CURRENT STATUS AND SUGGESTED NEXT STEPS
The Maloney report encourages the belief that major
physical modifications and property ownership pattern changes
within Golden Gate Estates can be accomplished, within the
bounds of existing law. The Tropical Biolndustries report
suggests the general nature of a natural resource-based
physical redevelopment plan and water management plan for
the Golden Gate Estates area.
The remaining work to be accomplished consists of
converting these .in-hand basic concepts into specific and
detailed plans and programs which can be put into actual
practice. In spite of the encouraging conclusion of the
Maloney report, no one should underestimate the legal com-
plexity and difficulty attendant to modifying the physical
improvements and ownership pattern in Golden Gate Estates.
In spite of the excellent analytical quality of the Tropical
Biolndustries findings and recommendations, there remains the
necessity to carefully confirm the hypothesized relationship
between surface and ground waters in the Golden Gate Estates
area, and to convert broad water management reorganization
recommendations into definitive hydrological engineering plans.
A detailed land use plan must be built on the foundation pro-
vided by the land use recommendations contained within the
Tropical Biolndustries report. A legally sound and practicable
procedure for modifying existing private ownership patterns
must be invented. Determination of the cost of taking the
necessary actions, and further determination of how that cost
is to be distributed, constitutes an extraordinarily important
element of the work yet to be done. Without question, the
magnitude of the needed changes in the Golden Gate Estates
development and ownership pattern will necessitate that
Collier County government secure extensive assistance from
regional, state and federal agencies. An effective means for
securing such assistance must be devised.
The work program which the Golden Gate Estates
Study Committee and project participants recommend for
accomplishment during fiscal year 1977 follows:
SHydrological Engineering and Geological Team Member
1. Evaluate the hydrological engineering implica-
tions of the final report of the initial Tropical BioIndustries
six-months study program, and determine whether there are any
impracticable or inordinately costly features of the Tropical
2. Conduct research necessary to confirm or modify
Tropical BioIndustries hypothesized relationship between surface
flooding, ground water recharge, and the existingcanal system.
3. In participation with other team members, docu-
ment water management objectives and prepare a generalized
hydrological engineering plan and effectuation strategy for
the study area.
4. Distinguish between quickly needed -canal modifi-
cations and modifications which can be deferred for now and
undertaken in pace with urban development in the study area.
5. Prepare preliminary cost estimates for the
6. Prepare the narrative and graphic portions of
the final report which deal with geology and hydrological
Environmental Team Member
1. Modify the natural resource management recom-
mendations contained in the fiscal year 1976 report if
necessitated by the first two work items of the hydrological
and geological engineering team member.
2. Provide background information and both office
and field assistance to the hydrological engineering team
member for the purpose of insuring that project water manage-
ment plans satisfy both hydrological engineering and natural
resource management considerations.
3. Participate in the preparation of water manage-
ment objectives and a general plan and effectuation strategy
for the Golden Gate Estates area, with particular emphasis on
those plan elements which are based on or affect natural resource
features or functions.
4. Prepare the narrative and graphic portions of
the final report which describe and explain the natural resource
management portion of the plan.
Legal Team Member
1. Provide advice to project participants on the
legal possibilities and prohibitions attendant to re-planning
and re-development of the Golden Gate Estates area.
2. Evaluate and provide advice regarding legal
aspects of the proposed plan and implementation program when
they are in the preliminary consideration stage.
3. Prepare the narrative portion of the final
report which deals with the legal aspects of the plan and
Land Planner/Project Coordinator
1. Prepare a Golden Gate Estates area land plan
which offers feasible land use opportunities to project area
landowners, either on their existing lands or on a modified
ownership location. This plan must also achieve agreed upon
environmental, engineering, and legal objectives.
2. Coordinate the activities of and provide for
information exchange between the project participants.
3. Provide informational exchange with appropriate
local, state, and federal governmental agencies.
4. Provide informational exchange with civic
5. Participate in and coordinate the preparation
of the final work product.
The Final Work Product Shall Consist of Graphic Maps, Plans,
and Narrative Text Which Indicate:
1. Pertinent historical and current physical condi-
tions in and near Golden Gate Estates.
2. A general land use and resource management plan
for the existing Golden Gate Estates development area and
appropriate adjoining lands.
3. Explanation and justification of the plan with
(A) Living natural resource management considerations.
(B) Hydrological engineering considerations.
(C) Urban development and non-urban land use
(D) Legal considerations.
(E) Cost considerations.
(F) Existing and proposed pattern of land ownership
(G) Effectuation considerations with respect to:
(1) GAC responsibilities.
(2) Private landowner responsibilities.
(3) Various governmental agency responsibilities.
(4) Phasing and timing.
There is little question but that the cost of re-
development planning will constitute only a tiny fraction of
the cost of actually implementing the plan. There should be no
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illusion, however, that the cost of modifying Golden Gate
Estates physical development and ownership patterns will be
so high as to make the project financially non-achievable.
Such an assumption presumes that making no change in the
Golden Gate Estates area will be less expensive than making
the needed changes. The problem with this line of thought
is that it underestimates the cost of doing nothing. That
cost, while not quantifiable with accuracy at this point in
time, is real, is large, and is ever-growing. The principal
components of the cost include: (1) the value of the canal-
damaged and continuously lost water resources; (2) the value
of marine and upland resources which are being lost in
direct response to environmental changes caused by the Golden
Gate canal system; (3) The value lost as a result of agricul-
ture being made infeasible on the better agricultural soils
in and near Golden Gate Estates; and (4) the public and
private costs which will be necessary to repair and rebuild
the rapidly deteriorating 813 miles of roads, to maintain the
183 miles of canals, and to repair or replace the deteriorating
and badly leaking water control structures. Even greater cost
will occur as the installation of unplanned for public facilities
and services is made mandatory by the substandard urban develop-
ment which will begin to emerge in pace with actual urban use
of the vast number of privately owned urban use zoned parcels
in Golden Gate Estates.
The cost of the first three items listed above
essentially involves loss of existing resource values. The
fourth item of cost will involve the expenditure of huge
amounts of cold cash on remedial action made necessary by
poor initial planning and development practice. Golden Gate
Estates is a huge development project which got off to a very
bad start. Major changes need to be made within the project
which will give it a new and much better start. Doing little
or nothing to correct the identified problems in Golden Gate
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Estates offers the very real prospect of being the most
publicly and privately expensive course of action possible.
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