Fort Myers Annual Budget FY 2015 - 2016

Fiscal Year 2015-2016

The City of Fort Myers, Florida

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. Mayor Teresa Watkins Brown Ward 1 Johnny Streets, Jr. Ward 2 Terolyn Watson Ward 3

Michael A. Flanders Ward 4 Forrest Banks Ward 5 Thomas Leonardo 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

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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.

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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 – 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 – 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

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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

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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 – 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

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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 – 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

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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

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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 City’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 department’s performance measurements provided following the Strategic Plan which integrates departmental goals and objectives with those of the City.

2. 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.

3. 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.

4. 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.

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Budget Book Layout

OverviewBudget by Fund Capital Appendix

Budget Summary

Budget Process

General Fund Special Revenue Funds

Street Maintenance

Other Special Revenue Funds

CRA/FMRA Funds

Debt Service Funds Enterprise Funds

Utility Fund

Stormwater

Downtown Parking

Skatium

Yacht Basin

Golf Courses

Cultural & Historic

Harborside Event Center

Solid Waste

Internal Service Funds

Fleet Maintenance

Information Technology

Services

Public Works Warehouse

Risk Management

Trust & Agency Funds

Capital Improvement

Budget

Capital Assets from Operations

Glossaryand Acronyms

Tax Levy Resolution &

Budget Adoption

Resolution

Community Profile

Department Cross

Reference

Overview of Revenues

Trust/GrantFunds

Building Permits & Inspection

Index

Policy Document

Introduction

Transmittal Letter from City

Manager

Strategic Plan

Performance Measurements

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Citizens of the City of Fort Myers

City Attorney Elected Officials

Advisory Boards

Risk Management City Manager CRA

Financial Services

Information Technology

Services

Assistant City Manager

Human Resources Fire City Clerk Police

Emergency Management Cemetery Dispatch

Budget

Purchasing and Contract

Admin.

Accounting Harborside Event Center

Community Development Public Works Yacht Basin Cultural &

Historic AffairsDowntown

Parking

Treasury

Mailroom 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

General Fund

Planning Facility Management Solid Waste

Special Revenue

Funds

Building Permits &

Inspections

Street Maintenance

Fleet Maintenance

Enterprise Funds

Utility Warehouse Internal Service Funds

Legend

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.

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

Specific revenue sources are restricted to expenditures for specified purposes

Activities primarily supported by user charges

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

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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 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. ENTERPRISE FUNDS Funds designated for activities that are primarily supported by user charges. Funds:

Harborside Event Center Building Permits & Inspections

Yacht Basin

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 Block Grant

Land Acquisition Off Duty Pay

Street Light Maintenance Street Maintenance Beautification Public Art Attainable Workforce Housing Para-Transit State Housing Initiative Partnership

Trusts: Various CRA: Various

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 System

Firefighters’ Pension Trust Fund

General Employees’ Pension Plan

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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 organization’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 unit’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.

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

Copyright © 2014: Lyle Sumek Associates, Inc. Project 140907

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”

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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)

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Fort Myers Vision 2028

PRINCIPLE 1

GATEWAY TO SOUTHWEST FLORIDA

Means

1. Regional center for arts, culture and entertainment

2. Year round destination for tourists

3. Seat of government: federal, state, county and city

4. Cross state intra-coastal waterway

5. 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

PRINCIPLE 2

HISTORY, ARTS AND CULTURE

Means

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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PRINCIPLE 3

FAMILY FRIENDLY COMMUNITY

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

PRINCIPLE 4

ONE OF THE SAFEST CITIES IN FLORIDA

Means

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

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PRINCIPLE 5 VIBRANT DOWNTOWN ON THE RIVER

(River to Edison Avenue)

Means

1. Pedestrian friendly and walkable area

2. Top quality hotel with conference center

3. Higher educational programs and degrees

4. Easy access, convenient public transportation and available parking

5. Choice of housing options: types, life styles, prices

6. Range of restaurants and entertainment businesses

7. Attractive corridors and gateways to Downtown

8. Ground floor retail businesses: basic services; unique, locally owned

9. Class “A” office space

PRINCIPLE 6

LIVABLE NEIGHBORHOODS

Means

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

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PRINCIPLE 7 OPPORTUNITIES FOR ECONOMIC

PROSPERITY

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

PRINCIPLE 8

OPPORTUNITIES FOR RELAXED LIFE STYLE

Means

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

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Fort Myers City Government: Our Mission

The MISSION OF THE CITY OF FORT MYERS

is to be FINANCIALLY RESPONSIBLE, (1)

and to be a LEADER in MUNICIPAL SERVICES, (2)

with a DEDICATED CITY WORKFORCE, (3)

and an INVOLVED COMMUNITY.(4)

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Fort Myers City Government: Our Mission

PRINCIPLE 1

FINANCIALLY RESPONSIBLE

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

PRINCIPLE 2

LEADER IN MUNICIPAL SERVICES

Means

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

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PRINCIPLE 3

DEDICATED CITY WORKFORCE

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

PRINCIPLE 4

INVOLVED COMMUNITY

Means

1. Communicate with residents and businesses using a variety of methods

2. Outreach and work with community organizations and faith based institutions

3. Maintain an open, transparent City government and processes

4. Take time to explain City decisions and actions

5. Involve the community in the governance process and policy/plan development

6. Listen to the residents' and businesses' needs and wants

7. Inform and outreach to the “stakeholders” throughout a defined process on major projects

8. Increase the resident and business understanding of City finances, programs, facilities and services

9. Respond to communications from residents and businesses in a timely manner

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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

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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

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OTHER SERVICES

Plan, Build and Maintain Pools

Respond to Emergency Medical Calls

Operate Recreation/Ice Skating Center

Operate Convention Center

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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

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Goal 1 Financially Sound City Providing Exceptional

Municipal Services

OBJECTIVES

1. Develop new revenue sources to support City government

2. Provide adequate resources to support defined services and service levels

3. Leverage City resources through public-private partnerships

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

5. Deliver City services in the most cost effective, efficient manner

6. Maintain financial reserves consistent with national standards and city policies

VALUE TO RESIDENTS

1. Service value for tax dollars and fees

2. Professional, timely response for emergency and non-emergency calls for service

3. Reliable delivery of municipal services necessary for daily living

4. Services that support a relaxed quality of life and comfortable living

5. Equitable municipal services throughout the City

6. City acting as a responsible financial steward for City resources

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SHORT TERM CHALLENGES AND OPPORTUNITIES

1. Reducing the unfunded pension liability and establishing a sustainable pension benefits

2. Outdated and failing information technology hardware and software; enhancing network security and storage capacity (data growth: 800% in next five years)

3. High level of City utility debt

4. Investing in the maintenance and upgrade in City facilities, infrastructure, fleet and equipment

5. Increasing the City’s capacity to implement redevelopment projects in a timely manner and responsive to market opportunities

6. Coping with significant population growth and the impact on City services and infrastructure

LONG TERM CHALLENGES AND OPPORTUNITIES

1. Compensation and benefits falling behind the market and internal wage discrepancies impacting employee retention and morale

2. 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

3. Increasing demands for City services across all departments (e.g. service calls, development activities, reclaimed water, etc.)

4. Uncertain impacts of federal and state spending cutbacks on City services


(Continued)

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

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POLICY ACTIONS 2014 – 2015 PRIORITY

1. Pension Reform: Fire Negotiations and Top Priority Contract

2. Employee Compensation: Direction Top Priority

3. Fire Assessment Fee High Priority

4. Waste Water/Water Reuse Infrastructure High Priority Expansion and Upgrade

5. City Services Outsourcing: Direction High Priority

6. Mileage Rate and Budget FY 2015

7. City Non-Core Services and Staffing

MANAGEMENT ACTIONS 2014 – 2015 PRIORITY

1. Community Development Assessment Top Priority

2. Information Technology: Upgrade and Top Priority Funding

MANAGEMENT IN PROGRESS 2014 – 2015

1. Public Records Request Software

2. Streets Alive Program for 2014: Special E

3. Museum Marketing Outsource for 2014 – 2015

4. Employee Manual and Handbook

5. Energy Audit Implementation Plan/Report

MANAGEMENT IN PROGRESS 2014 – 2015 (Continued)

6. Police Reporting and CAD System: Upgrade

7. Coastal High Hazard Zone Analysis: Presentation

8. Reserves Policy: Update

9. Debt Policy: Update

10. Citizens Emergency Response Team: Training and Advance Training

11. Solid Waste Fleet Replacement and CNG Conversion: 8 Trucks

12. Travel Policy Revision

13. Purchasing Policy: Review

14. Cultural Campus Master Plan: Development

15. Fire Closest Unit Response Agreement with Lee County

16. “Step Up to Work” Program

17. Long Term Financial Plan (5 years): Update

18. Wellness/Healthy Living Initiatives: Fitness Element

19. 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

20. Convenience Fee for Credit Card Use

21. Fire Department Accreditation: Completion of Operational Guideline 2/15; Standard of Coverage (9/15)

22. Labor Negotiations and Contract A. Fire B. General Employees

23. Telecommunications/Communications Tax Lobbying

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MAJOR PROJECTS 2014 – 2015

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

ON THE HORIZON 2015 – 2020

1. Citywide Employee Compensation Plan and Policy

2. Information Systems: Upgrade

3. Fire Apparatus Replacement and Funding

4. Fire Equipment Replacement and Funding

5. New Alternative Revenues

ON THE HORIZON 2015 – 2020 (Continued)

6. Financial Information System: Replacement

7. Network Security Administrator: Hiring

8. City Facility Comprehensive Maintenance Plan

9. Impact Fees: Review

10. Process Improvement Program: Development

11. Affordable Care Act

12. Special Assessment Liens for Unpaid Abatement Notices Ordinance Review

13. Energy Management Policy

14. Arts Center: Funding

15. Code of Ordinance: Update

16. City Employment of Ex Cons (non-violent)

17. Community Events Policy

18. 1¢ Sales Tax for Capital Projects: Legislation

19. Cemetery Trust Fund Replenishment

20. Cemetery Comprehensive Plan

21. Fire Hydrants: Update

22. Aquatic Facilities Upgrade

23. Investment Policy

24. IMAGINARIUM (Exterior Painting, Air Handler, Fire Suppression) Council Decision: Direction, Funding

25. Community Organizations/City Financial Contributions

26. Neighborhood Water Quality Program

27. ROW Maintenance

28. Police Chief under Mayor and City Council

39



Goal 2 Safe and Livable Neighborhoods

OBJECTIVES

1. Upgrade City neighborhood infrastructure, streets, sidewalks and lights

2. Reduce the crime rate and criminal activities while improving clearance rate

3. Reduce number of violent crimes

4. Upgrade city parks and recreational facilities

5. Increase the percentage of home ownership in the neighborhoods

6. Develop and sustain strong neighborhood associations

7. Develop effective community partners for public safety

VALUE TO RESIDENTS

1. Protection or enhancing property values

2. Feeling safe and secure at home and anywhere in the community

3. Services and programs tailored to your neighborhood

4. Equity among all neighborhoods

5. Visually appealing neighborhoods, buildings and homes

6. Opportunities to contribute to your neighborhood and to take responsibility for the future

40




1. Upgrading neighborhood infrastructure, parks and public amenities

2. Working in partnership with faith based institutions and community based organizations

3. Reputation as an “Unsafe City”

4. Responding to the different needs of each neighborhood

5. Controlling violent crimes

6. Vacant land and lots with infrastructure and the potential for infill development

7. Water releases from Lake Okeechobee impacting waterways, commerce and tourism


1. 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

41




1. Residential Infill Development High Priority Promotion/Incentives

2. Citywide Code Enforcement Policy and High Priority Staffing

3. Stars Complex Renovation/Upgrade

4. Street Resurfacing Program

5. Teen Advisory Council

6. Annexation Enclaves: Actions

7. Parks Master Plan


1. McCollum Hall Facility: Interior Upgrades Top Priority

2. Action Plan to Reduce Violent Crime: High Priority Continuation

3. Police Staffing: Direction High Priority

4. Community Policing/Outreach Practices


1. CodeManHero.com: Public Education Website Improvements

2. Community Policing/Outreach Practices


1. State Road 80 Median Landscape Project

2. McCollum Hall Façade/Exterior

3. Riverside Community Center: Floating Dock Replacement

4. Prince Street Multi-Purpose Sports Practice Field

5. STARS Complex: Irrigation and Landscaping; Gym Floor; Computer Lab

6. Skate Park: Ramp Enhancements


1. Eastside Neighborhood Revitalization Plan: Implementation

2. Neighborhood Associations: Development

3. Homeownership Promotion Program

4. Centennial Park Upgrade/Expansion

5. Clemente Park Upgrade: Phase II

6. Street Lights Upgrade

7. Youth Athletics/PALS Program

8. Foreclosed/Abandoned Homes

9. Complete Streets Policy

10. Neighborhood Watch: Expansion/Attendance

11. Sidewalk Replacement Policy and Plan

12. Data Driven Policing

13. High School: Marketing Program of World Class Schools

42



ON THE HORIZON 2015 – 2020 (Continued)

14. Teen Programs

15. Annexation: Pelican Preserve (WCI)

16. Comprehensive Plan: Evaluation and Assessment Report (EAR)

17. Demolition Program for Unsafe Buildings and Homes

18. Rental Registration and Inspection Program

19. Skatium Improvements

20. Concert Hall/Venue Feasibility Strategy

21. CRA Comprehensive Evaluation

22. Social Disorganization – Integration into Community Forums, Training and Programs

23. Pool Operations Extension

24. State of Art Recreation Center

25. Annexation Voluntary: Actions

26. Property Maintenance Code and Enforcement

27. State Road 884/I-75 Interchange Landscaping

28. Quality Life Center: City Participation

29. School Safety Programs

30. Illegal Dumping: Action Plan

31. City Charter School(s)

32. Adopt-a-School Program

33. Pavilion Basketball Courts

34. Stakium/City of Palm Ballfield

43



Goal 3 Economic Prosperity and a Growing Economy

OBJECTIVES

1. Expand Fort Myers as a historic, arts and culture center

2. Expand and diversify the local economy

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

4. Develop and expand the presence of higher educational programs, degrees and continuing education for lifelong learning

5. Expand medical and healthcare businesses and services

VALUE TO RESIDENTS

1. Quality jobs available in the community

2. Short commutes with more leisure time

3. Opportunities to start and grow a business in Fort Myers

4. Reduced tax burden on the homeowners

5. Businesses investing in Fort Myers – strong sense of pride

6. Return on investment from City’s participation and funding of economic development

44




1. Packaging and marketing Fort Myers as a great place for business investment and development

2. Working with Lee County and other economic development partners

3. Expanding history, arts and culture as an economic asset

4. Defining and funding the City’s role in economic development

5. Filling vacant buildings and warehouses

6. Maintaining Fort Myers’ unique quality of life amenities and sense of place

7. Attracting the “targeted” businesses and talent to Fort Myers


1. Tapping the potential of the airport, rail and interstate access

2. Supporting home based businesses and entrepreneurial efforts

3. Limited availability of land with infrastructure for industrial development

4. Uncertain global and national economy

45




1. City Economic Development Policy, Plan Top Priority and Tool Kit

2. Mid Town Area Redevelopment (Vertical Top Priority Mixed Use Development) and

Implementation

3. City Marketing Economic Top Priority Development/Tourism, Public Relations and

Branding Program


1. History, Arts and Culture Expansion High Priority Strategy (Destination)

2. Medical and Healthcare Business Expansion High Priority Strategy

3. University Expansion Strategy High Priority


1. Harlem Lake Urban Garden Model: Council Report

2. Minority Business Development: Action Plan


1. Sports Business Strategy

2. Eastside Business Development Action

3. Enterprise Zone Program: Statutory Reauthorization

4. Film Commission: Creation

5. State Road 82/Colonial Crossing Rezoning

6. Restaurant Attraction Strategy and Development

7. Economic Development Position

8. Southwest Florida Economic Alliance: Review

9. I-75 Corridor Development Strategy (including Industrial/Research, Diamond Development)

46



Goal 4 Vibrant Downtown on the River

OBJECTIVES

1. Expand the Downtown boundary to Edison Avenue on the south

2. Attract a major full service hotel with conference center

3. Increase number of retail businesses

4. Maintain Downtown as a destination for diverse arts, culture and entertainment

5. Preserve and enhance Fort Myers’ historic buildings and traditions

6. Upgrade MLK Corridor and other corridors connecting to Downtown

VALUE TO RESIDENTS

1. Downtown – a true regional destination with convenient access for residents

2. Pride in Fort Myers community, history and traditions

3. More reasons to go Downtown or Riverfront

4. Choices of entertainment and retail shops

5. Opportunities to live in a pedestrian friendly urban environment

6. Visitors coming to Downtown and contributing to the local economy and city revenues

47




1. Developing Downtown south to Edison Avenue

2. Developing expanded housing options: “Brownstones”, Townhomes, Condos, Upper End Rentals

3. Upgrading appearance, road condition and business activity on major corridors leading to Downtown – MLK, McGregor, U.S. 41

4. Attracting retail businesses including retail for meeting daily needs of residents

5. Improving convenient access to and expanded parking in Downtown


1. Developing effective public-private partnerships in Downtown and across the City

2. Continuing the momentum in Downtown and enhancing opportunities for the future

3. Attracting more business investment in the expanded Downtown and Riverfront

4. Develop “Class A” office space/buildings in Downtown

5. Creating a true urban neighborhood destination and sense of place

48




1. River Basin Project (Pier) – Phase II: Top Priority Design

2. MLK Corridor Redevelopment: Land Top Priority Development Code/Rezoning

3. Gwynn Building Redevelopment


1. Downtown Hotel Development Top Priority

2. U.S. 41/Cleveland Avenue Corridor Top Priority Redevelopment


1. “My River District”: Facebook and Website

2. River District Trolley: Funding from Lee Tran

3. HEC: Website

4. HEC Parking Kiosks

5. City Valet Agreement

6. Patio de Leon: Upgrade

7. Business Directory for Corridor Businesses (Web based)

8. Comprehensive Downtown Trash Compactor Program: Implementation

9. Amtel Leasing Parking Space

10. Hickson Funeral Home Expansion


1. Palm Beach Corridor Median Streetscape Project

2. Wayfinding Signs: Construction

3. MLK: Landscape and Irrigation

4. Harborside Event Center Improvement Project

49




1. First Street Village Development

2. Gardner Park Neighborhood Plan (2nd – 4th Street)

3. Water Detention Basin: Phase II – Designs

4. Retail Business Attraction Strategy

5. “My River District”: App

6. East Fort Myers Rezoning Plan (incorporating MPO Countywide Mass Transit Plan)

7. Hall of 50 States

8. City Pier: Tenants

9. CRA Resets

10. Harborside Event Center (County Participation and Funding)

11. Palm Beach Corridor Redevelopment

12. Downtown Boat Ramp and Parking

13. Public Art at MLK/Veronica S. Shoemaker

14. City Pier Use Strategy

15. Amtel Senior Living Facility

16. Parking Management and Operations Study

17. Downtown/Citywide Events Policy and Funding Source

18. McGregor Corridor Redevelopment

50

City Clerk

Goal City Objective Department Objective Performance MeasureActual FY2014

Forecast FY2015

Budget FY2016

% of meeting notices posted Friday prior to week of

scheduled meeting100% 100% 100%

% of action agendas published next day 100% 100% 100%

% of regular Council meeting minutes presented for

approval within 2 weeks of meeting

100% 100% 100%

# of public record requests received 800 864 800

Increase the use of automated systems # of pages imaged 80,000 129,000 100,000

% change in average response time to record

requestsN/A N/A N/A

% of Cemetery records/locations inquiries

completed same day100% 100% 100%

Maintain reserves consistent with national standards and city

policies

Percentage change in Cemetery Trust Fund

Balance-0.7% -13.3% -22.4%

Prepare, maintain and preserve official and permanent records, to

ensure an accurate historical record of the City

Improve service to internal and external customers

Provide adequate resources to support defined services and

service levels

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Human Resource Department


Forecast FY2015

Budget FY2016

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

Revised Entire

Employee Policies and Procedures

Manual

Final Edits of Entire

Employee Policies

and Procedures

Manual

Implement revised

Employee Policies and Procedures

Manual

Research and perform competitive analysis of benefits,

wages and policies with our surrounding local government

Frequency of competitive analysis performed

Monthly Monthly Monthly

Offer in-house and external training workshops for supervisory employees

# of training workshops offered

6 10 10

Provide monthly Wellness Workshops for employees to

promote employee wellness in the workplace.

# of workshops provided

10 10 12

Annual cost for employee health insurance

(Employee/Family) $8,409

Employee $21,400 Family

$8,409 Employee $21,400 Family

$8,661 Employee $22,000 Family

# of pension workshops with Council (per year)

1 1 1

Maintain effective working relationships with employee

unions

% of contracts successfully negotiated

100% 66% 100%

Offer pension and insurance benefits to employees at a

reasonable cost to the employee and to the taxpayer

Retain and hire top quality City workforce dedicated to serving

Fort Myers community

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Deliver City services in the most cost effective,

efficient manner

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Police


Forecast FY2015

Budget FY2016

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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 4 3 N/A

# occurrences of auto theft, burglary and robberies 2,176 2,014 N/A

Reduce the homicide rate # of homicides 11 12 N/A

Develop and sustain strong neighborhood

associations

Increase police employee participation in high impact community-based programs

Officer participation rate N/A N/A N/A

Reduce the crime rate and criminal activities Ensure Fort Myers rates in the

top 100 of the safest cities in Florida

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Fire Department


Forecast FY2015

Budget FY2016

Single unit fire suppression response time < 5 minutes

62.5% 54.3% 75.0%

Full alarm fire suppression response time < 9 minutes

84.1% 52.1% 84.0%Increase annual business inspections conducted - %

increase over prior year 816395

(48.4%)750

89.9%

Research and develop programs that provide life safety skills to the public (CPR, fall prevention, fire

safety) targeting schools, businesses, daycare centers and

assisted living facilities

# of annual public education presentations

231 159 170

Implement the IAFF/IAFC Wellness Initiative

% of personnel participating in at least 6 hours of

wellness training per month20.0% 8.2% 20.0%

Conduct supervisory meetings to empower officers in order to

achieve a greater accountability and enhance teamwork

# of meetings conducted per year

4 14 14

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

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 mannerProvide adequate

resources to support defined services and

service levels

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Finance


Forecast FY2015

Budget FY2016

Develop new revenue sources to support City

governmentAnalyze 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

1 1 0

Maintain financial reserves consistent

with national standards and city policies

Develop budget maintaining reserve balance at a minimum of

10%

% of General Fund reserves to total expenditures

14.50% 10.90% 9.90%

Develop a long-term financial plan (2 years)

Number of meetings with City Council where a

projection of future year budgets is presented

2 5 4

% change in City pension cost for each of its (3)

pension plans: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 document to suffice GFOA criteria

to receive annual budget award

# of continuous years GFOA distinguished budget award

received23 24 25

Continue production of CAFR document to suffice GFOA criteria

to receive annual CAFR award

# of continuous years GFOA CAFR award received 24 25 26

Leverage City resources through

public-private partnerships

Provide cost benefit analyses of outsourcing various city services

# of City services evaluated for outsourcing 3 3 2


efficient manner

Address City services grant allocations with Special Events

Committee

# of meetings/workshops held with Special Events

Committee5 6 6

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


service levels

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Community Development Department


Forecast FY2015

Budget FY2016

Identify and tag unsafe structures - # of unsafe

structures80 75 100

Identify and tag abandoned properties - # of abandoned

properties / registrations554/1583 570/1501 500/1600

Meet BPI Plan review time frames 100% of the time.

93% 94% 100%

Roll less than 5% of BPI inspections to the next day.

1% <1% <1%

Provide emergency response to natural and manmade disasters

by conducting damage assessments required for State

and Federal financial reimbursement.

Track number of damage assessment exercises,

trainings and actual events.

0 0 1Develop and implement programs and regulations to encourage well

maintained properties, reduce visual blight, improve the

appearance of poorly managed properties and ensure effective

Code Enforcement.

Identify and comply unsafe structures - # of structures -

Target 20/year

65 79 60

Improve quality of life in Fort Myers by effectively utilizing State and Federal funding to promote the stabilization of communities

and economic development

Revitalize a minimum of 6 units per year in

neighborhoods through rehabilitation, reconstruction

and redevelopment as funding becomes available. 18 15 15

Enhance neighborhoods by improving existing housing stock

through rehabilitation and stabilization programs as well as construction of new housing on

infill lots utilizing grant programs.

Utilize NSP/CDBG/SHIP funds to acquire, rehab and resell units in the infill - # of

units - Target 5/year

1 5 4

Encourage and support homeownership and affordable

housing opportunities.

Provide homeowner education programs to a

target of 16 residents, 4 per quarter 33 23 40

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

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Increase the percentage of home

ownership in the neighborhoods

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Protect the health, safety and general welfare of citizens

through effective Code Enforcement identifying and

eliminating blight, reducing the number of unsafe structures and

abandoned properties and encouraging well maintained

properties.

Provide public safety through effective enforcement of building

codes as required by State Statutes.

56

Public Works


Forecast FY2015

Budget FY2016

Enhancements to STARS Complex facility included in

the 5-year CIP?Yes Yes Yes

Create a not-for-profit corporation, STARS

Foundation as an additional revenue source for the STARS Complex - %

complete

n/a n/a 60%

Clemente Park Upgrade Phase IIPursue grant opportunities to

fund project - # of grants applied for

n/a n/a 1

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 76 100

Replace a minimum of 300 worn traffic signs per year # of signs replaced 969 572 300

Replace a minimum of 4,000 linear feet of water mains per year

# linear feet of water main replacements 6,878 3,300 4,000

Rebuild a minimum of 4 lift stations per year # of lift stations rebuilt 6 15 4

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

# of electrical/telemetry upgrades 10 22 13

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%

STARS Complex renovation/upgrade

Upgrade City parks and recreational

facilities

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Upgrade neighborhood infrastructure, streets, sidewalks and lighting

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Public Works


Forecast FY2015

Budget FY2016


service levels

Provide a comprehensive facilities and buildings report

Inventory and assess conditions of all City owned

buildings - % of report complete

50% 99% 100%

Develop new revenue sources to support City

government

Increase recreation programs offered and adjust fees in order to

achieve increased revenues

% change in recreation revenues over prior year

(includes Recreation, Skatium and STARS)

4% -2% 5%

Evaluate Solid Waste, Utility and Stormwater rates annually to ensure sufficient revenue is

generated to support core service levels

% of Solid Waste, Utility and Stormwater rates evaluated

annually100% 100% 100%

Ensure City vehicles and equipment are maintained &

repaired minimizing down time to user departments

% of City vehicle availability 98% 95% 98%

Provide affordable recreation programs for users

% of recreation operations funded with user fees

(Recreation and STARS)22% 20% 20%

Complete a minimum of 200 work orders regarding facility repair per

month

Average # of work orders completed per month 152 167 200

Provide for local odor control at lift stations weekly

% of odor control performed weekly 100% 100% 100%

Examine electrical contacts and components of lift stations monthly

% of electrical checked monthly 100% 100% 100%

Perform 50 clean out installs per year on sewer lines # of clean outs installed 56 53 50

Perform maintenance on a minimum of 100 air release valves

# of air release valves maintained 64 178 100

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


efficient manner

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Public Works


Forecast FY2015

Budget FY2016

Perform maintenance on a minimum of 100 fire hydrants

annually# of fire hydrants serviced 59 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% 100% 100%

Respond to customer requests pertaining to water service within 2

hours 95% of the time

% of water service requests responded to within 2 hours 97% 98% 95%

Continue to receive recognition as a Tree City USA

# of years recognized as a Tree City 23 24 25

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% 100% 100%

Upgrade MLK and other corridors connecting to

Downtown

Participate in FDOT evaluation & construction of medians on

US41/Cleveland Ave. corridor

% of evaluation/construction complete n/a 55% 100%

Complete Wayfinding Sign project Conduct study and

construct/install signage - % complete

25% 92% 100%

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

and parkInitiate study - % complete n/a n/a 50%

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efficient manner

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Maintain Downtown as a destination for arts,

culture and entertainment

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Cultural & Historic Affairs


Forecast FY2015

Budget FY2016



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

$0 $0 $0


efficient manner

Grow volunteer/internship programs to support new and

continuing programs

Increase # of volunteer hours by 15% each year - # of hours - % change over

prior year7,015 100%

8,205 17%

10,000 22%

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

year 3 4 4

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

new programs5 5 5

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Expand Fort Myers as a historic, arts and

culture center

Provide world class exhibits, innovative programs and unique locally significant

displays

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Harborside Event Center


Forecast FY2015

Budget FY2016

Average Attendance at Conference/Tradeshows -

% Change versus prior year62,920

72,358 15.0%

75,975 5.0%

Average Attendance at Social Events - % change

versus prior year

57,75066,967 16.0%

70,315 5.0%

Number of Events Held - % change versus prior year

177398

124.9% 398 0%

Total number of Event Days -% change versus prior year

163219.8 34.8%

230.8 5.0%

Total Square Footage of Space Rented - % change

versus prior year3,099,500

4,367,000 40.9%

4,585,350 5.0%

Customer Service - Willingness to Return

99% 99% 99%

Customer Service - Percent of Repeat Business

88% 90% 90%

Overall Customer Satisfaction

97% 95% 95%

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rant

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Maintain Downtown as a destination for arts,

culture and entertainment

Provide convention, conference and special events

facilities and services to customers by emphasizing the

human dimension to client services.

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Information Technology Services (ITS)


Forecast FY2015

Budget FY2016


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.

85% 90% 100%



Review current staffing levels and provide training mechanisms for

staff to develop their skills

Research and analyze staffing levels of like size Cities to determine proper

staff levels to maintain core services - % complete by

end of fiscal year 25% 50% 100%

Review like services with the County for possible collaboration

Continue meetings with the County staff to determine like services for areas of

cooperation and collaboration - % complete

of services identified for collaboration

75% 85% 100%

Research alternative ways to provide technology services

Review cloud technologies (see note below) to

determine if they would be beneficial to the City - % of

cloud technologies reviewed25% 50% 75%

Note: Cloud technologies are the use of third party services

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Community Redevelopment Agency


Forecast FY2015

Budget FY2016

Change in taxable value of Martin Luther King Jr. Blvd

Redevelopment Areas(5,162,917) 1,436,002 (2,002,840)

Change in taxable value of Cleveland Avenue

Redevelopment Areas(3,606,993) 56,704 16,682,574

Change in taxable value of Downtown Redevelopment

Area7,614,117 23,410,265 21,163,666



Attract a major, full-service hotel with conference center

Percentage of City funding achieved N/A 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 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% 100%/100%

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Increase Taxable value of redevelopment areas

Upgrade MLK and other corridors connecting to

Downtown

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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:

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(Amounts in Millions)Projection

FY2015-16 FY2016-17 FY2017-18RevenuesTaxes 54.5$ 56.7$ 58.5$ Licenses and Permits 7.5 7.4 7.2Fire Assessment Fee 2.2 2.2 2.3Intergovernmental 8.9 9.1 9.3Charges for Services 1.3 1.3 1.3Fines and Forfeitures 0.6 0.6 0.6Miscellaneous revenues 5.5 5.5 5.6Contribution from Enterprise Funds 11.1 11.1 11.1Operating transfers in 1.7 1.1 1.1Appropriated reserves 0.7 0.0 0.0

94.0$ 95.0$ 97.0$

ExpendituresPersonal services 61.0$ 63.4$ 65.3$ Operating expenses 19.3 18.2 18.3Transfers 5.4 5.5 5.5Debt 8.3 7.9 7.9

94.0$ 95.0$ 97.0$ Shortfall -$ -$ -$

General Fund Budget Projections

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

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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 long-term 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 Funds’ 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.

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CapitalGeneral Utility All Other Debt Improvement

Fund Fund Enterprise Service Budget

10,049,596 26,360,766 12,232,713 5,242,425 37,353,775

RevenuesAd Valorem Taxes 8.7760 41,584,400 - - - - 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 77,000 60,000 29,300 - - Miscellaneous 5,397,500 840,000 1,814,100 - 210,500 Contributions from Other Funds 11,078,600 - - - - Grants - - - - - Debt Proceeds - - - - - Operating Transfers In 1,739,100 - 2,476,900 8,520,700 2,539,250 Appropriated Fund Balance - - - - - Revenue Reserves - - - - -

Total Revenues 93,281,500 62,228,000 33,666,300 10,199,500 3,183,372

ExpendituresGeneral Government 12,173,050 - - 11,585,500 - Public Safety 57,500,200 - 3,483,400 - - Physical Environment 6,239,300 46,719,400 12,197,000 - 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 - 23,783,170 3,171,442 - 6,982,172

Sub-total Expenditures 80,399,950 70,502,570 31,478,242 11,585,500 9,982,172 Operating Transfers out 5,222,400 5,909,900 5,380,300 - - Capital Improvement Transfers 157,000 - 45,000 - 1,229,750 Debt Service Transfers Out 8,259,600 - 178,700 - - Expense Reserves - - - - - Expenditure Savings - - - - -

Total Expenditures 94,038,950 76,412,470 37,082,242 11,585,500 11,211,922

Ending Fund Balance 9,292,146 12,176,296 8,816,771 3,856,425 29,325,225

FY2015-16 Budget Summary

Beginning Fund Balance

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TotalInternal Special Trust & FY15/16 FY 14/15 FY 13/14Service CRA Revenue Agency Funds Budget Budget Actual

8,353,930 3,969,911 4,049,433 230,587,350 338,199,899

- - - - 41,584,400 38,239,300 35,761,963 - 1,139,600 2,600,000 - 18,479,800 17,907,800 19,882,809 - - - - 13,292,000 13,813,600 14,558,710 - 100,000 5,920,538 - 15,387,760 10,277,252 8,747,237

17,168,200 - 770,000 - 105,947,700 103,316,000 100,658,716 - - - - 782,400 861,700 838,500 - - 300 4,000,000 4,166,600 2,060,700 5,295,158

100,000 192,000 626,924 27,097,800 36,278,824 34,119,231 35,202,614 - - - - 11,078,600 10,791,300 10,137,000 - - - - - 447,122 4,272,547 - - - - - 27,642,650 39,910,000 - 2,697,600 268,100 - 18,241,650 17,058,200 33,212,603 - - - - - - - - - - - -

17,268,200 4,129,200 10,185,862 31,097,800 265,239,734 276,534,855 308,477,857

16,820,900 - 75,000 8,528,900 49,183,350 46,680,900 45,065,374 - - 5,426,996 14,360,000 80,770,596 72,759,739 72,933,314 - - - - 65,155,700 63,292,700 55,782,363 - - 4,250,100 - 5,666,700 5,034,800 4,774,065 - 4,213,200 863,966 - 5,077,166 4,895,244 4,976,337 - - - - 14,372,500 14,050,000 12,312,421 - - - - 4,324,700 4,651,600 1,335,900 - 1,500,000 - - 35,436,784 54,879,828 21,194,841

16,820,900 5,713,200 10,616,062 22,888,900 259,987,496 266,244,811 218,374,615 1,491,000 63,600 148,100 - 18,215,300 17,444,500 15,936,150

952,500 - 200,000 - 2,584,250 1,081,500 18,549,249 82,400 - - - 8,520,700 9,323,500 8,864,204

- - - - - - - - - - (1,500,000) -

19,346,800 5,776,800 10,964,162 22,888,900 289,307,746 292,594,311 261,724,218

6,275,330 2,322,311 3,271,133 238,796,250 314,131,887

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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.

$0

$50

$100

$150

$200

$250

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

Citywide Budgeted Operating Revenues by Function$ in Millions Other Sources

Transfers In

Appropriated Reserves

Miscellaneous

Interest Income

Fines and Forfeitures

Charges for Services

Intergovernmental

Licenses and Permits

Taxes

$0

$50

$100

$150

$200

$250

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

Citywide Budgeted Operating Expenditures by Function$ in Millions

Transfers Out

Debt Service

Contingencies

Culture/Recreation

Transportation

Physical Environment

Public Safety

General Government

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Revenues – 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 City’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.

Category In Millions % In Millions %Taxes 53.6$ 28.2% 57.1$ 28.4%Licenses and Permits 13.8 7.3% 13.3 6.5%Intergovernmental 8.6 4.5% 9.6 4.8%Charges for Services 85.4 44.9% 88.0 43.7%Fines and Forfeitures 0.8 0.4% 0.8 0.4%Interest Income 0.2 0.1% 0.2 0.1%Miscellaneous 7.9 4.1% 8.4 4.2%Transfers In 15.0 7.9% 15.4 7.7%Appropriated Reserves 4.9 2.6% 8.5 4.2%

190.2$ 100% 201.3$ 100%

FY2014-15 FY2015-16

Taxes $57.1

Licenses &Permits$13.3

Intergovernmental $9.6

Charges for Services $88.0

Fines and Forfeitures $.8

Interest Income$.2

Miscellaneous$8.4

Transfers In $15.4

Appropriated Reserves $8.5

FY2015-16 Operating Revenue by Category(In Millions)

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FY2016 Major Funding Sources and their Relationship to Major Funds

Ad Valorem Other TaxesLicenses and

Permits IntergovernmentalCharges for

Services

General Fund 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% 0.0% 0.0% 0.0% 80.3%

Solid Waste Fund 0.0% 0.0% 0.0% 1.2% 83.6%

Other Enterprise Funds 0.0% 0.0% 17.5% 0.0% 56.1%

Internal Service 0.0% 0.0% 0.0% 0.0% 88.7%

Debt Service 0.0% 14.4% 0.0% 0.0% 0.0%

Capital Improvement Budget 0.0% 1.1% 0.0% 2.8% 0.0%

Trust & Agency Funds 0.0% 0.0% 0.0% 0.0% 0.0%

Bold Font = Funds Largest Revenue Source

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Fines and Forfeitures Miscellaneous

Contributions/Transfers from other

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% 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% 0.0% 0.0% 31,097,800

297,897,546

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Expenditures – 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 In Millions % In Millions %General Government 11.3$ 5.9% 12.2$ 6.0%Public Safety 57.3 30.1% 61.0 30.3%Physical Environment 63.3 33.3% 65.2 32.4%Transportation 4.9 2.6% 5.4 2.7%Culture/Recreation 14.0 7.4% 14.4 7.1%Contingencies 0.2 0.1% 4.0 2.0%Debt Service 9.1 4.8% 8.4 4.2%Transfers Out 30.1 15.8% 30.7 15.3%

190.2$ 100.0% 201.3$ 100.0%

FY2014-15 FY2015-16

General Government $12.2

Public Safety $61.0

Physical Environment $65.2Transportation $5.4

Culture/Recreation $14.4

Contingencies $4.0

Debt Service $8.4

Transfers Out $30.7

FY2015-16 Operating Expenditures by Function (In Millions)

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Fund Balance – 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 government’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.

$0.0

$10.0

$20.0

$30.0

$40.0

$50.0

$60.0

$70.0

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$90.0

Mill

ions

Citywide Fund Balance FY2009-2016

Restricted

Unrestricted

$71.7 $69.3 $68.4 $69.3 $70.7

$80.4

$51.0

$38.5

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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.

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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.

FY FY FY FY FY FY FY FYFunction 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16General Government 143.6 119.6 114.0 114.0 114.0 117.0 116.5 118.2Public Safety 511.7 412.5 427.4 427.4 426.9 436.8 436.6 438.6Physical Environment 295.9 259.7 253.8 253.7 253.8 252.5 254.9 256.8Transportation 22.6 18.6 19.0 19.0 19.0 19.0 19.0 18.3Culture/Recreation 122.4 103.6 100.3 104.0 104.9 103.4 103.0 100.3Community Development 17.4 14.0 13.4 13.4 13.9 13.9 13.9 13.9

Total 1113.6 928.0 927.9 931.5 932.5 942.6 943.9 946.1

0

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400

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1,200

08-09

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Budgeted Personnel by FunctionFiscal Years 2009-2016

(FTE's) CommunityDevelopment

Culture/Recreation

Transportation

PhysicalEnvironment

Public Safety

General Government

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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

Mayor Total FTE’s 0.0 0.0 0 # Change 0.0 0.0 % Change 0.0% 0.0% City Council Total FTE’s 0.0 0.0 0 # Change 0.0 0.0 % Change 0.0% 0.0% City Manager Total FTE’s 4.0 4.0 0 # Change 0.0 0.0 % Change 0.0% 0.0% City Clerk Total FTE’s 16.0 16.0 1 # Change 0.0 0.0 % Change 0.0% 0.0% City Attorney Total FTE’s 9.0 9.0 1 # Change 0.0 0.0 % Change 0.0% 0.0% Fire Total FTE’s 141.0 142.0 1 # Change 0.0 1.0 % Change 0.0% 0.7% Police Total FTE’s 249.7 248.7 3 # Change (0.2) (1.0) % Change (0.1%) (0.4%) Human Resources Total FTE’s 8.0 8.0 1 # Change 0.0 0.0 % Change 0.0% 0.0% ITS Total FTE’s 19.0 20.0 0 # Change 0.0 1.0 % Change 0.0% 5.3% Finance Total FTE’s 31.5 31.5 3 # Change (.5) 0.0 % Change (1.6%) 0.0% Community Dev. Total FTE’s 59.9 61.9 4 # Change 0.0 2.0 % Change 0.0% 3.3% Venues Total FTE’s 39.3 36.6 0 # Change (.4) (2.7) % Change (1.0%) (6.9%) Public Works Total FTE’s 366.5 368.4 3 # Change 2.4 1.9 % Change .7% 0.5% TOTALS Total FTE’s 943.9 946.1 17 # Change 1.3 2.2 % Change .1% .2%

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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 part-time 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).

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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 (FTE’s) for FY2009 through FY2016.

City Manager0.4%

City Clerk1.7%

City Attorney1.0%

Fire Department15.0%

Police Department

26.3%

Human Resources

0.8%Information Technology

Services2.1%

Financial Services

3.4%

Community Development

6.5%

Venues3.9%

Public Works38.9%

FY15-16 Budgeted Personnel By Department

0

120

240

360

480

600

720

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960

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1,200

56,000

58,000

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70,000

72,000

74,000

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

FTE'

s

Popu

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n

City of Fort MyersPopulation and Employees

Fiscal Years 2009-2016

PopulationFTE's

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

Population FTE’s

Fort Myers 69,437 943.9 Sarasota * 52,584 582.2 Delray Beach 62,700 773.0 Pensacola 51,820 770.0

*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.

0.0100.0200.0300.0400.0500.0600.0700.0800.0900.01,000.0

010,00020,00030,00040,00050,00060,00070,00080,000

City of FortMyers

Sarasota Delray Beach Pensacola

FTE'

s

Popu

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Cities

FTE's vs Population for FY2014-15

Population FTE's

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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 In Millions % In Millions %Ad Valorem Taxes 38.2$ 42.9% 41.6$ 44.6%Other Taxes 13.0 14.6% 12.9 13.8%Franchise Fees, Licenses and Permits 10.2 11.5% 9.7 10.4%Intergovernmental 7.9 8.9% 8.9 9.5%Charges for Services 1.4 1.6% 1.3 1.4%Fines and Forfeitures 0.7 0.8% 0.6 0.6%Interest Income 0.1 0.1% 0.1 0.1%Miscellaneous 5.2 5.8% 5.4 5.8%Contributions from Other Funds 12.3 13.8% 12.8 13.7%

89.0$ 100.0% 93.3$ 100.0%

FY2014-15 FY2015-16

Ad Valorem Taxes$41.6

Other Taxes$12.9Franchise Fees,

Licenses & Permits$9.7

Intergovernmental $8.9

Charges for Services$1.3

Fines & Forfeitures$.6

Interest $.1

Misc. $5.4Contributions from

Other Funds $12.8

FY2015-16 General Fund Revenues by Major Category(In Millions)

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

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franchise fees, as well as to provide a return on the City’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.

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

Tax Year

Total Assessed Valuation

Allowable Exemptions

Taxable Value

Ratio of Taxable Value to

Total Assessed

Value Millage

Rate

Taxable Value

% Increase

Over Prior Year

2005 $5,978,611 $1,877,768 $4,100,843 68.59% 7.2100 31.5% 2006 $8,208,670 $2,272,274 $5,936,396 72.31% 6.8000 44.8% 2007 $9,518,900 $2,474,874 $7,044,026 74.00% 6.2560 18.7% 2008 $9,376,868 $2,530,069 $6,846,798 73.02% 7.1634 -2.8% 2009 $7,221,346 $1,837,252 $5,384,094 74.56% 7.4000 -21.4% 2010 $5,817,869 $1,477,179 $4,340,690 74.61% 8.4000 -19.4% 2011 $5,540,103 $1,463,061 $4,077,042 73.59% 8.4000 -6.1% 2012 $5,687,432 $1,621,546 $4,065,886 71.49% 8.7760 -.27% 2013 $5,956,622 $1,756,364 $4,200,258 70.51% 8.7760 3.30% 2014 $6,585,316 $2,028,996 $4,556,320 69.19% 8.7760 8.48% 2015 $7,284,903 $2,302,476 $4,982,427 68.39% 8.7760 9.35%

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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.

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Fund Balance - According to the City’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 – 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.

0%

5%

10%

15%

20%

25%

30%

35%

$-

$19

$38

$56

$75

$94

Perc

enta

ge o

f Bud

get

Fund

Bal

ance

Mill

ions

Year

General Fund Balance as a Percentage of BudgetFY2004-FY2016

Fund Balance

General Fund Budget

% 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.

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$9.3

$-

$5

$10

$15

$20

$25

Mill

ions

Year

General Fund Fund Balance FY2004 through FY2016 (In Millions)

$11.2

$14.5

$23.2

$12.3 $12.7

$8.1

$11.4 $11.3$12.1 $12.0$13.1

$10.0

Expenditure Summary – 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:

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Function In Millions % In Millions %General Government 11.3$ 12.7% 12.2$ 12.9%Culture/Recreation 2.6 2.9% 2.7 2.9%Public Safety 54.1 61.1% 57.5 61.2%Physical Environment 5.8 6.6% 6.2 6.5%Transportation 0.5 0.5% 0.5 0.5%Other Uses 1.6 1.8% 1.3 1.4%Operating Out Transfers 5.0 5.6% 5.2 5.5%Capital Improvement Transfers 0.2 0.2% 0.1 0.1%Debt Service Transfer 8.9 10.1% 8.3 8.8%Expenditure Savings (1.5) -1.5% 0.0 -1.5%

88.5$ 100.0% 94.0$ 100.0%

FY2014-15 FY2015-16

General Government

$12.2

Culture/Recreation

$2.7

Public Safety$57.5Physical

Environment$6.2

Transportation$.5

Other Uses$1.3

Operating Transfer

$5.2

Capital Transfer$.1 Debt Transfer

$8.3

FY2015-16 General Fund Expenditures by Function(In Millions)

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

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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: Budgeted

(In Thousands) Budgeted

(In Thousands)

FY2015 FY2016 %

Change Transfers to General Fund Utilities 5,623 5,910 5.1% Solid Waste 4,754 4,754 0% Fleet 277 277 0% Downtown Parking 100 100 0% Information Technology Services 645 357 -44.7% Risk Management 237 858 262.0% Stormwater 414 414 0% Cemetery Trust 130 130 0% Off Duty Pay 98 18 -81.6%

Subtotal $ 12,278 $ 12,818 4.4%

Transfers from General Fund Tax Increment Districts (2,195) (2,409) 9.7% Southwest Florida Enterprise Center (288) (288) 0% Street Maintenance (141) (141) 0% Skatium (219) (205) -6.4% Cultural and Historic Affairs (917) (926) 1.0% Harborside Event Center (849) (907) 6.8% Yacht Basin (367) (282) -23.2% Para-Transit 0 (64) 100%

Subtotal (4,976) (5,222) 4.9%

Net Transfers to General Fund $ 7,302 $ 7,056 -3.4%

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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 City’s Enterprise Funds for fiscal years 2015 and 2016.

Operating Revenues Net Cash

from Operations Budget Budget (In Thousands) (In Thousands) FY2015 FY2016 FY2015 FY2016 Utilities $ 59,548 $ 62,228 $ 13,759 $ 15,509Stormwater 3,003 2,905 792 532Downtown Parking 880 1,025 (80) 0Skatium 1,020 1,078 (219) (205)Cultural & Historic Affairs 650 677 (899) (927)Yacht Basin 2,269 2,229 (364) (272)Golf Courses 3,756 3,935 (50) 4 Harborside Event Center 1,551 1,565 (894) (996)Solid Waste 14,066 14,176 4,617 4,352Building Permits and Inspections 3,606 3,599 82 115

Total $ 90,349 $93,417 $ 16,744 $18,112

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

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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 City’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 % Change

Utilities $ 22,431 $9,462 (57.8%)Stormwater 3,281 296 (91.0%)Downtown Parking 306 650 112.4%Skatium 3 3 0.0%Cultural & Historic Affairs 121 93 (23.1%)Yacht Basin 170 308 81.2% Golf Courses 101 75 (25.7%)Harborside Event Center 114 87 (23.7%)Solid Waste 5,251 549 (89.6%)Building Permits and Inspections 6,180 6,501 5.2%

Total $ 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.

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The following table summarizes Operating Revenues and Net Cash from Operations for Special Revenue Funds for fiscal years 2015 and 2016.

Operating Revenues

Net Cash from Operations

Budget Budget (In Thousands) (In Thousands) FY2015 FY2016 FY2015 FY2016 Community Redevelopment Agency $ 1,105 $ 1,332 $ (433) $ (448)Street Maintenance 3,271 3,619 (416) (363)Community Development Block Grant 652 613 0 0State Housing Initiative Partnership 223 251 0 0Grants 867 4,561 0 0Trust Funds 106 46 (371) (216)Miscellaneous Special Revenue Funds 813 828 (266) (141)

Total $ 7,037 $11,250 $ (1,486) $(1,168)

It is projected that the City’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 % Change Community Redevelopment Agency $ 2,704 $ 2,222 (17.8%)Street Maintenance 513 258 (49.7%)Community Development Block Grant 183 183 0.0%State Housing Initiative Partnership 360 360 0.0%Grants 0 0 0.0%Trust Funds 848 675 (20.4%)Miscellaneous Special Revenue 983 762 (22.5%)

Total $ 5,591 $ 4,460 (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 City’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.

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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 9/30/14

As of 9/30/15

Governmental Funds General Revenue Bonds & Notes $ 104,595 $ 97,757 Community Redevelopment Agency Debt 3,969 3,473 Total Governmental Funds Outstanding Principal $ 108,564 $ 101,230 Proprietary Funds Utilities $ 256,094 $ 245,053 Other Enterprise Funds 4,583 4,316 Total Proprietary Funds Outstanding Principal $ 260,677 $ 249,369 Total Outstanding Principal $ 369,241 $ 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.

$0$5,000,000

$10,000,000$15,000,000$20,000,000$25,000,000$30,000,000$35,000,000$40,000,000

Debt Service Requirements for Next 20 Years

Proprietary Debt Governmental Debt

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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:

Operating Revenues

Net Cash from Operations

Budget Budget (In Thousands) (In Thousands) FY2015 FY2016 FY2015 FY2016 Fleet Maintenance $ 5,538 $ 5,460 $ (224) $ (277)Information Technology Services 5,273 5,867 (295) 0 Public Works Warehouse 575 575 46 7 Risk Management 5,759 5,366 ( 233) (1,809) Total $ 17,145 17,268 $ (706) $ (2,079)

It is projected that the City’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 FY2016 % Change Fleet Maintenance $ 186 $ 254 36.6% Information Technology Services 141 63 (55.3%)Public Works Warehouse 100 111 11.0% Risk Management 7,304 5,847 (20.0%)

Total $ 7,731 $ 6,275 (18.8%)

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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.

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.

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

FY2016 FY2017 FY2018 FY2019 FY2020

Capital Improvement ProgramStormwater

Parks &Beautification

Equipment

Development

Buildings

Transportation

Utilities

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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

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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

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covenants or other legal obligations are met; or for other purposes as deemed required for the City’s continued financial stability.

3. 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.

4. 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.

5. 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.

6. 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 City’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.

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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)

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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.

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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 Preliminary revenue and expenditure projections are developed. January – May 2015 Internal Service Fund budgets are developed, indirect, personnel

and other operating costs are calculated April 2015 First Budget Workshop with City Council. June 2015 Second Budget Workshop with City Council.

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July 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.

September 2015 Two, public hearings are conducted to obtain taxpayer input, set the tax millage rate, and adopt the budget.

October 1, 2015 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. 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.

2. Project Request Forms are reviewed for accuracy and completeness prior to being accepted.

3. 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.

4. 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.

5. 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.

6. 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.

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Capital Improvement Program Calendar February Capital Improvement Project Request Forms and Instructions are

distributed to all City Departments. March-April 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.

April-July Project requests are evaluated. The City Manager and staff rank projects and prepare a City Manager’s Recommended CIP.

July City Council reviews City Manager’s Recommended CIP at the July Budget Workshop where the not to exceed millage is set.

September 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

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECPreliminary Revenue and Expenditure projections developed XBudget Workshops with City Council X X XInternal Service Fund budgets developed/ indirect costs calclulated & allocated and personnel costs computed X XCapital Improvement Program (CIP) project request forms sent to Departments XCIP forms submitted to Budget Office XBudget Office works with Departments to develop operating budgets X XBudget workshop including CIP presentation with City Council, set not to exceed millage XFirst public hearing for budget and CIP, public input, setting proposed millage XSecond public hearing for public input, adopting millage and budget, including the CIB and the 5-Year CIP. XFiscal year begins XDocument publication XGFOA Budget Submission X

FY2015 FY2016

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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. The new assessed value and the assessed value for the prior year, for every taxing

authority. 2. The new exemptions and taxable values and the exemptions and taxable values

for the prior year, for every taxing authority. 3. The prior year tax bill, itemizing each taxing authority’s millage. 4. 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.)

5. 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 Assessment roll validated August TRIM Notices mailed September Millage levy set by resolution October 1 Beginning of fiscal year for which tax is to be levied November 1 Tax bills mailed Nov 1 – Feb 28 Property taxes payable with descending discount rates March Property taxes due April 1 Taxes become delinquent Prior to June 1 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 full-time 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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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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AdoptedActual Budget Forecast Budget

2013-14 2014-15 2014-15 2015-16General Fund 72,904,080 76,742,500 76,405,683 80,463,800 Special Revenue Funds

Community Development Block Grant 1,359,441 651,709 1,878,405 612,846 Land Acquisition 7,531 - 1,700 - Police Officers' Off Duty Pay 639,586 755,000 635,000 770,000 Beautification 7,785 - 7,610 - Street Light Maintenance 350 - - - Street Maintenance 3,431,224 3,271,000 3,426,500 3,618,800 Public Art 1,602 - - - Attainable Workforce Housing 2,530 - - - Para-Transit 49,850 58,000 58,000 58,000 Facilities Management & Construction 146,012 - - - State Housing Initiative Partnership 104,505 222,935 409,762 251,120 Trust Funds 223,841 106,400 119,308 46,300 Other Grant Funds 2,139,052 867,439 1,573,508 4,560,696 Community Redevelopment Agency 1,096,425 1,105,000 1,727,379 1,331,600

Debt Service FundsRevenue Bonds and Notes 1,280,044 1,675,800 2,134,816 1,678,800

Enterprise FundsUtility 58,440,363 59,547,600 60,268,175 62,228,000 Stormwater 3,468,154 3,003,000 2,910,000 2,905,000 Solid Waste 14,464,923 14,066,400 14,282,798 14,176,400 Downtown Parking 947,425 880,300 1,085,939 1,025,300 Skatium 1,000,124 1,020,100 1,031,500 1,077,700 Yacht Basin 2,369,505 2,269,200 2,274,100 2,228,800 Cultural & Historic Affairs 582,580 649,500 597,400 677,400 Fort Myers Golf Course 1,112,226 1,806,900 1,727,783 1,961,000 Eastwood Golf Course 1,865,566 1,949,400 1,855,400 1,974,100 Harborside Event Center 770,125 1,551,000 1,565,000 1,565,000 Building Permits and Inspection 3,545,438 3,605,700 3,880,800 3,598,700

Renewal & Replacement Funds 2,742,340 2,510,000 2,770,000 2,810,000 Trust and Agency Funds 50,912,118 27,621,200 30,525,480 31,097,800 Internal Service Funds

Fleet Maintenance 5,339,742 5,538,000 5,546,270 5,460,200 Information Technology Services 4,696,120 5,273,000 5,273,000 5,866,700 Public Works Warehouse 602,998 575,000 575,100 575,000 Risk Management 6,034,586 5,758,600 5,758,600 5,366,300

Sub-total Revenues 242,288,191 223,080,683 230,305,016 237,985,362 Citywide Transfers In 24,809,878 26,618,000 17,267,598 26,781,000

- 12,638,300 - 24,727,062 Total Revenues 267,098,069 262,336,983 247,572,614 289,493,424

Revenue Summary by Fund

Citywide Appropriations of Reserves

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Revenues can be defined as income from all sources to pay for expenses or income from the sale of goods orservices.

Major Changes in RevenuesFY 14/15 to FY 15/16

Citywide, there are increases and decreases in revenues experienced throughout the various funds withexplanations below by fund type.General FundTotal General Fund revenues show an increase from the FY2015 adopted budget by approximately $3.7 millionor 4.8%. This is attributable to the net effect of the following changes: $3.3 million increase in Ad Valorem taxrevenue, as taxable values increase 9.47% and the millage rate remained at 8.7760 mills, $380,000 increase inUtility Service Taxes, $550,000 decrease in Communications Taxes, $141,200 increase in Business TaxReceipts, $123,400 increase in permit fees, $950,000 decrease in the fire assessment fee due to a change in thecost recovery %, $305,000 increase in Franchise Fees and $966,500 increase in State Shared revenues. Mostincreases in General Fund revenues are related to the improvements in the economy and an increase inpopulation.

Special Revenue FundsOverall, Special Revenue Funds increase by $4.3 million, or 61.3%, from FY2015. Detail explanations areprovided below from those funds that contribute to this change:

Revenues on the adjacent page exclude any revenue reserves and Capital Project Fund revenues. CapitalProject Fund revenues consist of the funding towards capital improvement projects through various meansincluding, but not limited to, debt instruments, operations, grants and impact fees. Capital projects arediscussed in detail in the Capital Improvement section of this document.

Other Grant Funds revenue increases $3.7 million. The funding of the Fire SAFER (Staffing for Adequate Fireand Emergency Response) grant increases $3.6 million as a result of receiving a new, two year grant to fundpersonal services for 21 firefighters. This grant funds the rehiring of laid-off firefighters. New Police grants of$.1 million include WCIND funding for purchase of a boat, Bureau of Justice Assistance funding for bodycameras and an FDOT Bike and Pedestrian Safety grant.

Enterprise FundsOverall, 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 participatingin a new backflow device program, estimated at $300,000.

Community Redevelopment Agency revenues increase $226,600 due to net valuation increases in variousdistricts. FY2016 includes a $50,000 advance repayment from the Fort Myers Redevelopment Area to theCleveland Avenue Redevelopment Area, as in FY2015.

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Major Changes in RevenuesFY 14/15 to FY 15/16

Risk Management revenues are directly related to the annual payments of insurance premiums and settlement ofclaims. Revenues decrease $392,300 primarily due to decreases of $609,200 in insurance cost and $28,100 inliability insurance, offset by an increase in Workers' Compensation cost of $226,200.

The Information Technology Services (ITS) Fund revenues increase $.6 million. Charges from this fund consistof computer replacements, fixed and variable service charges, communication charges and annual softwaremaintenance. The increase was to fund increases in Repairs/Maintenance for maintenance contracts,communication charges and a new Network Security Administrator position.

Internal Service FundsThe total increase in the Internal Service Funds' revenues over prior year, amounts to $123,600 or 0.7%. Suchrevenues from the Internal Service Funds are derived from back charges to user departments and are based uponthe cost of services performed. Major variances by fund are provided below.

Trust and Agency FundsRevenues in the Trust and Agency Funds consist of contributions made by the City, State, and employees, inaccordance with City ordinance and State law, and are determined by actuarial valuations. The Citycontribution increases $1,322,900 from prior year, with the largest increase, $995,600, for the GeneralEmployees' Plan, where the total annual payroll declined from that reported in the prior year's actuarialvaluation and the investment return assumption has been reduced from 7.9% to 7.75%. The City contributionsto the Police Officers' and the Firefighters' Plans increase $305,500 and $21,800 respectively. Majorassumption 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 lessfavorable than expected in the Police Officers' Plan. Average salary increases were lower than anticipated inthe 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 are37.0% for the General Employees', 84.4% for the Police Officers' and 70.3% for the Firefighters' Plans. Staterequirements that shortened amortization periods for gains and losses have increased funding requirements.

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1998 1,805,454,280 1998/99 5.7816 5.7816 0.0% 10,306,4001999 1,939,417,640 1999/00 5.7816 5.6363 2.6% 10,731,7882000 2,077,963,694 2000/01 5.7816 5.6229 2.8% 11,811,9552001 2,209,818,363 2001/02 7.7816 5.6701 37.2% 17,394,7832002 2,436,068,803 2002/03 7.7816 7.4125 5.0% 18,177,7112003 2,795,987,518 2003/04 7.7816 7.3598 5.7% 20,587,2022004 3,119,258,977 2004/05 7.2100 7.2113 0.0% 21,729,3002005 4,100,843,110 2005/06 7.2100 5.9836 20.5% 27,776,8002006 5,936,396,097 2006/07 6.8000 5.3353 27.5% 37,907,9002007 7,044,026,365 2007/08 6.2560 6.2561 0.0% 41,593,9002008 6,846,798,548 2008/09 7.1634 7.3310 -2.3% 46,411,5002009 5,384,093,872 2009/10 7.4000 9.5233 -22.3% 38,226,4002010 4,340,690,277 2010/11 8.4000 8.9816 -6.5% 34,676,3002011 4,077,042,379 2011/12 8.4000 8.9333 -6.0% 32,730,3002012 4,065,886,024 2012/13 8.7760 8.5254 2.9% 34,113,4002013 4,200,257,846 2013/14 8.7760 8.6987 0.9% 35,146,2002014 4,556,320,495 2014/15 8.7760 8.3390 5.2% 38,239,3002015 4,982,426,644 2015/16 8.7760 8.4041 4.4% 41,584,300

AdoptedActual Actual Budget Forecast Budget2012-13 2013-14 2014-15 2014-15 2015-16

Ad valorem taxes 34,185,263 35,761,963 38,239,300 38,341,600 41,584,300 34,185,263 35,761,963 38,239,300 38,341,600 41,584,300

Fee Schedule

General Fund Revenue 002Ad Valorem Taxes

Legal Authorization

Major Assumptions

Florida Statutes, Chapter 166.211 authorizes the City of Fort Myers, in a manner not inconsistent with generallaw, to levy Ad Valorem Taxes on real and tangible personal property in an amount not to exceed 10 mills.

Ad Valorem Taxes are based upon taxable values of properties and the adopted millage rate. The Fiscal Year2016 budget includes revenues calculated at the millage rate of 8.7760, which is 4.43% more than thecalculated rolled back rate of 8.4041.

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.

Rolled Back Rate

Millage Rate% Change

Tax Revenue BudgetedTax Year Taxable Value Fiscal Year Millage Rate

$0

$14,000,000

$28,000,000

$42,000,000

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

Fiscal Year

Ad Valorem Revenue Historical Comparison

BudgetForecast

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AdoptedActual Actual Budget Forecast Budget

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

Florida Power and Light 4,948,431 5,369,142 5,200,000 5,500,000 5,500,000 Peoples Gas System 79,594 64,074 60,000 64,000 65,000 Towing contract 58,500 80,167 66,600 66,600 66,600

5,086,525 5,513,383 5,326,600 5,630,600 5,631,600

The City of Fort Myers shall, under Ordinance No. 3378, receive 5.9% of the revenues from the sale ofelectrical energy within the corporate limits of the city less actual write-offs. Ordinance No. 2957 provides forcollection of 6% of gross revenues, less any adjustments for uncollectable accounts, from the sale ortransportation of natural gas to customers within the limits of the city. Further, the Towing Agent agrees topay the City $200,000 for a three year period, or $66,666 per year.

General Fund Revenue 002

Collection History

Franchise Fees Legal Authorization

Major Assumptions

Fee Schedule

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 toexclusively provide for this service.

Revenues collected from Franchise Fees on electric and natural gas for FY2016 are projected to be in-line withthe FY2015 forecast. A (3) year towing contract was secured with the City in January, 2014 and the FY2016budget was based on this contract.

$0

$1,200,700

$2,401,400

$3,602,100

$4,802,800

$6,003,500

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

Fiscal Year

Franchise Fees RevenueHistorical Comparison

BudgetForecast

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

Florida Power and Light 5,534,839 6,115,060 6,000,000 6,250,000 6,200,000 Water 1,575,462 1,751,412 1,700,000 1,800,000 1,850,000 Bottled gas 150,809 181,525 150,000 180,000 180,000

7,261,110 8,047,997 7,850,000 8,230,000 8,230,000

General Fund Revenue 002Public Service Tax

Legal Authorization

Major Assumptions

Collection History

The Municipal Public Service Tax, authorized under Florida Statutes, Chapter 166.231-136, states that the taxshall be levied only upon purchases of electricity, metered natural gas, liquefied petroleum gas either meteredor bottled, manufactured gas either metered or bottled and water service within the municipality. The amountof tax levied shall not exceed 10% of the payments received by the seller.

Revenues projected from the imposed Public Service Taxes for FY2016 were developed based on actualcollections from FY2015 and given consideration for population growth.

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

Fee Schedule

$0

$2,100,000

$4,200,000

$6,300,000

$8,400,000

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

Fiscal Year

Public Service Tax RevenueHistorical Comparison

Bottled gas

Water

Florida Power andLight

Forecast Budget

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

Local Business Tax Fees 1,651,878 1,704,748 1,719,000 1,860,200 1,860,200 1,651,878 1,704,748 1,719,000 1,860,200 1,860,200

General Fund Revenue 002Local Business Tax

Legal Authorization

Major Assumptions

Collection History

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 ofany business, profession, or occupation within its jurisdiction. Ordinance 3484 was passed by City Council onSeptember 2, 2008 renaming the Occupational License Tax to Local Business Tax.

Local Business Tax revenues are estimated using a time series analysis which predicts revenues based onhistorical data. Current market conditions were also considered when estimates were developed. The result ofthe analysis calls for the FY2016 budget to be on par with FY2015 collections.

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

Fee Schedule

$0

$400,000

$800,000

$1,200,000

$1,600,000

$2,000,000

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

Fiscal Year

Local Business Tax RevenueHistorical Comparison

Forecast Budget

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

Communications Services Tax 3,913,472 3,342,499 3,400,000 3,000,000 2,850,000 3,913,472 3,342,499 3,400,000 3,000,000 2,850,000

General Fund Revenue 002Communications Services Tax

Legal Authorization

Major Assumptions

Collection History

The Legislature passed communications services tax rates in Chapter 2001-140, Laws of Florida. The bill waspassed because of evolving technology in the area of communications services. The City adopted resolutionNo. 2001-30 and 2001-31 to establish the rates on July 2, 2001.

The FY2016 budget reflects the estimate provided by the Florida Legislature's Office of Economic andDemographic 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.

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

Fee Schedule

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

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

Fiscal Year

Communications Services Tax RevenueHistorical Comparison

Forecast Budget

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Property Category % of CallsAssessment Allocation

Allocated Units

Assessment Unit

Assessment per Unit

Residential 51.1% 1,553,316$ 33,893 Parcel 45.83$ Commercial 16.4% 492,193$ 16,406,424 Sq Ft 0.030$ Industrial/Warehouse 2.3% 69,839$ 8,729,851 Sq Ft 0.008$ Government/Institutional 30.2% 913,270$ 13,046,721 Sq Ft 0.070$

100.0% 3,028,618$


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

Fire Assessment Fee - - 3,150,000 1,546,145 2,200,000 - - 3,150,000 1,546,145 2,200,000

Fee Schedule

Collection History

General Fund Revenue 002Fire Assessment Fee

Legal AuthorizationSpecial assessments are a home rule revenue source under Florida Statute 166.021 that may be used by a localgovernment to fund local improvements or essential services. Resolution 2014-34 establishes a fire specialassessment fee for the City beginning in FY2015.

Major AssumptionsThe FY2016 budget includes a fire special assessment fee which was established in FY2015. The fee willrecover up to 16.55% of the full cost requirement of providing fire protection services to properties within theCity limits. The assessable fire/rescue costs are allocated among real property use categories based on a (3) yearhistorical demand for these services. This demand is identified by examining the past three years of fireincident/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 alsoinclude any past due amounts from FY2015.

$0

$800,000

$1,600,000

$2,400,000

$3,200,000

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

Fiscal Year

Fire Assessment FeeHistorical Comparison

Forecast Budget

116


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

Engineering Permit Fees 413,329 635,270 619,700 680,300 607,500 Fire Department Permit Fees 422,811 628,767 495,000 607,400 596,500 Zoning Board Adjustment Fees 150,467 201,490 192,400 170,000 180,000 Plan Review Fees 327,247 526,810 433,200 542,300 459,700 Computer/Automation Surcharge - - - 19,100 20,000 Adult Entertainment Permits 18,450 19,850 20,000 20,000 20,000

1,332,304 2,012,187 1,760,300 2,039,100 1,883,700

General Fund Revenue 002Other Licenses, Fees and Permits

Legal AuthorizationThe Florida Statutes, Chapter 166.222, states that the governing body of a municipality may provide a schedule ofreasonable inspection fees in order to defer the costs of inspection and enforcement of the provisions of its buildingcode.

Collection History

Major AssumptionsFees and permits revenue are estimated based on current market trends and conditions. Total licenses, fees andpermits are anticipated to increase $123,400 or 7.0% over that of the FY2015 Adopted Budget. This conservativeincrease is driven by growth.

Fee ScheduleRates 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.

$0

$700,000

$1,400,000

$2,100,000

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

Fiscal Year

Other Licenses, Fees and PermitsHistorical Comparison

Adult EntertainmentPermits

Plan Review Fees

Zoning BoardAdjustment Fees

Fire Department PermitFees

Engineering PermitFeesForecast Budget

117


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

Mobile home license 15,453 16,280 15,500 15,500 16,000 Alcoholic beverage license 96,508 119,403 100,000 120,000 120,000 State sales tax (.005) 4,659,495 5,217,412 5,100,000 5,630,000 5,925,000 Firefighters' state compensation 50,886 56,277 55,000 56,000 56,000 State shared revenue proceeds 1,441,877 1,586,714 1,515,000 1,550,000 1,635,000 Fuel tax recoveries 74,952 75,196 75,000 75,000 75,000

6,339,171 7,071,282 6,860,500 7,446,500 7,827,000

General Fund Revenue 002State Shared Revenues

Legal Authorization

Major Assumptions

Collection History

This revenue category is comprised of a variety of fees and taxes collected by the state and distributed tomunicipalities 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 Proceedsin FY 00-01; Mobile Home Licenses are imposed by Chapter 320; Alcoholic Beverage Licenses, Chapter561.342; One-half Cent Sales Tax Chapter 218.61; Fire Fighters State Compensation, Chapter 633.382; andFuel Tax Recoveries, Chapter 206.625.

Revenue estimates are based on collection trends in FY2015 and incorporates the estimates provided by theFlorida Legislature's Office of Economic and Demographic Research with the assistance of the FloridaDepartment of Revenue's Office of Tax Research.

All payment schedules are established by Florida Statutes and are received monthly for two months' previouscollection.

Fee Schedule

$0

$1,975,000

$3,950,000

$5,925,000

$7,900,000

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

Fiscal Year

State Shared Revenues Historical Comparison

Fuel tax recoveries

State shared revenue proceeds

Firefighters' state compensation

State sales tax (.005)

Alcoholic beverage license

Mobile home license

Forecast Budget

118

Cemetery Adults Infants Cremains*Burial plots (and additional for one cremain) $1400/$700 $400 $700/$950Indigent burials $1,000 $350 $500Opening and Closing FeesMonday - Friday before 2:30 P.M. $900 $275 $525/$450Weekdays 2:30 P.M. and after; Saturdays before 2:30 P.M. $1,150 $450 $650/$550Saturdays 2:30 P.M. and after $1,400 $725 $875/$750


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

Cemetery: openings 104,450 109,075 105,000 110,000 112,700 Cemetery: lot sales 100,513 115,067 105,300 110,000 110,000 Cemetery: urns and markers 11,250 10,563 - 3,887 - Abandoned Property Registration 92,800 166,600 160,300 125,000 150,000 Lot mowing 81,427 105,395 219,700 103,000 105,000 Demolition fees 20,414 2,690 20,700 3,500 20,000

410,854 509,390 611,000 455,387 497,700

Collection History

Resolution No. 2014-27 itemizes rates for Interment Rights and Services and Opening and Closing Fees forburials, including a fee for a second burial of cremains at the head or foot of a standard lot. Ordinance No. 2093gives 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 firstand repeat offenses effective September 25, 2014. Ordinance No. 3539 establishes a process and fee of $150 perproperty for the registration of abandoned real property effective January 2010.

FY2016 Cemetery revenues are budgeted 6% higher than prior year, based on collections history. AbandonedProperty Registration fees are expected to decrease $10,300 from the prior year based on FY2015 collections andcurrent trends. Lot Mowing revenue is expected to decrease $114,700 based on FY2015 collections. Demolitionfees remain on par with the prior year Adopted Budget.

* 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.

General Fund Revenue 002Physical Environment

Legal Authorization

Major Assumptions

Fee Schedule

$0

$153,000

$306,000

$459,000

$612,000

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

Fiscal Year

Physical Environment Revenue Historical Comparison Abandoned Property

Registration

Cemetery: urns and markers

Demolition fees

Lot mowing

Cemetery: lot sales

Cemetery: openingsForecast Budget

119


2012-13 2013-14 2014-15 2014-15 2015-16Parks and recreation 3,475 5,075 3,500 3,500 3,500 Riverside Center revenue 54,117 52,966 55,400 55,400 55,400 Racquet Club revenue 6,184 - - - - Golfview Pool revenue 27,393 34,574 27,600 27,600 31,800 Skate Park revenue 11,709 12,464 10,500 10,500 10,500 Centennial Park 14,719 19,075 14,800 14,800 14,800 Deleon Pool membership/concessions 167,389 162,242 170,000 165,000 165,000 Landscaping/grounds maintenance 79,281 79,281 79,200 79,200 79,200 Athletic league revenue 34,088 35,775 35,000 35,000 35,000 STARS Complex/summer camp fees 60,462 79,456 95,600 88,200 88,200

458,817 480,908 491,600 479,200 483,400

General Fund Revenue 002Culture/Recreation

Legal Authorization

Major Assumptions

Collection History

The Code of Ordinances of the City of Fort Myers authorizes the City Council to adopt fees for the use of Cityrecreational facilities.

The FY2016 budget was developed in-line with actual collections in FY2015. There are no fee increases plannedfor FY2016.

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

Fee Schedule

$0

$123,750

$247,500

$371,250

$495,000

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

Fiscal Year

Culture/Recreation RevenueHistorical Comparison

Forecast Budget

120


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

Fines and forfeitures 422,511 331,074 400,000 295,000 300,000 422,511 331,074 400,000 295,000 300,000

Collection History

According to Florida Statues, Chapter 34.191: "All fines and forfeitures received from violations of municipalordinances committed within a municipality within the territorial jurisdiction of the county court, other thanthe charge provided in s.318.1215, shall be paid monthly to the municipality except as provided ins.28.2402(2), s.34.045(2), s. 318.21 or s. 943.25."

Revenue estimates are based on FY2015 collections.

Money from noncompliance fees and traffic violations.

General Fund Revenue 002Judgments and Fines

Legal Authorization

Major Assumptions

Fee Schedule

$0

$106,250

$212,500

$318,750

$425,000

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

Fiscal Year

Judgments and FinesHistorical Comparison

Forecast Budget

121

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 toprovide 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.


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

Alarm permits 37,940 37,479 40,400 37,500 40,400 Alarm service fees 8,360 6,661 6,300 9,700 7,000 Code enforcement liens 228,187 243,583 210,000 246,000 250,000

274,487 287,723 256,700 293,200 297,400

General Fund Revenue 002Ordinance Violations

Fee Schedule

Collection History

Ordinance No. 3394, passed by the Council of the City of Fort Myers on May 7, 2007 and effective the samedate, amends the fee schedule of the City Code. Ordinance No. 3716 amends the City Code, Chapter 30 FirePrevention 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 toprovide for fees to recover cost for requests made to utilize fire department employees for fire watches and asstandby personnel at events in the City. Code Enforcement fines and liens are set by City Ordinance and aretoo numerous to reproduce here.

FY2016 Alarm permits and service fees, which include fees for false alarms and alarm malfunctions areconsistent with that of FY2015 collections. FY2016 Code Enforcement lien collection revenues are based onFY2015 collections.

Legal Authorization

Major Assumptions

$0

$75,000

$150,000

$225,000

$300,000

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

Fiscal Year

Ordinance Violations RevenueHistorical Comparison

Code collection revenue

Code enforcement liens

Alarm service fees

Alarm permits

Forecast Budget

122


2012-13 2013-14 2014-15 2014-15 2015-16Rent: Industrial property 15,870 17,080 15,800 17,000 17,000 Rent: Sunshine Masonry 25,984 46,770 46,800 46,800 46,800 Rent: Golf Course Restaurant - - 25,000 25,000 25,000 Rent: Lee Memorial - - 65,300 65,300 65,300 Rent: Wireless - - 52,100 52,100 52,000

41,854 63,850 205,000 206,200 206,100

Collection History

Fort Myers City Charter, Chapter 8, Subsection 39 states: "City may lease any of the property owned by theCity or any part thereof, when deemed for the best interest of the City to do so."

The FY2016 budget was based on the FY2015 forecast and lease agreements. FY2015 was the first year thatrevenue from the Fort Myers golf course restaurant, Lee Memorial and wireless tower was reported in theGeneral Fund.

Based upon individual contracts approved by the Mayor and the City Council.

General Fund Revenue 002Rents and Royalties

Legal Authorization

Major Assumptions

Fee Schedule

$0

$52,000

$104,000

$156,000

$208,000

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

Fiscal Year

Rents and Royalties RevenueHistorical Comparison

Forecast Budget

123

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%


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

Interest income 1,073 1,434 - 500 - Miscellaneous revenue 565,997 422,936 406,000 406,000 478,800 Local option fuel tax (.06) 2,330,342 2,466,937 2,350,000 2,500,000 2,600,000 Local option fuel tax (.05) 1,735,966 1,830,803 1,675,800 1,800,000 1,800,000 State fuel tax (.08) 513,313 539,917 515,000 520,000 540,000

5,146,691 5,262,027 4,946,800 5,226,500 5,418,800

Fuel Tax Revenue 106 & 308

Legal Authorization

Major Assumptions

Collection History

The 6-cents and 5-cents of local option fuel tax as well as the additional 8th-cent state fuel tax, pursuant toFlorida Statutes 336.025 (1)(a) & (b) and 206.605 respectively, were levied by an ordinance adopted by amajority vote of the County's governing body. The proceeds of the local option fuel tax are distributed to themunicipalities located within the County based upon an Interlocal agreement adopted on May 31, 1989. This30 year agreement was subject to renegotiation in year 20 or May, 2009 for the remaining 10 years of theagreement, however no parties requested any recalculation of proceeds. Proceeds, calculated on the # ofgallons sold, are distributed based on the schedule below.

Revenues through the collection of fuel taxes are estimated to increase modestly based on lower fuel pricesand a steady increase in population. The FY2016 budget was based on that premise as well as the FY2015budget. Miscellaneous revenue consists of reimbursements from FDOT for traffic signal maintenance andstreet lighting on State roads.

Florida Statute 336.025 allows for the distribution of the Local Option Fuel Tax either through an Interlocalagreement or by a transportation methodology outlined in the Statutes. The county and cities entered into anInterlocal agreement which distributes the proceeds as follows:

Fee Schedule

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

2012-13 2013-14 2014-15 2014-15 2015-16Fiscal Year

Local Option Gas Tax RevenueHistorical Comparison Local option fuel tax (.05)

Local option fuel tax (.06)

Miscellaneous revenue

Interest income

State fuel tax (.08)

Forecast Budget

124

City Ordinance No. 3757, effective October 1, 2015: Inside OutsideCity Limit City Limit

Monthly readiness-to-serve (by meter size) $8.63-$992.45 $10.79-$1,240.56Volume charge: (for each 1,000 gallons per month)Residential - (Tiers are determined by Tier 1 $4.65 $5.81

meter size as well as by monthly Tier 2 $9.30 $11.63consumption) Tier 3 $13.02 $16.28

Tier 4 $18.22 $22.78Non-Residential $9.30 $11.63


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

Water sales 14,010,252 15,546,217 15,908,600 16,050,000 16,300,000 Water installation 161,200 201,050 130,000 125,000 125,000 Water hydrant rental 33,000 33,000 33,000 33,000 33,000 Water reuse revenue 824,696 899,000 960,000 895,000 965,000 Utility service charges 515,915 576,737 520,000 560,000 560,000 Administrative charges 3,823,946 4,143,518 4,305,000 4,305,000 4,500,000

19,369,009 21,399,522 21,856,600 21,968,000 22,483,000

0

Fee Schedule

Collection History

City Ordinance No. 3757, which sets the utility rate increases for the next 5 years, establishes no change to theFY2015 utility rates for FY2016. The FY2016 budget was developed based on the FY2015 forecast with no rateincrease 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, confirmedthat no rate increase in FY2016 along with minimal future year increases, support utility capital improvements inthe 5-year program as well as operations.

Water Division Revenue 401

Legal Authorization

Major AssumptionsThe City Code of Ordinances, Chapter 18 Utilities, sets the Utility Rates.

$0

$5,650,000

$11,300,000

$16,950,000

$22,600,000

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

Fiscal Year

Water RevenueHistorical Comparison

Administrative charges

Utility service charges

Water reuse revenue

Water hydrant rental

Water installation

Water sales

Forecast Budget

125

Usage Range City Limit

Monthly readiness-to-serve (by meter size) $14.90-$1,713.50Volume charge per 1,000 gallons/monthly:All classes, all usage levels $13.25


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

Sewer service - City 21,524,775 23,842,655 24,200,000 24,600,000 25,400,000 Sewer service - County 5,806,136 6,643,451 6,791,000 6,791,000 6,845,000 Administrative charges 5,540,213 5,971,999 6,100,000 6,300,000 6,600,000

32,871,124 36,458,105 37,091,000 37,691,000 38,845,000

Fee Schedule

Collection History

Inside & Outside

City Ordinance No. 3757, which sets the utility rate increases for the next 5 years, establishes no change tothe FY2015 utility rates for FY2016. The FY2016 budget was developed based on the FY2015 forecast withno rate increase and assumes a conservative growth factor of 2.0% in the number of customers and demandfor service. Consultants, Burton & Associates through the Utility Revenue and Sufficiency Rate Modelanalysis, confirmed that no rate increase in FY2016 along with minimal future year increases, support utilitycapital improvements in the 5-year program as well as operations.

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

Sewer Division Revenue 401

Legal Authorization

Major AssumptionsThe City Code of Ordinances, Chapter 18 Utilities, sets the Utility Rates.

$0

$9,750,000

$19,500,000

$29,250,000

$39,000,000

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

Fiscal Year

Sewer RevenueHistorical Comparison

Administrativecharges

Sewer service -County

Sewer service -City

Forecast Budget

126

The fee is set at .96 per standard impervious unit (SIU).


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

Charges for services 2,888,076 3,423,575 3,000,000 2,880,000 2,880,000 Miscellaneous 14,168 44,579 3,000 30,000 25,000

2,902,244 3,468,154 3,003,000 2,910,000 2,905,000

Stormwater 402

Legal AuthorizationResolution No. 2015-41 establishes a Stormwater fee to be imposed on all real property located within the cityStormwater service area. Ordinance No. 3506 provides for the definitions for Stormwater management as wellas the method of collection. Ordinance No. 3657 was adopted to amend the method of collection andenforcement.

Collection History

Major AssumptionsRevenue for fiscal year 2016 is based on the fiscal year 2015 forecast with no change to the amount of the fee.

Fee Schedule

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.

$0

$875,000

$1,750,000

$2,625,000

$3,500,000

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

Fiscal Year

Stormwater RevenueHistorical Comparison

Forecast Budget

127

Parking Meters Without Tax With Tax 30 minutes parking meter - per hour $0.50 One hour parking meter - per hour $0.50 Two hour parking meter - per hour $0.50 Ten hour parking meter - per hour $0.25Parking Garages: Monthly parking $51.89 $55.00 Daily First hour $0.94 $1.00 Each additional hour or portion thereof $0.94 $1.00 Daily maximum $4.72 $5.00 Early bird special (before 9:00 a.m.) $3.78 $4.00Downtown Permits per month $37.73 $40.00


2012-13 2013-14 2014-15 2014-15 2015-16Interest Income 240 1,255 300 813 300 Parking meters/ permits 71,645 57,664 70,000 39,785 40,000 Parking meter fines 155,354 182,817 160,000 225,000 185,000 Parking garage 573,820 628,550 600,000 739,107 750,000 Rent: Garage Retail 53,328 64,045 50,000 57,600 50,000 Reimbursed Expense 11,372 1,986 - - -

865,759 936,317 880,300 1,062,305 1,025,300

Collection History

Resolution No. 2012-42 sets parking rates for use of City parking lots, garages, meters, and on street permits andprovides monthly parking discounts for businesses as well as downtown residents. City Code Section 17-76defines violations and Ordinance No. 3161 sets the fines.

Citywide parking, comprised of two garages and various surface lots downtown, is managed by DenisonParking, a private contractor. In addition to the fees outlined below, there are rates for special events, normalevening rates, downtown resident rates, metered bag permits and business owners' discounts. FY2016 revenuesare budgeted $150,000 higher than prior year for the parking garages and $5,000 less for Meter Permits andFines. Revenue control equipment for the garages collect money 24 hours a day, and customer volume hasincreased due to the construction of the downtown detention basin and the new library, which have reducedpreviously available surface parking areas. On street parking revenue has declined some, as a strict enforcementprogram has motivated increased use of the garages. Additional revenue growth has been limited due to theimplementation of Zip Zones downtown, which offer 2 hours of free parking per day, and the capacity of theexisting facilities.

Downtown Parking 403

Legal Authorization

Major Assumptions

Fee Schedule

$0

$266,250

$532,500

$798,750

$1,065,000

2012-13 2013-14 2014-15 2014-15 2015-16Fiscal Year

Downtown Parking RevenueHistorical Comparison

Reimbursed Expense

Parking meters/ permits

Rent: Garage Retail

Parking garage

Parking meter fines

Interest Income

Forecast Budget

128


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

Hockey revenues 275,846 270,702 290,000 280,000 296,100 Public skating revenues 100,007 115,129 100,000 118,000 127,500 Figure skating revenues 135,410 131,283 130,000 130,000 133,700 Fitness center memberships 15,679 14,307 15,000 15,000 15,000 Pro Shop revenues - - - 30,000 25,000 Concessions 145,939 145,303 158,000 150,000 158,000 Daily fees (non-ice side) 119,010 118,859 127,000 120,000 135,700 Daily fees (fitness center) 3,214 2,421 3,000 1,800 3,000 Ice rentals 169,885 172,989 170,000 173,000 170,000 Video game lease 4,949 4,830 5,000 5,000 5,000 Other leased space 24,308 23,343 22,100 8,700 8,700 Miscellaneous revenues 628 958 - - -

994,875 1,000,124 1,020,100 1,031,500 1,077,700

Skatium Revenue 404

Legal AuthorizationThe Code of Ordinances of the City of Fort Myers authorizes the City Council to adopt fees for the use ofCity recreational facilities and buildings.

Collection History

Resolution No. 2015-44 sets the rate schedules for the use of Parks and Recreation facilities, including theSkatium. Fees are too numerous to list in detail.

Major AssumptionsThe FY2016 revenues are estimated to be in line with the FY2015 forecast and incorporates fee increasesfor 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 Skatiumtook over operations of the pro shop.

Fee Schedule

$0

$302,000

$604,000

$906,000

$1,208,000

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

Fiscal Year

Skatium RevenueHistorical Comparison

MiscellaneousrevenuesOther leased space

Video game lease

Ice rentals

Daily fees (fitnesscenter)Daily fees (non-iceside)Concessions

Fitness centermembershipsFigure skatingrevenuesPublic skatingrevenuesHockey revenuesForecast Budget

129

1 - 30 Day (s)Weekly rate $0.75 to $2.00 per foot per night paid in advance.Monthly rateAnnual rate

Live aboard surcharge: $50.00 - $100.00 per vessel per month

Daily rateMonthly rateAnnual 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.

Adopted Actual Actual Budget Forecast Budget

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

Charges for services 2,167,815 2,283,530 2,194,200 2,180,400 2,135,800 Interest income 292 1,116 - 700 - Miscellaneous 75,695 84,859 75,000 93,000 93,000

2,243,802 2,369,505 2,269,200 2,274,100 2,228,800

Charges for Services, which includes Dockage fees, Boarding fees, Electricity fees, Live Aboard charges, Storesales and Fuel sales are anticipated to decrease $58,400 or 2.7%. The decrease is based on current year trends forFuel 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 rentalincome.

Resolution No. 2014-13 as approved by the City Council on March 17, 2014 amended/set the dockage rates atthe Fort Myers Yacht Basin effective March 18, 2014.

$6.00 - $12.00 per foot per month paid in advance*

Yacht Basin Revenue 407

Legal Authorization

Major Assumptions

$1.00 - $4.00 per foot per night paid in advance.

Fee Schedule

Managed Mooring Field - Lease Fees

Collection History

Dockage Rates Plus Electricity

$8.00 - $20.00 per day paid in advance.$200.00 - $400.00 per month paid in advance.$170.00 - $350.00 per month paid in advance*

$9.00 - $18.00 per foot per month paid in advance.

$0$475,000$950,000

$1,425,000$1,900,000$2,375,000

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

Fiscal Year

Yacht Basin RevenueHistorical Comparison

Miscellaneous

Charges for services

Interest income

Forecast Budget

130

**CityNon - City City* Member ***City

Annual Fees Member Member (Grandfather) MemberSingle (membership after 1985 but before 2005) $1,700.00Single (membership before 1985) $1,400.009-Month membership $850.00 $550.00Single $1,300.00 $750.00 $975.00Spouse $975.00 $400.00 $725.00

1/1 - 3/31 4/1 - 4/30 5/1 - 9/30 10/1 - 12/31Daily Fees $30-$70 $15-$45 $12-$35 $15-$45


2012-13 2013-14 2014-15 2014-15 2015-16Charges for services 1,302,367 1,096,086 1,791,400 1,712,283 1,945,500 Miscellaneous 15,414 16,140 15,500 15,500 15,500

1,317,781 1,112,226 1,806,900 1,727,783 1,961,000

Collection History

Fort Myers Golf Course Revenue 408

Legal Authorization

Major Assumptions

Fee Schedule

* Membership after October 1, 1998, ** Membership prior to October 1, 1994, *** Membership after October 1, 1994 and prior to October 1, 1998.

The FY2016 revenues are based on the FY2015 Forecast and adjusted for the implementation of a daily feemorning 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.

The Code of Ordinances of the City of Fort Myers, Florida, authorizes the changing of rates for the use of thegolf course facilities by adoption of Resolution No. 2015-43 by the City Council of the City of Fort Myers.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

2012-13 2013-14 2014-15 2014-15 2015-16Fiscal Year

Fort Myers Country Club RevenueHistorical Comparison

Forecast Budget

131

**CityNon - City City* Member ***City

Annual Fees Member Member (Grandfather) MemberSingle (membership after 1985 but before 2005) $1,700.00Single (membership before 1985) $1,400.009-Month membership $850.00 $550.00Single $1,300.00 $750.00 $975.00Spouse $975.00 $400.00 $725.00

1/1 - 3/31 4/1 - 4/30 5/1 - 9/30 10/1 - 12/31Daily Fees $40-$70 $30-$55 $15-$35 $30-$55


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

Charges for services 1,688,696 1,830,509 1,921,800 1,827,800 1,946,500 Interest income 213 991 - - - Miscellaneous 35,161 34,066 27,600 27,600 27,600

1,724,070 1,865,566 1,949,400 1,855,400 1,974,100

Collection History

Eastwood Golf Course Revenue 409

Legal Authorization

Major Assumptions

Fee Schedule

* Membership after October 1, 1998, ** Membership prior to October 1, 1994, *** Membership after October 1, 1994 and prior to October 1, 1998.

The FY2016 revenues are based on the FY2015 Forecast and adjusted for the implementation of a daily feemorning 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.

The Code of Ordinances of the City of Fort Myers, Florida, authorizes the changing of rates for the use of thegolf course facilities by adoption of Resolution No. 2015-43 by the City Council of the City of Fort Myers.

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

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

Fiscal Year

Eastwood Golf Course RevenueHistorical Comparison

Forecast Budget

132

ImaginariumSWFL

Museum ImaginariumSWFL

MuseumRegular Regular Group Group Daily Daily Admissions Admissions

Admissions Admissions Admissions (10 or more) (10 or more)Adults $8.00 - $12.00 $9.50 $7.00 - $11.50 $8.00Seniors $7.00 $8.50 $5.50 $8.00Children ages 3 - 12 $5.00 - $10.00 $4.00 $2.00 - $5.00 $4.00Children under 3 $0.00 $0.00 $0.00 $0.00


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

Charges for services 523,985 578,698 648,500 594,800 677,400 Miscellaneous 2,150 3,882 1,000 2,600 -

526,135 582,580 649,500 597,400 677,400

Collection History

This fund was created during the FY2010 budget process. It combines the Imaginarium Science Center, SWFLMuseum of History and the Burroughs Home funds. Rates for the Imaginarium were established by Resolution2008-33 as approved by City Council on August 18, 2008, and were made effective on August 18, 2008. Rates forthe 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.

Imaginarium Science Center - In FY2016 Charges for Service are anticipated to increase $23,500 or 4.1% due toan increase in the Education Program revenue. This increase is based on current year trends and projectedattendance.

SWFL Museum of History - Charges for Service are anticipated to increase $5,400 or 7.9% due to the net effect ofincreases in Memberships, Admissions and Gift Shop sales partially offset by decreases in Walking Tours andSpecial Projects. This increase is based on current year trends and projected attendance.

Cultural & Historic Affairs Revenue 410

Legal Authorization

Major Assumptions

Fee Schedule

$0

$175,000

$350,000

$525,000

$700,000

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

Fiscal Year

Cultural & Historic Affairs RevenueHistorical Comparison

Forecast Budget

133


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

Rental Income 875,557 769,038 1,551,000 1,565,000 1,565,000 Miscellaneous 651 1,087 - - -

876,208 770,125 1,551,000 1,565,000 1,565,000

Collection History

Harborside Event Center Revenue 414

Legal Authorization

Major Assumptions

Fee Schedule

The Harborside Event Center Team is focused on soliciting shoulder and off-season events to help promotean extended season. Until the expansion plans for the Event Center occur, the business mix at Harborsidecontinues to focus on the local market with limited regional uses. Harborside receives rental and service feesfor the facility as well as contract revenue from the Center Plate, the exclusive caterer of the Event Center. Anew method to record revenues and expenses was implemented with the FY2015 budget. Both revenuecollections and expenditures for events were recorded on the gross amount to provide better event reportingand management oversight. Rental Income for FY2016 is anticipated to increase $14,000 or .9% over theprior years budget. This increase is based on projections as they relate to the sale of services, public showattendance and food and beverage concession spending.

The Code of Ordinances of the City of Fort Myers, Florida, authorizes the changing of rates for the use of theHarborside Complex facilities by adoption of Resolution No. 2004-46 by the City Council of the City of FortMyers effective July 19, 2004.

Resolution 2004-46 sets the rate schedules for the Harborside Event Center for space and equipment rentalsand services, which is too voluminous to provide here in detail.

$0

$400,000

$800,000

$1,200,000

$1,600,000

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

Fiscal Year

Harborside RevenueHistorical Comparison

Forecast Budget

134

Single commercial user $9.54 Per Cubic YardCommercial user, non cardboard recycling $4.00 Per Cubic YardMechanically compressed refuse $31.44 Per Cubic Yard (containers furnished by owner) Two or more businesses using same container $9.54 Per Cubic YardNon-containerized commercial refuse $24.12 Per MonthResidential user - each family unit $228.96 Annual assessmentContainerized cardboard recycling $3.32 Per Cubic Yard


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

Charges for services 13,902,883 14,206,976 13,821,400 14,005,204 13,931,400 Interest income 7,998 24,263 - 16,221 - Miscellaneous 56,019 79,722 45,000 43,973 45,000 Intergovernmental revenues 151,018 153,962 200,000 217,400 200,000

14,117,918 14,464,923 14,066,400 14,282,798 14,176,400

Fee Schedule

Collection History

In April 2009 the City assumed responsibility for citywide recycling service, which became mandatory effectiveJanuary 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 inFY2016. Per Resolution 2008-41, collection of residential solid waste charges is handled through assessment onthe tax bill.

Chapter 14 Solid Waste, Section 14-17 of the City Code states: "All refuse accumulated in the City shall becollected, conveyed and disposed of by the City government. No persons shall collect, convey over any of thestreets or alleys for the City, or dispose of any refuse accumulated in the City without a written contract or permitapproved by the City Council." Section 14-57 establishes the rates which were amended with Ordinance No.3502, approved on March 2, 2009.

Solid Waste Revenue 420

Legal Authorization

Major Assumptions

$0

$3,625,000

$7,250,000

$10,875,000

$14,500,000

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

Fiscal Year

Solid Waste RevenueHistorical Comparison

Forecast Budget

135


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

Building permits 2,648,262 3,329,293 3,302,500 3,600,000 3,330,600 Permit reinspection fees 112,350 112,613 186,900 135,000 135,000 Local Business Tax inspection 29,550 28,691 40,600 35,800 35,800 Administrative Fees 30,555 52,580 45,300 45,300 45,300 Inspection overtime fees 1,050 920 1,400 15,000 10,000 Miscellaneous income 2,770 3,017 3,000 4,100 3,000 Computer/Automation Surcharge - - - 33,000 20,000 Interest income 6,954 18,324 26,000 12,600 19,000

2,831,491 3,545,438 3,605,700 3,880,800 3,598,700

Building Permits & Inspections Revenue 425

Legal Authorization

Major Assumptions

Collection History

The Florida Statutes, Chapter 166.222, states that the governing body of a municipality may provide a schedule ofreasonable inspection fees in order to defer the costs of inspection and enforcement of the provisions of itsbuilding code.

While Permitting and inspection activity steadily increased in FY2015, the conservative FY2015-16 budgetremains on par with the FY2015 Adopted Budget. This conservative budget is due to what could be consideredan 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.

Resolution 2014-26, effective September 25, 2014, sets the schedule of Building Permit Fees for the City. A newTechnology Fee is included in the Resolution accessing each permit to provide for funds to be used exclusivelyfor ongoing and future technology enhancements and replacements related to permitting.

Fee Schedule

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

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

Fiscal Year

Building Permits & Inspections RevenueHistorical Comparison

Forecast Budget

136

Actual Adopted Budget Forecast Budget

2013-14 2014-15 2014-15 2015-16Revenues

Taxes 50,275,461 51,208,300 51,431,800 54,524,500 Licenses and permits 7,525,570 10,236,900 9,215,845 9,715,300 Intergovernmental revenues 8,053,358 7,866,200 8,450,000 8,854,800 Charges for services 1,351,978 1,401,400 1,205,287 1,297,200 Fines & forfeitures 618,797 656,700 588,200 597,400 General administration charge 4,331,800 4,643,500 4,643,500 4,688,300 Miscellaneous revenues 747,116 729,500 871,051 786,300 Contributions from Enterprise Operations 10,137,000 10,791,300 10,791,300 11,078,600 Operating Transfers In 1,408,900 1,486,900 1,486,900 1,739,100

Total Operating Revenues 84,449,980 89,020,700 88,683,883 93,281,500

Expenditures by FunctionGeneral government 8,393,408 11,298,400 10,891,170 12,173,050 Public safety 53,616,468 54,124,100 55,587,454 57,500,200 Physical environment 5,386,852 5,843,000 6,070,419 6,239,300 Transportation 438,096 476,800 453,318 491,300 Recreation/Culture 2,392,210 2,556,700 2,580,368 2,671,400 Other uses 1,335,900 1,651,600 1,651,600 1,324,700 Expenditure savings - (1,500,000) - -

Total Operating Expenditures 71,562,934 74,450,600 77,234,329 80,399,950

Transfers Out:Operating transfers out 3,981,500 2,780,800 2,803,962 2,812,700 Transfer to TIF districts 2,011,950 2,194,900 2,190,268 2,409,700 Capital improvement transfers out 1,190,158 171,500 836,989 157,000 Debt service transfers out 8,455,064 8,912,100 8,911,700 8,259,600

Total Transfers Out 15,638,672 14,059,300 14,742,919 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) 510,800 (3,293,365) (757,450)

Estimated beginning reserves - Unassigned 8,146,193 12,654,296 12,654,296 10,049,596 Accounting adjustments 376,608 - - -

Designated reserves (reappropriations) 6,883,121 (510,800) 688,665 -

Estimated ending reserves - Unassigned 12,654,296 12,654,296 10,049,596 9,292,146

General Fund Summary

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

Overview

137

Revenues Actual Adopted Budget Forecast BudgetTaxes 2013-14 2014-15 2014-15 2015-16

Ad valorem taxes 35,761,963 38,239,300 38,341,600 41,584,300 Utility service taxes 8,047,997 7,850,000 8,230,000 8,230,000 Communication service tax 3,342,499 3,400,000 3,000,000 2,850,000 Insurance premium tax 1,418,254 - - - Business tax 1,704,748 1,719,000 1,860,200 1,860,200

50,275,461 51,208,300 51,431,800 54,524,500 Licenses and Permits

Other licenses, fees and permits 2,012,187 1,760,300 2,039,100 1,883,700 Fire special assessment fee - 3,150,000 1,546,145 2,200,000 Franchise fees 5,513,383 5,326,600 5,630,600 5,631,600

7,525,570 10,236,900 9,215,845 9,715,300 Intergovernmental

Payment in lieu of taxes 942,100 965,700 965,700 989,800 Shared revenues-other local governments 39,976 40,000 37,800 38,000 State shared revenues 7,071,282 6,860,500 7,446,500 7,827,000

8,053,358 7,866,200 8,450,000 8,854,800 Charges for Services

Culture/Recreation 483,326 493,100 480,700 484,900 General government 197,530 141,500 123,200 154,000 Other charges for services 11,531 - 2,500 - Physical environment 509,390 611,000 455,387 497,700 Public safety 150,201 155,800 143,500 160,600

1,351,978 1,401,400 1,205,287 1,297,200 Fines and Forfeits

Judgments and fines 331,074 400,000 295,000 300,000 Violations of local ordinances 287,723 256,700 293,200 297,400

618,797 656,700 588,200 597,400 Miscellaneous Revenues

Disposition of fixed assets 6,564 - - - Interest and other earnings 77,841 71,000 77,000 77,000 General administration charge 4,331,800 4,643,500 4,643,500 4,688,300 Other miscellaneous revenues 558,639 451,000 568,586 500,700 Contributions from private sources 8,790 2,500 19,265 2,500 Rents and royalties 63,850 205,000 206,200 206,100 Special assessments 31,432 - - -

5,078,916 5,373,000 5,514,551 5,474,600

Total Operating Revenues 72,904,080 76,742,500 76,405,683 80,463,800

Other SourcesContributions from enterprise funds 10,137,000 10,791,300 10,791,300 11,078,600 Interfund transfer 1,408,900 1,486,900 1,486,900 1,739,100

11,545,900 12,278,200 12,278,200 12,817,700 Total 84,449,980 89,020,700 88,683,883 93,281,500

General Fund SummaryRevenue Overview

138

ActualAdopted Budget Forecast Budget

Appropriation Unit 2013-14 2014-15 2014-15 2015-16Personal services 56,424,863 58,395,123 59,242,280 61,039,823 Operating expenses 15,102,739 17,542,977 17,959,058 18,786,727 Capital outlay 35,332 12,500 32,991 573,400 Transfers 7,183,608 5,147,200 5,831,219 5,379,400 Debt 8,455,064 8,912,100 8,911,700 8,259,600 Expenditure savings - (1,500,000) - -

87,201,606 88,509,900 91,977,248 94,038,950

General Fund Budget at a GlanceExpenditures by Appropriation Unit

The following charts depict the change in overall expenditures in the City's General Fund by appropriation unitand function. An appropriation unit is a unit of measurement that summarizes expenditures by type andfunction categorizes costs of operations in a functionally equivalent manner.

($1,500,000)

$8,500,000

$18,500,000

$28,500,000

$38,500,000

$48,500,000

$58,500,000

$68,500,000

$78,500,000

$88,500,000

$98,500,000

2013-14 2014-15 2015-16

Actual Forecast Budget

Fiscal Years

Expenditures by Appropriation Unit

Debt

Expenditure savings

Transfers

Capital outlay

Operating expenses

Personal services

139

General Fund Budget at a Glance


General Government 2013-14 2014-15 2014-15 2015-16City Council 475,002 515,700 515,700 539,100 Mayor's Office 118,300 130,900 130,900 131,300 City Manager 617,990 720,800 736,200 759,300 City Clerk 1,001,608 1,330,800 1,158,326 1,381,300 Management & Budget 310,983 327,100 332,923 347,200 Purchasing 395,379 466,600 465,222 519,200 Human Resources 848,695 1,121,200 1,058,300 1,190,800 Finance 1,012,139 1,135,700 1,066,773 1,186,500 Treasury/Collections & Switchboard 453,760 532,300 493,042 591,400 City Attorney 941,568 1,010,300 1,040,808 1,138,000 Real Estate 407,234 424,400 445,000 457,100 Planning 221,268 268,600 302,700 335,700 Community Development Admin. 616,062 589,800 608,800 632,700 Financial Services Administration 428,190 441,500 441,500 475,500 Contributions 538,100 504,700 302,600 662,450 Facilities Management - 1,750,800 1,764,863 1,797,900 Economic Development 7,130 7,200 7,513 7,600 Contingencies - 20,000 20,000 20,000

8,393,408 11,298,400 10,891,170 12,173,050 Public Safety

Police Department 32,561,645 32,707,200 34,077,440 34,758,800 Fire Department 18,172,003 18,156,300 18,344,900 19,353,600 Dispatchers 1,427,420 1,670,500 1,486,714 1,708,200 Code Enforcement 1,064,409 1,200,400 1,259,000 1,264,000 Development Services 390,991 389,700 419,400 415,600

53,616,468 54,124,100 55,587,454 57,500,200 Physical Environment

Engineering 1,576,943 1,825,100 1,944,100 1,904,800 Parks 3,461,647 3,670,700 3,748,129 3,950,800 Cemetery Maintenance 348,262 347,200 378,190 383,700

5,386,852 5,843,000 6,070,419 6,239,300 Transportation

Public Works Admin. 438,096 476,800 453,318 491,300 438,096 476,800 453,318 491,300

Recreation/CultureRecreation 1,422,873 1,517,300 1,537,430 1,610,200 STARS Complex 699,102 752,900 756,438 747,100 Special Events 125,235 141,500 141,500 169,100 Arts/Culture Task Force 145,000 145,000 145,000 145,000

2,392,210 2,556,700 2,580,368 2,671,400

Expenditures by Function

140

General Fund Budget at a Glance


2013-14 2014-15 2014-15 2015-16Other Uses

Debt Service Transfers 8,455,064 8,912,100 8,911,700 8,259,600 CIB Transfers 1,190,158 171,500 836,989 157,000 Operating Transfers 3,981,500 2,780,800 2,803,962 2,812,700 TIF Transfers 2,011,950 2,194,900 2,190,268 2,409,700 Insurance 1,335,900 1,651,600 1,651,600 1,324,700 Expenditure savings - (1,500,000) - -

16,974,572 14,210,900 16,394,519 14,963,700

Total 87,201,606 88,509,900 91,977,248 94,038,950

Expenditures by Function (con't.)

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

2013-14 2014-15 2015-16

Actual Forecast Budget

Fiscal Years

Expenditures by Function

Other Uses

Recreation/Culture

Transportation

Physical Environment

Public Safety

General Government

141

Teresa Watkins Brown - Ward 1 Michael Flanders - Ward 4 Johnny Streets, Jr. - Ward 2 Forrest Banks. - Ward 5

Terolyn Watson - Ward 3


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services - - - - - N/AOperating expenses 6,355 7,200 7,200 7,200 - 0.00%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 6,355 7,200 7,200 7,200 - 0.00%

Full time equivalent positions 0.0 0.0 0.0 0.0

Budget Highlights

Thomas Leonardo - Ward 6

City Council Mayor Pro-Tem 002-0101

ProgramThe City Council promotes and protects the well being of the citizens of Fort Myers, assures continuedimprovement in the quality of services and provides necessary leadership via policies and actions that result inefficient and effective government. This Mayor Pro-Tem budget provides the designee with the resourcesnecessary to conduct the Council's administrative business.

Increase (decrease) Both $ and %

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

Appropriations

142


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 57,391 57,700 57,700 58,800 1,100 1.91%Operating expenses 21,273 26,000 26,000 27,900 1,900 7.31%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 78,664 83,700 83,700 86,700 3,000 3.58%


Budget Highlights

City Council 002-0103Teresa Watkins Brown - Ward 1

ProgramThe City Council promotes and protects the well being of the citizens of Fort Myers and assures continuedimprovement in the quality of services. Provides necessary leadership so that policies and actions of theCouncil result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules andregulations and provides a forum for citizen involvement in City Government.

Operating expenses increase $1,900 as a result of ITS charges.


Appropriations

Personal service changes for FY2016 reflect a 3% increase in health premiums and retirement cost increases from 34.6% to 37.0% of wages.

143


2013-14 2014-15 2014-15 2015-16Expenditures


Total 87,631 91,200 91,200 95,400 4,200 4.61%


Budget Highlights

City Council 002-0104Johnny Streets, Jr. - Ward 2

Program


The City Council promotes and protects the well being of the citizens of Fort Myers and assures continuedimprovement in the quality of services. Provides necessary leadership so that policies and actions of theCouncil result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules andregulations and provides a forum for citizen involvement in City Government.



Appropriations

144


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 55,719 60,600 60,600 61,200 600 0.99%Operating expenses 15,063 22,600 22,600 26,400 3,800 16.81%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 70,782 83,200 83,200 87,600 4,400 5.29%


Budget Highlights

City Council 002-0105Terolyn Watson - Ward 3

Program


The City Council promotes and protects the well being of the citizens of Fort Myers and assures continuedimprovement in the quality of services. Provides necessary leadership so that policies and actions of theCouncil result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules andregulations and provides a forum for citizen involvement in City Government.


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.

Appropriations

145


2013-14 2014-15 2014-15 2015-16Expenditures


Total 74,429 81,100 81,100 85,300 4,200 5.18%


Budget Highlights

City Council 002-0106Michael Flanders - Ward 4

Program The City Council promotes and protects the well being of the citizens of Fort Myers and assures continuedimprovement in the quality of services. Provides necessary leadership so that policies and actions of theCouncil result in efficient and effective government. Enacts ordinances, adopts a budget, develops rules andregulations and provides a forum for citizen involvement in City Government.




Appropriations

146


2013-14 2014-15 2014-15 2015-16Expenditures


Total 76,521 82,800 82,800 87,000 4,200 5.07%


Budget Highlights

City Council 002-0107Forrest Banks - Ward 5

ProgramThe City Council promotes and protects the well being of the citizens of Fort Myers and assures continuedimprovement in the quality of services. Provides necessary leadership so that policies and actions of theCouncil 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

147


2013-14 2014-15 2014-15 2015-16Expenditures


Total 80,620 86,500 86,500 89,900 3,400 3.93%


Budget Highlights

City Council 002-0108Thomas Leonardo - Ward 6

ProgramThis division was created to provide for expenditures of a sixth ward, as directed by the voters in the April2005 election. The City Council promotes and protects the well being of the citizens of Fort Myers and assurescontinued improvement in the quality of services. Provides necessary leadership so that policies and actionsof the Council result in efficient and effective government. Enacts ordinances, adopts a budget, develops rulesand regulations and provides a forum for citizen involvement in City Government.

Appropriations




148


2013-14 2014-15 2014-15 2015-16Expenditures Personal services 76,892 77,200 77,200 78,600 1,400 1.81% Operating expenses 41,408 53,700 53,700 52,700 (1,000) -1.86% Capital outlay - - - - - N/A

Transfers - - - - - N/ADebt & other - - - - - N/A

Total 118,300 130,900 130,900 131,300 400 0.31%


Budget Highlights

Mayor's Office 002-0109Randall 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 ofCity Council, effective May 2006, when the City Manager form of government was implemented andcontinues to preside over Council meetings, serves as the ceremonial head of government, and maintainsassociation with other local and state governmental agencies.

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.



Appropriations

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 Mayorand City Council. The City Manager directs and supervises programs and services of the City. Otherresponsibilities include development of the annual budget and capital improvement program, appointment andremoval of all officers and employees of the City. The City Manager prepares Mayor and City Council meetingagendas, develops staff recommendations and supporting information on all matters to be considered by theMayor and City Council, responds to Citizens requests and prepares and reviews special reports.

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

Beautification - Palm Beach Boulevard median landscaping

Facilities Maintenance - Energy Performance contract

Accomplishments:

Environmental Protection - Reclaimed Water Study, Draft agreement for City selling of reclaimed water to City of Cape Coral

Affordable Housing - Rehabilitation of 21 homes

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

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

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


2013-14 2014-15 2014-15 2015-16Expenditures Personal services 509,659 546,500 561,900 578,200 31,700 5.80% Operating expenses 108,331 174,300 174,300 181,100 6,800 3.90% Capital outlay - - - - - N/A


Total 617,990 720,800 736,200 759,300 38,500 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.


Appropriations

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

151


2013-14 2014-15 2014-15 2015-16Expenditures Personal services - - - - - N/A Operating expenses 125,235 141,500 141,500 169,100 27,600 19.51% Capital outlay - - - - - N/A


Total 125,235 141,500 141,500 169,100 27,600 19.51%


Budget Highlights

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


Appropriations

Special Events 002-0209

Program

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


2013-14 2014-15 2014-15 2015-16Expenditures Personal services - - - - - N/A Operating expenses 145,000 145,000 145,000 145,000 - 0.00% Capital outlay - - - - - N/A


Total 145,000 145,000 145,000 145,000 - 0.00%


Budget Highlights

Appropriations

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.


Arts and Culture 002-0212

Program The City recognizes the importance of the arts to the cultural, educational, and economic well-being of itsdiverse population. In order to enhance access to a full range of cultural experiences, funding is provided forarts and cultural programs and is administered by the Public Art Committee. Funding for each arts and culturegrant is up to $7,500 for organizations and up to $2,500 for individual artists. The City's Public ArtCommittee urges the grantee to match its granted funds through earned income or contributions fromfoundations, individuals, corporations or government agencies. Matching funds can also include in-kindgoods and services as well as volunteer or professional time.

153


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 591,194 619,300 649,808 746,100 126,800 20.47% Operating expenses 350,374 391,000 391,000 391,900 900 0.23% Capital outlay - - - - - N/A Total 941,568 1,010,300 1,040,808 1,138,000 127,700 12.64%

Full time equivalent positions 6.6 6.5 6.5 6.5**Includes Frozen Position

Budget Highlights

City Attorney 002-0301

ProgramThe City Attorney's office serves as legal advisor to the City Manager, the Mayor, Council members and alldepartments of the City. The City Attorney's office advises at all City Council meetings and provides legalrepresentation to committees, boards and agencies of the City. The City Attorney institutes or defends civilsuits, actions and legal proceedings on behalf of the City and is responsible for preparing and reviewingordinances, resolutions, contracts and other legal instruments pertaining to the City, and for rendering legalopinions relating to City projects and other governmental matters.

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%.

Appropriations


Operating expenses increase for ITS Capital Recovery and Service Charges.

154


2013-14 2014-15 2014-15 2015-16Expenditures Personal services 616,553 820,400 721,435 847,600 27,200 3.32% Operating expenses 385,055 510,400 436,891 533,700 23,300 4.57% Capital outlay - - - - - N/A Transfers - - - - - N/A Debt & other - - - - - N/A

Total 1,001,608 1,330,800 1,158,326 1,381,300 50,500 3.79%

Full time equivalent position 14.5 13.0 13.0 13**Includes Frozen Position

Budget Highlights

Operating expenses increase due to a net increase in indirect costs.

City Clerk 002-0401

ProgramThe mission of the City Clerk's Office is to maintain an unbiased permanent record of all proceedings; ensure theintegrity of elections, documents and history of the City; provide high quality customer service to the electedofficials, general public, City staff, and other government agencies. We pledge to be neutral and impartial inrendering equal service and providing information to maximize public access to municipal government. InFY2010, responsibility for staff support services for the Elected Officials was transferred to this division.

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%.


Appropriations

155

Debt Service and Transfers to Other Funds


2013-14 2014-15 2014-15 2015-16Transfers 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 ContributionsGeneral 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

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.

Economic Development -- $7,600 is budgeted for MPO dues.

Retirement Contract -- Retirement contract obligation has been fulfilled.

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 Actualexpenditures includes this contribution. Funding also includes $153,000 for Quality Life Center, $72,700 forthe remaining funding for a final contribution to the Housing Authority for the Hope VI grant, $50,000 forthe Housing Authority's assisted living facility, $88,900 for maintenance at the Sidney Berne Davis ArtCenter and $37,500 for the Dunbar Improvement Association for Palm City Gardens Apartmentsimprovements. New funding includes $10,900 Human Trafficking Awareness Partnerships, $7,500 OlympiaTrack Club, $10,000 Dunbar Little League, $53,800 Clemente Park Improvements, $30,000 Lee CountyGood Wheels and $10,350 additional Black History Society funding.

Non-Departmental 002-05xx

Transfers to the Capital Improvement Budget -- $70,000 will fund neighborhood improvement projects and $87,000 for a lease payment for Fire Engine 14.

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.

The Non-Departmental section of the Budget Document represents non-operating type items. These itemsconsist mainly of Transfers to Other Funds, Contributions, and Debt Service.

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).

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2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 835,628 951,700 976,730 1,033,600 81,900 8.61%Operating expenses 558,894 565,600 560,700 570,600 5,000 0.88%Capital outlay 28,351 - - 6,000 6,000 N/A

Total 1,422,873 1,517,300 1,537,430 1,610,200 92,900 6.12%


Budget Highlights

Recreation 002-0602

Program"Bringing Our Community Together" - That is the Recreation Division's motto and what they strive for throughleisure and recreational activities for individuals and families throughout the City. By offering a variety ofactivities, the Recreation Division is able to serve thousands of residents and visitors each year from youngchildren to senior citizens.

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.

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.

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.


Appropriations

Accomplishments:

Continued "Movies in the Park" program.

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.

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.

157


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 1,956,639 2,136,700 2,022,429 2,257,800 121,100 5.67%Operating expenses 1,505,008 1,534,000 1,725,700 1,693,000 159,000 10.37%Capital outlay - - - - - N/ATransfers - - - - - N/A

Total 3,461,647 3,670,700 3,748,129 3,950,800 280,100 7.63%


Budget Highlights

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

Installed new irrigation in the landscaping at the Fort Myers Country Club and Pro ShopUpgraded the Lions Park sports field with 4,000 square feet of new sod

Parks 002-0603

ProgramPreserve and improve the landscape of our community, enhance its attractiveness and increase safety, whileproviding quality green space and facilities for the passive and active enjoyment of all residents. Responsibilitiesinclude horticultural maintenance & turf mowing encompassing more than 190 acres, including irrigation, park,playground and ball field maintenance as well.

Accomplishments:

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.


Appropriations

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

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 469,515 510,400 517,038 527,200 16,800 3.29%Operating expenses 222,606 242,500 239,400 219,900 (22,600) -9.32%Capital outlay 6,981 - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 699,102 752,900 756,438 747,100 (5,800) -0.77%


Budget Highlights

STARS Complex 002-0606

ProgramThis program provides recreational, academic, social, cultural and sports activities/facilities that target our at-risk children and provide them with a safe environment and adult guidance to encourage positive, goal-orientedbehavior and SUCCESS THROUGH ACADEMIC and RECREATIONAL SUPPORT (STARS). STARScurrently provides after-school programs and school-break camps that include homework assistance, martialarts classes, swimming, basketball, aerobics and a garden club just to name a few, to more than 200 childrendaily. Further, STARS now offers a once a month, teen lounge for youth between the ages of 14 and 18.

Improved field #5 for Dunbar Rattler Football and Cheer increasing volume of usage of the facility by morethan 250 participants.

Partnered with the Children's Network which developed programs for middle school aged children providinglife skills, community service and value awareness.

Increased participation in the Dunbar Little League from 25 to 125 children due to a new agreement andmanagement of the organization.

Added a new swim program, Swim Energy that incorporates teaching of good morals, character andresponsibility.

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.


Appropriations

159


2013-14 2014-15 2014-15 2015-16Expenditures


Total 348,262 347,200 378,190 383,700 36,500 10.51%


Budget Highlights

Operating expenses increase due to indirect costs and $18,500 additional funding for a permanent contractual worker, currently funded by vacancy savings, to maintain current service levels.


Appropriations

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%.

Cemetery Maintenance 002-0612

ProgramThe mission of the cemetery is to provide a beautiful, secure resting place for loved ones through responsibleland 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'swebsite.

160

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 283,594 289,500 296,026 310,200 20,700 7.15%Operating expenses 27,389 37,600 36,897 37,000 (600) -1.60%Capital outlay - - - - - N/A

Total 310,983 327,100 332,923 347,200 20,100 6.14%


Budget Highlights

Budget 002-0701

ProgramThe Budget Office is responsible for preparation, implementation and monitoring of the City's AnnualOperating Budget & Capital Improvement Program. This includes working with the City departments and CityManager in determining and setting priorities for the City's spending requirements. Work includes preparationof the proposed and annual budget documents, TRIM compliance, revenue and expenditure monitoring throughquarterly analyses and projections, processing of budget transfer and amendment requests and the tracking ofactivities related to the long-range Capital Improvement Program. The Budget Office also providesprofessional assistance, guidance and analysis in the creation/elimination of programs, evaluation of staffinglevels and programs and is continuously involved in many special projects related to the overall management ofthe City.

Adopted the Five-Year Capital Improvement Program by Resolution, shifting to a cash flow basis program alleviating large, upfront debt issuances.


Appropriations

Operating expenses decrease for ITS Service Charges.

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.

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%. Funding for a vacant Capital Budget Manager position is eliminated.

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.

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.

161


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 295,883 370,800 348,822 394,600 23,800 6.42%Operating expenses 99,496 95,800 116,400 124,600 28,800 30.06%Capital outlay - - - - - N/ATransfers - - - - - N/A

Total 395,379 466,600 465,222 519,200 52,600 11.27%


Budget Highlights

Purchasing & Contracts Administration 002-0702

ProgramThe Purchasing & Contracts Division is responsible for purchasing supplies, materials and services for the day-to-day operation of all City divisions by State Statute, City Ordinances and adopted policies. This division alsoprovides professional assistance, guidance and analysis in creation/administration of Bid/RFP/RFQ documentsand 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 theMinority Business Enterprise (MBE) Program and responsibility for the monitoring and compliance of theCity's Asbestos Operations & Maintenance Plan for all City facilities.

Appropriations


Operating expenses net increase is due to $25,000 additional funding for Contractual Services personnel to maintain the current level of service and a net increase in indirect costs.


Generated over $137,600 in auction proceeds.

To date, recognized sales tax savings of over $41,200 by processing direct materials purchases for construction of Fire Station No. 1.

Negotiated chemical contracts for water & wastewater for savings of over $100,000 annually.

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

Established and implemented a pilot project to reduce the length of time associated with insurance and contract approval process.

Re-established and implemented new Procurement Card Training for end users.

162


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 676,521 909,600 862,600 986,700 77,100 8.48%Operating expenses 172,174 211,600 195,700 204,100 (7,500) -3.54%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 848,695 1,121,200 1,058,300 1,190,800 69,600 6.21%

Full time equivalent positions 8.0 8.0 8.0 8.0 ** Includes Frozen Position

Budget Highlights

Implemented Criticall (911 emergency dispatcher) testing for Telecommunications Operator applicants.


Appropriations

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.

Published monthly benefits newsletter and "Lunch and Learn" sessions to promote healthful living and raise employee health awareness.

Coordinated the summer youth work program, "Step Up to Work 2015", which employs local youth from low income households.

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.

Negotiated a 3% increase to HMO health insurance premiums and a 5% increase to HDHP plans.

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

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.

Negotiated bargaining agreements with Fire and General Unions.

Worked with consultants on revising the Policies and Procedures manual to be implemented in FY2016.

Human Resources 002-0801

ProgramThe Human Resources Department serves as a hub for all employee services, activities and programs. Thisdepartment also constitutes the foundation for the City's ability to ensure fair and equitable treatment for all ofits employees in every term, benefit, privilege and condition of employment.

Accomplishments:

163

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 305,215 310,400 290,618 332,600 22,200 7.15%Operating expenses 132,881 166,400 162,700 158,700 (7,700) -4.63%Capital outlay - - - - - -Transfers - - - - - -Debt & other - - - - - -

Total 438,096 476,800 453,318 491,300 14,500 3.04%


Budget Highlights


Appropriations

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 due to Fleet Charges.

Public Works Administration 002-0901

Program

Mission: The Public Works Department’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.

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.

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 City’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.

164


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 917,803 1,227,800 1,128,700 1,287,300 59,500 4.85%Operating expenses 659,140 597,300 815,400 617,500 20,200 3.38%Capital outlay - - - - - -Transfers - - - - - -

Total 1,576,943 1,825,100 1,944,100 1,904,800 79,700 4.37%

Full time equivalent positions 12.7 14.7 14.7 14.7 *

Budget Highlights * Includes Frozen Position

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.


Appropriations

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.

Engineering 002-0902

ProgramThe 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 andinspections of site plans from private developers for conformance with City Code requirements & providesconstruction inspection of capital improvement projects, in-house projects and private development projects.

The Engineering Division was awarded a $226,000 grant from the US Department of Agriculture for the stabilization of the Winkler Avenue Canal Embankment.

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

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.

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.

165

Police Department 002-1002

The Police Department is responsible for the development and implementation of programs which successfullyaddress the changing and ever growing law enforcement problems facing the citizenry. The Fort Myers PoliceDepartment is committed to providing a responsive police presence that improves the quality of life and buildsproblem-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 mosteffective and efficient law enforcement services in Florida.

Program

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.

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 self-esteem.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.

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.

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%.

166


Expenditures 2013-14 2014-15 2014-15 2015-16 Personal services 27,621,952 27,235,523 28,629,692 27,944,023 708,500 2.60%

Operating expenses 4,929,923 5,425,646 5,401,717 6,203,253 777,607 14.33%Capital outlay - - - 567,400 567,400 N/ATransfers 9,770 46,031 46,031 44,124 (1,907) -4.14%Debt & Other - - - - - N/ATotal 32,561,645 32,707,200 34,077,440 34,758,800 2,051,600 6.27%

Full time equivalent positionsCivilian 52.0 50.6 48.6 48.6*

Sworn 166.0 175.0 176.0 176.0 *Includes Frozen Positions

Budget Highlights


Appropriations

Capital outlay includes $550,000 additional funding for pursuit vehicles, making $800,000 in total vehicle funding, and $17,400 for SWAT equipment.

Police Department 002-1002

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.

Transfers provide a City match of $14,647 for the Bulletproof Vest Grant and $29,477 for the Cold Cases Grant.

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.

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%.

167

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.

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 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.

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.

Accomplishments:

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.

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.

Fire Department 002-1101

ProgramThe 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.

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 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.

168


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 15,807,724 15,490,100 15,478,800 16,354,300 864,200 5.58%Operating expenses 2,286,179 2,548,900 2,762,300 2,892,200 343,300 13.47%Capital outlay - - 16,200 - - N/ATransfers - 24,900 - 10,500 (14,400) -57.83%Debt & other - - - - - N/A

Total 18,093,903 18,063,900 18,257,300 19,257,000 1,193,100 6.60%

Full time equivalent breakdown:Chief 1.0 1.0 1.0 1.0Deputy/Assistant Chiefs 3.0 4.0 4.0 4.0Medical/Training Officers 1.0 1.0 1.0 1.0Firefighters 105.0 104.0 104.0 104.0Fire Prevention 5.0 5.0 5.0 6.0Support Staff 4.0 4.0 4.0 4.0Total full time equivalent positions 119.0 119.0 119.0 120.0 *

Budget Highlights * Includes Frozen Position

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.

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.

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.


Fire Department 002-1101

Appropriations

169


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 1,387,202 1,626,500 1,442,714 1,656,200 29,700 1.83%Operating expenses 40,218 44,000 44,000 52,000 8,000 18.18%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 1,427,420 1,670,500 1,486,714 1,708,200 37,700 2.26%


Budget Highlights

Dispatchers 002-1102

Program

Appropriations

Our mission is to provide the highest standards of public safety in a team effort. We shall strive to be efficientand courteous in all facets of our work to ensure the appropriate response and assistance is rendered. We willinteract with other agencies in a joint effort to promote effective law enforcement.


Operating expenses increase due to ITS charges.

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%.

170


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 76,277 80,600 81,700 84,800 4,200 5.21%Operating expenses 1,823 11,800 5,900 11,800 - 0.00%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 78,100 92,400 87,600 96,600 4,200 4.55%


Budget Highlights

Operating expenses remain on par with FY2015.

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.


Fire Emergency Management 002-1104

ProgramFort Myers Emergency Management is committed to providing the highest level of effective emergencymanagement before, during and after a disaster. This division was created during FY2007.

Appropriations

171


2013-14 2014-15 2014-15 2015-16Expenditures Personal 299,184 312,400 337,000 349,700 37,300 11.94%

Operating Expenses 108,050 112,000 108,000 107,400 (4,600) -4.11%Capital Outlay - - - - - N/ATransfers - - - - - N/ADebt & Other - - - - - N/A

Total 407,234 424,400 445,000 457,100 32,700 7.70%


Budget Highlights

Housing and Real Estate 002-1180

Program

Housing and Real Estate updated and implemented the lease software system, prepared 10 new leases and sold one infill lot.

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.

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.

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.


Appropriations

172


2013-14 2014-15 2014-15 2015-16Expenditures Personal Services 319,085 327,500 342,000 350,300 22,800 6.96%

Operating Expenses 71,906 62,200 77,400 65,300 3,100 4.98%Capital Outlay - - - - - N/ATransfers - - - - - N/ADebt & Other - - - - - N/A

Total 390,991 389,700 419,400 415,600 25,900 6.65%


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.


Appropriations

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 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 pre-application 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 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.

Development Services 002-1201

ProgramTo 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:

173


2013-14 2014-15 2014-15 2015-16Expenditures Personal services 775,998 858,500 843,200 921,200 62,700 7.30%

Operating expenses 288,411 341,900 415,800 342,800 900 0.26%Capital outlay - - - - - N/ATransfers - - - - - N/A

Total 1,064,409 1,200,400 1,259,000 1,264,000 63,600 5.30%

12.0 12.0 12.0 12.0 *

Budget Highlights* Includes Frozen Positions

Code Enforcement 002-1203

Program

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.

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:

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.

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.


Appropriations

Full time equivalent positions

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.

174


2013-14 2014-15 2014-15 2015-16Expenditures


Total 221,268 268,600 302,700 335,700 67,100 24.98%


Budget Highlights

Planning 002-1301

ProgramThe 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:

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.

The Capital Improvement Budget was adopted into the Comprehensive Plan and was transmitted to the State.

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.

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.


Appropriations

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.

175


2013-14 2014-15 2014-15 2015-16Expenditures


Total 616,062 589,800 608,800 632,700 42,900 7.27%


Budget Highlights

Community Development Administration 002-1302

Program

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.

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.

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.

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.


Appropriations

176

ActualAmended Budget Forecast Budget

2013-14 2014-15 2014-15 2015-16Expenditures

Personal services - 961,300 971,561 1,025,600 64,300 6.69%Operating expenses - 789,500 786,102 772,300 (17,200) -2.18%Capital outlay - - 7,200 - - N/ADebt & other - - - - - N/A

Total - 1,750,800 1,764,863 1,797,900 47,100 2.69%


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.


Appropriations

Facilities Management 002-2103

ProgramTo provide in-house maintenance and repair services to City-owned facilities in order to provide safe, clean andattractive facilities of the highest quality for the residents, visitors and employees of the City. This divisionprovides a budget for utilities for City Hall as well as the Public Works Annex. Effective October 1, 2014 thisdivision 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.

177

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures


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 14.0 14.0**Includes Frozen Positions

Budget Highlights

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 payrollcalculations.

Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the CAFR in FY2014 for the 24th consecutive year.Completed the FY 2014 CAFR by February 13, 2015, which decreased the audit period by eight days fromprior year and improved the timeliness of the financial reporting.

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%. Funding for two vacant positions, a Payroll Specialist I and an Accounting Specialist II, is eliminated and Retirement is budgeted for a position previously occupied by an incumbent in the DROP program.

Operating expenses increase for ITS Service Charges and Audit fees.


Appropriations

Implemented Governmental Accounting Standards Board Statement No. 67, "Financial Reporting for PensionPlans", which addresses accounting and financial reporting for the activities of pension plans that areadministered through trusts.

Central Accounting 002-2301

ProgramCentral Accounting is responsible for the financial management and reporting of the City. This includesestablishing and maintaining effective controls over the City's financial activities including payroll, grantreporting, travel reporting and reimbursements and accounts payable. This division monitors internal controlsCitywide 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 AnnualFinancial Report (CAFR), the City's required annual audit report.

178

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 259,325 333,900 277,151 370,300 36,400 10.90%Operating expenses 81,312 61,600 82,000 83,200 21,600 35.06%Capital outlay - 12,500 9,591 - (12,500) -1Transfers - - - - - N/ADebt & other - - - - - N/A

Total 340,637 408,000 368,742 453,500 45,500 11.15%


Budget Highlights

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.

In FY2015 Capital Outlay was budgeted for a one-time expenditure of half the cost of replacement cashiering software, with the other half funded by the Utility Fund.


Appropriations


Improved contract verbiage to enhance collection efforts.

Implemented new Cashiering module to streamline cash receipting and minimize specialized software and related maintenance.

Operating expenses increase due to a 50.9% increase in ITS Capital Recovery and Service Charges, related to implementation of a new cashiering module.

Treasury and Collections 002-2303

ProgramTreasury 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 thetimely collection, deposit and recording of cash receipts and revenues. Treasury also assists with debt issuanceand debt service payments, establishing and monitoring Citywide cash handling policies and procedures andreviewing financial provisions of all City contracts.

179


2013-14 2014-15 2014-15 2015-16Expenditures


Total 428,190 441,500 441,500 475,500 34,000 7.70%


Budget Highlights

Operating expenses increase for ITS Service Charges.

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%. Retirement is budgeted for a position previously held by an incumbent in the DROP program.


Appropriations

Financial Services Administration 002-2305

ProgramFinancial Services Administration provides management oversight of the divisions/functions within theFinancial Services Department including: Central Accounting, Payroll, Accounts Payable and Receivable,Budget, Purchasing and Contracts, Treasury, Collections, Debt Issuance, Cash Management/Investments andMailroom/Switchboard. This program coordinates development and implementation of broad financial policyobjectives authorized and established by the City Manager, the Mayor and City Council.

180

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures


Total 113,123 124,300 124,300 137,900 13,600 10.94%


This staff welcomed 6,943 visitors to City Hall in FY2015 and handled 17,149 telephone inquiries.

Operating expenses increase due to indirect costs.

The mailroom/switchboard provides administrative support to all City divisions by processing mail, byanswering incoming calls and by ensuring customer service through welcoming all visitors to City Hall.


Appropriations


Budget Highlights

Mailroom/Switchboard 002-2306

Program

181

182

To account for the proceeds and expenditures of monies associated with various City grant activities.

Trust Funds

Special Revenue Funds

Grant Funds

Land Acquisition Fund To account for land acquisitions as well as sales.

To account for Off Duty Pay; Resources related to internal administrative accounting functions for special public safety provided above and beyond normal operations

To account for both the six-cent Local Option Gas Taxes and the eighth-cent State Gas Taxes and related street maintenance expenditures.

To provide downtown trolley service funded by contributions from downtown condominium owners.

To account for proceeds that are legally restricted as to purpose.

Beautification

Street Maintenance Fund

To account for resources for supplemental support of the City's landscaping.

Para-Transit

To account for the assistance of very low, low and moderate persons or families in becoming single-family homeowners.

State Housing Initiative Partnership

Public Art Fund

To account for resources to address a wide-range of community development needs.Community

Development Block Grant

Street Light Maintenance Fund

Public Safety Funds

To account for proceeds received from developers to support Public Art.

To account for proceeds received from special lighting districts that are used to offset the cost of maintaining streetlights in these districts.

183


2013-14 2014-15 2014-15 2015-16Revenues 1,359,441 651,709 1,878,405 612,846 Expenditures 1,188,495 651,709 1,878,405 612,846 Net income (loss) from operations 170,946 - - -

Estimated reserves, beginning of year 12,345 183,291 183,291 183,291

Estimated ending reserves 183,291 183,291 183,291 183,291

2.5 1.7 1.7 1.5

Ending Reserves -- Ending reserves of $183,291 remain the same as the previous year.

Community Development Block Grant 061-0061

ProgramIn 2006, the Community Redevelopment Agency (CRA) transitioned the Community Development BlockGrant (CDBG) program from the CRA to the City of Fort Myers. The CDBG program is a flexible programthat 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 ofneighborhoods; down payments and closing cost assistance for first time low to moderate income home buyersand assistance with the rehabilitation of owner occupied homes. The City of Fort Myers is an entitlementcommunity and as such participates in the annual formula funding.

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 (002-1180), the SHIP Grant (Fund 120) and the CDBG Grant (Fund 061).

Budget Highlights

Fund Summary

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.


184


2013-14 2014-15 2014-15 2015-16Revenues 7,531 - 1,700 - Expenditures 72,324 75,000 71,314 75,000 Net income (loss) from operations (64,793) (75,000) (69,614) (75,000)



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.

Land Acquisition Fund 102-0102

Program

Fund Summary

The Land Acquisition Fund is used to account for the sale and purchase of City-owned property. As Cityproperty is sold, the proceeds become earmarked for future purchases of desired property. The prioritizationof these future purchases and/or projects is determined by City Council.

185


2013-14 2014-15 2014-15 2015-16Revenues 639,586 755,000 635,000 770,000 Expenditures 624,605 852,800 699,800 752,600 Net income (loss) from operations 14,981 (97,800) (64,800) 17,400




2013-14 2014-15 2014-15 2015-16Revenues 350 - - - Expenditures 18,290 23,600 23,600 13,700 Net income (loss) from operations (17,940) (23,600) (23,600) (13,700)



Budget Highlights

Street Light Maintenance Fund 104-22xx

Ending Reserves -- Ending reserves have decreased slightly by $13,700, or 18.2% due to the amortization of the street light replacement program.

ProgramThe Street Light Maintenance Fund is used to account for the proceeds from Special Lighting Districts thathave been established throughout the City, along with the amortized maintenance cost.

Fund Summary

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.

Fund balance increases over prior year as FY2015 forecasted activity utilizes fewer reserves than budgeted, and no reserves are used in the FY2016 budget.

The Off Duty Pay Fund is used to account for the collection of off duty pay for City Police Officers.

Fund Summary

Program

Off Duty Pay Fund 103-1004

186

1 Public transportation operations and maintenance2

3 Roadway and right-of-way drainage4 Street lighting5 Traffic signs, traffic engineering, signalization and pavement markings6 Bridge maintenance and operation7

The Street Maintenance Fund accounts for the 6-cent and the 8th-cent taxes only. The 5-cent tax is restrictedto capital and/or related debt service expenses, and is reviewed through the CIB/CIP process.

Roadway and right-of-way maintenance and equipment and structures used primarilyfor the storage and maintenance of such equipment

Debt service and current expenditures for transportation capital projects in theforegoing program areas, including construction or reconstruction of roads andsidewalks

OVERVIEW OF FUEL TAXES

Pursuant to s.206.605(3), Florida Statutes, municipalities are required to expend the portion of funds derivedfrom the municipal fuel tax only for the purchase of transportation facilities and road and street rights-of-way, construction, reconstruction and maintenance of roads and streets; the adjustment of city-owned utilitiesas required by road and street construction; and the construction, reconstruction, transportation-related publicsafety activities, maintenance and operation of transportation facilities. Municipalities are authorized toexpend these funds in conjunction with other municipalities or counties or state or federal government injoint 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 moniesattributable to the eight-cent motor fuel tax (the 1-cent municipal fuel tax) may beused for the construction and maintenance of municipal roads, streets and sidewalks;for storm drainage systems which are integral parts of the roads or streets andnecessary for the maintenance of travel thereon; for road and street rights-of-wayacquisition; for traffic control signals or devices and traffic signs and markings whichare affixed to and an integral part of the road or street; and for the installation andmaintenance of street lights on rights-of-way of municipal roads or streets. Themonies derived from the motor fuel tax may not be used for the funding of a municipaltraffic engineering department's administrative or operating expenses, the trafficengineer's staff, or the operating expenses of electricity cost for all street lighting.

Under Florida Statutes, the 6-cent and 5-cent Local Option Fuel Taxes and the 8th-cent State Fuel Tax arerestricted 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, FloridaStatutes, which states that county and municipal governments shall utilize the proceeds of the 1 to 6 centoption gas tax only for transportation expenditures. Counties and municipalities must use the proceeds of the1 to 5 cent local option gas tax only for transportation expenditures needed to meet the requirements of thecapital 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:

187


2013-14 2014-15 2014-15 2015-16REVENUES

Taxes 2,466,937 2,350,000 2,500,000 2,600,000 Miscellaneous 424,370 406,000 406,500 478,800 Intergovernmental 539,917 515,000 520,000 540,000 Other sources - - - -

3,431,224 3,271,000 3,426,500 3,618,800

EXPENDITURESPersonal services 1,118,374 1,238,300 1,201,400 1,401,200 Operating expenses 2,343,946 2,448,600 2,410,500 2,580,800 Capital outlay - - - - Debt & other - - - -

3,462,320 3,686,900 3,611,900 3,982,000

Net income (loss) from operations (31,096) (415,900) (185,400) (363,200)

Transfers in (out)Operating in - 140,900 140,900 140,900 Operating out (43,700) - - - Capital improvement budget (229,357) (50,000) (113,550) (200,000) Total transfers (273,057) 90,900 27,350 (59,100)

Net income (loss) (304,153) (325,000) (158,050) (422,300)

Estimated reserves, beginning of year 1,142,076 837,923 837,923 679,873 Estimated ending reserves 837,923 512,923 679,873 257,573

Budget Highlights

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.

Revenues -- Revenues for the 2016 budget were developed based on current year (FY2015) and FY2014actual collection trends. Further, comparisons are made with the Florida Department of Revenue estimateddistributions. 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 trafficlights on state roads. According to the Interlocal agreement with the County the City receives 14% of allcounty fuel tax proceeds collected through the sale of fuel. This agreement expires in 2019. The amount ofGeneral Fund subsidy for FY2016 is the same as FY2015.

Fund Summary

Street Maintenance Fund 106

188

Actual Forecast Budget2013-14 2014-15 2014-15 2015-16

ExpendituresPersonal services 850,386 966,700 917,000 1,110,700 144,000 14.90%Operating expenses 1,853,049 1,898,000 1,884,500 1,948,600 50,600 2.67%Capital outlay - - - - - N/ATransfers 229,357 50,000 113,550 200,000 150,000 300.00%Debt & other - - - - - N/A

Total 2,932,792 2,914,700 2,915,050 3,259,300 344,600 11.82%


Budget Highlights

Streets 106-0904

Program

Appropriations

Repaired 684 pot holes.

Responsible for coordinating maintenance of all City streets and bridges and for the reconstruction of roadwaysbehind the sewer and water construction crew. This division is also responsible for the maintenance and repairof 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.

Adopted Budget

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


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 267,988 271,600 284,400 290,500 18,900 6.96%Operating expenses 490,897 550,600 526,000 632,200 81,600 14.82%Capital outlay - - - - - N/ADebt & other - - - - - N/A

Total 758,885 822,200 810,400 922,700 100,500 12.22%


Budget Highlights

Completed painting of 76 miles of street lines.

Traffic 106-0921

ProgramInstall and provide maintenance of road signage and pavement markings according to the Manual on UniformTraffic Control Devices.

Accomplishments:Replaced 572 worn traffic signs.

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.

Appropriations


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.

190


2013-14 2014-15 2014-15 2015-16Revenues 7,785 - 7,610 - Expenditures 20,000 - 28,000 - Net income (loss) from operations (12,215) - (20,390) -



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.

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

Program

Special Purpose Fund - Beautification 107-0613

191


2013-14 2014-15 2014-15 2015-16Revenues 1,602 - - - Expenditures 6,049 - 97,670 - Net income (loss) from operations (4,447) - (97,670) -



Ending Reserves -- Ending reserves of $24,661 declined $97,670 or 79.9% as they were allocated toward public art projects.

A FY2016 budget was not established. As contributions are received from the Developers, revenue will be recognized and transferred to the Capital Improvement Budget.

Fund Summary

Public Art Fund 109-1304

ProgramThe 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.

192


2013-14 2014-15 2014-15 2015-16Revenues 2,530 - - - Expenditures 180,729 - - - Net income (loss) from operations (178,199) - - -




2013-14 2014-15 2014-15 2015-16Revenues 49,850 58,000 58,000 185,200 Expenditures 123,287 127,200 127,200 254,400 Net income (loss) from operations (73,437) (69,200) (69,200) (69,200)



Budget Highlights

Attainable Workforce Housing Fund 111-1111Program

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.

This fund was established to purchase a trolley for the downtown area through contributions by downtown Condominium owners.

Fund Summary

Ending Reserves: FY2016 reserves decrease $69,200 or 81.6% due to the funding of the trolley route.

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.

Fund Summary

Para-Transit Fund 116-1116Program

193


2013-14 2014-15 2014-15 2015-16Revenues 104,505 222,935 409,762 251,120 Expenditures 131,617 222,935 409,762 251,120 Net income (loss) from operations (27,112) - - -



0.0 0.4 0.4 0.4

Budget Highlights

State Housing Initiative Partnership (SHIP) Funds 120-123

ProgramIn 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 areused 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 gapbetween what the financial institute will lend and what the homebuyer can afford to pay for newly constructedsingle-family homes and existing homes within the City of Fort Myers. Funds are also used to provide homebuyers counseling and rehabilitation of owner occupied homes. Funding is provided by the State of Florida.

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.

Fund Summary


194


2013-14 2014-15 2014-15 2015-16

Revenues 2,868 - - - Expenditures 130,500 190,500 190,500 130,500 Net income (loss) from operations (127,632) (190,500) (190,500) (130,500)




2013-14 2014-15 2014-15 2015-16 Revenues 30,118 36,300 24,000 36,300 Expenditures 30,298 51,300 51,300 51,300 Net income (loss) from operations (180) (15,000) (27,300) (15,000)



Fund Summary

Local government units are granted the authority under Florida Statutes, Ch. 938.15, to assess personsconvicted of violations of City ordinances $2 in court costs in addition to those court costs, penalties and finesauthorized by 938.01, which are remitted to the Florida Department of Revenue and earmarked for distributionto the Department of Law Enforcement and the Department of Community Affairs. The $2 assessment paidmay be used only for criminal justice education and training, including basic recruit training, for the localgovernment unit's officers and support personnel. The purpose of the training paid by these funds must bear adirect relationship to the officer's job and directly benefit the officer and agency.

Police Training Trust 011-6150

Description

Fund Summary

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.

Cemetery Trust Fund 003-6010

DescriptionThe Cemetery Trust Fund is funded by the revenues generated by the Cemetery. The money will provideperpetual 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. TheColumbarium will accommodate 360 double niches.

195


2013-14 2014-15 2014-15 2015-16 Revenues 26,500 5,000 59,116 5,000 Expenditures 59,662 105,000 100,000 45,000 Net income (loss) from operations (33,162) (100,000) (40,884) (40,000)


Estimated ending reserves 98,072 (1,928) 57,188 17,188


2013-14 2014-15 2014-15 2015-16

Revenues 159,588 60,100 32,432 - Expenditures 147,504 105,500 105,500 10,000 Net income (loss) from operations 12,084 (45,400) (73,068) (10,000)



Fund Summary

The Comprehensive Crime Control Act of 1984 first gave federal investigators and prosecutors an importanttool in the federal criminal justice process and also authorized the sharing of federal forfeiture proceeds withcooperating 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 PoliceDepartment for any activity calculated to enhance future investigations or support investigations and operationsthat may result in further seizures and forfeitures. These expenditures, however, are permissible only to theextent that they increase resources available to the Department; the funds must augment, not supplant, thePolice Department's operating budget.

Description

Law Enforcement Trust 012-6200

Public Safety Forfeiture Trust 013-6300

Description

Fund Summary

Florida Statutes, Chapter 932.7055(4)(a) provides that where the seizing agency is a municipal agency, "theremaining proceeds shall be deposited in a special law enforcement trust fund established by the Board ofCounty Commissioners or the governing body of the municipality. Such proceeds and interest earned therefrom shall be used for school resource officers, crime prevention, safe neighborhoods, drug abuse educationand prevention programs, or for other law enforcement purposes, which include defraying the cost of protractedor complex investigations, providing additional equipment or expertise and providing matching funds to obtainfederal grants. The proceeds may not be used to meet normal operating expenses of the law enforcementagency."

The Law Enforcement Trust Fund, governed by the Florida Statutes, Ch. 932.701, et seq., is commonly knownas the "Florida Contraband Forfeiture Act". The Forfeiture Act reflects state policy that law enforcementagencies shall utilize the provisions of the Act to deter and prevent the continued use of contraband articles forcriminal purposes, while protecting the proprietary interests of innocent owners and lien holders and toauthorize such law enforcement agencies to use the proceeds collected under the Forfeiture Act as supplementalfunding for authorized purposes.

196


2013-14 2014-15 2014-15 2015-16Revenues 4,767 5,000 3,760 5,000 Expenditures - 25,000 - 25,000 Net income (loss) from operations 4,767 (20,000) 3,760 (20,000)



Crime Prevention Fund 014-0014

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

Program

197

FEMA Fire Grant 034-9x34


2013-14 2014-15 2014-15 2015-16

Revenues 1,951,862 509,428 1,089,655 4,152,441 Expenditures 1,951,862 509,428 1,089,655 4,152,441 Net income (loss) from operations - - - -

Estimated reserves, beginning of year - - - -

Estimated ending reserves - - - -


Actual Adopted Forecast Budget2013-14 2014-15 2014-15 2015-16

Revenues 59,369 73,665 111,084 144,526 Expenditures 59,369 73,665 111,084 144,526 Net income (loss) from operations - - - -

Prior year surplus, beginning of year - - - -


Fund Summary

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.

ProgramGrant funds received from the Federal Emergency Management Agency (FEMA) for the Staffing for AdequateFire and Emergency Response (SAFER) grant program. The grant to rehire laid-off firefighters has a two yearperiod of performance effective February 21, 2016 through February 20, 2018.

West Coast Inland Navigational Grant 054-9xxx

ProgramThis program is funded through grant funds awarded by Lee County Natural Resources Division-West CoastInland Navigation District. FY2016 funds will be used to purchase a 27 foot center console law enforcementequipped vessel. Marine unit officers provide daily law enforcement on the waterways and conduct operationsin partnership with other law enforcement agencies. The City provides an in-kind match representing salaryand benefits for a full-time marine unit police officer.

Fund Summary

198

Police Grants 060-9xxx


2013-14 2014-15 2014-15 2015-16




JAG Grant 070-9x70


2013-14 2014-15 2014-15 2015-16




ProgramGrant funds received from the U.S. Department of Justice, Bureau of Justice Assistance, for the Edward ByrneMemorial 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 datastorage for the Police Department.

ProgramThe 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 policeofficers and from the National Institute of Justice to fund personnel and operating expenditures forinvestigating cold cases. The FY2016 budget includes $14,646 for the purchase of bulletproof vests, with anequivalent match required from the City and $133,307 for Solving Cold Cases with DNA, with a $29,477 Citymatch.

Fund Summary

Fund Summary

199

Aggressive Driving Enforcement Grants 073-9x73

Actual Adopted Forecast Budget2013-14 2014-15 2014-15 2015-16




Fund Summary

ProgramThe City receives grants from Highway Safety Funds through the Florida Department of Transportation. FY2016 funding, administered by the University of South Florida Center for Urban Transportation Research, willbe used for overtime for three Police Officers to conduct enforcement and traffic safety events for pedestrianand bicycle safety.

200


2013-14 2014-15 2014-15 2015-16REVENUES

Fort Myers Redevelopment Agency (FMRA) 2,758,336 2,877,200 2,996,778 3,248,200 Cleveland Avenue Redevelopment 79,808 149,800 147,625 236,000 Martin Luther King Redevelopment 127,399 137,900 644,202 122,100 Southwest Florida Enterprise Center 401,583 422,900 426,941 422,900 Eastwood Village - - - - Velasco Village - - - - Dunbar/Michigan - - - - East Fort Myers - - - - Central Ft. Myers 249 - - -

3,367,375 3,587,800 4,215,546 4,029,200

EXPENDITURESFort Myers Redevelopment Agency (FMRA) 2,677,104 2,930,200 3,116,089 3,311,000 Cleveland Avenue Redevelopment 1,593,984 422,300 444,551 600,500 Martin Luther King Redevelopment 201,566 185,900 695,869 122,100 Southwest Florida Enterprise Center 378,005 422,900 366,763 432,500 Eastwood Village - - - - Velasco Village - - - - Dunbar/Michigan - - - - East Fort Myers - - - - Central Ft. Myers 7,561 59,300 59,286 10,700

4,858,220 4,020,600 4,682,558 4,476,800

Net income (loss) from operations (1,490,845) (432,800) (467,012) (447,600)

Estimated reserves, beginning of year 4,627,768 3,136,923 3,136,923 2,669,911

Estimated ending reserves 3,136,923 2,704,123 2,669,911 2,222,311

Community Redevelopment Agency

Community Redevelopment Agency Summary

Note: The Community Redevelopment Agency is a component unit of the City of Fort Myers financialstatements but is not a part of the City's adopted budget process. The Budget is shown here for informationalpurposes only. This summary consists of all components of the Community Redevelopment Agency.

201


2013-14 2014-15 2014-15 2015-16REVENUES

Taxes 867,036 843,200 959,169 1,040,700 Intergovernmental revenue - - - - Interest income 5,071 - 3,217 - Rents & royalties - - - - Gain/Loss on Fixed Assets - - - - Miscellaneous 7,974 7,000 6,332 7,000 Nonoperating sources - - - - Transfers 1,878,255 2,027,000 2,028,060 2,200,500

2,758,336 2,877,200 2,996,778 3,248,200

EXPENDITURESPersonal services 303,649 455,000 416,436 531,700 Operating expenses 1,695,752 1,767,700 1,967,682 2,028,300 Capital outlay - - 24,440 - Transfers - - - 63,600 Debt & other 677,703 707,500 707,531 687,400

2,677,104 2,930,200 3,116,089 3,311,000

Net income (loss) from operations 81,232 (53,000) (119,311) (62,800)



Fort Myers Redevelopment Area Fund 130 & 131

Fund Summary

This Redevelopment District was established via Ordinance Numbers 2249 and 2426 on September 17, 1984 and November 16, 1987, respectively.

202


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 303,649 455,000 416,436 531,700 76,700 16.86%Operating expenses 1,695,752 1,767,700 1,967,682 2,028,300 260,600 14.74%Capital outlay - - 24,440 - - N/ATransfers - - - 63,600 63,600 N/ADebt & other 677,703 707,500 707,531 687,400 (20,100) -2.84%

Total 2,677,104 2,930,200 3,116,089 3,311,000 380,800 13.00%

7,614,117 23,410,265 23,410,265 21,163,666


Budget Highlights

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.

Appropriations

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.

In FY2015 developer agreements for the Prima Luce and Allure residential projects were approved.

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.

Fort Myers Redevelopment Area 130-6301 & 131-6302, 6303

Program


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.

The purpose of this program is to preserve the architecture and character of the Downtown River District byencouraging and supporting restoration, rehabilitation and adaptive reuse of the historic buildings, encouragingthe construction of compatible infill development and attracting new mixed-use residential/commercial/retaildevelopment to create a healthy, vibrant downtown.

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.

Increase/Decrease in taxable value from prior year

Increase (decrease) both $ and %

203


2013-14 2014-15 2014-15 2015-16REVENUES

Taxes - - - - Other sources 249 - - - Transfers - - - - Total 249 - - -

EXPENDITURESPersonal services 6,680 6,800 6,986 7,100 Operating Expenses 881 52,500 52,300 3,600 Transfers - - - - Total 7,561 59,300 59,286 10,700




0.1 0.1 0.1 0.1

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.


Fund Summary

This redevelopment district was established via Ordinance Number 2564 on September 4, 1990.

In an effort to generate funding for improvements within this district, the State of Florida and Lee Countyagreed to re-set the base year valuation to calendar year 2012 levels. Valuation of the district has beenincreasing since calendar year 2014, but has not reached the current base year hurdle. The process has not yetbeen completed to receive TIF revenue based on the reset valuation.

Program

Central Fort Myers Redevelopment Fund 133-6305

204


2013-14 2014-15 2014-15 2015-16REVENUES

Rental income 132,681 125,600 121,141 125,600 Miscellaneous 9,902 9,400 7,900 9,400

Total 142,583 135,000 129,041 135,000 EXPENDITURES

Personal services 255,706 280,400 190,974 293,600 Operating expenses 122,299 142,500 160,549 138,900 Capital outlay - - 15,240 -

Total 378,005 422,900 366,763 432,500

Net income (loss) from operations (235,422) (287,900) (237,722) (297,500) Transfers in (out)

Operating - In 259,000 287,900 297,900 287,900 Total transfers 259,000 287,900 297,900 287,900 Net income (loss) 23,578 - 60,178 (9,600) Estimated reserves, beginning of year (21,223) 2,355 2,355 62,533


3.6 3.6 3.6 3.6

Budget Highlights

Southwest Florida Enterprise Center 134-6293

ProgramThe Southwest Florida Enterprise Center offers office and bay space at below market rates for start upbusinesses, and encourages the growth and development of entrepreneurial enterprises by providing a variety ofsupport systems to tenants, including ongoing technical assistance designed to develop managerial knowledgeand the skills of the business owner. The facility, comprising 40,000 square feet of light industrial/assemblybusiness space was completed in July 2008, funded by a $1.5 million grant from the Economic DevelopmentAdministration, a $1.7 million City match and additional City funding of $800,000, to complete an additional6,000 square feet of office space build out and ensure tilt concrete construction.

Operating expenses decrease due to indirect costs.

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.

The transfer from the General Fund continues to fund 67% of operations, as Rental Income collection is not sufficient to cover expenditures.


Appropriations


205


2013-14 2014-15 2014-15 2015-16REVENUES

Taxes 22,642 29,300 30,694 59,700 Other sources 9,292 50,000 52,033 50,000 Transfers 47,874 70,500 64,898 126,300 Total 79,808 149,800 147,625 236,000

EXPENDITURESPersonal services 103,380 106,700 108,651 115,100 Operating Expenses 190,604 315,600 335,900 285,400 Transfers 1,300,000 - - 200,000 Total 1,593,984 422,300 444,551 600,500

Net income (loss) from operations (1,514,176) (272,500) (296,926) (364,500)



(3,606,993) 56,704 56,704 16,682,574


Fund Summary

The FY2016 transfer to CIB funds US 41 Corridor Improvements between Colonial and Boy Scout.

Operating expenses decrease primarily due to reduced funding for Professional Services.

These Redevelopment Districts were established via Ordinance Numbers 2842, 2843, 2844 and 2845 on April 20,1998.

Cleveland Avenue Redevelopment Funds 141-xxxx thru 144-xxxx

ProgramThe goal of the Cleveland Avenue Corridor Master Plan, developed by EDAW, Inc. in 2007, is to improve theappearance of the corridor and to encourage private investment and quality redevelopment. Concepts includeimproving the pedestrian realm, promoting transit use, preserving and connecting Cleveland Avenue with adjoiningneighborhoods and creating friendly architecture with human-scale detail. District 1 will focus on tourist andmedical centered development, designed with the surrounding historic neighborhoods in mind, District 2, is to bemixed-use retail/office on the ground floor and residential uses above, District 3, is a potential town center withEdison Mall as its focal point, and District 4 is the Destination Shopping District, with larger-scale regional shoppingdestinations.

Budget HighlightsPersonal 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%.

Although all districts increase in valuation, two remain below their base values. The two revenue generating districts contribute an 86% increase of $86,200 in additional revenue over FY2015. Other sources of income is received through advance repayment from the Fort Myers Redevelopment Area. Reserves of $364,500 are required to fully fund operating expenses.

Increased taxable value from prior year

Construction of the Fort Myers Country Club project has been completed, which included $1.3 million funding fromthe Cleveland Avenue districts for a stormwater system which will be used to incentivize redevelopment along theUS 41 corridor.

206


2013-14 2014-15 2014-15 2015-16REVENUES

Taxes 40,589 40,500 46,022 39,200 Intergovernmental revenue - - 500,000 - Other sources 989 - 871 - Transfers 85,821 97,400 97,309 82,900 Total 127,399 137,900 644,202 122,100

EXPENDITURESPersonal services 122,277 116,800 118,983 63,800 Operating Expenses 79,289 69,100 566,886 58,300 Capital Outlay - - - - Transfers - - 10,000 - Debt & other - - - - Total 201,566 185,900 695,869 122,100 Net income (loss) from operations (74,167) (48,000) (51,667) -



Increased taxable value from prior year (5,162,917) 1,436,002 1,436,002 (2,002,840)


Operating expenses necessarily decrease, due to limited resources.

Decreased valuation in two of the three districts generating increment revenues, results in an overall decrease of revenue. One district remains below the base value.

Program

Martin Luther King Jr. Blvd. Redevelopment Funds 151-xxxx thru 154-xxxx

In November 2006, the Dr. Martin Luther King, Jr. and Veronica S. Shoemaker Boulevards Revitalization Plan wasadopted, and it serves as the guiding principle for redevelopment. In FY2008 the CRA purchased the historicMcCollum 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 therestored facility. The project goal is to return a vibrant commercial/neighborhood center to the community, thatincludes entertainment, retail and dining establishments. When completed, this project will provide entrepreneurialand employment opportunities for the community.

Budget HighlightsPersonal 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%. Allocation of personnel cost to this fund has declined due to limited resources.

These Redevelopment Districts were established via Ordinance Numbers 2946, 2947, 2948 and 2949 on April 3, 2000.

Fund Summary

The State of Florida awarded a $500,000 grant for McCollum Hall façade restoration, and design and construction documents are underway. Construction is expected to begin before the end of 2015 and be completed by June, 2016.

207

208

Debt Service Funds

Governmental Fund Long-Term Debt

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, excess utilities tax, fuel taxes or other non-ad valorem revenues legally available to the City for repayment. The City has no General Obligation bonds, which are secured by property taxes and can be issued only following referendum election, outstanding.

Proprietary Fund Debt

To account for debt that is repaid by the net revenues of the system that benefited from the improvements.

209

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.

4) Committing proceeds from the sale or other disposal of any assets financed bydebt 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), localordinances or local resolutions. However, the City does have debt-related standards and policiesidentified in its Comprehensive Plan which are provided on the next page followed by how the Citymeasures up against the standards. This demonstrates the City's current debt levels in relation to its debtlimits prescribed in the Comprehensive Plan. In FY2016, both Governmental Fund Long-Term Debt andAll Inclusive Debt meet three of the four standards.

1) Limiting future capital spending projects and minimizing the issuance of additional debt.2) Taking advantage of refunding opportunities, if any arise, to decrease futureannual debt service requirements.3) Restructuring existing debt, where legally possible, to remove the City's backuppledge on debt that benefits specific districts where sufficient revenues are availablefrom those districts to repay the debt.

OVERVIEW OF OUTSTANDING INDEBTEDNESS

The City is challenged with making enhancements to its aging infrastructure, maintaining and upgradingits facilities and promoting tourism. However, the work involved to accomplish this is ongoing and thecosts 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 flowin and around the City. Renovations to existing parks and the construction of recreational facilities, suchas a new community center, an ice skating rink and a skateboard park, have promoted family orientedactivities. Utility enhancements, such as the continued replacement of water and sewer lines, along withnew wellfields and water and sewer plant upgrades, have provided public services in a more efficientmanner. 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 andenhancements to the existing marina.

The City, in accordance with its debt policy, is continually pursuing ways to potentially limit debt andimprove its overall financial position. This includes:

210

COMPREHENSIVE PLAN FOR DEBT ISSUANCEStandards & Policies

Policy

Standard

Policy

Policy

Policy

Policy

Policy

The City shall initiate and maintain good communications with national bond rating agencies.

The City shall analyze the City's current financial condition in terms of established bond rating criteria.

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.

The City shall not use long-term debt to fund any operating budget expenses.

The City shall investigate all reasonable means of debt financing and should choose the method mostappropriate.

When the City finances a capital project via bonds, it will strive to repay the bonds within the expecteduseful life of the project.

1. The City's overall outstanding debt should not exceed 10% of its total assessed property valuation.

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 five-year 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:

2. The City's overall outstanding debt should not exceed $1,200 per capita.

The City shall retire any short-term debt it assumes in a timely manner.

211

All Governmental Long-Inclusive Term Debt Only

The City's overall outstanding debt should not exceed10% of its total assessed property valuation.

Long-term debt, as of 9/30/15 350,598,924$ 97,757,190$ Total assessed property valuation (3) 7,284,903,024$ 7,284,903,024$ Long-term debt as a % of total assessed property values 4.81% 1.34%

Total taxable property valuation (3) 4,982,426,644 4,982,426,644Long-term debt as a % of total taxable property values 7.04% 1.96%

The City's overall outstanding debt should not exceed$1,200 per capita

Long-term debt, as of 9/30/15 350,598,924$ 97,757,190$ Population (1) 69,437 69,437Debt per capita 5,049$ 1,408$

The City's total annual debt service should not exceed20% of its total operating revenues

Total annual debt service, for FY 15/16 33,622,900$ 11,585,500$ Total operating revenues for FY 15/16 201,326,319$ 201,326,319$ Total annual debt service as a % of total operating revenues 16.70% 5.75%

The City's set debt per capita should not exceed 15% ofper capita personal income

Per capita personal income (2) 22,612$ 22,612$ Set debt per capita rate as a % of per capita personal income 5.31% 5.31%Actual debt per capita rate as a % of per capita personal income 22.33% 6.23%

Sources:Bureau of Economic and Business ResearchCity of Fort Myers, September 30, 2014 CAFRLee County Property Appraiser; 2015 Recapitulation Roll

DEBT COVERAGE

(3)(2)(1)

212

2015-16 DEBT BUDGETSCITYWIDE DEBT SUMMARY

ProjectedPrincipal Total FY16

Original Outstanding FY16 FY16 FY16 DebtDebt Description Issue As of 10/1/15 Principal Interest Other Service

Governmental Debt: 1999 Gulf Breeze Bond 10,420,000 1,700,000 1,700,000 47,200 2,800 1,750,000 2006-A Bonds 58,195,000 37,580,000 635,000 1,632,800 1,100 2,268,900 2007-A Refunding Bonds 33,743,640 20,462,190 2,345,000 964,500 400 3,309,900 2005-C FMLC Bonds 4,970,000 - - - - - 2004-A Gas Tax Revenue 18,335,000 - - - - - 2014-A Bonds 37,120,000 35,275,000 1,815,000 1,110,400 1,500 2,926,900 2014-B Bonds 2,790,000 2,740,000 535,000 44,000 - 579,000 2015 Bonds - 750,800 750,800

Total Revenue Bonds 165,573,640 97,757,190 7,030,000 4,549,700 5,800 11,585,500

2005-A FMRA Note 7,450,000 3,473,076 496,200 141,200 - 637,400 1999-A (HUD 108 Loan) 300,000 - - - - -

Total Notes 7,750,000 3,473,076 496,200 141,200 - 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 48,920,000 11,620,000 2,580,000 - - 2,580,000 State Revolving Fund Loans 100,684,185 68,580,620 4,701,300 1,710,500 - 6,411,800 2006-A Utility Bonds 38,925,000 37,310,000 235,000 1,769,700 300 2,005,000 2008 Note 50,000,000 48,327,197 622,400 2,413,900 - 3,036,300 2011 Utility Bonds 68,605,000 64,990,000 1,375,000 2,879,900 1,400 4,256,300 2012 Utility Bonds 17,025,000 14,225,000 1,790,000 416,200 1,400 2,207,600

Total Utility Debt 324,159,185 245,052,817 11,303,700 9,190,200 3,100 20,497,000

Other: Golf Course 2007-A Bonds 457,776 277,596 31,900 12,500 - 44,400 Golf Course 2014 Bonds - - - 167,300 - 167,300 FMCC Equipment Lease - - 85,500 14,600 - 100,100 EW Equipment Lease - - 29,700 5,700 - 35,400 ITS Software Lease - - 120,000 2,000 - 122,000 Solid Waste 2007-A Bonds 478,584 290,185 33,200 13,700 - 46,900 Yacht Basin 2005-A Note 5,000,000 3,748,060 214,200 172,700 - 386,900

Total Other Debt 5,936,360 4,315,841 514,500 388,500 - 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 BUDGETSDEBT SERVICE FUND SUMMARY


2013-14 2014-15 2014-15 2015-16EXPENDITURES

1999 Gulf Breeze Bonds 1,259,190 1,798,000 1,756,563 1,750,000 2006-A Revenue Bonds 3,156,406 2,281,500 2,267,669 2,276,700 2014-A Revenue Bonds - 2,926,500 3,095,263 2,926,900 2014-B Refunding Bonds - 93,700 93,693 579,000 2015 Bonds - - - 750,800 2005-C Refunding Bonds 601,054 464,400 484,036 - 2004-A Gas Tax Revenue Bonds 1,506,232 - - - 1999-A Loan 28,225 26,623 26,623 -

12,353,671 11,616,623 11,693,348 12,284,800

REVENUES

Transfers from General Fund 8,455,064 8,912,100 8,711,331 8,259,600 Transfer from WSNID 155,118 - - - Transfers from Gas Tax Construction 1,280,044 1,675,800 2,134,816 1,678,800 Transfers from FMRA 677,700 657,500 657,500 637,400 Other transfers 260,941 261,400 261,400 261,100 Reserves - 83,200 - 1,447,900

Total Debt Service Revenues 10,862,061 11,616,623 11,792,203 12,284,800

214

2015-16 GOVERNMENTAL LONG-TERM DEBT BUDGETSDebt Service Expenditures by Issue

Revenue Sources for Debt Service Payments

1999 Gulf Breeze Bonds14%

2006-A Revenue Bonds19%

2014-A Revenue Bonds24%

2014-B Refunding

Bonds5%

2007-A Refunding Bonds27%

2015 Bonds6%

2005-A FMRA Note Payable

5%

Transfers from General Fund

67%

Transfer from Gas Tax Construction 14%

Transfers from FMRA5%

Other transfers2%

Reserves 12%

215

Original issue amount - $10,420,000

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, 2015Interest rate - 4.25% to 5.55%

SourcesPrincipal amount of 1999 Bonds 10,420,000 Other sources of funds 200,485

10,620,485

UsesDeposit to escrow trust fund 6,275,288 Deposit to debt service fund 4,079,817 Costs of issuance 265,380

10,620,485

Sources and Uses

Budget basis - Budgeted on an accrual basis due to timing of deposits into sinking fund.

Revenues pledged - Franchise fees, guaranteed entitlement funds, occupational licensetax, sales tax and excess utilities tax.

1999 Gulf Breeze Refunding/Improvement BondsDEBT SERVICE BUDGET 267-2670

Basic Information

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 1992-B Bonds.

216


APPROPRIATIONS: 2013-14 2014-15 2014-15 2015-16Debt Service

Principal 1,045,000 1,615,000 1,615,000 1,700,000 Interest expense 211,390 138,800 138,763 47,200 Pay agent fees 2,800 2,800 2,800 2,800 Reserves - 41,400 - -

1,259,190 1,798,000 1,756,563 1,750,000

RevenuesTransfer from General Fund 1,715,080 1,798,000 1,798,000 302,100 Reserves - - - 1,447,900

1,715,080 1,798,000 1,798,000 1,750,000

Annual Principal & Interest Payments Remaining

1999 Gulf Breeze Refunding/Improvement BondsDEBT SERVICE BUDGET 267-2670

Budget Information

$1,670,000

$1,680,000

$1,690,000

$1,700,000

$1,710,000

$1,720,000

$1,730,000

$1,740,000

$1,750,000

Fiscal YearsAnnual Principal Payments Annual Interest Payments

217


Principal amount outstanding @ October 1, 2014 38,190,000$ Additions (payments) (610,000) Principal amount outstanding @ October 1, 2015 37,580,000$


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.

SourcesPrincipal 58,195,000 Net bond premium 1,266,213

59,461,213

UsesEscrow 8,036,595 Deposit to improvements account 50,390,538 Costs of issuance 1,034,080

59,461,213

Revenues pledged - Franchise fees, guaranteed entitlement funds, occupational license tax, sales tax and excess utilities tax.

Sources and Uses

2006-A Taxable Improvement Refunding Revenue BondsDEBT SERVICE BUDGET 275-2750

Basic Information

Purpose - To currently refund the outstanding 2001A Bonds, series 2004A (line of credit) and to provide additional funding for capital improvement projects.

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).

218



Principal 585,000 610,000 610,000 635,000 Interest expense 2,569,106 1,657,700 1,657,669 1,632,800 Pay agent fees 2,300 1,100 - 1,100 Reserves - 12,700 - 7,800

3,156,406 2,281,500 2,267,669 2,276,700

RevenuesTransfer from General Fund 2,681,265 2,020,100 2,020,100 2,015,600 Other operating transfers in 260,941 261,400 261,400 261,100 Interest income 35 - 73 - Reserves - - - -

2,942,241 2,281,500 2,281,573 2,276,700


2006-A Taxable Improvement Refunding Revenue BondsDEBT SERVICE BUDGET 275-2750

Budget Information

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

Fiscal Years

Annual Principal Payments Annual Interest Payments

219

Original issue amount - 2014A - $37,120,000Original issue amount - 2014B - $2,790,000

2014A 2014BPrincipal 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, 2019Interest rate - 2.0% to 5.0%

2014A 2014BSources

Principal 37,120,000 2,790,000 Net bond premium 1,778,586 - Other legally available money 129,035 25,355

39,027,621 2,815,355

UsesEscrow 27,950,896 2,775,744 Deposit to improvements account 10,604,000 - Costs of issuance 472,725 39,611

39,027,621 2,815,355


2014A & 2014B Improvement Refunding & Revenue BondsDEBT SERVICE BUDGET 278-2780

Basic Information

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.

Sources and Uses

220



Principal- 2014A - 1,845,000 1,845,000 1,815,000 Principal- 2014B - 50,000 50,000 535,000 Interest - 2014A - 1,080,400 1,247,663 1,110,400 Interest - 2014B - 43,700 43,693 44,000 Pay agent fees - 1,100 2,600 1,500 Reserves - - - -

- 3,020,200 3,188,956 3,505,900

RevenuesTransfer from General Fund - 1,344,400 1,052,651 1,827,100 Other operating transfers in - 1,675,800 2,134,816 1,678,800 Interest income - - - - Reserves - - - -

- 3,020,200 3,187,467 3,505,900

2014 Improvement Refunding & Revenue BondsDEBT SERVICE BUDGET 278-2780

Budget Information


$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

Fiscal Years


221


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$



SourcesPrincipal 34,680,000 Net bond premium 2,424,038 Other legally available funds 445,245

37,549,283

UsesEscrow (for payment of refunded bonds) 37,048,490 Costs of issuance 500,793

37,549,283


Sources and Uses

2007-A Refunding Revenue BondsDEBT SERVICE BUDGET 276-2760

Basic Information

Purpose - To currently refund the outstanding 1997A Bonds.

The 2007-A Bonds were allocated between Governmental Funds ($33,743,750) and Proprietary Funds($936,250).

222



Principal 3,892,000 2,233,100 2,233,035 2,345,000 Interest expense 1,232,061 1,079,000 1,078,935 964,500 Pay agent fees 800 400 - 400 Reserves - 55,900 - 54,100

5,124,861 3,368,400 3,311,970 3,364,000

RevenuesTransfer from General Fund 3,676,724 3,368,400 3,368,400 3,364,000 Interest income 1,645 - 35 - Reserves - - - -

3,678,369 3,368,400 3,368,435 3,364,000

Annual Principal & Interest Payments Remaining on Governmental Fund Portion Only

2007-A Refunding Revenue BondsDEBT SERVICE BUDGET 276-2760

Budget Information

$0

$1,025,000

$2,050,000

$3,075,000

$4,100,000

$5,125,000

Fiscal Years


223


Principal amount outstanding @ October 1, 2014 460,000$ Additions (payments) (460,000) Principal amount outstanding @ October 1, 2015 -$

Final maturity date - April 1, 2020Interest rate - variousRevenues pledged - Any legally available non-ad valorem revenues.

with the 2014-B Bonds.

SourcesPrincipal amount of 2005-C Bonds 4,970,000 Net premium 162,030 Unspent 2000A proceeds 239,260

5,371,290

UsesRefunding escrow deposit 5,245,665 Additional proceeds 2,188 Costs of issuance 123,437

5,371,290


APPROPRIATIONS: 2013-14 2014-15 2014-15 2015-16Debt ServicePrincipal 435,000 460,000 460,000 - Interest expense 161,775 - 23,000 - Pay agent fees 4,279 4,400 1,036 - Reserves - - - -

601,054 464,400 484,036 -

RevenuesTransfer from General Fund 381,995 381,200 472,180 - Transfer from Winkler Safe Neighborhood 155,118 - - - Interest income 3 - - - Reserves - 83,200 - -

537,116 464,400 472,180 -

2005-C Refunding BondsDEBT SERVICE BUDGET 274-2740

Basic Information

Purpose - To refund a portion of the 2000A Bonds to achieve present value debt service savings.

Budget Information


Sources and Uses

Note - The 2005-C Bonds were refunded in the amount of $2,660,000 during FY2014

224


Principal amount outstanding @ October 1, 2013 -$ Additions (payments) -$ Principal amount outstanding @ October 1, 2014 -$

Final maturity date - February 1, 2019Interest rate - 2.00% to 4.625%

Budget basis - Budgeted on modified accrual basis.Note - The 2004 Gas Tax Bonds were refunded by the 2014A Bonds during FY2014.

SourcesPrincipal Amount of 2004-A Bonds 18,335,000 Reoffering Premium 60,500

18,395,500

UsesUnderwriter's Discount 99,138 Cost of Issuance 157,000 Bond Insurance 110,193 Reserve Surety Fee 46,673 Deposit to Project Construction Fund 3,280,000 Prepay Prior Notes 14,700,000 Rounding Amount 2,496

18,395,500


2013-14 2014-15 2014-15 2015-16APPROPRIATIONS:Debt Service

Principal 1,305,000 - - - Interest expense 200,932 - - - Pay Agent Fees 300 - - - Reserves - - - -

1,506,232 - - -

RevenuesInterest Income 2,062 - - - Transfer from Gas Tax Construction 1,280,044 - - - Reserves - - - -

1,282,106 - - -

2004-A Gas Tax Revenue BondsDEBT SERVICE BUDGET 271-2710

Basic Information

Revenues Pledged - Five and six-cent gas tax revenues.

Budget Information

Purpose - To provide funds to pay-off commercial paper ($14,700,000 of 2000-BTransportation Tax Paper) and to fund various capital improvement projects.

Sources and Uses

225



Final maturity date - January 1, 2022Interest rate - 4.01%

SourcesPar amount of Bond 7,450,000 Transfers from Prior Issue DSR Funds 312,567

7,762,567

UsesCost of Issuance 57,475 Deposit to Current Refunding Fund 1,177,737 Funds Available for Projects 6,527,355

7,762,567

2005-A Community Redevelopment Revenue NoteDEBT SERVICE BUDGET 131-6302

Basic Information

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.

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

226


2013-14 2014-15 2014-15 2015-16APPROPRIATIONS:

Debt ServicePrincipal 496,154 496,100 496,154 496,200 Interest expense 181,549 161,400 161,377 141,200 Pay Agent Fees - - - - Bond issue costs - - - - Reserves - - - -

677,703 657,500 657,531 637,400

RevenuesTransfer from DRA 677,700 657,500 657,500 637,400 Interest Income 1,224 - 425 - Reserves -

678,924 657,500 657,925 637,400


2005-A Community Redevelopment Revenue NoteDEBT SERVICE BUDGET 131-6302

Budget Information

$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000$900,000

$1,000,000

Fiscal Years


227

Principal amount outstanding @ October 1, 2014 25,000$ Additions (payments) (25,000) Principal amount outstanding @ October 1, 2015 -$

Final maturity date -August 1, 2015 Interest rate - 6.372%


2013-14 2014-15 2014-15 2015-16APPROPRIATIONS:

Debt ServicePrincipal 25,000 25,000 25,000 - Interest expense 3,225 1,623 1,623 -

28,225 26,623 26,623 -

RevenuesCDBG Funds 28,225 26,623 26,623 -

28,225 26,623 26,623 -

1999-A Section 108 LoansDEBT SERVICE BUDGET 061-0061

Basic Information

Original issue amounts - $300,000 Purpose - loan repayment1999-A Section 108 Loan:

Budget Information

228

Annual Debt ServiceGovernmental Long-Term Debt

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

Fiscal Years

229

SUMMARY OUTSTANDING GOVERNMENTAL LONG-TERM DEBT

Fiscal Year Series 1999 Series 2006A

Series 2007A

Series 2014A

Series 2014B

Estimated Series 2015

2005 CRA Note

GRAND TOTAL

2016 1,747,175 3,155,306 3,309,416 3,092,700 578,984 967,188 635,424 13,486,193 2017 3,149,506 3,301,267 3,090,203 573,979 967,188 615,528 11,697,671 2018 3,152,706 3,306,496 3,087,556 576,288 967,188 595,633 11,685,867 2019 3,154,706 3,305,159 3,084,456 575,796 967,188 575,737 11,663,042 2020 3,150,606 3,301,997 1,529,956 577,438 967,188 555,841 10,083,026 2021 3,150,406 3,315,741 1,532,506 967,188 535,945 9,501,786 2022 3,149,006 3,302,484 1,533,131 967,188 516,050 9,467,859 2023 4,106,806 1,356,362 1,533,331 967,188 7,963,687 2024 2,546,856 3,680,056 967,188 7,194,100 2025 2,436,106 3,673,081 967,188 7,076,375 2026 2,313,856 3,670,706 967,188 6,951,750 2027 4,752,659 1,185,519 967,188 6,905,366 2028 2,088,681 3,767,775 967,188 6,823,644 2029 1,959,175 3,769,875 967,188 6,696,238 2030 1,822,544 3,771,138 967,188 6,560,870 2031 1,678,431 3,769,069 967,188 6,414,688 2032 4,721,600 705,044 967,188 6,393,832 2033 4,722,506 707,503 967,188 6,397,197 2034 4,721,175 703,344 967,188 6,391,707 2035 4,716,945 702,938 967,188 6,387,071 2036 4,714,483 967,188 5,681,671 2037 4,713,069 4,713,069

Totals 1,747,175 74,077,134 24,498,922 48,589,887 2,882,485 20,310,948 4,030,159 176,136,710

**Chart displays principal and interest expenses by debt issue**

230

2015-16 PROPRIETARY FUND LONG-TERM DEBT


2013-14 2014-15 2014-15 2015-16EXPENSES

1993-A Utility Bonds 1,290,000 2,575,000 2,575,000 2,580,000 SRF Loans 6,410,031 6,453,300 6,412,024 6,411,800 2006-A Utility Bonds 2,008,400 2,009,200 2,009,200 2,005,000 2008-A Utility Note 3,034,446 3,029,500 3,030,405 3,036,300 2011 Utility Bonds 4,271,138 4,267,400 4,267,512 4,256,300 2012 Utility Bonds 1,633,132 2,214,100 2,214,199 2,207,600 2007-A Bonds 140,389 91,500 91,426 91,300 2006-A Bonds 260,941 261,400 261,400 261,100 2005-A Yacht Basin Note 386,147 386,900 386,900 386,900 2014-A Bonds - 167,300 167,300 167,300 Equipment/Software Leases - - 117,861 257,500

Total Debt Service Expenses 19,434,624 21,455,600 21,533,227 21,661,100

REVENUESUtility Operations 18,647,147 20,548,500 20,508,340 20,497,000 Skatium Operations 27,206 27,200 27,200 27,200 Golf Course Operations 145,913 289,100 289,026 424,500 Solid Waste Operations 71,754 47,000 47,000 46,900 Harborside Operations 40,539 40,600 40,600 40,600 Yacht Basin Operations 419,719 420,500 420,500 420,500 ITS Operations 82,346 82,700 200,561 204,400

Total Revenues 19,434,624 21,455,600 21,533,227 21,661,100

Debt Service Expenses by Issue

1993-A Utility Bonds12%

SRF Loans 30%2006-A Utility Bonds

9%

2008-A Utility Note14%

2011 Utility Bonds20%

2012 Utility Bonds10%

2007-A Bonds0%

2006-A Bonds1%

2005-A Yacht Basin Note2%

2014-A Bonds1%

Equipment/Software Leases

1%

231



Final maturity date - October 1, 2019Interest rate - 3.75% to 5.85%

SourcesPrincipal amount of 1993-A Bonds 31,833,243 Original issue discount (156,300) Other legally available monies 5,386,970

37,063,913

UsesDeposit to escrow account 36,185,714 Costs of issuance 878,199

37,063,913

1993-A Utility BondsDEBT SERVICE BUDGET 401-0509-536-7X93

Basic Information

Further, this issue includes the original issue discount for the 1989A Capital AppreciationBond of $17,086,757 defeased in 1993.

Purpose - To refund the City's outstanding utilities system refunding revenue bonds series1989A and 1988B - par amount of bond, $31,833,243.

Revenues pledged - Collateralized by an irrevocable lien on the net revenues of the utilitysystem and the pledged impact fees.Budget basis - Budgeted on an accrual basis.

Sources and Uses

232



Principal 1,290,000 2,575,000 2,575,000 2,580,000 Interest expense - - - - Fiscal agent fees - - - -

1,290,000 2,575,000 2,575,000 2,580,000

RevenuesUtility Operations 1,290,000 2,575,000 2,575,000 2,580,000

1,290,000 2,575,000 2,575,000 2,580,000



Budget Information

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Fiscal Years


233


Final maturity date - 20 years subsequent to loan

Interest rate - various - between 2 and 3%

The City has utilized this means of funding for many utility-related projects.

Revenues pledged - Revenues received by the water and wastewater utilities systems.

Budget basis - Budgeted on an accrual basis.

SRF Loans

Basic Information

The Florida Department of Environmental Protection administers a program that provides funding ofprojects 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.

234



Principal 4,463,914 4,581,100 4,580,903 4,701,300 Interest expense 1,946,117 1,872,200 1,831,121 1,710,500 Fiscal agent fees - - - -

6,410,031 6,453,300 6,412,024 6,411,800


6,410,031 6,453,300 6,412,024 6,411,800


SRF LoansDEBT SERVICE BUDGETS 401-0509-536-7X11, 13, 16,50, 51,52, 54, 55 & 57

Budget Information

$0$1,000,000$2,000,000$3,000,000$4,000,000$5,000,000$6,000,000$7,000,000

Fiscal Years


235



Final maturity date - October 1, 2036Interest rate - 3.5% to 5%

SourcesPrincipal amount of 2006-A Bonds 38,925,000 Reoffering Premium 1,018,607

39,943,607

UsesUnderwriter's discount 233,441 Deposit to construction fund 24,047,074 Gross bond insurance premium 200,000 Surety bond fee 58,200 Payoff prior debt 15,101,528 Costs of issuance 303,364

39,943,607



Basic Information

Purpose - To provide funds to pay the costs of acquiring and constructing certainadditions, extensions and improvements to the City's Utility System and to refinancecertain outstanding debt that was incurred on the Utility Line of Credit at such time.

Sources and Uses

236



Principal 220,000 230,000 230,000 235,000 Interest expense 1,788,100 1,778,900 1,778,900 1,769,700 Fiscal agent fees 300 300 300 300

2,008,400 2,009,200 2,009,200 2,005,000


2,008,400 2,009,200 2,009,200 2,005,000



Budget Information

$0$500,000

$1,000,000$1,500,000$2,000,000$2,500,000$3,000,000$3,500,000$4,000,000$4,500,000$5,000,000$5,500,000


237



Final maturity date - October 1, 2028Interest rate - 5.18%

SourcesPrincipal amount of 2008-A Bonds 50,000,000

50,000,000

UsesDeposit to construction fund 19,376,194 Payoff amounts drawn on line of credit plus interest 26,227,337 Reserve requirement 4,227,968 Costs of issuance 168,501

50,000,000

Budget basis - Budgeted on an accrual basis.

2008-A Utility NoteDEBT SERVICE BUDGET 401-0509-536-7X56

Basic Information

Purpose - To provide funds to pay the costs of acquiring and constructing certainadditions, extensions and improvements to the City's Utility System and to refinancecertain outstanding debt that was incurred on the Utility Line of Credit at such time.

Revenues pledged - Collateralized by an irrevocable lien on the net revenues of the utilitysystem and the pledged impact fees.

Sources and Uses

238



Principal 559,486 585,100 585,048 622,400 Interest expense 2,474,960 2,444,400 2,445,357 2,413,900 Fiscal agent fees/ bond issue costs - - - -

3,034,446 3,029,500 3,030,405 3,036,300

RevenuesUtility Operations 3,034,446 3,029,500 3,030,405 3,036,300 Debt Proceeds - - - -

3,034,446 3,029,500 3,030,405 3,036,300



Budget Information

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000


239


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, 2041Interest rate - 2 - 5%

SourcesBond proceeds 68,605,000 Net premium 4,263,879 Release of swaption reserve 4,381,224

77,250,103

UsesRefunding of 2009 Utility Bond 44,887,883 Swaption termination fee 10,603,000 Deposit to construction fund 19,005,805 Deposit to reserve fund 1,860,745 Costs of issuance 892,670

77,250,103

Sources and Uses


2011 Utility Refunding & Revenue BondsDEBT SERVICE BUDGET 401-0509-536-7X07

Basic Information

Purpose - To refund the 2009-A Utility Bonds and to terminate the swaption and to providefunds for utility-related capital improvement projects.

240



Principal 1,315,000 1,345,000 1,345,000 1,375,000 Interest expense 2,954,738 2,921,100 2,921,112 2,879,900 Fiscal agent fees 1,400 1,300 1,400 1,400

4,271,138 4,267,400 4,267,512 4,256,300


4,271,138 4,267,400 4,267,512 4,256,300


Budget Information

2011-A Utility Refunding BondsDEBT SERVICE BUDGET 401-0509-536-7X07

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

Fiscal Years


241


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, 2033Interest rate - 2.25% - 4.00%

SourcesBond proceeds 17,025,000 Net premium 945,413 Other legally available moneys 311,318

18,281,731

UsesRefunding of 2003 Utility Bond 18,010,107 Costs of issuance 271,624

18,281,731


Sources and Uses

2012 Utility Refunding BondDEBT SERVICE BUDGET 401-0509-536-7X09

Basic Information

Purpose - To refund the 2003-A Utility Bonds

242



Principal 1,075,000 1,725,000 1,725,000 1,790,000 Interest expense 556,799 487,800 487,799 416,200 Fiscal agent fees 1,333 1,300 1,400 1,400

1,633,132 2,214,100 2,214,199 2,207,600


1,633,132 2,214,100 2,214,199 2,207,600

DEBT SERVICE BUDGET 401-0509-536-7X09


Budget Information

2012 Utility Refunding Bond

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

Fiscal Years

243


Final maturity date - December 1, 2022

Interest rate - 3.7% to 5.0%

Purpose - To refund the 1997A Bonds

Annual Principal & Interest Payments Remaining for Fort Myers Country Club & Solid Waste

2007-A Refunding Bonds - Proprietary FundsDEBT SERVICE BUDGETS 420-0916-581-9276 & 408-2001-581-9276

Basic Information

Amount of Issue applicable to the Golf Courses - $457,776Purpose - To refund the 1997A Bonds

Amount of Issue applicable to Solid Waste - $478,584

$0

$25,000

$50,000

$75,000

$100,000

$125,000

$150,000

Fiscal Years


244


Purpose - To provide funding for facility renovations.

Purpose - To provide funding for marina renovations.

Final maturity date - December 1, 2036

Interest rate - 3.7% to 5.0%

Amount of Issue applicable to the Yacht Basin - $616,867

Annual Principal & Interest Payments Remaining for Skatium, Yacht Basin & Eastwood Golf Course

Amount of Issue applicable to the Skatium - $500,000

2006-A Improvement Refunding Bonds - Proprietary FundsDEBT SERVICE BUDGETS 404-0605-581-9275, 407-1901-581-9275 & 409-2004-581-9275

Basic Information

Amount of Issue applicable to the Golf Courses - $1,423,000Purpose - 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 berepaid over 10 years

$0

$50,000

$100,000

$150,000

$200,000

$250,000

Fiscal Years


245



Final maturity date - September 1, 2028Interest rate - 4.63%

2005-A Yacht Basin NoteDEBT SERVICE BUDGET 407-1901-575-7X18

Basic Information

Purpose - to provide funding for capital improvement projects that address the marina's needs such as new docks, utilities, upgraded fuel tanks, etc.


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.

$0

$100,000

$200,000

$300,000

$400,000

$500,000

Fiscal Years


246

Annual Debt ServiceProprietary Fund Long-Term Debt

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

$20,000,000

$22,000,000

$24,000,000

$26,000,000

Fiscal Years

247

SUMMARY OF PROPRIETARY FUND LONG-TERM DEBT

Fiscal Years

Utility Series 1993A SRF Loans

Utility Series 2006A

Utility Series 2008A

Utility Series 2011

Utility Series 2012 Total Utility

Series 2007A

Series 2006A

Yacht Basin 2005A Grand Total

2016 2,580,000 6,452,811 2,004,616 3,039,365 4,275,488 2,241,998 20,594,278 91,834 178,308 386,877 21,251,297 2017 2,580,000 6,452,809 2,009,616 3,035,765 6,012,163 2,234,098 22,324,451 91,608 178,055 386,878 22,980,992 2018 2,585,000 6,452,811 2,004,418 3,039,891 6,000,487 2,243,198 22,325,805 91,752 178,195 386,877 22,982,629 2019 2,580,000 6,452,808 2,003,818 3,032,925 5,976,388 2,243,998 22,289,937 91,715 178,282 386,876 22,946,810 2020 1,295,000 6,452,808 2,007,338 6,670,510 5,970,762 2,257,648 24,654,066 91,628 137,505 386,875 25,270,074 2021 6,452,811 2,254,650 6,661,644 6,515,012 408,661 22,292,778 92,009 137,497 386,876 22,909,160 2022 6,452,812 2,260,724 6,669,418 6,993,512 402,248 22,778,714 91,641 137,436 386,878 23,394,669 2023 6,452,811 2,250,438 6,664,286 6,992,263 405,234 22,765,032 37,638 179,237 386,877 23,368,784 2024 6,452,811 2,253,876 6,666,475 6,985,763 407,606 22,766,531 207,171 386,876 23,360,578 2025 6,452,809 2,251,250 6,665,661 6,985,763 404,009 22,759,492 207,139 386,876 23,353,507 2026 5,923,406 2,247,250 6,667,437 3,842,012 404,634 19,084,739 206,824 386,876 19,678,439 2027 4,946,047 2,246,500 6,667,449 1,922,163 404,946 16,187,105 207,415 386,876 16,781,396 2028 4,540,606 2,239,250 2,804,160 1,922,162 404,946 11,911,124 206,816 386,878 12,504,818 2029 919,452 2,240,000 1,919,900 404,634 5,483,986 206,619 5,690,605 2030 2,238,750 1,919,556 403,352 4,561,658 206,545 4,768,203 2031 4,634,250 1,916,637 401,112 6,951,999 206,367 7,158,366 2032 4,631,000 1,916,700 398,512 6,946,212 206,071 7,152,283 2033 4,619,000 1,913,075 400,474 6,932,549 206,110 7,138,659 2034 4,607,750 1,910,587 401,912 6,920,249 206,052 7,126,301 2035 5,105,000 1,910,512 7,015,512 205,867 7,221,379 2036 5,119,950 1,907,737 7,027,687 205,761 7,233,448 2037 5,110,000 1,907,150 7,017,150 205,698 7,222,848 2038 - 1,908,525 1,908,525 1,908,525 2039 1,906,750 1,906,750 1,906,750 2040 1,901,825 1,901,825 1,901,825 2041 1,903,525 1,903,525 1,903,525 2042 1,896,737 1,896,737 1,896,737

Totals 11,620,000 80,857,612 66,339,444 68,284,986 97,133,154 16,873,220 341,108,416 679,825 4,194,970 5,029,396 351,012,607

248

Building Permits & Inspection Fund To account for the building permits, inspections, and plan reviews within the City.

Enterprise Funds

Utility Fund To account for activities related to the operations of the City-owned water and sewer system.

Skatium Fund To account for activities related to the operations at the Skatium facility.

Yacht Basin Fund

To account for the activities related to solid waste collection within the City.Solid Waste Fund

To account for operations and maintenance of Stormwater run-off mechanisms throughout the City.Stormwater Fund

To account for the operations and maintenance of the City-owned marina and dock facilities.

Cultural & Historic Affairs Fund

To account for the maintenance activities related to two City-owned golf courses. Operations are outsourced.Golf Course Funds

To account for operations and maintenance of the parking garages in the downtown area.Parking Fund

To account for the operations and maintenance of the City-owned hands-on children's science center, historical museum and historical home.

Harborside Fund To account for operations and maintenance of the Harborside Event Center.

249

Utility Fund 401

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 treatmentservices to a portion of County residents.

Program

The City’s Water treatment facility, located on 2751Jacksonville 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 to15 million gallons. Two, new degasifiers were installed totreat the higher hydrogen sulfate levels found in theFloridan wells. The wellfield consists of 18 wells that arelocated in the Floridan Aquifer at an approximate depth of800 feet.

During the summer of 2006, reverse osmosis membranes were purchased and installed in the first stage of themembrane process. In addition to the new membranes, stainless steel "J" bends were installed on the feed sideof the first stage membrane blocks. This was done to allow the plant to operate at higher feed pressures and totreat the more saline water from the northern wellfield. In October 2006, two inline sand separators wereinstalled to filter sand from the raw water before it enters the water plant.

The Wastewater Treatment Division consists of tworegional Advanced Wastewater Treatment Facilities. TheCentral Plant is located at 1501 Raleigh Street and is ratedfor 11 million gallons daily (MGD) and the South Plantlocated at 1618 Matthew Drive is rated at 12 milliongallons daily. The division maintains a state certifiedwastewater laboratory, a state and federally approvedIndustrial Pretreatment Program, and is responsible for theproper disposition of the wastewater residuals generated atthe facilities. In 2007 the City completed a majorexpansion of the reclaimed water process at the CentralPlant increasing the production capability from 2 MGD to6 MGD and utilizing new filtration technology to producean 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 City’s 5-year Capital Improvement Plan.

250


2013-14 2014-15 2014-15 2015-16Revenues

Charges for service 57,857,627 58,947,600 59,659,000 61,328,000 Miscellaneous 582,736 600,000 609,175 900,000 Intergovernmental - - - - Other sources - - - -

58,440,363 59,547,600 60,268,175 62,228,000

ExpendituresPersonal services 8,674,401 10,373,400 9,299,525 10,881,600 Operating expenses 12,672,053 14,465,200 14,918,316 14,897,300 Capital outlay 123,813 401,500 412,812 443,500 Debt service 18,647,146 20,548,500 20,508,340 20,497,000

40,117,413 45,788,600 45,138,993 46,719,400

Net income (loss) from operations 18,322,950 13,759,000 15,129,182 15,508,600

Transfers in (out)Operating - in - - - - Operating - out (5,268,300) (5,622,600) (5,622,600) (5,909,900)Capital improvement (4,454,841) (7,444,300) (17,668,633) (10,663,827)Renewal & replacement (2,707,100) (2,500,000) (2,750,000) (2,800,000)

Total transfers (12,430,241) (15,566,900) (26,041,233) (19,373,727)

Net income (loss) 5,892,709 (1,807,900) (10,912,051) (3,865,127)



Budget Highlights

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.

Utility Fund 401

Fund Summary

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.

251


2013-14 2014-15 2014-15 2015-16Expenditures


Total 910,820 809,800 937,700 826,600 16,800 2.07%


Budget Highlights

Appropriations


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.

The Utility Engineering Division completed the following Neighborhood Utility Improvements: Cortez Boulevard Utility Improvements, McGregor Avenue Waterline, Riverside Neighborhood Utility Improvements

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.

Accomplishments:

Provided utility locates, site development inspections and inspections for City Capital Improvement Projects.

Designed and constructed several in-house utility improvement projects in coordination with Public Works Operations including Velasco Village waterline and Poinsettia waterline.

Utility Engineering 401-0905

ProgramThe Utility Engineering Division provides engineering services which includes planning, design andconstruction of the sanitary sewer, potable water and reclaimed water lines throughout the City.

252


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 109,245 215,100 204,880 234,200 19,100 8.88%Operating expenses 3,892,573 4,367,000 4,412,100 4,203,200 (163,800) -3.75%Capital outlay - - - - - N/ATransfers 5,268,300 5,622,600 5,622,600 5,909,900 287,300 5.11%Debt & other - - - - - N/A

Total 9,270,118 10,204,700 10,239,580 10,347,300 142,600 1.40%


Budget Highlights


Appropriations

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.

Facilitated meetings with consultants, Burton and Associates that achieved funding for critical utility capitalimprovements in the five year capital improvement program minimizing rate increases as well as debtrequirements. Further, in response to citizens impacted greatly with rate structure changes implementedOctober 1, 2014, adjustments were made after further analysis and workshops with City Council.

Administration 401-0907

Utilities Administration provides the leadership and administrative support necessary to deliver quality servicesto the utility customers in a safe, responsive and cost efficient manner. Further, this division strives to improvecustomer service, plans for future needs and ensures that the utility system is in compliance with all local, Stateand Federal regulations.

Program

Accomplishments:

253

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 957,593 1,092,100 1,046,605 1,148,200 56,100 5.14%Operating expenses 1,515,677 1,982,800 1,986,053 1,891,800 (91,000) -4.59%Capital outlay 92,083 174,000 186,712 178,000 4,000 2.30%Transfers - - - - - N/ADebt & other - - - - - N/A

Total 2,565,353 3,248,900 3,219,370 3,218,000 (30,900) -0.95%


Budget Highlights


Appropriations

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.

This division, more specifically collects and treats raw water for distribution and performs required samplingsthroughout the process. Analyses are provided on samples from customer complaints within 24 hours andconcerns per health department are addressed within 2 hours. This division also provides for facility repair andmaintenance.

Water Treatment Plant 401-0908

ProgramThis division operates and maintains the Water Treatment Plant to provide uninterrupted, safe potable waterservice for the City's customers and works to ensure water quality control measures that meet or exceed Stateand Federal regulations for safe drinking water.

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.

254

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 931,276 1,368,300 903,756 1,413,800 45,500 3.33%Operating expenses 617,998 607,100 599,200 702,000 94,900 15.63%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 1,549,274 1,975,400 1,502,956 2,115,800 140,400 7.11%


Budget Highlights

Water Distribution - Maintenance 401-0909

ProgramWater Distribution - Maintenance is responsible for immediately responding to the maintenance, repair, andinstallation of existing water mains and appurtenances in order to ensure public health and safety requirementsare met. There are currently over 469 miles of water mains in the City, more than 23,132 service connectionsand 3,231 fire hydrants to maintain.

Replaced a total of 3,300 linear feet of water mains.

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.


Appropriations

255

AdoptedActual Budget Forecast Budget2013-14 2014-15 2014-15 2015-16

ExpendituresPersonal services 1,455,901 1,551,900 1,522,500 1,588,500 36,600 2.36%Operating expenses 1,661,205 2,284,800 1,820,033 2,282,600 (2,200) -0.10%Capital outlay - 75,000 75,000 98,000 23,000 30.67%

Total 3,117,106 3,911,700 3,417,533 3,969,100 57,400 1.47%



2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 1,668,663 1,709,400 1,766,539 1,860,600 151,200 8.85%Operating expenses 2,360,314 2,599,700 2,433,805 2,632,200 32,500 1.25%Capital outlay - 70,000 70,000 73,500 3,500 5.00%

Total 4,028,977 4,379,100 4,270,344 4,566,300 187,200 4.27%Full time equivalent positions 23.5 23.5 24.5 24.5

Budget Highlights

Central & South AWWT Facilities 401-0911, 0912

The Advanced Wastewater Treatment Facilities provides for the operation and maintenance of the wastewatertreatment and reclaimed water production facilities, administration of the pretreatment program, beneficialreuse of biosolids and operation of the state certified wastewater laboratory.

Program

Accomplishments:

Assisted multiple operators and trainees in passing their operator certification exams.

Replaced jib crane components, polymer mixers, waste pumps and 20" RAS riser piping at both plantsReplaced laboratory fume hoodsReplaced bad synchro units on generator switchgear at Central Plant

Purchased truck mounted computer for Pretreatment Technician

Phase one of SCADA systems upgrade completed at both plantsPhase one of Structural Repairs project continuing at Central PlantBegan rehab of Chorine Contact Tanks for the Reuse system at Central PlantBegan DEP operating permit renewal process for both plants

Appropriations - Central Plant 401-0911

Appropriations - South Plant 401-0912


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


ExpendituresPersonal services 540,821 763,100 565,600 802,900 39,800 5.22%Operating expenses 398,229 384,600 386,425 446,200 61,600 16.02%Capital outlay 28,762 52,000 52,000 48,000 (4,000) -7.69%Transfers - - - - - N/ADebt & other - - - - - N/A

Total 967,812 1,199,700 1,004,025 1,297,100 97,400 8.12%


Budget Highlights

Sewer Lift Stations 401-0913

The Sewer Lift Stations Division monitors operations of lift stations, provides repair/replacement ofpumps, rebuilds existing stations, and coordinates overall operations to insure the sewer system isoperating as efficiently as possible. There are currently 172 sewer lift stations that this division maintains.

Program

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.


Appropriations

Accomplishments:Rebuilt 15 lift stations.Upgraded a total of 22 electrical and telemetry panels.

257

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 748,319 1,036,400 877,000 1,097,100 60,700 5.86%Operating expenses 529,399 521,900 516,700 572,000 50,100 9.60%Capital outlay 2,968 18,000 18,500 46,000 28,000 155.56%Transfers - - - - - N/ADebt & other - - - - - N/A

Total 1,280,686 1,576,300 1,412,200 1,715,100 138,800 8.81%


Budget Highlights


Appropriations

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.

Videoed 49,616 linear feet of sewer mains.

Sewer Maintenance 401-0914

ProgramThe Sewer Maintenance Division's responsibility is the prevention of sewer stoppages, tap locations and/orinstallations, t.v.ing pipes, and sealing inspections, as well as installation of new and replacement of existingsewer mains. There are currently 422 miles of sanitary sewers in the City with more than 21,058 serviceconnections.

Completed 678 work orders pertaining to sewer stoppages.

258


2013-14 2014-15 2014-15 2015-16Expenditures


Total 982,349 1,020,800 967,358 1,057,600 36,800 3.61%


Budget HighlightsThe FY2016 budget includes a 3% wage and health increase and retirement as a % of payroll increases.


Appropriations

The Utility Customer Service Division performs all meter readings, handles start-up and shut-off ofservices, verifies meter readings when accuracy is in question, installs 2" and smaller water meters for newservice and normal maintenance, tests large water meters for accuracy, maintains water meter boxes,performs minor water service repairs and tests for backflows.

Utility Customer Service 401-0922

Program

Accomplishments:

Completed a total of 39,261 work orders out of 51,406 issued.Completed the implementation of the Cross-Connection Control Program (HydroDesign).

259


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 1,399,640 1,684,300 1,531,187 1,748,200 63,900 3.79%Operating expenses 666,432 839,500 1,740,400 1,271,200 431,700 51.42%Capital outlay - 12,500 10,600 - (12,500) -100.00%Transfers - - - - - N/ADebt & other - - - - - N/A

Total 2,066,072 2,536,300 3,282,187 3,019,400 483,100 19.05%


Budget HighlightsThe 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.

Appropriations


Utility Accounting Division 401-2302

ProgramThe Utility Accounting Division is responsible for all billing and collections for provided utility services withinthe 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 mailingof 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 eliminatingthe need for a cash report interface.

The # of customer complaints and collection letters have been reduced by 42.7% and 38.5%, respectively.

260


2013-14 2014-15 2014-15 2015-16Expenditures:Debt service 18,647,146 20,548,500 20,508,340 20,497,000 (51,500) -0.25%Transfers to CIB 4,454,841 7,444,300 17,668,633 10,663,827 3,219,527 43.25%Transfers to Utility R&R 2,707,100 2,500,000 2,750,000 2,800,000 300,000 12.00%

Total 25,809,087 30,492,800 40,926,973 33,960,827 3,468,027 11.37%

Budget HighlightsThe 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.

The Non-Departmental section of the Utility Budget consists of Debt Service Expenses, Transfers to the CapitalImprovement Budget and Transfers to the Utility Renewal and Replacement Fund.

Non-Departmental 401-05xx

Program


Appropriations

261


2013-14 2014-15 2014-15 2015-16Revenues

Transfer from Utility Fund 2,707,100 2,500,000 2,750,000 2,800,000 Interest Income 25,035 - 10,000 - Transfer from 10% Contingency - - - -

2,732,135 2,500,000 2,760,000 2,800,000

ExpendituresPersonal services - - - - Operating expenses - - - - Capital outlay - - - - Transfers 1,155,756 3,125,000 10,444,889 3,796,000 Debt & other - - - -

1,155,756 3,125,000 10,444,889 3,796,000

Net income (loss) 1,576,379 (625,000) (7,684,889) (996,000)


Estimated ending reserves 8,899,142 8,274,142 1,214,253 218,253

Appropriations

Utility Fund Renewal and Replacement 431-6170

ProgramThe Renewal and Replacement Fund receives 5% of water and sewer revenues to be set aside for futurerepairs/ replacement of Utility Fund infrastructure and capital equipment.

262

263


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 3,423,575 3,000,000 2,880,000 2,880,000 Miscellaneous 44,579 3,000 30,000 25,000

3,468,154 3,003,000 2,910,000 2,905,000

ExpendituresPersonal services 1,101,143 1,227,800 1,235,971 1,337,200 Operating expenses 904,080 983,500 978,400 1,035,600 Capital outlay - - - - Debt & other - - - -

2,005,223 2,211,300 2,214,371 2,372,800

Net income (loss) from operations 1,462,931 791,700 695,629 532,200

Transfers in (out)Operating in - - - - Operating out (114,500) (414,500) (414,500) (414,500) Capital improvement (1,262,484) (1,001,000) (2,971,292) (1,036,442)

Total transfers (1,376,984) (1,415,500) (3,385,792) (1,450,942)

Net income (loss) 85,947 (623,800) (2,690,163) (918,742)



Budget Highlights

Ending Reserves - Reserves have decreased by $2,985,105, or 91% in order to fund necessary Stormwater-related 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.

Stormwater 402

Fund Summary

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.

264


ExpendituresPersonal services 861,721 898,800 902,296 959,700 60,900 6.78%Operating expenses 676,753 749,500 736,600 814,700 65,200 8.70%Capital outlay - - - - - N/ATransfers 1,376,984 1,415,500 3,385,792 1,450,942 35,442 2.50%Debt & other - - - - - N/A

Total 2,915,458 3,063,800 5,024,688 3,225,342 161,542 5.27%


Budget Highlights

Cleaned and inspected 199 catch basins.

Responsible for coordinating maintenance and clearing of all City drainage pipes, ditches and canals in order toprovide for proper water flow and drainage.

Drainage 402-0923

Program

Accomplishments:

Cleaned and inspected 5,386 linear feet of drainage pipes.

Completed 6,772 miles of street sweeping.

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.


Appropriations

265


ExpendituresPersonal services 236,796 329,000 333,675 377,500 48,500 14.74%Operating expenses 186,427 234,000 241,800 220,900 (13,100) -5.60%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 423,223 563,000 575,475 598,400 35,400 6.29%


Budget Highlights

Stormwater Administration 402-0925

ProgramThe Stormwater Administration Division is tasked with: maintaining and improving drainage/flood protection toimprove the level of service to the citizens, preserving and enhancing water quality for compliance with Federaland State permit requirements, specifically DEP/EPA NPDES Permit No. FLS000035, and maintaining andimproving the Community Service Rating with the Federal Emergency Management Agency (FEMA) as part ofthe Flood Insurance Program.

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.


Appropriations

266


ExpendituresPersonal services 2,626 - - - - N/AOperating expenses 40,900 - - - - N/ACapital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 43,526 - - - - N/A



Stormwater Billing 402-0926

ProgramThe Stormwater Billing Division is responsible for all billing and collections for provided Stormwater serviceswithin the City as well as all customer inquiries. Effective 10/1/2013, the Stormwater fee will be included onthe annual property tax bill, thereby eliminating this division.

Appropriations

267


2013-14 2014-15 2014-15 2015-16REVENUES

Charges for services 628,550 600,000 739,107 750,000 Parking meter permits 57,664 70,000 39,785 40,000 Parking meter fines 182,817 160,000 225,000 185,000 Other sources 78,394 50,300 82,047 50,300

947,425 880,300 1,085,939 1,025,300

EXPENDITURES

Personal Services 239 - - - Operating expenses 731,834 720,300 705,448 925,300 Capital outlay - - - - Capital Improvement 2,041 139,500 16,567 - Transfers 100,000 100,000 100,000 100,000

834,114 959,800 822,015 1,025,300

Net income (loss) 113,311 (79,500) 263,924 -



Budget Highlights

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.

Downtown Parking 403-4030, 4031 & 4032

Fund Summary

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.

268


2013-14 2014-15 2014-15 2015-16EXPENDITURES

Operating expenses 731,834 720,300 705,448 925,300 205,000 28.46%Capital outlay - - - - - N/ATransfers 102,041 239,500 116,567 100,000 (139,500) -58.25%Debt & other - - - - - N/A

Total 833,875 959,800 822,015 1,025,300 65,500 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.

Downtown Parking 403-4030, 4031 & 4032

ProgramThe City contracted Denison Parking as the new, third party vendor to maintain consistent and fair parkingenforcement, suitable parking alternatives and quality customer service for citizens, employees and visitors todowntown. 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 couponbooks and hang tags available through Denison Parking. The City owned Main Street and the City of Palmsgarages provide a total of 1,145 spaces in the core downtown area.


Fund Summary

269

Skatium Fund 404

Program

The Skatium recreation facility, home to a wide variety of ice sports and other indoor recreational activities, islocated at 2250 Broadway across from the City of Palms Park. This 72,000 square foot facility offerssomething for all ages including an ice skating area, an athletic gymnasium and a fitness center all under oneroof. 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 offeredincluding 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


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 999,166 1,020,100 1,031,500 1,077,700 Miscellaneous 958 - - - Intergovernmental - - - - Other sources - - - -

1,000,124 1,020,100 1,031,500 1,077,700

ExpendituresPersonal services 459,940 457,800 475,400 482,700 Operating expenses 741,466 747,200 771,162 772,700 Capital outlay 6,380 7,000 - - Debt & other 27,206 27,200 27,200 27,200

1,234,992 1,239,200 1,273,762 1,282,600


Transfers in (out)Operating in 235,800 219,100 242,262 204,900 Capital improvement - - - -

Total transfers 235,800 219,100 242,262 204,900

Net income (loss) 932 - - -




Budget HighlightsRevenues - 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.

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.

Skatium Fund 404

Fund Summary

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.

271

The eleven acre Yacht Basin remains a fullservice facility with continued renovationsto the 284 slips and moorings, as well asthe supporting facilities. The marina wasrecently recognized by the State as a Cleanand Resilient Marina for its many featuressuch as a marina-wide on demand sewageretrieval system, free waste oil and fuelrecycling, battery and antifreeze recyclingand wireless internet service. The YachtBasin continues to provide a safe harborfor area boaters.

Word of mouth advertising, common in the boatingcommunity, continues to send new customers to themarina. The Fort Myers Yacht Basin continues toearn its good reputation for reasonable prices andexcellent service. The facility, while older than mostin the area, still impresses our customers. Theproximity to "Downtown", with its variety ofrestaurants and shopping, is a large incentive for manyof our visitors. While some vessel owners may stayovernight, many enjoy the free day use dockageprovided so that they may visit the River District. Thehurricanes of past years strengthened the Yacht Basinsincreasing reputation as a safe, accommodating andwell-managed marina. The Florida Department ofEnvironmental Protection (DEP), together with theClean Boating Partnership, recognizes the Yacht Basinas a Clean Marina. Florida's Clean Marinas go aboveand beyond required environmental regulations.

Seventy-eight years ago construction of the City of Fort Myers Yacht Basin was initiated. The facility, now inits seventy-sixth year of operation, provides services for the boating community, whether they are just passingthrough 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 inpast years, the recent economy had slowed this growth. During FY2014, the demand for services at the YachtBasin increased over previous years and FY2015 continues to see strong signs of growth as the facility is wellrecognized for its fulfillment of the City's Policy Statement: "To preserve and enrich the quality of life, whichis unique to our community."

Yacht Basin Fund 407

Program

272


$747,941

$725,988

$787,450 $778,887

$642,454 $602,150

$573,100$598,139

$811,027 $748,300

$684,190

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

05-06 06-07 07-08 08-09 09-10 10-11 11/12 12/13 13/14 14/15 Budget15/16

Fiscal Year

Total Dockage RevenuesFY 05/06 - FY 15/16

0

100,000

200,000

300,000

400,000

500,000

600,000

05-06 06-07 07-08 08-09 09/10 10/11 11/12 12/13 13/14 14/15 Budget15/16

Gal

lons

of F

uel S

old

Fiscal Year

Total Gallons of Fuel SoldFY 05/06 - FY 15/16

90 Octane 93 Octane Diesel

349,700

228,000

484,939

292,352

366,461394,114

293,865334,436 351,003 323,803 345,000

273


2013-14 2014-15 2014-15 2015-16Revenues


2,369,505 2,269,200 2,274,100 2,228,800

ExpendituresPersonal services 465,204 471,600 481,900 498,100 Operating expenses 1,824,083 1,740,800 1,597,200 1,582,400 Capital outlay - - - - Debt & other 419,719 420,500 420,500 420,500

2,709,006 2,632,900 2,499,600 2,501,000

Net income from operations (339,501) (363,700) (225,500) (272,200) Transfers in (out)

Operating in 442,100 367,100 367,100 282,200 Renewal & replacement (10,000) (10,000) (10,000) (10,000) Total transfers 432,100 357,100 357,100 272,200

Net income (loss) 92,599 (6,600) 131,600 -



Budget Highlights

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.

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.


Fund Summary

274

Accomplishments:


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 465,204 471,600 481,900 498,100 26,500 5.62%Operating expenses 1,824,083 1,740,800 1,597,200 1,582,400 (158,400) -9.10%Capital outlay - - - - - N/ATransfers 10,000 10,000 10,000 10,000 - 0.00%Debt & other 419,719 420,500 420,500 420,500 - 0.00%

Total 2,719,006 2,642,900 2,509,600 2,511,000 (131,900) -4.99%


Budget Highlights

Debt Service remains equal to FY2015.


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.

Appropriations

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.

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.

Yacht Basin Fund 407-1901

Program

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.

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.

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 City management of the Ships Store continues to profitably and successfully accommodate the customers with the inventory selection growing each year.

275


2013-14 2014-15 2014-15 2015-16Revenues

Interest Income 205 - - - Interfund Transfer 10,000 10,000 10,000 10,000

10,205 10,000 10,000 10,000

ExpendituresPersonal services - - - - Operating expenses - - - - Capital outlay - - - - Transfers - - - - Debt & other - - - -

- - - -

Net income (loss) 10,205 10,000 10,000 10,000



Appropriations

Yacht Basin Renewal and Replacement 450-6170

ProgramProgram whereby a certain percentage of current year income is allocated to a capital replacement reserveaccount.

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 CountryClub and Eastwood Golf Course offer affordable golf to our citizens and visitors. Both courses offeropportunities for beginners and advanced golfers, and are considered to be among the best public golf coursesin Southwest Florida. Our public golf courses provide the opportunity for charity events, golf leagues andbusiness tournaments. In addition, junior golfers can play for an entire year for the low membership fee ofonly $75.00, offering the world of golf to a new generation of young people. Junior golf clinics are offeredduring 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 andbirds. In addition to the serenity and green space of our golf courses, people also enjoy them for the exerciseand social contact that golf provides.

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 Ross’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 Ross’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.

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.

277

Photography Credits: Fort Myers Country Club - Eloise Pennington and Eastwood Golf Course - Robert Sager

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 islocated in a beautiful geographic area of Southwest Florida and provides aesthetic pleasure and a naturalenvironment for golfers. The par 72 course offers a long and challenging field of play. 56,977 rounds of golfplayed on the course during FY2015.

Eastwood offers a variety of services including a pro shop, snack bar and dining room equipped with banquetfacilities. A driving range and practice green are available for golfers as well. Both courses have beenmanaged by Richard Lamb for 38 years. The City of Fort Myers is proud to offer a quality experience forgolfers of all play levels and ages at a fair price.

278

Fort Myers Country Club 408

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

# of Daily Green Fee Rounds & Member Rounds FY2004- FY2016

Fee Rounds Total Member Rounds

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Daily Green Fees, Adult Fees & Student Fees FY2004- FY2016

Green Fees Adult Members Student Members

279


2013-14 2014-15 2014-15 2015-16Revenues


1,112,226 1,806,900 1,727,783 1,961,000 Expenditures

Personal services 375,565 203,700 237,169 248,400 Operating expenses 775,563 1,482,000 1,401,411 1,512,400 Capital outlay - 100,000 70,000 - Debt & other 68,634 211,800 211,726 311,800

1,219,762 1,997,500 1,920,306 2,072,600

Net income (loss) from operations (107,536) (190,600) (192,523) (111,600) Transfers in (out)

Operating Transfers in 108,200 190,600 190,600 111,600 Operating Transfers (out) - - - - Renewal & Replacement Transfer (out) - - - - Total transfers 108,200 190,600 190,600 111,600

Net income (loss) 664 - (1,923) -




Budget Highlights

Ending Reserves -- Reserves decrease by $1,923, or 12.8% driven by revenues not coming in as planned in FY2015.

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.

Fort Myers Country Club 408

Fund Summary

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.

280

Eastwood Golf Course Fund 409

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

# of Daily Green Fee Rounds & Membership Rounds FY2004 - FY2016

Fee Rounds Total Member Rounds

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

Daily Green Fees, Adult & Student Member Fees FY2004 - FY2016

Green Fees Adult Members Student Members

281


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 1,830,509 1,921,800 1,827,800 1,946,500 Miscellaneous 35,057 27,600 27,600 27,600 Other sources - - - -

1,865,566 1,949,400 1,855,400 1,974,100

ExpendituresPersonal services 601,314 585,700 550,901 613,700 Operating expenses 1,149,362 1,110,300 1,090,400 1,132,400 Capital outlay - 35,400 24,000 - Debt & other 77,278 77,300 77,300 112,700

1,827,954 1,808,700 1,742,601 1,858,800

Net income (loss from operations) 37,612 140,700 112,799 115,300 Transfers in (out)

Operating in - - - - Operating out (108,200) (190,600) (190,600) (111,600) Capital improvement - - - - Renewal & replacement - - - - Total transfers (108,200) (190,600) (190,600) (111,600)

Net income (loss) (70,588) (49,900) (77,801) 3,700 Estimated reserves, beginning of year 206,607 136,019 136,019 58,218



Budget Highlights

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.

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.

Eastwood Golf Course Fund 409

Fund Summary

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.

282

Imaginarium Science Center Mission and Program

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:

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-onexhibits, programs and activities for nearly 1.4 millionpeople including families, tour groups, school classes andvisitors to the area. Total visitation and reach tallied81,620 in FY2014-15. Through effectively utilizing thehistoric 1950’s water treatment plant site, the Imaginariumfulfills the program of being an historic City landmark aswell as a cultural resource for residents and visitors.

Administration

The 4 acre site was originally the City of Fort Myers coal gasification plant, then the water treatmentplant. As a shining example of adaptive reuse, the site now includes a state-of-the art museum, a 100seat theater, an outdoor courtyard built at the base of the operational water tower and an 180,000 gallonlagoon 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 andNature Walk. A large covered picnic area accommodates groups of up to 100 for birthday parties andother activities. Ample free parking is available for vehicles of all sizes including buses and RVs.

The Imaginarium is administered under a partnership with the SouthwestFlorida Museum of History and the Burroughs/Langford KingstonHomes consisting of 9 full-time and 7 part-time staff members sharedamong the venues, with assistance from a 15 member, 501.C(3) (not-for-profit) Advisory Board, the Imaginarium Group, Inc.

Imaginarium Site

283

Projected Attendance70,699 Total Visitors9,936 Group Attendance - Up 10%6,841 Education Group Outreach - Up 4%4,080 Community Outreach81,620 TOTAL REACH

Projected Generated Revenue (Includes Donations)$466,232 - Down 8%

City support$573,200 - Same as Prior Year

Exhibits

NEW Aquaponics Exhibit with SelovitaNEW Rigamajig ExhibitNEW ImagineCraft Exhibit

Special Events

raising $100,000 for Exhibits Program

Basic Operations

Membership Sales - Up 10%

Site UtilizationBirthday Parties, Corporate Meetings

Outreach Activity/Educational ProgramsYoung Scientist Monthly Preschool ProgramsScientists Homeschool Monthly ProgramsScience & Inventors Fair EventsFIRST Lego League Robotics Competition & Training SupportZoomers Summer Camp PartnershipCamp i-Sci Summer Sessions - SOLD OUT!Winter & Spring Break Camp i-Sci SessionsFamily Science Night School Outreach Programs ExpandedTeacher Workshops & Professional Development ProgramsEngineering is Elementary Institute - Teacher & Administrator TrainingsK-12 STEM Institute with Whitaker Center & Conversancy of SWFL

STEM Team of SWFL; STEP Tour Organizer & HostSTEMtastic Edison Festival of Light Event

New revenue record for Store Sales - Up 33%

SWFL Hackerspace Workshops

Cultural & Historic Affairs Fund 410Imaginarium Science Center

FY 14/15 Statistics at a Glance

NEW Theater Upgrade & ExpansionNEW The Lost World 3D Movie

Imagine Gala - Imaginarium Group sponsored fundraising event & auction

Beer & BBQ - Imaginarium Group Fundraising Event October 2014Nano Days Family Fun Event March 2014

Mad Scientist Saturday - Fall Family Fun Event October 2014

284

Cultural & Historic Affairs Fund 410Imaginarium Science Center

77,073 76,936 80,000

63,149 60,326

85,000 80,000

73,000 75,235

78,040

70,699

0

20,000

40,000

60,000

80,000

100,000

Num

ber

of V

isito

rs

Fiscal Year

Attendance Historical Comparison

$483,262

$474,887

$501,660

$437,427 $435,811

$586,456

$494,568

$520,674

$456,680

$504,134

$466,232

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

Fiscal Year

Charges for ServiceHistorical Comparison

285

Museum Site

Administration

In 1924, the Atlantic Coast Line (ACL) Railroad opened a new depot in Fort Myers. The Spanish Mission stylebuilding reflected the Mediterranean feel of the 1920's Fort Myers. Until 1971, the depot welcomed travelersand residents to Fort Myers through its open air arches. That year, due to the decline in rail travel, the ACLpulled 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. TheMuseum opened its doors in April 1982. Those familiar with the depot saw little change to the building'sfacade, only windows closing off the arches. The Esperanza, a Pullman railcar, and a replica Cracker House sitbeside the Museum as additional exhibits, providing visitors with a look at our railroads of the past and thelodging accommodations of some of our area's earlier settlers.

The Museum is administered under a partnership with the Imaginarium Science Center and theBurroughs/Langford-Kingston Homes consisting of 9 full-time and 7 part-time staff members shared among thevenues, with assistance from a 501.C(3) (not for profit) Foundation and a City appointed Advisory board.

The Southwest Florida Museum ofHistory is dedicated to the collection,preservation, and interpretation ofhistory and traditions, with particularemphasis on Fort Myers andSouthwest Florida. The Museum ishome to the areas largest collection oflocal photos, artifacts and documents.


Southwest Florida Museum of History Mission and Program

On display inside are 14 permanent exhibits ranging fromPaleo-Florida to present day and a variety of travelingexhibits depicting local interests and hobbies. Outside sitsthe Esperanza rail car and the Cracker House. In addition,the Museum offers research assistance service to bothprofessional and amateur researchers, education programsfor local educators and students, as well as historic walkingtours of downtown Fort Myers.

Cracker House

286

Projected Attendance11,486 Total Visitors - Up 10%3,384 Group Attendance - Up 125%

Projected Generated Revenue $71,300 - Down 7%

City support$324,800 - Down 7%

Exhibits

Facility ImprovementsRoof Repair

Special Events

Basic Operations

Site UtilizationEvents, Corporate Meetings, Non-Profit Meetings

Outreach Activity/Educational Programs

HistoricLEE Organization formed with all Lee County History Groups

History Fair JudgingUncommon Friends Teacher WorkshopsTeacher Workshops & Professional Development ProgramsResearch and Photo Appointments

Cultural & Historic Affairs Fund 410Southwest Florida Museum of History

FY 14/15 Statistics at a Glance

Gift Shop Revenue - Up 11%

Porch Songs Concert Events with Foundation

Museum

Florida Humanities Council Grant Funded Speaker SeriesHistory Rocks! - MOH Foundation Fundraising Event, Auction & Concert

Esperanza Rail Car

Florida's Got the Blues ExhibitBeaches, Creatures and Cowboys: Florida Movie Posters Exhibit

FGCU Museum Studies Partnership & Internships

True Tours Walking Tour Partnership

Curator's Corner Exhibit DisplaysUPDATED Military Exhibits

Giant Ground Sloth

Research Center Photograph Collection Reorganization

287

Cultural & Historic Affairs Fund 410Southwest Florida Museum of History

13,483

9,373

7,700

6,500

7,302

16,000

8,000 8,550

10,42511,486

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15

Attendance Historical Comparison

$112,611

$122,864

$78,364

$61,967 $56,422

$111,733

$68,142$68,441

$76,323

$71,300

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

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

$70,456

10,000

288

Site

Administration

The Burroughs Home, a 6,000 sq. ft., three story house,was bequeathed to the City of Fort Myers in 1978. Builtin 1901, the house, of Georgian Revival architecture, wasthe catalyst for the building boom in Fort Myers aroundthe turn of the century. The large stately winter residencewas instrumental in transforming the City from a ruggedfrontier cow town to a fashionable winter resort. The 18room house, located on 450' of Caloosahatchee Riverfrontage, has 9 bedrooms and 4 bathrooms. Theauthenticity of the 1918 era was returned to the house oncerestoration was completed by the City. The City tookpossession of the house and property in 1983.

Burroughs Home


Burroughs Home Program

In August 25, 2008, the City Council approved a municipal lease agreement with the Uncommon FriendsFoundation to transfer operational management of the Burroughs Home from the City to the UncommonFriends Foundation. The Uncommon Friends Foundation is a not-for-profit, local, historically basedfoundation. The Foundation will charge and retain the admission to the home for tours and rent the home andgrounds for use for private weddings, parties and corporate meetings.

289


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 578,698 648,500 594,800 677,400 Miscellaneous 3,882 1,000 2,600 -

582,580 649,500 597,400 677,400

ExpendituresPersonal services 663,109 691,900 712,700 741,500 Operating expenses 814,778 857,000 812,500 862,400 Capital outlay - - - - Debt & other - - - -

1,477,887 1,548,900 1,525,200 1,603,900

Net income (loss from operations) (895,307) (899,400) (927,800) (926,500)

Transfers in (out)Operating in 941,800 916,800 916,800 926,500 Renewal & replacement - - - - Renewal & replacement - in - - - - Total transfers 941,800 916,800 916,800 926,500

Net income (loss) 46,493 17,400 (11,000) -



Budget Highlights

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.

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.


Fund Summary

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.

290


2013-14 2014-15 2014-15 2015-16Expenditures


Total 404,600 392,400 404,700 398,700 6,300 1.61%


Budget Highlights

Appropriations


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.

Southwest Florida Museum of History 410-1803

ProgramThe 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.

291


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services - - - - - N/AOperating expenses 11,953 18,800 18,800 18,800 - 0.00%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other - - - - - N/A

Total 11,953 18,800 18,800 18,800 - 0.00%


Budget Highlights

Appropriations

Burroughs Home 410-1804

ProgramThe City of Fort Myers took possession of the Burroughs Home and property in 1983. The operationalmanagement of the Home was transferred to the Uncommon Friends Foundation, a not-for-profit, on August 25,2008.


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


2013-14 2014-15 2014-15 2015-16Expenditures


Total 1,061,334 1,137,700 1,101,700 1,186,400 48,700 4.28%


Budget Highlights

Appropriations

Imaginarium Science Center 410-1860

ProgramThe 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.


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 andconsumer shows, entertainment events and banquets. Located inthe heart of the historical downtown River District of Fort Myers,Harborside Event Center is a multi-use convention and meetingfacility with over 42,000 square feet of function space. NearbyHarborside Event Center's river front location, attendees will findchampionship golf courses, relaxing spas, miles of pristinebeaches, shopping, museums, a variety of dining options andspectacular eco-tours.

Catalyst for Economic Activity - Harborside Event Center hosted 398 total events in 2015 - 15convention/tradeshows, 157 meetings/seminar series, 178 social events and 48 other events. Theinvoiced sales for these events was over $1.8 million and direct spending by the attendees represents asignificant economic benefit to the River District and regional economy making Harborside one of thedowntown area's most important economic engine.

Excellent Service = Exceptional Experience

Community Outreach & Tourism - Harborside Event Centers role as a community gathering placewas 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. Totalattendance for the year at events was over 152,000 people with a majority of these patrons from LeeCounty. In addition to co-sponsoring use for non-profit organizations, Harborside Event Center serves asa community gathering place for key Lee County events such as Advance One Day, Community PrayerBreakfast, Rotary of Fort Myers, Horizon Council, Market Watch and the United Way Kickoff Breakfastto name a few. We are honored to serve the community in this way.

Harborside Event Centers' Mission Statement is to becommitted to being the premier venue in Southwest Florida,promoting and providing convention, conference and specialevent facilities and services to customers by emphasizing thehuman dimension to client service. The Event Center staff isguided by the principle that clients are forever and strive toexceed expectations for quality service, event coordination andfacility management. The Center fosters a stimulating, stable,rewarding and diverse work environment that encouragesteamwork and mutual respect between all employees.Harborside strives for success as a team to achieve long-termprosperity for the mutual benefit of the clients, patrons,employees and the City of Fort Myers while providing apositive economic impact to the Southwest Florida market.

294


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services - - - - Rental income 769,038 1,551,000 1,565,000 1,565,000 Miscellaneous 1,087 - - - Other Sources - - - -

770,125 1,551,000 1,565,000 1,565,000 Expenditures

Personal services 846,568 954,900 852,900 1,015,600 Operating expenses 635,503 1,342,700 1,396,300 1,398,100 Capital outlay - - - - Debt & other 147,139 147,200 147,200 147,200

1,629,210 2,444,800 2,396,400 2,560,900

Net loss from operations (859,085) (893,800) (831,400) (995,900)

Transfers in (out)Operating - In 800,900 849,000 849,000 906,700 Total transfers 800,900 849,000 849,000 906,700

Net income (loss) (58,185) (44,800) 17,600 (89,200)



Budget Highlights


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.

Fund Summary

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%.

295


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 846,568 954,900 852,900 1,015,600 60,700 6.36%Operating expenses 635,503 1,342,700 1,396,300 1,398,100 55,400 4.13%Capital outlay - - - - - N/ATransfers - - - - - N/ADebt & other 147,139 147,200 147,200 147,200 - 0.00%

Total 1,629,210 2,444,800 2,396,400 2,560,900 116,100 4.75%


Budget Highlights

Appropriations

Hosted 398 events generating annual visitors of 152,000 to the River District


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.

Harborside Event Center 414-1501

ProgramThe Harborside Event Center is committed to being the premiere venue in Southwest Florida, promoting andproviding convention, conference and special event facilities and services to customers by emphasizing thehuman dimension to client service.

Accomplishments:

Donated 2,700 lbs. of food to local organizations and co-sponsored 12 Community Events

95% Overall Customer Satisfaction Ratings

99% Willingness to Return

296


Harborside Complex 2013-14 2014-15 2014-15 2015-16Operating expenditures:

Harborside 1,629,210 2,444,800 2,396,400 2,560,900 Total operating expenditures 1,629,210 2,444,800 2,396,400 2,560,900

Debt Service paid directly:By General Fund 983,258 650,200 639,600 649,500

Total debt service 983,258 650,200 639,600 649,500

Total cost of operations 2,612,468 3,095,000 3,036,000 3,210,400 Costs paid from operations:

Harborside revenues 770,125 1,551,000 1,565,000 1,565,000 Total cost paid by operations 770,125 1,551,000 1,565,000 1,565,000

Deficit from operations (1,842,343) (1,544,000) (1,471,000) (1,645,400) General Fund subsidy:

Operating 800,900 849,000 849,000 906,700 Debt service 983,258 650,200 639,600 649,500

Total General Fund subsidy 1,784,158 1,499,200 1,488,600 1,556,200

True Cost to the General FundIn addition to the operating revenues and expenditures previously outlined, the Harborside Event Centerreceives added benefits due to debt service costs on the building and selected equipment being paid directly byGeneral Fund transfers to the appropriate Debt Service Fund. The summary below indicates the true cost of theHarborside Event Center operations to the General Fund.


297

Program

Solid Waste Operating Fund 420

The Solid Waste Operating Fund provides for residential,alleyway, commercial container and non-container, andspecial collection services. It also ensures that all solid wastecollected is properly disposed of in accordance withregulatory requirements. In April 2009, the City implementedin-house, single-stream recycling service to increaseresidential recycling rates and eliminate the contract withWaste Pro, Inc. for these services. Implementation of thisnew service was accomplished with existing staff, reductionof residential solid waste collection to once a week, andreduction of horticulture staffing to one operator/driver pertruck. Efficiencies resulting from these actions favorablypositioned this fund for declining revenue experienced insubsequent years.

Commercial7 Routes - 5 front-end loader trucks,

1 front-end loader cardboard recycling 1 rear loader truck

10 trucks totalMonday-Saturday collection

Residential 3 Solid Waste Routes, 1 Brush Route

7 trucks totalMonday, Tuesday, Thursday & Friday

collection

Recycling Program

3 Routes - 5 trucksMonday, Tuesday, Thursday &

Friday collection

Horticultural Collection

6 Routes - 10 trucksMonday, Tuesday, Thursday &

Friday collection

Collection Programs Environmental Programs

Roll-Off

5 Routes - 8 trucksMonday-Friday collection

Container Maintenance

5 trucks, no scheduled routes

298


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 14,206,976 13,821,400 14,005,204 13,931,400 Miscellaneous 103,985 45,000 60,194 45,000 Intergovernmental 153,962 200,000 217,400 200,000 Other sources - - - -

14,464,923 14,066,400 14,282,798 14,176,400

ExpendituresPersonal services 2,988,947 3,514,300 3,238,234 3,862,600 Operating expenses 5,127,776 5,838,500 5,914,211 5,804,700 Capital outlay 84,391 50,000 50,000 110,000 Debt & other 71,754 47,000 47,000 46,900

8,272,868 9,449,800 9,249,445 9,824,200

Net income from operations 6,192,055 4,616,600 5,033,353 4,352,200

Transfers (out)Operating (4,754,200) (4,754,200) (4,754,200) (4,754,200) Capital Improvement (1,102,179) (2,390,000) (5,016,347) (2,090,000) Renewal & replacement - - - - Total transfers (5,856,379) (7,144,200) (9,770,547) (6,844,200)

Net income (loss) 335,676 (2,527,600) (4,737,194) (2,492,000)



Fund Summary


299

Budget Highlights


Revenues --There are no rate increases budgeted in FY2016, but due to growth, residential collection revenueincreases $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 paidto 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 oftipping rate reductions. Operating expenses net decrease consists of increases of $75,000 for a citywide serviceevaluation, $30,000 for code updates and $45,000 for building repair/improvements and decreases for one-timefunding for truck cameras in prior year.

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.

FY2016 Capital Outlay expenditures include replacement of a sports utility vehicle and the purchase of abobcat.

Personal services funding includes a 3% salary increase, which follows a FY2015 3% increase, fully restoringsalaries to FY2010 levels, and includes funding for seniority benefits. Retirement cost increases from 34.6% to37.0% of salaries and Health Insurance cost increases 3%.

The FY2016 Capital Improvement transfer of $2,090,000 funds replacement of seven solid waste trucks and one container delivery truck.

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.

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

Fiscal Year

Solid Waste Tonnages

ROLL-OFF

JUNK

RESIDENTIAL

COMMERCIAL

300


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 1,190,480 1,408,200 1,358,811 1,558,100 149,900 10.64%Operating expenses 2,079,972 2,325,200 2,374,589 2,323,800 (1,400) -0.06%Capital outlay - - - 30,000 30,000 N/ATransfers 5,856,379 7,144,200 9,770,547 6,844,200 (300,000) -4.20%Debt & other - - - - - N/A

Total 9,126,831 10,877,600 13,503,947 10,756,100 (121,500) -1.12%

18.0 18.0 17.5 18.5

Budget Highlights

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.

Appropriations

FY2016 Capital Outlay is for replacement of a sports utility vehicle.

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.

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%.



Container Collection 420-0916Program

This division provides the collection of solid waste from commercial and multi-family customers within theCity. The City offers four sizes of containers: 2, 4, 6, and 8 cubic yard dumpsters. The hours of operation forpick-up are 4:00 a.m. through 12:30 p.m.

301


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 612,922 667,300 636,502 727,900 60,600 9.08%Operating expenses 1,237,725 1,457,600 1,483,922 1,469,100 11,500 0.79%Capital outlay - - - 30,000 30,000 N/ATransfers - - - - - N/A

Total 1,850,647 2,124,900 2,120,424 2,227,000 102,100 4.80%

8.0 8.0 8.0 8.0

Budget Highlights

Appropriations

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.


Residential Curbside 420-0917

ProgramCollection of solid waste from single-family residential customers within the City. Beginning in April 2009collection was reduced to once a week, using 3 routes, and is provided on the same day as recycling service.

302


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 410,704 525,000 441,700 533,800 8,800 1.68%Operating expenses 733,632 759,300 759,300 688,900 (70,400) -9.27%Capital outlay - - - - - N/ADebt & other 71,754 47,000 47,000 46,900 (100) -0.21%

Total 1,216,090 1,331,300 1,248,000 1,269,600 (61,700) -4.63%

7.0 6.0 6.0 6.0

Budget Highlights

Horticultural Removal 420-0918

ProgramCollection 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 oncea week residential collection. Collection days include pick-up for brush cans and items which are notincluded in the regular collection service.


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.



Appropriations

303


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 377,076 429,500 414,429 456,500 27,000 6.29%Operating expenses 170,168 275,300 275,300 248,900 (26,400) -9.59%Capital outlay - - - - - N/ATransfers - - - - - N/A

Total 547,244 704,800 689,729 705,400 600 0.09%

5.0 5.0 5.0 5.0

Budget Highlights

Recycling Curbside 420-0920

ProgramCollection of recyclable material from residential and commercial customers within the City. The Cityterminated vendor provided recycling service in April 2009, and integrated single-stream recycling servicewith other City provided services. Mandatory recycling for all solid waste customers began January 1,2010.

Appropriations


Operating expenses decrease due to net reductions in indirect costs and a reduction for FY2015 one-time funding for truck cameras.



304


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 385,329 463,500 365,992 565,300 101,800 21.96%Operating expenses 906,279 1,009,800 1,009,800 1,062,900 53,100 5.26%Capital outlay 84,391 50,000 50,000 50,000 - 0.00%Transfers - - - - - N/A

Total 1,375,999 1,523,300 1,425,792 1,678,200 154,900 10.17%

5.0 5.0 5.0 6.0

Budget Highlights

Operating expenses net increase results from a reduction of FY2015 one-time funding for truck cameras and a net increase in indirect costs.

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 Solid Waste Operator II position is budgeted. Retirement cost increases from 34.6% to 37.0% of salaries and Health Insurance cost increases 3%.

Appropriations

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 sinceFY2013. Having assumed responsibility for all of the business in FY2007, the City successfully integrated thisservice with all other City provided collection services.



305


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 12,436 20,800 20,800 21,000 200 0.96%Operating expenses - 11,300 11,300 11,100 (200) -1.77%Capital outlay - - - - - N/ATransfers - - - - - N/A

Total 12,436 32,100 32,100 32,100 - 0.00%

0.0 0.0 0.0 0.0

Budget Highlights

Retirement charges increase from 34.6% to 37.0% of compensation.


Appropriations


Neighborhood Clean-Up 420-0928

ProgramThis 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.

306

307


2013-14 2014-15 2014-15 2015-16Revenues

Licenses and permits 3,524,097 3,576,700 3,864,100 3,576,700 Miscellaneous 21,341 29,000 16,700 22,000

3,545,438 3,605,700 3,880,800 3,598,700

ExpendituresPersonal services 2,092,559 2,449,700 2,326,200 2,737,300 Operating expenses 658,316 709,300 713,000 746,100 Capital outlay 81,512 - 25,000 - Transfers - 365,000 528,700 - Debt & other - - - -

2,832,387 3,524,000 3,592,900 3,483,400

Net income (loss) from operations 713,051 81,700 287,900 115,300



Budget HighlightsRevenues --FY2016 revenues from Licenses and Permits are budgeted conservatively to remain on par withthe prior years' adopted budget. This conservative budget is due to what could be considered an inflatedFY2015 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 isanticipated 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.

Building Permits and Inspection Fund 425

Fund Summary

308


2013-14 2014-15 2014-15 2015-16Expenditures

Personal services 2,092,559 2,449,700 2,326,200 2,737,300 287,600 11.74%Operating expenses 658,316 709,300 713,000 746,100 36,800 5.19%Capital outlay 81,512 - 25,000 - - N/ATransfers - 365,000 528,700 - (365,000) -100.00%Debt & other - - - - - N/A

2,832,387 3,524,000 3,592,900 3,483,400 (40,600) -1.15%

Full time equivalent positions 30.0 30.0 32.0 32.0 **Includes Frozen Position

Budget Highlights

Accomplishments:

Building Permits and Inspection 425-1215

ProgramThe 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.

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.

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.

Appropriations


The BPI Division has begun the process of implementing electronic plan review.

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

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.

0

5

10

15

20

25

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

FY06-07 FY07-08 FY08-09 FY09-10 FY10-11 FY11-12 FY 12-13 FY 13-14 FY 14-15

BPI Inspections Performed/ Average # Inspectors/ Inspections per Inspector

Average # Annual Inspections/ Inspector Inspections Performed Average # Inspectors

01,0002,0003,0004,0005,0006,0007,0008,0009,00010,000

$0$100,000,000$200,000,000$300,000,000$400,000,000$500,000,000$600,000,000$700,000,000$800,000,000$900,000,000

FY05-06

FY06-07

FY07-08

FY08-09

FY09-10

FY10-11

FY11-12

FY12-13

FY13-14

FY14-15

Total Permit Value and Permits IssuedFY 05-06 thru FY14-15

Permit Value *Permits Issued

310

Fleet Maintenance Division provides repairs and maintenance services on City-owned vehicles and equipment.

The Public Works Warehouse Fund tracks all inventory movement that supports the Public Works operations, excluding inventory from the Fleet Division.

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.

Internal Service Funds

Fleet Maintenance

Public Works Warehouse

Risk Management

Information Technology Services (ITS) provides a variety of support and development services relating to computers, networks, websites and telecommunications.

Information Technology Services

311


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 5,316,600 5,538,000 5,538,000 5,460,200 Interest income 2,199 - 1,200 - Disposition of fixed assets 1,500 - 5,150 - Miscellaneous 19,443 - 1,920 - Non-operating - - - -

5,339,742 5,538,000 5,546,270 5,460,200 Expenditures

Personal services 1,075,317 1,155,700 1,199,225 1,292,700 Operating expenses 3,829,336 3,793,800 3,384,500 3,415,500 Capital outlay 321,968 536,000 565,526 752,000 Debt & other - - - - Contingency - - - -

5,226,621 5,485,500 5,149,251 5,460,200 Transfers in (out) Operating in - - - - Operating out (293,200) (276,500) (276,500) (276,500) Total transfers (293,200) (276,500) (276,500) (276,500)

Net income (loss) from operations (180,079) (224,000) 120,519 (276,500)




Budget Highlights

Ending Reserves -- Ending reserves increase by $68,019, or 36.36% driven by lower fuel prices.

Fleet Maintenance 501-0919

Fund Summary

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.

312

Equipment Repair

Preventative Maintenance

Parts Warehousing

Fuel Management

Equipment Support Services

Administration

Fuel Procurement

Vehicle Replacement

Purchase of gasoline and diesel fuel for all city equipment excluding Fire.

Purchase of replacement vehicles.

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)

Implemented the transition of the refuse haulers from diesel fuel to CNG.

Fleet Maintenance Fund 501

Program

The Fleet Maintenance Division provides for the following programs:

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.

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.

Accomplishments:

The Fleet Maintenance Division was able to maintain a 95% or higher availability rate on its vehicles and equipment.

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.

Manage parts inventory, order and receive fuel for (2) locations.

Tracking of fuel inventories and usage through fuel management system.

Vehicle disposal, warranty tracking and accident damage assessment.

Oversight and support of Fleet Maintenance functions.

313


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 4,694,100 5,273,000 5,273,000 5,866,700 Interest income 1,965 - - - Miscellaneous 55 - - -

4,696,120 5,273,000 5,273,000 5,866,700

ExpendituresPersonal services 1,696,689 1,736,300 1,814,200 1,978,900 Operating expenses 2,423,092 2,997,400 2,879,539 3,139,200 Capital Outlay 283,462 106,000 106,000 187,500 Debt & other 82,345 82,700 200,561 204,400

4,485,588 4,922,400 5,000,300 5,510,000

Transfers in (out) Operating out (321,500) (645,300) (645,300) (356,700) Total transfers (321,500) (645,300) (645,300) (356,700)

Net income (loss) from operations (110,968) (294,700) (372,600) -




Information Technology Services 503-0706

Fund Summary

314

Information Technology Services 503-0706

Budget Highlights

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.

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.

Ending reserves -- Ending reserves are estimated to be $63,190, a decrease of $77,900 due to unbudgeted Personal Service expenditures for salary increases.

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.

315

Accomplishments:

ITS currentlysupports:

. 34 Remote Sites

. 883 Workstations *

. 131 Servers (Physical & Virtual)

. 584 Cellular Devices

. Over 200 Software Applications. 900 VoIP Telephones

* Includes laptops, mobilelaptops, workstations, iPads

Full implementation of cloud hosted Citizen Response System (CRS) with City website and mobile application

Major redesign of network which included new Internet Protocol (IP) scheme and new switches at core locations

Created process to generate fire assessment tax roll using Lee County Property Appraiser data

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

Replaced physical Geographic Information Systems (GIS) web server with virtualized system

Information Technology Services Fund 503

ProgramInformation Technology Services (ITS) is responsible for ensuring the City's technology needs are effectivelyaddressed. Responsibilities include data management, maintaining hardware and software, managing the City'stelephone and cellular needs, cable TV channel and website, software training of City personnel, and overseeingthe City copy center.

Completed City owned municipal fiber network which included 34 remote sites resulting in disconnecting some T-1 connections and most DSL connections.

Replaced main UPS in City Hall

Installed Wireless at the SWFL Museum of History and Fleet Departments

Created road closure web map for special events and City projects

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.

Deployed Microsoft Operations Manager to provide event-driven operations monitoring, performance tracking, security policy enforcement and auditing

Implemented Power DMS for policies and procedures management

0

100

200

300

400

500

600

700

800

900

2010-2011 2011-2012 2012-2013 2013-14 2014-15

Locations Servers Workstations

316


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 602,900 575,000 575,000 575,000 Interest income 98 - 100 - Disposition of fixed assets - - - - Miscellaneous - - - - Non-operating - - - -

602,998 575,000 575,100 575,000 Expenditures

Personal services - - - 41,000 Operating expenses 544,838 528,600 525,500 526,700 Capital outlay - - - - Debt & other - - - - Contingency - - - -

544,838 528,600 525,500 567,700

Transfers in (out) Operating in - - - - Operating out - - - - Total transfers - - - -

Net income (loss) from operations 58,160 46,400 49,600 7,300

Estimated reserves, beginning of year (4,292) 53,868 53,868 103,468



Budget Highlights

Ending reserves -- Reserves increase by $10,500, or 10.5% due to the accumulation of overhead charges with increased volume of transactions in warehouse.

Public Works Warehouse 510-5100

Fund Summary

Beginning in FY2016, this fund absorbs 65% of the cost of a Parts Clerk that was previously funded by the Street Maintenance Fund.

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.

317


2013-14 2014-15 2014-15 2015-16Revenues

Charges for services 5,092,538 5,758,600 5,758,600 5,266,300 Interest income 27,524 - - - Miscellaneous 914,524 - - 100,000 Non-operating - - - -

6,034,586 5,758,600 5,758,600 5,366,300 Expenditures

Personal services 225,833 238,700 234,460 236,500 Operating expenses 420,081 618,400 595,400 643,800 Capital outlay - - - - Debt & other - - - - Insurance 4,112,580 4,897,900 4,572,900 4,485,100 4,758,494 5,755,000 5,402,760 5,365,400

Transfers in (out)Transfer-Out (500,000) (236,800) (236,800) (1,810,300) Operating-In - - - -

Total transfers (500,000) (236,800) (236,800) (1,810,300)

Net income (loss) from operations 776,092 (233,200) 119,040 (1,809,400)




Risk Management 521-2101

Fund Summary

318

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.

Risk Management Fund 521

ProgramRisk Management maintains the City's insurance and workers' compensation funds, administers all liability andworkers compensation claims, recommends and procures supplemental insurance policies, reviews contractualindemnity insurance and bond clauses and oversees the City's Safety Program.

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.

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.

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.

319

320

Trust

& Agency Funds

To account for the accumulation of resources for pension benefit payments to qualified Police Officers.

To account for the accumulation of resources for pension benefit payments to qualified Firefighters.

To account for the accumulation of resources for pension benefit payments to qualified employees.

Police Officers' Retirement System

Firefighters' Pension Trust Fund

General Employees' Pension Plan

321


2013-14 2014-15 2014-15 2015-16

Interest income 4,739,044 1,900,000 4,113,600 4,000,000 Gain on sale of investments 20,044,711 - - - Pension Fund contributions 26,128,364 25,721,200 26,407,563 27,097,800 Miscellaneous revenues - - 4,317 - Non-operating sources - - - -

50,912,118 27,621,200 30,525,480 31,097,800

ExpendituresPersonal services - - - - Operating expenses 21,190,865 21,443,600 21,846,240 22,888,900

21,190,865 21,443,600 21,846,240 22,888,900

Net income (loss) from operations 29,721,253 6,177,600 8,679,240 8,208,900

192,186,857 221,908,110 221,908,110 230,587,350

221,908,110 228,085,710 230,587,350 238,796,250

Revenues

Fund Summary

Pension Summary

ProgramThe 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'sreporting entity. City ordinance and state law have required contributions be determined by actuarial studies atleast every three years. Actuarial valuation uses the entry age actuarial cost method and assumes certain rates ofreturn on investments and annual projected salary increases. The actuarial value of assets is determined using afour-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 contributedeach year.

Estimated beginning reserves

Estimated ending reserves

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.

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000

$100,000,000

Market Value of City Pension Plans

Fire

Police

General

323


Interest income 2,051,738 700,000 1,413,600 1,500,000 800,000 114.29%

6,051,078 - - - - N/AContributions 11,741,501 11,032,000 11,862,700 11,374,400 342,400 3.10%Miscellaneous - - 1,974 - - N/A

19,844,317 11,732,000 13,278,274 12,874,400 1,142,400 9.74%

ExpendituresPersonal services - - - - - N/AOperating expenses 8,407,952 8,451,700 8,374,740 8,854,000 402,300 4.76%

8,407,952 8,451,700 8,374,740 8,854,000 402,300 4.76%

11,436,365 3,280,300 4,903,534 4,020,400

71,998,336 83,434,701 83,434,701 88,338,235

83,434,701 86,715,001 88,338,235 92,358,635

% increase in netassets 16.3% 13.7% 13.7% N/A

Benefits paid out $7,441,905 $7,631,900 $7,668,200 $7,898,300

Police Officers' Retirement System 603-6030

ProgramThe City of Fort Myers has established a defined benefit pension plan for Police Officers which providesretirement, 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 pensionablepayroll, in addition to amounts received from the State of Florida for insurance surcharges on policies soldwithin the City.

Estimated reserves, beginning of year

Estimated ending reserves

Operating Expenses -- anticipated increase in benefit payments in FY2008.

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.

Net income (loss) from operations

Fund Summary


Revenues

Adopted Budget

Gain on sale of investments

324


Interest income 1,160,850 500,000 1,200,000 1,000,000 500,000 100.00%Gain on sale of investments 5,635,333 - - - - N/AContributions 6,618,761 5,858,000 6,245,863 5,865,300 7,300 0.12%Miscellaneous - - 1,241 - - N/A

13,414,943 6,358,000 7,447,104 6,865,300 507,300 7.98%


4,934,529 5,115,700 5,249,300 5,506,000 390,300 7.63%

8,480,414 1,242,300 2,197,804 1,359,300

48,403,507 56,883,921 56,883,921 59,081,725

56,883,921 58,126,221 59,081,725 60,441,025

17.9% 13.3% 13.3% N/A4,271,533$ 4,457,300$ 4,600,000$ 4,850,000$

Adopted Budget

Fund Summary

Increase (decrease)Both $ and %

Revenues

Municipal Firefighters' Pension Trust Fund 604-6040

ProgramThe City of Fort Myers has established a defined benefit pension plan for Firefighters which providesretirement, disability, death benefits, and cost of living adjustments to plan members and theirbeneficiaries. Employees contribute 8% of their annual covered salary and the City contributes apercentage of pensionable payroll, in addition to amounts received from the State of Florida forinsurance surcharges on policies sold within the City.

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.


Estimated reserves,beginning of year

Estimated endingreserves

% increase in net assetsBenefits paid out

325


Interest Income 1,526,456 700,000 1,500,000 1,500,000 800,000 114.29%Gain on sale of investments 8,358,301 - - - - N/AContributions 7,768,102 8,831,200 8,299,000 9,858,100 1,026,900 11.63%Miscellaneous - - 1,102 - - N/A

17,652,859 9,531,200 9,800,102 11,358,100 1,826,900 19.17%


7,848,384 7,876,200 8,222,200 8,528,900 652,700 8.29%

9,804,475 1,655,000 1,577,902 2,829,200

71,785,014 81,589,489 81,589,489 83,167,391

81,589,489 83,244,489 83,167,391 85,996,591 Change from Prior Year Budget

11.1% 8.8% 8.8% N/A

$ 6,661,008 $6,922,900 $ 7,076,900 $7,450,600

% increase in net assetsBenefits paid out

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.

Adopted Budget

Fund Summary

Increase (decrease)Both $ and %

Estimated reserves,beginning of yearEstimated endingreserves

Revenues


General Employees' Pension Plan 606-6060

ProgramThe City of Fort Myers has established a defined benefit pension plan for General employees whichprovides retirement, disability, and death benefits to plan members and their beneficiaries. Employeescontribute 3.1% of their annual covered salary, and additional amounts if they participate inenhancements made to the plan in FY2005, and the City contributes a percentage of pensionable payroll.

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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 toprovide its community quality public infrastructure and development.

CAPITAL IMPROVEMENT PROGRAM SUMMARY

The Capital Improvement Program, also referred to as the CIP, consists of a 5 and 10 year schedule forcapital projects. This long-range plan is developed due to the fact that most capital projects take longer thanone year to complete. Further the CIP is the City's guide for the planning and financing/funding of suchcapital expenditures. The City updates its CIP as part of its annual budget process. The Capital ImprovementBudget is the first year of the CIP. The CIP is considered a critical element of governmental planning andrequires the evaluation of many components within project planning. Besides being part of the budgetprocess, it is also required by Florida Statute to annually update the capital improvement element of theCity's Comprehensive Plan, which defines level of service (LOS) standards that the CIP must meet alongwith financial feasibility requirements. All projects included in the CIP are consistent with theComprehensive Plan.

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 includemajor repairs or replacement of buildings, bridges, sewers, water mains, roads or parks. Property acquisitionand 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. twoautomobiles costing $27,000 each would not qualify even though the sum total exceeds $50,000).

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.

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.

Capital expenditures that do not meet the above characteristics are budgeted in the operating budget as eitherAssets $750-$5,000 or Capital Outlay.

Projects included in the CIP were derived from needs assessments performed by City staff and approved byCity Council. Departments submit project requests on a form that requires a project description, needcategory prescribed by the city's comprehensive plan, an explanation on how the project corrects an existinglevel of service deficiency, estimated costs and operating budget impacts.

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5 Year CIP by Expenditure Category

FY2016 FY2017 FY2018 FY2019 FY2020Five Year

TotalBuildings 1,897,250 250,000 250,000 - - 2,397,250 Development 2,270,000 1,190,000 450,000 320,000 320,000 4,550,000 Equipment 2,732,000 3,094,115 1,662,462 665,340 1,641,500 9,795,417 Parks & Beautification 385,000 1,193,000 680,000 380,000 375,000 3,013,000 Stormwater 1,081,442 1,320,000 990,000 1,235,000 910,000 5,536,442 Transportation 3,287,922 4,195,486 4,221,500 2,067,000 3,100,000 16,871,908 Utility 23,783,170 54,743,169 50,735,633 28,137,750 26,271,000 183,670,722

35,436,784 65,985,770 58,989,595 32,805,090 32,617,500 225,834,739

5 Year CIP by Funding Source

FY2016 FY2017 FY2018 FY2019 FY2020Five Year

TotalDebt 9,129,750 45,656,430 41,954,833 21,685,000 17,025,000 135,451,013 Operations 19,596,269 15,758,116 11,301,640 8,989,344 12,037,500 67,682,869 Impact Fees 6,098,343 3,869,100 5,286,000 1,216,250 3,555,000 20,024,693 Grants/FDOT/Other 612,422 702,124 447,122 914,496 - 2,676,164

35,436,784 65,985,770 58,989,595 32,805,090 32,617,500 225,834,739

CAPITAL IMPROVEMENT PROGRAM SUMMARY

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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.

Buildings$1.9 Development

$2.2

Equipment$2.7

Parks & Beautification$.4

Transportation$3.3Stormwater

$1.1

Utility$23.8

FY2016 Capital Improvement Budget Expenditures by Category

Debt, $9.1

Operations, $19.6

Impact Fees, $6.1

Other, $0.6

FY2016 Capital Improvement Budget by Funding Source

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1) Cost of project2) Operating budget impacts3) Frequency of project4) Project characteristics

Project Name Project DescriptionFY2016 Budget 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

Reuse Facility at South PlantDesign and construction of reclaimed water production equipment at the South Plant. $ 673,343 Impact Fees

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, provides for sewer flows that would normally to sent to the South Plant to be redirected to the Central Plant in order to maximize capacity of both plants $ 3,200,000

2011 Bonds & Impact Fees

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.

The following projects in the fiscal year 2016 capital improvement budget are considered to be significant and non-routine:

The pages to follow provide detail, by project category for the fiscal year 2016 Capital Improvement Budget.

CAPITAL IMPROVEMENT BUDGET

Summary of Significant Non-routine Capital Expenditures

The following is considered when identifying significant and non-routine projects:

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CAPITAL IMPROVEMENT PROJECTSBUILDINGS

PUBLIC WORKS

Project Status: On-going

Project Accounting #: 31000156

Project Status: New


Project Status: New


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.

General Ledger #: 310-4336Operating Budget Impact: No impact.

Project: Citywide ADA Compliance RenovationsADA renovations that provide for architectural services, permitting, contractor costs, facilities maintenance labor and materials.

Funding Source & Additional Amount Funded in FY16: 2014 Bond, $1,370,000

Project: Skatium Building MaintenanceRemoval and replacement of flooring around the ice skating rink area as existing flooring has become a safety concern.

Funding Source & Amount Funded in FY16: Risk Management Fund, $172,500General Ledger #: 310-7307

Operating Budget Impact: No impact.

Operating Budget Impact: Reduction in repairs and maintenance.

Project: Replumbing and Painting BuildingReplumbing entire building located at 2210 Widman Way, including painting after repairs are completed.

Funding Source & Amount Funded in FY16: 2015 Bond, $354,750General Ledger #: 310-4336

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CAPITAL IMPROVEMENT PROJECTSDEVELOPMENT

COMMUNITY DEVELOPMENT DEPARTMENT



PUBLIC WORKS


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 ProgramThis 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: NewFunding Source & Amount Funded in FY16: Bond Proceeds, $200,000, Reimbursed Expense $200,000 for a total of $400,000

General Ledger #: 310-4220Operating 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.

This program provides a uniform level of service for street lights Citywide.

Project Status: NewFunding Source & Amount Funded in FY16: Gas Tax Construction, $100,000

General Ledger #: 310-7285

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.

Project: Neighborhood Improvement ProgramThis program provides for neighborhood improvements including streetlights, sidewalks and landscaping within the City neighborhoods, as deemed necessary by the Ward.

General Ledger #: 310-4496Funding Source & Additional Amount Funded in FY16: General Fund, $70,000Project Status: Ongoing

Operating Budget Impact: There will be an increase for the cost of electricity and the cost of leasing FP&L lighting equipment.

Project: Citywide Street Lighting Improvement/Replacement Program

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CAPITAL IMPROVEMENT PROJECTSDEVELOPMENT



COMMUNITY REDEVELOPMENT AGENCY

Project Status: New


Project Status: New


Project Status: New

Project Accounting #: 31800005Operating Budget Impact: Maintenance of improvements will be absorbed with existing staff. There will be an increase in utilities for irrigation.

Operating Budget Impact: Once relocated, FP&L will continue to maintain the lines.

Project: Edwards Drive StreetscapeReconstructing the roadway, replacing the sidewalks, curbs and gutters and landscaping to match the downtown streetscape plan, between Monroe and Dean 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: Underground FP&L lines along Bay Street

Funding Source & Amount Funded in FY16: 2015 Bond, $1,000,000General Ledger #: 318-7304

Project Status: NewFunding Source & Amount Funded in FY16: Street Maintenance Operations Fund, $100,000


Funding Source & Amount Funded in FY16: Street Maintenance Operations Fund, $100,000

General Ledger #: 310-7286Operating Budget Impact: No Impact.

Project: Citywide Maintenance Painting of Traffic SignalsThis program provides for the painting of in-service traffic signals.

Project: Citywide Maintenance Painting of Decorative Street LightingThis program provides for the painting of in-service street lights.Project Status: New

Funding Source & Amount Funded in FY16: Cleveland Ave. TIF District, $200,000

Operating Budget Impact: Maintenance of improvements will be absorbed with existing staff. There will be an increase in utilities for irrigation.

Project: US41 Corridor Improvements Colonial-Boy ScoutThis project will include the design for landscaping and irrigation, as well as installation along the medians.


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CAPITAL IMPROVEMENT PROJECTSEQUIPMENT

FIRE DEPARTMENT



Project Status: New


PUBLIC WORKS DEPARTMENT

Project: Automated Side Loading

Project Status: New


Project Status: New


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.

General Ledger #: 317-1746Operating Budget Impact: Reduction in repair and maintenance costs.

Project: Small Rear Loader & Combination Side/Rear Loader


Purchase of (1) replacement automated side loading garbage truck.


Funding Source & Amount Funded in FY16: Solid Waste Operations, $600,000

Project: Engine 14 ReplacementReplacement of Engine14 via seven year lease to own agreement.

Funding Source & Additional Amount Funded in FY16: General Fund, $87,000

Operating Budget Impact: Decrease of approximately $20,000 annually in repairs and maintenance expense.


Operating Budget Impact: Reduction in repair and maintenance costs.

Purchase of (2) replacement combination side/rear loader garbage trucks.

Project: Life Pac-15 Monitor/Defibrillator ReplacementsReplacement of Life Pac-15 monitor/defibrillators.

Funding Source & Amount Funded in FY16: AFG Grant $94,500, General Fund, $10,500General Ledger #: 310-7284

Operating Budget Impact: Expense in the amount of $10,500 which represents the City's match to the Grant.

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CAPITAL IMPROVEMENT PROJECTSEQUIPMENT

Project Status: New


Project Status: New


Project Status: New


Project Status: New


Project Status: New


Project Status: New


Project: Horticulture Garbage TruckPurchase of (2) replacement 30 CY horticulture claw trucks.

Operating Budget Impact: A $12,000 increase for vehicle maintenance and fuel.

Project: Parks Maintenance VehiclePurchase of (1) maintenance vehicle.


General Ledger #: 317-1745Operating Budget Impact: Reduction in repair and maintenance costs.

Operating Budget Impact: Reduction in repair and maintenance costs.

Project: Roll Off Garbage TruckPurchase of (2) replacement Roll Off garbage trucks.


Operating Budget Impact: Reduction in repair and maintenance costs. General Ledger #: 317-6480

Project: Container Delivery TruckPurchase of (1) replacement container delivery truck.




Project: Portable Stage for City EventsReplacement of portable stage.

Funding Source & Amount Funded in FY16: Risk Management Operating Fund, $200,000General Ledger #: 310-7289

Operating Budget Impact: Reduction in repairs and maintenance costs.

Project: Streets 35' Boom TruckNew truck for maintaining newer, higher lighting fixtures citywide.

Funding Source & Amount Funded in FY16: Gas Tax Construction, $190,000General Ledger #: 349-7308

Operating Budget Impact: $3,000 for service and inspections expense.335

CAPITAL IMPROVEMENT PROJECTSSTORMWATER

Project Status: Ongoing




Project Status: New


Project Status: New


Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $420,000.

Project: Citywide Drainage Rehab. & Drainage Improvements

General Ledger #: 342-7030Operating Budget Impact: Annual maintenance of drainage is approximately $15,000 per mile, or a total of $20,000.

Operating Budget Impact: Annual maintenance of drainage is approximately $15,000 per mile, or a total of $30,000.

Construct small drainage improvement projects throughout the city to resolve localized flooding and water quality problems with simple solutions.

Operating Budget Impact: $6,000 for fuel and maintenance.

Project: Stormwater Large Slope MowerPurchase of replacement equipment to mow sloped embankments, ditches and retention ponds.

Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $160,000.General Ledger #: 342-7312

A total of $1,081,442 has been budgeted in FY2016 to accommodate Stormwater projects, detailed below.

McGregor Boulevard Drainage RehabilitationDetermine 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.

Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $420,000.General Ledger #: 342-7195

Project: Stormwater Small ExcavatorEquipment needed to repair/replace stormwater piping in rear easements and small areas behind homes too small for regular sized equipment.

Funding Source & Amount Funded in FY16: Stormwater Fund Operations, $36,442, 2006 General Bond, $45,000.

General Ledger #: 342-7313Operating Budget Impact: $5,000 fuel and maintenance.

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CAPITAL IMPROVEMENT PROJECTSPARKS AND BEAUTIFICATION

PUBLIC WORKS


Project Accounting #: 31000248Operating Budget Impact: No Impact.

Funding Source & Amount Funded in FY16: Risk Management Operating Fund, $135,000


Project: The Spirit of Fort Myers Statue Foundation RepairsRenovation to the foundation of The Spirit of Fort Myers statue.Project Status: New

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.

Project: Centennial Park Sidewalks

Operating Budget Impact: Reduction in repairs and maintenance costs.

Repair sidewalk safety hazards at Centennial Park.Project Status: Ongoing, as needed.Funding Source & Amount Funded in FY16: Risk Management Operating Fund, $250,000


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CAPITAL IMPROVEMENT PROJECTSTRANSPORTATION

Project Status: In progress








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.

Operating Budget Impact: Annual cost will include regular maintenance and operations.

Project: Citywide Bridge Repair/ReplacementCity 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.

Funding Source & Amount Funded in FY16: Gas Tax Construction, $300,000

Operating Budget Impact: Unknown.General Ledger #: 349-4427

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.

Funding Source & Additional Amount Funded in FY16: Road Impact Fees, $1,600,000.General Ledger #: 349-7098

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.

Funding Source & Amount Funded in FY16: Road Impact Fees, $200,000

Funding Source & Additional Amount Funded in FY16: 2014 Bond, $500,000.

Operating Budget Impact: Reduced repair and maintenance and road materials.

Project: Intersection Safety Improvement


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: Citywide Street Overlay Program


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CAPITAL IMPROVEMENT PROJECTSTRANSPORTATION





Project Status: New


Project Status: New


Project Status: New


Sidewalk construction on McGregor Boulevard, Royal Palm Square to Colonial Boulevard.

Funding Source & Additional Amount Funded in FY16: FDOT, $67,922.General Ledger #: 349-7309

Feasibility study for a shared use path along Winkler Canal, connecting existing pedestrian system on US 41 with sidewalks on McGregor Boulevard.

Funding Source & Amount Funded in FY16: FDOT, $150,000.General Ledger #: 349-7310

Operating Budget Impact: $1,500 maintenance and repair.

Project: Winkler Boulevard Railroad Crossing Repair.

Project: McGregor Blvd Sidewalk Royal Palm Square to Colonial Blvd

Operating Budget Impact: Continuous cleaning is required to extend sea wall life.

Project: City Sea Walls RepairEvaluation and repair of City Owned Sea Walls on Altamont Avenue, Clifford Street and Patrick Avenue.

Funding Source & Additional Amount Funded in FY16: 2014 Bond $75,000.General Ledger #: 349-7228

Project: Citywide Alternative Transportation ModesConstruct alternative transportation modes which includes sidewalk, shoulders and bike lanes.

Funding Source & Additional Amount Funded in FY16: Road Impact Fees, $200,000.General Ledger #: 349-7037



Payment to Seminole Gulf Railway for repair of hazardous condition of the intersection of Winkler Avenue and the railroad tracks.

Funding Source & Amount Funded in FY16: Risk Management Fund, $195,000.General Ledger #: 349-7311


Project: Winkler Canal Shared Use Path Extension Feasibility Study

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CAPITAL IMPROVEMENT PROJECTSUTILITY






Project Accounting #: 31100164 General Ledger #: 311-6500

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.

Operating Budget Impact: Addressing critical water and sewer line repairs in various city neighborhoods will reduce annual repair and maintenance costs.

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.

Project: Reuse Facility at South PlantDesign and construction of reclaimed water production equipment at the South Plant.

Funding Source & Additional Funded in FY16: Sewer Impact Fees, $673,343General Ledger #: 311-6236

Project: Neighborhood Utility Improvement Projects

Funding Source & Additional Amount Funded in FY16: Utility Fund Operations, $109,667


Operating Budget Impact: Additional personnel cost of $36,833 and operations costs of $50,000 for electric, chemical and maintenance expenses.

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.

Provide various neighborhood utility improvement projects consisting of both water and sewer line replacements in critical areas throughout the city.

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

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Project Status: New


Project Status: New


Project: Citywide Sewer Main Repl. Program, Phase VReplacement 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.

Funding Source & Amount Funded in FY16: Utility R&R Fund, $700,000

General Ledger #: 311-7301Operating Budget Impact: Reduction in annual repair and maintenance.

Project: Citywide Water Main Repl. Program, Phase VReplacement 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.



Funding Source & Additional Funded in FY16: 2011 Bonds, $625,000


Project: Central AWWTP Trunk Sanitary Sewer ReplacementReplacement 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.

Funding Source & Additional Amount Funded in FY16: 2011 Bonds, $1,200,000 & Sewer Impact Fees, $2,000,000 for total of $3,200,000


Operating Budget Impact: Reduction in annual repair and maintenance.

Project: Lift Station #10 & Force Main ReplacementReplacement 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.

341


Project Status: New


Project Status: New




Project Status: New


Project Status: New


Project: Degasifier #1-#2 ReplacementReplace degasifiers #1 and #2, blowers and packing in degasifiers #3 and #4. This project provides backup to existing degasifiers and allows for increased capacity.

Funding Source & Amount Funded in FY16: Utility Operating Fund, $258,660General Ledger #: 311-7291


Project: Water Plant Air Handler ReplacementReplacement of all plant air handlers (administration, shop and MCC room)

Funding Source & Amount Funded in FY16: Utility Operating Fund, $65,000

Funding Source & Amount Funded in FY16: Water Impact Fees, $1,000,000

Project: Wellfield Capacity EnhancementsRedevelop wells to increase yield.

Funding Source & Additional Funded in FY16: Water Impact Fees, $425,000General 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: Wellfield and Water Plant Generator InstallationInstall a new generator at well sites and/or water plant per DEP rule on emergency power back up system.

Funding Source & Amount Funded in FY16: Utility Operating Fund, $115,000General Ledger #: 311-7293


General Ledger #: 311-7300Operating Budget Impact: Slight reduction in utility costs.

Project: New Storage Tank Pump Station in SE AreaNew pump station including a 5 million gallon storage tank in the SE area of the distribution system.

342




Project Status: New









Project: Water Plant Roof ReplacementReplacement of the existing metal roof for the water plant to correct leaks due to corrosion.

Funding Source & Amount Funded in FY16: Utility R&R Fund, $200,000General Ledger #: 311-6527

Operating Budget Impact: Slight reduction in repair and maintenance.


Project: Lift Station Replacement/Upgrade Program


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.

Funding Source & Additional Amount Funded in FY16: Utility Operations Fund, $200,000

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.

Funding Source & Additional Amount Funded in FY16: Utility R&R Fund, $175,000


Operating Budget Impact: Slight decrease in ongoing repairs and maintenance.

Project: Bulk and Day Storage Tank ReplacementReplace existing storage tanks and re-coat containment basins. Includes alternate PH adjustment system to provide corrosion control and stability for the distribution system.

Funding Source & Additional Funded in FY16: Utility R&R Fund, $181,000

Project: Backflow Testing and Repair

Installation and repair of backflow prevention devices for both residential and commercial properties.

Funding Source & Additional Amount Funded in FY16: Utility R&R Fund, $100,000General Ledger #: 311-7174


343




Project Status: New




Project Status: New

Project Accounting #: 31100251 General Ledger #: 311-7303Operating Budget Impact: Reduction in repairs and maintenance costs.



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: Sewer Collection Force Main SCADA System

Project: Citywide Small Water Meter Replacement Program

Operating Budget Impact: Reduced utility costs with pumps running at lower force main pressures - reduces need for added personnel if growth occurs.

Funding Source & Additional Amount Funded in FY16: Utility Operations Fund, $158,500

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.

Funding Source & Amount Funded in FY16: Utility Operations Fund, $200,000

General Ledger #: 311-6184Operating Budget Impact: Accurate meter readings may generate additional revenue to the Utility Operating Fund. Updated meters will also result in less repair and maintenance.

Operating Budget Impact: Reduction in repairs and maintenance costs and potentially reduced utility and chemical costs at the sewer plants.

Project: Citywide Manhole RehabilitationRepair and replace sewer manholes Citywide. This project will reduce the infiltration to the sewer plant, thereby reducing the quantity of water to be treated.

Funding Source & Additional Amount Funded in FY16: Utility R&R Fund, $100,000

Project: Replacement Utility Maintenance ExcavatorReplacement of SW224 excavator for use in the repair of sewer related excavation and sewer line repairs.

Funding Source & Amount Funded in FY16: Utility Operating Fund, $165,000

344




Project Status: New


Project Status: New


Project Status: New


Project Status: New


Replace or rebuild existing nitrification aerator gear boxes and motors required for plant process control.

Operating Budget Impact: Annual savings in repair & maintenance of an estimated $6,000

Project: Traveling Screen Sprayer and Compactor - Central Plant

Project: Nitrification Gearbox Rebuild/Replacement - Central Plant

Project: Alum Storage/Feed System Replacement - Central PlantReplace aluminum sulfate storage tanks and necessary feed equipment.



Operating Budget Impact: Annual savings in repair & maintenance of $20,000


Operating Budget Impact: Annual savings estimated at $50,000

Project: Odor Control Equipment - Central PlantReplace carbon material for the system to control the odor from incoming sewage.

Funding Source & Amount Funded in FY16: Utility R&R Fund, $1,300,000General Ledger #: 311-6535


Project: Plantwide Structural Rehab - Central PlantPlantwide structural rehabilitation of concrete structures to prevent leaks and spills

Funding Source & Additional Amount Funded in FY16: 2011 Bonds, $500,000 & Utility Operations Fund, $500,000 for a total of $1,000,000


Installation of sprayer and compactor for influent traveling screens.


345


Project Status: New








Project Status: New



Operating Budget Impact: Reduction in repair & maintenance in the estimated amount of $4,000.

Project: Influent Line Rehabilitation - South PlantRehabilitation of worn out plant influent lines leading to the influent wet well in order to prevent spills.


Operating Budget Impact: Reduction in repair & maintenance in the estimated amount of $4,000.


Operating Budget Impact: Unknown.

Project: Facility Roof Restoration - South PlantReplacement of facility roofs.


Project: Traveling Screen Replacement - Central Plant

Project: Fork Lift Replacement - Central PlantReplace current fork lift to allow the maintenance crew to comply with mandated repair services.

Funding Source & Amount Funded in FY16: Utility Operations Fund, $142,000General Ledger #: 311-7294


Complete rehabilitation of influent screens.

Funding Source & Additional Amount Funded in FY16: 2011 Bond, $1,000,000

Complete rehabilitation of influent screens.

Funding Source & Additional Amount Funded in FY16: 2008 Bond, $540,000 & 2011 Bond, $310,000 for a total of $850,000

Project: Traveling Screen Rehabilitation - South Plant

Funding Source & Additional Amount Funded in FY16: 2011 Bond, $250,000General Ledger #: 311-7234

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Project Status: New


Project Status: New


Installation of sprayer and compactor for influent traveling screens.


Project: Dumpster Bay Rehabilitation - South PlantReplacement of dumpster bay doors, repair of drain lines and damaged concrete and fixtures.



Project: Traveling Screen Sprayer and Compactor - South Plant


Operating Budget Impact: Annual savings in repair & maintenance of an estimated $6,000

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BY FUND:General Fund 132,000 Special Revenue Funds 34,700 Enterprise Funds 71,100 Internal Service Funds 138,300

TOTAL CAPITAL OUTLAY: 381,900$

BY DEPARTMENT:City Manager 4,500 Risk Management 800 Information Technology Services (ITS) 137,500 Police 85,100 Fire 39,500 Public Works (PW) 114,500 TOTAL: 381,900$

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 beenincluded 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 $5,000with 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 assessmentforeclosure or gifts such as land, buildings, improvements and equipment.

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Dept. #Department-Division Name Description

Function-Object Code

Total FY2016 Budget

General Fund 002-0202 City Manager Office Furniture 512-5255 R 4,500002-0602 Recreation Equipment Shed at Golfview Pool 572-5255 A 2,000002-0602 Recreation Kiddie Pool Slide 572-5255 A 1,200002-0902 PW/Engineering File cabinets 539-5255 A 2,000002-0902 PW/Engineering GIS Trimble Unit 539-5255 A 1,000002-0902 PW/Engineering Filing Software 539-5299 A 2,500002-1002 Police Portable Radios 521-5255 R 26,600002-1002 Police Replacement items for Police cars 521-5255 R 25,000002-1002 Police Vehicle equipment 521-5255 R 6,600002-1002 Police K9 Deployment, Heat System, Forensic Equip. 521-5255 R 5,000002-1002 Police SWAT Ballistic Shields 521-5255 R 6,100002-1002 Police Computer Forensic Drive Replacement 521-5298 R 10,000002-1101 Fire Bunker Gear 522-5255 R 39,500 Total General Fund 132,000$

Grant Funds054-9854 WCIND Grant New Vessel 521-5255 R 5,800

Total Grant Funds 5,800$

Special Revenue Funds106-0904 Streets Misc. tools/equipment, street saw, chain saw,

drills, etc.541-5255 R 4,600

106-0904 Streets Street Light Replacements 541-5255 R 30,100Total Special Revenue Funds 34,700$

Enterprise Funds401-0905 Utility Engineering Radio detector (locates) 536-5255 R 3,000401-0909 Water Distribution Misc. Tools/Equipment 533-5255 R 1,000401-0911 Central AWWTP Titrator for chlorine residual measurement 535-5255 R 3,700401-0911 Central AWWTP Autosampler Head 535-5255 R 3,500401-0912 South AWWTP Trash Pump 535-5255 R 2,500401-0912 South AWWTP Lab Equipment 535-5255 R 3,000420-0916 Container Collection Motorola Radios 534-5255 R 3,100420-0918 Horticultural Removal Motorola Radios 534-5255 R 3,100420-0920 Recycling Curbside Miscellaneous 534-5255 R 3,200420-0924 Roll-Off Roll-off containers 534-5255 R 45,000

Total Enterprise Funds 71,100$

Internal Service Funds503-0706 ITS Hardware Replacement Program 513-5298 R 100,000 503-0706 ITS Software Replacement Program 513-5299 R 37,500 521-2101 Risk Management Equipment, furniture 513-5255 R 800

Total Internal Service Funds 138,300$

Total Assets $750-$5,000 381,900$

ASSETS $750-$5,000

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BY FUND:General Fund 585,000 Enterprise Funds 553,500 Internal Service Funds 939,500

TOTAL CAPITAL OUTLAY: 2,215,776$

BY DEPARTMENT: Vehicles Equipment/Other TotalPolice 550,000 155,176 705,176 Public Works (PW) 30,000 541,100 571,100 Information Technology Services (ITS) 187,500 187,500 Sub-Total 580,000 883,776 1,463,776

Citywide vehicle replacements 752,000 - 752,000

TOTAL: 1,332,000$ 883,776$ 2,215,776$

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 theindividual Department budgets.

Capital Outlay relates to the purchase of assets whose values are in excess of $5,000 but less than $50,000with 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 specialassessment foreclosure, or gifts such as land, buildings, improvements and equipment.

CAPITAL OUTLAY SUMMARY

350

Dept. #Department-Division Name Description

Function-Object Code

Total FY2016 Budget

General Fund002-0602 Recreation Trailer 572-6400 A 6,000002-0603 Parks 2 Sports Mowers 539-6400 R 11,600002-1002 Police Vehicles 521-6400 A 550,000002-1002 Police SWAT-Night Vision System 521-6400 R 17,400 General Fund Total 585,000$ Enterprise Funds401-0908 Water Plant 2 Frequency Drives and A/C Units 533-6400 R 31,000401-0908 Water Plant 5 Wellfield flow meter upgrade 533-6400 U 38,000401-0908 Water Plant Security System Cameras 533-6400 U 27,000401-0908 Water Plant Instruments for Process Control 533-6400 R 28,000401-0908 Water Plant Exhaust Systems on Plant Generators 533-6400 R 26,000401-0908 Water Plant Chemical Metering Pumps 533-6400 R 28,000401-0911 Central AWWT Roof and Window Replacement 535-6300 R 8,000401-0911 Central AWWT Operations Building Roof Replacement 535-6300 R 12,000401-0911 Central AWWT Internal Recycle Pump Components 535-6400 R 40,000401-0911 Central AWWT Disc Filters Automatic Valves 535-6400 R 23,000401-0911 Central AWWT Air Conditioning 535-6400 R 15,000401-0912 South AWWT Digester Building Roof 535-6300 R 15,000401-0912 South AWWT Laboratory Air Conditioning 535-6400 R 10,000401-0912 South AWWT Gas Chromatograph/Mass Spectrometer 535-6400 A 48,500401-0913 Sewer Lift Stations Lift Stations Telemetry 535-6400 U 30,000401-0913 Sewer Lift Stations Lift Stations Boom Truck Mechanicals 535-6400 R 18,000

401-0914 Sewer MaintenancePortable Trailer Mounted Sewer Line Cleaner 535-6400 R 46,000

420-0916 Solid Waste Container Expedition 534-6400 R 30,000420-0917 Solid Waste Residential Bobcat 534-6400 R 30,000420-0924 Solid Waste Roll Off Equipment 534-6400 R 50,000

Enterprise Funds Total 553,500$ Grant Funds

054-9854 WCIND Grant New Vessel 521-6400 R 137,776$ Grant Funds Total 137,776$

Internal Service Funds501-0919 Fleet Replacement of Vehicles 519-6401 R 452,000501-0919 Fleet Replacement of 10 Police Vehicles 519-6401 R 250,000

501-0919 Fleet Collision Replacements for Police Cruisers 519-0919 R 50,000503-0706 ITS Non-computer equipment 513-6400 R 25,000503-0706 ITS Hardware replacements 513-6408 R 62,500503-0706 ITS Software replacements 513-6409 R 100,000

Internal Service Funds Total 939,500$ Total Capital Outlay 2,215,776$

CAPITAL OUTLAY

351

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GLOSSARY -A- Accrual - 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.

-B- Balanced 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.

-C- Capital 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.

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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.

-D- Debt 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.

-E- Encumbrance - 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.

-F- Fiscal 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.

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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.

-G- GAAP - 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 – 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 – 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.

-I- Impact 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.

-J- Judgment - The final decision of the court, which resolves a dispute and determines the rights and

obligations of the parties involved.

-L- Levy - 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.

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-M- Mill - 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.

-O- Object 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.

-P- Parity 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.

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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.

-R- Recurring 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.

-S- Special 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:

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(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.

-T- Tangible 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.

-U- User Charges - The payment of a fee for direct receipt of a public service by the party benefiting from the

service.

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COMMONLY USED ACRONYMS -A- ADA – Americans with Disabilities Act ALS – Advanced Life Support AWWT – Advanced Wastewater Treatment -B- BPI – Building, Permits and Inspections -C- CAFR – 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 -D- DBE – Disadvantaged Business Enterprise DEP – Department of Environmental Protection DRA – Downtown Redevelopment Area DROP – Deferred Retirement Option Plan -E- EEO – 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 -F- FDEP – 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

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COMMONLY USED ACRONYMS (continued)

COMMONLY USED ACRONYMS -F- (cont.) FMLA – Family Medical Leave Act FMPD – Fort Myers Police Department FMRA – Fort Myers Redevelopment Area -G- GASB – Governmental Accounting Standards Board GIS – Geographic Information Systems GFOA – Government Finance Officers Association GPS – Global Positioning System -H- HAZ-MAT – Hazardous Materials HVAC – Heating, Ventilation, Air Conditioning -I- IAEM – 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 -L- LLEBG – Local Law Enforcement Block Grant LETF – Law Enforcement Trust Fund LOC – Line of Credit -M- MPO – Metropolitan Planning Organization MLK – Martin Luther King, Jr. Boulevard -N- NFPA – National Fire Protection Association NIMS – National Incident Management System NPDES – National Pollutant Discharge and Elimination System NSP – Neighborhood Stabilization Program -P- PAL – Police Athletic League PBA – Police Benevolent Association PIO – Public Information Officer

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COMMONLY USED ACRONYMS (continued)

COMMONLY USED ACRONYMS

-P- (cont.) PUD – Planned Unit Development PYS – Prior Year Surplus -R- R&R - Renewal and Replacement RFP – Request for Proposal RFQ – Request for Qualification RRT - Rapid Response Team R&M – Repairs and Maintenance -S- SAD – 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

-T- TCO – Telecommunications Operator TEA – Transportation Enhancement Activity TIF – Tax Increment Financing -U- UAAL – Unfunded Actuarial Accrued Liability -V- VEBA – Voluntary Employees Benefit Association -W- WI-FI – Wireless Fidelity WMD – Weapons of Mass Destruction WTE – Waste-to-Energy

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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 FY 14-15

FY 15-16

Mayor* 1.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

City Council* 6.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

City Manager 5.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0

City Clerk 15.0 17.5

16.0

16.0 16.0 16.0 16.0 16.0

City Attorney 10.0 9.0 9.0 9.0 9.0 9.0 9.0 9.0

Fire 148.0 121.0 141.0 141.0 141.0 141.0 141.0 142.0

Police 290.5 252.5 250.0

250.0 250.0 249.9 249.7 248.7

Human Resources 10.0 9.0 8.0 8.0 8.0 8.0 8.0 8.0

ITS 20.5 17.0 17.0 17.0 17.0 19.0 19.0 20.0

Financial Services 41.5 32.0 32.0

32.0 32.0 32.0 31.5 31.5

Community Development

90.6 53.0 50.0

49.9 49.9 59.9 59.9 61.9

Tourism/Venues 42.2 37.9 36.4 39.0 39.9 39.7 39.3 36.6

Public Works-Operations

314.1 273.4 267.5 267.5 267.0 266.1 268.6 270.6

Public Works-Recreational

119.2

101.7 97.0 98.1 98.7 98.0 97.9 97.8

Pension 0.0 0.0 0.0

0.0 0.0 0.0 0.0 0.0

Total 1113.6 928.0 927.9 931.5 932.5 942.6

943.9 946.1

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.

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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.

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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:

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365

RESOLUTION 2015-54 (continued)

Capital General Utility All Other Debt Improvement Fund Fund Enterprise Service Budget Revenues

Ad Valorem Taxes 8.7760 41,584,300 0 0 0 0

Other Taxes 12,940,200 0 0 1,678,800 121,200

Licenses and Permits 9,715,300 0 3,576,700 0 0 Intergovernmental Revenues 8,854,800 0 200,000 0 312,422

Charges for Services 1,297,200 61,328,000 25,384,300 0 0

Fines and Forfeitures 597,400 0 185,000 0 0

Interest Income 77,000 60,000 29,300 0 0

Miscellaneous 5,397,500 840,000 1,814,100 0 210,500

Contributions from Other Funds 11,078,600 0 0 0 0

Grants 0 0 0 0 0

Debt Proceeds 0 0 0 0 0

Operating Transfers In 1,739,100 0 2,476,900 8,520,700 2,539,250

Appropriated Fund Balance 757,450 14,184,470 3,544,942 1,447,900 8,049,750

Revenue Reserves 0 0 (119,000) 0 0

Total Revenues and Balances 94,038,950 76,412,470 37,092,242 11,647,400 11,233,122 Expenditures

General Government 12,173,050 0 0 11,585,500 0

Public Safety 57,500,200 0 3,483,400 0 0

Physical Environment 6,239,300 46,719,400 12,197,000 0 0

Transportation 491,300 0 925,300 0 0

Economic Environment 0 0 0 0 0

Culture and Recreation 2,671,400 0 11,701,100 0 0

Other Uses 1,324,700 0 0 0 3,000,000

Capital Projects 0 23,783,170 3,171,442 0 6,982,172

Sub-total Expenditures 80,399,950 79,502,570 31,478,242 11,585,500 9,982,172

Operating Transfers Out 5,222,400 5,909,900 5,380,300 0 0

Capital Improvement Transfers Out 157,000 0 45,000 0 1,229,750

Debt Service Transfers Out 8,259,600 0 178,700 0 0

Expense Reserves 0 0 10,000 61,900 21,200

Total Expenditures, Transfers & Balances 94,038,950 76,412,470 37,092,242 11,647,400 11,233,122

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Trust & Citywide Internal Special Agency Budgeted Service CRA Revenue Funds 2015-2016 Revenues

Ad Valorem Taxes 8.7760 0 0 0 0 41,584,400

Other Taxes 0 1,139,600 2,600,000 0 18,479,800

Licenses and Permits 0 0 0 0 13,292,000 Intergovernmental Revenues 0 100,000 5,920,538 0 15,387,760

Charges for Services 17,168,200 0 770,000 0 105,947,700

Fines and Forfeitures 0 0 0 0 782,400

Interest Income 0 0 300 4,000,000 4,166,600

Miscellaneous 100,000 192,000 626,924 27,097,800 36,278,824

Contributions from Other Funds 0 0 0 0 11,078,600

Grants 0 0 0 0 0

Debt Proceeds 0 0 0 0 0

Operating Transfers In 0 2,697,600 268,100 0 18,241,650

Appropriated Fund Balance 2,086,800 1,882,200 823,300 0 32,776,812

Revenue Reserves 0 0 0 0 (119,000)

Total Revenues and Balances 19,355,000 6,011,400 11,009,162 31,097,800 297,897,546 Expenditures

General Government 16,820,900 0 75,000 8,528,900 49,183,350

Public Safety 0 0 5,426,996 14,360,000 80,770,596

Physical Environment 0 0 0 0 65,155,700

Transportation 0 0 4,250,100 0 5,666,700

Economic Environment 0 4,213,200 863,966 0 5,077,166

Culture and Recreation 0 0 0 0 14,372,500

Other Uses 0 0 0 0 4,324,700

Capital Projects 0 1,500,000 0 0 35,436,784

Sub-total Expenditures 16,820,900 5,713,200 10,616,062 22,888,900 259,987,496

Operating Transfers Out 1,491,000 63,600 148,100 0 18,215,300

Capital Improvement Transfers Out 952,500 0 200,000 0 2,584,250

Debt Service Transfers Out 82,400 0 0 0 8,520,700

Expense Reserves 8,200 234,600 45,000 8,208,900 8,589,800

Total Expenditures, Transfers & Balances 19,355,000 6,011,400 11,009,162 31,097,800 297,897,546

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SECTION 2. A complete itemized copy of estimated revenues and expenses,

signed by the City Manager and filed with the City Clerk and marked “Official Budget,

2015-2016” 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.

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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 Mayor-City 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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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 Degrees Programs/Specialty Florida Gulf Coast University

Bachelor, Master, Doctoral

Business, Education, Arts & Sciences, Health Professions, Engineering

Florida Southwestern State College formally Edison State College

Associate, Bachelor Business, Education, Health Care, Criminal Justice, IT, Nursing, Paralegal

Hodges University Associate, Bachelor, Master

Business Administration, Accounting, Management

Southwest Florida College Associate Business

Nova Southeastern University

Bachelor, Master, Doctoral

Health Care, IT, Education, Criminal Justice, Counseling

Rasmussen College Associate, Bachelor Business, IT, Medical, Nursing, Design Keiser University Associate, Bachelor,

Master Business Administration, Education, Legal Studies

ITT Technical Institute Associate, Bachelor 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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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. “Ding” 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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2000-2014 Population Lee County, Florida, United States

2000 2010 2014 Estimate Percent Change 2000-

2014

Percent Change 2010-

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 2010 Population 2014 Estimate % Change

Male 303,600 320,416 5.5% Female 315,154 333,069 5.7% TOTAL 618,754 653,485 5.6%

Source: University of Florida, Bureau of Economic and Business Research, July 2015

2010-2014 Population by Age Lee County Florida

Age 2010 Population 2014 Estimate % Change

0-17 120,869 124,761 3.2% 18-24 47,476 50,903 7.2% 25-54 218,111 224,368 2.9% 55-64 87,192 94,766 8.7% 65 & Older 145,106 158,687 9.4% TOTAL 618,754 653,485 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 County’s viability as a place for industry.

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2010-2014 Population by Race Lee County Florida

Race 2010 Population 2014 Estimate % Change

White 444,472 454,324 3.5% Hispanic 113,308 133,000 17.4% Black 50,074 54,299 13.7% Other 10,900 11,862 (36.4)% TOTAL 618,754 653,485 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 City of Fort Myers Lee County 1998 46,506 405,637 1999 46,971 421,896 2000 47,874 440,888 2001 49,909 454,918 2002 51,323 475,073 2003 52,527 495,088 2004 57,585 521,253 2005 61,412 (1) 544,758 (1) 2006 65,729 (1) 585,608 (1) 2007 67,851 (1) 615,741 (1) 2008 68,689 (1) 623,725 (1) 2009 68,819 (1) 615,124 (1) 2010 62,298 (1) 618,754 (1) 2011 63,662 (1) 631,330 (1) 2012 66,835 (1) 638,029 (1) 2013 67,081 (1) 643,367 (1) 2014 69,437 (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 State’s property owners. This amendment, known as Amendment #1, provided an additional

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$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) Fiscal Year Fort Myers Millage Rate

Lee County Millage Rate

School District Millage Rate (2)

1998 1998/99 5.7816 5.328 9.306 1999 1999/00 5.7816 5.488 8.941 2000 2000/01 5.7816 5.340 8.798 2001 2001/02 7.7816 5.340 8.478 2002 2002/03 7.7816 5.340 8.572 2003 2003/04 7.7816 5.340 8.346 2004 2004/05 7.2100 5.274 8.065 2005 2005/06 7.2100 4.946 7.882 2006 2006/07 6.8000 4.475 7.012 2007 2007/08 6.2560 4.151 6.960 2008 2008/09 7.1634 4.151 6.868 2009 2009/10 7.4000 4.151 7.508 2010 2010/11 8.4000 4.151 8.015 2011 2011/12 8.4000 4.151 7.854 2012 2012/13 8.7760 4.151 7.584 2013 2013/14 8.7760 4.151 7.598 2014 2014/15 8.7760 4.151 7.416 2015 2015/16 8.7760 4.151 7.285

(1) Calendar year basis (2) Source: The School District of Lee County and Lee County Budget Services.

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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

Ratio of Total Taxable Value

to Total Assessed Value (2)

1998 2,239,929 304,677 2,544,606 719,613 1,805,454 70.95 1999 2,332,962 350,345 2,683,307 743,889 1,939,418 72.28 2000 2,479,783 434,365 2,914,149 836,186 2,077,963 71.30 2001 2,629,771 464,511 3,094,283 884,465 2,209,818 71.42 2002 2,789,657 549,820 3,339,477 903,408 2,436,069 72.95 2003 3,186,259 626,590 3,812,849 1,016,861 2,795,988 73.33 2004 3,830,193 615,440 4,445,633 1,326,374 3,119,259 70.16 2005 5,298,629 679,982 5,978,611 1,877,768 4,100,843 68.59 2006 7,457,263 751,407 8,208,670 2,272,274 5,936,396 72.31 2007 8,718,202 800,697 9,518,900 2,474,874 7,044,026 74.00 2008 8,552,631 824,237 9,376,868 2,530,069 6,846,798 73.02 2009 6,418,351 802,995 7,221,346 1,837,252 5,384,094 74.56 2010 5,052,642 765,227 5,817,869 1,477,179 4,340,690 74.61 2011 4,808,666 731,437 5,540,103 1,463,061 4,077,042 73.59 2012 5,033,513 653,919 5,687,432 1,621,546 4,065,886 71.49 2013 5,316,312 640,310 5,956,622 1,756,364 4,200,258 70.51 2014 5,978,526 606,790 6,585,316 2,028,996 4,556,320 69.19 2015 6,668,668 616,235 7,284,903 2,302,476 4,982,427 68.39

(1) Calendar year basis. (2) Florida Statutes require assessments at just valuation. Allowable exemptions include the assessment differential value of capped parcels, which is more commonly known as the “Save Our Homes” 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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City of Fort Myers, Florida Principal Property Taxpayers

(Dollar amounts expressed in thousands)

Property Owner Type of Business Taxable

Assessed Valuation

% of Total Taxable Assessed

Valuation Edison Mall LLC Regional Shopping Center $81,578 1.83%Oasis Tower II Condominium Assn Inc. Multi-Family 36,183 .81%Gulf Stream Isles Apartments Multi-Family 22,442 .50%KRG Fort Myers Colonial Square LLC Community Shopping

Center 19,032 .43%

Northland Cypress Legends LLC Multi-Family 14,362 .32%BRE DDR BR Forum FL LLC Community Shopping

Center 14,260 .32%

Fort Myers Ansley LLC Multi-Family 14,009 .31%Montego Bay Property LLC Multi-Family 12,676 .28%An Fort Myers Imports LLC Auto Sales 12,668 .28%Reflections Property Holdings LLC Multi-Family 12,651 .28%Total $239,861 5.36%

Source: Lee County 2015 Tax Roll

Employment Unemployment Rates Lee County, Florida, and the United States 1998-2014

Fiscal Year % County % State % National 1998 3.0 4.3 4.5 1999 2.6 3.9 4.2 2000 2.6 3.6 4.0 2001 3.1 4.8 4.8 2002 4.0 5.3 5.9 2003 4.0 5.1 6.0 2004 3.9 4.8 5.5 2005 3.2 3.9 5.1 2006 3.0 3.4 4.6 2007 4.7 4.0 4.6 2008 13.0 10.8 9.7 2009 13.0 11.6 9.6 2010 11.7 11.0 9.5 2011 10.2 9.9 8.5 2012 8.9 8.6 8.1 2013 7.1 7.2 7.4 2014 6.0 6.3 6.2

Source: Bureau of Labor Statistics, 2014 Annual Averages

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2013 Lee County Florida Major Employers

Company Product/Service Employees Lee Memorial Health System Non-Profit Hospital 10,425 Lee County School District Public Schools 10,333 Publix Super Markets Grocer, Retail 4,404 Lee County Administration County Government 2,358 Wal-Mart Corporation General Merchandise – Retail 1,967 Chico’s FAS, Inc. HQ for Women’s Apparel 1,703 Lee County Sheriff’s Office Public Safety, Sheriff 1,535 U.S. Postal Service Postal Service 1,477 FGCU, Office of the President State University 1,323 City of Cape Coral City Government 1,197

Source: Fort Myers Regional Partnership, February 2013

Lee County Industry Employment Projections 2014-2022

2014 2022 Trade, Transportation and Utilities 19.2% 18.3% Leisure and Hospitality 14.5% 14.2% Professional and Business Services 11.7% 12.2% Education and Health Services 10.4% 11.2% Construction 7.5% 9.2% Financial Activities 4.5% 4.3% All Other Industries 32.2% 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.

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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 2013 % Change

2012-2013 Construction $ 935,849 $ 1,030,543 10.1Finance, Insurance and Real Estate 821,583 865,142 5.3Retail Trade 1,249,607 1,333,991 6.8Wholesale Trade 485,954 525,373 8.1Government 2,626,202 2,698,450 2.8Health Care and Social Assistance 1,541,004 1,618,932 5.1Information, Professional and Technical Services

1,327,883 1,361,140 2.5

Agriculture, Forestry, Fishing, other 48,312 62,055 28.4Transportation and Warehousing 250,728 281,366 12.2Services 2,940,823 3,124,214 6.2Manufacturing and Mining 372,220 399,830 7.4 Total $12,600,165 $13,301,036 5.6

Source: U.S. Department of Commerce, Bureau of Economic Analysis website

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City of Fort Myers, Florida Population and Lee County – City of Fort Myers

Per Capita Income and Labor Force 1998-2014

Year City of Fort Myers

Population

Per Capita Income

Labor Force Unemployed Unemployment Rate %

1998 46,506 26,819 172,095 5,629 3.3 1999 46,971 28,267 177,366 4,875 2.7 2000 47,874 29,035 183,797 4,989 2.7 2001 49,909 30,938 187,087 5,142 2.7 2002 51,323 28,851 194,566 7,544 3.9 2003 52,527 29,037 211,031 8,984 4.3 2004 57,585 29,540 226,516 8,129 3.6 2005 61,412 31,487 256,557 8,774 3.4 2006 65,729 33,073 278,098 6,823 2.5 2007 67,851 39,410 295,730 15,344 5.2 2008 68,689 41,864 284,605 26,200 9.2 2009 68,819 41,954 272,069 37,789 13.9 2010 62,298 22,838 (1) 30,049 (1) 3,378 (1) 11.2 (1) 2011 63,662 23,517 (1) 29,786 (1) 3,034 (1) 10.2 (1) 2012 66,835 23,495 (1) 28,211 (1) 2,436 (1) 8.6 (1) 2013 67,081 23,541 (1) 28,885 (1) 1,928 (1) 6.7 (1) 2014 69,437 22,612 (1) 30,728 (1) 1,746 (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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Construction City of Fort Myers, Florida

Property Value and Construction FY 1998-2015 (Dollar amounts expressed in thousands)

Residential Construction (1) Commercial Construction (1) Fiscal Property Number of Number of Year Values Units Value Units Value 1998 1,802,612 815 42,548 105 16,366 1999 1,805,454 632 43,724 103 30,793 2000 1,939,418 746 41,713 34 40,891 2001 2,077,963 656 62,432 58 18,089 2002 2,209,818 898 87,638 48 36,114 2003 2,436,069 1,143 140,335 101 28,293 2004 2,795,988 2,769 273,106 312 86,282 2005 3,119,259 1,539 350,681 152 108,347 2006 4,100,843 2,283 365,468 432 288,724 2007 5,936,396 1,218 267,631 496 182,526 2008 7,044,026 542 92,308 240 110,651 2009 6,846,798 216 53,677 193 55,495 2010 5,384,094 366 74,826 21 13,370 2011 4,340,690 471 96,133 37 39,584 2012 4,077,042 642 150,660 130 48,486 2013 4,065,886 753 185,761 22 40,041 2014 4,200,258 1,118 271,211 14 17,633 2015 4,556,320 825 242,760 256 49,974

(2) (3) (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

Comparison of Median Sales Price Existing Single Family Home

Annual 2014

United States $208,300 Naples-Marco Island MSA $380,000 Northeast $252,700 Miami-Fort Lauderdale MSA $265,000 Midwest $163,200 Cape Coral-Fort Myers MSA $189,000 South $179,300 Jacksonville MSA $182,500 West $291,800 Orlando-Kissimmee-Sanford MSA $180,000 State of Florida $178,000 Tampa-St Petersburg-Clearwater MSA $150,000

(1) (2) Source: (1) National Association of Realtors, Annual 2014 (2) Florida Association of Realtors, Annual 2014 (Metropolitan Statistical Areas)

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Comparison of Selected Florida Cities

FY 2014-2015 Budgets & Statistics Fort Myers Delray Beach Sarasota Pensacola Population (1) 69,437 62,700 52,584 51,820Millage Rate 8.7760 7.4639 3.5605 4.2895Total Taxable Property Value (1000’s) 4,556,320 7,243,588 6,874,851 3,071,000Total Budget 292,594,311 189,502,520 195,916,683 198,590,400Ad Valorem Revenue 38,239,300 52,325,468 26,965,136 12,555,400Charges for Services Revenue 103,316,000 70,707,670 91,731,750 78,909,000Public Safety Expenditures 72,759,739 59,404,580 37,587,537 33,090,000Physical Environment Expenditures 63,292,700 31,072,672 61,070,719 45,087,900Debt Service 10,972,500 4,662,530 14,914,618 20,216,100FTE's 943.9 773 582.2 770Crime Rate per 100,000 (2) 4,241.3 5,047.8 5,503.6 5,237.1Unemployment Rate (3) 6.0 5.9 5.8 6.3County Lee Palm Beach Sarasota 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 – Labor Force Data by County Annual Averages 2014

Distance To Other Major Florida Markets

Metro Area Miles Sarasota 71 Tampa 123 West Palm Beach 124 Fort Lauderdale 133 Miami 141 Orlando 153 Jacksonville 285 Tallahassee 356

Source: Economic Development Office of Lee County.

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CROSS REFERENCE TABLE

DEPARTMENT/DIVISION FUND LOCATION FUND-DIVISION NOS. 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

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

CITY MANAGER City Manager

General Fund

002-0202

CITY ATTORNEY Attorney’s Office Risk Management

General Fund Internal Services Fund

002-0301 521-2101

CITY CLERK Cemetery Maintenance Clerk’s Office

General Fund General Fund

002-0612 002-0401

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

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, 122-0122 & 123-0123

HUMAN RESOURCES Human Resources

General Fund

002-0801

FINANCIAL SERVICES Budget Central Accounting Financial Services Admin. Mailroom/Switchboard Purchasing & Contracts Administration Treasury and Collections

General Fund General Fund General Fund General Fund General Fund General Fund

002-0701 002-2301 002-2305 002-2306 002-0702 002-2303

FIRE DEPARTMENT Fire Department Fire Emergency Management

General Fund General Fund

002-1101 002-1104

383

CROSS REFERENCE (continued)

DEPARTMENT/DIVISION INFORMATION TECHNOLOGY SERVICES Information Technology Services

FUND LOCATION Internal Service Fund

FUND-DIVISION NOS. 503-0706

POLICE DEPARTMENT Dispatchers Off Duty Pay Police Department

General Fund Special Revenue Fund General Fund

002-1102 103-1004 002-1002

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

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

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

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

Enterprise Fund Enterprise Fund Enterprise Fund General Fund Special Revenue Fund Enterprise Fund Enterprise Fund General Fund Enterprise Fund

401-0912 401-0909 401-0908 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

OTHER DIVISIONS AND FUNDS Contributions Debt Service Capital Improvements Downtown Parking General Contingencies/Transfers

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

PENSION FUNDS General Employees’ Pension Plan Firefighters’ Pension Trust Fund Police Officers’ Retirement System

Trust & Agency Fund Trust & Agency Fund Trust & Agency Fund

606-6060 604-6040 603-6030

TRUST FUNDS GRANT FUNDS

Special Revenue Fund Special Revenue Fund

003-6010 thru 014-0014 034-9x34 thru 073-9x73

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 -B- Basis 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

-C- Capital 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 – 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 -D- Debt Coverage ................................................................................................................................ 212 Debt Service Funds ......................................................................................................................... 209 Development Services .................................................................................................................... 173 Dispatchers ...................................................................................................................................... 170 Downtown Parking ......................................................................................................................... 268 Downtown Parking Revenue .......................................................................................................... 128 -E- Eastwood Golf Course Revenue ..................................................................................................... 132 Engineering ..................................................................................................................................... 165 Enterprise Funds ............................................................................................................................. 249 -F- Facilities 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 -G- General Employees’ 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 -H- Harborside 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 -I- Index…. .......................................................................................................................................... 386 Information Technology Services Fund .......................................................................................... 314 Internal Service Funds .................................................................................................................... 311

-L- Land Acquisition Fund ................................................................................................................... 185 -M- Mailroom/Switchboard .................................................................................................................. 181 Major Changes in Revenues ........................................................................................................... 109 Major Funding Sources ..................................................................................................................... 72 Mayor’s Office ................................................................................................................................ 149 Municipal Firefighters’ Pension Trust Fund ................................................................................... 325 -N- Non-Departmental ........................................................................................................................... 156 -O- Off 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 -P- Para-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

-R- Recreation ....................................................................................................................................... 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

-S- Skatium ........................................................................................................................................... 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 -T- Table 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 -U- Utility Fund ..................................................................................................................................... 250

Water Division Revenue .......................................................................................................... 125 Sewer Division Revenue .......................................................................................................... 126

-Y- Yacht 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

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