increase $305,500 and $21,800 respectively. Major assumption changes from prior year include reductions in the payroll growth assumptions for all three plans. Net actuarial experience in the General Employees' and Firefighters' Plans has been favorable, while it was less favorable than expected in the Police Officers' Plan. Average salary increases were lower than anticipated in the General Employees' and Firefighters' Plans, while the opposite was true in the Police Officers' Plan. Investment returns exceeded the assumptions in all three plans. FY2016 percentages of payroll funding are 37.0% for the General Employees', 84.4% for the Police Officers' and 70.3% for the Firefighters' Plans. State requirements that shortened amortization periods for gains and losses have increased funding requirements.

Internal Service Funds The total increase in the Internal Service Funds' revenues over prior year, amounts to $123,600 or 0.7%. Such revenues from the Internal Service Funds are derived from back charges to user departments and are based upon the cost of services performed. Major variances by fund are provided below. The Information Technology Services (ITS) Fund revenues increase $.6 million. Charges from this fund consist of computer replacements, fixed and variable service charges, communication charges and annual software maintenance. The increase was to fund increases in Repairs/Maintenance for maintenance contracts, communication charges and a new Network Security Administrator position. Risk Management revenues are directly related to the annual payments of insurance premiums and settlement of claims. Revenues decrease $392,300 primarily due to decreases of $609,200 in insurance cost and $28,100 in liability insurance, offset by an increase in Workers' Compensation cost of $226,200.

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General Fund Revenue 002 Ad Valorem Taxes Legal Authorization Florida Statutes, Chapter 166.211 authorizes the City of Fort Myers, in a manner not inconsistent with general law, to levy Ad Valorem Taxes on real and tangible personal property in an amount not to exceed 10 mills. Major Assumptions Ad Valorem Taxes are based upon taxable values of properties and the adopted millage rate. The Fiscal Year 2016 budget includes revenues calculated at the millage rate of 8.7760, which is 4.43% more than the calculated rolled back rate of 8.4041. Fee Schedule Resolution No. 2015-53 fixed the millage rate for the City of Fort Myers, for the tax year 2015, levying an annual tax for said year at 8.7760 mills per thousand dollars of total taxable valuation of all real and tangible personal property liable for taxation. Tax Year Taxable Value 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

1,805,454,280 1,939,417,640 2,077,963,694 2,209,818,363 2,436,068,803 2,795,987,518 3,119,258,977 4,100,843,110 5,936,396,097 7,044,026,365 6,846,798,548 5,384,093,872 4,340,690,277 4,077,042,379 4,065,886,024 4,200,257,846 4,556,320,495 4,982,426,644

Ad valorem taxes

Fiscal Year

Millage Rate

1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Rolled Back Rate

5.7816 5.7816 5.7816 7.7816 7.7816 7.7816 7.2100 7.2100 6.8000 6.2560 7.1634 7.4000 8.4000 8.4000 8.7760 8.7760 8.7760 8.7760

Millage Rate Tax Revenue % Change Budgeted

5.7816 5.6363 5.6229 5.6701 7.4125 7.3598 7.2113 5.9836 5.3353 6.2561 7.3310 9.5233 8.9816 8.9333 8.5254 8.6987 8.3390 8.4041

Actual 2012-13

Actual 2013-14

Adopted Budget 2014-15

34,185,263 34,185,263

35,761,963 35,761,963

38,239,300 38,239,300

0.0% 2.6% 2.8% 37.2% 5.0% 5.7% 0.0% 20.5% 27.5% 0.0% -2.3% -22.3% -6.5% -6.0% 2.9% 0.9% 5.2% 4.4%

Forecast 2014-15

Budget 2015-16

38,341,600 38,341,600

41,584,300 41,584,300

Ad Valorem Revenue Historical Comparison $42,000,000 $28,000,000 $14,000,000 $0 2012-13

2013-14

2014-15 Fiscal Year

111

2014-15 Forecast

10,306,400 10,731,788 11,811,955 17,394,783 18,177,711 20,587,202 21,729,300 27,776,800 37,907,900 41,593,900 46,411,500 38,226,400 34,676,300 32,730,300 34,113,400 35,146,200 38,239,300 41,584,300

2015-16 Budget

General Fund Revenue 002 Franchise Fees Legal Authorization The City Council, by Ordinance No. 3378, grants the non-exclusive right, privilege or franchise to construct, maintain, and operate in, under, upon, over, and across the present or future streets for electric energy. Ordinance No. 2957 provides authorization for constructing, operating and maintaining the natural gas system, and for the privilege of providing the natural gas. Further, the City has a contract with a towing company to exclusively provide for this service.

Major Assumptions Revenues collected from Franchise Fees on electric and natural gas for FY2016 are projected to be in-line with the FY2015 forecast. A (3) year towing contract was secured with the City in January, 2014 and the FY2016 budget was based on this contract. Fee Schedule The City of Fort Myers shall, under Ordinance No. 3378, receive 5.9% of the revenues from the sale of electrical energy within the corporate limits of the city less actual write-offs. Ordinance No. 2957 provides for collection of 6% of gross revenues, less any adjustments for uncollectable accounts, from the sale or transportation of natural gas to customers within the limits of the city. Further, the Towing Agent agrees to pay the City $200,000 for a three year period, or $66,666 per year. Collection History

Florida Power and Light Peoples Gas System Towing contract

Actual 2012-13

Actual 2013-14

4,948,431 79,594 58,500 5,086,525

5,369,142 64,074 80,167 5,513,383

Adopted Budget 2014-15 5,200,000 60,000 66,600 5,326,600

Franchise Fees Revenue Historical Comparison $6,003,500 $4,802,800 $3,602,100 $2,401,400 $1,200,700 $0 2012-13

2013-14

2014-15

Fiscal Year

Forecast

112

2015-16 Budget

Forecast 2014-15 5,500,000 64,000 66,600 5,630,600

Budget 2015-16 5,500,000 65,000 66,600 5,631,600

General Fund Revenue 002 Public Service Tax Legal Authorization The Municipal Public Service Tax, authorized under Florida Statutes, Chapter 166.231-136, states that the tax shall be levied only upon purchases of electricity, metered natural gas, liquefied petroleum gas either metered or bottled, manufactured gas either metered or bottled and water service within the municipality. The amount of tax levied shall not exceed 10% of the payments received by the seller. Major Assumptions Revenues projected from the imposed Public Service Taxes for FY2016 were developed based on actual collections from FY2015 and given consideration for population growth.

Fee Schedule City Ordinance No. 2652 sets the current rate of Public Service Tax at 10% on each and every purchase in the City of electricity, metered or bottled gas and water service.

Collection History

Florida Power and Light Water Bottled gas

Actual 2012-13

Actual 2013-14

5,534,839 1,575,462 150,809 7,261,110

6,115,060 1,751,412 181,525 8,047,997

Adopted Budget 2014-15 6,000,000 1,700,000 150,000 7,850,000

Forecast 2014-15

Budget 2015-16

6,250,000 1,800,000 180,000 8,230,000

6,200,000 1,850,000 180,000 8,230,000

Public Service Tax Revenue Historical Comparison

Bottled gas

$8,400,000 $6,300,000

Water

$4,200,000 $2,100,000

Florida Power and Light

$0 2012-13

2013-14

2014-15

2014-15 Forecast

Fiscal Year

113

2015-16 Budget

General Fund Revenue 002 Local Business Tax Legal Authorization The Florida Statutes, Chapter 205.042, states that the governing body of an incorporated municipality may levy, by appropriate resolution or ordinance, an Occupational License for the privilege of engaging in or managing of any business, profession, or occupation within its jurisdiction. Ordinance 3484 was passed by City Council on September 2, 2008 renaming the Occupational License Tax to Local Business Tax. Major Assumptions Local Business Tax revenues are estimated using a time series analysis which predicts revenues based on historical data. Current market conditions were also considered when estimates were developed. The result of the analysis calls for the FY2016 budget to be on par with FY2015 collections.

Fee Schedule Rates vary based on business type and are too voluminous to reproduce here. All rates are adopted by ordinance and are available to the reader in Section 8 of the City Code Book.

Collection History

Local Business Tax Fees

Actual 2012-13

Actual 2013-14

1,651,878 1,651,878

1,704,748 1,704,748

Adopted Budget 2014-15 1,719,000 1,719,000

Local Business Tax Revenue Historical Comparison $2,000,000 $1,600,000 $1,200,000 $800,000 $400,000 $0 2012-13

2013-14

2014-15

Fiscal Year

114

2014-15 Forecast

2015-16 Budget

Forecast 2014-15 1,860,200 1,860,200

Budget 2015-16 1,860,200 1,860,200

General Fund Revenue 002 Communications Services Tax Legal Authorization The Legislature passed communications services tax rates in Chapter 2001-140, Laws of Florida. The bill was passed because of evolving technology in the area of communications services. The City adopted resolution No. 2001-30 and 2001-31 to establish the rates on July 2, 2001. Major Assumptions The FY2016 budget reflects the estimate provided by the Florida Legislature's Office of Economic and Demographic Research with the assistance of the Florida Department of Revenue's Office of Tax Research. This revenue has been steadily decreasing as land line service is being replaced with cell phones.

Fee Schedule The City will collect 5.1% on all communications services as set forth in resolution No. 2001-30. Further, the City made an election to increase such rate by .12% per resolution No. 2001-31 since the City does not require and collect permit fees from any communication provider that uses or occupies municipal roads or rights-ofway. Collection History

Communications Services Tax

Actual 2012-13

Actual 2013-14

3,913,472 3,913,472

3,342,499 3,342,499

Adopted Budget 2014-15 3,400,000 3,400,000

Communications Services Tax Revenue Historical Comparison

$4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2012-13

2013-14

2014-15

2014-15 Forecast

Fiscal Year

115

2015-16 Budget

Forecast 2014-15 3,000,000 3,000,000

Budget 2015-16 2,850,000 2,850,000

General Fund Revenue 002 Fire Assessment Fee Legal Authorization Special assessments are a home rule revenue source under Florida Statute 166.021 that may be used by a local government to fund local improvements or essential services. Resolution 2014-34 establishes a fire special assessment fee for the City beginning in FY2015. Major Assumptions The FY2016 budget includes a fire special assessment fee which was established in FY2015. The fee will recover up to 16.55% of the full cost requirement of providing fire protection services to properties within the City limits. The assessable fire/rescue costs are allocated among real property use categories based on a (3) year historical demand for these services. This demand is identified by examining the past three years of fire incident/calls for service data. Assessments per unit for each property category are the same as FY2015. Collections of the fee beginning in FY2016 will be performed by the Lee County Tax Collector and will also include any past due amounts from FY2015. Fee Schedule

Property Category Residential Commercial Industrial/Warehouse Government/Institutional

Assessment Allocation $ 1,553,316 $ 492,193 $ 69,839 $ 913,270 $ 3,028,618

% of Calls 51.1% 16.4% 2.3% 30.2% 100.0%

Allocated Units 33,893 16,406,424 8,729,851 13,046,721

Assessment Unit Parcel Sq Ft Sq Ft Sq Ft

Assessment per Unit $ 45.83 $ 0.030 $ 0.008 $ 0.070

Forecast 2014-15

Budget 2015-16

Collection History Actual 2012-13 Fire Assessment Fee

Adopted Budget 2014-15

Actual 2013-14 -

3,150,000 3,150,000

Fire Assessment Fee Historical Comparison

$3,200,000 $2,400,000 $1,600,000 $800,000 $0 2012-13

2013-14

2014-15

Fiscal Year

116

2014-15 Forecast

2015-16 Budget

1,546,145 1,546,145

2,200,000 2,200,000

General Fund Revenue 002 Other Licenses, Fees and Permits Legal Authorization The Florida Statutes, Chapter 166.222, states that the governing body of a municipality may provide a schedule of reasonable inspection fees in order to defer the costs of inspection and enforcement of the provisions of its building code. Major Assumptions Fees and permits revenue are estimated based on current market trends and conditions. Total licenses, fees and permits are anticipated to increase $123,400 or 7.0% over that of the FY2015 Adopted Budget. This conservative increase is driven by growth. Fee Schedule Rates vary based on business type and are too voluminous to reproduce here. Engineering Permit Fees are levied on any work within the rights-of-way, site clearing, grubbing, grading, excavating for fill in, site work and plan review. Fees are outlined in Resolution 2014-26 as adopted by City Council on September 25, 2014. Fire Department Permit Fees are levied for annual fire inspections, fire sprinkler permits, fire drainpipe systems, fire pumps, burn permits, hydrant flow testing, blasting and pollutant storage tank removal. Fees are outlined in City Code Section 40-4. Zoning Board Adjustment Fees and Plan Review Fees are levied for zoning plan reviews, tree removal permits, general and special inspections, reinspections and other services. Zoning Board Fees are outlined in Resolution 2011-37 as adopted by City Council on October 3, 2011 and Plan Review Fees are outlined in Resolution 2014-26 as adopted by City Council on September 25, 2014. Collection History Actual 2012-13 Engineering Permit Fees Fire Department Permit Fees Zoning Board Adjustment Fees Plan Review Fees Computer/Automation Surcharge Adult Entertainment Permits

Actual 2013-14

413,329 422,811 150,467 327,247 18,450 1,332,304

Adopted Budget 2014-15

635,270 628,767 201,490 526,810 19,850 2,012,187

619,700 495,000 192,400 433,200 20,000 1,760,300

Forecast 2014-15 680,300 607,400 170,000 542,300 19,100 20,000 2,039,100

Budget 2015-16 607,500 596,500 180,000 459,700 20,000 20,000 1,883,700

Other Licenses, Fees and Permits Historical Comparison

Adult Entertainment Permits

$2,100,000

Plan Review Fees

$1,400,000 Zoning Board Adjustment Fees

$700,000 Fire Department Permit Fees

$0 2012-13

2013-14

2014-15

Fiscal Year

117

2014-15 Forecast

2015-16 Budget

Engineering Permit Fees

General Fund Revenue 002 State Shared Revenues Legal Authorization This revenue category is comprised of a variety of fees and taxes collected by the state and distributed to municipalities based on information submitted by businesses as well as formulas established by Florida Statutes. The Cigarette Tax is levied by Chapter 210.20 (2) and was consolidated into the State Shared Revenue Proceeds in FY 00-01; Mobile Home Licenses are imposed by Chapter 320; Alcoholic Beverage Licenses, Chapter 561.342; One-half Cent Sales Tax Chapter 218.61; Fire Fighters State Compensation, Chapter 633.382; and Fuel Tax Recoveries, Chapter 206.625. Major Assumptions Revenue estimates are based on collection trends in FY2015 and incorporates the estimates provided by the Florida Legislature's Office of Economic and Demographic Research with the assistance of the Florida Department of Revenue's Office of Tax Research.

Fee Schedule All payment schedules are established by Florida Statutes and are received monthly for two months' previous collection. Collection History

Mobile home license Alcoholic beverage license State sales tax (.005) Firefighters' state compensation State shared revenue proceeds Fuel tax recoveries

Adopted Budget 2014-15

Actual 2012-13

Actual 2013-14

15,453 96,508 4,659,495 50,886 1,441,877 74,952 6,339,171

16,280 119,403 5,217,412 56,277 1,586,714 75,196 7,071,282

15,500 100,000 5,100,000 55,000 1,515,000 75,000 6,860,500

Forecast 2014-15 15,500 120,000 5,630,000 56,000 1,550,000 75,000 7,446,500

Budget 2015-16 16,000 120,000 5,925,000 56,000 1,635,000 75,000 7,827,000

State Shared Revenues Historical Comparison Fuel tax recoveries

$7,900,000 State shared revenue proceeds

$5,925,000 Firefighters' state compensation

$3,950,000 State sales tax (.005)

$1,975,000

Alcoholic beverage license

$0 2012-13

2013-14

2014-15

2014-15 Forecast

Fiscal Year

118

2015-16 Budget

Mobile home license

General Fund Revenue 002 Physical Environment Legal Authorization Resolution No. 2014-27 itemizes rates for Interment Rights and Services and Opening and Closing Fees for burials, including a fee for a second burial of cremains at the head or foot of a standard lot. Ordinance No. 2093 gives the City the right to mow lots that do not meet the City codes and to lien property for unpaid assessments. Ordinance No. 3714 creates a definition for repeat offenders and increases administrative lot mow fees for first and repeat offenses effective September 25, 2014. Ordinance No. 3539 establishes a process and fee of $150 per property for the registration of abandoned real property effective January 2010. Major Assumptions FY2016 Cemetery revenues are budgeted 6% higher than prior year, based on collections history. Abandoned Property Registration fees are expected to decrease $10,300 from the prior year based on FY2015 collections and current trends. Lot Mowing revenue is expected to decrease $114,700 based on FY2015 collections. Demolition fees remain on par with the prior year Adopted Budget. Fee Schedule Cremains* Cemetery Adults Infants Burial plots (and additional for one cremain) $1400/$700 $400 $700/$950 Indigent burials $1,000 $350 $500 Opening and Closing Fees Monday - Friday before 2:30 P.M. $900 $275 $525/$450 Weekdays 2:30 P.M. and after; Saturdays before 2:30 P.M. $1,150 $450 $650/$550 Saturdays 2:30 P.M. and after $1,400 $725 $875/$750 * Rates indicated for cremains include a rate for In-Ground Cremains as well as Columbarium Cremains and are shown respectively, if the rate varies between the two. Collection History Adopted Actual Actual Budget Forecast Budget 2012-13 2013-14 2014-15 2014-15 2015-16 Cemetery: openings Cemetery: lot sales Cemetery: urns and markers Abandoned Property Registration Lot mowing Demolition fees

104,450 100,513 11,250 92,800 81,427 20,414 410,854

109,075 115,067 10,563 166,600 105,395 2,690 509,390

Physical Environment Revenue Historical Comparison

105,000 105,300 160,300 219,700 20,700 611,000

110,000 110,000 3,887 125,000 103,000 3,500 455,387

112,700 110,000 150,000 105,000 20,000 497,700

Abandoned Property Registration Cemetery: urns and markers

$612,000 $459,000

Demolition fees

$306,000 Lot mowing

$153,000 $0

Cemetery: lot sales

2012-13 2013-14 2014-15 2014-15 2015-16 Forecast

Fiscal Year

119

Budget

Cemetery: openings

General Fund Revenue 002 Culture/Recreation Legal Authorization The Code of Ordinances of the City of Fort Myers authorizes the City Council to adopt fees for the use of City recreational facilities. Major Assumptions The FY2016 budget was developed in-line with actual collections in FY2015. There are no fee increases planned for FY2016.

Fee Schedule Resolution No. 2015-44 sets the rate schedules for the use of Parks and Recreation facilities and buildings, which vary depending on the facility and activity, and are too numerous to list in detail. Collection History

Parks and recreation Riverside Center revenue Racquet Club revenue Golfview Pool revenue Skate Park revenue Centennial Park Deleon Pool membership/concessions Landscaping/grounds maintenance Athletic league revenue STARS Complex/summer camp fees

Actual 2012-13 3,475 54,117 6,184 27,393 11,709 14,719 167,389 79,281 34,088 60,462 458,817

Actual 2013-14 5,075 52,966 34,574 12,464 19,075 162,242 79,281 35,775 79,456 480,908

Adopted Budget 2014-15 3,500 55,400 27,600 10,500 14,800 170,000 79,200 35,000 95,600 491,600

Culture/Recreation Revenue Historical Comparison

$495,000

$371,250

$247,500

$123,750

$0 2012-13

2013-14

2014-15

Fiscal Year

120

2014-15

2015-16

Forecast

Budget

Forecast 2014-15 3,500 55,400 27,600 10,500 14,800 165,000 79,200 35,000 88,200 479,200

Budget 2015-16 3,500 55,400 31,800 10,500 14,800 165,000 79,200 35,000 88,200 483,400

General Fund Revenue 002 Judgments and Fines Legal Authorization According to Florida Statues, Chapter 34.191: "All fines and forfeitures received from violations of municipal ordinances committed within a municipality within the territorial jurisdiction of the county court, other than the charge provided in s.318.1215, shall be paid monthly to the municipality except as provided in s.28.2402(2), s.34.045(2), s. 318.21 or s. 943.25." Major Assumptions Revenue estimates are based on FY2015 collections.

Fee Schedule Money from noncompliance fees and traffic violations.

Collection History Actual 2012-13 Fines and forfeitures

Actual 2013-14

422,511 422,511

Adopted Budget 2014-15

331,074 331,074

400,000 400,000

Judgments and Fines Historical Comparison $425,000

$318,750

$212,500

$106,250

$0 2012-13

2013-14

2014-15

Fiscal Year

121

2014-15

2015-16

Forecast

Budget

Forecast 2014-15 295,000 295,000

Budget 2015-16 300,000 300,000

General Fund Revenue 002 Ordinance Violations Legal Authorization Ordinance No. 3394, passed by the Council of the City of Fort Myers on May 7, 2007 and effective the same date, amends the fee schedule of the City Code. Ordinance No. 3716 amends the City Code, Chapter 30 Fire Prevention and Protection, Article I to update the fire plan review and inspection fees effective September 25, 2014. Ordinance No. 3758 amends the City Code, Chapter 40 Fire Prevention and Protection, Article 1 to provide for fees to recover cost for requests made to utilize fire department employees for fire watches and as standby personnel at events in the City. Code Enforcement fines and liens are set by City Ordinance and are too numerous to reproduce here. Major Assumptions FY2016 Alarm permits and service fees, which include fees for false alarms and alarm malfunctions are consistent with that of FY2015 collections. FY2016 Code Enforcement lien collection revenues are based on FY2015 collections. Fee Schedule Ordinance No. 3394, effective May 7, 2007 sets the schedule of fees. Ordinance No. 3716 amends the City Code to update the fire plan review and inspections fees. Ordinance 3758 amends the City Code to provide for fees to recover costs for fire watches and standby personnel. All fees are available in Section 102 of the City Code, Sub-Part B, Growth Management Code and are too numerous to reprint here. Collection History Actual 2012-13 Alarm permits Alarm service fees Code enforcement liens

Adopted Budget 2014-15

Actual 2013-14

37,940 8,360 228,187 274,487

37,479 6,661 243,583 287,723

40,400 6,300 210,000 256,700

Forecast 2014-15 37,500 9,700 246,000 293,200

Ordinance Violations Revenue Historical Comparison Code collection revenue

$300,000 $225,000

Code enforcement liens

$150,000

Alarm service fees

Alarm permits

$75,000 $0 2012-13

2013-14

2014-15

Fiscal Year

122

Forecast

2015-16 Budget

Budget 2015-16 40,400 7,000 250,000 297,400

General Fund Revenue 002 Rents and Royalties Legal Authorization Fort Myers City Charter, Chapter 8, Subsection 39 states: "City may lease any of the property owned by the City or any part thereof, when deemed for the best interest of the City to do so." Major Assumptions The FY2016 budget was based on the FY2015 forecast and lease agreements. FY2015 was the first year that revenue from the Fort Myers golf course restaurant, Lee Memorial and wireless tower was reported in the General Fund.

Fee Schedule Based upon individual contracts approved by the Mayor and the City Council. Collection History

Rent: Rent: Rent: Rent: Rent:

Industrial property Sunshine Masonry Golf Course Restaurant Lee Memorial Wireless

Actual 2012-13 15,870 25,984 41,854

Actual 2013-14 17,080 46,770 63,850

Adopted Budget 2014-15 15,800 46,800 25,000 65,300 52,100 205,000

Rents and Royalties Revenue Historical Comparison $208,000 $156,000 $104,000 $52,000 $0 2012-13

2013-14

2014-15 Fiscal Year

123

2014-15

2015-16

Forecast

Budget

Forecast 2014-15 17,000 46,800 25,000 65,300 52,100 206,200

Budget 2015-16 17,000 46,800 25,000 65,300 52,000 206,100

Fuel Tax Revenue 106 & 308 Legal Authorization The 6-cents and 5-cents of local option fuel tax as well as the additional 8th-cent state fuel tax, pursuant to Florida Statutes 336.025 (1)(a) & (b) and 206.605 respectively, were levied by an ordinance adopted by a majority vote of the County's governing body. The proceeds of the local option fuel tax are distributed to the municipalities located within the County based upon an Interlocal agreement adopted on May 31, 1989. This 30 year agreement was subject to renegotiation in year 20 or May, 2009 for the remaining 10 years of the agreement, however no parties requested any recalculation of proceeds. Proceeds, calculated on the # of gallons sold, are distributed based on the schedule below. Major Assumptions Revenues through the collection of fuel taxes are estimated to increase modestly based on lower fuel prices and a steady increase in population. The FY2016 budget was based on that premise as well as the FY2015 budget. Miscellaneous revenue consists of reimbursements from FDOT for traffic signal maintenance and street lighting on State roads. Fee Schedule Florida Statute 336.025 allows for the distribution of the Local Option Fuel Tax either through an Interlocal agreement or by a transportation methodology outlined in the Statutes. The county and cities entered into an Interlocal agreement which distributes the proceeds as follows: City of Bonita Springs 4.54% City of Cape Coral 24.95% City of Fort Myers 14.00% City of Sanibel 5.00% Lee County 50.49% City of Fort Myers Beach 1.02% 100.0% Collection History Adopted Actual Actual Budget Forecast Budget 2012-13 2013-14 2014-15 2014-15 2015-16 Interest income Miscellaneous revenue Local option fuel tax (.06) Local option fuel tax (.05) State fuel tax (.08)

1,073 565,997 2,330,342 1,735,966 513,313 5,146,691

1,434 422,936 2,466,937 1,830,803 539,917 5,262,027

406,000 2,350,000 1,675,800 515,000 4,946,800

Local Option Gas Tax Revenue Historical Comparison

500 406,000 2,500,000 1,800,000 520,000 5,226,500

478,800 2,600,000 1,800,000 540,000 5,418,800

Local option fuel tax (.05)

Local option fuel tax (.06)

$5,450,000 $4,087,500 $2,725,000 $1,362,500 $0

Miscellaneous revenue

Interest income

State fuel tax (.08)

2012-13

2013-14 2014-15 Fiscal Year

124

2014-15 Forecast

2015-16 Budget

Water Division Revenue 401 Legal Authorization The City Code of Ordinances, Chapter 18 Utilities, sets the Utility Rates. Major Assumptions City Ordinance No. 3757, which sets the utility rate increases for the next 5 years, establishes no change to the FY2015 utility rates for FY2016. The FY2016 budget was developed based on the FY2015 forecast with no rate increase and assumes a conservative growth factor of 2.0% in the number of customers and demand for service. Consultants, Burton & Associates through the Utility Revenue and Sufficiency Rate Model analysis, confirmed that no rate increase in FY2016 along with minimal future year increases, support utility capital improvements in the 5-year program as well as operations.

Fee Schedule City Ordinance No. 3757, effective October 1, 2015:

Inside City Limit

Outside City Limit

Monthly readiness-to-serve (by meter size) Volume charge: (for each 1,000 gallons per month) Residential - (Tiers are determined by meter size as well as by monthly consumption)

$8.63-$992.45

$10.79-$1,240.56

$4.65 $9.30 $13.02 $18.22 $9.30

$5.81 $11.63 $16.28 $22.78 $11.63

Tier 1 Tier 2 Tier 3 Tier 4

Non-Residential

Collection History Adopted Actual Budget 2013-14 2014-15

Actual 2012-13 Water sales Water installation Water hydrant rental Water reuse revenue Utility service charges Administrative charges

14,010,252 161,200 33,000 824,696 515,915 3,823,946 19,369,009

15,546,217 201,050 33,000 899,000 576,737 4,143,518 21,399,522

15,908,600 130,000 33,000 960,000 520,000 4,305,000 21,856,600

Forecast 2014-15

Budget 2015-16

16,050,000 125,000 33,000 895,000 560,000 4,305,000 21,968,000

16,300,000 125,000 33,000 965,000 560,000 4,500,000 22,483,000

Water Revenue Historical Comparison

$22,600,000 Administrative charges

$16,950,000

Utility service charges Water reuse revenue

$11,300,000

Water hydrant rental Water installation

$5,650,000

Water sales

$0 2012-13

2013-14

2014-15

2014-15 Forecast

Fiscal Year

125

2015-16 Budget

Sewer Division Revenue 401 Legal Authorization The City Code of Ordinances, Chapter 18 Utilities, sets the Utility Rates. Major Assumptions City Ordinance No. 3757, which sets the utility rate increases for the next 5 years, establishes no change to the FY2015 utility rates for FY2016. The FY2016 budget was developed based on the FY2015 forecast with no rate increase and assumes a conservative growth factor of 2.0% in the number of customers and demand for service. Consultants, Burton & Associates through the Utility Revenue and Sufficiency Rate Model analysis, confirmed that no rate increase in FY2016 along with minimal future year increases, support utility capital improvements in the 5-year program as well as operations.

Fee Schedule City Ordinance No. 3757, effective October 1, 2015:

Inside & Outside Usage Range City Limit

Monthly readiness-to-serve (by meter size) Volume charge per 1,000 gallons/monthly: All classes, all usage levels

$14.90-$1,713.50 $13.25 Collection History

Sewer service - City Sewer service - County Administrative charges

Actual 2012-13

Actual 2013-14

21,524,775 5,806,136 5,540,213 32,871,124

23,842,655 6,643,451 5,971,999 36,458,105

Adopted Budget 2014-15 24,200,000 6,791,000 6,100,000 37,091,000

Forecast 2014-15

Budget 2015-16

24,600,000 6,791,000 6,300,000 37,691,000

25,400,000 6,845,000 6,600,000 38,845,000

Sewer Revenue Historical Comparison $39,000,000

Administrative charges

$29,250,000 Sewer service County

$19,500,000

Sewer service City

$9,750,000 $0 2012-13 2013-14 2014-15 2014-15 2015-16 Forecast

Fiscal Year

126

Budget

Stormwater 402 Legal Authorization Resolution No. 2015-41 establishes a Stormwater fee to be imposed on all real property located within the city Stormwater service area. Ordinance No. 3506 provides for the definitions for Stormwater management as well as the method of collection. Ordinance No. 3657 was adopted to amend the method of collection and enforcement. Major Assumptions Revenue for fiscal year 2016 is based on the fiscal year 2015 forecast with no change to the amount of the fee.

Fee Schedule The fee is set at .96 per standard impervious unit (SIU). The impervious square feet of the parcel will be rounded down to the nearest 500 square feet, divided by the SIU value of 500 square feet, multiplied by the rate. Collection History Adopted Actual Budget 2013-14 2014-15

Actual 2012-13 Charges for services Miscellaneous

2,888,076 14,168 2,902,244

3,423,575 44,579 3,468,154

3,000,000 3,000 3,003,000

Stormwater Revenue Historical Comparison $3,500,000 $2,625,000 $1,750,000 $875,000 $0 2012-13

2013-14

2014-15 Fiscal Year

127

2014-15 Forecast

2015-16 Budget

Forecast 2014-15 2,880,000 30,000 2,910,000

Budget 2015-16 2,880,000 25,000 2,905,000

Downtown Parking 403 Legal Authorization Resolution No. 2012-42 sets parking rates for use of City parking lots, garages, meters, and on street permits and provides monthly parking discounts for businesses as well as downtown residents. City Code Section 17-76 defines violations and Ordinance No. 3161 sets the fines. Major Assumptions Citywide parking, comprised of two garages and various surface lots downtown, is managed by Denison Parking, a private contractor. In addition to the fees outlined below, there are rates for special events, normal evening rates, downtown resident rates, metered bag permits and business owners' discounts. FY2016 revenues are budgeted $150,000 higher than prior year for the parking garages and $5,000 less for Meter Permits and Fines. Revenue control equipment for the garages collect money 24 hours a day, and customer volume has increased due to the construction of the downtown detention basin and the new library, which have reduced previously available surface parking areas. On street parking revenue has declined some, as a strict enforcement program has motivated increased use of the garages. Additional revenue growth has been limited due to the implementation of Zip Zones downtown, which offer 2 hours of free parking per day, and the capacity of the existing facilities. Fee Schedule Parking Meters 30 minutes parking meter - per hour One hour parking meter - per hour Two hour parking meter - per hour Ten hour parking meter - per hour Parking Garages: Monthly parking Daily First hour Each additional hour or portion thereof Daily maximum Early bird special (before 9:00 a.m.) Downtown Permits per month

Without Tax $0.50 $0.50 $0.50 $0.25 $51.89 $0.94 $0.94 $4.72 $3.78 $37.73

With Tax

$55.00 $1.00 $1.00 $5.00 $4.00 $40.00

Collection History

Interest Income Parking meters/ permits Parking meter fines Parking garage Rent: Garage Retail Reimbursed Expense

Actual 2012-13 240 71,645 155,354 573,820 53,328 11,372 865,759

Actual 2013-14 1,255 57,664 182,817 628,550 64,045 1,986 936,317

Adopted Budget 2014-15 300 70,000 160,000 600,000 50,000 880,300

Forecast 2014-15 813 39,785 225,000 739,107 57,600 1,062,305

Budget 2015-16 300 40,000 185,000 750,000 50,000 1,025,300

Downtown Parking Revenue Historical Comparison Reimbursed Expense

$1,065,000

Parking meters/ permits

$798,750

Rent: Garage Retail

$532,500

Parking garage

$266,250

Parking meter fines Interest Income

$0 2012-13

2013-14

2014-15 Fiscal Year

128

2014-15 Forecast

2015-16 Budget

Skatium Revenue 404 Legal Authorization The Code of Ordinances of the City of Fort Myers authorizes the City Council to adopt fees for the use of City recreational facilities and buildings. Major Assumptions The FY2016 revenues are estimated to be in line with the FY2015 forecast and incorporates fee increases for both recreation and ice programs. The fee increases generate additional revenue in the amount of $43,000 which lowers the amount of subsidy required by the General Fund. During FY2015, the Skatium took over operations of the pro shop. Fee Schedule Resolution No. 2015-44 sets the rate schedules for the use of Parks and Recreation facilities, including the Skatium. Fees are too numerous to list in detail. Collection History Actual 2012-13 Hockey revenues Public skating revenues Figure skating revenues Fitness center memberships Pro Shop revenues Concessions Daily fees (non-ice side) Daily fees (fitness center) Ice rentals Video game lease Other leased space Miscellaneous revenues

Actual 2013-14

275,846 100,007 135,410 15,679 145,939 119,010 3,214 169,885 4,949 24,308 628 994,875

270,702 115,129 131,283 14,307 145,303 118,859 2,421 172,989 4,830 23,343 958 1,000,124

Adopted Budget 2014-15 290,000 100,000 130,000 15,000 158,000 127,000 3,000 170,000 5,000 22,100 1,020,100

Forecast 2014-15

Budget 2015-16

280,000 118,000 130,000 15,000 30,000 150,000 120,000 1,800 173,000 5,000 8,700 1,031,500

296,100 127,500 133,700 15,000 25,000 158,000 135,700 3,000 170,000 5,000 8,700 1,077,700

Miscellaneous revenues Other leased space

Skatium Revenue Historical Comparison

Video game lease

$1,208,000

Ice rentals

$906,000

Daily fees (fitness center) Daily fees (non-ice side) Concessions

$604,000 $302,000 $0 2012-13

2013-14

2014-15

2014-15 Forecast

Fiscal Year

129

2015-16 Budget

Fitness center memberships Figure skating revenues Public skating revenues Hockey revenues

Yacht Basin Revenue 407 Legal Authorization Resolution No. 2014-13 as approved by the City Council on March 17, 2014 amended/set the dockage rates at the Fort Myers Yacht Basin effective March 18, 2014. Major Assumptions Charges for Services, which includes Dockage fees, Boarding fees, Electricity fees, Live Aboard charges, Store sales and Fuel sales are anticipated to decrease $58,400 or 2.7%. The decrease is based on current year trends for Fuel sales partially offset by increases in all other revenues. Miscellaneous revenue is anticipated to increase $18,000 over FY2015 and consists of washer and dryer revenue, parking space rental fees and JC Cruises rental income. Fee Schedule Dockage Rates Plus Electricity $1.00 - $4.00 per foot per night paid in advance. 1 - 30 Day (s) Weekly rate $0.75 to $2.00 per foot per night paid in advance. $9.00 - $18.00 per foot per month paid in advance. Monthly rate Annual rate $6.00 - $12.00 per foot per month paid in advance* Live aboard surcharge: $50.00 - $100.00 per vessel per month Managed Mooring Field - Lease Fees $8.00 - $20.00 per day paid in advance. Daily rate $200.00 - $400.00 per month paid in advance. Monthly rate $170.00 - $350.00 per month paid in advance* Annual rate Live aboard rate: $35.00 - $100.00 per vessel per month Automobile parking: $3.00- $10.00 per space per day or $30.00 - $60.00 per space per month (as available). Commercial Dockage: Please refer to Resolution No. 2014-13 * Security Deposit equal to 1 month dockage paid in advance. Collection History

Charges for services Interest income Miscellaneous

Adopted Budget 2014-15

Actual 2012-13

Actual 2013-14

2,167,815 292 75,695 2,243,802

2,283,530 1,116 84,859 2,369,505

2,194,200 75,000 2,269,200

Forecast 2014-15

Budget 2015-16

2,180,400 700 93,000 2,274,100

Yacht Basin Revenue Historical Comparison $2,375,000 Miscellaneous

$1,900,000 $1,425,000

Charges for services

$950,000 $475,000

Interest income

$0 2012-13

2013-14

2014-15

2015-16

Forecast

Budget

Fiscal Year

130

2,135,800 93,000 2,228,800

Fort Myers Golf Course Revenue 408 Legal Authorization The Code of Ordinances of the City of Fort Myers, Florida, authorizes the changing of rates for the use of the golf course facilities by adoption of Resolution No. 2015-43 by the City Council of the City of Fort Myers. Major Assumptions The FY2016 revenues are based on the FY2015 Forecast and adjusted for the implementation of a daily fee morning rate of $70.00 during the months of January, February and March as well as consideration of October, 2014 being a month that the Fort Myers golf course was closed due to renovations. Fee Schedule

Annual Fees Single (membership after 1985 but before 2005) Single (membership before 1985) 9-Month membership Single Spouse

Non - City Member $1,700.00 $1,400.00 $850.00

City* Member

$550.00 $1,300.00 $975.00

**City Member (Grandfather)

$750.00 $400.00

***City Member

$975.00 $725.00

* Membership after October 1, 1998, ** Membership prior to October 1, 1994, *** Membership after October 1, 1994 and prior to October 1, 1998. 1/1 - 3/31 4/1 - 4/30 5/1 - 9/30 10/1 - 12/31 Daily Fees $30-$70 $15-$45 $12-$35 $15-$45 Collection History Adopted Actual Actual Budget Forecast Budget 2012-13 2013-14 2014-15 2014-15 2015-16 Charges for services Miscellaneous

1,302,367 15,414 1,317,781

1,096,086 16,140 1,112,226

1,791,400 15,500 1,806,900

Fort Myers Country Club Revenue Historical Comparison $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2012-13 2013-14 2014-15 2014-15 2015-16 Forecast Budget Fiscal Year

131

1,712,283 15,500 1,727,783

1,945,500 15,500 1,961,000

Eastwood Golf Course Revenue 409 Legal Authorization The Code of Ordinances of the City of Fort Myers, Florida, authorizes the changing of rates for the use of the golf course facilities by adoption of Resolution No. 2015-43 by the City Council of the City of Fort Myers. Major Assumptions The FY2016 revenues are based on the FY2015 Forecast and adjusted for the implementation of a daily fee morning rate of $70.00 during the months of January, February and March as well as consideration of October, 2014 being a month that the Fort Myers golf course was closed which generated additional play at Eastwood.

Fee Schedule **City Member

Non - City City* ***City Annual Fees Member Member (Grandfather) Member Single (membership after 1985 but before 2005) $1,700.00 Single (membership before 1985) $1,400.00 9-Month membership $850.00 $550.00 Single $1,300.00 $750.00 $975.00 Spouse $975.00 $400.00 $725.00 * Membership after October 1, 1998, ** Membership prior to October 1, 1994, *** Membership after October 1, 1994 and prior to October 1, 1998. 1/1 - 3/31 4/1 - 4/30 5/1 - 9/30 10/1 - 12/31 Daily Fees $40-$70 $30-$55 $15-$35 $30-$55 Collection History Adopted Actual Actual Budget Forecast Budget 2012-13 2013-14 2014-15 2014-15 2015-16 Charges for services Interest income Miscellaneous

1,688,696 213 35,161 1,724,070

1,830,509 991 34,066 1,865,566

1,921,800 27,600 1,949,400

1,827,800 27,600 1,855,400

Eastwood Golf Course Revenue Historical Comparison $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2012-13 2013-14 2014-15 2014-15 2015-16 Fiscal Year

132

Forecast

Budget

1,946,500 27,600 1,974,100

Cultural & Historic Affairs Revenue 410 Legal Authorization This fund was created during the FY2010 budget process. It combines the Imaginarium Science Center, SWFL Museum of History and the Burroughs Home funds. Rates for the Imaginarium were established by Resolution 2008-33 as approved by City Council on August 18, 2008, and were made effective on August 18, 2008. Rates for the SWFL Museum of History were revised by Resolution 2003-13 as approved by City Council on March 3, 2003, and were made effective March 8, 2003. Major Assumptions Imaginarium Science Center - In FY2016 Charges for Service are anticipated to increase $23,500 or 4.1% due to an increase in the Education Program revenue. This increase is based on current year trends and projected attendance. SWFL Museum of History - Charges for Service are anticipated to increase $5,400 or 7.9% due to the net effect of increases in Memberships, Admissions and Gift Shop sales partially offset by decreases in Walking Tours and Special Projects. This increase is based on current year trends and projected attendance.

Fee Schedule SWFL Imaginarium Museum Imaginarium Regular Regular Group Daily Daily Admissions Admissions Admissions (10 or more) $8.00 - $12.00 $9.50 $7.00 - $11.50 $7.00 $8.50 $5.50 $5.00 - $10.00 $4.00 $2.00 - $5.00 $0.00 $0.00 $0.00

Admissions Adults Seniors Children ages 3 - 12 Children under 3

SWFL Museum Group Admissions (10 or more) $8.00 $8.00 $4.00 $0.00

Collection History Actual 2012-13 Charges for services Miscellaneous

Adopted Budget 2014-15

Actual 2013-14

523,985 2,150 526,135

578,698 3,882 582,580

648,500 1,000 649,500

Cultural & Historic Affairs Revenue Historical Comparison $700,000 $525,000 $350,000 $175,000 $0 2012-13 2013-14 2014-15 2014-15 2015-16 Forecast

Fiscal Year

133

Budget

Forecast 2014-15 594,800 2,600 597,400

Budget 2015-16 677,400 677,400

Harborside Event Center Revenue 414 Legal Authorization The Code of Ordinances of the City of Fort Myers, Florida, authorizes the changing of rates for the use of the Harborside Complex facilities by adoption of Resolution No. 2004-46 by the City Council of the City of Fort Myers effective July 19, 2004. Major Assumptions The Harborside Event Center Team is focused on soliciting shoulder and off-season events to help promote an extended season. Until the expansion plans for the Event Center occur, the business mix at Harborside continues to focus on the local market with limited regional uses. Harborside receives rental and service fees for the facility as well as contract revenue from the Center Plate, the exclusive caterer of the Event Center. A new method to record revenues and expenses was implemented with the FY2015 budget. Both revenue collections and expenditures for events were recorded on the gross amount to provide better event reporting and management oversight. Rental Income for FY2016 is anticipated to increase $14,000 or .9% over the prior years budget. This increase is based on projections as they relate to the sale of services, public show attendance and food and beverage concession spending.

Fee Schedule Resolution 2004-46 sets the rate schedules for the Harborside Event Center for space and equipment rentals and services, which is too voluminous to provide here in detail. Collection History Actual 2012-13 Rental Income Miscellaneous

Actual 2013-14

875,557 651 876,208

769,038 1,087 770,125

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

1,551,000 1,551,000

1,565,000 1,565,000

Harborside Revenue Historical Comparison $1,600,000 $1,200,000 $800,000 $400,000 $0 2012-13 2013-14 2014-15 2014-15 2015-16 Forecast

Fiscal Year

134

Budget

Solid Waste Revenue 420 Legal Authorization Chapter 14 Solid Waste, Section 14-17 of the City Code states: "All refuse accumulated in the City shall be collected, conveyed and disposed of by the City government. No persons shall collect, convey over any of the streets or alleys for the City, or dispose of any refuse accumulated in the City without a written contract or permit approved by the City Council." Section 14-57 establishes the rates which were amended with Ordinance No. 3502, approved on March 2, 2009. Major Assumptions In April 2009 the City assumed responsibility for citywide recycling service, which became mandatory effective January 1, 2010, per Ordinance 3526. Ordinance No. 3538 created a commercial non-cardboard recycling rate of $4.00 per cubic yard, and commercial recycling revenue has steadily increased. Roll-off service revenue, addressed in Ordinance 3152, increased in FY2013 for the first time since FY2008. There are no rate increases in FY2016. Per Resolution 2008-41, collection of residential solid waste charges is handled through assessment on the tax bill. Fee Schedule Single commercial user Commercial user, non cardboard recycling Mechanically compressed refuse (containers furnished by owner) Two or more businesses using same container Non-containerized commercial refuse Residential user - each family unit Containerized cardboard recycling

$9.54 Per Cubic Yard $4.00 Per Cubic Yard $31.44 Per Cubic Yard $9.54 $24.12 $228.96 $3.32

Per Cubic Yard Per Month Annual assessment Per Cubic Yard

Collection History

Charges for services Interest income Miscellaneous Intergovernmental revenues

Actual 2012-13

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

13,902,883 7,998 56,019 151,018 14,117,918

14,206,976 24,263 79,722 153,962 14,464,923

13,821,400 45,000 200,000 14,066,400

14,005,204 16,221 43,973 217,400 14,282,798

13,931,400 45,000 200,000 14,176,400

Solid Waste Revenue Historical Comparison

$14,500,000 $10,875,000 $7,250,000 $3,625,000 $0 2012-13

2013-14

2014-15 Fiscal Year

135

2014-15

2015-16

Forecast

Budget

Building Permits & Inspections Revenue 425 Legal Authorization The Florida Statutes, Chapter 166.222, states that the governing body of a municipality may provide a schedule of reasonable inspection fees in order to defer the costs of inspection and enforcement of the provisions of its building code. Major Assumptions While Permitting and inspection activity steadily increased in FY2015, the conservative FY2015-16 budget remains on par with the FY2015 Adopted Budget. This conservative budget is due to what could be considered an inflated FY2015 collections due to the ending of a 20% County Impact Fee. Mid-year 2015, the reduced 20% County Impact Fees were increased to a 45% rate. Fee Schedule Resolution 2014-26, effective September 25, 2014, sets the schedule of Building Permit Fees for the City. A new Technology Fee is included in the Resolution accessing each permit to provide for funds to be used exclusively for ongoing and future technology enhancements and replacements related to permitting. Collection History Actual 2012-13 Building permits Permit reinspection fees Local Business Tax inspection Administrative Fees Inspection overtime fees Miscellaneous income Computer/Automation Surcharge Interest income

Actual 2013-14

2,648,262 112,350 29,550 30,555 1,050 2,770 6,954 2,831,491

3,329,293 112,613 28,691 52,580 920 3,017 18,324 3,545,438

Adopted Budget 2014-15 3,302,500 186,900 40,600 45,300 1,400 3,000 26,000 3,605,700

Building Permits & Inspections Revenue Historical Comparison $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2012-13

2013-14

2014-15

2014-15 Forecast

Fiscal Year

136

2015-16 Budget

Forecast 2014-15 3,600,000 135,000 35,800 45,300 15,000 4,100 33,000 12,600 3,880,800

Budget 2015-16 3,330,600 135,000 35,800 45,300 10,000 3,000 20,000 19,000 3,598,700

General Fund Summary Overview The General Fund is the general operating fund of the City. The General Fund accounts for all financial resources traditionally associated with governments not required to be accounted for in another fund.

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

Revenues Taxes Licenses and permits Intergovernmental revenues Charges for services Fines & forfeitures General administration charge Miscellaneous revenues Contributions from Enterprise Operations Operating Transfers In Total Operating Revenues

50,275,461 7,525,570 8,053,358 1,351,978 618,797 4,331,800 747,116 10,137,000 1,408,900 84,449,980

51,208,300 10,236,900 7,866,200 1,401,400 656,700 4,643,500 729,500 10,791,300 1,486,900 89,020,700

51,431,800 9,215,845 8,450,000 1,205,287 588,200 4,643,500 871,051 10,791,300 1,486,900 88,683,883

54,524,500 9,715,300 8,854,800 1,297,200 597,400 4,688,300 786,300 11,078,600 1,739,100 93,281,500

Expenditures by Function General government Public safety Physical environment Transportation Recreation/Culture Other uses Expenditure savings Total Operating Expenditures

8,393,408 53,616,468 5,386,852 438,096 2,392,210 1,335,900 71,562,934

11,298,400 54,124,100 5,843,000 476,800 2,556,700 1,651,600 (1,500,000) 74,450,600

10,891,170 55,587,454 6,070,419 453,318 2,580,368 1,651,600 77,234,329

12,173,050 57,500,200 6,239,300 491,300 2,671,400 1,324,700 80,399,950

Transfers Out: Operating transfers out Transfer to TIF districts Capital improvement transfers out Debt service transfers out Total Transfers Out

3,981,500 2,011,950 1,190,158 8,455,064 15,638,672

2,780,800 2,194,900 171,500 8,912,100 14,059,300

2,803,962 2,190,268 836,989 8,911,700 14,742,919

2,812,700 2,409,700 157,000 8,259,600 13,639,000

Total Expenditures

87,201,606

88,509,900

91,977,248

94,038,950

Excess revenues over (under) expenditures

(2,751,626)

Estimated beginning reserves - Unassigned Accounting adjustments Designated reserves (reappropriations)

8,146,193 376,608 6,883,121

12,654,296 (510,800)

12,654,296 688,665

10,049,596 -

12,654,296

10,049,596

9,292,146

Estimated ending reserves - Unassigned

137

510,800

(3,293,365)

(757,450)

General Fund Summary Revenue Overview

Revenues Taxes Ad valorem taxes Utility service taxes Communication service tax Insurance premium tax Business tax Licenses and Permits Other licenses, fees and permits Fire special assessment fee Franchise fees Intergovernmental Payment in lieu of taxes Shared revenues-other local governments State shared revenues Charges for Services Culture/Recreation General government Other charges for services Physical environment Public safety Fines and Forfeits Judgments and fines Violations of local ordinances Miscellaneous Revenues Disposition of fixed assets Interest and other earnings General administration charge Other miscellaneous revenues Contributions from private sources Rents and royalties Special assessments

Total Operating Revenues Other Sources Contributions from enterprise funds Interfund transfer Total

Actual 2013-14 35,761,963 8,047,997 3,342,499 1,418,254 1,704,748 50,275,461

Adopted Budget 2014-15 38,239,300 7,850,000 3,400,000 1,719,000 51,208,300

Forecast 2014-15 38,341,600 8,230,000 3,000,000 1,860,200 51,431,800

Budget 2015-16 41,584,300 8,230,000 2,850,000 1,860,200 54,524,500

2,012,187 5,513,383 7,525,570

1,760,300 3,150,000 5,326,600 10,236,900

2,039,100 1,546,145 5,630,600 9,215,845

1,883,700 2,200,000 5,631,600 9,715,300

942,100 39,976 7,071,282 8,053,358

965,700 40,000 6,860,500 7,866,200

965,700 37,800 7,446,500 8,450,000

989,800 38,000 7,827,000 8,854,800

483,326 197,530 11,531 509,390 150,201 1,351,978

493,100 141,500 611,000 155,800 1,401,400

480,700 123,200 2,500 455,387 143,500 1,205,287

484,900 154,000 497,700 160,600 1,297,200

331,074 287,723 618,797

400,000 256,700 656,700

295,000 293,200 588,200

300,000 297,400 597,400

6,564 77,841 4,331,800 558,639 8,790 63,850 31,432 5,078,916

71,000 4,643,500 451,000 2,500 205,000 5,373,000

77,000 4,643,500 568,586 19,265 206,200 5,514,551

77,000 4,688,300 500,700 2,500 206,100 5,474,600

72,904,080

76,742,500

76,405,683

80,463,800

10,137,000 1,408,900 11,545,900

10,791,300 1,486,900 12,278,200

11,078,600 1,739,100 12,817,700

84,449,980

89,020,700

88,683,883

93,281,500

138

General Fund Budget at a Glance Expenditures by Appropriation Unit The following charts depict the change in overall expenditures in the City's General Fund by appropriation unit and function. An appropriation unit is a unit of measurement that summarizes expenditures by type and function categorizes costs of operations in a functionally equivalent manner.

Appropriation Unit Personal services Operating expenses Capital outlay Transfers Debt Expenditure savings

Actual 2013-14 56,424,863 15,102,739 35,332 7,183,608 8,455,064 -

Adopted Budget 2014-15 58,395,123 17,542,977 12,500 5,147,200 8,912,100 (1,500,000)

Forecast 2014-15 59,242,280 17,959,058 32,991 5,831,219 8,911,700 -

Budget 2015-16 61,039,823 18,786,727 573,400 5,379,400 8,259,600 -

87,201,606

88,509,900

91,977,248

94,038,950

Expenditures by Appropriation Unit

$98,500,000

Debt

$88,500,000 Expenditure savings

$78,500,000 $68,500,000

Transfers

$58,500,000 Capital outlay

$48,500,000 $38,500,000

Operating expenses

$28,500,000 Personal services

$18,500,000 $8,500,000 ($1,500,000) 2013-14

2014-15

2015-16

Actual

Forecast

Budget

Fiscal Years

139

General Fund Budget at a Glance Expenditures by Function

General Government City Council Mayor's Office City Manager City Clerk Management & Budget Purchasing Human Resources Finance Treasury/Collections & Switchboard City Attorney Real Estate Planning Community Development Admin. Financial Services Administration Contributions Facilities Management Economic Development Contingencies Public Safety Police Department Fire Department Dispatchers Code Enforcement Development Services Physical Environment Engineering Parks Cemetery Maintenance Transportation Public Works Admin. Recreation/Culture Recreation STARS Complex Special Events Arts/Culture Task Force

Actual 2013-14 475,002 118,300 617,990 1,001,608 310,983 395,379 848,695 1,012,139 453,760 941,568 407,234 221,268 616,062 428,190 538,100 7,130 8,393,408

Adopted Budget 2014-15 515,700 130,900 720,800 1,330,800 327,100 466,600 1,121,200 1,135,700 532,300 1,010,300 424,400 268,600 589,800 441,500 504,700 1,750,800 7,200 20,000 11,298,400

Forecast 2014-15 515,700 130,900 736,200 1,158,326 332,923 465,222 1,058,300 1,066,773 493,042 1,040,808 445,000 302,700 608,800 441,500 302,600 1,764,863 7,513 20,000 10,891,170

Budget 2015-16 539,100 131,300 759,300 1,381,300 347,200 519,200 1,190,800 1,186,500 591,400 1,138,000 457,100 335,700 632,700 475,500 662,450 1,797,900 7,600 20,000 12,173,050

32,561,645 18,172,003 1,427,420 1,064,409 390,991 53,616,468

32,707,200 18,156,300 1,670,500 1,200,400 389,700 54,124,100

34,077,440 18,344,900 1,486,714 1,259,000 419,400 55,587,454

34,758,800 19,353,600 1,708,200 1,264,000 415,600 57,500,200

1,576,943 3,461,647 348,262 5,386,852

1,825,100 3,670,700 347,200 5,843,000

1,944,100 3,748,129 378,190 6,070,419

1,904,800 3,950,800 383,700 6,239,300

438,096 438,096

476,800 476,800

453,318 453,318

491,300 491,300

1,422,873 699,102 125,235 145,000 2,392,210

1,517,300 752,900 141,500 145,000 2,556,700

1,537,430 756,438 141,500 145,000 2,580,368

1,610,200 747,100 169,100 145,000 2,671,400

140

General Fund Budget at a Glance Expenditures by Function (con't.) Actual 2013-14 Other Uses Debt Service Transfers CIB Transfers Operating Transfers TIF Transfers Insurance Expenditure savings Total

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

8,455,064 1,190,158 3,981,500 2,011,950 1,335,900 16,974,572

8,912,100 171,500 2,780,800 2,194,900 1,651,600 (1,500,000) 14,210,900

8,911,700 836,989 2,803,962 2,190,268 1,651,600 16,394,519

8,259,600 157,000 2,812,700 2,409,700 1,324,700 14,963,700

87,201,606

88,509,900

91,977,248

94,038,950

Expenditures by Function

$100,000,000

Other Uses

$80,000,000

Recreation/Culture

$60,000,000

Transportation

$40,000,000

Physical Environment

Public Safety

$20,000,000

General Government

$0 2013-14

2014-15

2015-16

Actual

Forecast

Budget

Fiscal Years

141

City Council Mayor Pro-Tem 002-0101 Teresa Watkins Brown - Ward 1 Johnny Streets, Jr. - Ward 2 Terolyn Watson - Ward 3

Michael Flanders - Ward 4 Forrest Banks. - Ward 5 Thomas Leonardo - Ward 6

Program The City Council promotes and protects the well being of the citizens of Fort Myers, assures continued improvement in the quality of services and provides necessary leadership via policies and actions that result in efficient and effective government. This Mayor Pro-Tem budget provides the designee with the resources necessary to conduct the Council's administrative business. Appropriations

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

6,355 6,355

7,200 7,200

0.0

Budget Highlights The FY2016 budget remains equal to that of the previous year.

142

Increase (decrease) Both $ and % -

N/A 0.00% N/A N/A N/A 0.00%

City Council 002-0103 Teresa Watkins Brown - Ward 1 Program The City Council promotes and protects the well being of the citizens of Fort Myers and assures continued improvement in the quality of services. Provides necessary leadership so that policies and actions of the Council result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules and regulations and provides a forum for citizen involvement in City Government. Appropriations

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

57,391 21,273 78,664

57,700 26,000 83,700

58,800 27,900 86,700

1.0

Increase (decrease) Both $ and % 1,100 1,900 3,000

1.91% 7.31% N/A N/A N/A 3.58%

Budget Highlights Personal service changes for FY2016 reflect a 3% increase in health premiums and retirement cost increases from 34.6% to 37.0% of wages. Operating expenses increase $1,900 as a result of ITS charges.

143

City Council 002-0104 Johnny Streets, Jr. - Ward 2 Program The City Council promotes and protects the well being of the citizens of Fort Myers and assures continued improvement in the quality of services. Provides necessary leadership so that policies and actions of the Council result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules and regulations and provides a forum for citizen involvement in City Government. Appropriations

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

66,377 21,254 87,631

66,800 24,400 91,200

68,200 27,200 95,400

1.0

Increase (decrease) Both $ and % 1,400 2,800 4,200

2.10% 11.48% N/A N/A N/A 4.61%

144

City Council 002-0105 Terolyn Watson - Ward 3 Program The City Council promotes and protects the well being of the citizens of Fort Myers and assures continued improvement in the quality of services. Provides necessary leadership so that policies and actions of the Council result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules and regulations and provides a forum for citizen involvement in City Government.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

55,719 15,063 70,782

60,600 22,600 83,200

61,200 26,400 87,600

1.0

Increase (decrease) Both $ and % 600 3,800 4,400

0.99% 16.81% N/A N/A N/A 5.29%

Budget Highlights Personal service changes for FY2016 reflect the following. With the election of a new Council person, benefits increase due to the net effect of a change in health care plan selection by the Elected Official, a 3% increase in health premiums and Retirement expense increases from 34.6% to 37.0% of wages. Operating expenses increase $3,800 as a result of ITS charges.

145

City Council 002-0106 Michael Flanders - Ward 4 Program The City Council promotes and protects the well being of the citizens of Fort Myers and assures continued improvement in the quality of services. Provides necessary leadership so that policies and actions of the Council result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules and regulations and provides a forum for citizen involvement in City Government.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

57,422 17,007 74,429

57,700 23,400 81,100

58,800 26,500 85,300

1.0

Increase (decrease) Both $ and % 1,100 3,100 4,200

1.91% 13.25% N/A N/A N/A 5.18%

146

City Council 002-0107 Forrest Banks - Ward 5 Program The City Council promotes and protects the well being of the citizens of Fort Myers and assures continued improvement in the quality of services. Provides necessary leadership so that policies and actions of the Council result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules and regulations and provides a forum for citizen involvement in City Government.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

61,069 15,452 76,521

61,400 21,400 82,800

62,700 24,300 87,000

1.0

Increase (decrease) Both $ and % 1,300 2,900 4,200

2.12% 13.55% N/A N/A N/A 5.07%

147

City Council 002-0108 Thomas Leonardo - Ward 6 Program This division was created to provide for expenditures of a sixth ward, as directed by the voters in the April 2005 election. The City Council promotes and protects the well being of the citizens of Fort Myers and assures continued improvement in the quality of services. Provides necessary leadership so that policies and actions of the Council result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules and regulations and provides a forum for citizen involvement in City Government.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

61,060 19,560 80,620

61,400 25,100 86,500

62,700 27,200 89,900

1.0

Increase (decrease) Both $ and % 1,300 2,100 3,400

2.12% 8.37% N/A N/A N/A 3.93%

148

Mayor's Office 002-0109 Randall P. Henderson, Jr., Mayor Program The Mayor is elected at-large by the voters for a term of four years. The Mayor became a voting member of City Council, effective May 2006, when the City Manager form of government was implemented and continues to preside over Council meetings, serves as the ceremonial head of government, and maintains association with other local and state governmental agencies.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

76,892 41,408 118,300

77,200 53,700 130,900

78,600 52,700 131,300

1.0

Increase (decrease) Both $ and % 1,400 (1,000) 400

1.81% -1.86% N/A N/A N/A 0.31%

Budget Highlights Personal service changes for FY2016 reflect a 3% increase in health premiums and retirement cost increases from 34.6% to 37.0% of wages. Operating expenses decrease $1,000 due to the net effect of a $6,000 decrease in ITS charges partially offset by a $5,000 increase in Public Relations for the New Development Trends in Fort Myers symposium.

149

City Manager 002-0202 William P. Mitchell, City Manager Program The City Manager is the Chief Executive Officer of the City and administers all policies adopted by the Mayor and City Council. The City Manager directs and supervises programs and services of the City. Other responsibilities include development of the annual budget and capital improvement program, appointment and removal of all officers and employees of the City. The City Manager prepares Mayor and City Council meeting agendas, develops staff recommendations and supporting information on all matters to be considered by the Mayor and City Council, responds to Citizens requests and prepares and reviews special reports. Accomplishments: Affordable Housing - Rehabilitation of 21 homes Beautification - Palm Beach Boulevard median landscaping Community Development - Implementation of E Permitting, Acquisition of consulting services for Residential Infill Development through the National Research Network, Identification of buildable lots for Residential Infill Development Plan, Removal of Coastal High Hazard imposed density cap, Dr. Martin Luther King, Jr. Blvd and Veronica Shoemaker Blvd. Corridor rezoning, Data collection and analysis of the distribution of junkyards and recycling centers in the City, Establishment of Technology Fee for Permitting software Economic Development - Marketing Services continuing contracts, Selection of Marketing Consultant Services for Downtown Fort Myers Environmental Protection - Reclaimed Water Study, Draft agreement for City selling of reclaimed water to City of Cape Coral Facilities Maintenance - Energy Performance contract Fiscal Management - 2015-2106 City Budget, 2016-2020 Capital Improvement Plan, Implementation of Fire Assessment Fee with collection on tax bill, RFP for Privatization of City Marina, Imaginarium Science Center and Skatium recreation facility General Management - Community Development Department Efficiency Analysis RFP, Purchase of CNG Refuse Truck Fleet, Implementation of new software for managing Citizen requests, Police Department Diversity Recruitment program, Development of "Ban the Box" Hiring Policy and Procedure, City Council training workshop on Enhancing Public Trust & Transparency in City Government, Development of Mayor's State of the City Address Public Safety - Annual Emergency Management Exercise, Police Department Reaccreditation by Florida Law Enforcement Accreditation (CFA), City meeting on gun violence Youth Development - Teen Advisory Council production of Anti-Bullying Video, Teen Advisory Council participation in International Youth Day Event

150

City Manager 002-0202 William P. Mitchell, City Manager

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

509,659 108,331 617,990

546,500 174,300 720,800

561,900 174,300 736,200

578,200 181,100 759,300

4.0

Increase (decrease) Both $ and % 31,700 6,800 38,500

5.80% 3.90% N/A N/A N/A 5.34%

Budget Highlights Personal service changes for FY2016 includes an increase of $31,700 due to a 3% increase in Wages, a 3% increase in health premiums and Retirement expense increases from 34.6% to 37.0% of wages. This budget includes funding for seniority pay. Operating expenses increase $6,800 as a result of ITS charges.

151

Special Events 002-0209 Program Special events that occur throughout the City at times require City services to be provided. Most of such services include security, trash pickup and facility rental. The Special Events program ensures that the events occur through the awarding of City-provided services to the event. This program oversees and facilitates the production of special events within the City of Fort Myers. These events provide recreational, cultural and educational opportunities and fosters a sense of belonging and collective identity among residents, provides economic support for the not-for-profit and provides opportunities for the development of tourism.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

125,235 125,235 0.0

Appropriations Adopted Budget Forecast 2014-15 2014-15 141,500 141,500 0.0

141,500 141,500 0.0

Budget 2015-16 169,100 169,100

Increase (decrease) Both $ and % 27,600 27,600

N/A 19.51% N/A N/A N/A 19.51%

0.0

Budget Highlights The FY2016 budget increases $27,600 and includes funding of City-provided services for the following events: (1) Mystery Walk; (2) Music Walk; (3) Art on the Water Concert Series; (4) MLK Celebration; (5) I Will Mentor Golf Event; (6) Art Walk; (7) Car Cruise-In; (8) Easter Celebration; (9) Holiday in the Park; (10) Blue Prints for Hope; (11) Zombicon; (12) FL Marine Fisheries Banquet; (13) Backpack Event; (14) Hope Parkinson Symposium; (15) A Giving Heart for Cancer Fashion Show; (16) Holiday House; (17) Artfest; (18) Edison Festival; (19) Law & Order Ball; (20) Black History Month; (21) SWFL Reading Festival; (22) Arts for ACT; (23) Juneteenth; (24) Community Prayer Breakfast

152

Arts and Culture 002-0212 Program The City recognizes the importance of the arts to the cultural, educational, and economic well-being of its diverse population. In order to enhance access to a full range of cultural experiences, funding is provided for arts and cultural programs and is administered by the Public Art Committee. Funding for each arts and culture grant is up to $7,500 for organizations and up to $2,500 for individual artists. The City's Public Art Committee urges the grantee to match its granted funds through earned income or contributions from foundations, individuals, corporations or government agencies. Matching funds can also include in-kind goods and services as well as volunteer or professional time. Appropriations Adopted Budget Actual Forecast 2013-14 2014-15 2014-15 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

145,000 145,000

0.0

145,000 145,000 0.0

Budget 2015-16 145,000 145,000

Increase (decrease) Both $ and % -

N/A 0.00% N/A N/A N/A 0.00%

0.0

Budget Highlights The FY2016 budget includes $20,000 for consulting services as they relate to the development of policies and procedures for the creation of public art within the City, $25,000 for a contribution to the SWFL Community Foundation, a regional grant program and $100,000 for City-awarded grant funds to local artists and art organizations.

153

City Attorney 002-0301 Program The City Attorney's office serves as legal advisor to the City Manager, the Mayor, Council members and all departments of the City. The City Attorney's office advises at all City Council meetings and provides legal representation to committees, boards and agencies of the City. The City Attorney institutes or defends civil suits, actions and legal proceedings on behalf of the City and is responsible for preparing and reviewing ordinances, resolutions, contracts and other legal instruments pertaining to the City, and for rendering legal opinions relating to City projects and other governmental matters.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

591,194 350,374 941,568

619,300 391,000 1,010,300

6.6

6.5

Budget 2015-16

649,808 746,100 391,000 391,900 1,040,808 1,138,000 6.5

Increase (decrease) Both $ and % 126,800 900 127,700

20.47% 0.23% N/A 12.64%

6.5* *Includes Frozen Position

Budget Highlights Personal services funding includes a 3% salary increase, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Following voter approval of Ordinance 3679 in November 2013, and effective October 20, 2014, the City Attorney position was reclassified to a contract salary group, compensation was increased 31% and a new $6,000 vehicle allowance was approved. The FY2016 budget includes these increases, which is reflected in the wage increase from prior year. Funding for a vacant Sr. Staff Assistant position is eliminated. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. Operating expenses increase for ITS Capital Recovery and Service Charges.

154

City Clerk 002-0401 Program The mission of the City Clerk's Office is to maintain an unbiased permanent record of all proceedings; ensure the integrity of elections, documents and history of the City; provide high quality customer service to the elected officials, general public, City staff, and other government agencies. We pledge to be neutral and impartial in rendering equal service and providing information to maximize public access to municipal government. In FY2010, responsibility for staff support services for the Elected Officials was transferred to this division.

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent position

Actual 2013-14

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

616,553 385,055 1,001,608

820,400 510,400 1,330,800

847,600 533,700 1,381,300

14.5

721,435 436,891 1,158,326

13.0

Increase (decrease) Both $ and % 27,200 23,300 50,500

3.32% 4.57% N/A N/A N/A 3.79%

13* *Includes Frozen Position

Budget Highlights Personal services funding includes a 3% salary increase, which follows a 3% increase in FY2015, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Funding for a vacant Sr. Staff Assistant position is eliminated. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. Operating expenses increase due to a net increase in indirect costs.

155

Non-Departmental 002-05xx The Non-Departmental section of the Budget Document represents non-operating type items. These items consist mainly of Transfers to Other Funds, Contributions, and Debt Service. Debt Service and Transfers to Other Funds Adopted Budget Actual Forecast Budget 2013-14 2014-15 2014-15 2015-16 Transfers to Debt Service Funds 8,455,064 8,912,100 8,911,700 8,259,600 Transfers to Capital Improvement Budget 1,190,158 171,500 836,989 157,000 Insurance 1,335,900 1,651,600 1,651,600 1,324,700 Operating - transfers out 5,993,450 4,975,700 4,994,230 5,222,400 Sub-Total General Fund Transfers Out 16,974,572 15,710,900 16,394,519 14,963,700 Contingencies and Contributions General Contingencies 20,000 20,000 20,000 Contributions 537,600 504,700 302,600 662,450 Economic Development 7,130 7,200 7,513 7,600 Retirement Contract 500 Sub-Total Contributions and Contracts 545,230 531,900 330,113 690,050 Total Non-departmental Expenditures 17,519,802 16,242,800 16,724,632 15,653,750 Budget Highlights Transfers to the Capital Improvement Budget -- $70,000 will fund neighborhood improvement projects and $87,000 for a lease payment for Fire Engine 14. Insurance -- comprised of $203,400 (legislative); $831,300 (law enforcement); $137,800 (other physical environment); $7,300 (road and street facilities); and $144,900 (parks & recreation). Operating Transfers Out -- Includes subsidy transfers of $2,383,900 to Venues, including $63,600 to the Para-Transit fund to complete funding for the downtown trolley, $140,900 to Street Maintenance Fund, $287,900 to the Southwest Florida Enterprise Center and $2,409,700 to the TIF Districts for Incremental Tax Revenue. FY2014 was the last year $1,301,900 was transferred to the Facilities Management Fund, as it became part of the General Fund in FY2015. General Contingencies -- The FY2016 budget of $20,000 is equal to the FY2015 budget. Actual expenditures are recorded in the appropriate accounts, reducing this budgeted amount throughout the year. Contributions -- Contributions for non-profit agencies increase $157,750 over prior year. Funding of $137,800 is budgeted for CASP, and PAL funding of $11,800 is included in the Police Department budget. PAL funding of $11,800 in FY2015 is also excluded from CASP totals, however FY2014 Actual expenditures includes this contribution. Funding also includes $153,000 for Quality Life Center, $72,700 for the remaining funding for a final contribution to the Housing Authority for the Hope VI grant, $50,000 for the Housing Authority's assisted living facility, $88,900 for maintenance at the Sidney Berne Davis Art Center and $37,500 for the Dunbar Improvement Association for Palm City Gardens Apartments improvements. New funding includes $10,900 Human Trafficking Awareness Partnerships, $7,500 Olympia Track Club, $10,000 Dunbar Little League, $53,800 Clemente Park Improvements, $30,000 Lee County Good Wheels and $10,350 additional Black History Society funding. Economic Development -- $7,600 is budgeted for MPO dues. Retirement Contract -- Retirement contract obligation has been fulfilled. 156

Recreation 002-0602 Program "Bringing Our Community Together" - That is the Recreation Division's motto and what they strive for through leisure and recreational activities for individuals and families throughout the City. By offering a variety of activities, the Recreation Division is able to serve thousands of residents and visitors each year from young children to senior citizens. The Recreation Division provides the following programs: 1) Aquatics - providing swimming opportunities at 3 separate outdoor facilities. Programming includes swimming lessons, water fitness and rehab. classes, triathlon training, arthritis foundation classes, lifeguard classes and early bird swimming. Several successful events including competitive swim meets, the Annual Water Safety Day and Summer Kick-off Event, as well as Trunk and Treat. Aquatics is the home facility to Swim Florida & 7 high school swim teams as well as winter training for (2) colleges. 2) Community Centers - providing meeting and event space for private events and arts and culture. 3) Racquet Club - Programs include tennis academy, lessons, tournaments, round robins, leagues, cardio and is the home facility for 2 high school tennis teams - all operated by a contracted vendor. 4) Outdoor Athletics - providing organized, adult and children outdoor sports programs including basketball, soccer, flag football, kickball, cheerleading, t-ball, punt, pass & kick, baseball, volleyball, beach volleyball, dodge ball, softball and a skate board park. 5) Food Concessions - provided at all recreation facilities as well as during special events & tournaments. Accomplishments: Aquatics installed the Weather Bug lightening detection system to provide increased safety. Improved aquatic facilities with adding a maintenance task system for the lifeguards to follow. Increased participation in volleyball and soccer leagues - evident by increased revenue collections. Featured in the Naples Herald and Fox 4 News for participation in the women's soccer league in Lee County. 35% increase in field programming and rentals over prior year. Continued "Movies in the Park" program.

Expenditures Personal services Operating expenses Capital outlay Total Full time equivalent positions

Actual 2013-14

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

835,628 558,894 28,351 1,422,873

951,700 565,600 1,517,300

976,730 560,700 1,537,430

1,033,600 570,600 6,000 1,610,200

21.4

20.6

Increase (decrease) Both $ and % 81,900 5,000 6,000 92,900

8.61% 0.88% N/A 6.12%

Budget Highlights The FY2016 Budget incorporates a 3% increase in wages and health and retirement cost as a percentage of payroll increases from 34.6% to 37% - Further variances in personnel costs are a result of adding (1) full time position from the Skatium Fund to this division as well as transferring (3) part-time positions out of this division to the Skatium Fund. This move, which better aligns the positions with the work that is being performed, adds a total of $13,700 to the budget due to benefits associated with a full-time position. Operating expenditures increase due mainly to ITS and Fleet charges. Further, $900 was added for lifeguard instructor certifications. Capital outlay consists of an enclosed trailer to store and transport equipment. 157

Parks 002-0603 Program Preserve and improve the landscape of our community, enhance its attractiveness and increase safety, while providing quality green space and facilities for the passive and active enjoyment of all residents. Responsibilities include horticultural maintenance & turf mowing encompassing more than 190 acres, including irrigation, park, playground and ball field maintenance as well. Accomplishments: Created a neighborhood volleyball court at Roberto Clemente Park Installed a new well at Billy Bowlegs Park Installed 60 shade trees on Housing Authority property Upgraded the Lions Park sports field with 4,000 square feet of new sod Installed new irrigation in the landscaping at the Fort Myers Country Club and Pro Shop

Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

1,956,639 1,505,008 -

2,136,700 1,534,000 -

2,022,429 1,725,700 -

2,257,800 1,693,000 -

121,100 159,000 -

5.67% 10.37% N/A N/A

3,461,647

3,670,700

3,748,129

3,950,800

280,100

7.63%

34.2

34.1

Increase (decrease) Both $ and %

34.0* *Includes Frozen Position

Budget Highlights The FY2016 Budget incorporates a 3% increase in wages and health and retirement cost as a percentage of payroll increases from 34.6% to 37%. A part-time vacant Tradesworker II position is frozen in FY2016. Operating expenditures increase $159,000 of which $150,000 is due to Utilities to align with actual spending trends due to an increase in water rates and areas irrigated as well as Fleet charges, as repair and maintenance on aging equipment is increasing.

158

STARS Complex 002-0606 Program This program provides recreational, academic, social, cultural and sports activities/facilities that target our atrisk children and provide them with a safe environment and adult guidance to encourage positive, goal-oriented behavior and SUCCESS THROUGH ACADEMIC and RECREATIONAL SUPPORT (STARS). STARS currently provides after-school programs and school-break camps that include homework assistance, martial arts classes, swimming, basketball, aerobics and a garden club just to name a few, to more than 200 children daily. Further, STARS now offers a once a month, teen lounge for youth between the ages of 14 and 18. Accomplishments: Partnered with the Children's Network which developed programs for middle school aged children providing life skills, community service and value awareness. Added a new swim program, Swim Energy that incorporates teaching of good morals, character and responsibility. Increased participation in the Dunbar Little League from 25 to 125 children due to a new agreement and management of the organization. Improved field #5 for Dunbar Rattler Football and Cheer increasing volume of usage of the facility by more than 250 participants.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

469,515 222,606 6,981 699,102 14.2

Appropriations Adopted Budget Forecast 2014-15 2014-15 510,400 242,500 752,900 14.2

517,038 239,400 756,438 14.2

Budget 2015-16 527,200 219,900 747,100

Increase (decrease) Both $ and % 16,800 (22,600) (5,800)

3.29% -9.32% N/A N/A N/A -0.77%

14.2* *Includes Frozen Position

Budget Highlights The FY2016 Budget incorporates a 3% increase in wages and health and retirement cost as a percentage of payroll increases from 34.6% to 37%. The current vacant and frozen position of a Senior Program Coordinator remains frozen in FY2016. Operating expenditures decrease as a result of lower ITS Charges.

159

Cemetery Maintenance 002-0612 Program The mission of the cemetery is to provide a beautiful, secure resting place for loved ones through responsible land use and maintenance, accurate records management, and financial planning to ensure perpetual care. Literature detailing rates and services available is provided for citizens in brochure format and on the City's website.

Appropriations

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

193,123 155,139 348,262

193,800 153,400 347,200

219,269 158,921 378,190

208,700 175,000 383,700

3.0

Increase (decrease) Both $ and % 14,900 21,600 36,500

7.69% 14.08% N/A N/A N/A 10.51%

160

Budget 002-0701 Program The Budget Office is responsible for preparation, implementation and monitoring of the City's Annual Operating Budget & Capital Improvement Program. This includes working with the City departments and City Manager in determining and setting priorities for the City's spending requirements. Work includes preparation of the proposed and annual budget documents, TRIM compliance, revenue and expenditure monitoring through quarterly analyses and projections, processing of budget transfer and amendment requests and the tracking of activities related to the long-range Capital Improvement Program. The Budget Office also provides professional assistance, guidance and analysis in the creation/elimination of programs, evaluation of staffing levels and programs and is continuously involved in many special projects related to the overall management of the City.

Accomplishments: Received the GFOA Distinguished Budget Award in FY2015 for the 24th consecutive year and increased the number of outstanding ratings by 35% from the prior year review. Budget information was presented to City Council beginning in April, 2015 and again in June and July for frequent engagement regarding budget matters and updates to revenue and expenditure projections. Ensured the execution of the budget that established a fire assessment fee as a new revenue source to the City. Staff provided all necessary notices to property owners and once formally adopted, developed invoices and put measures in place for collections. Further, staff arranged future collections of the fire assessment fee be moved to the Tax Collector. Adopted the Five-Year Capital Improvement Program by Resolution, shifting to a cash flow basis program alleviating large, upfront debt issuances.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Total Full time equivalent positions

283,594 27,389 310,983

Appropriations Adopted Budget Forecast 2014-15 2014-15 289,500 37,600 327,100

4.0

296,026 36,897 332,923 4.0

Budget 2015-16 310,200 37,000 347,200

Increase (decrease) Both $ and % 20,700 (600) 20,100

7.15% -1.60% N/A 6.14%

4.0* *Includes Frozen Position

161

Purchasing & Contracts Administration 002-0702 Program The Purchasing & Contracts Division is responsible for purchasing supplies, materials and services for the dayto-day operation of all City divisions by State Statute, City Ordinances and adopted policies. This division also provides professional assistance, guidance and analysis in creation/administration of Bid/RFP/RFQ documents and administers the Purchasing Card Program. Other programs consist of property/inventory control, disposition of surplus and obsolete City property by State Statute and City Ordinances, oversight of the Minority Business Enterprise (MBE) Program and responsibility for the monitoring and compliance of the City's Asbestos Operations & Maintenance Plan for all City facilities. Accomplishments: Issued over 25 bids/RFP's/RFQ's, over 80 formal contracts and amendments, 1,859 purchase orders. Inventory reduction program at PWC Warehouse to reduce waste - Reduction of approximately 26% of total inventory or approximately $132,000 Re-established and implemented new Procurement Card Training for end users. Established and implemented a pilot project to reduce the length of time associated with insurance and contract approval process. Negotiated chemical contracts for water & wastewater for savings of over $100,000 annually. To date, recognized sales tax savings of over $41,200 by processing direct materials purchases for construction of Fire Station No. 1. Generated over $137,600 in auction proceeds.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Total Full time equivalent positions

295,883 99,496 395,379 5.0

Appropriations Adopted Budget Forecast 2014-15 2014-15 370,800 95,800 466,600 5.0

348,822 116,400 465,222 5.0

Budget 2015-16 394,600 124,600 519,200

Increase (decrease) Both $ and % 23,800 28,800 52,600

6.42% 30.06% N/A N/A 11.27%

4.5

162

Human Resources 002-0801 Program The Human Resources Department serves as a hub for all employee services, activities and programs. This department also constitutes the foundation for the City's ability to ensure fair and equitable treatment for all of its employees in every term, benefit, privilege and condition of employment. Accomplishments: Coordinated the summer youth work program, "Step Up to Work 2015", which employs local youth from low income households. Worked with consultants on revising the Policies and Procedures manual to be implemented in FY2016. Negotiated bargaining agreements with Fire and General Unions. Negotiated a 3% increase to HMO health insurance premiums and a 5% increase to HDHP plans. Provided free on-site flu shots to employees and dependents covered by the City's health insurance, offered free health risk assessments to all employees, offered health related discounts on medical services not covered by insurance and offered free quarterly mammogram testing in an effort to improve wellness. Published monthly benefits newsletter and "Lunch and Learn" sessions to promote healthful living and raise employee health awareness. Coordinated the Employee Recognition Program which awards 12 City employees the "Employee of the Quarter" award and one employee the "Employee of the Year" award. Coordinated performance evaluation training to newly promoted supervisors. Implemented Criticall (911 emergency dispatcher) testing for Telecommunications Operator applicants.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

676,521 172,174 848,695

909,600 211,600 1,121,200

862,600 195,700 1,058,300

8.0

Budget 2015-16 986,700 204,100 1,190,800

Increase (decrease) Both $ and % 77,100 (7,500) 69,600

8.48% -3.54% N/A N/A N/A 6.21%

8.0 * * Includes Frozen Position

Budget Highlights Personal service changes for FY2016 includes an increase of $77,100 due to the net effect of the following. Wages increase 3%. Health/Life decreases due to the net effect of a change in health care plan selection by staff partially offset by a 3% increase in health premiums. Retirement expense increases from 34.6% to 37.0% of wages. Unemployment Compensation increased due to the expiration of the previously awarded Fire SAFER Grant which funded 21 firefighters. Funding for a vacant Employee Relations/Training Manager position remains frozen in FY2016. This budget includes funding for seniority pay.

Operating expenses decrease $7,500 due to ITS charges.

163

Public Works Administration 002-0901 Program A Beautiful City requires a lot of work: Team Work, Hard Work and PUBLIC WORKS. The Public Works Department is a diverse group of divisions that are responsible for maintenance, construction, operations, and engineering support for the Cityâ&#x20AC;&#x2122;s infrastructure (includes roads, canals, bridges, utility distribution and collection lines, wells, water plant, 2 wastewater plants, storm water systems, etc.) facilities management, fleet maintenance, solid waste, golf courses, parks and recreation. It is also plays a major role in the preparation and execution of the capital improvement program. This division provides the leadership necessary to carry out all such activities. Accomplishments: In conjunction with submittal of application for accreditation to the American Public Works Association, the Public Works Department created the following vision and mission statements: Vision: The Public Works Department strives to enhance the quality of life of all residents by designing, building and maintaining public works infrastructure and providing safe, reliable, effective services consistent with the mission and goals of our community. Mission: The Public Works Departmentâ&#x20AC;&#x2122;s mission is to improve and maintain the infrastructure of the City of Fort Myers, and to protect the health and welfare of our residents, businesses, and visitors; to provide quality services to our customers, within available resources, in a timely and efficient manner; to provide these services, as well as to support economic growth and development, with the unity and trust of highly qualified and skilled personnel; and to serve as first responders in emergency situations. Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

305,215 132,881 438,096

310,400 166,400 476,800

290,618 162,700 453,318

332,600 158,700 491,300

2.3

Increase (decrease) Both $ and % 22,200 (7,700) 14,500

7.15% -4.63% 3.04%

164

Engineering 002-0902 Program The Engineering Division provides engineering services including planning, design and construction of water, sewer, roadways, sidewalks, bike paths and street lighting. Further, Engineering provides plan review and inspections of site plans from private developers for conformance with City Code requirements & provides construction inspection of capital improvement projects, in-house projects and private development projects. Accomplishments: The following projects were completed in 2015: The Ford Street filter marsh and amenities, Marion Street sidewalk project, Seminole Avenue sidewalk, Prince Street multipurpose field and the Burroughs Home roof renovations. The Engineering Division was awarded a $226,000 grant from the US Department of Agriculture for the stabilization of the Winkler Avenue Canal Embankment. Co-partnered with the Fort Myers Country Club for the Carrell Canal Retention/Detention that was completed with a grant from the Florida Department of Environmental Protection ADA retrofits in City Hall Construction of Fire Station #1 began. The project is expected to be completed in November 2016. The City is currently constructing the drainage improvements on Second Street from Fowler to Seaboard and will begin the Hanson Street expansion project, the Veronica Shoemaker left turn lane at Colonial Boulevard and Maravez Street sidewalk

Expenditures Personal services Operating expenses Capital outlay Transfers Total Full time equivalent positions

Actual 2013-14

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

917,803 659,140 1,576,943

1,227,800 597,300 1,825,100

1,128,700 815,400 1,944,100

1,287,300 617,500 1,904,800

12.7

14.7

14.7 *

Increase (decrease) Both $ and % 59,500 20,200 79,700

4.85% 3.38% 4.37%

* Includes Frozen Position Budget Highlights Personal service changes for FY2016 includes an increase of $59,500 due to the net effect of the following. Wages increase 3%. Health/Life decreases due to the net effect of a change in health care plan selection by staff partially offset by a 3% increase in health premiums. Retirement cost as a percentage of payroll increases from 34.6% to 37.0%. Funding for the vacant City Engineer position remains frozen for FY2016. This position is funded 50% by the General Fund and 50% by Utility Engineering. This budget includes funding for seniority pay. Operating Expenses increase $20,200 due to the net effect of a $23,600 increase in ITS Charges and a $3,000 increase in Fleet charges partially offset by a $6,400 decrease in Hardware = $750-$5,000 for one-time FY2015 hardware expenses. 165

Police Department 002-1002 Program The Police Department is responsible for the development and implementation of programs which successfully address the changing and ever growing law enforcement problems facing the citizenry. The Fort Myers Police Department is committed to providing a responsive police presence that improves the quality of life and builds problem-solving partnerships with the community. As stated in the Department's Strategic Plan, their Purpose: Exceptional public safety and service through quality partnerships, and their Mission: To provide the most effective and efficient law enforcement services in Florida. Accomplishments: The Youth Services Division is committed to building a rapport with young people and helping to prevent juvenile crime with GRAMPA Cops working in elementary schools, Do The Right Thing recognition for positive behavior, LEAD 9 week drug prevention course, KOPS, Explorer Post and Respect for Law Camp providing law enforcement education to children 11 to 21 years old, and PAL events developing discipline and instilling selfesteem. The Commission for Florida Law Enforcement Accreditation (CFA) awarded FMPD its first, state accreditation in June of 2012, after the international award (CALEA) was earned in 2011 and re-accreditation was received in 2014. Accreditation insures that proper policies and procedures are in place and that operations are conducted within acceptable professional limits. The Community Affairs arm of the Operations Bureau includes a Citizen Police Academy where participants become educated in the "ins and outs" of police work, neighborhood watch programs that allow citizens to join in the fight against crime and a Special Events Coordinator who is responsible for special event permitting, the court liaison function and alarms systems. Overall the City saw a 2.8% decrease in crime in 2014 , with a 4.5% decrease in property crime and a drop in stolen vehicles of over 20%. The men and women of the Operations Bureau are the face of the agency, with responsibility for crime prevention, education and enforcement. The Patrol Division includes the Marine Unit which patrols the Caloosahatchee River; the Downtown Bicycle Unit which proactively patrols downtown working to eliminate underage drinking and associated crimes; the K-9 Unit which specializes in the apprehension of criminals and in drug detection; the Special Weapons and Tactics (SWAT) Unit which consists of highly trained officers and paramedics that respond to hostage situations, barricaded subjects, search warrants and VIP Protection details; the Juvenile Arrest and Monitor Unit which monitors young people the courts have assigned to probation or home detention, to prevent them from committing more crimes and put them on a positive path; the Community Policing Coordinators, one assigned to each of the City's four districts, who work with residents to solve ongoing crime problems; the Traffic Enforcement Unit; the Public Housing Initiative which patrols the City's public housing developments and focuses on improvements within those neighborhoods; and the Community, Offender, Probation and Education Unit (COPE) which checks on offenders released from prison who are serving out their sentences in the City, and links them with education and social service programs. Specialty groups within the Investigations Bureau include the Violent Crime Unit, which investigates homicides, crimes against children, aggravated assaults and sex offenses, the Crime Scene Unit which is tasked with the proper collection of evidence, the Special Investigations Group which focuses on narcotics, prostitution and quality of life related crimes, the Property Crimes detectives who investigate fraud, burglary, robbery and auto theft, the Victim Advocate who is on call 24/7 to offer help to victims and witnesses of crimes and their families, the Evidence/Property employees who coordinate evidence storage and found property handling and the officer representing the agency as a member of the Lee County Career Criminal Task Force.

166

Police Department 002-1002 Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & Other Total Full time equivalent positions Civilian Sworn

Actual 2013-14 27,621,952 4,929,923 9,770 32,561,645

Adopted Budget 2014-15 27,235,523 5,425,646 46,031 32,707,200

Forecast 2014-15 28,629,692 5,401,717 46,031 34,077,440

52.0 166.0

50.6 175.0

48.6 176.0

Budget 2015-16 27,944,023 6,203,253 567,400 44,124 34,758,800

Increase (decrease) Both $ and % 708,500 2.60% 777,607 14.33% 567,400 N/A (1,907) -4.14% N/A 2,051,600 6.27%

48.6* 176.0 *Includes Frozen Positions

Budget Highlights The FY2016 budget continues to unfund three vacant positions equating to 2.8 FTE's, including a Sr. Program Coordinator, a Staff Assistant and a part-time Data Entry Operator, as in FY2015. The budget for civilian personal services includes a 3% salary increase, which follows a 3% increase in FY2015, fully restoring salaries to FY2010 levels. Funding for sworn salaries includes a step increase and seniority benefits are funded for all employees. Sworn Retirement decreases from 89.0% to 84.4% of salary, however, increased funding is required due to the budgeted step increase, and as a result of reduced prior year funding which anticipated savings that did not materialize. Civilian Retirement increases from 34.6% to 37.0% of salary and health insurance cost increases 3%. The net increase in Operating expenses includes $649,200 for a City match to the COPS grant, which may result in nine additional sworn positions, $53,600 for SWAT equipment and $106,900 for operating expenditures previously funded by forfeiture funds. Fleet charges include $250,000 for vehicle replacements, as in FY2015.

Capital outlay includes $550,000 additional funding for pursuit vehicles, making $800,000 in total vehicle funding, and $17,400 for SWAT equipment. Transfers provide a City match of $14,647 for the Bulletproof Vest Grant and $29,477 for the Cold Cases Grant.

167

Fire Department 002-1101 Program The Fort Myers Fire Department is committed to the preservation of life, property, and the environment from fire, disasters, and all other emergencies. The Department is dedicated to being a progressive organization that provides an improved quality of life and peace of mind for our community. This is accomplished with efficient, effective and professional service. Accomplishments: The department conducted a successful Fire Prevention Community Field Day event at Clemente Park during Fire Prevention Week. Fire and life safety education for adults and children were provided. The Training Division hosted 12 professional development courses. Eighteen community CPR courses, training 84 individuals with vital life-saving skills, were conducted. Fire department employees completed 40,288 hours of training, equating to an average of 292 hours per employee, exceeding the department requirement of 240 hours annually. The Fire Chief appointed three shift Fire Training Coordinators to improve the delivery and consistency of training across the department. Two additional Community Emergency Response Team (CERT) classes were held due to a growing interest in the program. CERT educates people about disaster preparedness for hazards that may impact their neighborhood and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization and disaster medical operations. Using the training learned in the classroom and during exercises, CERT members can assist others following an event prior to the arrival of first responders. The Emergency Management Division conducted the City's annual exercise, CYBER STORM, to demonstrate the consequences of a cyber-attack on the City's infrastructure. The Special Operations Division restructured the Hazardous Materials Team. Fourteen new technicians were trained and equipment was redistributed into two stations providing for additional coverage of incidents. Three officers were accepted into the four year National Fire Academy Executive Fire Officer Program. This series of courses provides senior fire officers with a broad perspective on various facets of fire and emergency services administration. The courses and accompanying research examine how to exercise leadership when dealing with difficult or unique problems within the communities. Two Fire Prevention Bureau staff members became members of the Lee County Arson Task Force. A Staffing for Adequate Fire and Emergency Response (SAFER) grant in the amount of $4,152,441 was received and will provide for 21 firefighter positions to assist the department with staffing and deployment capabilities in order to respond to fire and fire related hazards. The Fire Department participated in the annual "BIG" Backpack Event sponsored by the Multicultural Centre of Southwest Florida that helps children of all cultures start school with confidence and pride by obtaining much needed supplies. Additionally, volunteers from rotating Fire Stations and Fire Administration participated in the "Blessings in a Backpack" Program by helping to pack backpacks with kid-friendly ready-to-eat food for children who have little to no food to eat on weekends. Construction began in August 2015 on the new Fire Station #1. Anticipated completion should be early fall of 2016. The station will contain five apparatus bays for equipment, fire department administration, fire prevention offices, shift personnel and community/training rooms. 168

Fire Department 002-1101

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent breakdown: Chief Deputy/Assistant Chiefs Medical/Training Officers Firefighters Fire Prevention Support Staff Total full time equivalent positions

15,807,724 2,286,179 18,093,903

1.0 3.0 1.0 105.0 5.0 4.0 119.0

Appropriations Adopted Budget Forecast 2014-15 2014-15 15,490,100 2,548,900 24,900 18,063,900

1.0 4.0 1.0 104.0 5.0 4.0 119.0

15,478,800 2,762,300 16,200 18,257,300

1.0 4.0 1.0 104.0 5.0 4.0 119.0

Budget 2015-16 16,354,300 2,892,200 10,500 19,257,000

Increase (decrease) Both $ and % 864,200 343,300 (14,400) 1,193,100

5.58% 13.47% N/A -57.83% N/A 6.60%

1.0 4.0 1.0 104.0 6.0 4.0 120.0 *

* Includes Frozen Position Budget Highlights Personal service changes for FY2016 includes an increase of $864,200 due to the following. Wages increase as a result of the addition of a new Fire Inspector position. Wages includes a 1 STEP increase, which equals 3.0% for Sworn personnel. Wages also include a 3% increase for Non-Sworn personnel. Funding for a vacant Medical Officer position remains frozen in FY2016. Health/Life premiums increase due to a change in health care plan selection by personnel and a 3% increase in health premiums. The General pension plan increases from 34.6% of wages to 37.0%. The firefighters pension plan increases from 68.0% of wages to 70.3%. Education Incentive Pay for sworn personnel and Workers Compensation increases. Seniority pay is funded for all employees. Operating Expenses increase $343,300 due to the net effect of a $207,800 increase in Other Current Charges for the South Trail Interlocal Agreement, $41,900 increase in Contract Services driven by Tax Collector expense for the Fire Assessment fee, $73,100 increase in ITS charges, $8,500 for Academy Training, $9,500 increase in Fleet charges, $7,800 increase in Medical Supplies and a $14,400 increase in Assets $750-$5,000 for bunker gear partially offset by an $18,100 decrease in Fuel expense. A Transfer in the amount of $10,500 to the General Fund Capital projects is for the City's cash match to an AFG grant used to fund the purchase of Life Pac-15 monitor/defibrillators.

169

Dispatchers 002-1102 Program Our mission is to provide the highest standards of public safety in a team effort. We shall strive to be efficient and courteous in all facets of our work to ensure the appropriate response and assistance is rendered. We will interact with other agencies in a joint effort to promote effective law enforcement. Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

1,387,202 40,218 1,427,420

1,626,500 44,000 1,670,500

1,442,714 44,000 1,486,714

1,656,200 52,000 1,708,200

24.3

24.1

Increase (decrease) Both $ and % 29,700 8,000 37,700

1.83% 18.18% N/A N/A N/A 2.26%

Budget Highlights Personal services funding includes a 3% salary increase for TCO I personnel, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, a step for TCO II personnel and includes funding for seniority benefits for all employees. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. Operating expenses increase due to ITS charges.

170

Fire Emergency Management 002-1104 Program Fort Myers Emergency Management is committed to providing the highest level of effective emergency management before, during and after a disaster. This division was created during FY2007.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

76,277 1,823 78,100 1.0

80,600 11,800 92,400 1.0

81,700 5,900 87,600 1.0

Budget 2015-16 84,800 11,800 96,600

Increase (decrease) Both $ and % 4,200 4,200

1.0

Budget Highlights Personal Service changes for FY2016 includes a $4,200 increase due to a 3% increase in Wages and a 3% increase in health premiums. This budget includes funding for seniority pay. Operating expenses remain on par with FY2015.

171

5.21% 0.00% N/A N/A N/A 4.55%

Housing and Real Estate 002-1180 Program The City of Fort Myers established the Housing and Real Estate Fund in September of 2006. The mission of the Housing and Real Estate Division is to be a catalyst for increasing access to and availability of quality housing, to improve and maintain the City's housing stock, to increase real estate values and ensure safe communities by optimizing resources and the collaboration of public private partnership and to ensure the greatest public benefit is achieved through the management of City-owned Real Estate and equitable distribution of support. Accomplishments: The Housing and Real Estate Division continues to manage the Neighborhood Stabilization Program 1 (NSP1) and 3 (NSP3) to purchase, rehabilitate and resell foreclosed homes within an identified target area of the City. The City has spent all of the $2.3 million in NSP1 funds and $1.5 million in NSP3 funding. This City met its target to spend NSP3 funds by March, 2015. The City received $631,593 in program income with NSP1 and $517,411 with NSP3. The City expects to receive additional program income from both the NSP1 and NSP3 programs. This program income will be used to continue the program. The City has built 1 new NSP home and expects to build three additional homes. The City has allocated over $128,600 to non-profits in order to provide housing counseling, employment training, crime prevention and public safety programs for City residents. A total of 106 low-moderate income residents benefited from Public Service and Economic Development activities. Housing and Real Estate updated and implemented the lease software system, prepared 10 new leases and sold one infill lot.

Actual 2013-14 Expenditures Personal Operating Expenses Capital Outlay Transfers Debt & Other Total Full time equivalent positions

299,184 108,050 407,234

3.5

Appropriations Adopted Budget Forecast 2014-15 2014-15 312,400 112,000 424,400

3.9

337,000 108,000 445,000

3.9

Budget 2015-16 349,700 107,400 457,100

Increase (decrease) Both $ and % 37,300 (4,600) 32,700

11.94% -4.11% N/A N/A N/A 7.70%

4.1

Budget Highlights Personal Service changes for FY2016 includes an increase of $37,300 due a 3% increase in wages, a reallocation of staff from the SHIP and CDBG grant, a 3% increase in health premiums and a Retirement expense increases from 34.6% to 37.0% of wages. Personal Services expense is funded among Housing & Real Estate, the SHIP Grant (Fund 120) and the CDBG Grant (Fund 061). This budget includes funding for seniority pay.

Operating Expenses decrease $4,600 due to the net effect of a $5,300 decrease in ITS charges partially offset by a $700 increase in Fleet charges.

172

Development Services 002-1201 Program To improve the quality of life for the City of Fort Myers residents by adopting and utilizing land use and zoning standards that promote quality development sensitive to the environment, functionally appropriate and visually compatible with the surrounding area, maintains the integrity of residential neighborhoods, protects cultural and natural resources, encourages urban infill and redevelopment opportunities and promotes economic activity with the City of Fort Myers. Accomplishments: Development Services analyzed and recommended approval with terms and conditions for 22 new Planned Unit Developments and Conditional Use applications, an increase of 69% over the prior year. Staff attended 238 preapplication meetings, Planning/Zoning project meetings and held 21 board meetings. Staff processed 3,979 zoning, a 13% increase and 160 landscape plan reviews, a 33% increase as well as collected $1,866,306 in Business Tax Receipt revenue, a 9.5% increase and 1,175 new business applications. Development Services staff completed Phase I of the rezoning of the Dr. Martin Luther King, Jr. and Veronica S. Shoemaker Boulevards in accordance with the adopted master plan. In addition, the Land Development Code was amended to create design and landscaping standards for the corridor and to limit uses that create an adverse impact. Development Services staff continue to analyze and draft new Land Development Code standards in order to implement the Cleveland Corridor, Dr. Martin Luther King Jr. Boulevard, Veronica S. Shoemaker Boulevard and the East Fort Myers Master Plans. Appropriations Adopted Budget Actual Forecast 2013-14 2014-15 2014-15 Expenditures Personal Services Operating Expenses Capital Outlay Transfers Debt & Other Total Full time equivalent positions

319,085 71,906 390,991

327,500 62,200 389,700

4.0

342,000 77,400 419,400

4.0

Budget 2015-16 350,300 65,300 415,600

Increase (decrease) Both $ and % 22,800 3,100 25,900

6.96% 4.98% N/A N/A N/A 6.65%

4.0

Budget Highlights Personal service changes for FY2016 includes a $22,800 increase due to a 3% increase in Wages, a 3% increase in health premiums and a Retirement expense increase from 34.6% to 37.0% of wages. This budget includes funding for seniority pay. Operating expenses increase $3,100 as a result of ITS charges.

173

Code Enforcement 002-1203 Program To protect the health, safety, and welfare of all property owners, residents, businesses and visitors within the City Limits. To establish standards and ordinances which ensure positive effects on property value, community appearance and neighborhood pride. To partner and network with other communities in our efforts to stay at the forefront of creative and effective Code Enforcement. Accomplishments: Code Enforcement collection efforts generated over $445,600 in general fund revenue; including approximately $147,700 in abandoned property registration fees. Over $3,600,000 remains in liens for unpaid abatement invoices and Code Board ordered fines. Code Enforcement's Rapid Response Team, consisting of one Serviceworker, responded to 1,700 lot mow requests and abated 900 of them. The team also conducted 60 board-ups of unsecured structures and participated in 5 clean-up projects related to vacant structures, transient camps and illegal dumping. Code Enforcement staff opened 5,000 cases involving 8,000 violation types and conducted over 15,000 site visits with approximately a 44.4% compliance ratio. Unsafe structure abatement resulted in 62 new inspection reports being completed, 79 complied and 90 unsafe structure cases were referred to the Code Enforcement Board for abatement orders. The Code Enforcement Board heard over 400 agenda items and mitigated over $7 million worth of code liens. Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

775,998 288,411 1,064,409

858,500 341,900 1,200,400

843,200 415,800 1,259,000

921,200 342,800 1,264,000

12.0

Increase (decrease) Both $ and % 62,700 900 63,600

7.30% 0.26% N/A N/A 5.30%

12.0 *

* Includes Frozen Positions Budget Highlights Personal service changes for FY2016 includes a $62,700 increase due to the following. Wages increase 3% partially offset by fewer staff electing the cafeteria benefit. Health/Life premiums increase as a result of changes in health care plan selection by staff, as well as a 3% increase in health premiums and Retirement expense increases from 34.6% to 37.0% of wages. Funding for a vacant Rapid Response Team Foreperson position and a vacant Code Officer I position remains frozen in FY2016. This budget includes funding for seniority pay. Operating Expenses increase $900 due to the net effect of a $3,100 increase in ITS charges partially offset by a $2,200 decrease in Fleet charges.

174

Planning 002-1301 Program The mission of the Planning Division is to improve the quality of life and sense of place of our community and neighborhoods through protection and conservation of our historic and natural resources utilizing best planning practices to provide a healthy and vibrant community for future generations. Accomplishments: The Capital Improvement Budget was adopted into the Comprehensive Plan and was transmitted to the State. Historic Preservation continues to experience resurgence. Forty-five cases were reviewed by the Historic Preservation Commission, a 25% increase. Staff processed 189 building and site permit reviews for historic properties, an increase of 20% over the prior year. Historic Preservation consultants were retained to review existing processes and procedures, create a new application, study the economic benefits of historic preservation and draft a version of new guidelines and procedures.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

101,087 120,181 221,268

103,600 165,000 268,600

107,000 195,700 302,700

3.0

Budget 2015-16 176,200 159,500 335,700

Increase (decrease) Both $ and % 72,600 (5,500) 67,100

70.08% -3.33% N/A N/A N/A 24.98%

3.0 * * Includes Frozen Position

Budget Highlights Personal service changes for FY2016 includes an increase of $72,600 due to a 3% increase in Wages, a 3% increase in health premiums and a Retirement expense increase from 34.6% to 37.0% of wages. A previously frozen vacant Sr. Staff Assistant position has been funded in FY2016. A Principal Planner position remains frozen in FY2016. This budget includes funding for seniority pay. Operating expenses decrease $5,500 due to the net effect of a $6,500 decrease in ITS charges partially offset by a $1,000 increase in Fleet charges.

175

Community Development Administration 002-1302 Program The mission of the Community Development Administration Division is to ensure competent, consistent, dependable and timely public service through quality management oversight of the six divisions within the Community Development Department and to provide a stimulating work environment with the tools necessary to efficiently and effectively perform the duties and responsibilities of the department. Accomplishments: The GIS Analyst completed the transition of the Zoning WebMap to the new ArcGIS online format, edited and updated all Zoning Maps and web applications to reflect new zoning categories from the MLK Rezoning effort and provided new zoning data for Dr. Martin Luther King, Jr. and Veronica S. Shoemaker corridor properties to the Lee County Property Appraiser to update their database. The GIS Analyst worked with the Edison Ford Estates staff to create and publish large format aerial views with labels for the museum and lobby and obtained new 2015 aerial photography from the Lee County GIS team to update all web GIS digital maps with new images. With funding provided by the Building, Permitting and Inspections Division of Community Development, the City embarked on the implementation of Project Dox Electronic Plan Review. The Kick Off Meeting was held June 30, 2015 and the project is expected to be completed by early November 2015. Several staff attended and one completed customer service training certification classes offered by the Lee County Visitor and Convention Bureau. Several staff also participated in Public Records Law training.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

499,050 117,012 616,062

Appropriations Adopted Budget Forecast 2014-15 2014-15 472,600 117,200 589,800

4.9

491,800 117,000 608,800 4.9

Budget 2015-16 506,700 126,000 632,700

Increase (decrease) Both $ and % 34,100 8,800 42,900

7.22% 7.51% N/A N/A N/A 7.27%

4.9 * * Includes Frozen Position

Budget Highlights Personal service changes for FY2016 includes a $34,100 increase due to a 3% increase in Wages, a 3% increase in health premiums and a Retirement expense increase from 34.6% to 37.0% of wages. Funding for a vacant Sustainability Coordinator position remains frozen in FY2016. This position is funded 50% by the General Fund and 50% by BPI. This budget includes funding for seniority pay. Operating expenses increase $8,800 due to the net effect of a $9,000 increase in ITS charges partially offset by a $200 decrease in Fleet charges.

176

Facilities Management 002-2103 Program To provide in-house maintenance and repair services to City-owned facilities in order to provide safe, clean and attractive facilities of the highest quality for the residents, visitors and employees of the City. This division provides a budget for utilities for City Hall as well as the Public Works Annex. Effective October 1, 2014 this division was created where it was previously reported as a Special Revenue Fund (Fund 118). Accomplishments: Completed an average of 167 work orders per month on facility repair. Spent $70,941 on special projects during FY2015. Appropriations Amended Budget Forecast 2014-15 2014-15

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Debt & other Total Full time equivalent positions

0.0

Budget 2015-16

Increase (decrease) Both $ and %

961,300 789,500 -

971,561 786,102 7,200 -

1,025,600 772,300 -

64,300 (17,200) -

6.69% -2.18% N/A N/A

1,750,800

1,764,863

1,797,900

47,100

2.69%

16.0

Budget Highlights The FY2016 Budget incorporates a 3% increase in wages and health and retirement cost as a percentage of payroll increases from 34.6% to 37%. Operating expenditures decrease as a result of Fleet Charges. Further, a reduction in the budget for Stormwater fees on various city-owned properties of $40,200 provides additional funds in the Professional Services and Operating Supplies - Special Projects accounts in the amounts of $8,000 and $32,200, respectively.

177

Central Accounting 002-2301 Program Central Accounting is responsible for the financial management and reporting of the City. This includes establishing and maintaining effective controls over the City's financial activities including payroll, grant reporting, travel reporting and reimbursements and accounts payable. This division monitors internal controls Citywide and provides accurate, timely financial information to the City Manager and all City departments. This division also collaborates with the outside auditor in the preparation of the Comprehensive Annual Financial Report (CAFR), the City's required annual audit report. Accomplishments: Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the CAFR in FY 2014 for the 24th consecutive year. Completed the FY 2014 CAFR by February 13, 2015, which decreased the audit period by eight days from prior year and improved the timeliness of the financial reporting. Implemented Governmental Accounting Standards Board Statement No. 67, "Financial Reporting for Pension Plans", which addresses accounting and financial reporting for the activities of pension plans that are administered through trusts. Reviewed and provided recommendations for the updates to the Employee Policies and Procedures Manual. Set up payroll data related to the Fire Department to improve reporting functions and eliminate manual payroll calculations. Appropriations Adopted Budget Actual Forecast Budget Increase (decrease) Both $ and % 2013-14 2014-15 2014-15 2015-16 Expenditures Personal services 877,591 945,200 876,273 983,600 38,400 4.06% Operating expenses 134,548 190,500 190,500 202,900 12,400 6.51% Capital outlay N/A Transfers N/A Debt & other N/A Total 1,012,139 1,135,700 1,066,773 1,186,500 50,800 4.47% Full time equivalent positions

14.0

14.0* *Includes Frozen Positions

178

Treasury and Collections 002-2303 Program Treasury is responsible for managing the City's cash resources through the monitoring and investment of over $100 million in City funds, forecasting revenue, billing accounts receivable for all City departments, and the timely collection, deposit and recording of cash receipts and revenues. Treasury also assists with debt issuance and debt service payments, establishing and monitoring Citywide cash handling policies and procedures and reviewing financial provisions of all City contracts. Treasury continues to ensure financial compliance with legal and regulatory requirements, safeguard all City monies and preserve principal, ensure liquidity and achieve a reasonable yield for the Pooled Investment Fund. Accomplishments: Improved contract verbiage to enhance collection efforts. Implemented new Cashiering module to streamline cash receipting and minimize specialized software and related maintenance. Appropriations Adopted Budget Actual Forecast 2013-14 2014-15 2014-15 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Budget 2015-16

259,325 81,312 340,637

333,900 61,600 12,500 408,000

277,151 82,000 9,591 368,742

370,300 83,200 453,500

5.0

Increase (decrease) Both $ and % 36,400 21,600 (12,500) 45,500

10.90% 35.06% -1 N/A N/A 11.15%

179

Financial Services Administration 002-2305 Program Financial Services Administration provides management oversight of the divisions/functions within the Financial Services Department including: Central Accounting, Payroll, Accounts Payable and Receivable, Budget, Purchasing and Contracts, Treasury, Collections, Debt Issuance, Cash Management/Investments and Mailroom/Switchboard. This program coordinates development and implementation of broad financial policy objectives authorized and established by the City Manager, the Mayor and City Council.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

226,982 201,208 428,190

230,800 210,700 441,500

236,402 205,098 441,500

263,400 212,100 475,500

2.0

Increase (decrease) Both $ and % 32,600 1,400 34,000

14.12% 0.66% N/A N/A N/A 7.70%

180

Mailroom/Switchboard 002-2306 Program The mailroom/switchboard provides administrative support to all City divisions by processing mail, by answering incoming calls and by ensuring customer service through welcoming all visitors to City Hall. Accomplishments: This staff welcomed 6,943 visitors to City Hall in FY2015 and handled 17,149 telephone inquiries.

Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

85,649 27,474 113,123

86,900 37,400 124,300

88,812 35,488 124,300

91,900 46,000 137,900

2.0

Increase (decrease) Both $ and % 5,000 8,600 13,600

5.75% 22.99% N/A N/A N/A 10.94%

181

182

Community Development Block Grant

To account for resources to address a wide-range of community development needs.

Land Acquisition Fund To account for land acquisitions as well as sales.

S p e c i a l R e v e n u e F u n d s

Public Safety Funds

To account for Off Duty Pay; Resources related to internal administrative accounting functions for special public safety provided above and beyond normal operations

Street Light Maintenance Fund

To account for proceeds received from special lighting districts that are used to offset the cost of maintaining streetlights in these districts.

Street Maintenance Fund

To account for both the six-cent Local Option Gas Taxes and the eighth-cent State Gas Taxes and related street maintenance expenditures.

Beautification

Public Art Fund

Para-Transit

To account for resources for supplemental support of the City's landscaping.

To account for proceeds received from developers to support Public Art.

To provide downtown trolley service funded by contributions from downtown condominium owners.

To account for the assistance of very low, low and moderate persons or families in State Housing Initiative Partnership becoming single-family homeowners.

Trust Funds

To account for proceeds that are legally restricted as to purpose.

Grant Funds

To account for the proceeds and expenditures of monies associated with various City grant activities.

183

Community Development Block Grant 061-0061 Program In 2006, the Community Redevelopment Agency (CRA) transitioned the Community Development Block Grant (CDBG) program from the CRA to the City of Fort Myers. The CDBG program is a flexible program that provides communities with resources to address a wide range of unique community development needs. CDBG funds may be used for the acquisition, demolition and relocation associated with the revitalization of neighborhoods; down payments and closing cost assistance for first time low to moderate income home buyers and assistance with the rehabilitation of owner occupied homes. The City of Fort Myers is an entitlement community and as such participates in the annual formula funding. Fund Summary

Revenues Expenditures Net income (loss) from operations

Actual 2013-14 1,359,441 1,188,495 170,946

Adopted Budget 2014-15 651,709 651,709 -

Forecast 2014-15 1,878,405 1,878,405 -

Budget 2015-16 612,846 612,846 -

12,345

183,291

Estimated reserves, beginning of year Estimated ending reserves Full time equivalent positions

2.5

1.7

1.5

Budget Highlights Revenues consist of grant money. FY2016 grant revenues decreases $38,863. Each year the revenues and expenditures are administratively reappropriated in the first quarter to reflect any unspent amounts from the previous year once the year end financial entries are completed. Expenditures for FY2016 include funding for the Women's Resource Center, purchase assistance, single resident rehabilitation, economic development and program administration. A reallocation of staff resulted in a decrease in full-time equivalents. Personal Services expense is allocated among Housing & Real Estate (0021180), the SHIP Grant (Fund 120) and the CDBG Grant (Fund 061). Ending Reserves -- Ending reserves of $183,291 remain the same as the previous year.

184

Land Acquisition Fund 102-0102 Program The Land Acquisition Fund is used to account for the sale and purchase of City-owned property. As City property is sold, the proceeds become earmarked for future purchases of desired property. The prioritization of these future purchases and/or projects is determined by City Council. Fund Summary

Actual 2013-14 7,531 72,324 (64,793)

Revenues Expenditures Net income (loss) from operations

Adopted Budget 2014-15 75,000 (75,000)

Forecast 2014-15 1,700 71,314 (69,614)

Budget 2015-16 75,000 (75,000)

Estimated reserves, beginning of year

504,908

440,115

370,501

Estimated ending reserves

440,115

365,115

370,501

295,501

Budget Highlights The FY2016 budget provides $75,000 for expenditures related to the acquisition and disposition of properties as well as maintenance of already acquired properties that are in transition of being sold or utilized for expansion projects. Ending Reserves -- Ending reserves decrease by $69,614, or 19.0% due to use of reserves to fund the annual expenditures of the fund.

185

Off Duty Pay Fund 103-1004 Program The Off Duty Pay Fund is used to account for the collection of off duty pay for City Police Officers. Fund Summary

Actual 2013-14 639,586 624,605 14,981

Adopted Budget 2014-15 755,000 852,800 (97,800)

Estimated reserves, beginning of year

171,304

Estimated ending reserves

186,285

Revenues Expenditures Net income (loss) from operations

Forecast 2014-15 635,000 699,800 (64,800)

Budget 2015-16 770,000 752,600 17,400

186,285

121,485

88,485

121,485

138,885

Fund balance increases over prior year as FY2015 forecasted activity utilizes fewer reserves than budgeted, and no reserves are used in the FY2016 budget.

Street Light Maintenance Fund 104-22xx Program The Street Light Maintenance Fund is used to account for the proceeds from Special Lighting Districts that have been established throughout the City, along with the amortized maintenance cost. Fund Summary

Actual 2013-14 350 18,290

Revenues Expenditures

Adopted Budget

Forecast

Budget

2014-15

2015-16

23,600

13,700

Net income (loss) from operations

(17,940)

(23,600)

(13,700)

Estimated reserves, beginning of year

116,752

98,812

75,212

98,812

75,212

61,512

Estimated ending reserves Budget Highlights

Based upon when the Special Assessment District is created, a maintenance agreement is established which determines the years as to ballast and pole replacements. FY2016 expenditures represent the amortized cost of such replacements. Ending Reserves -- Ending reserves have decreased slightly by $13,700, or 18.2% due to the amortization of the street light replacement program.

186

OVERVIEW OF FUEL TAXES Under Florida Statutes, the 6-cent and 5-cent Local Option Fuel Taxes and the 8th-cent State Fuel Tax are restricted for use. The following narrative provides an explanation of authorized uses. Specifically, authorized use of the Local Option Gas Tax is set out under Section 336.025(1)(a)2, Florida Statutes, which states that county and municipal governments shall utilize the proceeds of the 1 to 6 cent option gas tax only for transportation expenditures. Counties and municipalities must use the proceeds of the 1 to 5 cent local option gas tax only for transportation expenditures needed to meet the requirements of the capital improvements element of an adopted comprehensive plan, pursuant to s.336.025(1)(b)3, F.S.

Section 336.025(7), Florida Statutes, defines the term "transportation expenditures" to include: 1 Public transportation operations and maintenance 2 Roadway and right-of-way maintenance and equipment and structures used primarily for the storage and maintenance of such equipment 3 Roadway and right-of-way drainage 4 Street lighting 5 Traffic signs, traffic engineering, signalization and pavement markings 6 Bridge maintenance and operation 7 Debt service and current expenditures for transportation capital projects in the foregoing program areas, including construction or reconstruction of roads and sidewalks Pursuant to s.206.605(3), Florida Statutes, municipalities are required to expend the portion of funds derived from the municipal fuel tax only for the purchase of transportation facilities and road and street rights-ofway, construction, reconstruction and maintenance of roads and streets; the adjustment of city-owned utilities as required by road and street construction; and the construction, reconstruction, transportation-related public safety activities, maintenance and operation of transportation facilities. Municipalities are authorized to expend these funds in conjunction with other municipalities or counties or state or federal government in joint projects. Even within these limitations on the use of funds, municipalities are further restricted. According to Attorney General Opinion 76-233: Pursuant to s.206.625(3), F.S., that portion of state revenue sharing monies attributable to the eight-cent motor fuel tax (the 1-cent municipal fuel tax) may be used for the construction and maintenance of municipal roads, streets and sidewalks; for storm drainage systems which are integral parts of the roads or streets and necessary for the maintenance of travel thereon; for road and street rights-of-way acquisition; for traffic control signals or devices and traffic signs and markings which are affixed to and an integral part of the road or street; and for the installation and maintenance of street lights on rights-of-way of municipal roads or streets. The monies derived from the motor fuel tax may not be used for the funding of a municipal traffic engineering department's administrative or operating expenses, the traffic engineer's staff, or the operating expenses of electricity cost for all street lighting.

The Street Maintenance Fund accounts for the 6-cent and the 8th-cent taxes only. The 5-cent tax is restricted to capital and/or related debt service expenses, and is reviewed through the CIB/CIP process. 187

Street Maintenance Fund 106 Fund Summary

REVENUES Taxes Miscellaneous Intergovernmental Other sources

EXPENDITURES Personal services Operating expenses Capital outlay Debt & other

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

2,466,937 424,370 539,917 3,431,224

2,350,000 406,000 515,000 3,271,000

2,500,000 406,500 520,000 3,426,500

2,600,000 478,800 540,000 3,618,800

1,118,374 2,343,946 3,462,320

1,238,300 2,448,600 3,686,900

1,201,400 2,410,500 3,611,900

1,401,200 2,580,800 3,982,000

Net income (loss) from operations

(31,096)

(415,900)

(185,400)

(363,200)

Transfers in (out) Operating in Operating out Capital improvement budget Total transfers

(43,700) (229,357) (273,057)

140,900 (50,000) 90,900

140,900 (113,550) 27,350

140,900 (200,000) (59,100)

Net income (loss)

(304,153)

(325,000)

(158,050)

(422,300)

1,142,076

837,923

679,873

837,923

512,923

679,873

257,573

Estimated reserves, beginning of year Estimated ending reserves

Budget Highlights Revenues -- Revenues for the 2016 budget were developed based on current year (FY2015) and FY2014 actual collection trends. Further, comparisons are made with the Florida Department of Revenue estimated distributions. Miscellaneous Revenues consist of Reimbursed Expenses for the Streets and Traffic Divisions, which are in accordance with the Interlocal Agreement with the FDOT for the maintenance of street and traffic lights on state roads. According to the Interlocal agreement with the County the City receives 14% of all county fuel tax proceeds collected through the sale of fuel. This agreement expires in 2019. The amount of General Fund subsidy for FY2016 is the same as FY2015. Ending Reserves -- Ending reserves decrease by $255,350, or 49.8% due to the appropriation of reserves in the budget to minimize the amount of subsidy required from the General Fund, fund capital projects and provide for contracted painting of roadway lines.

188

Streets 106-0904 Program Responsible for coordinating maintenance of all City streets and bridges and for the reconstruction of roadways behind the sewer and water construction crew. This division is also responsible for the maintenance and repair of street lights both within the City as well as on some state roads, through agreements with the FDOT. Accomplishments: Repaired 14,470 linear square feet of damaged sidewalks. Repaired 684 pot holes.

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Appropriations Adopted Forecast Budget 2014-15 2014-15

Budget 2015-16

850,386 1,853,049 229,357 2,932,792

966,700 1,898,000 50,000 2,914,700

1,110,700 1,948,600 200,000 3,259,300

15.0

917,000 1,884,500 113,550 2,915,050 15.0

Increase (decrease) Both $ and % 144,000 50,600 150,000 344,600

14.90% 2.67% N/A 300.00% N/A 11.82%

14.3

Budget Highlights The FY2016 Budget incorporates a 3% increase in wages and health and retirement cost as a percentage of payroll increases from 34.6% to 37%. Two, currently frozen vacant positions, (a Supervisor I and a Service Worker II) are funded in the FY2016 budget at a total cost of $130,500. The Service Worker II position will enable two, separate work crews to perform concrete (sidewalk) and asphalt (road repair) work currently performed by one crew. The Supervisor position will provide the necessary supervision with oversight of Electricians performing streetlight work currently being done with a Facilities Management Supervisor. Further, 65% of a current Parts Clerk position is being charged to the Public Works Warehouse Fund. Operating expenditures increase by $50,600 which is the net effect of the following: Fleet Charges increase $25,600, Insurance decreases $7,200, Contract Services increase $12,000 for contracted railway removal and replacement in conjunction with infrastructure projects and Repair & Maintenance increases $20,000 for streetlight pole and fixture replacements. Transfers in the amount of $200,000 consist of funding towards capital projects for maintenance of painting of City street lights and traffic signals.

189

Traffic 106-0921 Program Install and provide maintenance of road signage and pavement markings according to the Manual on Uniform Traffic Control Devices. Accomplishments: Replaced 572 worn traffic signs. Completed painting of 76 miles of street lines. Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Debt & other Total Full time equivalent positions

267,988 490,897 758,885 4.0

Adopted Budget 2014-15 271,600 550,600 822,200 4.0

Forecast 2014-15 284,400 526,000 810,400 4.0

Budget 2015-16 290,500 632,200 922,700

Increase (decrease) Both $ and % 18,900 81,600 100,500

6.96% 14.82% N/A N/A 12.22%

4.0

Budget Highlights The FY2016 Budget incorporates a 3% increase in wages and health and retirement cost as a percentage of payroll increases from 34.6% to 37%. Overtime increases by $2,000 to better align with actual overtime incurred. Operating expenditures increase by $81,600 due to the net effect of the following: Fleet Charges decrease $5,300, Insurance decreases $7,200, Operating Supplies increase $15,000 in order to accommodate replacement barricades, banners and portable signage for maintenance of traffic and Contract Services increase $80,000 for contracted line-striping of City roadways.

190

Special Purpose Fund - Beautification 107-0613 Program This program, under the direction of the Beautification Advisory Board, enhances the City's ability to provide and maintain healthy landscapes throughout the City. One example of this program's accomplishments is the creation of an Interlocal Agreement that was made between the City of Fort Myers and Lee Memorial Health System to collectively contribute to the beautification and improvement as well as share in the cost of maintenance of certain parcels of land off of Cleveland Avenue in front of the hospital which includes parking areas and a landscaped park to be used by the general public. Fund Summary Actual 2013-14 7,785 20,000 (12,215)

Revenues Expenditures Net income (loss) from operations

Adopted Budget 2014-15 -

Forecast 2014-15 7,610 28,000 (20,390)

Budget 2015-16 -

Estimated reserves, beginning of year

79,307

67,092

46,702

Estimated ending reserves

67,092

46,702

Ending Reserves -- Ending reserves decrease by $20,390, or 30.4% due to approval during FY2015 to appropriate funds for an update to the Patrons of the City of Palms brochure and a new irrigation well at Billy Bowlegs Park.

191

Public Art Fund 109-1304 Program The Public Art Fund was created in FY2005 to encourage public and private development to incorporate fine art into their development projects through the collection of in-lieu contributions and all other revenues. Public art consists of sculpture, stained glass, statues, monuments, wall hangings, mosaics, murals, fountains, carvings, mobiles, photographs, engravings, etchings and paintings. Fund Summary

Actual 2013-14 1,602 6,049 (4,447)

Revenues Expenditures Net income (loss) from operations

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

97,670 (97,670)

Estimated reserves, beginning of year

126,778

122,331

24,661

Estimated ending reserves

122,331

24,661

A FY2016 budget was not established. As contributions are received from the Developers, revenue will be recognized and transferred to the Capital Improvement Budget. Ending Reserves -- Ending reserves of $24,661 declined $97,670 or 79.9% as they were allocated toward public art projects.

192

Attainable Workforce Housing Fund 111-1111 Program The Attainable Housing Assistance Program was approved by City Council on April 9, 2007. Funded by developer contributions, this fund is used to provide towards four programs; mortgage assistance, rehabilitation of homes, including a special program that addresses rehabilitation of homes specifically for the elderly and disabled and home foreclosure prevention and assistance. Fund Summary Actual 2013-14 2,530 180,729 (178,199)

Revenues Expenditures Net income (loss) from operations

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

Estimated reserves, beginning of year

357,725

179,526

Estimated ending reserves

179,526

Para-Transit Fund 116-1116 Program This fund was established to purchase a trolley for the downtown area through contributions by downtown Condominium owners. Fund Summary Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

Revenues Expenditures Net income (loss) from operations

49,850 123,287 (73,437)

58,000 127,200 (69,200)

185,200 254,400 (69,200)

Estimated reserves, beginning of year

227,421

153,984

84,784

Estimated ending reserves

153,984

84,784

15,584

Budget Highlights The FY2016 budget reflects expense in the amount of $254,400 to fund the two downtown trolley routes. The funding sources are contributions from developers ($127,200) as well as transfers from the General Fund ($63,600) and the Fort Myers Redevelopment Area ($63,600). The $127,200 Lee County grant, which supported the second trolley route in past years, ended in FY2015. Ending Reserves: FY2016 reserves decrease $69,200 or 81.6% due to the funding of the trolley route.

193

State Housing Initiative Partnership (SHIP) Funds 120-123 Program In 2006, the Community Redevelopment Agency (CRA) transitioned the State Housing Initiative Partnership (SHIP) program from the CRA to the City of Fort Myers. State Housing Initiative Partnership (SHIP) funds are used to assist very low, low, and moderate income persons or families in becoming single-family homeowners. The program provides a Deferred Payment Loan (DPL) with no interest to eligible recipients to fund the gap between what the financial institute will lend and what the homebuyer can afford to pay for newly constructed single-family homes and existing homes within the City of Fort Myers. Funds are also used to provide home buyers counseling and rehabilitation of owner occupied homes. Funding is provided by the State of Florida. Fund Summary Actual 2013-14 104,505 131,617 (27,112)

Adopted Budget 2014-15 222,935 222,935 -

Forecast 2014-15 409,762 409,762 -

Budget 2015-16 251,120 251,120 -

Estimated reserves, beginning of year

386,642

359,530

Estimated ending reserves

359,530

Revenues Expenditures Net income (loss) from operations

0.0

Full time equivalent positions

0.4

Budget Highlights The FY2016 budget equals $251,120 and funds Down payment, Closing costs and Rehabilitation expense for owner occupied homes as well as Administration cost. Personal Services expense is allocated among Housing & Real Estate (002-1180), CDBG (Fund 061) and the SHIP Grant. Ending Reserves -- Ending reserves of $359,530 remain the same as the previous year.

194

Cemetery Trust Fund 003-6010 Description The Cemetery Trust Fund is funded by the revenues generated by the Cemetery. The money will provide perpetual maintenance for the City-owned cemetery along with funds held in reserve for capital improvements. In March of 2006, the City dedicated the first Columbarium to be constructed at the Fort Myers Cemetery. The Columbarium will accommodate 360 double niches. Fund Summary

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

Revenues Expenditures Net income (loss) from operations

2,868 130,500 (127,632)

190,500 (190,500)

130,500 (130,500)

Estimated reserves, beginning of year

978,261

850,629

660,129

Estimated ending reserves

850,629

660,129

529,629

FY2016 transfer to the General Fund of $130,500 is to fund operating expenditures in the Cemetery Maintenance division that exceed budgeted revenues, and the FY2015 $60,000 Transfer to the General CIB was to fund purchase of a new Cemetery software program.

Police Training Trust 011-6150 Description Local government units are granted the authority under Florida Statutes, Ch. 938.15, to assess persons convicted of violations of City ordinances $2 in court costs in addition to those court costs, penalties and fines authorized by 938.01, which are remitted to the Florida Department of Revenue and earmarked for distribution to the Department of Law Enforcement and the Department of Community Affairs. The $2 assessment paid may be used only for criminal justice education and training, including basic recruit training, for the local government unit's officers and support personnel. The purpose of the training paid by these funds must bear a direct relationship to the officer's job and directly benefit the officer and agency. Fund Summary Actual 2013-14 30,118 30,298 (180)

Adopted Budget 2014-15 36,300 51,300 (15,000)

Estimated reserves, beginning of year

108,376

108,196

80,896

Estimated ending reserves

108,196

93,196

80,896

65,896

Revenues Expenditures Net income (loss) from operations

195

Forecast 2014-15 24,000 51,300 (27,300)

Budget 2015-16 36,300 51,300 (15,000)

Law Enforcement Trust 012-6200 Description The Law Enforcement Trust Fund, governed by the Florida Statutes, Ch. 932.701, et seq., is commonly known as the "Florida Contraband Forfeiture Act". The Forfeiture Act reflects state policy that law enforcement agencies shall utilize the provisions of the Act to deter and prevent the continued use of contraband articles for criminal purposes, while protecting the proprietary interests of innocent owners and lien holders and to authorize such law enforcement agencies to use the proceeds collected under the Forfeiture Act as supplemental funding for authorized purposes. Florida Statutes, Chapter 932.7055(4)(a) provides that where the seizing agency is a municipal agency, "the remaining proceeds shall be deposited in a special law enforcement trust fund established by the Board of County Commissioners or the governing body of the municipality. Such proceeds and interest earned there from shall be used for school resource officers, crime prevention, safe neighborhoods, drug abuse education and prevention programs, or for other law enforcement purposes, which include defraying the cost of protracted or complex investigations, providing additional equipment or expertise and providing matching funds to obtain federal grants. The proceeds may not be used to meet normal operating expenses of the law enforcement agency." Fund Summary

Revenues Expenditures Net income (loss) from operations Estimated reserves, beginning of year

Actual 2013-14 26,500 59,662 (33,162) 131,234

Estimated ending reserves

98,072

Adopted Budget 2014-15 5,000 105,000 (100,000)

Forecast 2014-15 59,116 100,000 (40,884)

Budget 2015-16 5,000 45,000 (40,000)

98,072

57,188

(1,928)

57,188

17,188

Public Safety Forfeiture Trust 013-6300 Description The Comprehensive Crime Control Act of 1984 first gave federal investigators and prosecutors an important tool in the federal criminal justice process and also authorized the sharing of federal forfeiture proceeds with cooperating agencies at the state and local levels. Law enforcement is the principal objective of forfeiture. Forfeiture assets and/or proceeds derived from the sale of such assets can be expended by the Police Department for any activity calculated to enhance future investigations or support investigations and operations that may result in further seizures and forfeitures. These expenditures, however, are permissible only to the extent that they increase resources available to the Department; the funds must augment, not supplant, the Police Department's operating budget. Fund Summary Actual 2013-14 Revenues Expenditures Net income (loss) from operations

Forecast 2014-15

Budget 2015-16

159,588 147,504 12,084

60,100 105,500 (45,400)

32,432 105,500 (73,068)

10,000 (10,000)

88,339

100,423

27,355

100,423

55,023

27,355

17,355

Estimated reserves, beginning of year Estimated ending reserves

Adopted Budget 2014-15

196

Crime Prevention Fund 014-0014 Program In February 2007, Ordinance No. 3379 was adopted, which states that any person violating any ordinance of the City must contribute $25 to this fund, for use by the Police Department in furtherance of its crime prevention program.

Fund Summary Adopted Budget 2014-15 5,000 25,000 (20,000)

Revenues Expenditures Net income (loss) from operations

Actual 2013-14 4,767 4,767

Estimated reserves, beginning of year

56,895

61,662

65,422

Estimated ending reserves

61,662

41,662

65,422

45,422

197

Forecast 2014-15 3,760 3,760

Budget 2015-16 5,000 25,000 (20,000)

FEMA Fire Grant 034-9x34 Program Grant funds received from the Federal Emergency Management Agency (FEMA) for the Staffing for Adequate Fire and Emergency Response (SAFER) grant program. The grant to rehire laid-off firefighters has a two year period of performance effective February 21, 2016 through February 20, 2018. Fund Summary Adopted Budget 2014-15

Actual 2013-14 Revenues Expenditures Net income (loss) from operations

Forecast 2014-15

Budget 2015-16

1,951,862 1,951,862 -

509,428 509,428 -

1,089,655 1,089,655 -

4,152,441 4,152,441 -

Estimated reserves, beginning of year

Estimated ending reserves

21.0

0.0

Full time equivalent positions

21.0

The 2012 SAFER grant was extended and expired on May 15, 2015. A new SAFER grant to rehire 21 laid-off firefighters was awarded to the City and has a two year period of performance effective February 21, 2016 through February 20, 2018. There is no requirement to retain the firefighters beyond the period of performance. There is no City match required.

West Coast Inland Navigational Grant 054-9xxx Program This program is funded through grant funds awarded by Lee County Natural Resources Division-West Coast Inland Navigation District. FY2016 funds will be used to purchase a 27 foot center console law enforcement equipped vessel. Marine unit officers provide daily law enforcement on the waterways and conduct operations in partnership with other law enforcement agencies. The City provides an in-kind match representing salary and benefits for a full-time marine unit police officer. Fund Summary Actual 2013-14 Revenues Expenditures Net income (loss) from operations

Adopted 2014-15

Forecast 2014-15

Budget 2015-16

59,369 59,369 -

73,665 73,665 -

111,084 111,084 -

144,526 144,526 -

Prior year surplus, beginning of year

Estimated ending reserves

198

Police Grants 060-9xxx Program The City receives grants from the State Department of Juvenile Justice for Truancy Assistance, from the U.S. Department of Justice, Bureau of Justice Assistance, to purchase bulletproof vests for Fort Myers police officers and from the National Institute of Justice to fund personnel and operating expenditures for investigating cold cases. The FY2016 budget includes $14,646 for the purchase of bulletproof vests, with an equivalent match required from the City and $133,307 for Solving Cold Cases with DNA, with a $29,477 City match. Fund Summary Adopted Budget 2014-15

Actual 2013-14 Revenues Expenditures Net income (loss) from operations

Forecast 2014-15

Budget 2015-16

43,801 43,801 -

195,592 195,592 -

227,948 227,948 -

192,077 192,077 -

Estimated reserves, beginning of year

Estimated ending reserves

JAG Grant 070-9x70 Program Grant funds received from the U.S. Department of Justice, Bureau of Justice Assistance, for the Edward Byrne Memorial Justice Assistance Grant Program, support law enforcement activities that include special operations, equipment, supplies, youth programs, travel and training for Explorers, and overtime wages for police officers. The FY2016 grant funds the purchase of 17 body-worn cameras, accessories and software, licensing and data storage for the Police Department. Fund Summary Adopted Budget 2014-15

Actual 2013-14 Revenues Expenditures Net income (loss) from operations

72,017 72,017 -

Forecast 2014-15

56,233 56,233 -

Budget 2015-16

78,552 78,552 -

52,094 52,094 -

Estimated reserves, beginning of year

Estimated ending reserves

199

Aggressive Driving Enforcement Grants 073-9x73 Program The City receives grants from Highway Safety Funds through the Florida Department of Transportation. FY 2016 funding, administered by the University of South Florida Center for Urban Transportation Research, will be used for overtime for three Police Officers to conduct enforcement and traffic safety events for pedestrian and bicycle safety. Fund Summary Actual 2013-14 Revenues Expenditures Net income (loss) from operations

Adopted 2014-15

Forecast 2014-15

Budget 2015-16

12,003 12,003 -

32,521 32,521 -

66,269 66,269 -

19,558 19,558 -

Estimated reserves, beginning of year

Estimated ending reserves

200

Community Redevelopment Agency Community Redevelopment Agency Summary

REVENUES Fort Myers Redevelopment Agency (FMRA) Cleveland Avenue Redevelopment Martin Luther King Redevelopment Southwest Florida Enterprise Center Eastwood Village Velasco Village Dunbar/Michigan East Fort Myers Central Ft. Myers

EXPENDITURES Fort Myers Redevelopment Agency (FMRA) Cleveland Avenue Redevelopment Martin Luther King Redevelopment Southwest Florida Enterprise Center Eastwood Village Velasco Village Dunbar/Michigan East Fort Myers Central Ft. Myers

Net income (loss) from operations

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

2,758,336 79,808 127,399 401,583 249 3,367,375

2,877,200 149,800 137,900 422,900 3,587,800

2,996,778 147,625 644,202 426,941 4,215,546

3,248,200 236,000 122,100 422,900 4,029,200

2,677,104 1,593,984 201,566 378,005 7,561 4,858,220

2,930,200 422,300 185,900 422,900 59,300 4,020,600

3,116,089 444,551 695,869 366,763 59,286 4,682,558

3,311,000 600,500 122,100 432,500 10,700 4,476,800

(1,490,845)

(432,800)

(467,012)

(447,600)

Estimated reserves, beginning of year

4,627,768

3,136,923

2,669,911

Estimated ending reserves

3,136,923

2,704,123

2,669,911

2,222,311

Note: The Community Redevelopment Agency is a component unit of the City of Fort Myers financial statements but is not a part of the City's adopted budget process. The Budget is shown here for informational purposes only. This summary consists of all components of the Community Redevelopment Agency.

201

Fort Myers Redevelopment Area Fund 130 & 131 Fund Summary

REVENUES Taxes Intergovernmental revenue Interest income Rents & royalties Gain/Loss on Fixed Assets Miscellaneous Nonoperating sources Transfers

EXPENDITURES Personal services Operating expenses Capital outlay Transfers Debt & other

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

867,036 5,071 7,974 1,878,255 2,758,336

843,200 7,000 2,027,000 2,877,200

959,169 3,217 6,332 2,028,060 2,996,778

1,040,700 7,000 2,200,500 3,248,200

303,649 1,695,752 677,703 2,677,104

455,000 1,767,700 707,500 2,930,200

416,436 1,967,682 24,440 707,531 3,116,089

531,700 2,028,300 63,600 687,400 3,311,000

Net income (loss) from operations

81,232

(53,000)

(119,311)

(62,800)

Estimated reserves, beginning of year

844,461

925,693

806,382

Estimated ending reserves

925,693

872,693

806,382

743,582

This Redevelopment District was established via Ordinance Numbers 2249 and 2426 on September 17, 1984 and November 16, 1987, respectively.

202

Fort Myers Redevelopment Area 130-6301 & 131-6302, 6303 Program The purpose of this program is to preserve the architecture and character of the Downtown River District by encouraging and supporting restoration, rehabilitation and adaptive reuse of the historic buildings, encouraging the construction of compatible infill development and attracting new mixed-use residential/commercial/retail development to create a healthy, vibrant downtown. The renovation of the Harborside Event Center and construction of a convention hotel is Phase II of the Downtown district's Riverfront Development Plan. After successful negotiation for development of a 225-250 room full-service hotel and parking garage, City Council approved the proposed hotel design. The CRA worked with the City, developers and legal counsel to prepare a ground lease, Harborside Event Center management agreement and hotel air-rights lease. The City elected to finance and build the parking garage that the hotel will be built on , rather than lease it from the developer, resulting in substantial cost savings. In FY2015 developer agreements for the Prima Luce and Allure residential projects were approved. The 2010 Downtown Plan was adopted by the City Council on April 19, 2010, which merged the 2003 Duany Downtown Plan with the 2009 Riverfront Plan created by Acquest Realty Advisors, Inc.

Actual 2013-14

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total

303,649 1,695,752 677,703 2,677,104

455,000 1,767,700 707,500 2,930,200

416,436 1,967,682 24,440 707,531 3,116,089

531,700 2,028,300 63,600 687,400 3,311,000

Increase/Decrease in taxable value from prior year

7,614,117

23,410,265

21,163,666

6.5

7.2

7.5

Full time equivalent positions

Increase (decrease) both $ and %

76,700 260,600 63,600 (20,100) 380,800

16.86% 14.74% N/A N/A -2.84% 13.00%

Budget Highlights Personal services funding includes a 3% salary increase, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. District valuation increases 6% from prior year, contributing to a 20% increase from FY2012. Special event funding increases $80,000 for the RDA to fund an event coordinator, Other Subsidies and Assistance includes $120,000 for a high tech business recruitment program and Tax Increment Rebate payments increase by $59,700, primarily due to an increased payment to Beau Rivage. The transfer is to the Para-Transit Fund to complete funding for two trolley routes that serve the downtown area during the busy winter months. Debt service payments are for principal and interest on the amended 2005A Note for Streetscape funding, which has a final maturity date of January 1, 2022. The Debt Service Fund balance includes the required $350,000 reserve. Reserves decline from prior year as FY2015 forecasted expenditures utilize more reserves than budgeted and the FY2016 budget plans additional use of $62,800 of reserves. 203

Central Fort Myers Redevelopment Fund 133-6305 Program In an effort to generate funding for improvements within this district, the State of Florida and Lee County agreed to re-set the base year valuation to calendar year 2012 levels. Valuation of the district has been increasing since calendar year 2014, but has not reached the current base year hurdle. The process has not yet been completed to receive TIF revenue based on the reset valuation. This redevelopment district was established via Ordinance Number 2564 on September 4, 1990. Fund Summary

Actual 2013-14 REVENUES Taxes Other sources Transfers Total EXPENDITURES Personal services Operating Expenses Transfers Total

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

249 249

6,680 881 7,561

6,800 52,500 59,300

6,986 52,300 59,286

7,100 3,600 10,700

Net income (loss) from operations

(7,312)

(59,300)

(59,286)

(10,700)

Estimated reserves, beginning of year

83,175

75,863

16,577

Estimated ending reserves

75,863

16,563

16,577

5,877

0.1

Full time equivalent positions

Budget Highlights

This district has not generated any tax increment funding since FY2009. Fund reserves continue to fund minimal personal services expenditures and in FY2015, $50,000 was appropriated for updating the district master plan.

204

Southwest Florida Enterprise Center 134-6293 Program The Southwest Florida Enterprise Center offers office and bay space at below market rates for start up businesses, and encourages the growth and development of entrepreneurial enterprises by providing a variety of support systems to tenants, including ongoing technical assistance designed to develop managerial knowledge and the skills of the business owner. The facility, comprising 40,000 square feet of light industrial/assembly business space was completed in July 2008, funded by a $1.5 million grant from the Economic Development Administration, a $1.7 million City match and additional City funding of $800,000, to complete an additional 6,000 square feet of office space build out and ensure tilt concrete construction.

The Enterprise Center offers training courses on site including a six week program, four times per year, titled "Entrepreneur 101," a six week business program called "From Idea to Marketplace," offered twice a year, and most recently, a bookkeeping course has been offered.

Appropriations Actual 2013-14 REVENUES Rental income Miscellaneous Total EXPENDITURES Personal services Operating expenses Capital outlay Total Net income (loss) from operations

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

132,681 9,902 142,583

125,600 9,400 135,000

121,141 7,900 129,041

125,600 9,400 135,000

255,706 122,299 378,005

280,400 142,500 422,900

190,974 160,549 15,240 366,763

293,600 138,900 432,500

(235,422)

(287,900)

(237,722)

(297,500)

259,000 259,000 23,578 (21,223)

287,900 287,900 2,355

297,900 297,900 60,178 2,355

287,900 287,900 (9,600) 62,533

2,355

62,533

52,933

3.6

Transfers in (out) Operating - In Total transfers Net income (loss) Estimated reserves, beginning of year Estimated ending reserves Full time equivalent positions

Cleveland Avenue Redevelopment Funds 141-xxxx thru 144-xxxx Program The goal of the Cleveland Avenue Corridor Master Plan, developed by EDAW, Inc. in 2007, is to improve the appearance of the corridor and to encourage private investment and quality redevelopment. Concepts include improving the pedestrian realm, promoting transit use, preserving and connecting Cleveland Avenue with adjoining neighborhoods and creating friendly architecture with human-scale detail. District 1 will focus on tourist and medical centered development, designed with the surrounding historic neighborhoods in mind, District 2, is to be mixed-use retail/office on the ground floor and residential uses above, District 3, is a potential town center with Edison Mall as its focal point, and District 4 is the Destination Shopping District, with larger-scale regional shopping destinations. Construction of the Fort Myers Country Club project has been completed, which included $1.3 million funding from the Cleveland Avenue districts for a stormwater system which will be used to incentivize redevelopment along the US 41 corridor. These Redevelopment Districts were established via Ordinance Numbers 2842, 2843, 2844 and 2845 on April 20, 1998. Fund Summary Adopted Budget 2014-15

Actual 2013-14 REVENUES Taxes Other sources Transfers Total EXPENDITURES Personal services Operating Expenses Transfers Total

Forecast 2014-15

Budget 2015-16

22,642 9,292 47,874 79,808

29,300 50,000 70,500 149,800

30,694 52,033 64,898 147,625

59,700 50,000 126,300 236,000

103,380 190,604 1,300,000 1,593,984

106,700 315,600 422,300

108,651 335,900 444,551

115,100 285,400 200,000 600,500

(1,514,176)

(272,500)

(296,926)

(364,500)

Estimated reserves, beginning of year

3,222,698

1,708,522

1,411,596

Estimated ending reserves

1,708,522

1,436,022

1,411,596

1,047,096

(3,606,993)

56,704

16,682,574

1.0

Net income (loss) from operations

Increased taxable value from prior year Full time equivalent positions

Martin Luther King Jr. Blvd. Redevelopment Funds 151-xxxx thru 154-xxxx Program In November 2006, the Dr. Martin Luther King, Jr. and Veronica S. Shoemaker Boulevards Revitalization Plan was adopted, and it serves as the guiding principle for redevelopment. In FY2008 the CRA purchased the historic McCollum Hall, to facilitate its restoration and have it serve as a catalyst for commercial development on the Dr. Martin Luther King., Jr. commercial corridor. In December 2009 Urban Development Solutions (UDS) was retained, and currently serves in a pre-development capacity for this project. Their tasks include developing project cost, design concepts, project marketability, identifying funding sources and attracting prospective tenants to occupy the restored facility. The project goal is to return a vibrant commercial/neighborhood center to the community, that includes entertainment, retail and dining establishments. When completed, this project will provide entrepreneurial and employment opportunities for the community. These Redevelopment Districts were established via Ordinance Numbers 2946, 2947, 2948 and 2949 on April 3, 2000. The State of Florida awarded a $500,000 grant for McCollum Hall faรงade restoration, and design and construction documents are underway. Construction is expected to begin before the end of 2015 and be completed by June, 2016. Fund Summary Adopted Budget 2014-15

Actual 2013-14 REVENUES Taxes Intergovernmental revenue Other sources Transfers Total EXPENDITURES Personal services Operating Expenses Capital Outlay Transfers Debt & other Total Net income (loss) from operations

Forecast 2014-15

Budget 2015-16

40,589 989 85,821 127,399

40,500 97,400 137,900

46,022 500,000 871 97,309 644,202

39,200 82,900 122,100

122,277 79,289 201,566 (74,167)

116,800 69,100 185,900 (48,000)

118,983 566,886 10,000 695,869 (51,667)

63,800 58,300 122,100 -

Estimated reserves, beginning of year

309,984

235,817

184,150

Estimated ending reserves

235,817

187,817

184,150

(5,162,917)

1,436,002

(2,002,840)

0.9

1.3

0.6

Increased taxable value from prior year Full time equivalent positions

208

D e b t

To account for debt on general revenue bonds and/or other debt instruments that are secured by a limited revenue source such as sales tax, franchise fees, Governmental Fund excess utilities tax, fuel taxes or other non-ad valorem revenues legally available to the City for repayment. The City has no General Obligation Long-Term Debt bonds, which are secured by property taxes and can be issued only following referendum election, outstanding.

S e r v i c e F u n d s

Proprietary Fund Debt

To account for debt that is repaid by the net revenues of the system that benefited from the improvements.

209

OVERVIEW OF OUTSTANDING INDEBTEDNESS The City is challenged with making enhancements to its aging infrastructure, maintaining and upgrading its facilities and promoting tourism. However, the work involved to accomplish this is ongoing and the costs involved are immense, which has resulted in a substantial amount of debt for the City. Existing debt was incurred to provide the community with increased benefits. Major road enhancements, such as street lighting, beautification, and several major thoroughfare widenings have eased traffic flow in and around the City. Renovations to existing parks and the construction of recreational facilities, such as a new community center, an ice skating rink and a skateboard park, have promoted family oriented activities. Utility enhancements, such as the continued replacement of water and sewer lines, along with new wellfields and water and sewer plant upgrades, have provided public services in a more efficient manner. Tourism has been promoted through the construction of major and minor league baseball fields, a multi-purpose event center, two downtown parking garages, a hands-on children's museum and enhancements to the existing marina. The City, in accordance with its debt policy, is continually pursuing ways to potentially limit debt and improve its overall financial position. This includes: 1) Limiting future capital spending projects and minimizing the issuance of additional debt. 2) Taking advantage of refunding opportunities, if any arise, to decrease future annual debt service requirements. 3) Restructuring existing debt, where legally possible, to remove the City's backup pledge on debt that benefits specific districts where sufficient revenues are available from those districts to repay the debt. 4) Committing proceeds from the sale or other disposal of any assets financed by debt to the prepayment or early payoff of the related debt. There are no legal debt limits placed on the City through state law (no such limit exists in Florida), local ordinances or local resolutions. However, the City does have debt-related standards and policies identified in its Comprehensive Plan which are provided on the next page followed by how the City measures up against the standards. This demonstrates the City's current debt levels in relation to its debt limits prescribed in the Comprehensive Plan. In FY2016, both Governmental Fund Long-Term Debt and All Inclusive Debt meet three of the four standards. New debt is planned to be issued during the first quarter of FY2016. The debt is planned to fund certain capital improvement projects begun in FY2015 and for the first year of the FY2016-FY2020 Capital Improvement Program (CIP). Debt service on this new debt of $750,800 is included in the FY2016 budget. This debt issue does not address funding of projects in years 2 through 5 of the CIP. Any future borrowings will be further analyzed during the development of the FY2017 through FY2021 CIP. Annual debt service, although decreasing with the payoff of existing debt, remains a strain on the operating budget. In order to alleviate this strain, to diversify its revenues as well as provide for a structurally balanced budget, the City adopted a fire assessment fee during FY2015. While the fee will not eliminate future debt, it is hopeful to at a minimum, lessen the amount of future debt issued and assist with the ability to meet all prescribed debt standards.

210

COMPREHENSIVE PLAN FOR DEBT ISSUANCE Standards & Policies When the City finances a capital project via bonds, it will strive to repay the bonds within the expected useful life of the project. Policy Prior to issuing or refunding any long-term debt, the City's Financial Services Department shall prepare an analysis of the City's debt structure and present it to City Council. The analysis shall review a fiveyear trend of short-term debt, both in total and as a percent of operating revenues, and long-term debt compared to the base which most closely approximates the ability to repay total debt service (e.g., assessed valuation, population, per capita income, etc.). The analysis shall also consider the debt of other jurisdictions which City taxpayers will also have to pay, for example, Lee County, South Florida Water Management District, etc. The following standards shall serve as benchmark indicators of healthy debt structure: Standard 1. The City's overall outstanding debt should not exceed 10% of its total assessed property valuation. 2. The City's overall outstanding debt should not exceed $1,200 per capita. 3. The City's total annual debt service should not exceed 20% of its general operating revenues. 4. The City's set debt per capita should not exceed 15% of per capita personal income. Policy The City shall not use long-term debt to fund any operating budget expenses. Policy The City shall investigate all reasonable means of debt financing and should choose the method most appropriate. Policy The City shall retire any short-term debt it assumes in a timely manner. Policy The City shall initiate and maintain good communications with national bond rating agencies. Policy The City shall analyze the City's current financial condition in terms of established bond rating criteria.

211

DEBT COVERAGE

The City's overall outstanding debt should not exceed 10% of its total assessed property valuation. Long-term debt, as of 9/30/15 Total assessed property valuation (3) Long-term debt as a % of total assessed property values

$ $

All Inclusive

Governmental LongTerm Debt Only

350,598,924 7,284,903,024

$ $

4.81%

1.34%

4,982,426,644

Total taxable property valuation (3) Long-term debt as a % of total taxable property values

4,982,426,644

7.04%

The City's overall outstanding debt should not exceed $1,200 per capita Long-term debt, as of 9/30/15 Population (1) Debt per capita The City's total annual debt service should not exceed 20% of its total operating revenues Total annual debt service, for FY 15/16 Total operating revenues for FY 15/16 Total annual debt service as a % of total operating revenues The City's set debt per capita should not exceed 15% of per capita personal income Per capita personal income (2) Set debt per capita rate as a % of per capita personal income Actual debt per capita rate as a % of per capita personal income

Sources: (1) Bureau of Economic and Business Research (2) City of Fort Myers, September 30, 2014 CAFR (3) Lee County Property Appraiser; 2015 Recapitulation Roll

212

97,757,190 7,284,903,024

1.96%

350,598,924 69,437 5,049

$ $

97,757,190 69,437 1,408

$ $

33,622,900 201,326,319

$ $

11,585,500 201,326,319

16.70%

22,612

5.75%

22,612

5.31%

22.33%

6.23%

Debt Description Governmental Debt: 1999 Gulf Breeze Bond 2006-A Bonds 2007-A Refunding Bonds 2005-C FMLC Bonds 2004-A Gas Tax Revenue

2015-16 DEBT BUDGETS CITYWIDE DEBT SUMMARY Projected Principal Original Outstanding FY16 Issue As of 10/1/15 Principal

FY16 Interest

Total FY16 Debt Service

FY16 Other

10,420,000 58,195,000 33,743,640 4,970,000

1,700,000 37,580,000 20,462,190 -

1,700,000 635,000 2,345,000 -

47,200 1,632,800 964,500 -

2,800 1,100 400 -

1,750,000 2,268,900 3,309,900 -

1,110,400 44,000 750,800 4,549,700

1,500 5,800

2,926,900 579,000 750,800 11,585,500

2014-A Bonds 2014-B Bonds 2015 Bonds Total Revenue Bonds

18,335,000 37,120,000 2,790,000

35,275,000 2,740,000

165,573,640

97,757,190

1,815,000 535,000 7,030,000

2005-A FMRA Note 1999-A (HUD 108 Loan) Total Notes

7,450,000 300,000 7,750,000

3,473,076 3,473,076

496,200 496,200

141,200 141,200

637,400 637,400

Total Governmental Debt

173,323,640

101,230,266

7,526,200

4,690,900

5,800

12,222,900

Utility Debt: 1993-A Utility Bonds State Revolving Fund Loans 2006-A Utility Bonds 2008 Note 2011 Utility Bonds 2012 Utility Bonds Total Utility Debt

48,920,000 100,684,185 38,925,000 50,000,000 68,605,000 17,025,000 324,159,185

11,620,000 68,580,620 37,310,000 48,327,197 64,990,000 14,225,000 245,052,817

2,580,000 4,701,300 235,000 622,400 1,375,000 1,790,000 11,303,700

1,710,500 1,769,700 2,413,900 2,879,900 416,200 9,190,200

300 1,400 1,400 3,100

2,580,000 6,411,800 2,005,000 3,036,300 4,256,300 2,207,600 20,497,000

Other: Golf Course 2007-A Bonds Golf Course 2014 Bonds FMCC Equipment Lease EW Equipment Lease ITS Software Lease Solid Waste 2007-A Bonds Yacht Basin 2005-A Note Total Other Debt

457,776 478,584 5,000,000 5,936,360

277,596 290,185 3,748,060 4,315,841

31,900 85,500 29,700 120,000 33,200 214,200 514,500

12,500 167,300 14,600 5,700 2,000 13,700 172,700 388,500

44,400 167,300 100,100 35,400 122,000 46,900 386,900 903,000

Total Citywide Debt

503,419,185

350,598,924

19,344,400

14,269,600

8,900

33,622,900

213

2015-16 GOVERNMENTAL LONG-TERM DEBT BUDGETS DEBT SERVICE FUND SUMMARY Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

EXPENDITURES 1999 Gulf Breeze Bonds 2006-A Revenue Bonds 2014-A Revenue Bonds 2014-B Refunding Bonds 2015 Bonds 2005-C Refunding Bonds 2004-A Gas Tax Revenue Bonds 1999-A Loan

1,259,190 3,156,406 601,054 1,506,232 28,225 12,353,671

1,798,000 2,281,500 2,926,500 93,700 464,400 26,623 11,616,623

1,756,563 2,267,669 3,095,263 93,693 484,036 26,623 11,693,348

1,750,000 2,276,700 2,926,900 579,000 750,800 12,284,800

8,455,064 155,118 1,280,044 677,700 260,941 10,862,061

8,912,100 1,675,800 657,500 261,400 83,200 11,616,623

8,711,331 2,134,816 657,500 261,400 11,792,203

8,259,600 1,678,800 637,400 261,100 1,447,900 12,284,800

REVENUES Transfers from General Fund Transfer from WSNID Transfers from Gas Tax Construction Transfers from FMRA Other transfers Reserves

Total Debt Service Revenues

214

2015-16 GOVERNMENTAL LONG-TERM DEBT BUDGETS Debt Service Expenditures by Issue 2015 Bonds 6% 2005-A FMRA Note Payable 5%

2007-A Refunding Bonds 27%

1999 Gulf Breeze Bonds 14% 2014-B Refunding Bonds 5%

2006-A Revenue Bonds 19% 2014-A Revenue Bonds 24%

Revenue Sources for Debt Service Payments Transfers from FMRA 5% Other transfers 2%

Transfer from Gas Tax Construction 14%

Reserves 12%

Transfers from General Fund 67%

215

1999 Gulf Breeze Refunding/Improvement Bonds DEBT SERVICE BUDGET 267-2670 Basic Information

Original issue amount - $10,420,000 Purpose - The 1999 Bonds were issued to refund 100% of both the 1998 First Union Bond Series A&B (Series A - $3,500,000 to fund the construction of the Skatium Project; Series B - $500,000 to fund a portion of the Buquebus Terminal); and the 1992B Bonds. Principal amount outstanding @ October 1, 2014 $ 3,315,000 Additions (payments) (1,615,000) Principal amount outstanding @ October 1, 2015 $ 1,700,000 Final maturity date - December 1, 2015 Interest rate - 4.25% to 5.55% Revenues pledged - Franchise fees, guaranteed entitlement funds, occupational license tax, sales tax and excess utilities tax. Budget basis - Budgeted on an accrual basis due to timing of deposits into sinking fund.

Sources and Uses

Sources Principal amount of 1999 Bonds Other sources of funds

10,420,000 200,485 10,620,485

Uses Deposit to escrow trust fund Deposit to debt service fund Costs of issuance

6,275,288 4,079,817 265,380 10,620,485

216

1999 Gulf Breeze Refunding/Improvement Bonds DEBT SERVICE BUDGET 267-2670 Budget Information

APPROPRIATIONS: Debt Service Principal Interest expense Pay agent fees Reserves

Revenues Transfer from General Fund Reserves

Actual 2013-14

Adopted Budget 2014-15

1,045,000 211,390 2,800 1,259,190

1,615,000 138,800 2,800 41,400 1,798,000

1,615,000 138,763 2,800 1,756,563

1,700,000 47,200 2,800 1,750,000

1,715,080 1,715,080

1,798,000 1,798,000

302,100 1,447,900 1,750,000

Forecast 2014-15

Annual Principal & Interest Payments Remaining

$1,750,000 $1,740,000 $1,730,000 $1,720,000 $1,710,000 $1,700,000 $1,690,000 $1,680,000 $1,670,000

Fiscal Years Annual Principal Payments

217

Annual Interest Payments

Budget 2015-16

2006-A Taxable Improvement Refunding Revenue Bonds DEBT SERVICE BUDGET 275-2750 Basic Information Original issue amount - $58,195,000 The 2006-A Bonds were allocated between Governmental Funds ($55,356,318 of which $1,518,889 is applicable to ITS) and Proprietary Funds ($2,838,682 total, - Eastwood, $1,423,000, Harborside, $298,815, Yacht Basin, $616,867 and Skatium, $500,00). Purpose - To currently refund the outstanding 2001A Bonds, series 2004A (line of credit) and to provide additional funding for capital improvement projects. Principal amount outstanding @ October 1, 2014 $ 38,190,000 Additions (payments) (610,000) Principal amount outstanding @ October 1, 2015 $ 37,580,000 Final maturity date - December 1, 2036 Interest rate - 4.0% to 5.0% Revenues pledged - Franchise fees, guaranteed entitlement funds, occupational license tax, sales tax and excess utilities tax. Budget basis - Budgeted on an accrual basis due to timing of deposits into sinking fund. Note - During FY2014, a portion of the 2006 Bonds were refunded in the amount of $18,320,000 by the 2014A Bonds. Sources and Uses

Sources Principal Net bond premium

58,195,000 1,266,213 59,461,213

Uses Escrow Deposit to improvements account Costs of issuance

8,036,595 50,390,538 1,034,080 59,461,213

218

2006-A Taxable Improvement Refunding Revenue Bonds DEBT SERVICE BUDGET 275-2750 Budget Information Adopted Budget 2014-15

Actual 2013-14

APPROPRIATIONS: Debt Service Principal Interest expense Pay agent fees Reserves

Revenues Transfer from General Fund Other operating transfers in Interest income Reserves

Forecast 2014-15

Budget 2015-16

585,000 2,569,106 2,300 3,156,406

610,000 1,657,700 1,100 12,700 2,281,500

610,000 1,657,669 2,267,669

635,000 1,632,800 1,100 7,800 2,276,700

2,681,265 260,941 35 2,942,241

2,020,100 261,400 2,281,500

2,020,100 261,400 73 2,281,573

2,015,600 261,100 2,276,700

Annual Principal & Interest Payments Remaining $5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

Fiscal Years Annual Principal Payments

219

Annual Interest Payments

2014A & 2014B Improvement Refunding & Revenue Bonds DEBT SERVICE BUDGET 278-2780 Basic Information

Original issue amount - 2014A - $37,120,000 Original issue amount - 2014B - $2,790,000 Purpose - To provide $10,604,000 for capital improvement projects along with refunding the 2004A Gas Tax Bonds, and a portion of the 2006 Bonds and the 2005C Loan. 2014A 2014B Principal amount outstanding @ October 1, 2014 $ 37,120,000 $ 2,790,000 Additions (payments) (1,845,000) (50,000) Principal amount outstanding @ October 1, 2015 $ 35,275,000 $ 2,740,000 Final maturity date 2014A - December 1, 2034, 2014B - December 1, 2019 Interest rate - 2.0% to 5.0% Revenues pledged - Franchise fees, guaranteed entitlement funds, occupational license tax, sales tax and excess utilities tax. Sources and Uses 2014A Sources Principal Net bond premium Other legally available money

Uses Escrow Deposit to improvements account Costs of issuance

220

2014B

37,120,000 1,778,586 129,035 39,027,621

2,790,000 25,355 2,815,355

27,950,896 10,604,000 472,725 39,027,621

2,775,744 39,611 2,815,355

2014 Improvement Refunding & Revenue Bonds DEBT SERVICE BUDGET 278-2780 Budget Information Adopted Budget 2014-15

Actual 2013-14

APPROPRIATIONS: Debt Service Principal- 2014A Principal- 2014B Interest - 2014A Interest - 2014B Pay agent fees Reserves

Revenues Transfer from General Fund Other operating transfers in Interest income Reserves

Forecast 2014-15

Budget 2015-16

1,845,000 50,000 1,080,400 43,700 1,100 3,020,200

1,845,000 50,000 1,247,663 43,693 2,600 3,188,956

1,815,000 535,000 1,110,400 44,000 1,500 3,505,900

1,344,400 1,675,800 3,020,200

1,052,651 2,134,816 3,187,467

1,827,100 1,678,800 3,505,900

Annual Principal & Interest Payments Remaining $5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

Fiscal Years Annual Principal Payments

221

Annual Interest Payments

2007-A Refunding Revenue Bonds DEBT SERVICE BUDGET 276-2760 Basic Information

Original issue amount - $34,680,000 The 2007-A Bonds were allocated between Governmental Funds ($33,743,750) and Proprietary Funds ($936,250). Purpose - To currently refund the outstanding 1997A Bonds. Principal amount outstanding (governmental portion) @ October 1, 2014 $ 22,695,225 Additions (payments) (2,233,035) Principal amount outstanding @ October 1, 2015 $ 20,462,190 Final maturity date - December 1, 2022 Interest rate - 4.0% to 5.0% Revenues pledged - Franchise fees, guaranteed entitlement funds, occupational license tax, sales tax and excess utilities tax. Budget basis - Budgeted on an accrual basis due to timing of deposits into sinking fund.

Sources and Uses

Sources Principal Net bond premium Other legally available funds

34,680,000 2,424,038 445,245 37,549,283

Uses Escrow (for payment of refunded bonds) Costs of issuance

37,048,490 500,793 37,549,283

222

2007-A Refunding Revenue Bonds DEBT SERVICE BUDGET 276-2760 Budget Information

APPROPRIATIONS: Debt Service Principal Interest expense Pay agent fees Reserves Revenues Transfer from General Fund Interest income Reserves

Adopted Budget 2014-15

Actual 2013-14

Forecast 2014-15

Budget 2015-16

3,892,000 1,232,061 800 5,124,861

2,233,100 1,079,000 400 55,900 3,368,400

2,233,035 1,078,935 3,311,970

2,345,000 964,500 400 54,100 3,364,000

3,676,724 1,645 3,678,369

3,368,400 3,368,400

3,368,400 35 3,368,435

3,364,000 3,364,000

Annual Principal & Interest Payments Remaining on Governmental Fund Portion Only $5,125,000 $4,100,000 $3,075,000 $2,050,000 $1,025,000 $0

Fiscal Years

Annual Principal Payments

223

Annual Interest Payments

2005-C Refunding Bonds DEBT SERVICE BUDGET 274-2740 Basic Information

Original issue amount - $4,970,000 Purpose - To refund a portion of the 2000A Bonds to achieve present value debt service savings. Principal amount outstanding @ October 1, 2014 Additions (payments) Principal amount outstanding @ October 1, 2015 Final maturity date - April 1, 2020 Interest rate - various Revenues pledged - Any legally available non-ad valorem revenues. Budget basis - Budgeted on an accrual basis due to timing of deposits into sinking fund. Note - The 2005-C Bonds were refunded in the amount of $2,660,000 during FY2014 with the 2014-B Bonds.

$ $

460,000 (460,000) -

Sources and Uses Sources Principal amount of 2005-C Bonds Net premium Unspent 2000A proceeds

4,970,000 162,030 239,260 5,371,290

Uses Refunding escrow deposit Additional proceeds Costs of issuance

5,245,665 2,188 123,437 5,371,290 Budget Information

APPROPRIATIONS: Debt Service Principal Interest expense Pay agent fees Reserves

Revenues Transfer from General Fund Transfer from Winkler Safe Neighborhood Interest income Reserves

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

435,000 161,775 4,279 601,054

460,000 4,400 464,400

460,000 23,000 1,036 484,036

381,995 155,118 3 537,116

381,200 83,200 464,400

472,180 472,180

224

2004-A Gas Tax Revenue Bonds DEBT SERVICE BUDGET 271-2710 Basic Information Original issue amount - $18,335,000 Purpose - To provide funds to pay-off commercial paper ($14,700,000 of 2000-B Transportation Tax Paper) and to fund various capital improvement projects. Principal amount outstanding @ October 1, 2013 Additions (payments) Principal amount outstanding @ October 1, 2014 Final maturity date - February 1, 2019 Interest rate - 2.00% to 4.625% Revenues Pledged - Five and six-cent gas tax revenues. Budget basis - Budgeted on modified accrual basis. Note - The 2004 Gas Tax Bonds were refunded by the 2014A Bonds during FY2014.

$ $ $

Sources and Uses Sources Principal Amount of 2004-A Bonds Reoffering Premium

18,335,000 60,500 18,395,500

Uses Underwriter's Discount Cost of Issuance Bond Insurance Reserve Surety Fee Deposit to Project Construction Fund Prepay Prior Notes Rounding Amount

99,138 157,000 110,193 46,673 3,280,000 14,700,000 2,496 18,395,500 Budget Information Actual 2013-14

APPROPRIATIONS: Debt Service Principal Interest expense Pay Agent Fees Reserves Revenues Interest Income Transfer from Gas Tax Construction Reserves

Adopted Budget

Forecast 2014-15

2014-15

Budget 2015-16

1,305,000 200,932 300 1,506,232

2,062 1,280,044 1,282,106

225

2005-A Community Redevelopment Revenue Note DEBT SERVICE BUDGET 131-6302 Basic Information Original issue amount - $7,450,000 Purpose - provide funding to support the initiative of improving the Downtown River District, also known as the "Streetscape Project" through the Fort Myers Redevelopment Agency, as well as refund the 1995 Revenue Bond in the amount of $1,135,000. Principal amount outstanding @ October 1, 2014 $ 3,969,230 Additions (payments) (496,154) Principal amount outstanding @ October 1, 2015 $ 3,473,076 Final maturity date - January 1, 2022 Interest rate - 4.01% Revenues pledged - Incremental tax revenues deposited into the Fort Myers Redevelopment Area Trust Fund. Budget basis - Budgeted on a modified accrual basis. Note - This note was amended in fiscal year 2010 which extended the maturity date and therefore revised the schedule of remaining payments due. Sources and Uses Sources Par amount of Bond Transfers from Prior Issue DSR Funds

7,450,000 312,567 7,762,567

Uses Cost of Issuance Deposit to Current Refunding Fund Funds Available for Projects

57,475 1,177,737 6,527,355 7,762,567

226

2005-A Community Redevelopment Revenue Note DEBT SERVICE BUDGET 131-6302 Budget Information

Actual 2013-14 APPROPRIATIONS: Debt Service Principal Interest expense Pay Agent Fees Bond issue costs Reserves

Revenues Transfer from DRA Interest Income Reserves

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

496,154 181,549 677,703

496,100 161,400 657,500

496,154 161,377 657,531

496,200 141,200 637,400

677,700 1,224

657,500 657,500

657,500 425

637,400 -

657,925

637,400

678,924

Annual Principal & Interest Payments Remaining $1,000,000 $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0

Fiscal Years Annual Principal Payments

227

Annual Interest Payments

1999-A Section 108 Loans DEBT SERVICE BUDGET 061-0061 Basic Information 1999-A Section 108 Loan: Purpose - loan repayment Original issue amounts - $300,000 Principal amount outstanding @ October 1, 2014 Additions (payments) Principal amount outstanding @ October 1, 2015 Final maturity date -August 1, 2015 Interest rate - 6.372%

Budget Information Adopted Budget Actual 2013-14 2014-15 APPROPRIATIONS: Debt Service Principal Interest expense

Revenues CDBG Funds

Forecast 2014-15

$ $

25,000 (25,000) -

Budget 2015-16

25,000 3,225 28,225

25,000 1,623 26,623

28,225 28,225

26,623 26,623

228

Annual Debt Service Governmental Long-Term Debt

$14,000,000

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

Fiscal Years

229

SUMMARY OUTSTANDING GOVERNMENTAL LONG-TERM DEBT **Chart displays principal and interest expenses by debt issue**

Fiscal Series Year Series 1999 Series 2006A 2007A 2016 1,747,175 3,155,306 3,309,416 2017 3,149,506 3,301,267 2018 3,152,706 3,306,496 2019 3,154,706 3,305,159 2020 3,150,606 3,301,997 2021 3,150,406 3,315,741 2022 3,149,006 3,302,484 2023 4,106,806 1,356,362 2024 2,546,856 2025 2,436,106 2026 2,313,856 2027 4,752,659 2028 2,088,681 2029 1,959,175 2030 1,822,544 2031 1,678,431 2032 4,721,600 2033 4,722,506 2034 4,721,175 2035 4,716,945 2036 4,714,483 2037 4,713,069 Totals 1,747,175 74,077,134 24,498,922

Series 2014A 3,092,700 3,090,203 3,087,556 3,084,456 1,529,956 1,532,506 1,533,131 1,533,331 3,680,056 3,673,081 3,670,706 1,185,519 3,767,775 3,769,875 3,771,138 3,769,069 705,044 707,503 703,344 702,938

48,589,887

230

Series Estimated 2014B Series 2015 578,984 967,188 573,979 967,188 576,288 967,188 575,796 967,188 577,438 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 967,188 2,882,485

20,310,948

2005 CRA Note 635,424 615,528 595,633 575,737 555,841 535,945 516,050

4,030,159

GRAND TOTAL 13,486,193 11,697,671 11,685,867 11,663,042 10,083,026 9,501,786 9,467,859 7,963,687 7,194,100 7,076,375 6,951,750 6,905,366 6,823,644 6,696,238 6,560,870 6,414,688 6,393,832 6,397,197 6,391,707 6,387,071 5,681,671 4,713,069 176,136,710

2015-16 PROPRIETARY FUND LONG-TERM DEBT

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

EXPENSES 1993-A Utility Bonds SRF Loans 2006-A Utility Bonds 2008-A Utility Note 2011 Utility Bonds 2012 Utility Bonds 2007-A Bonds 2006-A Bonds 2005-A Yacht Basin Note 2014-A Bonds Equipment/Software Leases

Total Debt Service Expenses

1,290,000 6,410,031 2,008,400 3,034,446 4,271,138 1,633,132 140,389 260,941 386,147 19,434,624

2,575,000 6,453,300 2,009,200 3,029,500 4,267,400 2,214,100 91,500 261,400 386,900 167,300 21,455,600

2,575,000 6,412,024 2,009,200 3,030,405 4,267,512 2,214,199 91,426 261,400 386,900 167,300 117,861 21,533,227

2,580,000 6,411,800 2,005,000 3,036,300 4,256,300 2,207,600 91,300 261,100 386,900 167,300 257,500 21,661,100

18,647,147 27,206 145,913 71,754 40,539 419,719 82,346 19,434,624

20,548,500 27,200 289,100 47,000 40,600 420,500 82,700 21,455,600

20,508,340 27,200 289,026 47,000 40,600 420,500 200,561 21,533,227

20,497,000 27,200 424,500 46,900 40,600 420,500 204,400 21,661,100

REVENUES Utility Operations Skatium Operations Golf Course Operations Solid Waste Operations Harborside Operations Yacht Basin Operations ITS Operations Total Revenues

Debt Service Expenses by Issue

2012 Utility Bonds 10%

2007-A Bonds 0%

2011 Utility Bonds 20%

2006-A Bonds 1% 2005-A Yacht Basin Note 2% 2014-A Bonds 1% Equipment/Software Leases 1%

2008-A Utility Note 14%

1993-A Utility Bonds 12% SRF Loans 30%

2006-A Utility Bonds 9%

231

1993-A Utility Bonds DEBT SERVICE BUDGET 401-0509-536-7X93 Basic Information

Original issue amount - $48,920,000 Purpose - To refund the City's outstanding utilities system refunding revenue bonds series 1989A and 1988B - par amount of bond, $31,833,243. Further, this issue includes the original issue discount for the 1989A Capital Appreciation Bond of $17,086,757 defeased in 1993. Principal amount outstanding @ October 1, 2014 $14,195,000 Additions (payments) (2,575,000) Principal amount outstanding @ October 1, 2015 $11,620,000 Final maturity date - October 1, 2019 Interest rate - 3.75% to 5.85% Revenues pledged - Collateralized by an irrevocable lien on the net revenues of the utility system and the pledged impact fees. Budget basis - Budgeted on an accrual basis. Sources and Uses Sources Principal amount of 1993-A Bonds Original issue discount Other legally available monies

31,833,243 (156,300) 5,386,970 37,063,913

Uses Deposit to escrow account Costs of issuance

36,185,714 878,199 37,063,913

232

1993-A Utility Bonds DEBT SERVICE BUDGET 401-0509-536-7X93 Budget Information

Actual 2013-14

APPROPRIATIONS: Debt Service Principal Interest expense Fiscal agent fees

Revenues Utility Operations

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

1,290,000 1,290,000

2,575,000 2,575,000

2,580,000 2,580,000

1,290,000 1,290,000

2,575,000 2,575,000

2,580,000 2,580,000

Annual Principal & Interest Payments Remaining

$3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0

Fiscal Years Annual Principal Payments

Annual Interest Payments

233

SRF Loans Basic Information The Florida Department of Environmental Protection administers a program that provides funding of projects related to pollution control activities, including wastewater and Stormwater management.

Qualified projects receive funds through a State Revolving Fund Loan that are to be repaid over 20 years. Repayment begins 6 months after the completion of the project and includes interest rates well below the market, which are fixed at the time established. The City has utilized this means of funding for many utility-related projects.

Principal amount outstanding @ October 1, 2014 Additions (payments) Principal amount outstanding @ October 1, 2015 Final maturity date - 20 years subsequent to loan Interest rate - various - between 2 and 3% Revenues pledged - Revenues received by the water and wastewater utilities systems. Budget basis - Budgeted on an accrual basis.

234

$73,161,523 (4,580,903) $68,580,620

SRF Loans DEBT SERVICE BUDGETS 401-0509-536-7X11, 13, 16,50, 51,52, 54, 55 & 57 Budget Information

APPROPRIATIONS: Debt Service Principal Interest expense Fiscal agent fees

Revenues Utility Operations

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

4,463,914 1,946,117 6,410,031

4,581,100 1,872,200 6,453,300

4,580,903 1,831,121 6,412,024

4,701,300 1,710,500 6,411,800

6,410,031 6,410,031

6,453,300 6,453,300

6,412,024 6,412,024

6,411,800 6,411,800

Annual Principal & Interest Payments Remaining $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

Fiscal Years Annual Principal Payments

Annual Interest Payments

235

2006-A Utility Bonds DEBT SERVICE BUDGET 401-0509-536-7X19 Basic Information

Original issue amount - $38,925,000 Purpose - To provide funds to pay the costs of acquiring and constructing certain additions, extensions and improvements to the City's Utility System and to refinance certain outstanding debt that was incurred on the Utility Line of Credit at such time. Principal amount outstanding @ October 1, 2014 $37,540,000 Additions (payments) (230,000) Principal amount outstanding @ October 1, 2015 $37,310,000 Final maturity date - October 1, 2036 Interest rate - 3.5% to 5% Revenues pledged - Collateralized by an irrevocable lien on the net revenues of the utility system and the pledged impact fees. Budget basis - Budgeted on an accrual basis.

Sources and Uses

Sources Principal amount of 2006-A Bonds Reoffering Premium

38,925,000 1,018,607 39,943,607

Uses Underwriter's discount Deposit to construction fund Gross bond insurance premium Surety bond fee Payoff prior debt Costs of issuance

233,441 24,047,074 200,000 58,200 15,101,528 303,364 39,943,607

236

2006-A Utility Bonds DEBT SERVICE BUDGET 401-0509-536-7X19 Budget Information

Actual 2013-14

APPROPRIATIONS: Debt Service Principal Interest expense Fiscal agent fees

Revenues Utility Operations

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

220,000 1,788,100 300 2,008,400

230,000 1,778,900 300 2,009,200

235,000 1,769,700 300 2,005,000

2,008,400 2,008,400

2,009,200 2,009,200

2,005,000 2,005,000

Annual Principal & Interest Payments Remaining

$5,500,000 $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0

Fiscal Years Annual Principal Payments

Annual Interest Payments

237

2008-A Utility Note DEBT SERVICE BUDGET 401-0509-536-7X56 Basic Information

Original issue amount - $50,000,000 Purpose - To provide funds to pay the costs of acquiring and constructing certain additions, extensions and improvements to the City's Utility System and to refinance certain outstanding debt that was incurred on the Utility Line of Credit at such time. Principal amount outstanding @ October 1, 2014 $48,912,245 Additions (payments) (585,048) Principal amount outstanding @ October 1, 2015 $48,327,197 Final maturity date - October 1, 2028 Interest rate - 5.18% Revenues pledged - Collateralized by an irrevocable lien on the net revenues of the utility system and the pledged impact fees. Budget basis - Budgeted on an accrual basis.

Sources and Uses

Sources Principal amount of 2008-A Bonds

50,000,000 50,000,000

Uses Deposit to construction fund Payoff amounts drawn on line of credit plus interest Reserve requirement Costs of issuance

238

19,376,194 26,227,337 4,227,968 168,501 50,000,000

2008-A Utility Bonds DEBT SERVICE BUDGET 401-0509-536-7X56 Budget Information

APPROPRIATIONS: Debt Service Principal Interest expense Fiscal agent fees/ bond issue costs

Revenues Utility Operations Debt Proceeds

Adopted Budget 2014-15

Actual 2013-14

Forecast 2014-15

Budget 2015-16

559,486 2,474,960 3,034,446

585,100 2,444,400 3,029,500

585,048 2,445,357 3,030,405

622,400 2,413,900 3,036,300

3,034,446 3,034,446

3,029,500 3,029,500

3,030,405 3,030,405

3,036,300 3,036,300

Annual Principal & Interest Payments Remaining $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

Fiscal Years Annual Principal Payments

Annual Interest Payments

239

2011 Utility Refunding & Revenue Bonds DEBT SERVICE BUDGET 401-0509-536-7X07 Basic Information Original issue amount - $68,605,000 Purpose - To refund the 2009-A Utility Bonds and to terminate the swaption and to provide funds for utility-related capital improvement projects. Principal amount outstanding @ October 1, 2014 $66,335,000 Additions (payments) $(1,345,000) Principal amount outstanding @ October 1, 2015 $64,990,000 Final maturity date - October 1, 2041 Interest rate - 2 - 5% Revenues pledged - Collateralized by an irrevocable lien on the net revenues of the utility system and the pledged impact fees. Budget basis - Budgeted on an accrual basis.

Sources and Uses Sources Bond proceeds Net premium Release of swaption reserve

68,605,000 4,263,879 4,381,224 77,250,103

Uses Refunding of 2009 Utility Bond Swaption termination fee Deposit to construction fund Deposit to reserve fund Costs of issuance

44,887,883 10,603,000 19,005,805 1,860,745 892,670 77,250,103

240

2011-A Utility Refunding Bonds DEBT SERVICE BUDGET 401-0509-536-7X07 Budget Information Adopted Budget 2014-15

Actual 2013-14

APPROPRIATIONS: Debt Service Principal Interest expense Fiscal agent fees Revenues Utility Operations

Forecast 2014-15

Budget 2015-16

1,315,000 2,954,738 1,400 4,271,138

1,345,000 2,921,100 1,300 4,267,400

1,345,000 2,921,112 1,400 4,267,512

1,375,000 2,879,900 1,400 4,256,300

4,271,138 4,271,138

4,267,400 4,267,400

4,267,512 4,267,512

4,256,300 4,256,300

Annual Principal & Interest Payments Remaining $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

Fiscal Years

Annual Principal Payments

Annual Interest Payments

241

2012 Utility Refunding Bond DEBT SERVICE BUDGET 401-0509-536-7X09 Basic Information Original issue amount - $17,025,000 Purpose - To refund the 2003-A Utility Bonds Principal amount outstanding @ October 1, 2014 $15,950,000 Additions (payments) $(1,725,000) Principal amount outstanding @ October 1, 2015 $14,225,000 Final maturity date - October 1, 2033 Interest rate - 2.25% - 4.00% Revenues pledged - Collateralized by an irrevocable lien on the net revenues of the utility system and the pledged impact fees. Budget basis - Budgeted on an accrual basis.

Sources and Uses Sources Bond proceeds Net premium Other legally available moneys

17,025,000 945,413 311,318 18,281,731

Uses Refunding of 2003 Utility Bond Costs of issuance

18,010,107 271,624 18,281,731

242

2012 Utility Refunding Bond DEBT SERVICE BUDGET 401-0509-536-7X09 Budget Information

APPROPRIATIONS: Debt Service Principal Interest expense Fiscal agent fees Revenues Utility Operations

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

1,075,000 556,799 1,333 1,633,132

1,725,000 487,800 1,300 2,214,100

1,725,000 487,799 1,400 2,214,199

1,790,000 416,200 1,400 2,207,600

1,633,132 1,633,132

2,214,100 2,214,100

2,214,199 2,214,199

2,207,600 2,207,600

Annual Principal & Interest Payments Remaining

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

Fiscal Years

243

2007-A Refunding Bonds - Proprietary Funds DEBT SERVICE BUDGETS 420-0916-581-9276 & 408-2001-581-9276 Basic Information Original issue amount - $34,680,000 Amount of Issue applicable to the Golf Courses - $457,776 Purpose - To refund the 1997A Bonds Amount of Issue applicable to Solid Waste - $478,584 Purpose - To refund the 1997A Bonds Final maturity date - December 1, 2022 Interest rate - 3.7% to 5.0% Annual Principal & Interest Payments Remaining for Fort Myers Country Club & Solid Waste

$150,000 $125,000 $100,000 $75,000 $50,000 $25,000 $0

Fiscal Years Annual Principal Payments

244

Annual Interest Payments

2006-A Improvement Refunding Bonds - Proprietary Funds DEBT SERVICE BUDGETS 404-0605-581-9275, 407-1901-581-9275 & 409-2004-581-9275 Basic Information Original issue amount - $58,195,000 Amount of Issue applicable to the Skatium - $500,000 Purpose - To provide funding for facility renovations. Amount of Issue applicable to the Yacht Basin - $616,867 Purpose - To provide funding for marina renovations. Amount of Issue applicable to the Golf Courses - $1,423,000 Purpose - To provide funding towards major renovations of the Eastwood golf course. Amount of Issue applicable to the Harborside Event Center - $298,815 Purpose - To provide funding towards the purchase and installation of the cooling tower and chiller to be repaid over 10 years Final maturity date - December 1, 2036 Interest rate - 3.7% to 5.0% Annual Principal & Interest Payments Remaining for Skatium, Yacht Basin & Eastwood Golf Course $250,000 $200,000 $150,000 $100,000 $50,000 $0

Fiscal Years Annual Principal Payments

245

Annual Interest Payments

2005-A Yacht Basin Note DEBT SERVICE BUDGET 407-1901-575-7X18 Basic Information Original issue amount - $5,000,000 Purpose - to provide funding for capital improvement projects that address the marina's needs such as new docks, utilities, upgraded fuel tanks, etc. Principal amount outstanding @ October 1, 2014 $ 3,952,960 Additions (payments) (195,571) Principal amount outstanding @ October 1, 2015 $ 3,757,389 Final maturity date - September 1, 2028 Interest rate - 4.63% Revenues pledged - Pledged revenues which consist of a pledge and lien on the Yacht Basin net revenues. Budget basis - Budgeted on a modified accrual basis.

Annual Principal & Interest Payments Remaining

$500,000 $400,000 $300,000 $200,000 $100,000 $0

Fiscal Years Annual Principal Payments

246

Annual Interest Payments

Annual Debt Service Proprietary Fund Long-Term Debt $26,000,000 $24,000,000 $22,000,000 $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0

Fiscal Years

247

SUMMARY OF PROPRIETARY FUND LONG-TERM DEBT Fiscal Years 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 Totals

Utility Series 1993A 2,580,000 2,580,000 2,585,000 2,580,000 1,295,000

11,620,000

Utility Series Utility Utility Series Utility SRF Loans 2006A Series 2008A 2011 Series 2012 6,452,811 2,004,616 3,039,365 4,275,488 2,241,998 6,452,809 2,009,616 3,035,765 6,012,163 2,234,098 6,452,811 2,004,418 3,039,891 6,000,487 2,243,198 6,452,808 2,003,818 3,032,925 5,976,388 2,243,998 6,452,808 2,007,338 6,670,510 5,970,762 2,257,648 6,452,811 2,254,650 6,661,644 6,515,012 408,661 6,452,812 2,260,724 6,669,418 6,993,512 402,248 6,452,811 2,250,438 6,664,286 6,992,263 405,234 6,452,811 2,253,876 6,666,475 6,985,763 407,606 6,452,809 2,251,250 6,665,661 6,985,763 404,009 5,923,406 2,247,250 6,667,437 3,842,012 404,634 4,946,047 2,246,500 6,667,449 1,922,163 404,946 4,540,606 2,239,250 2,804,160 1,922,162 404,946 919,452 2,240,000 1,919,900 404,634 2,238,750 1,919,556 403,352 4,634,250 1,916,637 401,112 4,631,000 1,916,700 398,512 4,619,000 1,913,075 400,474 4,607,750 1,910,587 401,912 5,105,000 1,910,512 5,119,950 1,907,737 5,110,000 1,907,150 1,908,525 1,906,750 1,901,825 1,903,525 1,896,737 80,857,612 66,339,444 68,284,986 97,133,154 16,873,220

248

Total Utility 20,594,278 22,324,451 22,325,805 22,289,937 24,654,066 22,292,778 22,778,714 22,765,032 22,766,531 22,759,492 19,084,739 16,187,105 11,911,124 5,483,986 4,561,658 6,951,999 6,946,212 6,932,549 6,920,249 7,015,512 7,027,687 7,017,150 1,908,525 1,906,750 1,901,825 1,903,525 1,896,737 341,108,416

Series 2007A 91,834 91,608 91,752 91,715 91,628 92,009 91,641 37,638

Series 2006A 178,308 178,055 178,195 178,282 137,505 137,497 137,436 179,237 207,171 207,139 206,824 207,415 206,816 206,619 206,545 206,367 206,071 206,110 206,052 205,867 205,761 205,698

679,825

4,194,970

Yacht Basin 2005A 386,877 386,878 386,877 386,876 386,875 386,876 386,878 386,877 386,876 386,876 386,876 386,876 386,878

5,029,396

Grand Total 21,251,297 22,980,992 22,982,629 22,946,810 25,270,074 22,909,160 23,394,669 23,368,784 23,360,578 23,353,507 19,678,439 16,781,396 12,504,818 5,690,605 4,768,203 7,158,366 7,152,283 7,138,659 7,126,301 7,221,379 7,233,448 7,222,848 1,908,525 1,906,750 1,901,825 1,903,525 1,896,737 351,012,607

Utility Fund

Stormwater Fund

E n t e r p r i s e

To account for activities related to the operations of the City-owned water and sewer system.

To account for operations and maintenance of Stormwater run-off mechanisms throughout the City.

Parking Fund

To account for operations and maintenance of the parking garages in the downtown area.

Skatium Fund

To account for activities related to the operations at the Skatium facility.

Yacht Basin Fund To account for the operations and maintenance of the City-owned marina and dock facilities.

To account for the maintenance activities related to two City-owned golf courses. Golf Course Funds Operations are outsourced.

Cultural & Historic To account for the operations and maintenance of the City-owned hands-on children's science center, historical museum and historical home. Affairs Fund

F u n d s

Harborside Fund

To account for operations and maintenance of the Harborside Event Center.

Solid Waste Fund

To account for the activities related to solid waste collection within the City.

Building Permits & To account for the building permits, inspections, and plan reviews within the City. Inspection Fund

249

Utility Fund 401 Program The Utility Fund consists of water, wastewater and reuse services provided to City residents and businesses. Additionally, through an Interlocal agreement with Lee County, the City provides wastewater treatment services to a portion of County residents. The Cityâ&#x20AC;&#x2122;s Water treatment facility, located on 2751 Jacksonville Street, came on line in December of 1992. Since that time, the facility has undergone changes. Two, 5 million gallon storage tanks were added in May 1999, which brought the total on-site storage of finished water to 15 million gallons. Two, new degasifiers were installed to treat the higher hydrogen sulfate levels found in the Floridan wells. The wellfield consists of 18 wells that are located in the Floridan Aquifer at an approximate depth of 800 feet. During the summer of 2006, reverse osmosis membranes were purchased and installed in the first stage of the membrane process. In addition to the new membranes, stainless steel "J" bends were installed on the feed side of the first stage membrane blocks. This was done to allow the plant to operate at higher feed pressures and to treat the more saline water from the northern wellfield. In October 2006, two inline sand separators were installed to filter sand from the raw water before it enters the water plant.

The Wastewater Treatment Division consists of two regional Advanced Wastewater Treatment Facilities. The Central Plant is located at 1501 Raleigh Street and is rated for 11 million gallons daily (MGD) and the South Plant located at 1618 Matthew Drive is rated at 12 million gallons daily. The division maintains a state certified wastewater laboratory, a state and federally approved Industrial Pretreatment Program, and is responsible for the proper disposition of the wastewater residuals generated at the facilities. In 2007 the City completed a major expansion of the reclaimed water process at the Central Plant increasing the production capability from 2 MGD to 6 MGD and utilizing new filtration technology to produce an even higher quality than in the past.

A portion of the Central Plant effluent is processed for resale and reuse for commercial and residential purposes. The remaining treated effluent from the Central Plant and all treated effluent from the South Plant is discharged to the Caloosahatchee River. Design to provide reclaimed water production at the South Plant has been completed and construction is included in the Cityâ&#x20AC;&#x2122;s 5-year Capital Improvement Plan.

250

Utility Fund 401 Fund Summary Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

57,857,627 582,736 58,440,363

58,947,600 600,000 59,547,600

59,659,000 609,175 60,268,175

61,328,000 900,000 62,228,000

8,674,401 12,672,053 123,813 18,647,146 40,117,413

10,373,400 14,465,200 401,500 20,548,500 45,788,600

9,299,525 14,918,316 412,812 20,508,340 45,138,993

10,881,600 14,897,300 443,500 20,497,000 46,719,400

18,322,950

13,759,000

15,129,182

15,508,600

(5,268,300) (4,454,841) (2,707,100) (12,430,241)

(5,622,600) (7,444,300) (2,500,000) (15,566,900)

(5,622,600) (17,668,633) (2,750,000) (26,041,233)

(5,909,900) (10,663,827) (2,800,000) (19,373,727)

5,892,709

(1,807,900)

(10,912,051)

(3,865,127)

Estimated reserves, beginning of year

18,346,493

24,239,202

13,327,151

Estimated ending reserves

24,239,202

22,431,302

13,327,151

9,462,024

Revenues Charges for service Miscellaneous Intergovernmental Other sources Expenditures Personal services Operating expenses Capital outlay Debt service Net income (loss) from operations Transfers in (out) Operating - in Operating - out Capital improvement Renewal & replacement Total transfers Net income (loss)

Budget Highlights Revenues - The FY2016 Revenues are based on the premise that there will not be any rate increase on water and sewer sales. Revenues are projected to be higher than the FY2015 forecast due to projected growth in accounts and demand of an estimated 2%. Revenues include a new item to capture reimbursements from customers participating in the backflow device program - estimated annual revenue $300,000. The related expense to this program is budgeted for in the Utility Billing Division. Ending Reserves - The estimated ending reserves decrease by $12,969,278, or 57.8% from the 2015 budget. The balance approximates 4.3 months of the Utility Fund's operating and maintenance budget, which exceeds the minimum industry standard of 3 months. Debt service expenses and transfers out are NOT included in this calculation. The reserves in this fund are necessary to fund future utility capital improvement projects alleviating the amount of debt required.

251

Utility Engineering 401-0905 Program The Utility Engineering Division provides engineering services which includes planning, design and construction of the sanitary sewer, potable water and reclaimed water lines throughout the City. Accomplishments: The Utility Engineering Division completed the following Neighborhood Utility Improvements: Cortez Boulevard Utility Improvements, McGregor Avenue Waterline, Riverside Neighborhood Utility Improvements Designed and constructed several in-house utility improvement projects in coordination with Public Works Operations including Velasco Village waterline and Poinsettia waterline. Provided utility locates, site development inspections and inspections for City Capital Improvement Projects. The City currently has the Aqua Shores Utility Improvements, Barcelona/Alazar Utility Improvements and Cottage Street Utility Improvements under construction. The Commercial Drive Drainage Improvement project, Colonial Manor and Colonial Terrace Utility Improvement projects will commence construction in November 2016. Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

419,997 490,823 910,820 4.5

Adopted Budget 2014-15

Forecast 2014-15

362,400 447,400 809,800 4.5

390,900 546,800 937,700 4.5

Budget 2015-16 366,600 460,000 826,600

Increase (decrease) Both $ and % 4,200 12,600 16,800

1.16% 2.82% N/A N/A N/A 2.07%

4.5 * * Includes Frozen Position

Budget Highlights The FY2016 Budget includes a Personal service increase of $4,200 due to the net effect of a vacant Project Analyst position budgeted at the minimum rate for that specific grade partially offset by a 3% increase in Wages, a 3% increase in health premiums and Retirement cost as a percentage of payroll increases from 34.6% to 37.0%. Funding for the vacant City Engineer position remains frozen in FY2016. This position is funded 50% by the General Fund and 50% by Utility Engineering. This budget includes funding for seniority pay. Operating expenses increase $12,600 due to an $11,600 increase in ITS Charges and a $1,000 increase in Fleet Charges.

252

Administration 401-0907 Program Utilities Administration provides the leadership and administrative support necessary to deliver quality services to the utility customers in a safe, responsive and cost efficient manner. Further, this division strives to improve customer service, plans for future needs and ensures that the utility system is in compliance with all local, State and Federal regulations. Accomplishments: Facilitated meetings with consultants, Burton and Associates that achieved funding for critical utility capital improvements in the five year capital improvement program minimizing rate increases as well as debt requirements. Further, in response to citizens impacted greatly with rate structure changes implemented October 1, 2014, adjustments were made after further analysis and workshops with City Council. Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

215,100 4,367,000 5,622,600 -

204,880 4,412,100 5,622,600 -

234,200 4,203,200 5,909,900 -

19,100 (163,800) 287,300 -

8.88% -3.75% N/A 5.11% N/A

9,270,118 10,204,700

10,239,580

10,347,300

142,600

1.40%

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

109,245 3,892,573 5,268,300 -

1.8

2.3

Increase (decrease) Both $ and %

2.3

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases. Further, a position that was budgeted as a vacant position for the FY2015 budget was filled with an employee that was provided a salary higher than the budget. Operating expenses decrease $163,800 due to the net effect of decreases in Insurance and in the General Administrative expense partially offset by a $24,100 increase in Payment in Lieu of Taxes (PILT). The Transfer to the General Fund increases $287,300 as this transfer is directly tied to revenues; therefore as revenues increase, so too do the expenses.

253

Water Treatment Plant 401-0908 Program This division operates and maintains the Water Treatment Plant to provide uninterrupted, safe potable water service for the City's customers and works to ensure water quality control measures that meet or exceed State and Federal regulations for safe drinking water. This division, more specifically collects and treats raw water for distribution and performs required samplings throughout the process. Analyses are provided on samples from customer complaints within 24 hours and concerns per health department are addressed within 2 hours. This division also provides for facility repair and maintenance. Accomplishments: Met/surpassed all quality compliance levels and requirements from regulatory agencies. Published the annual Consumer Confidence Report containing no maximum contaminant level violations. Employee certifications and continuing education units completed as required.

Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

957,593 1,515,677 92,083 2,565,353

1,092,100 1,982,800 174,000 3,248,900

1,046,605 1,986,053 186,712 3,219,370

1,148,200 1,891,800 178,000 3,218,000

15.0

16.0

Increase (decrease) Both $ and % 56,100 (91,000) 4,000 (30,900)

5.14% -4.59% 2.30% N/A N/A -0.95%

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases. Operating expenses decrease by $91,000 due the net effect of reduced Professional Services of $150,000 due to ground storage tank cleaning and inspection required by DEP once every 5 years was included in the FY2015 budget and then increased Professional Services by $100,000 for engineer of record to assist with capital improvement projects, reduced Fleet Charges of $53,700 and an increase in ITS Charges of $12,600.

254

Water Distribution - Maintenance 401-0909 Program Water Distribution - Maintenance is responsible for immediately responding to the maintenance, repair, and installation of existing water mains and appurtenances in order to ensure public health and safety requirements are met. There are currently over 469 miles of water mains in the City, more than 23,132 service connections and 3,231 fire hydrants to maintain. Accomplishments: Replaced a total of 3,300 linear feet of water mains.

Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

931,276 617,998 1,549,274

1,368,300 607,100 1,975,400

903,756 599,200 1,502,956

1,413,800 702,000 2,115,800

20.0

19.0

Increase (decrease) Both $ and % 45,500 94,900 140,400

3.33% 15.63% N/A N/A N/A 7.11%

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases. Operating expenses increase by $94,900 due mainly to increases in Repairs and Maintenance of $70,000 and in Operating Supplies of $30,000 for increased hydrant maintenance and replacement activity.

255

Central & South AWWT Facilities 401-0911, 0912 Program The Advanced Wastewater Treatment Facilities provides for the operation and maintenance of the wastewater treatment and reclaimed water production facilities, administration of the pretreatment program, beneficial reuse of biosolids and operation of the state certified wastewater laboratory. Accomplishments: Replaced jib crane components, polymer mixers, waste pumps and 20" RAS riser piping at both plants Replaced laboratory fume hoods Replaced bad synchro units on generator switchgear at Central Plant Phase one of SCADA systems upgrade completed at both plants Phase one of Structural Repairs project continuing at Central Plant Began rehab of Chorine Contact Tanks for the Reuse system at Central Plant Began DEP operating permit renewal process for both plants Purchased truck mounted computer for Pretreatment Technician Assisted multiple operators and trainees in passing their operator certification exams. Appropriations - Central Plant 401-0911 Adopted Actual Budget Forecast Budget 2013-14 2014-15 2014-15 2015-16 Expenditures Personal services Operating expenses Capital outlay Total Full time equivalent positions

1,455,901 1,661,205 3,117,106 22.5

1,551,900 2,284,800 75,000 3,911,700 22.5

1,522,500 1,820,033 75,000 3,417,533 21.5

1,588,500 2,282,600 98,000 3,969,100

Full time equivalent positions

2013-14

2014-15

2015-16

1,668,663 2,360,314 4,028,977

1,709,400 2,599,700 70,000 4,379,100

1,766,539 2,433,805 70,000 4,270,344

1,860,600 2,632,200 73,500 4,566,300

23.5

24.5

36,600 (2,200) 23,000 57,400

2.36% -0.10% 30.67% 1.47%

21.5

Appropriations - South Plant 401-0912 Adopted Actual Budget Forecast Budget Expenditures Personal services Operating expenses Capital outlay Total

Increase (decrease) Both $ and %

Increase (decrease) Both $ and % 151,200 32,500 3,500 187,200

8.85% 1.25% 5.00% 4.27%

24.5

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases. Further, during FY2015, a position from the Central Plant was transferred to the South Plant for assistance in the lab. Operating expenses at the South Plant increase by $32,500 due to added funds for Repair & Maintenance of $19,000, ITS Charges of $10,300 and $2,500 for a trash pump. Capital Outlay for the Central plant consists of internal recycle pump components, disc filters automatic valves, replacement roof and windows in MCC-5, a/c in MCC-8/9 and roof replacement in the operations building. Capital Outlay for the South plant consists of a/c replacement in the Laboratory, roof replacement on the Digestor Building and a gas chromatograph/mass spectrometer for the lab.

256

Sewer Lift Stations 401-0913 Program The Sewer Lift Stations Division monitors operations of lift stations, provides repair/replacement of pumps, rebuilds existing stations, and coordinates overall operations to insure the sewer system is operating as efficiently as possible. There are currently 172 sewer lift stations that this division maintains. Accomplishments: Rebuilt 15 lift stations. Upgraded a total of 22 electrical and telemetry panels.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

540,821 398,229 28,762 967,812 10.0

Appropriations Adopted Budget Forecast 2014-15 2014-15 763,100 384,600 52,000 1,199,700 10.0

565,600 386,425 52,000 1,004,025 10.0

Budget 2015-16 802,900 446,200 48,000 1,297,100

Increase (decrease) Both $ and % 39,800 61,600 (4,000) 97,400

5.22% 16.02% -7.69% N/A N/A 8.12%

10.0

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases. Operating expenses increase $61,600 due to added funds of $12,000 to Professional Services for infrared evaluations of connections, variable frequency drive maintenance, backflow assembly certifications and generator specialized maintenance, $25,000 for Repair & Maintenance, $6,400 for Utilities, $5,800 for Fleet Charges and $10,000 for Operating Supplies for increased maintenance activity. Capital Outlay consists of the purchase of a replacement mechanical boom for a lift station boom truck.

257

Sewer Maintenance 401-0914 Program The Sewer Maintenance Division's responsibility is the prevention of sewer stoppages, tap locations and/or installations, t.v.ing pipes, and sealing inspections, as well as installation of new and replacement of existing sewer mains. There are currently 422 miles of sanitary sewers in the City with more than 21,058 service connections. Accomplishments: Videoed 49,616 linear feet of sewer mains. Completed 678 work orders pertaining to sewer stoppages.

Appropriations Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

748,319 529,399 2,968 1,280,686

1,036,400 521,900 18,000 1,576,300

877,000 516,700 18,500 1,412,200

1,097,100 572,000 46,000 1,715,100

Increase (decrease) Both $ and %

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total

Full time equivalent positions

13.0

60,700 50,100 28,000 138,800

5.86% 9.60% 155.56% N/A N/A 8.81%

13.0

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases. Operating expenses increase $50,100 due to added funds of $20,000 each to Repair & Maintenance and Operating Supplies for increased sewer collection maintenance as well as an additional $10,000 for rental of specialized heavy equipment. Further, $15,000 was added to Road Materials for increased right of way restoration costs which is offset by a decrease of $14,600 in Fleet charges. Capital Outlay consists of the purchase of a portable trailer mounted sewer line cleaner.

258

Utility Customer Service 401-0922 Program The Utility Customer Service Division performs all meter readings, handles start-up and shut-off of services, verifies meter readings when accuracy is in question, installs 2" and smaller water meters for new service and normal maintenance, tests large water meters for accuracy, maintains water meter boxes, performs minor water service repairs and tests for backflows. Accomplishments: Completed the implementation of the Cross-Connection Control Program (HydroDesign). Completed a total of 39,261 work orders out of 51,406 issued. Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

442,946 539,403 982,349 9.0

Adopted Budget 2014-15

Forecast 2014-15

590,400 430,400 1,020,800

490,558 476,800 967,358

9.0

Budget 2015-16 621,500 436,100 1,057,600

Increase (decrease) Both $ and % 31,100 5,700 36,800

5.27% 1.32% N/A N/A N/A 3.61%

9.0

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases.

259

Utility Accounting Division 401-2302 Program The Utility Accounting Division is responsible for all billing and collections for provided utility services within the City as well as all customer inquiries. Duties include accounting for monthly usage charges, deposits, refunds, connection and disconnection services, and follow-up on past due accounts. The printing and mailing of the utility bills as well as the collection of standard payments is now performed by a third party. Accomplishments: Completed the implementation of Tyler Cashiering to accomplish the goal of central cashiering and eliminating the need for a cash report interface. The # of customer complaints and collection letters have been reduced by 42.7% and 38.5%, respectively. Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

1,399,640 666,432 2,066,072

1,684,300 839,500 12,500 2,536,300

21.0

21.5

Forecast 2014-15 1,531,187 1,740,400 10,600 3,282,187 21.5

Budget 2015-16 1,748,200 1,271,200 3,019,400

Increase (decrease) Both $ and % 63,900 431,700 (12,500) 483,100

3.79% 51.42% -100.00% N/A N/A 19.05%

21.5

Budget Highlights The FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases. Operating expenses increase $431,700 due to added funds for Contract Services of $300,000 for a new backflow device program - to be reimbursed by customer participating in the program, Professional Services of $120,000 for credit card fees and increased ITS charges of $13,500.

260

Non-Departmental 401-05xx Program The Non-Departmental section of the Utility Budget consists of Debt Service Expenses, Transfers to the Capital Improvement Budget and Transfers to the Utility Renewal and Replacement Fund.

Appropriations

Expenditures: Debt service Transfers to CIB Transfers to Utility R&R Total

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

18,647,146 4,454,841 2,707,100 25,809,087

20,548,500 7,444,300 2,500,000 30,492,800

20,508,340 17,668,633 2,750,000 40,926,973

20,497,000 10,663,827 2,800,000 33,960,827

Increase (decrease) Both $ and % (51,500) 3,219,527 300,000 3,468,027

-0.25% 43.25% 12.00% 11.37%

Budget Highlights The debt service expense decrease is attributable to the debt repayment structure. Capital improvement project funding is derived from excess revenues over expenses for FY2016 along with use of reserves to avoid issuing debt. The transfer to the Renewal and Replacement Fund represents an estimated 5% of budgeted revenues as required by the utility bond covenants.

261

Utility Fund Renewal and Replacement 431-6170 Program The Renewal and Replacement Fund receives 5% of water and sewer revenues to be set aside for future repairs/ replacement of Utility Fund infrastructure and capital equipment. Appropriations Actual 2013-14 Revenues Transfer from Utility Fund Interest Income Transfer from 10% Contingency

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

2,707,100 25,035 2,732,135

2,500,000 2,500,000

2,750,000 10,000 2,760,000

2,800,000 2,800,000

1,155,756 1,155,756

3,125,000 3,125,000

10,444,889 10,444,889

3,796,000 3,796,000

Net income (loss)

1,576,379

Estimated reserves, beginning of year

7,322,763

8,899,142

1,214,253

Estimated ending reserves

8,899,142

8,274,142

1,214,253

218,253

262

(625,000)

(7,684,889)

(996,000)

263

Stormwater 402 Fund Summary

Revenues Charges for services Miscellaneous

Expenditures Personal services Operating expenses Capital outlay Debt & other Net income (loss) from operations

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

3,423,575 44,579 3,468,154

3,000,000 3,000 3,003,000

2,880,000 30,000 2,910,000

2,880,000 25,000 2,905,000

1,101,143 904,080 2,005,223

1,227,800 983,500 2,211,300

1,235,971 978,400 2,214,371

1,337,200 1,035,600 2,372,800

1,462,931

791,700

695,629

532,200

Transfers in (out) Operating in Operating out Capital improvement Total transfers

(114,500) (1,262,484) (1,376,984)

Net income (loss)

85,947

(414,500) (1,001,000) (1,415,500)

(414,500) (2,971,292) (3,385,792)

(414,500) (1,036,442) (1,450,942)

(623,800)

(2,690,163)

(918,742)

Estimated reserves, beginning of year

3,819,245

3,905,192

1,215,029

Estimated ending reserves

3,905,192

3,281,392

1,215,029

296,287

Budget Highlights Revenues- The FY2016 revenue budget is developed based on trends in actual collections with no fee increase proposed. Revenues were higher in FY2014, as past due amounts were included when the change in collection methodology took place. Ending Reserves - Reserves have decreased by $2,985,105, or 91% in order to fund necessary Stormwaterrelated capital improvement projects, which is the preferred means of funding the projects in lieu of issuing debt. Ending reserves represent an estimated 1.5 months of operating and maintenance expenses.

264

Drainage 402-0923 Program Responsible for coordinating maintenance and clearing of all City drainage pipes, ditches and canals in order to provide for proper water flow and drainage. Accomplishments: Completed 6,772 miles of street sweeping. Cleaned and inspected 5,386 linear feet of drainage pipes. Cleaned and inspected 199 catch basins.

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Appropriations Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

861,721 676,753 1,376,984 2,915,458

898,800 749,500 1,415,500 3,063,800

959,700 814,700 1,450,942 3,225,342

14.0

902,296 736,600 3,385,792 5,024,688 14.0

Increase (decrease) Both $ and % 60,900 65,200 35,442 161,542

6.78% 8.70% N/A 2.50% N/A 5.27%

14.0

Budget Highlights The FY2016 budget for Personal services increases due to a 3% wage and health increase as well as retirement as a % of wages increases. Operating expenses increase by $65,200 due to an additional $45,000 to Contract services for specialized maintenance of the Winkler Canal from Princeton Street to Rogers Weir as well as an increase in Fleet charges of $32,100 offset by a decrease in Insurance of $7,200 and a decrease in Road Materials of $4,900 to align the budget with actual spending. Transfers include a transfer to the General Fund in the amount of $414,500, as well as transfer to fund Stormwater capital improvement projects in the amount of $1,036,442.

265

Stormwater Administration 402-0925 Program The Stormwater Administration Division is tasked with: maintaining and improving drainage/flood protection to improve the level of service to the citizens, preserving and enhancing water quality for compliance with Federal and State permit requirements, specifically DEP/EPA NPDES Permit No. FLS000035, and maintaining and improving the Community Service Rating with the Federal Emergency Management Agency (FEMA) as part of the Flood Insurance Program.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

236,796 186,427 423,223 4.0

Appropriations Adopted Budget Forecast 2014-15 2014-15 329,000 234,000 563,000 4.0

333,675 241,800 575,475 4.0

Budget 2015-16 377,500 220,900 598,400

Increase (decrease) Both $ and % 48,500 (13,100) 35,400

14.74% -5.60% N/A N/A N/A 6.29%

4.0

Budget Highlights The FY2016 budget for Personal services increases due to a 3% wage and health increase as well as retirement as a % of wages increases. Further, a position that was budgeted as a vacant position for the FY2015 budget was filled with an employee that was provided a salary 26% higher than the budget.

Operating expenses decrease due to lower Insurance costs as well as lower ITS charges.

266

Stormwater Billing 402-0926 Program The Stormwater Billing Division is responsible for all billing and collections for provided Stormwater services within the City as well as all customer inquiries. Effective 10/1/2013, the Stormwater fee will be included on the annual property tax bill, thereby eliminating this division.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Appropriations Adopted Budget Forecast 2014-15 2014-15

2,626 40,900 43,526 0.0

Budget 2015-16

Increase (decrease) Both $ and %

0.0

267

N/A N/A N/A N/A N/A N/A

Downtown Parking 403-4030, 4031 & 4032 Fund Summary

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

REVENUES Charges for services Parking meter permits Parking meter fines Other sources

628,550 57,664 182,817 78,394 947,425

600,000 70,000 160,000 50,300 880,300

739,107 39,785 225,000 82,047 1,085,939

750,000 40,000 185,000 50,300 1,025,300

239 731,834 2,041 100,000 834,114

720,300 139,500 100,000 959,800

705,448 16,567 100,000 822,015

925,300 100,000 1,025,300

Net income (loss)

113,311

(79,500)

263,924

Estimated reserves, beginning of year

272,602

385,913

649,837

Estimated ending reserves

385,913

306,413

649,837

EXPENDITURES Personal Services Operating expenses Capital outlay Capital Improvement Transfers

Budget Highlights Revenues --FY2016 revenues are budgeted $145,000 higher than prior year due to increased enforcement efforts, which have driven higher daily parker volume in the garages, and growing special event revenue. The volume of parkers has also increased due to the completion of the downtown detention basin and construction of the new library, both of which have eliminated free surface parking areas. Budgeted Other sources of revenue is primarily rental income from tenants in the City of Palms Garage. Ending Reserves -- Reserves increase $343,424, or 112%, due to elimination of funding for the capital plan. During FY2015, capital projects were proposed to be included in a citywide energy efficiency project, eliminating the need to budget for them in the Parking fund. If the citywide project is not implemented, available reserves may be appropriated to fund equipment and meter replacements.

268

Downtown Parking 403-4030, 4031 & 4032 Program The City contracted Denison Parking as the new, third party vendor to maintain consistent and fair parking enforcement, suitable parking alternatives and quality customer service for citizens, employees and visitors to downtown. The Downtown Parking program provides convenient short-term and long-term parking access, with options including free, 2-hour parking in the Zip Zone, metered spaces, two parking garages, and coupon books and hang tags available through Denison Parking. The City owned Main Street and the City of Palms garages provide a total of 1,145 spaces in the core downtown area. Fund Summary Adopted Actual Budget Forecast 2013-14 2014-15 2014-15

Budget 2015-16

Increase (decrease) Both $ and %

EXPENDITURES Operating expenses Capital outlay Transfers Debt & other Total

731,834 102,041 833,875

720,300 239,500 959,800

705,448 116,567 822,015

925,300 100,000 1,025,300

205,000 (139,500) 65,500

28.46% N/A -58.25% N/A 6.82%

Budget Highlights

Operating expenses increase in FY2016, with an increase of $130,300 for the parking vendor. Insurance cost increases and additional personnel cost for staffing special events contribute to the increase. Additional funding is budgeted to repair air conditioner units in rental spaces and for Communications, in anticipation of increased charges for new parking meter technology. The $100,000 annual transfer to the General Fund contributes to debt service on the two garages. No transfer is budgeted to the CIB in FY2016.

269

Skatium Fund 404 Program The Skatium recreation facility, home to a wide variety of ice sports and other indoor recreational activities, is located at 2250 Broadway across from the City of Palms Park. This 72,000 square foot facility offers something for all ages including an ice skating area, an athletic gymnasium and a fitness center all under one roof. The Skatium operates Ice and In-line hockey leagues, freestyle skating, a learn to skate skating academy, public skating sessions and birthday parties. In addition, there are a variety of athletic programs offered including basketball, indoor soccer and volleyball.

Accomplishments: Began in-house operations of the Pro Shop, previously handled by contractor - generated $25,000 in revenues. Volleyball program is in full swing with all four courts being utilized.

270

Skatium Fund 404 Fund Summary

Revenues Charges for services Miscellaneous Intergovernmental Other sources Expenditures Personal services Operating expenses Capital outlay Debt & other Net income (loss) from operations

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

999,166 958 1,000,124

1,020,100 1,020,100

1,031,500 1,031,500

1,077,700 1,077,700

459,940 741,466 6,380 27,206 1,234,992

457,800 747,200 7,000 27,200 1,239,200

475,400 771,162 27,200 1,273,762

482,700 772,700 27,200 1,282,600

(234,868)

(219,100)

(242,262)

(204,900)

235,800 235,800

219,100 219,100

242,262 242,262

204,900 204,900

932

Estimated reserves, beginning of year

1,951

2,883

Estimated ending reserves

2,883

Transfers in (out) Operating in Capital improvement Total transfers Net income (loss)

Full time equivalent positions

10.6

11.4

Budget Highlights Revenues - The budget for the Skatium Fund revenues are based on actual collections in FY2015 and incorporates recreation and ice program fee increases, generating additional revenue of an estimated $43,000 reducing the General Fund subsidy requirement. Expenses - Personal services increase due to a 3% wage and health increase and retirement as a % of wages increases as well. Further, (1) full time position was moved to the Recreation division and (3) part time positions were added to the Skatium from Recreation to better align the positions where the work is performed. Operating expenses increase due mainly to resale items for the pro shop (taken over during FY2015) as well as utilities and professional services. Ending Reserves - No change in reserves. Reserves are maintained at a minimum due to the recreation programs not fully supported by user fees thereby requiring a subsidy from the General Fund.

271

Yacht Basin Fund 407 Program Seventy-eight years ago construction of the City of Fort Myers Yacht Basin was initiated. The facility, now in its seventy-sixth year of operation, provides services for the boating community, whether they are just passing through or calling Fort Myers "Home" as some customers have for the past forty years. While vessel traffic, general population, and the need for public boating access in Southwest Florida had generally increased in past years, the recent economy had slowed this growth. During FY2014, the demand for services at the Yacht Basin increased over previous years and FY2015 continues to see strong signs of growth as the facility is well recognized for its fulfillment of the City's Policy Statement: "To preserve and enrich the quality of life, which is unique to our community." The eleven acre Yacht Basin remains a full service facility with continued renovations to the 284 slips and moorings, as well as the supporting facilities. The marina was recently recognized by the State as a Clean and Resilient Marina for its many features such as a marina-wide on demand sewage retrieval system, free waste oil and fuel recycling, battery and antifreeze recycling and wireless internet service. The Yacht Basin continues to provide a safe harbor for area boaters. Word of mouth advertising, common in the boating community, continues to send new customers to the marina. The Fort Myers Yacht Basin continues to earn its good reputation for reasonable prices and excellent service. The facility, while older than most in the area, still impresses our customers. The proximity to "Downtown", with its variety of restaurants and shopping, is a large incentive for many of our visitors. While some vessel owners may stay overnight, many enjoy the free day use dockage provided so that they may visit the River District. The hurricanes of past years strengthened the Yacht Basins increasing reputation as a safe, accommodating and well-managed marina. The Florida Department of Environmental Protection (DEP), together with the Clean Boating Partnership, recognizes the Yacht Basin as a Clean Marina. Florida's Clean Marinas go above and beyond required environmental regulations.

272

Yacht Basin Fund 407 Total Gallons of Fuel Sold FY 05/06 - FY 15/16 600,000 484,939

Gallons of Fuel Sold

500,000

349,700

400,000

394,114

366,461 351,003

334,436 293,865

345,000

323,803

292,352

300,000 228,000

200,000

100,000

05-06

06-07

07-08

08-09

09/10

10/11

11/12

12/13

13/14

14/15

Budget 15/16

Fiscal Year 90 Octane

93 Octane

Diesel

Total Dockage Revenues FY 05/06 - FY 15/16

$900,000 $800,000

$747,941

$787,450 $778,887

$725,988

$811,027 $748,300 $684,190

$642,454 $602,150

$700,000

$573,100

$598,139

$600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0

05-06 06-07

07-08

08-09

09-10

10-11

Fiscal Year

273

11/12

12/13

13/14

14/15 Budget 15/16

Yacht Basin Fund 407 Fund Summary

Actual 2013-14 Revenues Charges for services Miscellaneous

Expenditures Personal services Operating expenses Capital outlay Debt & other

Net income from operations Transfers in (out) Operating in Renewal & replacement Total transfers

Forecast 2014-15

Budget 2015-16

2,283,530 85,975 2,369,505

2,194,200 75,000 2,269,200

2,180,400 93,700 2,274,100

2,135,800 93,000 2,228,800

465,204 1,824,083 419,719 2,709,006

471,600 1,740,800 420,500 2,632,900

481,900 1,597,200 420,500 2,499,600

498,100 1,582,400 420,500 2,501,000

(339,501)

(363,700)

(225,500)

(272,200)

442,100 (10,000) 432,100

367,100 (10,000) 357,100

282,200 (10,000) 272,200

Net income (loss)

92,599

Estimated reserves, beginning of year

84,189 176,788

Estimated ending reserves

Adopted Budget 2014-15

(6,600)

131,600

176,788

308,388

170,188

308,388

Budget Highlights Revenues --Charges for services, which includes Dockage Fees, Boarding Fees, Electricity Fees, Live Aboard Charges, Store Sales and Fuel Sales are anticipated to be $2,135,800 which represents a $58,400 or 2.7% decrease from the previous year. This decrease is based on current year trends for Fuel sales partially offset by increases in all other above mentioned revenues. Miscellaneous revenue is anticipated to increase $18,000 over FY2015 and consists of washer and dryer revenue, parking space rental fees and JC Cruises rental income. The Yacht Basin has completed its most extensive renovation to the marina since its creation. High debt service expense which funded the extensive renovations is the driving factor that necessitated a General Fund subsidy in the amount of $282,200. This subsidy reflects a decrease of $84,900 from the prior year. Ending Reserves -- Ending reserves are estimated to be $308,388. This $138,200 or 81.2% increase is due to reduced fuel expense. Ending Reserves represent 1.5 months of operating expenses.

274

Yacht Basin Fund 407-1901 Program The City of Fort Myers Yacht Basin exists to warmly and professionally accommodate the needs of the boating public, whether passing through or settling into the area. Accomplishments: The City management of the Ships Store continues to profitably and successfully accommodate the customers with the inventory selection growing each year. The Yacht Basin continues to make structural improvements to customer utility services including water and electrical systems. Additional utility pedestals were installed which provide the connection points for customers to access the electrical, water, telephone and cable television services. Design engineering has begun on the replacement of eleven old wooden fixed finger piers with a new floating concrete dock. This state-of-the-art 22 slip dock will greatly improve the visual appeal and customer satisfaction of this area. The Florida Department of Environmental Protection recognized the Yacht Basin as one of only eight Clean and Resilient marinas in the state. The Yacht Basin continues to expand the recycling program and the advertising of that service which now provides for the collection of used oil, diesel fuel, gasoline, petroleum filters, antifreeze, batteries and petroleum soaked absorbent materials. Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

Increase (decrease) Both $ and %

465,204 1,824,083 10,000 419,719 2,719,006

471,600 1,740,800 10,000 420,500 2,642,900

481,900 1,597,200 10,000 420,500 2,509,600

498,100 1,582,400 10,000 420,500 2,511,000

26,500 (158,400) (131,900)

7.2

7.1

Full time equivalent positions

5.62% -9.10% N/A 0.00% 0.00% -4.99%

Budget Highlights Personal service changes for FY2016 includes a $26,500 increase due to the following. Wages increase 3% partially offset by a new hire budgeted at a lower rate than the previous incumbent. Health premiums increase 3%. Retirement expense increases from 34.6% to 37.0% of wages. This budget includes funding for seniority pay. Operating expenses decrease $158,400 due to the net effect of a $243,000 decrease in Items for Resale-Fuel and a $14,400 decrease in Insurance partially offset by a $4,300 increase in Contract Services for janitorial services, $26,000 increase in Utilities, $11,900 increase in ITS charges, $22,000 increase in Repairs/Maintenance, $11,000 increase in Advertising, $10,000 increase in Items for Resale-Store, $5,600 increase in Operating Supplies and a $4,100 increase in Dues/Subscriptions. A FY2016 transfer to the Yacht Basin Renewal and Replacement fund in the amount of $10,000 remains equal to that of FY2015 and is required per the debt covenants. Debt Service remains equal to FY2015. 275

Yacht Basin Renewal and Replacement 450-6170 Program Program whereby a certain percentage of current year income is allocated to a capital replacement reserve account. Appropriations Adopted Budget 2014-15

Actual 2013-14 Revenues Interest Income Interfund Transfer

Forecast 2014-15

Budget 2015-16

205 10,000 10,205

10,000 10,000

Net income (loss)

10,205

10,000

Estimated reserves, beginning of year

61,674

71,879

81,879

Estimated ending reserves

71,879

81,879

91,879

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other

In FY2016, $10,000 is scheduled to be transferred from the Yacht Basin Operating Fund to the Renewal and Replacement Fund for continued repair and replacement needs as required by the note agreement.

276

Golf Course Funds 408 and 409 Program The City of Fort Myers is proud to own two professionally designed 18-hole golf courses. Fort Myers Country Club and Eastwood Golf Course offer affordable golf to our citizens and visitors. Both courses offer opportunities for beginners and advanced golfers, and are considered to be among the best public golf courses in Southwest Florida. Our public golf courses provide the opportunity for charity events, golf leagues and business tournaments. In addition, junior golfers can play for an entire year for the low membership fee of only $75.00, offering the world of golf to a new generation of young people. Junior golf clinics are offered during the summer months to provide instruction on the game and education on rules and etiquette. Trees and lakes on our courses provide aesthetic pleasure and a natural environment for all types of animals and birds. In addition to the serenity and green space of our golf courses, people also enjoy them for the exercise and social contact that golf provides. The Fort Myers Country Club has been in operation for 98 years and is one of the most popular and loved courses in Southwest Florida. The course provides an historical link to our past by allowing citizens and visitors the opportunity to play golf on the same course that Thomas Edison and Henry Ford enjoyed. The Fort Myers Country Club was designed in 1916 by Donald Ross, a Scottish-born architect who most golf course architecture historians still consider the father of American golf course design. The course was completed in 1917 and extended across 134 acres. In 1927 the club was sold to the City of Fort Myers for $165,000.

In 2014 the golf course received extensive renovation that has proven to be a big success. While some specific features were altered by noted golf architect Steve Smyers and his chief design associate, Patrick Andrews, the character and challenge of the course remains true to what the late Donald Ross wove into the fabric of the original layout when it opened in 1917. Interpreting Rossâ&#x20AC;&#x2122;s design concepts at every turn, Smyers updated the design to accommodate the demands and expectations of the modern golfer armed with the latest equipment. Stretching to 7,000 yards, the revamped par-70 course presents the same character and challenge as Rossâ&#x20AC;&#x2122;s original 6,400 par-73 layout in the early 1900s, given the equipment of that era. 58,756 rounds of golf were played on the course in only eleven months of Fiscal Year 2015.

277

Golf Courses Funds 408 and 409

The new layout features modern hybrid Bermuda grasses, improved drainage through an intricate water management system of ponds, creeks and canals and enhanced aesthetics for both residents and visitors to the area. More importantly, the water management system built into the golf course design provides much needed water retention that serves as a filter for storm water runoff, improving water quality for the entire area. The rainy summer of 2015 proved the new drainage system to be a significant improvement with the course remaining open after heavy rainfall days when other courses in the area were closed.

Eastwood Golf Course, designed by Bob Van Hagge and Bruce Devlin, opened for play in 1977. The course is located in a beautiful geographic area of Southwest Florida and provides aesthetic pleasure and a natural environment for golfers. The par 72 course offers a long and challenging field of play. 56,977 rounds of golf played on the course during FY2015. Eastwood offers a variety of services including a pro shop, snack bar and dining room equipped with banquet facilities. A driving range and practice green are available for golfers as well. Both courses have been managed by Richard Lamb for 38 years. The City of Fort Myers is proud to offer a quality experience for golfers of all play levels and ages at a fair price. Photography Credits: Fort Myers Country Club - Eloise Pennington and Eastwood Golf Course - Robert Sager

278

Fort Myers Country Club 408

# of Daily Green Fee Rounds & Member Rounds FY2004- FY2016 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0

Fee Rounds

Total Member Rounds

Daily Green Fees, Adult Fees & Student Fees FY2004- FY2016 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0

Green Fees

Adult Members

279

Student Members

Fort Myers Country Club 408 Fund Summary

Actual 2013-14 Revenues Charges for services Miscellaneous Expenditures Personal services Operating expenses Capital outlay Debt & other Net income (loss) from operations

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

1,096,086 16,140 1,112,226

1,791,400 15,500 1,806,900

1,712,283 15,500 1,727,783

1,945,500 15,500 1,961,000

375,565 775,563 68,634 1,219,762

203,700 1,482,000 100,000 211,800 1,997,500

237,169 1,401,411 70,000 211,726 1,920,306

248,400 1,512,400 311,800 2,072,600

(107,536)

(190,600)

(192,523)

(111,600)

108,200 108,200 664

190,600 190,600 -

190,600 190,600 (1,923)

111,600 111,600 -

Estimated reserves, beginning of year

14,338

15,002

13,079

Estimated ending reserves

15,002

13,079

Transfers in (out) Operating Transfers in Operating Transfers (out) Renewal & Replacement Transfer (out) Total transfers Net income (loss)

Full time equivalent positions

8.8

Budget Highlights Revenues -- The 2016 budgeted revenues are projected in line with FY2015 collections based on 12 months of play (FY2015 was based on 11 months due to major renovations) along with an increase to the morning green fee rate during the months of January, February and March from $65 to $70. Expenses -- Personal services increase due to a 3% wage and health increase, retirement contributions as a % of payroll increases. Operating expenses increase due mainly to the 2% increase per the golf pro contract as well as Utilities. Equipment that is under a lease beginning in FY2015 moves from Capital Outlay to Debt in FY2016. Ending Reserves -- Reserves decrease by $1,923, or 12.8% driven by revenues not coming in as planned in FY2015.

280

Eastwood Golf Course Fund 409 # of Daily Green Fee Rounds & Membership Rounds FY2004 - FY2016 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0

Fee Rounds

Total Member Rounds

Daily Green Fees, Adult & Student Member Fees FY2004 - FY2016

$1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0

Green Fees

Adult Members

281

Student Members

Eastwood Golf Course Fund 409 Fund Summary Actual 2013-14 Revenues Charges for services Miscellaneous Other sources

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

1,830,509 35,057 1,865,566

1,921,800 27,600 1,949,400

1,827,800 27,600 1,855,400

1,946,500 27,600 1,974,100

601,314 1,149,362 77,278 1,827,954

585,700 1,110,300 35,400 77,300 1,808,700

550,901 1,090,400 24,000 77,300 1,742,601

613,700 1,132,400 112,700 1,858,800

37,612

140,700

112,799

115,300

(108,200) (108,200)

(190,600) (190,600)

(111,600) (111,600)

Net income (loss) Estimated reserves, beginning of year

(70,588) 206,607

(49,900) 136,019

(77,801) 136,019

3,700 58,218

Estimated ending reserves

136,019

86,119

58,218

61,918

8.8

Expenditures Personal services Operating expenses Capital outlay Debt & other Net income (loss from operations) Transfers in (out) Operating in Operating out Capital improvement Renewal & replacement Total transfers

Full time equivalent positions

Budget Highlights Revenues --- The 2016 budgeted revenues are projected in line with FY2015 collections and based on the premise that the morning green fee rate of $70 during the month of March will be applied in FY2016 to January and February as well. Expenses -- Personal services increase due to a 3% wage and health increase and retirement contributions as a % of payroll increases. Operating expenses increase due mainly to the 2% increase per the golf pro contract as well as Operating Supplies. Equipment that is under a lease beginning in FY2015 moves from Capital Outlay to Debt in FY2016. Ending Reserves --- Reserves decrease by $24,201, or 28.1% due to the need to assist in the operations of its sister course, the Fort Myers Golf Course and revenues forecasted less than the budget in FY2015.

282

Cultural & Historic Affairs Fund 410 This Fund was created during the FY09-10 budget process. It combines the Imaginarium Science Center, SWFL Museum of History and Burroughs Home into one fund. Detailed information on the three venues is as follows: Imaginarium Science Center Mission and Program

The Imaginarium Science Center engages guest in the exploration of Science, Technology, Engineering and Math (STEM) through hands-on exhibit experiences and educational programs that further the understanding of the natural and human-made world, foster an appreciation for Southwest Florida's unique environment and nurture intellectual curiosity, discovery and innovation. Since July 1995, the museum has provided hands-on exhibits, programs and activities for nearly 1.4 million people including families, tour groups, school classes and visitors to the area. Total visitation and reach tallied 81,620 in FY2014-15. Through effectively utilizing the historic 1950â&#x20AC;&#x2122;s water treatment plant site, the Imaginarium fulfills the program of being an historic City landmark as well as a cultural resource for residents and visitors. Imaginarium Site The 4 acre site was originally the City of Fort Myers coal gasification plant, then the water treatment plant. As a shining example of adaptive reuse, the site now includes a state-of-the art museum, a 100 seat theater, an outdoor courtyard built at the base of the operational water tower and an 180,000 gallon lagoon system installed in the original water collection areas. Lagoon residents include freshwater fish, turtles, ducks, geese and swans. There is a new interactive model of the Caloosahatchee River and Nature Walk. A large covered picnic area accommodates groups of up to 100 for birthday parties and other activities. Ample free parking is available for vehicles of all sizes including buses and RVs. Administration The Imaginarium is administered under a partnership with the Southwest Florida Museum of History and the Burroughs/Langford Kingston Homes consisting of 9 full-time and 7 part-time staff members shared among the venues, with assistance from a 15 member, 501.C(3) (not-forprofit) Advisory Board, the Imaginarium Group, Inc. 283

Cultural & Historic Affairs Fund 410 Imaginarium Science Center FY 14/15 Statistics at a Glance Projected Attendance 70,699 Total Visitors 9,936 Group Attendance - Up 10% 6,841 Education Group Outreach - Up 4% 4,080 Community Outreach 81,620 TOTAL REACH Projected Generated Revenue (Includes Donations) $466,232 - Down 8% City support $573,200 - Same as Prior Year Exhibits NEW Theater Upgrade & Expansion NEW The Lost World 3D Movie NEW Aquaponics Exhibit with Selovita NEW Rigamajig Exhibit NEW ImagineCraft Exhibit Special Events Mad Scientist Saturday - Fall Family Fun Event October 2014 Beer & BBQ - Imaginarium Group Fundraising Event October 2014 Nano Days Family Fun Event March 2014 Imagine Gala - Imaginarium Group sponsored fundraising event & auction raising $100,000 for Exhibits Program Basic Operations New revenue record for Store Sales - Up 33% Membership Sales - Up 10% Site Utilization Birthday Parties, Corporate Meetings Outreach Activity/Educational Programs Young Scientist Monthly Preschool Programs Scientists Homeschool Monthly Programs Science & Inventors Fair Events FIRST Lego League Robotics Competition & Training Support Zoomers Summer Camp Partnership Camp i-Sci Summer Sessions - SOLD OUT! Winter & Spring Break Camp i-Sci Sessions Family Science Night School Outreach Programs Expanded Teacher Workshops & Professional Development Programs Engineering is Elementary Institute - Teacher & Administrator Trainings K-12 STEM Institute with Whitaker Center & Conversancy of SWFL SWFL Hackerspace Workshops STEM Team of SWFL; STEP Tour Organizer & Host STEMtastic Edison Festival of Light Event

284

Cultural & Historic Affairs Fund 410 Imaginarium Science Center

Attendance Historical Comparison 100,000

Number of Visitors

80,000

77,073 76,936

85,000

80,000

78,040

80,000

60,000 63,149

70,699

75,235

73,000 60,326

40,000 20,000 0

Fiscal Year

Charges for Service Historical Comparison $700,000 $586,456

$600,000 $483,262

$520,674

$501,660

$504,134

$500,000 $400,000

$474,887

$437,427 $435,811

$300,000 $200,000 $100,000 $0

Fiscal Year

285

$494,568

$456,680

$466,232

Cultural & Historic Affairs Fund 410 Southwest Florida Museum of History Mission and Program The Southwest Florida Museum of History is dedicated to the collection, preservation, and interpretation of history and traditions, with particular emphasis on Fort Myers and Southwest Florida. The Museum is home to the areas largest collection of local photos, artifacts and documents.

On display inside are 14 permanent exhibits ranging from Paleo-Florida to present day and a variety of traveling exhibits depicting local interests and hobbies. Outside sits the Esperanza rail car and the Cracker House. In addition, the Museum offers research assistance service to both professional and amateur researchers, education programs for local educators and students, as well as historic walking tours of downtown Fort Myers.

Cracker House

Museum Site In 1924, the Atlantic Coast Line (ACL) Railroad opened a new depot in Fort Myers. The Spanish Mission style building reflected the Mediterranean feel of the 1920's Fort Myers. Until 1971, the depot welcomed travelers and residents to Fort Myers through its open air arches. That year, due to the decline in rail travel, the ACL pulled its tracks and left Fort Myers. The building remained vacant until 1979 when the City of Fort Myers, along with local citizens, transformed the historic structure into the Fort Myers Historical Museum. The Museum opened its doors in April 1982. Those familiar with the depot saw little change to the building's facade, only windows closing off the arches. The Esperanza, a Pullman railcar, and a replica Cracker House sit beside the Museum as additional exhibits, providing visitors with a look at our railroads of the past and the lodging accommodations of some of our area's earlier settlers.

Administration The Museum is administered under a partnership with the Imaginarium Science Center and the Burroughs/Langford-Kingston Homes consisting of 9 full-time and 7 part-time staff members shared among the venues, with assistance from a 501.C(3) (not for profit) Foundation and a City appointed Advisory board.

286

Cultural & Historic Affairs Fund 410 Southwest Florida Museum of History FY 14/15 Statistics at a Glance Projected Attendance 11,486 Total Visitors - Up 10% 3,384 Group Attendance - Up 125% Projected Generated Revenue $71,300 - Down 7% City support $324,800 - Down 7% Exhibits Florida's Got the Blues Exhibit Beaches, Creatures and Cowboys: Florida Movie Posters Exhibit Curator's Corner Exhibit Displays UPDATED Military Exhibits

Museum

Facility Improvements Roof Repair Research Center Photograph Collection Reorganization Special Events Porch Songs Concert Events with Foundation Florida Humanities Council Grant Funded Speaker Series History Rocks! - MOH Foundation Fundraising Event, Auction & Concert

Giant Ground Sloth

Basic Operations Gift Shop Revenue - Up 11% Site Utilization Events, Corporate Meetings, Non-Profit Meetings Outreach Activity/Educational Programs True Tours Walking Tour Partnership HistoricLEE Organization formed with all Lee County History Groups FGCU Museum Studies Partnership & Internships History Fair Judging Uncommon Friends Teacher Workshops Teacher Workshops & Professional Development Programs Research and Photo Appointments

287

Esperanza Rail Car

Cultural & Historic Affairs Fund 410 Southwest Florida Museum of History

Attendance Historical Comparison

18,000

16,000

16,000 14,000

13,483 10,425

12,000

11,486

10,000 9,373

10,000

7,700

8,000

7,302

8,550

8,000

6,000 6,500 4,000 2,000 0 04/05

05/06

06/07

07/08

08/09

09/10

10/11

11/12

12/13

13/14

14/15

Charges for Services Revenue Historical Comparison $140,000 $122,864 $120,000

$111,733

$112,611 $100,000

$76,323

$78,364

$80,000

$70,456 $71,300 $68,441

$60,000

$68,142 $61,967

$56,422

$40,000 $20,000 $0 04/05

05/06

06/07

07/08 08/09

288

09/10

10/11

11/12

12/13

13/14

14/15

Cultural & Historic Affairs Fund 410 Burroughs Home Program

Burroughs Home Site The Burroughs Home, a 6,000 sq. ft., three story house, was bequeathed to the City of Fort Myers in 1978. Built in 1901, the house, of Georgian Revival architecture, was the catalyst for the building boom in Fort Myers around the turn of the century. The large stately winter residence was instrumental in transforming the City from a rugged frontier cow town to a fashionable winter resort. The 18 room house, located on 450' of Caloosahatchee River frontage, has 9 bedrooms and 4 bathrooms. The authenticity of the 1918 era was returned to the house once restoration was completed by the City. The City took possession of the house and property in 1983.

Administration In August 25, 2008, the City Council approved a municipal lease agreement with the Uncommon Friends Foundation to transfer operational management of the Burroughs Home from the City to the Uncommon Friends Foundation. The Uncommon Friends Foundation is a not-for-profit, local, historically based foundation. The Foundation will charge and retain the admission to the home for tours and rent the home and grounds for use for private weddings, parties and corporate meetings.

289

Cultural & Historic Affairs Fund 410 Fund Summary

Actual 2013-14 Revenues Charges for services Miscellaneous

Expenditures Personal services Operating expenses Capital outlay Debt & other

Net income (loss from operations)

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

578,698 3,882 582,580

648,500 1,000 649,500

594,800 2,600 597,400

677,400 677,400

663,109 814,778 1,477,887

691,900 857,000 1,548,900

712,700 812,500 1,525,200

741,500 862,400 1,603,900

(895,307)

(899,400)

(927,800)

(926,500)

941,800 941,800

916,800 916,800

926,500 926,500

Net income (loss)

46,493

17,400

(11,000)

Estimated reserves, beginning of year

57,576

104,069

93,069

104,069

121,469

93,069

Transfers in (out) Operating in Renewal & replacement Renewal & replacement - in Total transfers

Estimated ending reserves

Budget Highlights Revenues --- For the combined Fund, FY2016 Charges for Services are budgeted to increase $28,900 or 4.5%. Charges for Service at the SWFL Museum of History are anticipated to increase $5,400 or 7.9% due to the net effect of increases in Memberships, Admissions and Gift Shop sales partially offset by decreases in Walking Tours and Special Projects. Charges for Service at the Imaginarium Science Center are anticipated to increase $23,500 or 4.1% due an increase in the Education Program revenue. The General Fund subsidy to the SWFL Museum of History in the amount of $324,800 remains equal to the prior year. The General Fund subsidy to the Imaginarium in the amount of $582,900 increases $9,700 over the prior year. The Burroughs Home will receive a FY2016 operating subsidy from the General Fund in the amount of $18,800. This subsidy remains equal to that of FY2015. Ending Reserves --- Ending Reserves are estimated to be $93,069. This decrease of $28,400 or 23.4% is due to operating expenditure savings partially offset by less than anticipated revenues. Ending Reserves are estimated to be less than 1 month of operating expenses.

290

Southwest Florida Museum of History 410-1803 Program The Southwest Florida Museum of History is dedicated to the collection, preservation and interpretation of history and traditions, with particular emphasis on Fort Myers and Southwest Florida. Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

241,929 162,671 404,600

209,700 182,700 392,400

220,300 184,400 404,700

223,500 175,200 398,700

4.7

4.4

Increase (decrease) Both $ and % 13,800 (7,500) 6,300

6.58% -4.11% N/A N/A N/A 1.61%

Budget Highlights Personal service changes for FY2016 includes a $13,800 increase due to a 3% increase in Wages, a 3% increase in health premiums and Retirement expense increases from 34.6% to 37.0% of wages. The SWFL Museum of History shares personnel with the Imaginarium Science Center. Full time equivalents decrease due to a reallocation of an Education Association position. This budget includes funding for seniority pay. Operating expenses decrease $7,500 due to a $2,300 decrease in ITS Charges, $3,600 decrease in Insurance and a $1,400 decrease in General Admin. Expense. In FY2016, no transfer to the SWFL Museum Renewal and Replacement fund is scheduled.

291

Burroughs Home 410-1804 Program The City of Fort Myers took possession of the Burroughs Home and property in 1983. The operational management of the Home was transferred to the Uncommon Friends Foundation, a not-for-profit, on August 25, 2008.

Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

11,953 11,953 0.0

Appropriations Adopted Budget Forecast 2014-15 2014-15 18,800 18,800 0.0

18,800 18,800 0.0

Budget 2015-16 18,800 18,800

Increase (decrease) Both $ and % -

N/A 0.00% N/A N/A N/A 0.00%

0.0

Budget Highlights Operating Expenses include Repairs and Maintenance and Taxes/Assessments for Solid Waste and Stormwater fees and remains equal to that of FY2015. In FY2016, no transfer to the Burroughs Home Renewal and Replacement fund for continued repair and replacement needs is scheduled. `

292

Imaginarium Science Center 410-1860 Program The mission of the Imaginarium Science Center is to engage guests in the exploration of Science, Technology, Engineering and Math (STEM) through hands-on exhibit experiences and educational programs that further the understanding of the natural and human-made world, foster an appreciation for Southwest Florida's unique environment and nurture intellectual curiosity, discovery and innovation. Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

421,180 640,154 1,061,334

482,200 655,500 1,137,700

492,400 609,300 1,101,700

518,000 668,400 1,186,400

10.0

9.9

10.1

Increase (decrease) Both $ and % 35,800 12,900 48,700

7.42% 1.97% N/A N/A N/A 4.28%

Budget Highlights Personal service changes for FY2016 includes a $35,800 increase due to a 3% increase in Wages, a 3% increase in health premiums and Retirement expense increases from 34.6% to 37.0% of wages. The Imaginarium Science Center shares personnel with the SWFL Museum of History. Full time equivalents increase due to the reallocation of an Education Associate position partially offset by a reduction in hours for a part-time Visitor Service Assistant position. This budget includes funding for seniority pay. Operating expenses increase $12,900 due to the net effect of a $10,900 increase in ITS charges, $5,000 increase in Advertising, $10,000 increase in Operating Supplies partially offset by a $14,500 decrease in Insurance. In FY2016, no transfer to the Imaginarium Renewal and Replacement fund is scheduled.

293

Harborside Event Center Fund 414 Program The Harborside Event Center hosts conventions, trade and consumer shows, entertainment events and banquets. Located in the heart of the historical downtown River District of Fort Myers, Harborside Event Center is a multi-use convention and meeting facility with over 42,000 square feet of function space. Nearby Harborside Event Center's river front location, attendees will find championship golf courses, relaxing spas, miles of pristine beaches, shopping, museums, a variety of dining options and spectacular eco-tours. Catalyst for Economic Activity - Harborside Event Center hosted 398 total events in 2015 - 15 convention/tradeshows, 157 meetings/seminar series, 178 social events and 48 other events. The invoiced sales for these events was over $1.8 million and direct spending by the attendees represents a significant economic benefit to the River District and regional economy making Harborside one of the downtown area's most important economic engine. Excellent Service = Exceptional Experience Harborside Event Centers' Mission Statement is to be committed to being the premier venue in Southwest Florida, promoting and providing convention, conference and special event facilities and services to customers by emphasizing the human dimension to client service. The Event Center staff is guided by the principle that clients are forever and strive to exceed expectations for quality service, event coordination and facility management. The Center fosters a stimulating, stable, rewarding and diverse work environment that encourages teamwork and mutual respect between all employees. Harborside strives for success as a team to achieve long-term prosperity for the mutual benefit of the clients, patrons, employees and the City of Fort Myers while providing a positive economic impact to the Southwest Florida market. Community Outreach & Tourism - Harborside Event Centers role as a community gathering place was well served by a wide variety of events including concerts, lectures and health/wellness events. Harborside hosted 178 social and community events and co-sponsored another 12 events in 2015. Total attendance for the year at events was over 152,000 people with a majority of these patrons from Lee County. In addition to co-sponsoring use for non-profit organizations, Harborside Event Center serves as a community gathering place for key Lee County events such as Advance One Day, Community Prayer Breakfast, Rotary of Fort Myers, Horizon Council, Market Watch and the United Way Kickoff Breakfast to name a few. We are honored to serve the community in this way.

294

Harborside Event Center Fund 414 Fund Summary Actual 2013-14 Revenues Charges for services Rental income Miscellaneous Other Sources Expenditures Personal services Operating expenses Capital outlay Debt & other

Net loss from operations

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

769,038 1,087 770,125

1,551,000 1,551,000

1,565,000 1,565,000

846,568 635,503 147,139 1,629,210

954,900 1,342,700 147,200 2,444,800

852,900 1,396,300 147,200 2,396,400

1,015,600 1,398,100 147,200 2,560,900

(859,085)

(893,800)

(831,400)

(995,900)

Transfers in (out) Operating - In Total transfers

800,900 800,900

849,000 849,000

906,700 906,700

Net income (loss)

(58,185)

(44,800)

17,600

(89,200)

Estimated reserves, beginning of year

216,836

158,651

176,251

Estimated ending reserves

158,651

113,851

176,251

87,051

Budget Highlights Revenue -- The FY2016 Rental Income increases $14,000 due to the net effect of an increase in Catering partially offset by decreases in Rental-Miscellaneous, Parking revenues and Offsite Rentals. This increase is based on trends as they relate to the sale of services, public show attendance and food and beverage concession spending. Reserves in the amount of $89,200 were used to balance this fund. This fund receives a $906,700 subsidy from the General Fund, an increase of 6.8%. Ending Reserves --Reserves are estimated to decrease $26,800 or 23.5%. Harborside reserves are minimal as they were used to cover operating losses in previous years and reserves were used to balance the FY2016 budget. Ending Reserves are estimated to be $87,051 and are less than 1 month of operating expenses.

295

Harborside Event Center 414-1501 Program The Harborside Event Center is committed to being the premiere venue in Southwest Florida, promoting and providing convention, conference and special event facilities and services to customers by emphasizing the human dimension to client service. Accomplishments: 95% Overall Customer Satisfaction Ratings 99% Willingness to Return Hosted 398 events generating annual visitors of 152,000 to the River District Donated 2,700 lbs. of food to local organizations and co-sponsored 12 Community Events Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

846,568 635,503 147,139 1,629,210

954,900 1,342,700 147,200 2,444,800

852,900 1,396,300 147,200 2,396,400

1,015,600 1,398,100 147,200 2,560,900

17.8

17.6

15.0

Increase (decrease) Both $ and % 60,700 55,400 116,100

6.36% 4.13% N/A N/A 0.00% 4.75%

Budget Highlights Personal service changes for FY2016 includes an increase of $60,700 due to the following. Wages increase 3%, Health premiums increase 3% and Retirement expense increases from 34.6% to 37.0% of wages. Full time equivalents decrease as staff was reorganized to better meet the current needs of the business. This budget includes funding for seniority pay. Operating expenses increase $55,400 due to a $16,600 increase in Utilities, $7,900 increase in ITS charges, $27,200 increase in General Admin. Expense and a $32,000 increase in Contract Services for expenses as they relate to events partially offset by a $28,800 decrease in Insurance. Debt & other represents a contribution in the amount of $106,600 to the Fort Myers Conference Council. Debt service in the amount of $40,600 represents the repayment for the cooling tower and chiller. Debt service remains equal to FY2015.

296

Harborside Event Center Fund 414 True Cost to the General Fund In addition to the operating revenues and expenditures previously outlined, the Harborside Event Center receives added benefits due to debt service costs on the building and selected equipment being paid directly by General Fund transfers to the appropriate Debt Service Fund. The summary below indicates the true cost of the Harborside Event Center operations to the General Fund.

Harborside Complex Operating expenditures: Harborside Total operating expenditures Debt Service paid directly: By General Fund Total debt service Total cost of operations Costs paid from operations: Harborside revenues Total cost paid by operations Deficit from operations

Actual 2013-14

Forecast 2014-15

Budget 2015-16

1,629,210 1,629,210

2,444,800 2,444,800

2,396,400 2,396,400

2,560,900 2,560,900

983,258 983,258

650,200 650,200

639,600 639,600

649,500 649,500

2,612,468

3,095,000

3,036,000

3,210,400

770,125 770,125

1,551,000 1,551,000

1,565,000 1,565,000

(1,544,000)

(1,471,000)

(1,645,400)

(1,842,343)

General Fund subsidy: Operating Debt service Total General Fund subsidy

Adopted Budget 2014-15

800,900 983,258

849,000 650,200

849,000 639,600

906,700 649,500

1,784,158

1,499,200

1,488,600

1,556,200

297

Solid Waste Operating Fund 420 Program The Solid Waste Operating Fund provides for residential, alleyway, commercial container and non-container, and special collection services. It also ensures that all solid waste collected is properly disposed of in accordance with regulatory requirements. In April 2009, the City implemented in-house, single-stream recycling service to increase residential recycling rates and eliminate the contract with Waste Pro, Inc. for these services. Implementation of this new service was accomplished with existing staff, reduction of residential solid waste collection to once a week, and reduction of horticulture staffing to one operator/driver per truck. Efficiencies resulting from these actions favorably positioned this fund for declining revenue experienced in subsequent years.

Collection Programs

Environmental Programs

Commercial 7 Routes - 5 front-end loader trucks, 1 front-end loader cardboard recycling 1 rear loader truck 10 trucks total Monday-Saturday collection

Recycling Program 3 Routes - 5 trucks Monday, Tuesday, Thursday & Friday collection

Residential 3 Solid Waste Routes, 1 Brush Route 7 trucks total Monday, Tuesday, Thursday & Friday collection

Horticultural Collection 6 Routes - 10 trucks Monday, Tuesday, Thursday & Friday collection

Roll-Off 5 Routes - 8 trucks Monday-Friday collection Container Maintenance 5 trucks, no scheduled routes

298

Solid Waste Operating Fund 420 Fund Summary Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

14,206,976 103,985 153,962 14,464,923

13,821,400 45,000 200,000 14,066,400

14,005,204 60,194 217,400 14,282,798

13,931,400 45,000 200,000 14,176,400

2,988,947 5,127,776 84,391 71,754 8,272,868

3,514,300 5,838,500 50,000 47,000 9,449,800

3,238,234 5,914,211 50,000 47,000 9,249,445

3,862,600 5,804,700 110,000 46,900 9,824,200

6,192,055

4,616,600

5,033,353

4,352,200

(4,754,200) (1,102,179) (5,856,379)

(4,754,200) (2,390,000) (7,144,200)

(4,754,200) (5,016,347) (9,770,547)

(4,754,200) (2,090,000) (6,844,200)

(2,527,600)

(4,737,194)

(2,492,000)

Actual 2013-14 Revenues Charges for services Miscellaneous Intergovernmental Other sources

Expenditures Personal services Operating expenses Capital outlay Debt & other

Net income from operations Transfers (out) Operating Capital Improvement Renewal & replacement Total transfers Net income (loss)

335,676

Estimated reserves, beginning of year

7,442,625

7,778,301

3,041,107

Estimated ending reserves

7,778,301

5,250,701

3,041,107

549,107

299

Solid Waste Operating Fund 420 Budget Highlights Revenues --There are no rate increases budgeted in FY2016, but due to growth, residential collection revenue increases $100,000 and brush can collection increases $10,000. Expenses --Outside of Personal Services, the single largest expense is tipping fees, which are disposal fees paid to the Lee County waste-to-energy facility. The disposal fee for municipal solid waste increases from $30.00 to $31.75 per ton and disposal of horticulture increases from $22.65 to $24.00 per ton, following several years of tipping rate reductions. Operating expenses net decrease consists of increases of $75,000 for a citywide service evaluation, $30,000 for code updates and $45,000 for building repair/improvements and decreases for one-time funding for truck cameras in prior year. FY2016 Capital Outlay expenditures include replacement of a sports utility vehicle and the purchase of a bobcat. Personal services funding includes a 3% salary increase, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. The Transfer to the General Fund of $4,754,200 is the same as prior year. Appropriation of $2,492,000 of reserves, a decrease of $35,600 from prior year, is necessary to balance the budget. The FY2016 Capital Improvement transfer of $2,090,000 funds replacement of seven solid waste trucks and one container delivery truck. Ending Reserves --Ending Reserves decrease by $4,701,594, or 89.5%, and represent less than one month of operating expenses. This decrease results from annual transfers to the General Fund, accomplished through reduced tipping fee charges and operating efficiencies, combined with no funding of the Renewal and Replacement Fund.

Solid Waste Tonnages 70,000 60,000 50,000 40,000 30,000 20,000 10,000

ROLL-OFF

JUNK RESIDENTIAL

Fiscal Year COMMERCIAL

300

Container Collection 420-0916 Program This division provides the collection of solid waste from commercial and multi-family customers within the City. The City offers four sizes of containers: 2, 4, 6, and 8 cubic yard dumpsters. The hours of operation for pick-up are 4:00 a.m. through 12:30 p.m. Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

1,190,480 2,079,972 5,856,379 9,126,831

1,408,200 2,325,200 7,144,200 10,877,600

18.0

Forecast 2014-15

Budget 2015-16

1,358,811 1,558,100 2,374,589 2,323,800 30,000 9,770,547 6,844,200 13,503,947 10,756,100 17.5

Increase (decrease) Both $ and % 149,900 (1,400) 30,000 (300,000) (121,500)

10.64% -0.06% N/A -4.20% N/A -1.12%

18.5

Budget Highlights The FY2016 budget includes a 3% salary increase, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. A new Billing Specialist II position is budgeted. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. Operating expenses net decrease results from increases of $75,000 for a citywide service evaluation, $30,000 for code updates and $25,000 for building repair/improvements and decreases for one-time funding for truck cameras in prior year. FY2016 Capital Outlay is for replacement of a sports utility vehicle. FY2016 CIB funding decreases $300,000 and provides funding to replace the following trucks; one side loader, two side/rear loaders, two horticulture, two roll-off trucks and a container delivery truck. The transfer to the General Fund remains the same as prior year at $4,754,200.

301

Residential Curbside 420-0917 Program Collection of solid waste from single-family residential customers within the City. Beginning in April 2009 collection was reduced to once a week, using 3 routes, and is provided on the same day as recycling service.

Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Total

Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

Increase (decrease) Both $ and %

612,922 1,237,725 1,850,647

667,300 1,457,600 2,124,900

636,502 1,483,922 2,120,424

727,900 1,469,100 30,000 2,227,000

60,600 11,500 30,000 102,100

8.0

9.08% 0.79% N/A N/A 4.80%

Budget Highlights The FY2016 budget includes a 3% salary increase, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. Operating expenses net increase results primarily from $23,000 additional funding for Property Appraiser assessment cost, $20,000 for building repair/improvements, reductions for FY2015 one-time expense for truck cameras and a net reduction in indirect costs.

302

Horticultural Removal 420-0918 Program Collection of horticultural waste from commercial and residential properties within the City. In April 2009, reorganization reduced staffing to one driver/operator per truck, which accommodated implementation of once a week residential collection. Collection days include pick-up for brush cans and items which are not included in the regular collection service.

Appropriations

Expenditures Personal services Operating expenses Capital outlay Debt & other Total

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

410,704 733,632 71,754 1,216,090

525,000 759,300 47,000 1,331,300

441,700 759,300 47,000 1,248,000

533,800 688,900 46,900 1,269,600

Full time equivalent positions

7.0

6.0

Increase (decrease) Both $ and % 8,800 (70,400) (100) (61,700)

1.68% -9.27% N/A -0.21% -4.63%

6.0

Budget Highlights The FY2016 budget includes a 3% salary increase, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. Operating expenses decrease results from reductions in indirect costs and for FY2015 one-time funding for truck cameras. Debt Service is for the 2007A Bonds.

303

Recycling Curbside 420-0920 Program Collection of recyclable material from residential and commercial customers within the City. The City terminated vendor provided recycling service in April 2009, and integrated single-stream recycling service with other City provided services. Mandatory recycling for all solid waste customers began January 1, 2010. Appropriations Actual 2013-14 Expenditures Personal services Operating expenses Capital outlay Transfers Total Full time equivalent positions

377,076 170,168 547,244 5.0

Adopted Budget 2014-15

Forecast 2014-15

429,500 275,300 704,800

414,429 275,300 689,729

5.0

Budget 2015-16 456,500 248,900 705,400

Increase (decrease) Both $ and % 27,000 (26,400) 600

6.29% -9.59% N/A N/A 0.09%

5.0

Budget Highlights The FY2016 budget includes a 3% salary increase, which follows a FY2015 3% increase, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%. Operating expenses decrease due to net reductions in indirect costs and a reduction for FY2015 one-time funding for truck cameras.

304

Roll-off 420-0924 Roll-off revenue, driven by the collection of construction and demolition debris generated by new construction, reached a peak in FY2008. Revenue declined annually through 2012, but has continued to trend upward since FY2013. Having assumed responsibility for all of the business in FY2007, the City successfully integrated this service with all other City provided collection services.

Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

385,329 906,279 84,391 1,375,999

463,500 1,009,800 50,000 1,523,300

365,992 1,009,800 50,000 1,425,792

565,300 1,062,900 50,000 1,678,200

5.0

Increase (decrease) Both $ and % 101,800 53,100 154,900

21.96% 5.26% 0.00% N/A 10.17%

6.0

305

Neighborhood Clean-Up 420-0928 Program This program is for expenses incurred for clean-up of neighborhoods, participation in special events (ie. parades, block parties), code enforcement clean-up, Weed and Seed and weekend downtown events.

Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Total Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

12,436 12,436

20,800 11,300 32,100

0.0

Budget Highlights Retirement charges increase from 34.6% to 37.0% of compensation.

306

Budget 2015-16 21,000 11,100 32,100 0.0

Increase (decrease) Both $ and % 200 (200) -

0.96% -1.77% N/A N/A 0.00%

307

Building Permits and Inspection Fund 425 Fund Summary

Actual 2013-14 Revenues Licenses and permits Miscellaneous

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

3,524,097 21,341 3,545,438

3,576,700 29,000 3,605,700

3,864,100 16,700 3,880,800

3,576,700 22,000 3,598,700

2,092,559 658,316 81,512 2,832,387

2,449,700 709,300 365,000 3,524,000

2,326,200 713,000 25,000 528,700 3,592,900

2,737,300 746,100 3,483,400

713,051

81,700

287,900

115,300

Estimated reserves, beginning of year

5,384,820

6,097,871

6,385,771

Estimated ending reserves

6,097,871

6,179,571

6,385,771

6,501,071

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other

Net income (loss) from operations

Budget Highlights Revenues --FY2016 revenues from Licenses and Permits are budgeted conservatively to remain on par with the prior years' adopted budget. This conservative budget is due to what could be considered an inflated FY2015 collections due to the ending of a 20% County Impact Fee. Mid-year 2015, the reduced 20% County Impact Fees were increased to a 45% rate. Miscellaneous revenue includes interest income and is anticipated to decrease $7,000. Ending Reserves -- Reserves have increased $321,500 or 5.2% due to better than anticipated Licenses and permits revenue. Ending reserves are estimated to be $6,501,071 and are 22.4 months of operating expenses.

308

Building Permits and Inspection 425-1215 Program The mission of the Building, Permitting and Inspection Division is to assure the public safety through effective, efficient, quality enforcement of the Florida Building Code through review and approval of construction plans, issuance of construction and other permits, field inspection of construction work and issuance of certificates of occupancy in a timely manner. Accomplishments: The Building Permitting Inspections (BPI) staff received, input and processed a total of 9,211 permit applications, issued 14,342 permits, performed 42,736 inspections, conducted 20,543 plan reviews, issued a total of 1,317 Certificates of Occupancy, processed approximately 1,865 contractor registrations and renewals and collected a total of $4.15 million in Permit Fees. The BPI Division has begun the process of implementing electronic plan review. Appropriations

Expenditures Personal services Operating expenses Capital outlay Transfers Debt & other

Full time equivalent positions

Actual 2013-14

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

Increase (decrease) Both $ and %

2,092,559 658,316 81,512 2,832,387

2,449,700 709,300 365,000 3,524,000

2,326,200 713,000 25,000 528,700 3,592,900

2,737,300 746,100 3,483,400

287,600 36,800 (365,000) (40,600)

30.0

32.0

11.74% 5.19% N/A -100.00% N/A -1.15%

32.0 * *Includes Frozen Position

Budget Highlights Personal service changes for FY2016 includes a $287,600 increase due to the following. Wages increase 3% and two new positions, a Permit Representative and a Customer Service Representative, added during FY2015 were annualized. Health/Life premiums increase due to changes in health care plan selection by staff, the addition of the two positions in FY2015 and a health premium increase of 3%. Retirement expense increases due to the FY2015 added personnel and an increase in the percentage of wages retirement expense is calculated on. The percentage increases from 34.6% to 37.0%. This budget includes funding for seniority pay. Operating expenses increase $36,800 due to the net effect of a $33,600 increase in ITS charges and an $8,600 increase in Fleet charges partially offset by a decrease of $7,200 in Insurance expense. Transfers from the Operating fund decrease $365,000 due to the FY2015 one-time funding of a plan review software capital project.

309

Building Permits and Inspection 425-1215

Total Permit Value and Permits Issued FY 05-06 thru FY14-15 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0

$900,000,000 $800,000,000 $700,000,000 $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 FY05- FY06- FY07- FY08- FY09- FY10- FY11- FY12- FY13- FY1406 07 08 09 10 11 12 13 14 15 Permit Value

*Permits Issued

Permit values for FY14/15 increased 12.1% over the prior year. The number of permits issued for FY14/15 increased 17.7% over the prior year. BPI Inspections Performed/ Average # Inspectors/ Inspections per Inspector 25

70,000 60,000

20 50,000 15

40,000 30,000

20,000 5 10,000 0

0 FY06-07 FY07-08 FY08-09 FY09-10 FY10-11 FY11-12 FY 12-13 FY 13-14 FY 14-15 Average # Annual Inspections/ Inspector

Inspections Performed

310

Average # Inspectors

I n t e r n a l S e r v i c e F u n d s

Fleet Maintenance

Information Technology Services

Fleet Maintenance Division provides repairs and maintenance services on Cityowned vehicles and equipment.

Information Technology Services (ITS) provides a variety of support and development services relating to computers, networks, websites and telecommunications.

The Public Works Warehouse Fund tracks all inventory movement that Public Works Warehouse supports the Public Works operations, excluding inventory from the Fleet Division.

Risk Management

The City maintains a self-insurance program for general liability and workers compensation claims. The City has a $6,000,000 aggregate excess liability policy and a $20,000,000 blanket property policy, $10 million all risks and $10 million all risk wind excluded.

311

Fleet Maintenance 501-0919 Fund Summary Adopted Budget Actual 2013-14 2014-15 Revenues Charges for services Interest income Disposition of fixed assets Miscellaneous Non-operating Expenditures Personal services Operating expenses Capital outlay Debt & other Contingency

Forecast 2014-15

Budget 2015-16

5,316,600 2,199 1,500 19,443 5,339,742

5,538,000 5,538,000

5,538,000 1,200 5,150 1,920 5,546,270

5,460,200 5,460,200

1,075,317 3,829,336 321,968 5,226,621

1,155,700 3,793,800 536,000 5,485,500

1,199,225 3,384,500 565,526 5,149,251

1,292,700 3,415,500 752,000 5,460,200

Transfers in (out) Operating in Operating out Total transfers

(293,200) (293,200)

(276,500) (276,500)

Net income (loss) from operations

(180,079)

(224,000)

120,519

(276,500)

Estimated reserves, beginning of year

590,135

410,056

530,575

Estimated ending reserves

410,056

186,056

530,575

254,075

Full time equivalent positions

16.0

Budget Highlights The FY2016 budget incorporates a 3% increase in wages, a 3% increase in health and retirement cost as a percentage of payroll increases. The currently frozen vacant Parts Clerk position is funded in the FY2016 budget at a total cost of $61,800. Fleet operating expenses decrease by $378,300 due to lower projected fuel prices - the fuel budget provides for averages prices of $2.75 and $3.25 for gasoline and diesel fuel, respectively and also adds Compressed Natural Gas (CNG) for some of the solid waste trucks, at $2.00 per gallon. These prices are in-line with the projections provided by the US Department of Energy Information Administration. The decrease in the fuel budget provides funding towards vehicle replacements as indicated by the increase in Capital outlay. The transfer to the General Fund remains the same as the prior year and was provided from using reserves. Ending Reserves -- Ending reserves increase by $68,019, or 36.36% driven by lower fuel prices.

312

Fleet Maintenance Fund 501 Program The Fleet Maintenance Division provides for the following programs: Equipment Repair

Repair of fire apparatus and related vehicles, police vehicles and equipment, Solid Waste trucks and equipment, and other city vehicles and equipment. Repairs entail small engine, minor body, hydraulic cylinder, tires, welding and fabrication. All body repairs are outsourced.

Preventative Maintenance

Annual inspections performed on all city vehicles and equipment, service performed on 1 ton and over vehicles every (3) months. Oil changes on light equipment is outsourced.

Parts Warehousing

Manage parts inventory, order and receive fuel for (2) locations.

Fuel Management

Tracking of fuel inventories and usage through fuel management system.

Equipment Support Services Vehicle disposal, warranty tracking and accident damage assessment. Administration

Oversight and support of Fleet Maintenance functions.

Fuel Procurement

Purchase of gasoline and diesel fuel for all city equipment excluding Fire.

Vehicle Replacement

Purchase of replacement vehicles.

Accomplishments: For the fifth year, Fleet was awarded the Blue Seal of Excellence in January, 2015 from the National Institute of Automotive Service Excellence for having 75% or more of the Fleet technicians ASE certified. The Fleet Maintenance Division was able to maintain a 95% or higher availability rate on its vehicles and equipment. Implemented the transition of the refuse haulers from diesel fuel to CNG. Implemented two major software upgrades to the Fleet vehicle repair database incorporating Wi-Fi (Faster 6.9 upgrade and Cummins quick-serve for CNG engines)

313

Information Technology Services 503-0706 Fund Summary Actual 2013-14 Revenues Charges for services Interest income Miscellaneous Expenditures Personal services Operating expenses Capital Outlay Debt & other

Adopted Budget 2014-15

Forecast 2014-15

Budget 2015-16

4,694,100 1,965 55 4,696,120

5,273,000 5,273,000

5,866,700 5,866,700

1,696,689 2,423,092 283,462 82,345 4,485,588

1,736,300 2,997,400 106,000 82,700 4,922,400

1,814,200 2,879,539 106,000 200,561 5,000,300

1,978,900 3,139,200 187,500 204,400 5,510,000

Transfers in (out) Operating out Total transfers

(321,500) (321,500)

(645,300) (645,300)

Net income (loss) from operations

(110,968)

(294,700)

(372,600)

Estimated reserves, beginning of year

546,758

435,790

63,190

Estimated ending reserves

435,790

141,090

63,190

19.0

20.0

Full time equivalent positions

314

(356,700) (356,700)

Information Technology Services 503-0706 Budget Highlights

The cost of services performed by the ITS Department are charged back to the user, and those fees collected from the users become the revenue that is recognized and indicated above. Charges for Services include computer replacement cost, fixed and variable service charges, communication charges and annual software maintenance. Charges for Services increased $593,700 or 11.3% over that of FY2015.

Personal service changes for FY2016 includes an increase of $242,600 due to the net effect of the following. Wages increase due to the addition of a Network Security Administrator position and a 3% wage increase. Health/Life increases due to the net effect of the addition of a Network Security Administrator position and a 3% increase in health premiums partially offset by changes in health care plan selection by staff. Retirement expense increases from 34.6% to 37.0% of wages. This budget includes funding for seniority pay.

Operating expenses increase $141,800 due to the net effect of a $62,100 increase in Communications and a $115,200 increase in ITS indirect charges partially offset by a $55,900 decrease in software/hardware with a value under $750. Capital Outlay increases $81,500 due to an increase in computer replacement components with a value of $5,000 or greater for items such as tough books, servers and switches.

Debt Service increases $121,700 due to the reclassification of a software lease from Repairs/Maintenance. ITS will transfer $356,700 to the General Fund, a decrease of $288,600. Ending reserves -- Ending reserves are estimated to be $63,190, a decrease of $77,900 due to unbudgeted Personal Service expenditures for salary increases.

315

Information Technology Services Fund 503 Program Information Technology Services (ITS) is responsible for ensuring the City's technology needs are effectively addressed. Responsibilities include data management, maintaining hardware and software, managing the City's telephone and cellular needs, cable TV channel and website, software training of City personnel, and overseeing the City copy center. Accomplishments: Completed City owned municipal fiber network which included 34 remote sites resulting in disconnecting some T1 connections and most DSL connections. Implemented Power DMS for policies and procedures management Replaced main UPS in City Hall Installed Wireless at the SWFL Museum of History and Fleet Departments Major redesign of network which included new Internet Protocol (IP) scheme and new switches at core locations Decommissioned 3 virtual servers and 14 physical servers which results in a savings of approximately $25,000 per year Deployed 25 new virtual servers which eliminated the need to purchase physical servers saving over $125,000 Deployed Microsoft Operations Manager to provide event-driven operations monitoring, performance tracking, security policy enforcement and auditing Deployed Configuration Manager to manage PC's and servers, keep software up-to-date, set configuration and security policies and monitor systems Several upgrades and new software implementations were completed to improve performance and add new functionality. Full implementation of cloud hosted Citizen Response System (CRS) with City website and mobile application Replaced physical Geographic Information Systems (GIS) web server with virtualized system Created process to generate fire assessment tax roll using Lee County Property Appraiser data Created road closure web map for special events and City projects

ITS currently supports:

. . . . . .

34 Remote Sites 883 Workstations * 131 Servers (Physical & Virtual) 584 Cellular Devices Over 200 Software Applications 900 VoIP Telephones

* Includes laptops, mobile laptops, workstations, iPads

900 800 700 600 500 400 300 200 100 0

2010-2011

2011-2012

Locations

316

2012-2013

Servers

2013-14

Workstations

2014-15

Public Works Warehouse 510-5100 Program This Fund tracks all parts received into the warehouse along with those issued out to the user departments. As parts are issued out of the inventory warehouse, the cost of the items along with other operating costs (overhead) are charged back to the user and those fees collected from the users become the revenue that is recognized and indicated above. Fund Summary Adopted Budget 2014-15

Actual 2013-14 Revenues Charges for services Interest income Disposition of fixed assets Miscellaneous Non-operating

Forecast 2014-15

Budget 2015-16

602,900 98 602,998

575,000 575,000

575,000 100 575,100

575,000 575,000

544,838 544,838

528,600 528,600

525,500 525,500

41,000 526,700 567,700

Net income (loss) from operations

58,160

46,400

49,600

7,300

Estimated reserves, beginning of year

(4,292)

53,868

103,468

Estimated ending reserves

53,868

100,268

103,468

110,768

Expenditures Personal services Operating expenses Capital outlay Debt & other Contingency Transfers in (out) Operating in Operating out Total transfers

Full time equivalent positions

0.0

0.7

Budget Highlights Beginning in FY2016, this fund absorbs 65% of the cost of a Parts Clerk that was previously funded by the Street Maintenance Fund. Ending reserves -- Reserves increase by $10,500, or 10.5% due to the accumulation of overhead charges with increased volume of transactions in warehouse.

317

Risk Management 521-2101 Fund Summary Adopted Budget 2014-15

Actual 2013-14 Revenues Charges for services Interest income Miscellaneous Non-operating Expenditures Personal services Operating expenses Capital outlay Debt & other Insurance Transfers in (out) Transfer-Out Operating-In Total transfers Net income (loss) from operations

Forecast 2014-15

Budget 2015-16

5,092,538 27,524 914,524 6,034,586

5,758,600 5,758,600

5,266,300 100,000 5,366,300

225,833 420,081 4,112,580 4,758,494

238,700 618,400 4,897,900 5,755,000

234,460 595,400 4,572,900 5,402,760

236,500 643,800 4,485,100 5,365,400

(500,000) (500,000)

(236,800) (236,800)

(1,810,300) (1,810,300)

776,092

(233,200)

119,040

(1,809,400)

Estimated reserves, beginning of year

6,761,565

7,537,657

7,656,697

Estimated ending reserves

7,537,657

7,304,457

7,656,697

5,847,297

Full time equivalent positions

2.5

318

2.5

Risk Management Fund 521 Program Risk Management maintains the City's insurance and workers' compensation funds, administers all liability and workers compensation claims, recommends and procures supplemental insurance policies, reviews contractual indemnity insurance and bond clauses and oversees the City's Safety Program.

Budget Highlights Risk Management revenues are directly related to the annual payments of insurance premiums and claims settled. Additionally, the annual calculation of the Incurred But Not Reported (IBNR) Liability directly affects the amount of cash required to fund the Liability Reserve. Based on the funding recommendations of PricewaterhouseCoopers at a 90% confidence level for Workers' Compensation and IBNR, the required funding increased $176,922 from FY2015. User departments are not assessed for the annual contribution to the catastrophic fund for the fifth year in a row, since it was established in FY2007, as the City purchases coverage of up to $25 million. Personal services funding includes a 3% salary increase, which follows a 3% increase in FY2015, fully restoring salaries to FY2010 levels, and includes funding for seniority benefits. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost is unchanged. Operating expenses increase due to a net increase in indirect costs. Insurance expenditures decrease $609,200 in Insurance Charges for Usage, $28,100 in liability insurance and $1,700 for charges allocated to the Risk Management Fund while Workers' Compensation increases $226,200. Ending Reserves -- Ending reserves decrease $1,457,160, or 19.9%, as a result of increasing transfers to the General Fund and to the Capital Improvement Budget.

319

320

T r u s t

To account for the accumulation of resources for pension benefit payments to Police Officers' Retirement System qualified Police Officers.

& A g e n c y F u n d s

Firefighters' Pension To account for the accumulation of resources for pension benefit payments to qualified Firefighters. Trust Fund

General Employees' To account for the accumulation of resources for pension benefit payments to Pension Plan qualified employees.

321

Pension Summary Program The City maintains three separate single-employer pension plans: the General Employees' Pension Plan (GEPP), the Police Officers' Retirement System (PORS) and the Municipal Firefighters' Pension Trust Fund (MFPTF). These plans are defined benefit plans which are maintained as pension trust funds and included as part of the City's reporting entity. City ordinance and state law have required contributions be determined by actuarial studies at least every three years. Actuarial valuation uses the entry age actuarial cost method and assumes certain rates of return on investments and annual projected salary increases. The actuarial value of assets is determined using a four-year smoothing technique, limited to a corridor between 80% and 120% of market value, for all three plans. The City has no net pension obligations as all actuarially determined contribution requirements are contributed each year. Fund Summary Adopted Budget 2014-15

Actual 2013-14 Revenues Interest income Gain on sale of investments Pension Fund contributions Miscellaneous revenues Non-operating sources

Forecast 2014-15

Budget 2015-16

4,739,044 20,044,711 26,128,364 50,912,118

1,900,000 25,721,200 27,621,200

4,113,600 26,407,563 4,317 30,525,480

4,000,000 27,097,800 31,097,800

21,190,865 21,190,865

21,443,600 21,443,600

21,846,240 21,846,240

22,888,900 22,888,900

29,721,253

6,177,600

8,679,240

8,208,900

Estimated beginning reserves

192,186,857

221,908,110

230,587,350

Estimated ending reserves

221,908,110

228,085,710

230,587,350

238,796,250

Expenditures Personal services Operating expenses

Net income (loss) from operations

322

As of September 30, 2014, net assets of the GEPP, PORS and MFPTF were $90,622,673, $95,060,294 and $71,910,452, respectively, including accumulated DROP balances. The City's contribution to the pension plans increases $1,322,900 from FY2015. The largest increase, $995,600, occurs in the General Employee's Plan where the total annual payroll declined from that reported in the prior year's actuarial valuation. Major assumption changes from prior year include reductions in the payroll growth assumptions from 1.4% to 0.0% in the General Employees' Plan, from 6.0% to 4.42% in the Firefighters' Plan and from 4.08% to 3.71% in the Police Officers' Plan. Additionally, the investment return assumption is reduced in the General Employees' Plan from 7.9% to 7.75%. Net actuarial experience in the General Employees' and in the Firefighters' Plans has been favorable, while it was less favorable than expected in the Police Officers' Plan in the past year. Turnover was also lower than expected in the General Employees' and Firefighters' Plans. Average salary increases were lower than anticipated in the General Employees' and Firefighters' Plans, while the opposite was true in the Police Officers' Plan. Investment return percentages exceeded the assumptions in all three plans. All three plans use the percentage of payroll funding methodology as requested by the Florida Division of Retirement, which is 37.0% for the General Employees' Plan, 84.4% for the Police Officers' Plan and 70.3% for the Firefighters' Plan.

For the purpose of compliance with legislative intent and to maximize the likelihood of state acceptance, additions to the Unfunded Actuarial Accrued Liability of each plan due to gains and losses experienced on and after October 1, 2008 will be amortized over 10 years, and over 20 years for existing bases.

Market Value of City Pension Plans $100,000,000 $90,000,000 $80,000,000 $70,000,000 $60,000,000 Fire

$50,000,000

Police

$40,000,000

General

$30,000,000 $20,000,000 $10,000,000 $0

323

Police Officers' Retirement System 603-6030 Program The City of Fort Myers has established a defined benefit pension plan for Police Officers which provides retirement, disability, death benefits, and cost of living adjustments to plan members and their beneficiaries. Employees contribute 10% of their annual covered salary and the City contributes a percentage of pensionable payroll, in addition to amounts received from the State of Florida for insurance surcharges on policies sold within the City. Fund Summary Actual 2013-14 Revenues Interest income

Adopted Budget 2014-15

Forecast 2014-15

2,051,738

700,000

6,051,078 11,741,501 19,844,317

11,032,000 11,732,000

8,407,952 8,407,952

8,451,700 8,451,700

8,374,740 8,374,740

8,854,000 8,854,000

11,436,365

3,280,300

4,903,534

4,020,400

Estimated reserves, beginning of year

71,998,336

83,434,701

88,338,235

Estimated ending reserves

83,434,701

86,715,001

88,338,235

92,358,635

Gain on sale of investments Contributions Miscellaneous

1,413,600

Budget 2015-16

Increase (decrease) Both $ and %

1,500,000

800,000

114.29%

11,862,700 11,374,400 1,974 13,278,274 12,874,400

342,400 1,142,400

N/A 3.10% N/A 9.74%

402,300 402,300

N/A 4.76% 4.76%

Expenditures Personal services Operating expenses Net income (loss) from operations

% increase in net assets Benefits paid out

16.3%

13.7%

N/A

$7,441,905

$7,631,900

$7,668,200

$7,898,300

Change from Prior Year Budget The increase in contributions is comprised of $305,500 from the City, $3,500 from employees and $33,400 from the state. Pension reform agreed to in the new contract provides for the definition of salary to exclude overtime above 300 hours per year. Additional benefit reductions applicable to service earned after the effective date of the contract include the exclusion of payment for accrued unused sick or annual leave, a multiplier reduction to 3%, monthly supplemental benefit reduction to $150 from $290 for members with less than 15 years of service and COLA reduction to 1.5% from 3%. Although the City contribution is reduced from 89.0% to 84.4% of compensation, FY2016 funding increases over prior year as a result of budgeting $800,000 anticipated savings in FY2015 that did not materialize. Operating Expenses -- anticipated increase in benefit payments in FY2008. 324

Municipal Firefighters' Pension Trust Fund 604-6040 Program The City of Fort Myers has established a defined benefit pension plan for Firefighters which provides retirement, disability, death benefits, and cost of living adjustments to plan members and their beneficiaries. Employees contribute 8% of their annual covered salary and the City contributes a percentage of pensionable payroll, in addition to amounts received from the State of Florida for insurance surcharges on policies sold within the City.

Actual 2013-14 Revenues Interest income Gain on sale of investments Contributions Miscellaneous

Fund Summary Adopted Budget Forecast 2014-15 2014-15

Budget 2015-16

Increase (decrease) Both $ and %

1,160,850

500,000

1,200,000

1,000,000

500,000

100.00%

5,635,333 6,618,761 13,414,943

5,858,000 6,358,000

6,245,863 1,241 7,447,104

5,865,300 6,865,300

7,300 507,300

N/A 0.12% N/A 7.98%

4,934,529 4,934,529

5,115,700 5,115,700

5,249,300 5,249,300

5,506,000 5,506,000

390,300 390,300

N/A 7.63% 7.63%

8,480,414

1,242,300

2,197,804

1,359,300

Estimated reserves, 48,403,507 beginning of year

56,883,921

59,081,725

Estimated reserves

58,126,221

59,081,725

60,441,025

Expenditures Personal services Operating expenses Net income (loss) from operations

ending

% increase in net assets Benefits paid out

56,883,921

17.9% 13.3% 13.3% N/A $4,271,533 $ 4,457,300 $ 4,600,000 $ 4,850,000

The City's contribution to the plan in FY2016 increases by $21,800, and the required contribution is 70.3% of payroll. Overall net favorable actuarial experience resulted from a 10.6% investment return that exceeded the 8% assumption and average salary increases that were less than the assumption. As a result, the payroll growth assumption has been reduced to 4.42%. Employee contributions decrease by $14,500 and the state contribution remains the same.

325

General Employees' Pension Plan 606-6060 Program The City of Fort Myers has established a defined benefit pension plan for General employees which provides retirement, disability, and death benefits to plan members and their beneficiaries. Employees contribute 3.1% of their annual covered salary, and additional amounts if they participate in enhancements made to the plan in FY2005, and the City contributes a percentage of pensionable payroll.

Actual 2013-14 Revenues Interest Income Gain on sale of investments Contributions Miscellaneous

Fund Summary Adopted Forecast Budget 2014-15 2014-15

800,000

114.29%

8,831,200 9,531,200

8,299,000 9,858,100 1,102 9,800,102 11,358,100

1,026,900 1,826,900

N/A 11.63% N/A 19.17%

7,848,384 7,848,384

7,876,200 7,876,200

8,222,200 8,222,200

8,528,900 8,528,900

652,700 652,700

N/A 8.29% 8.29%

9,804,475

1,655,000

1,577,902

2,829,200

Estimated reserves, 71,785,014 81,589,489 beginning of year

81,589,489

83,167,391

Estimated ending 81,589,489 83,244,489 reserves Change from Prior Year Budget

83,167,391

85,996,591

Net income (loss) from operations

% increase in net assets Benefits paid out

700,000

8,358,301 7,768,102 17,652,859

11.1%

1,500,000

Increase (decrease) Both $ and %

1,500,000

Expenditures Personal services Operating expenses

1,526,456

Budget 2015-16

8.8%

$ 6,661,008 $6,922,900 $ 7,076,900

N/A $7,450,600

The City's contribution of 37.0% of payroll increases $995,600, and employee contributions increase by $31,300. Contributing to the variance is an investment return assumption reduction, from 7.9% to 7.75%, and the payroll growth assumption used in amortization of the UAAL is reduced from 1.4% to 0%. Net actuarial experience was 8.9%, against an assumption of 7.9%, turnover was lower than expected, and average earnings increases were lower than the assumption. The plan was enhanced in FY2007, to provide for a definition of salary based on total pay, however, Florida law enacted in 2011 restricts inclusion of overtime to 300 hours per year and excludes any payments of unused sick or annual leave time from benefit calculations, for service earned on or after July 1, 2011 or under collective bargaining agreements entered into on or after that date. Enhancements to the plan offered in FY2005 provide for increased benefits of $200 monthly, annual 2.5% COLA, or both, when additional employee contributions of varying amounts, by tier, are made for at least 3 years. 326

CAPITAL IMPROVEMENT PROGRAM SUMMARY The definition of a capital expenditure for purposes of distinguishing an item in the capital improvement budget is any major expenditure for physical development or improvement. Further, capital expenditures must include the following characteristics: 1) The expenditure results in the creation or revitalization of a fixed asset. Examples of capital items include major repairs or replacement of buildings, bridges, sewers, water mains, roads or parks. Property acquisition and equipment overhaul or acquisition can also be considered a capital expenditure. 2) The underlying asset has a usable service life of at least five years. 3) The value of the expenditure is at least $50,000 not including multiple purchase requests (i.e. two automobiles costing $27,000 each would not qualify even though the sum total exceeds $50,000). Capital expenditures that do not meet the above characteristics are budgeted in the operating budget as either Assets $750-$5,000 or Capital Outlay. The City of Fort Myers divides its capital expenditures into seven categories including Buildings, Development, Equipment, Parks and Beautification, Stormwater, Transportation and Utilities. A listing of these expenditures, also referred to as projects, along with the related sources of funds for the coming fiscal year is referred to as the Capital Improvement Budget. The Capital Improvement Program, also referred to as the CIP, consists of a 5 and 10 year schedule for capital projects. This long-range plan is developed due to the fact that most capital projects take longer than one year to complete. Further the CIP is the City's guide for the planning and financing/funding of such capital expenditures. The City updates its CIP as part of its annual budget process. The Capital Improvement Budget is the first year of the CIP. The CIP is considered a critical element of governmental planning and requires the evaluation of many components within project planning. Besides being part of the budget process, it is also required by Florida Statute to annually update the capital improvement element of the City's Comprehensive Plan, which defines level of service (LOS) standards that the CIP must meet along with financial feasibility requirements. All projects included in the CIP are consistent with the Comprehensive Plan. Projects included in the CIP were derived from needs assessments performed by City staff and approved by City Council. Departments submit project requests on a form that requires a project description, need category prescribed by the city's comprehensive plan, an explanation on how the project corrects an existing level of service deficiency, estimated costs and operating budget impacts. The Fiscal Year 2016-2020 CIP allocates a total investment of $225,834,739 in the City's capital projects, with $35,436,784 planned to be spent in the first year. The CIP demonstrates the City's commitment to provide its community quality public infrastructure and development.

327

CAPITAL IMPROVEMENT PROGRAM SUMMARY 5 Year CIP by Expenditure Category

Buildings Development Equipment Parks & Beautification Stormwater Transportation Utility

FY2016 1,897,250 2,270,000 2,732,000 385,000 1,081,442 3,287,922 23,783,170 35,436,784

FY2017 250,000 1,190,000 3,094,115 1,193,000 1,320,000 4,195,486 54,743,169 65,985,770

FY2018 250,000 450,000 1,662,462 680,000 990,000 4,221,500 50,735,633 58,989,595

FY2019

FY2020

320,000 665,340 380,000 1,235,000 2,067,000 28,137,750 32,805,090

320,000 1,641,500 375,000 910,000 3,100,000 26,271,000 32,617,500

Five Year Total 2,397,250 4,550,000 9,795,417 3,013,000 5,536,442 16,871,908 183,670,722 225,834,739

FY2017 45,656,430 15,758,116 3,869,100 702,124 65,985,770

FY2018 41,954,833 11,301,640 5,286,000 447,122 58,989,595

FY2019 21,685,000 8,989,344 1,216,250 914,496 32,805,090

FY2020 17,025,000 12,037,500 3,555,000 32,617,500

Five Year Total 135,451,013 67,682,869 20,024,693 2,676,164 225,834,739

5 Year CIP by Funding Source

Debt Operations Impact Fees Grants/FDOT/Other

FY2016 9,129,750 19,596,269 6,098,343 612,422 35,436,784

328

CAPITAL IMPROVEMENT BUDGET SUMMARY The fiscal year 2016 Capital Improvement Budget (the first year of the CIP) allocates a total of $35.4 million. As noted in the charts below, the majority of the allocation is towards Utility related projects, with the majority of the funding coming from operations.

FY2016 Capital Improvement Budget Expenditures by Category

Buildings $1.9

Equipment $2.7

Development $2.2

Parks & Beautification $.4 Utility $23.8 Stormwater $1.1

Transportation $3.3

FY2016 Capital Improvement Budget by Funding Source

Impact Fees, $6.1

Other, $0.6

Operations, $19.6

329

Debt, $9.1

CAPITAL IMPROVEMENT BUDGET Summary of Significant Non-routine Capital Expenditures The following is considered when identifying significant and non-routine projects: 1) Cost of project 2) Operating budget impacts 3) Frequency of project 4) Project characteristics The following projects in the fiscal year 2016 capital improvement budget are considered to be significant and nonroutine:

Project Name

FY2016 Budget

Project Description

Funding Source

Citywide ADA Compliance Renovations

Renovations necessary to be in compliance with the Americans with Disabilities Act

1,370,000

2014 Bond

Underground FP&L Lines along Bay Street

Relocating the overhead utilities on Bay Street to underground service, to allow construction of the convention hotel and parking garage $

1,000,000

2015 Bond

Hanson Street Extension US41 to Ortiz Avenue

Right-of-way acquisition and construction of a four lane Hanson Street from US 41 to Ortiz Ave.

1,600,000

Impact Fees

New Storage Tank Pump Station in SE Area

New pump station including a 5 million gallon storage tank in the SE area of the distribution system. $

1,000,000

Impact Fees

673,343

Impact Fees

Design and construction of reclaimed water Reuse Facility at South Plant production equipment at the South Plant.

Replacement of the aging trunk sanitary sewer transmission main on Palm Avenue, Indian and Raleigh Streets which travels to the Central Plant. Further, provides for sewer flows that would normally to sent to the South Central AWWTP Trunk Plant to be redirected to the Central Plant in Sanitary Sewer Replacement order to maximize capacity of both plants

3,200,000

2011 Bonds & Impact Fees

The pages to follow provide detail, by project category for the fiscal year 2016 Capital Improvement Budget. The majority of the projects in FY2016 address routine maintenance of City assets such as equipment replacement and repairs to facilities and infrastructure. These projects typically provide savings to the operating budget with respect to annual repair and maintenance costs.

330

CAPITAL IMPROVEMENT PROJECTS BUILDINGS Building Capital Improvements address our facilities for safety and protection measures as well as expansion needs. A total of $1,897,250 has been budgeted in FY2016, with details below.

PUBLIC WORKS Project: Citywide ADA Compliance Renovations ADA renovations that provide for architectural services, permitting, contractor costs, facilities maintenance labor and materials. Project Status: On-going Funding Source & Additional Amount Funded in FY16: 2014 Bond, $1,370,000 General Ledger #: 310-4336 Project Accounting #: 31000156 Operating Budget Impact: No impact. Project: Skatium Building Maintenance Removal and replacement of flooring around the ice skating rink area as existing flooring has become a safety concern. Project Status: New Funding Source & Amount Funded in FY16: Risk Management Fund, $172,500 General Ledger #: 310-7307 Project Accounting #: 31000250 Operating Budget Impact: No impact. Project: Replumbing and Painting Building Replumbing entire building located at 2210 Widman Way, including painting after repairs are completed. Project Status: New Funding Source & Amount Funded in FY16: 2015 Bond, $354,750 General Ledger #: 310-4336 Project Accounting #: 31000250 Operating Budget Impact: Reduction in repairs and maintenance.

331

CAPITAL IMPROVEMENT PROJECTS DEVELOPMENT Development Projects include those to improve neighborhoods and commercial businesses. A total of $2,270,000 has been budgeted in FY2016 and the details of the project is provided below.

COMMUNITY DEVELOPMENT DEPARTMENT Project: Neighborhood Improvement Program This program provides for neighborhood improvements including streetlights, sidewalks and landscaping within the City neighborhoods, as deemed necessary by the Ward. Project Status: Ongoing Funding Source & Additional Amount Funded in FY16: General Fund, $70,000 Project Accounting #: 31000133 General Ledger #: 310-4496 Operating Budget Impact: The Public Works Department will maintain the improvements once completed. There will be an increase in the respective divisions' utilities and repairs and maintenance costs depending on the extent of the improvements. Project: Residential Street Light Improvement Program This program encourages public-private partnerships to improve older neighborhoods within all Wards of the City. The City pays 50% and the residents benefiting from the street lighting pay 50%. Project Status: New Funding Source & Amount Funded in FY16: Bond Proceeds, $200,000, Reimbursed Expense $200,000 for a total of $400,000 General Ledger #: 310-4220 Project Accounting #: 31000131 Operating Budget Impact: Maintenance fees and energy fees will be determined for individual Special Assessment Districts when City Council approves the projects. The energy costs are budgeted for by the Public Works Department. The property owners and the City divide the upfront maintenance fees. The street lights are maintained by the Public Works Department.

PUBLIC WORKS Project: Citywide Street Lighting Improvement/Replacement Program This program provides a uniform level of service for street lights Citywide. Project Status: New Funding Source & Amount Funded in FY16: Gas Tax Construction, $100,000 General Ledger #: 310-7285 Project Accounting #: 31000206 Operating Budget Impact: There will be an increase for the cost of electricity and the cost of leasing FP&L lighting equipment.

332

CAPITAL IMPROVEMENT PROJECTS DEVELOPMENT Project: Citywide Maintenance Painting of Decorative Street Lighting This program provides for the painting of in-service street lights. Project Status: New Funding Source & Amount Funded in FY16: Street Maintenance Operations Fund, $100,000 Project Accounting #: 31000244 Operating Budget Impact: No Impact.

General Ledger #: 310-7286

Project: Citywide Maintenance Painting of Traffic Signals This program provides for the painting of in-service traffic signals. Project Status: New Funding Source & Amount Funded in FY16: Street Maintenance Operations Fund, $100,000 Project Accounting #: 31000245 Operating Budget Impact: No impact.

General Ledger #: 310-7287

COMMUNITY REDEVELOPMENT AGENCY Project: US41 Corridor Improvements Colonial-Boy Scout This project will include the design for landscaping and irrigation, as well as installation along the medians. Project Status: New Funding Source & Amount Funded in FY16: Cleveland Ave. TIF District, $200,000 Project Accounting #: 31800005 General Ledger #: 318-7135 Operating Budget Impact: Maintenance of improvements will be absorbed with existing staff. There will be an increase in utilities for irrigation. Project: Underground FP&L lines along Bay Street This project involves relocating the overhead utilities on Bay Street to underground service, to allow construction of the convention hotel and parking garage. Project Status: New Funding Source & Amount Funded in FY16: 2015 Bond, $1,000,000 Project Accounting #: 31800013 General Ledger #: 318-7304 Operating Budget Impact: Once relocated, FP&L will continue to maintain the lines. Project: Edwards Drive Streetscape Reconstructing the roadway, replacing the sidewalks, curbs and gutters and landscaping to match the downtown streetscape plan, between Monroe and Dean Street. Project Status: New Funding Source & Amount Funded in FY16: 2015 Bond, $300,000 Project Accounting #: 31800005 General Ledger #: 318-7135 Operating Budget Impact: Maintenance of improvements will be absorbed with existing staff. There will be an increase in utilities for irrigation.

333

CAPITAL IMPROVEMENT PROJECTS EQUIPMENT Equipment projects include the purchase of heavy equipment and vehicles. A total of $2,732,000 has been budgeted in FY2016 to accommodate equipment projects, detailed below.

FIRE DEPARTMENT Project: Engine 14 Replacement Replacement of Engine14 via seven year lease to own agreement. Project Status: On-going Funding Source & Additional Amount Funded in FY16: General Fund, $87,000 Project Accounting #: 31000233 General Ledger #: 310-7254 Operating Budget Impact: Decrease of approximately $20,000 annually in repairs and maintenance expense. Project: Life Pac-15 Monitor/Defibrillator Replacements Replacement of Life Pac-15 monitor/defibrillators. Project Status: New Funding Source & Amount Funded in FY16: AFG Grant $94,500, General Fund, $10,500 Project Accounting #: 31000243 General Ledger #: 310-7284 Operating Budget Impact: Expense in the amount of $10,500 which represents the City's match to the Grant. PUBLIC WORKS DEPARTMENT Project: Automated Side Loading Purchase of (1) replacement automated side loading garbage truck. Project Status: New Funding Source & Amount Funded in FY16: Solid Waste Operations, $350,000 General Ledger #: 317-1730 Project Accounting #: 31700003 Operating Budget Impact: Reduction in repair and maintenance costs.

Project: Small Rear Loader & Combination Side/Rear Loader Purchase of (2) replacement combination side/rear loader garbage trucks. Project Status: New Funding Source & Amount Funded in FY16: Solid Waste Operations, $600,000 General Ledger #: 317-1746 Project Accounting #: 31700007 Operating Budget Impact: Reduction in repair and maintenance costs.

334

CAPITAL IMPROVEMENT PROJECTS EQUIPMENT

Project: Horticulture Garbage Truck Purchase of (2) replacement 30 CY horticulture claw trucks. Project Status: New Funding Source & Amount Funded in FY16: Solid Waste Operations, $430,000 General Ledger #: 317-1740 Project Accounting #: 31700002 Operating Budget Impact: Reduction in repair and maintenance costs.

Project: Container Delivery Truck Purchase of (1) replacement container delivery truck. Project Status: New Funding Source & Amount Funded in FY16: Solid Waste Operations, $120,000 Project Accounting #: 31700005 General Ledger #: 317-6480 Operating Budget Impact: Reduction in repair and maintenance costs. Project: Roll Off Garbage Truck Purchase of (2) replacement Roll Off garbage trucks. Project Status: New Funding Source & Amount Funded in FY16: Solid Waste Operations, $590,000 General Ledger #: 317-1745 Project Accounting #: 31700004 Operating Budget Impact: Reduction in repair and maintenance costs.

Project: Parks Maintenance Vehicle Purchase of (1) maintenance vehicle. Project Status: New Funding Source & Amount Funded in FY16: 2014 Bond, $60,000 Project Accounting #: 31000246 General Ledger #: 310-7288 Operating Budget Impact: A $12,000 increase for vehicle maintenance and fuel.

Project: Portable Stage for City Events Replacement of portable stage. Project Status: New Funding Source & Amount Funded in FY16: Risk Management Operating Fund, $200,000 Project Accounting #: 31000247 General Ledger #: 310-7289 Operating Budget Impact: Reduction in repairs and maintenance costs. Project: Streets 35' Boom Truck New truck for maintaining newer, higher lighting fixtures citywide. Project Status: New Funding Source & Amount Funded in FY16: Gas Tax Construction, $190,000 Project Accounting #: 34900078 General Ledger #: 349-7308 Operating Budget Impact: $3,000 for service and inspections expense. 335

CAPITAL IMPROVEMENT PROJECTS STORMWATER A total of $1,081,442 has been budgeted in FY2016 to accommodate Stormwater projects, detailed below. McGregor Boulevard Drainage Rehabilitation Determine cause and extent of drainage system failure along McGregor Boulevard between Colonial Boulevard and downtown, design, permit and construct repairs. Cost estimates are dependent on purchase of upgrade to TV truck to video the current condition of the pipe by staff. Project Status: Ongoing Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $420,000. Project Accounting #: 34200018 General Ledger #: 342-7195 Operating Budget Impact: Annual maintenance of drainage is approximately $15,000 per mile, or a total of $30,000. Project: Citywide Drainage Rehab. & Drainage Improvements Construct small drainage improvement projects throughout the city to resolve localized flooding and water quality problems with simple solutions. Project Status: Ongoing Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $420,000. Project Accounting #: 34200007 General Ledger #: 342-7030 Operating Budget Impact: Annual maintenance of drainage is approximately $15,000 per mile, or a total of $20,000. Project: Stormwater Large Slope Mower Purchase of replacement equipment to mow sloped embankments, ditches and retention ponds. Project Status: New Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $160,000. Project Accounting #: 34200029 General Ledger #: 342-7312 Operating Budget Impact: $6,000 for fuel and maintenance. Project: Stormwater Small Excavator Equipment needed to repair/replace stormwater piping in rear easements and small areas behind homes too small for regular sized equipment. Project Status: New Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $36,442, 2006 General Bond, $45,000. Project Accounting #: 34200030 General Ledger #: 342-7313 Operating Budget Impact: $5,000 fuel and maintenance.

336

CAPITAL IMPROVEMENT PROJECTS PARKS AND BEAUTIFICATION Parks and Beautification projects include improvements to the landscape of the City and enhancements to its recreation facilities. A total of $385,000 is budgeted in FY2016 with details below.

PUBLIC WORKS Project: Centennial Park Sidewalks Repair sidewalk safety hazards at Centennial Park. Project Status: Ongoing, as needed. Funding Source & Amount Funded in FY16: Risk Management Operating Fund, $250,000 General Ledger #: 310-7126 Project Accounting #: 31000153 Operating Budget Impact: Reduction in repairs and maintenance costs. Project: The Spirit of Fort Myers Statue Foundation Repairs Renovation to the foundation of The Spirit of Fort Myers statue. Project Status: New Funding Source & Amount Funded in FY16: Risk Management Operating Fund, $135,000 Project Accounting #: 31000248 Operating Budget Impact: No Impact.

General Ledger #: 310-7290

337

CAPITAL IMPROVEMENT PROJECTS TRANSPORTATION Transportation projects listed below address providing appropriate roadways, road markings and sidewalks, in conjunction with the City's utility replacement projects. These projects ensure that citizens are safe on City streets at all times. A total of $3,287,922 has been budgeted in FY2016. Project: Hanson St. Extension - Shoemaker to Ortiz Ave. Completion of 60% of the design for a four lane corridor from US 41 to SR 82. Right-of-way acquisition, final construction documents and construction of a four lane Hanson Street from US 41 to Ortiz Avenue. Project Status: In progress Funding Source & Additional Amount Funded in FY16: Road Impact Fees, $1,600,000. General Ledger #: 349-7098 Project Accounting #: 34900042 Operating Budget Impact: Annual cost will include regular maintenance and operations. Project: Citywide Street Overlay Program Ongoing overlay and pavement marking of City streets at various locations throughout the City, to maintain core service level. Also includes rehabilitation of railroad crossings where necessary. Project Status: Ongoing Funding Source & Additional Amount Funded in FY16: 2014 Bond, $500,000. Project Accounting #: 34900001 General Ledger #: 349-4015 Operating Budget Impact: Reduced repair and maintenance and road materials.

Project: Intersection Safety Improvement Implementation of safety enhancement measures in various intersections citywide, including an offset intersection for an exclusive northbound right turn lane at Veronica Shoemaker Blvd and Palm Beach Blvd, a dedicated southbound to eastbound turn lane at Veronica Shoemaker Blvd and Colonial and improvements at the intersection of Edison Avenue and Ford Street. Project Status: Ongoing Funding Source & Amount Funded in FY16: Road Impact Fees, $200,000 Project Accounting #: 34900018 General Ledger #: 349-4427 Operating Budget Impact: Unknown.

Project: Citywide Bridge Repair/Replacement City owned bridges are those located on City right-of-way or easements. In compliance with the City's Comprehensive Plan Section 2, Policy 2.6, Action 2.6.3, the City has all bridges in excess of 20 feet, which are not inspected by FDOT, inspected by a private consultant. All bridge deficiency's need to be addressed and properly taken care of in order to meet both State and Federal requirements, as well as the Comprehensive Plan. Project Status: Ongoing Funding Source & Amount Funded in FY16: Gas Tax Construction, $300,000 Project Accounting #: 34900054 Operating Budget Impact: No impact.

General Ledger #: 349-7139

338

CAPITAL IMPROVEMENT PROJECTS TRANSPORTATION Project: City Sea Walls Repair Evaluation and repair of City Owned Sea Walls on Altamont Avenue, Clifford Street and Patrick Avenue. Project Status: Ongoing Funding Source & Additional Amount Funded in FY16: 2014 Bond $75,000. Project Accounting #: 34900075 General Ledger #: 349-7228 Operating Budget Impact: Continuous cleaning is required to extend sea wall life. Project: Citywide Alternative Transportation Modes Construct alternative transportation modes which includes sidewalk, shoulders and bike lanes. Project Status: Ongoing Funding Source & Additional Amount Funded in FY16: Road Impact Fees, $200,000. Project Accounting #: 34900032 General Ledger #: 349-7037 Operating Budget Impact: No impact. Project: McGregor Blvd Sidewalk Royal Palm Square to Colonial Blvd Sidewalk construction on McGregor Boulevard, Royal Palm Square to Colonial Boulevard. Project Status: New Funding Source & Additional Amount Funded in FY16: FDOT, $67,922. Project Accounting #: 34900079 General Ledger #: 349-7309 Operating Budget Impact: No impact. Project: Winkler Canal Shared Use Path Extension Feasibility Study Feasibility study for a shared use path along Winkler Canal, connecting existing pedestrian system on US 41 with sidewalks on McGregor Boulevard. Project Status: New Funding Source & Amount Funded in FY16: FDOT, $150,000. Project Accounting #: 34900080 General Ledger #: 349-7310 Operating Budget Impact: $1,500 maintenance and repair. Project: Winkler Boulevard Railroad Crossing Repair. Payment to Seminole Gulf Railway for repair of hazardous condition of the intersection of Winkler Avenue and the railroad tracks. Project Status: New Funding Source & Amount Funded in FY16: Risk Management Fund, $195,000. Project Accounting #: 34900081 General Ledger #: 349-7311 Operating Budget Impact: No impact.

339

CAPITAL IMPROVEMENT PROJECTS UTILITY By reviewing the Capital Projects Summary pages, the largest category of capital spending is with utility projects. Due to the age of the City's infrastructure, it was deemed necessary that major utility replacements occur in many areas. At the same time, as a result of the tremendous growth experienced by the City along with DEP mandates, it is imperative that our utility facilities are functioning properly and can provide quality service to both current and future demand. Below are projects that have appropriations in FY2016 that amount to $23,783,170. Project: Reuse Facility at South Plant Design and construction of reclaimed water production equipment at the South Plant. Project Status: On-going Funding Source & Additional Funded in FY16: Sewer Impact Fees, $673,343 Project Accounting #: 31100015 General Ledger #: 311-6236 Operating Budget Impact: Additional personnel cost of $36,833 and operations costs of $50,000 for electric, chemical and maintenance expenses. Project: Neighborhood Utility Improvement Projects Provide various neighborhood utility improvement projects consisting of both water and sewer line replacements in critical areas throughout the city. Project Status: On-going Funding Source & Additional Funded in FY16: Utility Operations Fund, $8,750,000 & Utility R&R Fund, $300,000 for a total of $9,050,000 Project Accounting #: 31100208 General Ledger #: 311-4496 Operating Budget Impact: Addressing critical water and sewer line repairs in various city neighborhoods will reduce annual repair and maintenance costs. Project: Hanson Street Extension - Veronica S. Shoemaker to Ortiz Ave. Install necessary water and sewer utilities in the future extension of Hanson Street from Veronica S. Shoemaker to Ortiz Avenue. Project Status: On-going Funding Source & Additional Amount Funded in FY16: Utility Fund Operations, $109,667 Project Accounting #: 31100164

General Ledger #: 311-6500

Operating Budget Impact: Addition of sanitary sewer, potable water main and reclaimed water main to the City's system provides additional revenue potential as development of unused portions of the wellfield occurs.

340

CAPITAL IMPROVEMENT PROJECTS UTILITY Project: Central AWWTP Trunk Sanitary Sewer Replacement Replacement of the aging trunk sanitary sewer transmission main on Palm Avenue, Indian and Raleigh Streets which travels to the Central Plant. Further, this project provides for sewer flows that would normally be sent to the South Plant to be redirected to the Central Plant in order to maximize capacity of both plants. Project Status: On-going Funding Source & Additional Amount Funded in FY16: 2011 Bonds, $1,200,000 & Sewer Impact Fees, $2,000,000 for total of $3,200,000 Project Accounting #: 31100216 General Ledger #: 311-7218 Operating Budget Impact: Reduction in annual repair and maintenance. Project: Lift Station #10 & Force Main Replacement Replacement of pumps, control panel and equipment for Lift Station #10 to allow the pumping of additional wastewater to the Central Plant or South Plant depending on flow levels and capacity. Project also upgrades the force main. Project Status: On-going Funding Source & Additional Funded in FY16: 2011 Bonds, $625,000 Project Accounting #: 31100228

General Ledger #: 311-7249

Operating Budget Impact: Reduction in annual repair and maintenance. Project: Citywide Sewer Main Repl. Program, Phase V Replacement of existing sewer lines which have become unserviceable due to age and location with new lines for maximum capacity flow. This project will coincide with the Phase V water replacement project. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $700,000 Project Accounting #: 31100249

General Ledger #: 311-7301

Operating Budget Impact: Reduction in annual repair and maintenance. Project: Citywide Water Main Repl. Program, Phase V Replacement of existing water lines which have become unserviceable due to age and location with new lines. This project will coincide with the Phase V sewer replacement project. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $300,000 Project Accounting #: 31100250

General Ledger #: 311-7302

Operating Budget Impact: Reduction in annual repair and maintenance.

341

CAPITAL IMPROVEMENT PROJECTS UTILITY Project: Degasifier #1-#2 Replacement Replace degasifiers #1 and #2, blowers and packing in degasifiers #3 and #4. This project provides backup to existing degasifiers and allows for increased capacity. Project Status: New Funding Source & Amount Funded in FY16: Utility Operating Fund, $258,660 Project Accounting #: 31100242 General Ledger #: 311-7291 Operating Budget Impact: No impact. Project: Water Plant Air Handler Replacement Replacement of all plant air handlers (administration, shop and MCC room) Project Status: New Funding Source & Amount Funded in FY16: Utility Operating Fund, $65,000 Project Accounting #: 31100241 General Ledger #: 311-7300 Operating Budget Impact: Slight reduction in utility costs. Project: Wellfield Capacity Enhancements Redevelop wells to increase yield. Project Status: On-going Funding Source & Additional Funded in FY16: Water Impact Fees, $425,000 Project Accounting #: 31100026 General Ledger #: 311-6121 Operating Budget Impact: Increase in yield may lead to increased revenue through water sales if supported by demand, amount not known. Project: New Storage Tank Pump Station in SE Area New pump station including a 5 million gallon storage tank in the SE area of the distribution system. Project Status: New Funding Source & Amount Funded in FY16: Water Impact Fees, $1,000,000 Project Accounting #: 31100243 General Ledger #: 311-7292 Operating Budget Impact: No impact. Project: Wellfield and Water Plant Generator Installation Install a new generator at well sites and/or water plant per DEP rule on emergency power back up system. Project Status: New Funding Source & Amount Funded in FY16: Utility Operating Fund, $115,000 Project Accounting #: 31100144 General Ledger #: 311-7293 Operating Budget Impact: No impact.

342

CAPITAL IMPROVEMENT PROJECTS UTILITY Project: Bulk and Day Storage Tank Replacement Replace existing storage tanks and re-coat containment basins. Includes alternate PH adjustment system to provide corrosion control and stability for the distribution system. Project Status: On-going Funding Source & Additional Funded in FY16: Utility R&R Fund, $181,000 Project Accounting #: 31100217 General Ledger #: 311-7219 Operating Budget Impact: No impact.

Project: Water Plant Roof Replacement Replacement of the existing metal roof for the water plant to correct leaks due to corrosion. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $200,000 Project Accounting #: 31100252 General Ledger #: 311-6527 Operating Budget Impact: Slight reduction in repair and maintenance.

Project: Lift Station Replacement/Upgrade Program Replacement and upgrade of pumps and panels on lift stations throughout the City as a result of normal wear and tear and need for compliance with current standards. Project Status: On-going Funding Source & Additional Amount Funded in FY16: Utility R&R Fund, $175,000 Project Accounting #: 31100045 General Ledger #: 311-6269 Operating Budget Impact: Slight decrease in ongoing repairs and maintenance. Project: Water/Sewer Emergency Rehabilitation Repair or replace existing water main and sewer main lines that have breaks, clogs or other failures. Usually the repair will be a small break that has occurred in a neighborhood and needs to be done on an emergency basis. Project Status: On-going Funding Source & Additional Amount Funded in FY16: Utility Operations Fund, $200,000 General Ledger #: 311-6503 Project Accounting #: 31100168 Operating Budget Impact: No impact. Project: Backflow Testing and Repair Installation and repair of backflow prevention devices for both residential and commercial properties. Project Status: On-going Funding Source & Additional Amount Funded in FY16: Utility R&R Fund, $100,000 General Ledger #: 311-7174 Project Accounting #: 31100196 Operating Budget Impact: No impact. 343

CAPITAL IMPROVEMENT PROJECTS UTILITY Project: Sewer Collection Force Main SCADA System The acquisition of a centralized, computer managed SCADA (Supervisory Control and Data Acquisition) system for lift stations on citywide sewer force mains. This system includes a central computer control site, communications with all lift station units on the force mains, schedules pump times, manages and corrects abnormal operating parameters and maximizes flow efficiencies to designated wastewater plants from a central location or laptop. Project Status: On-going Funding Source & Additional Amount Funded in FY16: Utility Operations Fund, $158,500 Project Accounting #: 31100224

General Ledger #: 311-7236

Operating Budget Impact: Reduced utility costs with pumps running at lower force main pressures reduces need for added personnel if growth occurs. Project: Citywide Small Water Meter Replacement Program Replace 5/8" up to 2" water meters, as the useful life of a water meter is typically twelve years. Reliable and accurate meters are necessary to obtain consumption reads for billing purposes. Project Status: New Funding Source & Amount Funded in FY16: Utility Operations Fund, $200,000 Project Accounting #: 31100253

General Ledger #: 311-6184

Operating Budget Impact: Accurate meter readings may generate additional revenue to the Utility Operating Fund. Updated meters will also result in less repair and maintenance. Project: Citywide Manhole Rehabilitation Repair and replace sewer manholes Citywide. This project will reduce the infiltration to the sewer plant, thereby reducing the quantity of water to be treated. Project Status: On-going Funding Source & Additional Amount Funded in FY16: Utility R&R Fund, $100,000 General Ledger #: 311-6232 Project Accounting #: 31100060 Operating Budget Impact: Reduction in repairs and maintenance costs and potentially reduced utility and chemical costs at the sewer plants. Project: Replacement Utility Maintenance Excavator Replacement of SW224 excavator for use in the repair of sewer related excavation and sewer line repairs. Project Status: New Funding Source & Amount Funded in FY16: Utility Operating Fund, $165,000 General Ledger #: 311-7303 Project Accounting #: 31100251 Operating Budget Impact: Reduction in repairs and maintenance costs.

344

CAPITAL IMPROVEMENT PROJECTS UTILITY Project: Plantwide Structural Rehab - Central Plant Plantwide structural rehabilitation of concrete structures to prevent leaks and spills Project Status: On-going Funding Source & Additional Amount Funded in FY16: 2011 Bonds, $500,000 & Utility Operations Fund, $500,000 for a total of $1,000,000 Project Accounting #: 31100215 General Ledger #: 311-7217 Operating Budget Impact: Annual savings in repair & maintenance of $20,000 Project: Nitrification Gearbox Rebuild/Replacement - Central Plant Replace or rebuild existing nitrification aerator gear boxes and motors required for plant process control. Project Status: New Funding Source & Amount Funded in FY16: 2011 Bond, $800,000 General Ledger #: 311-6296 Project Accounting #: 31100007 Operating Budget Impact: Annual savings estimated at $50,000 Project: Alum Storage/Feed System Replacement - Central Plant Replace aluminum sulfate storage tanks and necessary feed equipment. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $100,000 General Ledger #: 311-7297 Project Accounting #: 31100086 Operating Budget Impact: No impact.

Project: Traveling Screen Sprayer and Compactor - Central Plant Installation of sprayer and compactor for influent traveling screens. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $100,000 Project Accounting #: 31100246 General Ledger #: 311-7295 Operating Budget Impact: Annual savings in repair & maintenance of an estimated $6,000 Project: Odor Control Equipment - Central Plant Replace carbon material for the system to control the odor from incoming sewage. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $1,300,000 Project Accounting #: 31100094 General Ledger #: 311-6535 Operating Budget Impact: No impact.

345

CAPITAL IMPROVEMENT PROJECTS UTILITY Project: Fork Lift Replacement - Central Plant Replace current fork lift to allow the maintenance crew to comply with mandated repair services. Project Status: New Funding Source & Amount Funded in FY16: Utility Operations Fund, $142,000 Project Accounting #: 31100245 General Ledger #: 311-7294 Operating Budget Impact: No impact. Project: Traveling Screen Replacement - Central Plant Complete rehabilitation of influent screens. Project Status: On-going Funding Source & Additional Amount Funded in FY16: 2011 Bond, $1,000,000 Project Accounting #: 31100158

General Ledger #: 311-6536

Operating Budget Impact: Reduction in repair & maintenance in the estimated amount of $4,000.

Project: Traveling Screen Rehabilitation - South Plant Complete rehabilitation of influent screens. Project Status: On-going Funding Source & Additional Amount Funded in FY16: 2008 Bond, $540,000 & 2011 Bond, $310,000 for a total of $850,000 Project Accounting #: 31100186

General Ledger #: 311-7238

Operating Budget Impact: Reduction in repair & maintenance in the estimated amount of $4,000.

Project: Influent Line Rehabilitation - South Plant Rehabilitation of worn out plant influent lines leading to the influent wet well in order to prevent spills. Project Status: On-going Funding Source & Additional Amount Funded in FY16: 2011 Bond, $250,000 Project Accounting #: 31100189 General Ledger #: 311-7234 Operating Budget Impact: Unknown. Project: Facility Roof Restoration - South Plant Replacement of facility roofs. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $80,000 Project Accounting #: 31100107 General Ledger #: 311-7298 Operating Budget Impact: No impact.

346

CAPITAL IMPROVEMENT PROJECTS UTILITY Project: Dumpster Bay Rehabilitation - South Plant Replacement of dumpster bay doors, repair of drain lines and damaged concrete and fixtures. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $60,000 Project Accounting #: 31100248 General Ledger #: 311-7299 Operating Budget Impact: No impact. Project: Traveling Screen Sprayer and Compactor - South Plant Installation of sprayer and compactor for influent traveling screens. Project Status: New Funding Source & Amount Funded in FY16: Utility R&R Fund, $100,000 Project Accounting #: 31100247 General Ledger #: 311-7296 Operating Budget Impact: Annual savings in repair & maintenance of an estimated $6,000

347

ASSETS $750-$5,000 SUMMARY The following provides details on all capital purchases from operations planned for Fiscal Year 2015/2016. These items are listed in Fund/Department order and are indicated if they are replacement (R) items, additional (A) items, or an upgrades (U) to a particular item. All impacts to the operating budget have been included in the individual Department budgets. Assets $750-$5,000 relate to the purchases of assets whose value is in excess of $750 but less than $5,000 with a useful life of more than one year. These acquisitions consist of outright purchases, construction, lease-purchase agreements, installment purchase contracts, eminent domain, tax or special assessment foreclosure or gifts such as land, buildings, improvements and equipment.

BY FUND: General Fund Special Revenue Funds Enterprise Funds Internal Service Funds

132,000 34,700 71,100 138,300

TOTAL CAPITAL OUTLAY:

BY DEPARTMENT: City Manager Risk Management Information Technology Services (ITS) Police Fire Public Works (PW) TOTAL:

4,500 800 137,500

348

381,900

85,100 39,500 114,500 381,900

ASSETS $750-$5,000

Dept. #

DepartmentDivision Name

General Fund 002-0202 City Manager 002-0602 Recreation 002-0602 Recreation 002-0902 PW/Engineering 002-0902 PW/Engineering 002-0902 PW/Engineering 002-1002 Police 002-1002 Police 002-1002 Police 002-1002 Police 002-1002 Police 002-1002 Police 002-1101 Fire Grant Funds 054-9854 WCIND Grant

Function -Object Code

Description

Total FY2016 Budget

Office Furniture Equipment Shed at Golfview Pool Kiddie Pool Slide File cabinets GIS Trimble Unit Filing Software Portable Radios Replacement items for Police cars Vehicle equipment K9 Deployment, Heat System, Forensic Equip. SWAT Ballistic Shields Computer Forensic Drive Replacement Bunker Gear Total General Fund

512-5255 572-5255 572-5255 539-5255 539-5255 539-5299 521-5255 521-5255 521-5255 521-5255 521-5255 521-5298 522-5255

R A A A A A R R R R R R R

New Vessel

521-5255 R

Total Grant Funds Special Revenue Funds 106-0904 Streets 106-0904 Streets Enterprise Funds 401-0905 Utility Engineering 401-0909 Water Distribution 401-0911 Central AWWTP 401-0911 Central AWWTP 401-0912 South AWWTP 401-0912 South AWWTP 420-0916 Container Collection 420-0918 Horticultural Removal 420-0920 Recycling Curbside 420-0924 Roll-Off

Internal Service Funds 503-0706 ITS 503-0706 ITS 521-2101 Risk Management

4,500 2,000 1,200 2,000 1,000 2,500 26,600 25,000 6,600 5,000 6,100 10,000 39,500 132,000 5,800 5,800

541-5255 R Misc. tools/equipment, street saw, chain saw, drills, etc. Street Light Replacements 541-5255 R Total Special Revenue Funds $

30,100 34,700

Radio detector (locates) Misc. Tools/Equipment Titrator for chlorine residual measurement Autosampler Head Trash Pump Lab Equipment Motorola Radios Motorola Radios Miscellaneous Roll-off containers Total Enterprise Funds

3,000 1,000 3,700 3,500 2,500 3,000 3,100 3,100 3,200 45,000 71,100

536-5255 533-5255 535-5255 535-5255 535-5255 535-5255 534-5255 534-5255 534-5255 534-5255

R R R R R R R R R R $

Hardware Replacement Program 513-5298 R Software Replacement Program 513-5299 R Equipment, furniture 513-5255 R Total Internal Service Funds $ Total Assets $750-$5,000 349

4,600

100,000 37,500 800 138,300 381,900

CAPITAL OUTLAY SUMMARY The following provides details on all capital purchased from operations planned for Fiscal Year 2015/2016. These items are listed in Fund/Department order and indicated if they are replacement (R) items, additional (A) items, or upgrades (U) to a particular item. All impacts to the operating budget have been included in the individual Department budgets. Capital Outlay relates to the purchase of assets whose values are in excess of $5,000 but less than $50,000 with a useful life of two or more years. These acquisitions consist of outright purchases, construction, lease/ purchase agreements, installment purchase contracts, acquisition via eminent domain, tax or special assessment foreclosure, or gifts such as land, buildings, improvements and equipment. BY FUND: General Fund Enterprise Funds Internal Service Funds

585,000 553,500 939,500

TOTAL CAPITAL OUTLAY:

2,215,776

Vehicles 550,000 30,000

Equipment/Other 155,176 541,100 187,500

Total 705,176 571,100 187,500

Sub-Total

580,000

883,776

1,463,776

Citywide vehicle replacements

752,000

BY DEPARTMENT: Police Public Works (PW) Information Technology Services (ITS)

TOTAL:

1,332,000

350

883,776

2,215,776

CAPITAL OUTLAY

DepartmentDept. # Division Name General Fund 002-0602 Recreation 002-0603 Parks 002-1002 Police 002-1002 Police Enterprise Funds 401-0908 Water Plant 401-0908 Water Plant 401-0908 Water Plant 401-0908 Water Plant 401-0908 Water Plant 401-0908 Water Plant 401-0911 Central AWWT 401-0911 Central AWWT 401-0911 Central AWWT 401-0911 Central AWWT 401-0911 Central AWWT 401-0912 South AWWT 401-0912 South AWWT 401-0912 South AWWT 401-0913 Sewer Lift Stations 401-0913 Sewer Lift Stations 401-0914 420-0916 420-0917 420-0924

Sewer Maintenance Solid Waste Container Solid Waste Residential Solid Waste Roll Off

FunctionObject Code

Description

Total FY2016 Budget

Trailer 2 Sports Mowers Vehicles SWAT-Night Vision System General Fund Total

572-6400 539-6400 521-6400 521-6400

A R A R

2 Frequency Drives and A/C Units 5 Wellfield flow meter upgrade Security System Cameras Instruments for Process Control Exhaust Systems on Plant Generators Chemical Metering Pumps Roof and Window Replacement Operations Building Roof Replacement Internal Recycle Pump Components Disc Filters Automatic Valves Air Conditioning Digester Building Roof Laboratory Air Conditioning Gas Chromatograph/Mass Spectrometer Lift Stations Telemetry Lift Stations Boom Truck Mechanicals Portable Trailer Mounted Sewer Line Cleaner Expedition Bobcat Equipment

533-6400 533-6400 533-6400 533-6400 533-6400 533-6400 535-6300 535-6300 535-6400 535-6400 535-6400 535-6300 535-6400 535-6400 535-6400 535-6400

R U U R R R R R R R R R R A U R

31,000 38,000 27,000 28,000 26,000 28,000 8,000 12,000 40,000 23,000 15,000 15,000 10,000 48,500 30,000 18,000

535-6400 534-6400 534-6400 534-6400

R R R R

46,000 30,000 30,000 50,000

Enterprise Funds Total

6,000 11,600 550,000 17,400 585,000

553,500

$ $

137,776 137,776

Grant Funds 054-9854 WCIND Grant

New Vessel

521-6400 R Grant Funds Total

Internal Service Funds 501-0919 Fleet

Replacement of Vehicles

519-6401 R

452,000

501-0919 Fleet

Replacement of 10 Police Vehicles

519-6401 R

250,000

501-0919 Fleet

Collision Replacements for Police Cruisers

519-0919 R

50,000

503-0706 ITS

Non-computer equipment

513-6400 R

25,000

503-0706 ITS

Hardware replacements

513-6408 R

62,500

503-0706 ITS

Software replacements

513-6409 R

100,000

Internal Service Funds Total

939,500

Total Capital Outlay

2,215,776

351

352

GLOSSARY -AAccrual - Revenues are recognized when earned and expenses are recognized when they are incurred. Ad Valorem - Property taxes levied on the value of land and improvements constructed thereon. Administrative Charge - The method used to charge Enterprise Funds for its share of central administration costs. Adopted Budget - Financial plan of revenues and expenditures for a fiscal year as approved by City Council. Amendment – Changes to the adopted budget increasing total appropriations, which requires the approval of City Council. The transfer of appropriations between Divisions, or across Funds, withdrawal from reserves, the creation/deletion of positions or a change that effects the level of service or programs maintained by a Department. Amortization – Provision for the extinguishment of a debt by means of a Debt Service Fund. Gradual reduction, redemption, or liquidation of the balance of an account according to a specified schedule of times and amounts. Appropriation - Funds authorized by Council to spend public funds for a specific purpose. Assessed Valuation - County Property Appraiser's estimation of the fair market value of real or personal property. Assessment Roll - The official list containing the legal description of each parcel of property, its assessed valuation and the name and address of the last known owners.

-BBalanced Budget – A budget in which total estimated revenues and balances brought forward equal total expenditures and reserves. Basis Point - One-one-hundredth of a percent. Bond - Written promise to pay a sum of money on a specific date at a specific interest rate as detailed in a bond ordinance. Brownfields – Generally abandoned, idled, or underused industrial and commercial properties where expansion or redevelopment is complicated by real or perceived environmental contamination. Budget - An annual plan adopted by City Council, which grants authority for expenditures and projects revenues in the current year. Budget Deficit - A budget in which expenditures exceed the planned or projected funds available. Budget Document - Official written statement of the annual fiscal year financial plan. Budget Hearing - Public Hearing conducted to consider and adopt the annual budget.

-CCapital Assets - Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, historical treasures, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period.

353

GLOSSARY (continued)

Capital Improvements - Expenditures for items costing more than $50,000 with the underlying asset having a useful life of more than 5 years. Capital Improvement Budget - The adopted capital improvement program for the upcoming fiscal year. Capital Outlay/Expenditures - Expenditures for items costing over $5,000 and under $50,000 having a useful life of more than one year. Capital Improvement Program - The second through fifth year of the capital improvement element of the comprehensive plan. Charges for Service - User charges for services provided by the City to those specifically benefiting from those services. CAM – Common area maintenance charges for taxes, insurance, and annual maintenance based on sq. ft. leasing and pro-rated for all tenants. Comprehensive Plan – The Plan is an adopted document that establishes guidelines for the future growth of the City. The elements or chapters of the Plan help the City to establish policy in order to preserve, promote, protect and improve the public health, safety, comfort, good order, appearance, convenience, law enforcement and fire prevention and general welfare of the City and its citizens.

-DDebt Service – Expense incurred related to repayment of debt obligations such as principal and interest. Debt Service Requirement - Amount of money required to pay on outstanding debt and required contribution to accumulate money for future retirement of bonds. Department – The City’s organizational unit that is composed of Divisions and which is responsible for a major governmental function. Depreciation – The decrease in value of physical assets due to use and the passage of time. Division – The basic organizational unit of the City that provides a specific service.

-EEncumbrance - The amount of money committed for the payment of goods and services not yet received or paid for. Enterprise Fund - A fund designated for activities that is primarily supported by user charges. The Yacht Basin is an example. Expenditure - The total amount of funds paid out by a government to acquire various goods and services.

-FFiscal Year - The twelve-month period which applies to the Annual Budget and reporting of activity (October 1st to September 30th). Franchise Fees - Fees levied on a corporation in return for sanctioning a monopoly or permitting the use of public property, usually subject to regulation of the governing body. FTE – Full time equivalent position; includes both full and part-time budgeted positions, one FTE equals 40 hours of payroll per week.

354

GLOSSARY (continued)

Full Time Position - Position that qualifies for full City benefits, usually 40 hours of work per week. Function Code - State mandated method of categorizing costs of operations in a functionally equivalent manner. Facilitates comparison of expenses/expenditures between local governments. Fund - A set of interrelated accounts to record assets, liabilities, revenues, and expenditures associated with a specific purpose, or with a common revenue source. Fund Balance - A term used to express the equity (assets minus liabilities) of governmental funds.

-GGAAP - Generally Accepted Accounting Principles as determined through common practice or as promulgated by the Government Accounting Standards Board, Financial Accounting Standards Board or various other accounting standard setting bodies. General Fund - A fund used to account for all general-purpose activities of the City supported by taxes and other non-dedicated revenues such as license and permit fees and state-shared cigarette and liquor tax, etc. Unless there is a legal, contractual or managerial requirement for separate accounting, all activities of the unit are recorded in the General Fund. Goal - Statement that describes the purpose toward which an endeavor is directed. Governmental Funds â&#x20AC;&#x201C; Government resources are allocated to and accounted for in separate subentities, called funds, based upon the purposes for which they are to be spent and the means by which spending activities are controlled. Governmental Funds consist of the General Fund, Special Revenue Funds, Capital Projects Fund, Debt Service Funds and Special Assessment Funds. Grant - Contribution by one governmental unit to another for a specific purpose. Growth Management Code â&#x20AC;&#x201C; A unified land development code that contains all the standards for development including zoning regulations, subdivision, signage, landscaping, historic preservation, building and fire code requirements, flood prevention, and concurrency/infrastructure requirements.

-IImpact fee - An estimated cost of providing needed improvement, or additions to public infrastructure systems depleted by development. Internal Service Fund - Funds used to account for the financing of goods or services provided by one department or agency of a government to others within the government on a cost-reimbursement basis.

-JJudgment - The final decision of the court, which resolves a dispute and determines the rights and obligations of the parties involved.

-LLevy - Imposed taxes, special assessments, or service charges. LIBOR - London Inter-Bank Offered Rate. The rate at which the highest rated banks offer to lend to one another. LIBOR of various maturities, including 1-month, 3-month, 6-month and 1-year, are widely used as interest rate indices. Interest rates are frequently quoted as a spread to LIBOR.

355

GLOSSARY (continued)

-MMill - A mill equals $1.00 of tax per $1,000.00 of taxable value. Millage Rate - The value expressed as a dollar value per $1,000 of assessed valuation that will be levied on the value of real property. The rate is set annually by City Council to fund general governmental expenditures. Modified Accrual - Revenues are recognized when they become measurable and available. Expenditures are generally recognized when the related fund liability is incurred. An exception to this general rule is principal and interest on general long-term debt, which is recognized when due except for the accrual of certain principal and interest in the Debt Service Funds for which financial resources have been provided during the current year for payment due early in the following year.

-OObject Code - Account to which an expenditure is recorded in order to accumulate and categorize the various types of payments that are made. These are normally grouped into Personal Services, Operating, Capital Outlay, and Other for budgetary analysis and financial reporting purposes. Objective - A simply stated, readily measurable statement of aim or expected accomplishment within the fiscal year. A good statement of objectives should simply be a specific standard of performance for a given program: 1. An operational objective focuses on service delivery. 2. A managerial objective focuses on those aspects of management that help staff achieve operational objectives; i.e., staff training, work plan development, etc. Operating Expenditures – Costs incurred for goods and services, which primarily benefit the current period and are not defined as personal services or capital outlay. Some examples include contractual services, supplies, utilities, etc. Ordinance - A formal legislative enactment by the governing board of a municipality. Other Expenditures – Costs incurred that are not personnel, operating or capital related, such as transfers or debt service. Other Enterprise Funds - All Enterprise Funds excluding the Utility Fund.

-PParity Debt – Securities issued or to be issued with equal and ratable claim on the same underlying security and source of payment for debt service. Part-time Irregular - Position which is less than 20 hours and/or less than 52 weeks with no benefits. Part-time Regular – Position, which is more than 20 hours and 52 weeks. Benefits are pro-rated - sick and vacation time only. Payment in Lieu of Taxes (PILT) - A calculation of the amount of Ad Valorem Taxes or any other taxes which would have been paid if the property had been taxable under Florida Law, or if the business was operated by a private enterprise. Pension Trust Fund - A fund that holds the City and employee contributions in a defined benefit plan for retirement. Personal Services - All costs directly associated with employees - salaries, fringe benefits, etc.

356

GLOSSARY (continued)

Prior Year Surplus – Revenues in excess of expenditures in previous year that are available for appropriation in the current year. Can also be defined as current assets less current liabilities at fiscal year end. Property Tax - A tax levied on the assessed value of real property. This tax is also known as ad valorem tax. Proprietary Funds – Funds operated like a private business and charges user fees, includes Enterprise and Internal Service Funds. Purchase Order - A document that authorizes the delivery of specified merchandise or the rendering of certain services, establishes their cost, and creates a commitment on both the provider and receiver of the product or service.

-RRecurring Expenditure – A good or service that is expected to continue again in the next fiscal year or on a continuing annual basis, such as personnel salaries, utility payments, office space rentals, etc. Referendum - A measure voted on by the citizens of the local government. Refunding – The issuance of new debt whose proceeds are used to repay previously issued debt. Requisition - A document generated by individual City Divisions requesting goods or services to be obtained by the Purchasing Division. Reserves – An accumulation of a fund’s revenues in excess of expenditures over time. This is similar to retained earnings as used for corporations. Reserve for Encumbrances - A reserve account that represents open encumbered contracts and purchase orders. Resolution - An expression of a governing body concerning matters of administration, an expression of temporary character, or a provision for the disposition of a particular item of the administrative business of the governing body. Revenue - Money that a government receives as income. Revenue Bond – Bond issued to finance capital improvement projects supported by pledged revenues of the municipality. Revenue Reserves – Amount that reduces total revenues estimated that is set aside as a safe guard in the event the revenues are not collected as planned. Rolled Back Rate - Property tax rate, which would derive the same amount of revenue based on the new assessed values as was raised in the prior year at the old assessed values.

-SSpecial Assessment - A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. Special District - A local unit of special purpose, as opposed to general purpose, government within a limited boundary created by general law, special act, local ordinance, or by rule of the Governor and Cabinet. The special purpose or purposes of special districts are implemented by specialized functions and related prescribed powers. “Dependent Special District” means a special district that meets at least one of the following criteria:

357

GLOSSARY (continued)

(a) The membership of its governing body is identical to that of the governing body of a single county or a single municipality. (b) The governing body of a single county or a single municipality appoints all members of its governing body. (c) During their unexpired terms, members of the special district’s governing body are subject to removal at will by the governing body of a single county or a single municipality. (d) The district has a budget that requires approval through an affirmative vote or can be vetoed by the governing body of a single county or a single municipality. “Independent Special District” means a special district that is not a dependent special district defined above. Special Revenue Fund - Account for the proceeds of specific revenue sources that are restricted to expenditures for specified purposes. Statute - A written law enacted by a duly organized and constituted legislative body. Surplus - Excess revenues over expenditures. Swaption – Option to enter an interest rate swap. A payer swaption gives its purchaser the right, but not the obligation, to enter into an interest rate swap at a preset rate within a specific period of time. The swaption buyer pays a premium to the seller for this right. A receiver swaption gives the purchaser the right to receive fixed payments. The seller agrees to provide the specified swap if called upon, though it is possible for them to hedge that risk with other offsetting transactions.

-TTangible Personal Property - All assets used in a business that are subject to an ad valorem assessment, i.e. furniture, tools, inventory, machinery, equipment - whatever is used to generate income. Tax Base - Property valuations on which taxing authority levies its tax rates. Taxable Value - Assessed value of property minus any exemptions, which may be applicable. TRIM Notice - “Truth in Millage” (Section 200.065, F.S.), a tentative tax notice sent to all property owners in August to provide information reflecting tentatively adopted millage rates. Trust - Account for assets held by a governmental unit in a trustee capacity.

-UUser Charges - The payment of a fee for direct receipt of a public service by the party benefiting from the service.

358

COMMONLY USED ACRONYMS -AADA – Americans with Disabilities Act ALS – Advanced Life Support AWWT – Advanced Wastewater Treatment

-BBPI – Building, Permits and Inspections

-CCAFR – Comprehensive Annual Financial Report CASP – Community Agency Support Program CCC – Conference and Convention Council CDBG – Community Development Block Grant CDD – Community Development Department CEMP – Comprehensive Emergency Management Plan CERT – Citizen Emergency Response Teams CIB – Capital Improvement Budget CIP – Capital Improvement Plan COLA – Cost of Living Adjustment COR – Certificate of Review CPI – Consumer Price Index CRA – Community Redevelopment Agency CSA – Community Service Aide

-DDBE – Disadvantaged Business Enterprise DEP – Department of Environmental Protection DRA – Downtown Redevelopment Area DROP – Deferred Retirement Option Plan

-EEEO – Equal Employment Opportunity EEOC – Equal Employment Opportunity Commission EMT – Emergency Medical Technician EMPA – Emergency Management Preparedness Association EOC – Emergency Operating Center EPA – Environmental Protection Agency ESRI – Environmental Systems Research Institute

-FFDEP – Florida Department of Environmental Protection FDOT – Florida Department of Transportation FEMA – Federal Emergency Management Agency FGCU – Florida Gulf Coast University FLSA – Fair Labor Standards Act FMCC – Fort Myers Country Club

359

COMMONLY USED ACRONYMS (continued)

COMMONLY USED ACRONYMS -F- (cont.) FMLA – Family Medical Leave Act FMPD – Fort Myers Police Department FMRA – Fort Myers Redevelopment Area

-GGASB – Governmental Accounting Standards Board GIS – Geographic Information Systems GFOA – Government Finance Officers Association GPS – Global Positioning System

-HHAZ-MAT – Hazardous Materials HVAC – Heating, Ventilation, Air Conditioning

-IIAEM – International Association of Emergency Managers IAFC – International Association of Fire Chiefs IAFF – International Association of Fire Fighters IAVM – International Association of Venue Managers ICC – International Code Council ISO – International Organization for Standardization ITS – Information Technology Services IVR – Interactive Voice Response

-LLLEBG – Local Law Enforcement Block Grant LETF – Law Enforcement Trust Fund LOC – Line of Credit

-MMPO – Metropolitan Planning Organization MLK – Martin Luther King, Jr. Boulevard

-NNFPA – National Fire Protection Association NIMS – National Incident Management System NPDES – National Pollutant Discharge and Elimination System NSP – Neighborhood Stabilization Program

-PPAL – Police Athletic League PBA – Police Benevolent Association PIO – Public Information Officer

360

COMMONLY USED ACRONYMS (continued)

COMMONLY USED ACRONYMS -P- (cont.) PUD – Planned Unit Development PYS – Prior Year Surplus

-RR&R - Renewal and Replacement RFP – Request for Proposal RFQ – Request for Qualification RRT - Rapid Response Team R&M – Repairs and Maintenance

-SSAD – Special Assessment District SAGA – Special Assessment Geographic Area, see Special Assessment SFWMD – South Florida Water Management District SHIP – State Housing Initiative Partnership SRF – State Revolving Fund SRO – School Resource Officer S.T.A.R.S. – Success Through Academic and Recreational Support SWFEC – Southwest Florida Enterprise Center

-TTCO – Telecommunications Operator TEA – Transportation Enhancement Activity TIF – Tax Increment Financing

-UUAAL – Unfunded Actuarial Accrued Liability

-VVEBA – Voluntary Employees Benefit Association

-WWI-FI – Wireless Fidelity WMD – Weapons of Mass Destruction WTE – Waste-to-Energy

361

CITYWIDE PERSONNEL BY DEPARTMENT The following table summarizes, by department where personnel are budgeted, the changes in the full-time equivalent positions (FTE’s) for an eight-year period. Department

FY08-09

FY09-10

FY10-11

FY11-12

FY12-13

FY13-14

Mayor*

1.0

0.0

City Council*

6.0

0.0

City Manager

5.0

City Clerk City Attorney

0.0

4.0

15.0

17.5

16.0

10.0

9.0

Fire

148.0

121.0

141.0

142.0

Police

290.5

252.5

250.0

249.9

249.7

248.7

Human Resources

10.0

9.0

8.0

ITS

20.5

17.0

19.0

20.0

Financial Services

41.5

32.0

31.5

Community Development Tourism/Venues

90.6

53.0

50.0

49.9

59.9

61.9

42.2

37.9

36.4

39.0

39.9

39.7

39.3

36.6

314.1

273.4

267.5

267.0

266.1

268.6

270.6

119.2

101.7

97.0

98.1

98.7

98.0

97.9

97.8

0.0

1113.6

928.0

927.9

931.5

932.5

942.6

943.9

946.1

Public WorksOperations Public WorksRecreational Pension Total

FY 14-15 FY 15-16

Discussion of changes from Adopted Budget FY2014/15 to FY2015/16 can be found in the Overview Section of this document. * Excludes elected officials and CRA. Total FTE’s of 946.1 includes seventeen positions whose funding have been frozen for FY2016.

362

RESOLUTION NO. 2015-53 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FORT MYERS, FLORIDA, FIXING THE MILLAGE RATE OF TAXATION AT 8.7760 MILLS FOR THE CITY OF FORT MYERS, FLORIDA, FOR THE YEAR 2015, LEVYING AN ANNUAL TAX FOR SAID YEAR, OTHERWISE PROVIDING FOR THE COLLECTION OF SAID TAXES, AND PROVIDING FOR AN EFFECTIVE DATE. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FORT MYERS, FLORIDA, that: SECTION 1. The rate of ad valorem taxation for the City of Fort Myers, Florida, for the year 2015 is hereby fixed at 8.7760 mills on every thousand dollars of the total assessed valuation of all real and tangible personal property liable for taxation; the allocation of said millage is for operation and maintenance expenses of the City of Fort Myers, Florida, for fiscal year October 1, 2015, to September 30, 2016. The 8.7760 millage rate is greater than the rolled back rate of 8.4041 by 4.43 percent. SECTION 2. The Lee County Tax Assessor be and is hereby directed and ordered to extend the said millage on the City assessment roll after being equalized and to affix thereto the certificate as required by Florida Statutes, Chapter 193 and deliver one (1) copy of the municipal tax roll to the City Clerk. SECTION 3. The Lee County Tax Collector be and is hereby ordered and directed to collect said taxes in lawful money of the United States of America and to keep a record of the proceeds of the respective millage levied as aforesaid and to pay all such proceeds promptly to the City of Fort Myers, Florida, for deposit into the General Fund as levied, all as provided in Florida Statutes, Chapter 197. SECTION 4.

This resolution shall become effective as provided by law.

363

RESOLUTION NO. 2015-54

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FORT MYERS, FLORIDA FIXING THE BUDGET APPROPRIATION FOR THE GENERAL FUND IN THE AMOUNT OF $94,038,950.00; THE UTILITY-ENTERPRISE FUND IN THE AMOUNT OF $76,412,470.00; ALL OTHER ENTERPRISE FUNDS IN THE AMOUNT OF $37,092,242.00; DEBT SERVICE IN THE AMOUNT OF $11,647,400.00; CAPITAL IMPROVEMENT IN THE AMOUNT OF $11,233,122.00, INTERNAL SERVICE IN THE AMOUNT OF $19,355,000.00, COMMUNITY REDEVELOPMENT AGENCY IN THE AMOUNT OF $6,011,400.00; SPECIAL REVENUE IN THE AMOUNT OF $11,009,162.00; AND TRUST AND AGENCY FUNDS IN THE AMOUNT OF $31,097,800.00 FOR THE CITY OF FORT MYERS, FLORIDA, FOR THE FISCAL YEAR COMMENCING OCTOBER 1, 2015, AND ENDING SEPTEMBER 30, 2016, AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS:

Florida Statutes, Chapter 218 requires that the fiscal year for all

municipalities shall be from October 1 through September 30, and WHEREAS:

Florida Statutes, Section 166.241 provides that municipalities

must adopt the budget by ordinance or resolution; and WHEREAS:

An appropriation budget has been prepared based upon the

estimates of the City Manager, together with the appropriations proposed by the City Council, and after giving notice by publication, a public hearing has been held thereon, all pursuant to the requirements of Florida Statutes, Chapter 200.065. NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FORT MYERS, FLORIDA, that: SECTION 1.

There be and is hereby appropriated for the fiscal year

commencing the 1st day of October, A.D., 2015, and ending the 30th day of September, A.D., 2016, the following appropriations in the respective amounts set forth and for the various purposes stated from the specific funds herein designated, to wit:

364

365

RESOLUTION 2015-54 (continued)

General Fund

Utility Fund

All Other Enterprise

Capital Improvement Budget

Debt Service

Revenues Ad Valorem Taxes 8.7760

41,584,300

Other Taxes

12,940,200

1,678,800

121,200

Licenses and Permits

9,715,300

3,576,700

Intergovernmental Revenues

8,854,800

200,000

312,422

Charges for Services

1,297,200

61,328,000

25,384,300

Fines and Forfeitures

597,400

185,000

Interest Income Miscellaneous Contributions from Other Funds Grants Debt Proceeds Operating Transfers In Appropriated Fund Balance Revenue Reserves

77,000

60,000

29,300

5,397,500

840,000

1,814,100

210,500

11,078,600

1,739,100

2,476,900

8,520,700

2,539,250

757,450

14,184,470

3,544,942

1,447,900

8,049,750

(119,000)

94,038,950

76,412,470

37,092,242

11,647,400

11,233,122

General Government

12,173,050

11,585,500

Public Safety

57,500,200

3,483,400

6,239,300

46,719,400

12,197,000

Total Revenues and Balances Expenditures

Physical Environment Transportation

491,300

925,300

Economic Environment

Culture and Recreation

2,671,400

11,701,100

Other Uses

1,324,700

3,000,000

Capital Projects Sub-total Expenditures Operating Transfers Out Capital Improvement Transfers Out Debt Service Transfers Out Expense Reserves Total Expenditures, Transfers & Balances

23,783,170

3,171,442

6,982,172

80,399,950

79,502,570

31,478,242

11,585,500

9,982,172

5,222,400

5,909,900

5,380,300

157,000

45,000

1,229,750

8,259,600

178,700

10,000

61,900

21,200

94,038,950

76,412,470

37,092,242

11,647,400

11,233,122

366

RESOLUTION 2015-54 (continued)

Internal Service

Trust & Agency Funds

Special Revenue

CRA

Citywide Budgeted 2015-2016

Revenues Ad Valorem Taxes 8.7760

41,584,400 18,479,800

Other Taxes

1,139,600

2,600,000

Licenses and Permits

13,292,000

Intergovernmental Revenues

100,000

5,920,538

15,387,760

Charges for Services

17,168,200

770,000

105,947,700

Fines and Forfeitures

782,400

Interest Income

300

4,000,000

4,166,600

100,000

192,000

626,924

27,097,800

36,278,824

Contributions from Other Funds

Miscellaneous

11,078,600

Grants

Debt Proceeds

Operating Transfers In

2,697,600

268,100

18,241,650

2,086,800

1,882,200

823,300

32,776,812

Appropriated Fund Balance Revenue Reserves

(119,000)

19,355,000

6,011,400

11,009,162

31,097,800

297,897,546

16,820,900

75,000

8,528,900

49,183,350

Public Safety

5,426,996

14,360,000

80,770,596

Total Revenues and Balances Expenditures General Government

Physical Environment

65,155,700

Transportation

4,250,100

5,666,700

Economic Environment

4,213,200

863,966

5,077,166

Culture and Recreation

14,372,500

Other Uses

4,324,700

Capital Projects

1,500,000

35,436,784

16,820,900

5,713,200

10,616,062

22,888,900

259,987,496

1,491,000

63,600

148,100

18,215,300

952,500

200,000

2,584,250

Sub-total Expenditures Operating Transfers Out Capital Improvement Transfers Out Debt Service Transfers Out Expense Reserves Total Expenditures, Transfers & Balances

82,400

8,520,700

8,200

234,600

45,000

8,208,900

8,589,800

19,355,000

6,011,400

11,009,162

31,097,800

297,897,546

367

RESOLUTION 2015-54 (continued)

SECTION 2.

A complete itemized copy of estimated revenues and expenses,

signed by the City Manager and filed with the City Clerk and marked â&#x20AC;&#x153;Official Budget, 2015-2016â&#x20AC;? is hereby approved and by reference adopted by sub-totals as part thereof. SECTION 3.

Adoption of this resolution shall be interpreted as approved by

the City Council, as required under Florida Statutes, Chapter 166 for City funds and payment for such goods and services as are enumerated within said budget for the fiscal year October 1, 2015, through September 30, 2016. SECTION 4.

This resolution shall become effective as of October 1, 2015, for

the fiscal year ending September 30, 2016.

368

COMMUNITY PROFILE City of Fort Myers The City of Fort Myers (the “City”), located on the southern west coast of Florida, is the County seat of Lee County. Established in 1886, Fort Myers was built on the site of Fort Harvie and was named for Colonel Abraham Charles Myers, then Chief Quartermaster of Florida. It is situated between Tampa and Miami along scenic U.S. Highway 41. A causeway links the Fort Myers area to Sanibel and Captiva Islands, which are beach resorts near Fort Myers. Within Lee County is the island of Boca Grande, known for its fishing waters, which provide trophy specimens to saltwater fishermen, including those who compete annually in the world's richest tarpon tournament. The City is readily accessible by air through Page Field in Fort Myers, which serves both business and recreational flyers, and through Southwest Florida International Airport, whose new terminal opened in September of 2005 with 28 state-of-the-art gates that in the future can be expanded to 65. Water access to the City is via the Caloosahatchee River, just 15 miles from the Gulf and bordering the City to the north and west. All of these means of access to Fort Myers and the surrounding area play a vital role in fostering the area’s prominent industry of tourism. Fort Myers is the cultural and trade center for Lee County and the surrounding area. While the leisure and hospitality services contribute largely to employment in the County, trade, transportation and utilities as well as professional and business services, education and health service and construction also constitute major industries. While the City provides typical municipal services, including a water and sewer system and sanitation services, it also provides yacht basin facilities, golf courses, recreational centers, an event center, a historical museum, a science center and historical homes.

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COMMUNITY PROFILE (continued)

Government During fiscal year ending September 30, 2007, the City of Fort Myers transitioned from a Strong MayorCity Council form of government to a City Manager-City Council form of government. The policy-making body of the City is a City Council composed of seven members. The Council consists of a Mayor elected at large, with one vote and no veto authority and six Council Members elected by their respective wards. All terms run for a four year period with the Mayor and three Council Members being elected at one election and two years later, the remaining three Council Members are elected. The City Council is responsible for all policy-making functions of the government. The City Manager is responsible for the administration of the City. Downtown Fort Myers is the site of a Federal Courthouse for the Middle District of Florida that consolidates Federal offices within a five-county area. The Lee County Justice Center, which was dedicated on May 1, 2009, provides 17 new courtrooms, 22 judges’ chambers and a public plaza.

County Lee County, founded in 1887, was named in honor of General Robert E. Lee. It encompasses approximately 811 square miles and is bordered by Charlotte County to the north, Hendry County to the east and Collier County to the south. The County is located on the west coast of Florida and includes several small islands in the Gulf of Mexico. Six incorporated municipalities are located on the mainland: the County seat of Fort Myers, the city of Cape Coral, the city of Bonita Springs, the town of Fort Myers Beach and the newly incorporated Village of Estero. A sixth municipality, Sanibel, is situated on the island of the same name. The unincorporated communities include Lehigh Acres, Estero, North Fort Myers, Tice, Alva, Pine Island, Matlacha and Captiva Island. Lee County's climate can be classified as sub-tropical with temperatures averaging from 70.8 degrees (F) in the winter months to 84.1 degrees (F) in the summer months. The annual rainfall equates to 54 inches.

Highways Interstate 75 is presently the principal north-south highway stretching from the Canadian border at Sault Ste. Marie, Michigan to northern Dade County, Florida. U.S. Highway 41, also a north-south highway, is a limited access four-lane road for most of the distance between Bradenton to the north and Naples to the south, connecting the Fort Myers – Cape Coral Metropolitan Statistical Area (“MSA”) with Tampa to the north, Miami via the route of the Tamiami Trail and Ft. Lauderdale via Alligator Alley toll highway. State Road 80 connects with U.S. Highway 27 in the central part of the State, providing additional access to the Orlando/central Florida area and the East Coast from Palm Beach north.

Lee County Schools The Lee County School District is the 33rd largest school district in the United States and ninth largest district in Florida, serving over 89,100 students including Charter schools, in the County's 44 elementary schools, 5 K-8th grade schools, 16 middle schools, 13 senior high schools, 24 Charter Schools and 18 specialized learning facilities. There are a total of 120 schools. The District graduates 75.2 percent of its students. The District achieved a 5-year AdvancED Accreditation Status in 2014. Prestigious International Baccalaureate (IB), Advanced Placement (AP) and Honors programs are offered at the high school level.

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COMMUNITY PROFILE (continued)

Dunbar High School holds the distinction of being named the first Microsoft Certified High School in the world. The School District is one of the County’s largest employers. Higher Education that services Southwest Florida’s population includes: Institution Florida Gulf Coast University Florida Southwestern State College formally Edison State College Hodges University Southwest Florida College Nova Southeastern University Rasmussen College Keiser University ITT Technical Institute

Degrees Bachelor, Master, Doctoral Associate, Bachelor

Programs/Specialty Business, Education, Arts & Sciences, Health Professions, Engineering Business, Education, Health Care, Criminal Justice, IT, Nursing, Paralegal

Associate, Bachelor, Master Associate

Business Administration, Accounting, Management Business

Bachelor, Master, Doctoral Associate, Bachelor Associate, Bachelor, Master Associate, Bachelor

Health Care, IT, Education, Criminal Justice, Counseling Business, IT, Medical, Nursing, Design Business Administration, Education, Legal Studies Business, IT, Electronics, Criminal Justice, Paralegal, Design

Medical Facilities Lee County’s healthcare industry continues to grow. The County is home to the award-winning Lee Memorial Health System, the sixth largest public health system in the United States and the largest community-owned health system in Southwest Florida. With more than 10,000 employees, the system includes four acute care hospitals and two specialty hospitals, as well as outpatient centers, walk-in medical centers and primary care physician offices. The system’s HealthPark Medical Center and Lee Memorial Hospital both rank as one of the 50 Best Hospitals in the United States. Southwest Florida is also home to a wide variety of top healthcare institutions with specialties ranging from cardiology to orthopedics.

Utilities Telecommunications plays a critical role in today’s business success, and regardless of what your communication needs, Lee County can connect you to the world with a complete range of voice, data and video communications solutions. CenturyLink Corporation, Comcast and Level 3 Communications are three of the local exchange carriers for Lee County. The City of Fort Myers and some sections of Lee County receive its power from the Florida Power & Light Company, the fourth largest investor-owned utility in the country. The balance of the County receives its power from the Lee County Electric Cooperative (LCEC), a customer-owned cooperative utility.

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COMMUNITY PROFILE (continued)

Commercial Fishing Commercial fishing in Lee County is a year-round operation with shrimp fleets making their homeports in Fort Myers and Fort Myers Beach. Varieties of seafood marketed here are pompano, grouper, snapper, Spanish mackerel, mullet, stone crabs and shrimp. Because of the large number of individual operators and small fleets involved in commercial fishing, complete current statistics are not available. According to the National Marine Fisheries Service, 43 different species of fish and shellfish are landed in substantial quantities in Lee County, which is considered one of the best fishing areas in the Southeast United States.

Recreational Facilities Lee County offers a variety of cultural, historical and recreational activities for residents and visitors alike. Tour the Thomas Edison and Henry Ford Winter Estates in Fort Myers, go bird watching at the J.N. â&#x20AC;&#x153;Dingâ&#x20AC;? Darling National Wildlife Refuge on Sanibel Island, catch the symphony at the Barbara B. Mann Performing Arts Hall or watch the Florida Everblades pro hockey team play at Germain Arena. Additionally, Lee County has 50 miles of white sand beaches, 97 local, state and national parks and both public and private golf courses. Prefer baseball? In March, spring training fever grips the area as the Boston Red Sox and Minnesota Twins come to town. In 2012, a state-of-the-art training ballpark and player development complex became the new home to the Boston Red Sox. The new complex includes a main ballpark with a total capacity of approximately 11,000 fans, six practice fields and other adjoining facilities that house both the major and minor league operations and a rehabilitation center. Through the summer months the Fort Myers Miracle, the Twins Class-A minor league team, thrill fans.

Tourism A combination of favorable climate and available recreational activities, including public beaches, tennis courts, golf courses and theaters, draws millions of visitors per year, making tourism a major industry in Lee County. Airport traffic at the Southwest Florida International Airport increased 4.4% comparing 2013 and 2014, with 7,637,801 visitors in 2013 and 7,970,493 in 2014. Southwest Florida International Airport consistently ranks among the 50 busiest airports in the nation. Opened in September of 2005, a $438 million airport expansion project added a 28 gate midfield terminal, twice the size of the old one, with state-of-the art storage, just-in-time freight transfer, faster turnaround and greater security, more parking and new roads, ramps and taxiways.

Population The County's population increased from 440,888 in 2000 to 653,485 in 2014, an increase of 48.2%. This compares to a 22.1% increase for Florida and a 13.3% increase for the nation. The following table shows the population data for the County, the State of Florida and the United States.

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COMMUNITY PROFILE (continued)

2000-2014 Population Lee County, Florida, United States 2000

2010

2014 Estimate

Percent Percent Change 2000Change 20102014 2014 Lee County 440,888 618,754 653,485 48.2% 5.6% Florida 15,982,378 18,801,310 19,507,369 22.1% 3.8% United States 281,421,906 308,745,538 318,857,056 13.3% 3.3% Source: Estimate, University of Florida, Bureau of Economic and Business Research (BEBR), July 2015

2010-2014 Population by Gender Lee County Florida Gender Male Female TOTAL

2010 Population 303,600 315,154 618,754

2014 Estimate 320,416 333,069 653,485

% Change 5.5% 5.7% 5.6%

Source: University of Florida, Bureau of Economic and Business Research, July 2015

2010-2014 Population by Age Lee County Florida Age 0-17 18-24 25-54 55-64 65 & Older TOTAL

2010 Population 120,869 47,476 218,111 87,192 145,106 618,754

2014 Estimate 124,761 50,903 224,368 94,766 158,687 653,485

% Change 3.2% 7.2% 2.9% 8.7% 9.4% 5.6%

Source: University of Florida, Bureau of Economic and Business Research, July 2015

Lee County, once recognized almost entirely as a resort and retirement community, has continued to undergo exciting new changes in recent years. Lee County has become an interesting blend of young and old. Workforce growth, education, infrastructure and the Southwest Florida International Airport expansions have increased Lee Countyâ&#x20AC;&#x2122;s viability as a place for industry.

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COMMUNITY PROFILE (continued)

2010-2014 Population by Race Lee County Florida Race

2010 Population 444,472 113,308 50,074 10,900 618,754

White Hispanic Black Other TOTAL

2014 Estimate 454,324 133,000 54,299 11,862 653,485

% Change 3.5% 17.4% 13.7% (36.4)% 5.6%

Source: University of Florida, Bureau of Economic and Business Research, July 2015

1998-2014 Population Growth City of Fort Myers and Lee County Florida Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

City of Fort Myers 46,506 46,971 47,874 49,909 51,323 52,527 57,585 61,412 (1) 65,729 (1) 67,851 (1) 68,689 (1) 68,819 (1) 62,298 (1) 63,662 (1) 66,835 (1) 67,081 (1) 69,437 (1)

Lee County 405,637 421,896 440,888 454,918 475,073 495,088 521,253 544,758 (1) 585,608 (1) 615,741 (1) 623,725 (1) 615,124 (1) 618,754 (1) 631,330 (1) 638,029 (1) 643,367 (1) 653,485 (1)

Source: City of Fort Myers, Florida Comprehensive Annual Financial Report (1) Estimate, University of Florida, Bureau of Economic and Business Research (BEBR), July 2015

Local and State Taxes While Florida has no individual state income tax, a corporate income tax is imposed. Inheritance tax is confined to the amount allowed as a credit to the State from the tax levied by the United States government. The 6% State Sales Tax applies to all items except groceries and medicines. In January of 2008, the voters of the State of Florida passed a constitutional amendment that provided tax relief to the Stateâ&#x20AC;&#x2122;s property owners. This amendment, known as Amendment #1, provided an additional

374

COMMUNITY PROFILE (continued)

$25,000 homestead exemption for properties exceeding $50,000 in value on top of the original $25,000 exception for residence, portability of the “Save Our Homes”, a constitutional amendment that provides that a resident property owner’s taxable assessment may not grow more than 3 percent per year or the inflation factor whichever is less and a $25,000 tangible property exception for businesses. A 10% cap on non-homesteaded property annual assessment increases became effective in 2010. It is a state law that all tax appraisals must be at 100% of value. The Florida corporate tax is 5.5%, with an exemption and no surcharge. The Board of County Commissioners of Lee County, the School Board of Lee County and the Fort Myers City Council are each limited by the Constitution of Florida to an ad valorem tax levy of 10.0 mills per $1,000 of assessed value for operating expenditures.

City of Fort Myers, Florida Property Tax Rates Direct and Overlapping Governments (Per $1,000 of Assessed Value) 1998-2015 Tax Year (1) 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 (1) (2)

Fiscal Year 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Fort Myers Millage Rate 5.7816 5.7816 5.7816 7.7816 7.7816 7.7816 7.2100 7.2100 6.8000 6.2560 7.1634 7.4000 8.4000 8.4000 8.7760 8.7760 8.7760 8.7760

Lee County Millage Rate 5.328 5.488 5.340 5.340 5.340 5.340 5.274 4.946 4.475 4.151 4.151 4.151 4.151 4.151 4.151 4.151 4.151 4.151

Calendar year basis Source: The School District of Lee County and Lee County Budget Services.

375

School District Millage Rate (2) 9.306 8.941 8.798 8.478 8.572 8.346 8.065 7.882 7.012 6.960 6.868 7.508 8.015 7.854 7.584 7.598 7.416 7.285

COMMUNITY PROFILE (continued)

City of Fort Myers, Florida Assessed Value of Taxable Property 1998-2015 (Dollar amounts expressed in thousands) Tax Year (1)

Real Property

Personal Property

Total Assessed Value

Allowable Exemptions

Taxable Value

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

2,239,929 2,332,962 2,479,783 2,629,771 2,789,657 3,186,259 3,830,193 5,298,629 7,457,263 8,718,202 8,552,631 6,418,351 5,052,642 4,808,666 5,033,513 5,316,312 5,978,526 6,668,668

304,677 350,345 434,365 464,511 549,820 626,590 615,440 679,982 751,407 800,697 824,237 802,995 765,227 731,437 653,919 640,310 606,790 616,235

2,544,606 2,683,307 2,914,149 3,094,283 3,339,477 3,812,849 4,445,633 5,978,611 8,208,670 9,518,900 9,376,868 7,221,346 5,817,869 5,540,103 5,687,432 5,956,622 6,585,316 7,284,903

719,613 743,889 836,186 884,465 903,408 1,016,861 1,326,374 1,877,768 2,272,274 2,474,874 2,530,069 1,837,252 1,477,179 1,463,061 1,621,546 1,756,364 2,028,996 2,302,476

1,805,454 1,939,418 2,077,963 2,209,818 2,436,069 2,795,988 3,119,259 4,100,843 5,936,396 7,044,026 6,846,798 5,384,094 4,340,690 4,077,042 4,065,886 4,200,258 4,556,320 4,982,427

(1) (2)

Ratio of Total Taxable Value to Total Assessed Value (2) 70.95 72.28 71.30 71.42 72.95 73.33 70.16 68.59 72.31 74.00 73.02 74.56 74.61 73.59 71.49 70.51 69.19 68.39

Calendar year basis. Florida Statutes require assessments at just valuation.

Allowable exemptions include the assessment differential value of capped parcels, which is more commonly known as the â&#x20AC;&#x153;Save Our Homesâ&#x20AC;? conditional amendment, which became effective in 1995. Additional assessment differentials including a second homestead exemption, a portability component for SOH, a residential non-homestead and one for other nonresidential real property were approved by referendum in January 2008. Source: Lee County Property Appraiser

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COMMUNITY PROFILE (continued)

City of Fort Myers, Florida Principal Property Taxpayers (Dollar amounts expressed in thousands)

Property Owner Edison Mall LLC Oasis Tower II Condominium Assn Inc. Gulf Stream Isles Apartments KRG Fort Myers Colonial Square LLC Northland Cypress Legends LLC BRE DDR BR Forum FL LLC Fort Myers Ansley LLC Montego Bay Property LLC An Fort Myers Imports LLC Reflections Property Holdings LLC Total

Type of Business Regional Shopping Center Multi-Family Multi-Family Community Shopping Center Multi-Family

Taxable Assessed Valuation $81,578 36,183 22,442 19,032

% of Total Taxable Assessed Valuation 1.83% .81% .50% .43%

14,362

.32%

14,260

.32%

14,009 12,676 12,668 12,651 $239,861

.31% .28% .28% .28% 5.36%

Community Shopping Center Multi-Family Multi-Family Auto Sales Multi-Family

Source: Lee County 2015 Tax Roll

Employment Unemployment Rates Lee County, Florida, and the United States 1998-2014 Fiscal Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

% County 3.0 2.6 2.6 3.1 4.0 4.0 3.9 3.2 3.0 4.7 13.0 13.0 11.7 10.2 8.9 7.1 6.0

% State 4.3 3.9 3.6 4.8 5.3 5.1 4.8 3.9 3.4 4.0 10.8 11.6 11.0 9.9 8.6 7.2 6.3

Source: Bureau of Labor Statistics, 2014 Annual Averages 377

% National 4.5 4.2 4.0 4.8 5.9 6.0 5.5 5.1 4.6 4.6 9.7 9.6 9.5 8.5 8.1 7.4 6.2

COMMUNITY PROFILE (continued)

2013 Lee County Florida Major Employers Company Lee Memorial Health System Lee County School District Publix Super Markets Lee County Administration Wal-Mart Corporation Chico’s FAS, Inc. Lee County Sheriff’s Office U.S. Postal Service FGCU, Office of the President City of Cape Coral

Product/Service

Employees

Non-Profit Hospital Public Schools Grocer, Retail County Government General Merchandise – Retail HQ for Women’s Apparel Public Safety, Sheriff Postal Service State University City Government

10,425 10,333 4,404 2,358 1,967 1,703 1,535 1,477 1,323 1,197

Source: Fort Myers Regional Partnership, February 2013

Lee County Industry Employment Projections 2014-2022

Trade, Transportation and Utilities Leisure and Hospitality Professional and Business Services Education and Health Services Construction Financial Activities All Other Industries

2014 19.2% 14.5% 11.7% 10.4% 7.5% 4.5% 32.2%

2022 18.3% 14.2% 12.2% 11.2% 9.2% 4.3% 30.6%

Source: Lee County Economic Development Office

A wave of change is hitting the shores of the Gulf of Mexico in Southwest Florida. An area long known for attracting tourists and retirees to its beaches and natural beauty, Lee County’s climate is perfect for business. Our exceptional quality of life, educated workforce and business-friendly community make it a home run for companies and their employees alike. That’s why many Fortune-rated companies like Gartner, Chico’s and Hertz have decided to locate here.

378

COMMUNITY PROFILE (continued)

Personal Income The total personal income of Lee County residents increased 5.6% between 2012 and 2013. The analysis of personal income is presented in the table below.

Lee County, Florida Personal Income by Major Industrial Component (Dollar amounts expressed in thousands) Industry

2012

Construction $ 935,849 Finance, Insurance and Real Estate 821,583 Retail Trade 1,249,607 Wholesale Trade 485,954 Government 2,626,202 Health Care and Social Assistance 1,541,004 Information, Professional and Technical 1,327,883 Services Agriculture, Forestry, Fishing, other 48,312 Transportation and Warehousing 250,728 Services 2,940,823 Manufacturing and Mining 372,220 Total $12,600,165 Source: U.S. Department of Commerce, Bureau of Economic Analysis website

379

2013

% Change 2012-2013

$ 1,030,543 865,142 1,333,991 525,373 2,698,450 1,618,932 1,361,140

10.1 5.3 6.8 8.1 2.8 5.1 2.5

62,055 281,366 3,124,214 399,830 $13,301,036

28.4 12.2 6.2 7.4 5.6

COMMUNITY PROFILE (continued)

City of Fort Myers, Florida Population and Lee County â&#x20AC;&#x201C; City of Fort Myers Per Capita Income and Labor Force 1998-2014 Year

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

City of Fort Myers Population 46,506 46,971 47,874 49,909 51,323 52,527 57,585 61,412 65,729 67,851 68,689 68,819 62,298 63,662 66,835 67,081 69,437

Per Capita Income

Labor Force

Unemployed

172,095 177,366 183,797 187,087 194,566 211,031 226,516 256,557 278,098 295,730 284,605 272,069 30,049 (1) 29,786 (1) 28,211 (1) 28,885 (1) 30,728 (1)

5,629 4,875 4,989 5,142 7,544 8,984 8,129 8,774 6,823 15,344 26,200 37,789 3,378 (1) 3,034 (1) 2,436 (1) 1,928 (1) 1,746 (1)

26,819 28,267 29,035 30,938 28,851 29,037 29,540 31,487 33,073 39,410 41,864 41,954 22,838 (1) 23,517 (1) 23,495 (1) 23,541 (1) 22,612 (1)

Unemployment Rate % 3.3 2.7 2.7 2.7 3.9 4.3 3.6 3.4 2.5 5.2 9.2 13.9 11.2 (1) 10.2 (1) 8.6 (1) 6.7 (1) 5.7 (1)

Source: City of Fort Myers, Florida Comprehensive Annual Financial Report for the Fiscal Year ended September 30, 2014 Note: (1) Information represents the City of Fort Myers data while previous years represent Lee County information. City of Fort Myers statistics were not previously available.

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COMMUNITY PROFILE (continued)

Construction City of Fort Myers, Florida Property Value and Construction FY 1998-2015 (Dollar amounts expressed in thousands) Fiscal Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Property Values 1,802,612 1,805,454 1,939,418 2,077,963 2,209,818 2,436,069 2,795,988 3,119,259 4,100,843 5,936,396 7,044,026 6,846,798 5,384,094 4,340,690 4,077,042 4,065,886 4,200,258 4,556,320

Residential Construction (1) Number of Units Value 815 42,548 632 43,724 746 41,713 656 62,432 898 87,638 1,143 140,335 2,769 273,106 1,539 350,681 2,283 365,468 1,218 267,631 542 92,308 216 53,677 366 74,826 471 96,133 642 150,660 753 185,761 1,118 271,211 825 242,760

Commercial Construction (1) Number of Units Value 105 16,366 103 30,793 34 40,891 58 18,089 48 36,114 101 28,293 312 86,282 152 108,347 432 288,724 496 182,526 240 110,651 193 55,495 21 13,370 37 39,584 130 48,486 22 40,041 14 17,633 256 49,974

(2) (3) Source: City of Fort Myers Community Development Department (1) 1997-2005 Construction units and values are on a calendar year. (2) Property Values expressed in thousands (3) Construction values expressed in millions

(3)

Comparison of Median Sales Price Existing Single Family Home Annual 2014 United States Northeast Midwest South West State of Florida

Source:

$208,300 $252,700 $163,200 $179,300 $291,800 $178,000 (1)

Naples-Marco Island MSA Miami-Fort Lauderdale MSA Cape Coral-Fort Myers MSA Jacksonville MSA Orlando-Kissimmee-Sanford MSA Tampa-St Petersburg-Clearwater MSA

(1) National Association of Realtors, Annual 2014 (2) Florida Association of Realtors, Annual 2014 (Metropolitan Statistical Areas) 381

$380,000 $265,000 $189,000 $182,500 $180,000 $150,000 (2)

COMMUNITY PROFILE (continued)

Comparison of Selected Florida Cities FY 2014-2015 Budgets & Statistics Population (1) Millage Rate Total Taxable Property Value (1000â&#x20AC;&#x2122;s) Total Budget Ad Valorem Revenue Charges for Services Revenue Public Safety Expenditures Physical Environment Expenditures Debt Service FTE's Crime Rate per 100,000 (2) Unemployment Rate (3) County

Fort Myers Delray Beach 69,437 62,700 8.7760 7.4639

Sarasota 52,584 3.5605

Pensacola 51,820 4.2895

4,556,320 292,594,311 38,239,300 103,316,000 72,759,739

7,243,588 189,502,520 52,325,468 70,707,670 59,404,580

6,874,851 195,916,683 26,965,136 91,731,750 37,587,537

3,071,000 198,590,400 12,555,400 78,909,000 33,090,000

63,292,700 10,972,500 943.9 4,241.3 6.0 Lee

31,072,672 4,662,530 773 5,047.8 5.9 Palm Beach

61,070,719 14,914,618 582.2 5,503.6 5.8 Sarasota

45,087,900 20,216,100 770 5,237.1 6.3 Escambia

Sources: City of Delray Beach, City of Sarasota, and City of Pensacola websites. (1) Bureau of Economic and Business Research (BEBR) 2014 Estimates (2) Florida Department of Law Enforcement website - 2014 (3) Bureau of Labor Statistics â&#x20AC;&#x201C; Labor Force Data by County Annual Averages 2014

Distance To Other Major Florida Markets Metro Area Sarasota Tampa West Palm Beach Fort Lauderdale Miami Orlando Jacksonville Tallahassee Source: Economic Development Office of Lee County.

Miles 71 123 124 133 141 153 285 356

382

CROSS REFERENCE TABLE DEPARTMENT/DIVISION

ELECTED OFFICIALS City Council-Mayor Pro-Tem City Council Ward 1 City Council Ward 2 City Council Ward 3 City Council Ward 4 City Council Ward 5 City Council Ward 6 Mayor’s Office CITY MANAGER City Manager CITY ATTORNEY Attorney’s Office Risk Management CITY CLERK Cemetery Maintenance Clerk’s Office COMMUNITY DEVELOPMENT Building Permits & Inspections Community Development Block Grant Code Enforcement Community Development Admin. Development Services Land Acquisition Planning Housing & Real Estate Attainable Workforce Housing Para-Transit State Housing Initiative Partnership HUMAN RESOURCES Human Resources FINANCIAL SERVICES Budget Central Accounting Financial Services Admin. Mailroom/Switchboard Purchasing & Contracts Administration Treasury and Collections FIRE DEPARTMENT Fire Department Fire Emergency Management

FUND LOCATION

FUND-DIVISION NOS.

General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund

002-0101 002-0103 002-0104 002-0105 002-0106 002-0107 002-0108 002-0109

General Fund

002-0202

General Fund Internal Services Fund

002-0301 521-2101

General Fund General Fund

002-0612 002-0401

Enterprise Fund Special Revenue Fund General Fund General Fund General Fund Special Revenue Fund General Fund General Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund

425-1215 061-xx61 002-1203 002-1302 002-1201 102-0102 002-1301 002-1180 111-11xx 116-1116 120-0120, 121-0121, 1220122 & 123-0123

General Fund

002-0801

General Fund General Fund General Fund General Fund General Fund General Fund

002-0701 002-2301 002-2305 002-2306 002-0702 002-2303

General Fund General Fund

002-1101 002-1104

383

CROSS REFERENCE (continued)

DEPARTMENT/DIVISION INFORMATION TECHNOLOGY SERVICES

FUND LOCATION

FUND-DIVISION NOS.

Information Technology Services POLICE DEPARTMENT Dispatchers Off Duty Pay Police Department PUBLIC WORKS Drainage Engineering Facilities Management Eastwood Golf Course Fort Myers Country Club Fleet Maintenance Parks Public Works Administration Public Works Warehouse Recreation STARS Sewer Lift Stations Sewer Maintenance Skatium Solid Waste-Container Collection Solid Waste-Horticultural Removal Solid Waste-Neighborhood Clean-Up Solid Waste-Recycling Curbside Solid Waste-Residential Curbside Solid Waste-Roll-Off Stormwater Administration Street Light Maintenance Streets Traffic Utility Billing Utility Administration Utility Customer Service Utility Engineering Wastewater Treatment-Central Wastewater Treatment-South Water Distribution-Maintenance Water Treatment Plant ARTS & CULTURE Arts and Culture Public Art Cultural & Historic Affairs Harborside Event Center Special Events Yacht Basin

Internal Service Fund

503-0706

General Fund Special Revenue Fund General Fund

002-1102 103-1004 002-1002

Enterprise Fund General Fund General Fund Enterprise Fund Enterprise Fund Internal Service Fund General Fund General Fund Internal Service Fund General Fund General Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund Enterprise Fund

402-0923 002-0902 002-2103 409-2004 408-2001 501-0919 002-0603 002-0901 510-5100 002-0602 002-0606 401-0913 401-0914 404-0605 420-0916 420-0918 420-0928 420-0920 420-0917 420-0924 402-0925 104-22xx 106-0904 106-0921 401-2302 401-0907 401-0922 401-0905 401-0911 401-0912 401-0909 401-0908

General Fund Special Revenue Fund Enterprise Fund Enterprise Fund General Fund Enterprise Fund

002-0212 109-1304 410-1803/1804/1860 414-1501 002-0209 407-1901

384

CROSS REFERENCE (continued)

DEPARTMENT/DIVISION

FUND LOCATION

FUND-DIVISION NOS.

OTHER COMPONENT UNITS: COMMUNITY REDEVELOPMENT AGENCY Central Fort Myers Redevelopment Cleveland Ave Redevelopment Areas Fort Myers Redevelopment Area MLK Jr. Blvd. Redevelopment Areas Southwest Florida Enterprise Center

Special Revenue Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund Special Revenue Fund

133-6305 141-51xx 130-6301/131-6302/6303 151-51xx 134-6293

General Fund Debt Service Funds Capital Project Funds Enterprise Fund General Fund

002-0504 2xx 3xx 403-4030/4031/4032 002-0503/0501/0505/0506

Trust & Agency Fund Trust & Agency Fund Trust & Agency Fund Special Revenue Fund Special Revenue Fund

606-6060 604-6040 603-6030 003-6010 thru 014-0014 034-9x34 thru 073-9x73

OTHER DIVISIONS AND FUNDS

Contributions Debt Service Capital Improvements Downtown Parking General Contingencies/Transfers PENSION FUNDS General Employees’ Pension Plan Firefighters’ Pension Trust Fund Police Officers’ Retirement System TRUST FUNDS GRANT FUNDS

385

INDEX (To view a particular section, simply click on the text below.)

-A-

PAGE Annual Debt Service Chart - Governmental ................................................................................... 229 Annual Debt Service Chart – Proprietary Funds ............................................................................ 247 Arts and Culture …………. ............................................................................................................ 153 Attainable Workforce Housing ....................................................................................................... 193

-BBasis of Accounting ........................................................................................................................ 105 Basis of Budgeting .......................................................................................................................... 105 Budget Amendment Process ........................................................................................................... 105 Budget Book Layout Chart ............................................................................................................... 11 Budget Calendar – All Funds .......................................................................................................... 100 Budget Document ............................................................................................................................. 10 Budget ............................................................................................................................................. 161 Budget Process .................................................................................................................................. 99 Budget Preparation Process and Budgetary Control Overview ...................................................... 100 Budget Summary .............................................................................................................................. 65 Building Permits & Inspection Fund ............................................................................................. 308 Building Permits & Inspections Revenue ....................................................................................... 136

-CCapital Assets Assets $750 - $5,000 Detail By Fund ....................................................................................... 349 Assets $750 - $5,000 Summary ............................................................................................... 348 Capital Outlay Detail By Fund ................................................................................................. 351 Capital Outlay Summary ......................................................................................................... 350 Capital Improvement Budget .......................................................................................................... 330 Capital Improvement Budget Summary ......................................................................................... 329 Capital Improvement Program Calendar ........................................................................................ 102 Capital Improvement Program Preparation Process Overview ...................................................... 101 Capital Improvement Program Summary ....................................................................................... 327 Buildings .................................................................................................................................. 331 Development ............................................................................................................................ 332 Equipment ................................................................................................................................ 334 Stormwater ............................................................................................................................... 336 Parks and Beautification ........................................................................................................... 337 Transportation .......................................................................................................................... 338 Utility ........................................................................................................................................ 340 Cemetery Maintenance ................................................................................................................... 160 Central Accounting ......................................................................................................................... 178 CIP Detail Procedures ..................................................................................................................... 101 City Attorney .................................................................................................................................. 154 City Clerk ........................................................................................................................................ 155 City Council – Mayor Pro-Tem ...................................................................................................... 142 City Council - Ward 1 ..................................................................................................................... 143 City Council - Ward 2 ..................................................................................................................... 144 City Council - Ward 3 ..................................................................................................................... 145 City Council - Ward 4 ..................................................................................................................... 146 City Council - Ward 5 ..................................................................................................................... 147 386

INDEX (continued)

City Council â&#x20AC;&#x201C; Ward 6 .................................................................................................................... 148 City Functional Organization Chart .................................................................................................. 12 City Manager .................................................................................................................................. 150 Citywide Debt Summary................................................................................................................. 213 Citywide Overview ........................................................................................................................... 70 Citywide Personnel by Department ................................................................................................ 362 Code Enforcement .......................................................................................................................... 174 Commonly Used Acronyms ............................................................................................................ 359 Community Development Administration ...................................................................................... 176 Community Development Block Grant Fund (CDBG) .................................................................. 184 Community Profile and Statistics ................................................................................................... 369 Community Redevelopment Agency ............................................................................................. 201 Central Fort Myers Redevelopment Fund ................................................................................ 204 Cleveland Avenue Redevelopment Fund ................................................................................ 206 Fort Myers Redevelopment Area ............................................................................................ 202 Martin Luther King, Jr. Blvd. Redevelopment Area ................................................................ 207 Southwest Florida Enterprise Center ........................................................................................ 205 Comprehensive Plan for Debt Issuance .......................................................................................... 211 Cross Reference Table .................................................................................................................... 383 Cultural & Historic Affairs Fund .................................................................................................... 283 Cultural & Historic Affairs Revenue .............................................................................................. 133

-DDebt Coverage ................................................................................................................................ 212 Debt Service Funds ......................................................................................................................... 209 Development Services .................................................................................................................... 173 Dispatchers...................................................................................................................................... 170 Downtown Parking ......................................................................................................................... 268 Downtown Parking Revenue .......................................................................................................... 128

-EEastwood Golf Course Revenue ..................................................................................................... 132 Engineering ..................................................................................................................................... 165 Enterprise Funds ............................................................................................................................. 249

-FFacilities Management .................................................................................................................... 177 Financial Services Administration .................................................................................................. 180 Fire Department .............................................................................................................................. 168 Fire Emergency Management ......................................................................................................... 171 Fleet Maintenance Fund .................................................................................................................. 312 Fort Myers Golf Course Revenue ................................................................................................... 131 Fuel Taxes Overview ...................................................................................................................... 187 Fuel Tax Revenue ........................................................................................................................... 124

-GGeneral Employeesâ&#x20AC;&#x2122; Pension Plan .................................................................................................. 326 General Fund Budget At A Glance ............................................................................................. 139 Ad Valorem Taxes.................................................................................................................... 111 Communications Services Tax.................................................................................................. 115 Culture/Recreation .................................................................................................................... 120

387

INDEX (continued)

Fire Assessment Fee ................................................................................................................. 116 Franchise Fees ........................................................................................................................... 112 Judgments and Fines ................................................................................................................. 121 Local Business Tax ................................................................................................................... 114 Ordinance Violations ................................................................................................................ 122 Other Licenses, Fees and Permits ............................................................................................ 117 Physical Environment ............................................................................................................... 119 Public Service Tax .................................................................................................................... 113 Rents and Royalties................................................................................................................... 123 State Shared Revenues ............................................................................................................ 118 General Fund Summary .............................................................................................................. 137 General Fund Summary Revenue Overview .................................................................................. 138 Glossary .......................................................................................................................................... 353 Goals and Objectives ........................................................................................................................ 35 Golf Course Funds .......................................................................................................................... 277 Governmental Debt Service Budgets by Fund ................................................................................ 216 Governmental Long-Term Debt Budgets ....................................................................................... 214 Grant Funds..................................................................................................................................... 198

-HHarborside Event Center Fund........................................................................................................ 294 Harborside Event Center Revenue .................................................................................................. 134 History, Trends and Assumptions for Significant Revenue Sources .............................................. 111 Housing and Real Estate ................................................................................................................. 172 Human Resources ........................................................................................................................... 163

-IIndex…. .......................................................................................................................................... 386 Information Technology Services Fund .......................................................................................... 314 Internal Service Funds .................................................................................................................... 311

-LLand Acquisition Fund ................................................................................................................... 185

-MMailroom/Switchboard .................................................................................................................. 181 Major Changes in Revenues ........................................................................................................... 109 Major Funding Sources ..................................................................................................................... 72 Mayor’s Office ................................................................................................................................ 149 Municipal Firefighters’ Pension Trust Fund ................................................................................... 325

-NNon-Departmental........................................................................................................................... 156

-OOff Duty Pay Fund .......................................................................................................................... 186 Operating Budget Detail Procedures............................................................................................... 100

388

INDEX (continued)

Overview of Major Fund Types… . …………………………………………………………………13 Overview of Outstanding Indebtedness .......................................................................................... 210 Overview of Revenues ................................................................................................................... 107 Overview - Selected Funds ............................................................................................................... 82 Capital Project Funds ................................................................................................................. 94 Debt Service Funds ..................................................................................................................... 91 Enterprise Funds ......................................................................................................................... 89 General Fund ............................................................................................................................... 82 Internal Service Funds ................................................................................................................ 93 Special Revenue Funds ............................................................................................................... 90

-PPara-Transit Fund............................................................................................................................ 193 Parks................................................................................................................................................ 158 Pension Summary ........................................................................................................................... 322 Performance Measurements .............................................................................................................. 51 Personal Services – Citywide............................................................................................................ 76 Planning .......................................................................................................................................... 175 Police Department ........................................................................................................................... 166 Police Officers’ Retirement System ................................................................................................ 324 Policy Document .............................................................................................................................. 95 Property Taxes and Calendar .......................................................................................................... 104 Proprietary Fund Debt Service Budgets by Fund .......................................................................... 232 Proprietary Fund Long-Term Debt Budgets ................................................................................... 231 Public Art Fund .............................................................................................................................. 192 Public Works Administration ......................................................................................................... 164 Public Works Warehouse Fund....................................................................................................... 317 Purchasing and Contracts Administration....................................................................................... 162

-RRecreation ....................................................................................................................................... 157 Resolution No. 2015-54 Fixing the Budget .................................................................................... 364 Resolution No. 2015-53 Adopting the Tax Levy ............................................................................ 363 Revenue Summary by Fund ............................................................................................................ 108 Risk Management Fund .................................................................................................................. 318

-SSkatium ........................................................................................................................................... 270 Skatium Revenue ............................................................................................................................ 129 Solid Waste Fund ............................................................................................................................ 298 Solid Waste Revenue ...................................................................................................................... 135 Special Events ................................................................................................................................. 152 Special Purpose Fund – Beautification .......................................................................................... 191 Special Revenue Funds .................................................................................................................. 183 STARS Complex…………………………………………………………………………... .......... 159 State Housing Initiative Partnership Fund (SHIP) .......................................................................... 194 Stormwater Revenue ....................................................................................................................... 127 Stormwater Fund ............................................................................................................................. 264 Strategic Plan .................................................................................................................................... 21

389

INDEX (continued)

Street Light Maintenance Fund ....................................................................................................... 186 Street Maintenance Fund ................................................................................................................ 188 Summary of Outstanding Governmental Long-Term Debt ........................................................... 230 Summary of Outstanding Proprietary Fund Long-Term Debt ....................................................... 248

-TTable of Contents ................................................................................................................................ 5 Transmittal Letter from the City Manager ........................................................................................ 14 Treasury and Collections ................................................................................................................ 179 Trust & Agency Funds .................................................................................................................... 321 Trust Funds .................................................................................................................................... 195 Truth in Millage (TRIM) ................................................................................................................ 104

-UUtility Fund ..................................................................................................................................... 250 Water Division Revenue .......................................................................................................... 125 Sewer Division Revenue .......................................................................................................... 126

-YYacht Basin Fund ............................................................................................................................ 272 Yacht Basin Revenue ...................................................................................................................... 130

390

To contact us:

Office of Management & Budget City of Fort Myers 2200 Second Street Fort Myers, Florida 33901 Phone: 239-321-7185 Fax: 239-344-5932 Website: http://www.cityftmyers.com