2016-06-20 Regular Board Meeting Packet

Transcription

June 20, 2016 – 6:00 PM – REGULAR BOARD MEETING
Lehigh Acres Municipal Services Improvement District
Barrett Room
601 East County Lane
Lehigh Acres, FL 33936
This meeting is open to the general public.
1.
2.
3.
4.
AGENDA
Preliminaries
A. Roll Call
B. Invocation & Pledge of Allegiance
C. Public Comment for Agenda Items
D. Move, Remove and Add Agenda Items raucous
E. Approval of Agenda
F. Presentation of Awards –Employee of the Month and PR Awards
G. Action on Removed Consent Items
H. Approval of Consent Agenda
Consent Agenda
A. Invoices and Change Orders
B. Approval of Minutes –May 16, 2016, Regular Meeting
C. Foster & Foster, Inc. Actuarial Service Agreement
D. Purvis Gray & Company 2016 Auditor’s Engagement Letter
E. 2017-2021 Capital Improvement Plan
F. 2017-2021 Strategic Plan
Action Agenda
A. Good Cause
Discussion
A. Old Business
1. FDOT JUSMSA Agreement, Segments 3 & 4
B. New Business
1. Manager Review
2. Draft Fiscal Year 2016/2017 Budget
3. Lot Donation Offers
C. Commissioner’s Request
D. Engineer’s Report
E. Attorney’s Report
F. Staff and Financial Report
G. Treasurer’s Report
H. Secretary’s Report
I. Public Comment, Public Forum
J. Adjournment
AGENDA ITEM SUMMARY
SUBJECT:
Meeting Date
2A - Invoices and Change Orders
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-084
2A
CONSENT
ACTION
Request Initiated By:
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
Move to approve all invoices as stated on the Summary Sheet.
2
What the action
accomplishes:
Approves all invoices that are outside the approval limits of the Treasurer and Manager.
3
Fiscal impact:
As listed on the Summary Sheet.
4
5
Staff comments:
Staff review and recommended approval:
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
WATER RESOURCE MANAGER
ENGINEER
CANAL MAINTENANCE MANAGER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
EAST COUNTY WATER CONTROL DISTRICT
INVOICES REQUIRING BOARD APPROVAL FOR PAYMENT
Monday June 20, 2016
*Paid with Procurement Card
Funding
Source
Vendor
Description
Invoice Number
Amount
AIM Engineering
General
General
General
General through 06/03/16
West Marsh Preserve - Design and Permitting through 06/03/16
Hydraulic Modeling Services for SR82 Segments 3 & 4 through 06/03/16
150399-8
130141-31
160448-3
$
$
$
$
6,916.00
6,962.34
10,284.25
24,162.59
Caldwell Pacetti Edwards
Schoech & Viator
General
General
General
General
Lehigh Acres Municipal Services Improvement District through 05/31/16
Litigation Matters through 05/31/16
LAMSID - FDOT Phase 3 & 4 through 05/11/16
LAMSID - SW Lehigh Weirs through 05/25/16
124557
124558
124559
124560
$
$
$
$
$
5,072.92
741.00
109.70
2,008.50
7,932.12
Hultman Sensenig & Joshi, P.A.
General
Matter: Administrative through 04/21/16
JP Murphy, Inc.
General
Project Weir 57-4-6 through 05/31/16
1
$
127,260.00
TOTAL DISBURSEMENTS: $
159,354.71
General Fund Total $
Other Funding Total
General and Other Total $
159,354.71
159,354.71
AGENDA ITEM SUMMARY
SUBJECT:
Meeting Date
2B - Minutes
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-085
2B
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
Move to approve the minutes for the May 16, 2016 Regular Board Meeting.
2
What the action
accomplishes:
Memorializes the Board Meetings as per Florida Statute.
3
Fiscal impact:
4 hours staff time
4
5
Staff comments:
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
Lehigh Acres, Florida
May 16, 2016
LET IT BE KNOWN that the “Lehigh Acres Municipal Services Improvement District” held its regularly
scheduled monthly Board meeting at 6:00 P.M. in the Barrett Room, 601 East County Lane, Lehigh Acres, FL
33936, with various members of the public and the following Commissioners and staff present:
CHAIRMAN:
VICE CHAIRMAN:
TREASURER:
SECRETARY:
Kenneth Thompson
Michael Welch
David Deetscreek
Michael Bonacolta
STAFF:
Dave Lindsay, District Manager
Michael Cook, Assistant District Manager
Kathy O’Brien, Comptroller
Tim Browning, Lead Water Level Monitoring Tech.
Carla Brantley, Deputy Secretary
ATTORNEY:
Mary Viator Esq., Caldwell Pacetti Edwards Schoech & Viator LLP
ENGINEER:
Lee Flynn, Aim Engineering and Surveying
AGENDA
1. Preliminaries
A. Roll Call
B. Invocation & Pledge of Allegiance
C. Public Comment for Agenda Items
D. Move, Remove and Add Agenda Items raucous
E. Approval of Agenda
F. Presentation of Awards – Employee of the Month and PR Awards
G. Action on Removed Consent Items
H. Approval of Consent Agenda
2. Consent Agenda
B. Approval of Minutes – April 18, 2016, Regular Meeting
3. Action Agenda
A. Good Cause
B. 2014-2015 Fiscal Year Audit-Purvis, Gray & Co.
C. SFWMD Cooperative Funding Grant Application
D. Purvis Gray Increase Due to GASB No. 68, etc.
4. Discussion
A. Old Business
1. FDOT JUSMSA Agreement, Segments 3 & 4
B. New Business
1. Draft 2016-2021 Capital Improvement Plan
2. Draft 2016-2021 Strategic Plan
3. Draft 2016-2017 Budget Projection
4. Hendry Canal Widening Update to FDOT Standards TY Lin
C. Commissioner’s Request
D. Engineer’s Report
E. Attorney’s Report
F. Staff and Financial Report
G. Treasurer’s Report
H. Secretary’s Report
I. Public Comment, Public Forum
J. Adjournment
May 16, 2016 Regular Meeting
1. PRELIMINARIES
A.
ROLL CALL
Chairman Thompson called the meeting to order at 6:00 p.m. He passed the gavel to Commissioner
Welch to lead the meeting as he was feeling unwell. Commissioner Stout had an excused absence.
B.
INVOCATION AND PLEDGE OF ALLEGIANCE
The Invocation was given by Commissioner Bonacotla. Commissioner Deetscreek led the pledge.
C.
PUBLIC COMMENT FOR AGENDA ITEMS
None.
D.
MOVE, REMOVE AND ADD AGENDA ITEMS
David Lindsay asked to remove 3A as there are no “good cause” items. He asked that Agenda item
3D- Purvis Gray Increase Due to GASB No. 68 be moved up on the agenda to follow agenda item
3B – 2014/2015 Fiscal Year Audit; also to table agenda item 4B3 – Draft Budget Projection 20162017.
E.
F.
APPROVAL OF AGENDA
 Move to approve the Agenda as amended

Commissioner Deetscreek moved

Commissioner Bonacolta second
 Motion was approved unanimously
PRESENTATION OF AWARDS
Manager Lindsay acknowledged that Felix Segarra is the employee of the month for April 2016.
Felix is a great worker and is always will always willing to help out. He has done a fantastic job
operating the TRUXOR and mentoring our current temporary employee.
Carla Brantley announced she and the District earned two awards, an Image Award and a
Judge’s Award, for outstanding public relations efforts from the Florida Public Relations
Association. The awards were earned in the Public Relations – Public Service Category for “LAMSID: Legislative Changes, Community Solutions and a New Special District”. The Judge’s Award
is presented by judges for an outstanding entry that achieves maximum results while using a
minimum amount of money, while an Image Award - presented to the top-scoring entry in each
category if the entry meets predetermined criteria of excellence set by the judges
G.
H.
ACTION ON REMOVED CONSENT ITEMS
None.
APPROVAL OF CONSENT AGENDA


Motion to approve the Consent Agenda.
 Commissioner Deetscreek moved
 Commissioner Bonacolta second
Motion was unanimously approved
2
2. CONSENT AGENDA
Move to approve all invoices as stated on the Summary Sheet
B. Approval of Minutes, May 16, 2016 Regular Meetings
Move to approve the minutes for the May 16, 2016 and regular meeting.
3. ACTION AGENDA
3B. 2014-2015 Fiscal Audit - Purvis, Gray & Company
Sean Pfalzgraf, CPA with Purvis, Gray and Company provided an exit report for
the audit. He noted three main areas of focus identified during the audit: the
agency name change; the implementation of GASB No. 68 and 71; and the
intergovernmental revenues.
1.
The name change which occurred on June 10, 2015. He noted based on
research in GASB 69, their conclusion was to present one set of financial
statements for the two entities.
2. The implementation of GASB No. 68 and 71. Mr. Pfalzgraf noted that the
GASB No. 68 dealing with FRS- a state administered large multi-employer
defined benefit plan. Mr. Pflazgraf noted the GASB No. 68 caused
significant delays in the auditing process as reports were not made
available until April 8, 2016.
Commissioner Welch noted that the GASB No. 68 is something a majority
of government agencies have to deal with.
3. Mr. Pfalzgraf noted the audit determined that the $2.2 million in funds for
the FDOT Easements. He noted the firm research the nature of this
transaction and the proper accounting treatment and concluded that the
sale of perpetual rights and the use of easements should be classified as
intergovernmental revenue and not grant related or a sale of capital
assets.
Additionally, Mr. Pfalzgraf review the financial results of the general fund. Net
change of fund balance with a net income for this year is $2.1 million. The
ending fund balance is $4.3 million. The general fund revenues and
expenditures were in line with the budget.
Mr. Pfalzgraf noted there were two minor management observations, but that
staff handled the issues quickly and accurately.
3
Motion: Move to accept the Basic Financial Statements Together with Report of
Independent Auditor Year Ended September 30, 2015 as audited by the firm Purvis, Gray
and Company, LLP.
Commissioner Deetscreek noted he met with the Auditor as Treasurer and
feels comfortable with the report.
Commissioner Deetscreek moved
3D. Purvis Gray Increase Due to GASB No. 68, etc.
Manager Lindsay recommending that an invoice for $3000 be paid to Purvis Gray and
Company for additional services.
Commissioner Deetscreek noted he met with the auditors to review the services and
amount of time spent to complete the additional services duties.
Motion: Move to approve a change order to the Purvis Gray & Company audit engagement
letter of May 6, 2015 for $23,300. The change order is in the amount of $3,000 bringing the
total cost of the audit to $26,300.
Motion: Commissioner Thompson moved
Commissioner Deetscreek second
3C. SFWMD Cooperative Funding Grant Application
Manager Lindsay noted staff and the Board have been discussing the Moving Water South
Project for some time and that it is part of the upcoming FDOT agreement. South Florida Water
Management District has opened up a cooperative grant opportunity, for up to $250,000, to
support local projects.
Commissioner Welch noted that the Board of Commissioners has done a superb job of building
the reputation of the District, whenever possible with this grant applications and would like to
see them not be matching grants. He requested that Manager Lindsay keep the board up to date
and informed of the process.
Motion: Move to approve the Moving Water South Project, Phase 2, and the submittal of the
SFWMD Cooperative Grant application.
Motion: Commissioner Thompson moved
4. DISCUSSION AGENDA
4A. Old Business
4A1. FDOT Agreement Segment 3 and 4
4
Manager Lindsay noted a draft is included in the board packet for review and staff will
plan to bring the agreement back in June for the Board’s consideration.
4B. New Business
4B1. Draft 2016-2021 Capital Improvement Plan
Manager Lindsay noted a draft is included in the board packet for review and staff
plans to bring the plan back to the Board in June for consideration.
Commissioner Deetscreek noted that in his meeting with the auditor it was identified
that the trend for investments in capital projects was low and in discussions identified
a positive reason for this is that the District’s maintenance program is running well.
Commissioner Welch asked the Manager to identify at the budget meeting where the
excess FDOT money will be best spent in the budget process.
4B2. Draft 2016-2021 Strategic Plan
Manager Lindsay noted a redline draft is included in the board packet for review and
staff plans to bring the plan back to the Board in June for consideration.
4B3. Draft 2016 -2017 Budget Projection
Tabled.
4B4. Hendry Ext. Canal Widening Update to FDOT Standards
Manager Lindsay noted this is a purchase order included in the packet for review and
staff plans to bring the plan back to the Board.
4C. Commissioner’s Request
Commissioner Welch noted that last summer the Board of Commissioners participated in
a meeting with Representative Matthew Caldwell, Senator Benacquisto, and Lee County
Commissioners to discuss a regional stormwater project – the GS10 Caloosahatchee
Crosslink.
Commissioner Welch noted he has asked Manager Lindsay to schedule a meeting
between Lee County Commissioner Cecil Pendergrass, himself and Manager Lindsay to
discuss funding for GS10 project and Lee County 20/20 Program. The meeting is set for
June 6, 2016. He noted the project is important and has heard interest from other
government agencies and municipalities on this proactive project.
Commissioner Thompson noted there is a regional impact to the project and stated it is a
good plan to garner more information.
4D. Engineer’s Report
As submitted.
4E. Attorney’s Report
As submitted.
5
4F. Staff and Financial
As submitted.
Manager Lindsay gave special thanks to Comptroller O’Brien for her hard work on the Audit
and for Assistant Manager Cook for his work on the Culvert Projects.
4G. Treasurer’s Report
Commissioner Deetscreek noted that the Board needs to be prepared and proactive in
succession planning for the Accounting Department. He noted and applauded the team
effort and hard work.
4H. Secretary’s Report
None.
4I. Public Comment
None.
J. ADJOURNMENT
Motion to adjourn was made by Commissioner Thompson seconded by Commissioner Deetscreek
at 6:40 p.m.
Reviewed by:
Michael Bonacolta, Secretary
ADOPTED ON: June 20, 2016
Ken Thompson, Chairman
6
AGENDA ITEM SUMMARY
SUBJECT:
Meeting Date
2C -Foster & Foster, Inc. Actuarial Service Agreement
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-086
2C
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
Move to approve a renewal agreement with Foster & Foster, Inc. to provide actuarial
services.
2
What the action
accomplishes:
Provides for an actuarial valuation to determine the costs and financial obligation of providing
post-employment benefits other than pensions for services rendered.
3
Fiscal impact:
$4,700 over three year period - $2,500 year 1; $1,100 years 2 and 3
4
5
Staff comments:
Florida Statute 112.0801 states: "Any special district that provides life, health insurance, for
its officers and employees and their dependents shall allow for former personnel who retire
and their eligible dependents the option of continuing to participate in such group insurance
plan."
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
ACTUARIAL SERVICES AGREEMENT
THIS AGREEMENT is entered into the d-~ day of .Jl.L-V"\e,2014,
between the EAST COUNTY WATER CONTROL DISTRICT (herein referred to as the
"District") and FOSTER & FOSTER, INC. (herein referred to as the "Actuary").
WITNESSETH
WHEREAS, the Actuary has demonstrated the expertise and experience to perform the
actuarial services outlined in said proposal.
NOW, THEREFORE, in consideration of services to be performed and payments to be
made together with mutual covenants and conditions hereinafter set forth, the parties agree as
follows:
1.
The Actuary shall, within sixty (60) days of receipt of all required employee and
financial data, complete and return to the District the following beginning with an
October I, 2013 valuation:
A. Performance of triennial actuarial valuation and Report. The valuation shall be
conducted using the Alternative Measurement Method as set forth under
Governmental Accounting Standards Board Statement (GASB) No. 45. The
assumptions set forth in the valuation will be chosen by the Actuary, unless
otherwise denoted in GASB 45, and will be based upon the general experience
exhibited by the Actuary's other public sector plans. The Actuary reserves the
right to make changes to these assumptions over time.
B. Preparation of disclosure information for auditors per GASB 43 and 45. In years
in which the actuarial valuation is not performed, the Actuary would still provide
all necessary disclosure information for GASB 43 and 45 compliance, if the
District qualifies for and requests interim valuations.
C. Delivery of three hard-bound copies of the valuation report, as well as one
electronic copy provided via e-mail.
D. One teleconference call to discuss results.
The fees associated with the satisfactory performance of the above are $2,500. These
fees are in effect for valuations performed for fiscal year 2014, increasing by 3% for each
year thereafter. If the District qualifies for and requests an interim valuation for the fiscal
years ending September 30, 2015 and September 30,2016, the fees will be $1,100 each
year. These fees will increase by 3% for each year thereafter.
2.
During the agreement period, the Actuary shall also perform such additional
actuarial services as may be requested by the District including, but not limited to:
-1-
A. Perform special actuarial Studies to determine the costs associated with the
implementation of alternative benefits. For example, the costs associated with
changing the employer-provided subsidy to something higher or lower could
be examined.
B. Conduct meetings with the District or employee groups to explain plan
provisions, review valuation results and to answer questions.
C. Analyze funding trends to predict future OPEB costs and Net OPEB
Obligations.
D. Perform other consulting services via telephone, e-mail, or facsimile.
The charges not explicitly stated above for work shall be based upon the amount
of time required to complete each task. A firm fee quotation prior to commencing
any work shall be provided upon request. The hourly charges shall be:
Hourly Rate
$300
$250
$200
$100
Senior Actuarial Consultant
Actuarial Consultant
Actuarial Analyst
Administrative/Clerical
3.
This Agreement embodies the entire agreement of the parties hereto and no
modification thereof shall be made except by written amendment agreed to and
executed by both parties.
4.
The District shall deliver to the Actuary all employee and financial data and any
such further information as the Actuary shall deem necessary from time to time in
order to complete the job.
5.
This Agreement is deemed to continue indefinitely, or until such time that either
party terminates this agreement with at least 30 days wrillen notice.
6.
Upon receipt of an invoice for services performed, the District shalJ pay the
determined fee to the Actuary within 30 days.
7.
Neither party hereto may assign, convey, or otherwise transfer any of its rights,
obligations, or interest herein without the prior express written consent of the
other party.
8.
This Agreement shall be construed in accordance with the laws of the State of
Florida to the extent not pre-empted by federal law and the provisions hereof shall
be governed by such law. All prior agreements between the parties are hereby
terminated and superseded by this Agreement.
9.
This Agreement may be executed in several counterparts, each of which shall be
deemed an original.
-2-
10.
Any action arising under this Agreement shall be brought exclusively in Lee
County.
11.
Public Entity Crimes Bill - Section 287.133, Florida Statutes, provides that a
person or affiliate who has been placed on the convicted vendor list following a
conviction for a public entity crime may not submit a bid on a contract to provide
any goods or services to a public entity, may not submit a bid on a contract with a
public entity for the construction or repair of a public building or public work,
may not submit bids on leases of real property to a public entity, may not be
awarded or perform work as a contractor, supplier, subcontractor, or consultant
under a contract with any public entity, and may not transact business with any
public entity in excess of the threshold amount provided in Section 287.017,
Florida Statutes, for CATEGORY TWO for a period of 36 months from the date
of being placed on the convicted vendor list.
IN WITNESS WHEREOF, the District has signed duplicates hereof, and FOSTER &
FOSTER, INC. has caused its corporate name to be signed to said duplicates by its proper
officers thereunto duly authorized on the day and in the year first above written.
FOSTER & FOSTER, INC.
EAST COUNTY WATER CONTROL
DISTRICT
By:_~-------,~----,-,-,L-
-_
By:
As Authorized Officer
---iI----~As Authorized Representative
&_,:;l_3_/_t<-t--'Date: _ _
Date: June 9. 2014
-3-
_
AGENDA ITEM SUMMARY
2D - Purvis Gray & Company, 2016 Auditor's Engagement Letter
SUBJECT:
Meeting Date
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-087
2D
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
Move to approve the FY 2014/2015 engagement letter for auditing services with Purvis Gray
& Co.
2
What the action
accomplishes:
Provides an agreement with Purvis, Gray & Co. for auditing services for current fiscal year
with review starting in September.
3
Fiscal impact:
$23,900
4
5
Staff comments:
FY2015 engagment as no laon or grant proceeds were received during the year. This
contract has the option of two additional one-year extensions. This would be the first
extension.
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
May 26, 2016
Attn: Ms. Kathy O’Brien
Lehigh Acres, Florida 33936
Dear Kathy:
Please find enclosed our audit engagement letter for 2016, the fourth year of our contract term.
Our understanding is that it was your intention to engage us as auditors for the fiscal years ending 2013,
2014, and 2015, and for two additional one-year extensions if mutually agreeable to both parties. As stated
in our Proposal, the fee for 2016 will not exceed $23,900, except that there will be an additional charge of
$3,000 each if a federal and/or state Single Audit is required.
We have agreed to send you an engagement letter for each year of the contract, confirming the fee for that
engagement, and setting forth our required annual audit communications and other matters. Either party
may terminate each annual agreement by simply refusing to sign the annual engagement letter.
We agree to perform these services in accordance with our Proposal and your Request for Qualifications—
Audit Services.
We also agree to comply with Florida Statute 119, specifically F.S. 119.0701, as applicable.
I am the engagement partner responsible for supervising the engagement and signing the reports or authorizing
another individual to sign them. If I were to leave the firm or otherwise be unable to perform any annual
engagement, you have a right to terminate this agreement.
I hope these terms are acceptable to the Lehigh Acres Municipal Services Improvement. If that is the case,
please have an authorized representative sign the audit engagement letter and return it to me at your earliest
convenience. Let me know if you have any questions.
Sincerely,
PURVIS, GRAY AND COMPANY, LLP
Joseph J. Welch, C.P.A.
Audit Partner
JJW/meg
Enclosures
May 26, 2016
AUDIT ENGAGEMENT LETTER
Board of Commissioners
Attn: Mr. David E. Lindsey, District Manager
Lehigh Acres, Florida 33936
We are pleased to confirm our understanding of the services we are to provide for the Lehigh Acres
Municipal Services Improvement District (the District) for the year ending September 30, 2016. We will
audit the financial statements of the governmental activities, each major fund, and the aggregate remaining
fund information, including the related notes to financial statements, which collectively comprise the basic
financial statements of the District as of and for the year ending September 30, 2016.
Accounting standards generally accepted in the United States of America provide for certain required
supplementary information (RSI), such as management’s discussion and analysis (MD&A), to supplement
the District’s basic financial statements. Such information, although not a part of the basic financial
statements, is required by the Governmental Accounting Standards Board who considers it to be an essential
part of financial reporting for placing the basic financial statements in an appropriate operational, economic,
or historical context. As part of our engagement, we will apply certain limited procedures to the District’s
RSI in accordance with auditing standards generally accepted in the United States of America. These
limited procedures will consist of inquiries of management regarding the methods of preparing the
information and comparing the information for consistency with management’s responses to our inquiries,
the basic financial statements, and other knowledge we obtained during our audit of the basic financial
statements. We will not express an opinion or provide any assurance on the information because the limited
procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. The
following RSI is required by U.S. generally accepted accounting principles (GAAP) and will be subjected
to certain limited procedures, but will not be audited:
■
■
■
■
Management’s Discussion and Analysis
Budget to Actual Comparison Schedule - General Fund
Schedules of Other Postemployment Benefits (OPEB)
Florida Retirement System Schedules (Pensions)
We have also been engaged to report on supplementary information, other than RSI, that accompanies the
District’s basic financial statements. We will subject the following supplementary information to the
auditing procedures applied in our audit of the financial statements and certain additional procedures,
including comparing and reconciling such information directly to the underlying accounting and other
records used to prepare the financial statements or to the financial statements themselves, and other
additional procedures in accordance with auditing standards generally accepted in the United States of
America, and we will provide an opinion on it in relation to the financial statements as a whole in a report
combined with our auditors’ report on the financial statements:
-2

May 26, 2016
Combined and Individual Fund Statements and Schedules
Schedule of Expenditures of Federal Awards and State Financial Assistance (if required)
Audit Objectives
The objective of our audit is the expression of opinions as to whether your financial statements are fairly
presented, in all material respects, in conformity with GAAP and to report on the fairness of the
supplementary information referred to in the third paragraph when considered in relation to the financial
statements as a whole. The objective also includes reporting on:
■
Internal control related to the financial statements and compliance with provisions of laws, regulations,
contracts, and award agreements, noncompliance with which could have a material effect on the
financial statements in accordance with Government Auditing Standards.
■
Internal control over compliance related to major federal programs and/or state projects, and an opinion
(or disclaimer of opinion) on compliance with federal and/or state statutes, regulations, and the terms and
conditions of federal or state awards that could have a direct and material effect on each major
program/project in accordance with the Single Audit Act Amendments of 1996 and Title 2 U.S. Code of
Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit
Requirements of Federal Awards (Uniform Guidance), and/or the Florida Single Audit Act (only as
required).
The Government Auditing Standards report on internal control over financial reporting and on compliance
and other matters will include a paragraph that states that (1) the purpose of the report is solely to describe
the scope of testing of internal control and compliance and the results of that testing, and not to provide an
opinion on the effectiveness of the entity’s internal control or on compliance, and (2) the report is an integral
part of an audit performed in accordance with Government Auditing Standards in considering the entity’s
internal control and compliance. The Uniform Guidance report on internal control over compliance will
include a paragraph that states that the purpose of the report on internal control over compliance is solely
to describe the scope of testing of internal control over compliance and the results of that testing based on
the requirements of the Uniform Guidance. Both reports will state that the report is not suitable for any
other purpose.
Our audit will be conducted in accordance with auditing standards generally accepted in the United States of
America; the standards for financial audits contained in Government Auditing Standards issued by the
Comptroller General of the United States; the Single Audit Act Amendments of 1996 and the provisions of the
Uniform Guidance (if applicable), and the Florida Single Audit Act (if applicable), and will include tests of
accounting records, a determination of major programs/projects in accordance with the Uniform Guidance
and the Florida Single Audit Act, and other procedures we consider necessary to enable us to express such
opinions. We will issue written reports upon completion of our Single Audit(s). Our reports will be addressed
to the District’s Board of Commissioners. We cannot provide assurance that unmodified opinions will be
expressed. Circumstances may arise in which it is necessary for us to modify our opinions or add emphasisof-matter or other-matter paragraphs. If our opinion on the financial statements or the Single Audit
compliance opinions are other than unmodified, we will discuss the reasons with you in advance. If, for any
reason, we are unable to complete the audit or are unable to form or have not formed opinions, we may decline
to express opinions or issue reports, or may withdraw from this engagement.
Audit Procedures—General
An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the
financial statements; therefore, our audit will involve judgment about the number of transactions to be
-3-
May 26, 2016
Audit Procedures—General (Concluded)
examined and the areas to be tested. An audit also includes evaluating the appropriateness of accounting
policies used and the reasonableness of significant accounting estimates made by management, as well as
evaluating the overall presentation of the financial statements. We will plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free of material misstatement, whether
from (1) errors, (2) fraudulent financial reporting, (3) misappropriation of assets, or (4) violations of laws
or governmental regulations that are attributable to the District or to acts by management or employees
acting on behalf of the District. Because the determination of abuse is subjective, Government Auditing
Standards do not expect auditors to provide reasonable assurance of detecting abuse.
Because of the inherent limitations of an audit, combined with the inherent limitations of internal control,
and because we will not perform a detailed examination of all transactions, there is a risk that material
misstatements or noncompliance may exist and not be detected by us, even though the audit is properly
planned and performed in accordance with U.S. generally accepted auditing standards and Government
Auditing Standards. In addition, an audit is not designed to detect immaterial misstatements or violations
of laws or governmental regulations that do not have a direct and material effect on the financial statements
or major programs/projects. However, we will inform the appropriate level of management of any material
errors, any fraudulent financial reporting, or misappropriation of assets that comes to our attention. We
will also inform the appropriate level of management of any violations of laws or governmental regulations
that come to our attention, unless clearly inconsequential, and of any material abuse that comes to our
attention. Our responsibility as auditors is limited to the period covered by our audits and does not extend
to any later periods for which we are not engaged as auditors.
Our procedures will include tests of documentary evidence supporting the transactions recorded in the
accounts, and may include tests of the physical existence of inventories, and direct confirmation of
receivables and certain other assets and liabilities by correspondence with selected individuals, funding
sources, creditors, and financial institutions. We will request written representations from your attorneys
as part of the engagement and they may bill you for responding to this inquiry. At the conclusion of our
audit, we will require certain written representations from you about your responsibilities for the financial
statements; schedule of expenditures of federal awards and state financial assistance (if required);
federal/state award programs; compliance with laws, regulations, contracts, and grant agreements; and other
responsibilities required by generally accepted auditing standards.
Audit Procedures—Internal Controls
Our audit will include obtaining an understanding of the District and its environment, including internal
control, sufficient to assess the risks of material misstatement of the financial statements and to design the
nature, timing, and extent of further audit procedures. Tests of controls may be performed to test the
effectiveness of certain controls that we consider relevant to preventing and detecting errors and fraud that
are material to the financial statements and to preventing and detecting misstatements resulting from illegal
acts and other noncompliance matters that have a direct and material effect on the financial statements. Our
tests, if performed, will be less in scope than would be necessary to render an opinion on internal control
and, accordingly, no opinion will be expressed in our report on internal control issued pursuant to
Government Auditing Standards.
As required by the Uniform Guidance and the Florida Single Audit Act, we will perform tests of controls over
compliance to evaluate the effectiveness of the design and operation of controls that we consider relevant to
preventing or detecting material noncompliance with compliance requirements applicable to each major
federal award program and/or state project. However, our tests will be less in scope than would be necessary
to render an opinion on those controls and, accordingly, no opinion will be expressed in our report on internal
control issued pursuant to the Uniform Guidance, and/or the Florida Single Audit Act.
-4-
May 26, 2016
Audit Procedures—Internal Controls (Concluded)
An audit is not designed to provide assurance on internal control or to identify significant deficiencies or
material weaknesses. However, during the audit, we will communicate to management and those charged
with governance internal control related matters that are required to be communicated under American
Institute of Certified Public Accountants professional standards, Government Auditing Standards, the
Uniform Guidance, and the Florida Single Audit Act.
Audit Procedures—Compliance
As part of obtaining reasonable assurance about whether the financial statements are free of material
misstatement, we will perform tests of the District’s compliance with the provisions of applicable laws,
regulations, contracts, and agreements, including grant agreements. However, the objective of those
procedures will not be to provide an opinion on overall compliance and we will not express such an opinion
in our report on compliance issued pursuant to Government Auditing Standards.
The Uniform Guidance and the Florida Single Audit Act require that we also plan and perform the audit to
obtain reasonable assurance about whether the District has complied with federal and/or state statutes,
regulations, and the terms and conditions of federal or state applicable to major programs/projects. Our
procedures will consist of test of transactions and other applicable procedures described in the OMB
Compliance Supplement, and the Florida State Projects Compliance Supplement, for the types of compliance
requirements that could have a direct and material effect on each of the District’s major programs/projects.
The purpose of those procedures will be to express an opinion on the District’s compliance with requirements
applicable to each of its major programs/projects in our reports on compliance issued pursuant to the Uniform
Guidance and the Florida Single Audit Act.
Management Responsibilities
Management is responsible for (1) establishing and maintaining effective internal controls, including
internal controls over federal and/or state awards, and for evaluating and monitoring ongoing activities, to
help ensure that appropriate goals and objectives are met, (2) following laws and regulations, (3) ensuring
that there is reasonable assurance that government programs are administered in compliance with
compliance requirements, and (4) ensuring that management and financial information is reliable and
properly reported. Management is also responsible for implementing systems designed to achieve
compliance with applicable laws, regulations, contracts, and grant agreements. You are also responsible
for the selection and application of accounting principles, for the preparation and fair presentation of the
financial statements, schedule of expenditures of federal awards and state financial assistance, and all
accompanying information in conformity with GAAP, and for compliance with applicable laws and
regulations (including federal and state statutes) and the provisions of contracts and grant agreements
(including award agreements). Your responsibilities also include identifying significant contractor
relationships in which the contractor has responsibility for program compliance and for the accuracy and
completeness of that information.
Management is also responsible for making all financial records and related information available to us,
and for the accuracy and completeness of that information. You are also responsible for providing us with
(1) access to all information of which you are aware that is relevant to the preparation and fair presentation
of the financial statements, (2) access to personnel, accounts, books, records, supporting documentation,
and other information as needed to perform an audit under the Uniform Guidance and/or the Florida Single
Audit Act, (3) additional information that we may request for the purpose of the audit, and (4) unrestricted
access to persons within the District from whom we determine it necessary to obtain audit evidence.
Your responsibilities include adjusting the financial statements to correct material misstatements and for
confirming to us in the management representation letter that the effects of any uncorrected misstatements
-5-
May 26, 2016
Management Responsibilities (Continued)
aggregated by us during the current engagement and pertaining to the latest period presented are immaterial,
both individually and in the aggregate, to the financial statements as a whole.
You are responsible for the design and implementation of programs and controls to prevent and detect fraud,
and for informing us about all known or suspected fraud affecting the District involving (1) management,
(2) employees who have significant roles in internal control, and (3) others where the fraud or illegal acts
could have a material effect on the financial statements. Your responsibilities include informing us of your
knowledge of any allegations of fraud or suspected fraud affecting the District received in communications
from employees, former employees, grantors, regulators, or others. In addition, you are responsible for
identifying and ensuring that the District complies with applicable laws, regulations, contracts, agreements,
and grants. Management is also responsible taking timely and appropriate steps to remedy fraud and
noncompliance with the provisions of laws, regulations, contracts or grant agreements, or abuse that we
report. Additionally, as required by the Uniform Guidance and the Florida Single Audit Act, it is
management’s responsibility to evaluate and monitor noncompliance with federal and state statutes,
regulations, and the terms and conditions of federal/state awards; take prompt action when instances of
noncompliance are identified including noncompliance identified in audit findings; promptly follow up and
take corrective action on reported audit findings: and prepare a summary schedule of prior audit findings
and a separate corrective action plan. The summary schedule of prior audit findings should be available for
our review upon completion of field work.
You are responsible for identifying all federal awards and state financial assistance received, and
understanding and complying with the compliance requirements and for the preparation of the schedule of
expenditures of federal awards and state financial assistance (including notes and noncash assistance
received) in conformity with the Uniform Guidance and the Florida Single Audit Act. You agree to include
our report on the schedule of expenditures of federal awards and state financial assistance in any document
that contains and indicates that we have reported on the schedule of expenditures of federal awards and
state financial assistance. You also agree to include the audited financial statements with any presentation
of the schedule of expenditures of federal awards and state financial assistance that includes our report
thereon. Your responsibilities include acknowledging to us in the written representation letter that (1) you
are responsible for presentation of the schedule of expenditures of federal awards and state financial
assistance in accordance with the Uniform Guidance and/or the Florida Single Audit Act; (2) you believe
the schedule of expenditures of federal awards and state financial assistance, including its form and content,
is stated fairly in accordance with the Uniform Guidance and/or the Florida Single Audit Act; (3) the
methods of measurement or presentation have not changed from those used in the prior period (or, if they
have changed, the reasons for such changes); and (4) you have disclosed to us any significant assumptions
or interpretations underlying the measurement or presentation of the schedule of expenditures of federal
awards and state financial assistance.
You are responsible for the preparation of the supplementary information in conformity with GAAP. You
agree to include our report on the supplementary information in any document that contains and indicates that
we have reported on the supplementary information. You also agree to include the audited financial statements
with any presentation of the supplementary information that includes our report thereon. Your responsibilities
include acknowledging to us in the written representation letter that (1) you are responsible for presentation
of the supplementary information in accordance with GAAP principles; (2) you believe the supplementary
information, including its form and content, is fairly presented in accordance with GAAP; (3) the methods of
measurement or presentation have not changed from those used in the prior period (or, if they have changed,
the reasons for such changes); and (4) you have disclosed to us any significant assumptions or interpretations
underlying the measurement or presentation of the supplementary information.
-6-
May 26, 2016
Management Responsibilities (Concluded)
Management is responsible for establishing and maintaining a process for tracking the status of audit
findings and recommendations. Management is also responsible for identifying and providing report copies
of previous financial audits, attestation engagements, performance audits or other studies related to the
objectives discussed in the Audit Objectives section of this letter. This responsibility includes relaying to
us corrective actions taken to address significant findings and recommendations resulting from those audits,
attestation engagements, performance audits, or other studies. You are also responsible for providing
management’s views on our current findings, conclusions and recommendations, as well as your planned
corrective actions, for the report, and for the timing and format for providing that information.
Finally, with regard to using the auditors’ report, you understand that you must obtain our prior written
consent to reproduce or use our report in bond offering official statements or other documents. With regard
to the electronic dissemination of audited financial statements, including financial statements published
electronically on your website, you understand that electronic sites are a means to distribute information
and, therefore, we are not required to read the information contained in these sites or to consider the
consistency of other information in the electronic site with the original document.
Engagement Administration, Fees, and Other
We understand that your employees will prepare all cash or other confirmations we request and will locate
any documents selected by us for testing.
At the conclusion of the engagement, we will complete the appropriate sections of the Data Collection Form
that summarizes our audit findings. It is management’s responsibility to electronically submit the reporting
package (including financial statements, schedule of expenditures of federal awards and state financial
assistance, summary schedule of prior audit findings, auditors’ reports, and corrective action plan) along with
the Data Collection Form to the federal audit clearinghouse. We will coordinate with you the electronic
submission and certification. The Data Collection Form and the reporting package must be submitted
within the earlier of 30 calendar days after receipt of the auditors’ reports or nine months after the end of
the audit period.
We will provide copies of our reports to the District; however, management is responsible for distribution
of the reports and the financial statements. Unless restricted by law or regulation, or containing privileged
and confidential information, copies of our reports are to be made available for public inspection.
The audit documentation for this engagement is the property of Purvis, Gray and Company, LLP and
constitutes confidential information. However, subject to applicable laws and regulations, audit
documentation and appropriate individuals will be made available upon request and in a timely manner to
your oversight grantor agency or its designee, a federal agency providing direct or indirect funding, or the
U.S. Government Accountability Office for purposes of a quality review of the audit, to resolve audit
findings, or to carry out oversight responsibilities. We will notify you of any such request. If requested,
access to such audit documentation will be provided under the supervision of Purvis, Gray and Company,
LLP personnel. Furthermore, upon request, we may provide copies of selected audit documentation to the
aforementioned parties. These parties may intend, or decide, to distribute the copies or information
contained therein to others, including other governmental agencies.
The audit documentation for this engagement will be retained for a minimum of five years after the report
release date or for any additional period requested by the oversight agency. If we are aware that a federal
awarding agency, pass-through entity, or auditee is contesting an audit finding, we will contact the party(ies)
contesting the audit finding for guidance prior to destroying the audit documentation.
-7-
May 26, 2016
Engagement Administration, Fees, and Other (Concluded)
We expect to begin our audit this summer and to issue our reports no later than February, 2017. I am the
engagement partner and am responsible for supervising the engagement and signing the reports or
authorizing another individual to sign them.
Our fee for these services will not exceed $23,900, plus $3,000 each for a federal and/or state single audit,
if required. Our invoices for these fees will be rendered each month as work progresses and are payable on
presentation. The fee is based on anticipated cooperation from your personnel and the assumption that
unexpected circumstances will not be encountered during the audit. If significant additional time is
necessary, we will discuss it with you and arrive at a new fee estimate before we incur the additional costs.
Government Auditing Standards require that we provide you with a copy of our most recent external peer
review report and any letter of comment, and any subsequent peer review reports and letters of comment
received during the period of the contract. Our 2013 peer review report accompanies this letter. There was
no letter of comment.
We appreciate the opportunity to be of service to the District and believe this letter accurately summarizes
the significant terms of our engagement. If you have any questions, please let us know. If you agree with
the terms of our engagement as described in this letter please sign the enclosed copy and return it to us.
Very truly yours,
PURVIS, GRAY AND COMPANY, LLP
Joseph J. Welch, C.P.A.
Audit Partner
JJW/meg
Enclosures
RESPONSE:
This letter correctly sets forth the understanding of the Lehigh Acres Municipal Services Improvement
District.
By:
Title:
Date:
AGENDA ITEM SUMMARY
SUBJECT:
Meeting Date
2E - 2017-2021 Capital Improvement Plan
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-088
2E
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
Move to approve the 2017-2021 Capital Improvement Plan.
2
What the action
accomplishes:
Provides for a 5-year plan to help anticipate construction projects that may happen. Year
2016 projects are highly probable and 2020 projects are visionary. All 2016 projects will be
brought individually for approval by the Board.
3
Fiscal impact:
None with this decision, each project will come back individually.
4
5
Staff comments:
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
Capital Improvement Plan
FY2017‐2021
1
LEHIGH ACRES MUNICIPAL SERVICES IMPROVEMENT DISTRICT
CAPITAL IMPROVEMENT PLAN (Fiscal Years 2017 - 2021)
OVERVIEW
Board of Commissioners:
Kenneth K. Thompson
Michael J. Welch
David Deetscreek
Michael Bonacolta
J. Nathan Stout
Chairman
Vice Chairman
Treasurer
Secretary
Board Member
Introduction
The Lehigh Acres Municipal Servies Improvement District staff provides an updated Five-Year Capital Improvement Plan
(CIP) every year prior to adopting the next annual budget. This latest revision was prepared in the spring of 2015. This
plan is only a guiding tool that details how Staff anticipates that these projects will be brought to the Board of
Commissioners for future action. The Board of Commissioners must approve each project individually before they
become a reality. Fiscal Year 2016 projects are either already approved by the Board or recommended by staff as a
necessity. As the CIP moves further into the future, the project reality and timing becomes less clear because of the
unpredictability of the funding, design, and permitting needed to proceed with each project.
Background
The Lehigh Acres Municipal Services Improvement District (LA-MSID) is an independent special taxing District and
formerly was the East County Water Control District (ECWCD). LA-MSID was created on June 10, 2015 and is
authorized and empowered by Chapters 189, 197, and 298, F.S. and Chapter 2015-202, Laws of Florida for the purpose
of preserving and protecting water resources by drainage, irrigation, reclamation, or water management in Eastern Lee
County and Western Hendry County and also has the ability to activate additional powers. The District is governed by an
at-large elected five (5) member Board of Commissioners. The Board of Commissioners administers the District,
independent from any other local governing body. The former ECWCD was created pursuant to Laws of Florida Chapter
63-1549 through the Circuit Court, as amended, under the provisions of Florida Statutes 298.The District codified Laws of
Florida 63-1549 and its other special legislation in June 2000 under Chapter 2000-423, Laws of Florida.
Process
Water Control Plan
Every five years, the District must prepare a Water Control Plan, pursuant to Chapter 298. The purpose of the Water
Control Plan is to include any systems, infrastructure or capital improvements that may be constructed and financed
creating new debt-service to the District and it's assessment payers. The assessment payers and the South Florida
Water Management District (SFWMD) must be notified of the proposed plan and have the opportunity to comment on it
prior to adoption by the Board.
Facilities Inventory Report
Every year LA-MSID Staff and the District Engineer complete a physical review of at least 25% of every building, park,
culvert crossing, water control structure and bridge within the District in order to document the existing condition of the
District's infrastructure. The infrastructure is then rated on a one-to-five scale, with five being the worst condition and one
being the best. A final report is prepared with rating sheets, existing condition pictures, and location maps for all District
infrastructure.
Capital Improvement Plan
The Capital Improvement Plan is created using information from the Water Control Plan, the latest edition of the Facilities
Inventory Report and Staff recommendations. The items that were rated a five in the facilities inventory report receive a
higher priority for future action. This plan does not include capital equipment purchases.
Yearly Budgets
The next five fiscal year budgets should utilize the Capital Improvement Plan as a planning tool for budgeting funds
needed to plan, design, permit and construct identified capital improvement projects.
2
Major Revenue Sources
FDEP Revolving Loan
The State Revolving Fund (SRF) Water Pollution Control Program provides low-interest loans for planning, designing, and
constructing water pollution control facilities. Federal and State appropriations have funded the SRF. It is a "revolving"
fund because loan repayments are used to make future loans. By federal law, the SRF is to be operated in perpetuity. The
Florida Department of Environmental Protection solicits potential project information each year. This information is used to
establish project priorities for the following annual funding cycle. Funds are made available for Preconstruction Loans and
Construction Loans. The Loan Terms include a 20-year amortization and low-interest rates (maximum rate of 80% of the
current market rate). Preconstruction loans are available to all qualified communities and they provide up-front
disbursements that can be used for administrative services, project planning and/or project design. Over the last couple of
years SRF Funding has become very competitive and the program has not been able to keep up with the demand for
funding. Stormwater projects will continue to get harder to fund through FDEP. Because of the economy, most agencies
are vying for these funds, making it very difficult to secure this funding.
SFWMD Alternative Water Supply Program
In 1995, Florida's legislature directed the state's five water management districts to share revenues from property tax
assessments with public and private entities willing to develop suitable alternative water supplies.
Accordingly, the South Florida Water Management District offers cooperative funding grants which fund up to 40% of the
total construction cost of capital improvement projects that help implement safe and cost-effective alternative water
supplies.
Applications for each year's funding cycle are available in January for the following fiscal year. The application deadline for
the next cycle will be June 1st, 2016. Projects will be selected in June and July with funding agreements executed in
September or October of 2016.
The AWS Program has cooperatively funded more than 480 projects since 1995 with over $209 million in tax revenues,
making over 621 million gallons per day of water available. If that amount of water was being produced by a single water
utility, it would be the largest water utility in the State!
These funds are very difficult for East County to qualify for and the funds have mostly been used for Municipal Water
Treatment Plants.
SFWMD Appropriations Grant
Grants may be secured directly from the SFWMD budget. Grants are usually made available from a solid lobbying effort
and a very worthy project that has a widely desired benefit. LA-MSID must continue to work cooperatively with SFWMD to
meet the watershed needs of the area in order to continue receiving funds. These funds have mostly been cut with the
30% reduction in SFWMD spending ordered by the Governor.
SFWMD Watershed Initiative Grant
Grants are sometimes made available through the local Watershed Initiative Project. The Florida Legislature makes
these grants available through line items in their budget and the grants are usually administered by SFWMD with a 50%
match. The chances of any of these funds being available for a while are very low, for the foreseeable future.
Assessments
Each year, the district levies a non ad valorem assessment, per acre, or fraction thereof, to fund the current fiscal year
maintenance and benefit budgets. The current assessment rate is $105.15 per acre or $26.29 for a typical 1/4 acre lot.
Public or Private Partnerships
When an opportunity arises when two or more entities can each benefit either from shared infrastructure, cost savings or
etc., from a joint project, every effort must be taken to strike a deal. Currently opprotunities exist between LA-MSID and
the Florida Dept. of Transportation, Lee County Dept. of Transportation and DUDA.
Contributors:
Lehigh Acres Municipal Servies Improvement District Staff
David E. Lindsay, District Manager
Michael S. Cook, Asst. District Manager
Kathy O'Brien, Comptroller
William Walker, Water Resources Manager
Carla Brantley, Asst. to the District Manager
AIM Engineering & Surveying Inc. Staff
B. Lee Flynn, P.E.
3
CAPITAL IMPROVEMENT PLAN (Fiscal Years 2017-2021)
Yearly Total Sheet
Grant Funding
Assessments /
Spoil / In-Kind
Funding
Loan Funding
Other Funding
NEW DEBT SERVICE
4,843,000
3,750,000
635,500
0
457,500
0
0
8,952,120
7,000,000
307,000
1,645,120
0
121,024
950,000
0
1,178,650
103,750
1,074,900
0
0
0
84,600
3,200,000
0
3,284,600
0
200,000
3,084,600
0
226,921
0
20,000
2,200,000
0
2,220,000
0
0
2,020,000
0
226,921
$680,000
$952,870
$15,737,500
$3,108,000
$20,478,370
$10,853,750
$2,217,400
$6,749,720
$457,500
$574,866
YEAR
Engineering &
Permitting
Construction
Land / Equipment
Purchase
Inspection
TOTAL
2017
397,500
750,000
587,500
3,108,000
2018
75,000
77,120
8,800,000
2019
207,500
21,150
2020
0
2021
TOTAL
4
Lehigh Acres Municipal Servies Improvement District
Fiscal 2017 Capital Improvement Plan
FUNDING
SOURCE
Engineering &
Permitting
Inspection
Costs
Construction
Costs
Land /
Equipment
Purchase
TOTAL FUNDING
Grant Funding
Assessment/ Spoil/
Reserves/In-Kind
Loan Funding
Other Funding
NEW DEBT
SERVICE
AMOUNT
DEBT
SERVICE
START DATE
Funding
Status
Design & Build the next 5
1ST QTR
culverts identified in
2017/ 2ND
ongoing 2011 Facilities
QTR 2017
Inventory Report.
LA-MSID
Reserves
0
0
187,500
0
187,500
0
187,500
0
0
0
N/A
Secured
Halfway
Pond/Moving
Water South
PH II
Re-establish flows from
1ST QTR
the southern areas of
2017/ 3TH
District south towards the
QTR 2017
Lee County well fields.
LA-MSID
Reserves
57,500
0
0
0
57,500
0
0
0
57,500
0
Unknown
Secured
C
Halfway
Pond/Moving
Water South
PH II
Re-establish flows from
4TH QTR
the southern areas of
2017-3RD
District south towards the
QTR 2018
Lee County well fields.
LA-MSID
Reserves
0
0
400,000
0
400,000
0
0
0
400,000
0
N/A
Secured
LA
GS 10-Section
10/Greenbriar
STA and Basin
Connector
Section 10 can be used to
provide an inter-basin
2ND Qtr.
connector, storage and
2017/ 3rd Grant Funding
water quality for
QTR 2017
Greenbriar, Hickey's
Creek and the
Caloosahatchee.
0
0
0
3,000,000
3,000,000
3,000,000
0
0
0
0
N/A
Unknown
New
D
GS 10-Section
10/Greenbriar
STA and Basin
Connector
Section 10 can be used to
provide an inter-basin
2ND Qtr.
connector, storage and
2017/ 3rd Grant Funding
water quality for
QTR 2017
Greenbriar, Hickey's
Creek and the
Caloosahatchee.
0
750,000
0
0
750,000
750,000
0
0
0
0
N/A
Unknown
Rep.
D
Weir
Replacement
Phase IV
340,000
0
0
0
340,000
0
340,000
0
0
0
N/A
Unknown
0
0
0
108,000
108,000
0
108,000
0
0
0
N/A
Secured
PRIORITY RANKING
PROJECT
NUMBER
PROJECT TYPE
DESC.
PROJECT
1
4019
Rep.
D/C
Culvert
Replacement
Phase IVb
2
4028
New
D
3
4028
New
4
New
5
6
4020
ACTIVITY
START /
FINISH
Design critical weirs
1ST QTR
2017/ 4TH
identified in 2011
Facilities Inventory Report QTR 2017
LA-MSID
Reserves
Land
Purchase Land Purchase necessary land
3RD QTR
Acquisition
for Dog/Hendry upstream of Dog 1 (S-D-1)
2017/ 4TH
Fund /Sale of
and downstream of
Waterways
QTR 2017
Land
Hendry 1 (S-H-1).
Connection
7
4030
New
LA
8
4061
New
C
West Marsh
Excavation
Inspection for Excavation 3RD QTR
PI. Coincides with SR 82 2017/ 4TH
QTR 2018
Widening SI.
LA-MSID
Reserves
0
50,000
0
0
50,000
0
0
0
50,000
0
N/A
Secured
New
D
Hendry
Extension
Widening
3RD QTR
Update the existing plans
2016/ 4TH
to FDOT design level.
QTR 2017
LA-MSID
Reserves
176,245
0
0
0
176,245
0
176,245
0
0
0
N/A
Secured
PROJECT TYPE
DESC.
FUNDING SOURCE
$397,500
$750,000
$587,500
$3,108,000
$4,843,000
$3,750,000
$635,500
$0
$457,500
$0
DEBT
SERVICE
START DATE
Funding
Status
9
PRIORITY RANKIKNG
PROJECT
NUMBER
TOTALS
START /
FINISH
C = Construction
D = Design / Engineering
PD = Preliminary Design / Engineering
PE = Permitting
PL = Planning / Concept Development
LA = Land Acquisition
* = 4.5% Loan for 20 Years (Bank or FDEP) Estimated
5
CAPITAL IMPROVEMENT JUSTIFICATION
Item Number
Item Name Hendry Extension Widening
Description
Update the existing plans to FDOT design level.
Justification
Necessary to Satisfy Joint Use Stornwater Mgmt System Agreement Segs. 3&4 .
Cost Calculation
Design
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
$0 as extrapolated on Florida RUS Bulletin 1780-9 (7.3%)
as extrapolated on Florida RUS Bulletin 1780-9 (2.9%)
Proposed
Funding
$176,245
$
-
Assessments
Other Fundi
$176,245.00
$0.00
$0.00
$0.00
$0.00
LA-MSID Reserves
$176,245
Loan Funding
H
e
n
d
r
y
E
x
t
C
a
n
a
l
$0
Item Number
4019
Item Name Culvert Replacement Phase IVb
Description
Design & Build the next 5 culverts identified in ongoing 2011 Facilities Inventory Report.
Justification
These culverts were rated 5 (worst condition).
5 Culverts at $37,500 each = $187,500
Cost Calculation
Design
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
Proposed
Funding
$187,500
$
-
Assessments
$187,500
LA-MSID Reserves
Loan Funding
Typical New RCP Culvert
Typical Old CMP Culvert
7
$0.00
$0.00
$0.00
$187,500.00
$0.00
$0
4028
Item Number
Item Name Halfway Pond/Moving Water South PH II
Description
Re-establish flows from the southern areas of District south towards the Lee County well fields.
Justification
Part of the SFWMD Watershed Initiative and CRWPP. It will also reduce flows that go to the Districts outfalls
including the Orange River.
Cost Calculation Design
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
$
$
$
5,000,000 as extrapolated on Florida RUS Bulletin 1780-9 (6.2%)
57,500
-
Proposed
Funding LA-MSID Reserves
57,500.00
Assessment Funding
8
Other Funding
$
57,500
4028
Item Number
Item Name Halfway Pond/Moving Water South PH II
Description
Justification
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
$
$
$
400,000
-
Proposed
400,000.00
Loan Funding
Assessment Funding
Other Funding
ECWCD
9
$
400,000
4067
Item Number
Item Name GS 10-Section 10/Greenbriar STA and Basin Connector
Description
Section 10 can be used to provide an inter-basin connector, storage and water quality for Greenbriar, Hickey's Creek and the
Caloosahatchee.
Justification
including Hickey's Creek and Bedman Creek.
Cost Calculation
Design
Inspect
Permit
Construction
Land / Equip.
$ 100,000 as extrapolated on Florida RUS Bulletin 1780-9 (6.2%)
3,000,000
Total Cost
$
3,000,000.00
Grant Funding
$
3,000,000
Proposed
Funding Grant Funding
Assessment Funding
0
Other Funding
ECWCD
10
0
4067
Item Number
Item Name GS 10-Section 10/Greenbriar STA and Basin Connector
Description
Section 10 can be used to provide an inter-basin connector, storage and water quality for Greenbriar, Hickey's Creek and the
Caloosahatchee.
Justification
including Hickey's Creek and Bedman Creek.
Cost Calculation
Design
Inspect
Permit
Construction
Land / Equip.
$
100,000 as extrapolated on Florida RUS Bulletin 1780-9 (6.2%)
$750,000
-
Total Cost
$
750,000.00
Grant Funding
$
750,000
Proposed
Assessment Funding
11
0
Other Funding
0
4020
Item Number
Item Name
Weir Replacement Phase IV
Description
Design critical weirs identified in 2011 Facilities Inventory Report
Justification
These weirs were rated 5 (worst condition).
(Estimate 4 Weirs)
Inspect
Permit
Construction
Land / Equip.
$340,000.00
Total Cost
Grant Funding
$320,000.00
$0.00
$20,000.00
$0.00
$0.00
$
-
Funding
Assessment Funding
12
$340,000.00
LA-MSID Reserves
Loan Funding
$0.00
4030
Item Number
Item Name
Purchase Land for Dog/Hendry Waterways Connection
Description
Purchase necessary land upstream of Dog 1 (S-D-1) and downstream of Hendry 1 (S-H-1).
Purchase 14 lots at $15,000 each = $210,000
Justification
Necessary to alleviate flooding on Bedman Creek and further utilize Carlos Waterway.
Inspect
Permit
Construction
Land / Equip.
Legal Fees, Misc. fees, expenses, etc.
$0.00
$0.00
$0.00
$0.00
$108,000.00
$108,000.00
Total Cost
Funding
Assessment Funding
Grant Funding
Land Acquisition Fund /Sale of Land
$108,000.00 Loan Funding
Other Funding
Hendry Canal
Dog Canal
Dog-Hendry Connection Aerial
Doc-Hendry Connection Aerial
13
Item Number
4061
Item Name
West Marsh Excavation
Description
Inspection for Excavation PI. Coincides with SR 82 Widening SI.
Justification
Necessary to expand the capacity of Harns Marsh for future use.
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
as extrapolated on Florida RUS Bulletin 1780-9, t2 (5.8%)
5000000 as extrapolated on Florida RUS Bulletin 1780-9 (2.3%) =
Proposed
Funding
$50,000.00
Assessment Funding
0 Loan Funding
14
$0.00
$50,000.00
$0.00
$0.00
$0.00
LA-MSID Reserves
Other Funding
$50,000
2018 Capital Improvement Plan
PRIORITY
RANKING
PROJECT
NUMBER
PROJECT
TYPE
DES
PROJECT
ACTIVITY
START /
FINISH
FUNDING SOURCE
Engineering &
Permitting
Inspection
Costs
Construction Costs
Land/Equipment
Purchase
TOTAL FUNDING
Grant Funding
Assessments/
Spoil/ Misc/ InKind
Loan Funding
Other Funding
NEW DEBT
SERVICE
AMOUNT
DEBT
SERVICE
START DATE
Funding
Status
1
4019
Rep.
D/C
Culvert
Replacement
Phase IVc
Design & Build the next 5
culverts identified in 2011
Facilities Inventory Report.
1ST QTR
2018 / 2ND
QTR 2018
LA-MSID
Reserves
0
0
200,000
0
200,000
0
200,000
0
0
0
N/A
Secured
2
4020
Rep.
C
Weir
Replacement
Phase IV
1ST QTR
Construct 2011 Critical Weirs (4
2017/ 4TH
Estimated)
QTR 2017
Loan
0
45,120
1,600,000
0
1,645,120
0
0
1,645,120
0
121,024
N/A
Unknown
3
4055
New
C
Hendry Extension
Widening PI
Construction of Three Miles of 4TH QTR
Hendry Extension Canal
2016/ 4TH
Widening
QTR 2017
LA-MSID
Reserves
0
32,000
0
0
32,000
0
32,000
0
0
0
N/A
Secured
4
4030
New
D
Dog/Hendry
Waterways
Connection
Design Canal and Culvert
1ST QTR
crossing between S-D-1 and S- 2017/ 4TH
H-1.
QTR 2017
Assessments
75,000
0
0
0
75,000
0
75,000
0
0
0
N/A
Unknown
5
0
New
C
GS 10
Caloosahatchee
Crosslink
Construct the excavation and
1ST QTR
infrastructure of Section 10,
2018 / 2ND
connector parcels and
QTR 2019
Greenbriar.
LA-MSID
Reserves
0
0
7,000,000
0
7,000,000
7,000,000
0
0
0
0
Unknown
Unknown
6
4061
New
C
West Marsh
Structures
Build an inlet in South Marsh,
master and 2 low-flow
structures in West and a Flow
Measurement Station.
LA-MSID
Reserves
0
20,000
1,200,000
0
1,220,000
0
0
0
1,220,000
0
N/A
Secured
7
4029
New
PL
100,000
0
0
0
100,000
50,000
50,000
0
0
0
N/A
Unknown
PRIORITY
RANKING
PROJECT
NUMBER
PROJECT
TYPE
DES
$75,000
$77,120
$8,800,000
$0
$8,952,120
$7,000,000
$307,000
$1,645,120
$0
$121,024
DEBT
SERVICE
START DATE
Funding
Status
4TH QTR
2018/4TH
QTR 2019
Re-establish flows from the
Halfway
3RD QTR
SFWMD/LAsouthern areas of District south
Pond/Moving
2017/ 1ST
MSID Reserves
towards the Lee County well
Water South PH III
QTR 2018
fields.
TOTALS
FUNDING SOURCE
Project Type: New or Replacement (Rep.)
C = Construction
D = Design / Engineering
PD = Preliminary Design / Engineering
7
PL = Planning / Concept Development
LA = Land Acquisition
15
Item Number
4019
Item Name Culvert Replacement Phase IVc
Description
Design & Build the next 5 culverts identified in 2011 Facilities Inventory Report.
Justification
5 Culverts at $40,000 each = $200,000
Cost Calculation
Design
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
Proposed
Funding
$200,000
$
-
Assessments
$200,000
LA-MSID Reserves
Loan Funding
16
$0.00
$0.00
$0.00
$200,000.00
$0.00
$0
4020
Item Number
Item Name
Weir Replacement Phase IV
Description
Construct 2011 Critical Weirs (4 Estimated)
Justification
These weirs were determined to have a 5 (worst condition) rating.
S-H-2, S-46-29-3, S-BP-1, S-57-4-2
Inspect
Permit
Construction
Land / Equip.
$1,645,120
Total Cost
Grant Funding
$
-
as extrapolated on Florida RUS Bulletin 1780-9 (2.82%) =
(Estimated at $400,000.00 each)
$0.00
$45,120.00
$0.00
$1,600,000.00
$0.00
Proposed
Funding
Loan
Assessment Funding $
-
Typical New Structure
17
Loan Funding
$1,645,120
4055
Item Number
Item Name
Hendry Extension Widening PI
Description
Construction of Three Miles of Hendry Extension Canal Widening
Justification
Provides for water quality improvements, additional revenue, storage and a match to the watershed.
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
$0.00
$32,000
$0.00
$0.00
$32,000.00
$0
Funding
Assessment Funding
$32,000
Loan Funding
LA-MSID Reserves
$0
Other Funding
$0
Hendry Extension Canal Widening
Hendry Extension Canal Widening Aerial
18
4030
Item Number
Item Name
Dog/Hendry Waterways Connection
Description
Design Canal and Culvert crossing between S-D-1 and S-H-1.
Justification
Will provide a waterway to relieve Bedman Creek and further utilize Carlos Waterway.
Inspect
Permit
Construction
Land / Equip.
400,000.00 as extrapolated on Florida RUS Bulletin 1780-9 (9.2%)
$
$75,000.00
$0.00
$0.00
Proposed
Funding Assessments
$75,000.00
Total Cost
Grant Funding
$
$
Assessment Funding
-
$75,000
Loan Funding
Hendry Canal
Dog Canal
Dog-Hendry Connection Aerial
19
$
-
4067
Item Number
Item Name GS 10 Caloosahatchee Crosslink
Description
Construct the excavation and infrastructure of Section 10, connector parcels and Greenbriar.
Justification
including Hickeys Creek and Dog Canals.
Inspect
Permit
Construction
Land / Equip.
$ 100,000 as extrapolated on Florida RUS Bulletin 1780-9 (6.2%)
7,000,000
-
Total Cost
$
7,000,000.00
Grant Funding
$
7,000,000
Proposed
Assessment Funding
Other Funding
0
ECWCD
20
0
Item Number
4061
Item Name
West Marsh Structures
Description
Build an inlet in South Marsh, master and 2 low-flow structures in West and a Flow Measurement Station.
Justification
Inspect
Permit
Construction
Land / Equip.
Total Cost
Proposed
Funding
$1,220,000.00
Assessment Funding
Grant Funding
0 Loan Funding
LA-MSID Reserves
Other Funding
West Marsh
West Marsh Aerial
Typical Sharp Crest Weir
21
$0.00
$20,000.00
$0.00
$1,200,000.00
$0.00
$1,220,000
4029
Item Number
Item NameHalfway Pond/Moving Water South PH III
Description
Justification
Inspect
Permit
Construction
Land / Equip.
Total Cost
$
100,000.00
Grant Funding
$
50,000
$
$
100,000
-
Proposed
Funding SFWMD/LA-MSID Reserves
Assessment Funding $ 50,000
Loan Funding
ECWCD
22
$
-
PRIORITY
RANKING
PROJECT
NUMBER
PROJECT
TYPE
DES
1
4008
Rep.
D/C
2
4029
New
D
3
4030
New
C
4061
New
C
PROJECT
NUMBER
PROJECT
TYPE
DES
PRIORITY
RANKING
PROJECT
ACTIVITY
START / FINISH
Design & Build the next
Culvert Replacement 5 culverts identified in 1ST QTR 2019 / 2ND
Phase IVd
2011 Facilities Inventory
QTR 2019
Report.
FUNDING
SOURCE
Engineering &
Permitting
Inspection Costs
Construction
Costs
Land/Equipment
Purchase
TOTAL
FUNDING
Grant
Funding
Assessments/
Spoil / Misc. /
In-Kind
Loan Funding
Other
Funding
NEW DEBT
SERVICE
AMOUNT
DEBT
SERVICE
START DATE
Funding
Status
LA-MSID
Reserves
0
0
200,000
0
200,000
0
200000
0
0
0
N/A
Secured
207,500
0
0
0
207,500
103,750
103,750
0
0
0
Unknown
Unknown
0
21,150
750,000
0
771,150
0
771,150
0
0
0
Unknown
Unknown
0
50,000
0
0
50,000
0
0
0
50,000
0
N/A
Secured
$207,500
$21,150
$950,000
$0
$1,178,650
$103,750
$1,074,900
$0
$0
$0
DEBT
SERVICE
START DATE
Funding
Status
Re-establish flows
Halfway
from the southern
1ST QTR 2018/
SFWMD/LAPond/Moving
areas of District south
4TH QTR 2018 MSID Reserves
Water South PH III
towards the Lee
County well fields
Construct Canal and
Dog/Hendry
2ND QTR
Culvert crossing
Waterways
2019/1ST QTR
Assessments
between S-D-1 and SConnection
2020
H-1.
Inspection for
West Marsh
Excavation PII.
4TH QTR 2019/4TH
LA-MSID
Excavation PII
Coincides with SR 82
QTR 2020
Reserves
Widening SII
PROJECT
ACTIVITY
START / FINISH
FUNDING
SOURCE
23
Item Number
4019
Item Name Culvert Replacement Phase IVd
Description
Justification
5 Culverts at $40,000 each = $200,000
Cost Calculation
Design
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
Proposed
Funding
$200,000
$0
Assessments
$200,000
LA-MSID Reserves
Loan Funding
24
$0.00
$0.00
$0.00
$200,000.00
$0.00
$0
4029
Item Number
Item NameHalfway Pond/Moving Water South PH III
Description
Justification
Inspect
Permit
Construction
Land / Equip.
Total Cost
$
207,500.00
Grant Funding
$
103,750
$
$
200,000
7,500
-
Proposed
Funding SFWMD/LA-MSID Reserves
Assessment Funding
#######
ECWCD
25
Loan Funding
$
-
4030
Item Number
Item Name
Dog/Hendry Waterways Connection
Description
Construct Canal and Culvert crossing between S-D-1 and S-H-1.
Justification
Will provide a waterway to relieve Bedman Creek and further utilize Carlos Waterway.
Inspect
Permit
Construction
Land / Equip.
$
-
$0.00
$21,150.00
$0.00
$750,000.00
$0.00
Proposed
Funding Assessments
$771,150.00
Total Cost
Grant Funding
$
$
Assessment Funding $771,150
26
Other Funding
$
-
Item Number
4061
Item Name
West Marsh Excavation PII
Description
Inspection for Excavation PII. Coincides with SR 82 Widening SII
Justification
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
Proposed
Funding
$50,000.00
Assessment Funding
0 Loan Funding
27
$0.00
$50,000.00
$0.00
$0.00
$0.00
LA-MSID Reserves
Other Funding
$50,000
PRIORITY
RANKING
PROJECT
NUMBER
PROJECT
TYPE
DES
PROJECT
ACTIVITY
START /
FINISH
FUNDING
SOURCE
Engineering &
Permitting
Inspection
Costs
Construction
Costs
Land /
Equipment
Purchase
TOTAL
FUNDING
Grant Funding
Assessments/
Spoil / Misc. /
In-Kind
Loan Funding
Other Funding
NEW DEBT
SERVICE
AMOUNT
1
4008
Rep.
D/C
Culvert
Replacement
Phase IVe
Design & Build the
next 5 culverts
identified in 2011
Facilities Inventory
Report.
1ST QTR 2020
/ 2ND QTR
2020
Assessments
0
0
200,000
0
200,000
0
200,000
0
0
0
N/A
Secured
2
4029
New
C
LA-MSID
Reserves
0
84,600
3,000,000
0
3,084,600
0
0
3,084,600
0
226,921
Unknown
Unknown
PRIORITY
RANKING
PROJECT
NUMBER
PROJECT
TYPE
DES
FUNDING
SOURCE
$0
$84,600
$3,200,000
$0
$3,284,600
$0
$200,000
$3,084,600
$0
$226,921
Construct waterways
Halfway
1ST QTR 2019
and infrastructure and
Pond/Moving
/ 2ND QTR
establish storage
Water South PH III
2020
areas.
PROJECT
ACTIVITY
START /
FINISH
28
DEBT SERVICE
Funding Status
START DATE
DEBT SERVICE
Funding Status
START DATE
Item Number
4019
Item Name Culvert Replacement Phase IVe
Description
Justification
Justification
5 Culverts at $40,000 each = $200,000
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
Proposed
Funding
$200,000
$0
Assessments
$200,000
$0.00
$0.00
$0.00
$200,000.00
$0.00
Assessments
Loan Funding
29
$0
4029
Item Number
Item Name
Halfway Pond/Moving Water South PH III
Description
Construct waterways and infrastructure and establish storage areas.
Justification
Part of the SFWMD Watershed Initiative and CRWPP. It will also reduce flows that go to the District
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
$ 5,000,000 as extrapolated on Florida RUS Bulletin 1780-9 (6.2%)
$ 5,000,000 as extrapolated on Florida RUS Bulletin 1780-9 (2.3%)
Proposed
##########
$
-
#
Assessment Funding $
30
-
Other Funding
ts outfalls
31
PRIORITY
RANKING
PROJECT
NUMBER
PROJECT
TYPE
DES
PROJECT
ACTIVITY
START /
FINISH
FUNDING
SOURCE
Engineering &
Permitting
Inspection
Costs
Construction
Costs
Land /
Equipment
Purchase
TOTAL
FUNDING
Grant Funding
Assessments/
Spoil / Misc. /
In-Kind
Loan Funding
Other Funding
NEW DEBT
SERVICE
AMOUNT
1ST QTR 2020
/ 2ND QTR
2020
LA-MSID
Reserves
0
0
200000
0
200,000
0
200000
0
0
0
N/A
Secured
Jan. 2020
Unknown
1
4019
Rep.
D/C
Culvert
Replacement
Phase IVe
Design & Build the
next 5 culverts
identified in 2011
Facilities Inventory
Report.
2
4099
New
C
Replacement
Bridge
Build a replacement
Bridge
1ST QTR 2019
/ 2ND QTR
2020
Loan
0
20,000
2,000,000
0
2,020,000
0
0
2,020,000
0
148,603
PRIORITY
RANKING
PROJECT
NUMBER
PROJECT
TYPE
DES
ACTIVITY
START /
FINISH
FUNDING
SOURCE
$0
$20,000
$2,200,000
$0
$2,220,000
$0
$0
$2,020,000
$0
$148,603
PROJECT
32
DEBT SERVICE
Funding Status
START DATE
DEBT SERVICE
Funding Status
START DATE
Item Number
4019
Item Name
Culvert Replacement Phase IVe
Description
Justification
Justification
5 Culverts at $40,000 each = $200,000
Inspect
Permit
Construction
Land / Equip.
Total Cost
Grant Funding
Proposed
Funding
$200,000
$0
Assessments
33
$200,000
$0.00
$0.00
$0.00
$200,000.00
$0.00
LA-MSID Reserves
Loan Funding
$0
4099
Item Number
Item Name
Replacement Bridge
Description
Build a replacement Bridge
(1 Bridge Estimated)
Justification
The District has 22 Bridges with the oldest ones built in 1960 and the newest ones built in 1994.
Cost Calculation
Design
Inspect
Permit
Construction
Land / Equip.
$
-
$0.00
$20,000.00
$0.00
$2,000,000.00
$0.00
Proposed
Funding
Loan
$2,020,000.00
Total Cost
Grant Funding
$
Assessment Funding
34
Loan Funding
AGENDA ITEM SUMMARY
SUBJECT:
Meeting Date
2F - 2017-2021 Strategic Plan
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-089
2F
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
Move to approve the 2017-2021 Strategic Plan.
2
What the action
accomplishes:
Provides for a management and action plan for the next five years. Tries to anticipate
current District direction and future trends of interest.
3
Fiscal impact:
40 hrs. staff time.
4
5
Staff comments:
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
LEHIGH ACRES MUNICIPAL SERVICES
IMPROVEMENT DISTRICT
STRATEGIC PLAN
OCTOBER 1, 2016-SEPTEMBER 30, 2021
APPROVED BY THE BOARD OF COMMISSIONERS
June 15, 2016
1|Page
LEHIGH ACRES MUNICIPAL SERVICES IMPROVEMENT
DISTRICT
Table of Contents
3.
Introduction from the Chairman of the Board
6.
Contributors
4.
7.
8.
9.
10.
Executive Summary
Mission, Vision Statements
Values Statement
Organizational Chart
Organization Profile and History
15
SWOT Analysis, Critical Issues and Strategies
25.
Opportunities
20.
26.
28.
Weaknesses
Threats
Program Objectives, Strategies, and Goals
1|Page
Introduction from the Chairman of the Board
XXXX, 2016
Dear Fellow Residents and Assessment Payers:
As Chairman of the Board of Commissioners I am pleased to present the five-year Strategic Plan
adopted by the Lehigh Acres Municipal Services Improvement District to guide us into the our next fiveyear cycle. The Plan is the culmination of hard work, scientific information, and out-of-the-box thinking.
It provides insight into the District’s operational philosophy.
The Board of Commissioners and District staff have diligently worked to maintain assessment
rates Over the last six years, the Board and staff have worked hard to hold assessment rates at $26.29 per
quarter acre while completing all of the necessary tasks of maintaining the water control system. As well
as making strides to build relationships with local and state government agencies and establish a collegiate
effort to finding creative, out-of-the-box solutions to our area’s stormwater issues. We have found
alternative revenue sources such as our sale of easements to the Florida Department of Transportation for
$3.2 million and a grant from the Florida Department of Environmental Protection for $1.22 million. In
2016, we broke ground on our Southwest Lehigh (ABSORB) project and the replacement weir project on
Homestead Road.
Commented [KO1]: How about: “succeeded in holding the”
These funds will allow the District to complete additional stormwater storage requirements and
update our aging infrastructure. As our population increases, the threat of flooding inside and outside of
the District boundaries is imminent. As a result of this threat, the Board is committed to solving the storage
problem in the most efficient way. Staff and Commissioners continue to work with dignitaries and
agencies to find projects to help identify solutions to the areas water issues, like the GS-10 Caloosahatchee
Crosslinke Project.
In 2015, our agency underwent a transition from the East County Water Control District to the
Lehigh Acres Municipal Services Improvement District due towith the help of Representative Matthew
Caldwell. The transistion includes the potential for new authorities and the need for a new identity. The
Board of Commissioners adopted a new mission and vision statement as well as new logo. The stormwater
storage plan and assessment was set in motion in 2006 and is continually updated. As a result, the Board
adopted its mission statement, a set of values and a vision statement.
We update thise plan annually to incorporate new regulations, science and ideas. I hope it provides
you with valuable information about Lehigh Acres and the Lehigh Acres Municipal Improvement District.
Sincerely,
J. Nathan Stout
Kenneth K. Thompson
Page | 2
Commented [KO2]: Insert “Services”
Commented [DL3]: Needs
Ken’s text.
Executive Summary
The Board of Commissioners and staff of the Lehigh Acres Municipal Services Improvement District
are proud to present this 5-year “Strategic Plan” for October 1, 2016 through September 30, 2021.
Lehigh Acres Municipal Services Improvement District (LA-MSID), a Florida Statutes Chapter 189
Special District was created on June 10, 2015 The former East County Water Control District was
created in 1958 to drain the land for development. ECWCD had since moved to a more balanced
“water control” strategy as the demand for more water has increased over the years. The District
has made steady progress building the infrastructure needed to balance drainage, water storage,
water quality and aquifer recharge, but there was no real impetus for major change until the 20042006 real estate boom.
This boom was cause for great concern because the increase in residents meant an increased need
for storage and infrastructure. The real estate boom of the mid-2000’s nearly doubled Lehigh Acres’
population and greatly impacted ECWCD’s operations. At full build-out Lehigh Acres would be
home to approximately 300,000 people.
ECWCD realized that it did not have the science available to make financial decisions that would
impact the whole community. During this time, ECWCD became involved in the South Florida Water
Management District’s (SFWMD) Caloosahatchee River Partners in Restoration and Lehigh
Headwaters Initiative.
Subsequently, a joint review was conducted by ECWCD and SFWMD which identified inadequacies
within the ECWCD water control system that would be exacerbated by the real estate boom and
eventual full build-out. Several potential future projects were identified to help mitigate the current
system’s shortfalls and plans for the future.
The recent recession began in 2007 and some argue that it could be felt more in Lehigh Acres than
anywhere else in the nation. The recession led to many foreclosed homes, along with the loss of
many jobs in Lehigh Acres, and a reduction in population, prompting a visit by President Obama to
the area in 2009. These detrimental factors temporarily limited the need for some large-scale
immediate improvements to ECWCD’s system. The recession has slowed the immediate need for
large scale projects; however, the needs identified for future build out must still be addressed.
An “ADA Engineering Report” from 2007 indicated a potential failure of the Harns Marsh levies
during a 100-year storm. Many of the projects listed in the 2015-2016 Capital Improvement Plan
Page | 3
Commented [KO4]: Do you want to leave all the ECWCDs in
here?
are directly related to the results of the ADA study. The report indicated that a shortage of
stormwater storage exists and must be addressed soon.
The first five-year strategic plan was presented in fiscal year 2007/2008 and has been updated
annually.
The goals, objectives and strategies outlined at the end of this report have reinforced our
commitment to:
 provide the best level of general maintenance of our conveyance system
 continue to develop a high-quality, motivated and well-trained work force
 renew or replace substandard infrastructure
 plan and progress toward build-out goals
 secure low-cost financing and/or grant funding for our projects
 provide a consistent level of services in a cost-effective and efficient manner
The Board of Commissioners have adopted revised prior Strategic Plans on these dates:
September 8, 2009
January 22, 2010
June 21, 2010
July 18, 2011
June 18, 2012
June 17, 2013
August 18, 2014
July 20, 2015
Xxxx xx, 2016
Page | 4
Contributors
Board of Commissioners:
Kenneth K. Thompson, Chairman, Seat 3
Michael J. Welch, Vice Chairman, Seat 1
David Deetscreek, Treasurer, Seat 2
Michael Bonacolta, Secretary, Seat 4
J. Nathan Stout, Board Member, Seat 5
Staff:
David E. Lindsay, District Manager
Michael S. Cook, Assistant District Manager
Kathryn M. O’Brien, Comptroller
William Walker, Water Resource Manager
Carla Brantley, Assistant to the Manager
Consultants:
B. Lee Flynn, District Engineer, Aim Engineering & Surveying, Inc.
Mary Viator, District Counsel, Caldwell Pacetti Edwards Schoech & Viator LLP
Page | 5
Mission, Vision & Values Statements
Mission Statement
Lehigh Acres Municipal Services Improvement District’s Mission Statement
Adopted 7/20/2015
LA‐MSID is dedicated to preserving and managing natural and community resources by providing: safe,
reliable, and high‐quality services to its constituents in an environmentally and financially
responsible manner.
Vision Statement
Lehigh Acres Municipal Services Improvement District’s Vision Statement
Adopted 8/11/2015
LA‐MSID, through the efforts of dedicated elected officials and employees, will deliver the highest quality
services, provide a fair and orderly system of governance, and protect the area’s environmental
and community resources.
Page | 6
Values Statement
January 11, 2007
Diversity of our workforce
We want to maintain the diversity of our workforce to be consistent with the diversity of our community.
Integrity
We take pride in our work and are accountable and trusted to carry out our responsibilities with honesty
and integrity.
We believe highly skilled and ethical managers are the foundation of a solid team.
Service
Our ultimate responsibility to our assessment payers is our commitment to maintain District Property and
Natural Resources at the highest possible level.
Teamwork
We believe that the basis for an effective team is built with well-qualified, well-trained individuals that take
the initiative to seek personal development.
Employees must feel free to show initiative, take leadership and make suggestions to solve problems.
Respect
We are committed to building an honest, fair and ethically sound relationship with both public and private
organizations.
All individuals are unique and important, and will be treated with fairness, dignity and respect.
Innovation
We are committed to using innovation, technology and best management practices to provide excellent
service to all our residents.
Community Involvement
We strongly believe in community involvement and actively participate in various local civic organizations.
Trust
We promote open communication, cooperation and teamwork which are shared responsibilities that are
essential to the successful performance of our employees.
Page | 7
Page | 8
Organization Profile and History
The Lehigh Acres Municipal Services Improvement District
Prior to the 1940’s, eastern Lee County and Western Hendry County was a sparsely
populated agricultural area comprised of virtually flat land dotted with pristine pine flat-woods
and pocked with numerous wetland areas. This type of eco-system allowed the 110 square mile
area now known as the Lehigh Acres Municipal Services Improvement District (LA-MSID), to
provide a significant amount of groundwater recharge. State Road 82 was a ridge and an old
cattle route used for bringing herds of cattle to Punta Rassa for shipment to market. During the
period leading to the1960’s, water was seen as the common enemy of the State of Florida and the
primary objective was to drain it and prepare the land for development.
Inspired by the ingenuity of Lee Ratner, one of Lehigh Acres’ original developers, and the
concern of the state, Judge Archie M. Odom handed down an order on May 5, 1958 creating
ECWCD – a political sub-division of the State of Florida. At that time, the State of Florida allowed
developers to create drainage districts that would operate under Chapter 298 of the Florida
Statutes. Chapter 298 allowed ECWCD to sell bonds, develop drainage infrastructure, operate and
maintain the infrastructure and assess non ad-valorem taxes to pay for the work, among other
powers. Enabling legislation was added that provided for five Supervisors to govern the new
district.
As Lee Ratner and “Lee Land and Title” (Lehigh Corporation) developed roads and the other
necessary infrastructure to prepare Lehigh Acres for development, East County Water Control
District was engaged to implement the creation and maintenance of a drainage system. During this
era, the method of electing the Board of Supervisors for ECWCD was by one-acre, one vote. Lehigh
Page | 9
Corporation owned the vast majority of the land and therefore controlled ECWCD. The Board for
Lehigh Corporation was also the Board for ECWCD. As the land was platted for development, the
canals, lakes, and other infrastructure were dedicated to ECWCD (other canals and lakes that were
owned by Lehigh Corporation were also deeded to ECWCD).
It was not until the mid-1970’s that the State of Florida discovered damage due to the “over-
draining” in Lehigh Acres and the overall negative effect that this was having on Florida’s water
resources. In 1975, steps were taken to correct the situation when the State and Federal agencies
performed a rapid investigation on the practice of wetland drainage. Their final report determined
that there was extreme “over-draining” of stormwater from ECWCD lands. Governing agencies
forced the ECWCD to install water control structures in their canal system to better manage the
stormwater.
In 1979, ECWCD evolved from a drainage district to a water control district in order to
preserve and protect water reserves using a combination of drainage, storage, and water best
management practices. In 1988, Lehigh Corporation began to lose control of the Board’s decision
making power when legislation was approved to change the election of ECWCD Board Members to
a general, popular vote. Lehigh Corporation completely lost power of ECWCD by 1990.
ECWCD plays a crucial role in the community by preserving and protecting water resources
in an area burdened with both intense drought and rainy seasons. Lehigh Acres averages 52 inches
of rain per year, with actual totals ranging between 36 and 80 inches per year. The rainfall is
seasonal with three to four months during the summer contributing the majority of rain, with
tropical systems also contributing to the total (Scholl).
All of ECWCD’s stormwater discharges through one of the four (4) existing outfalls to the
Caloosahatchee River. From west to east they are: 1) Orange River 2) Hickey’s Creek 3) Bedman
Creek 4) Carlos Waterway. The Caloosahatchee River transitions into the Gulf of Mexico in areas
known as estuaries. These estuaries are sensitive to an overabundance of salinity and/or fresh
Page | 10
water. ECWCD’s stormwater may contribute to the problem of too much freshwater during the
rainy season.
Lehigh Acres experienced a construction and real estate boom beginning in 2005 that
preceded the boom nationwide. Real estate prices increased tremendously, the population swelled
and ECWCD, along with all governments began revising their Capital Improvement Plans to reflect
the rapid growth. Practically all delinquent ECWCD assessments were paid as the underlying land
gained value and ECWCD revenues exceeded budget projections. ECWCD was also able to sell spoil
(dirt) to support the construction boom. These factors and others helped ECWCD keep assessment
rates low.
During the real estate boom, a modeling study was commissioned and performed by ADA
Engineering, to analyze population growth and future flooding potential.
This report was
completed in 2007 and indicated that ECWCD will be approximately 15,000 acre-feet short of
needed storage when Lehigh Acres is completely built-out. Following the completion of this study
the ECWCD Board immediately began to look for solutions to the District’s stormwater storage
problem. ECWCD has been striving for affordability and effectiveness as it pursues innovative
solutions to issues that were identified in the modeling report. Beginning in 2007, signs of a
recession began to become apparent and by the summer of 2008, the nation was in a full-blown
recession.
In May of 2008, the Lee County 20/20 Program agreed to purchase 200 acres adjacent to
Harns Marsh (known as the West Marsh). Lee County has allowed ECWCD to create a stormwater
system on this parcel to provide better water quality in the Orange River and provide additional
storage for high-flow rain events. Preliminary design was completed in 2010 and the District signed
a Memorandum of Understanding with the Lee County Board of County Commissioners for
Maintenance of the West Marsh on 12/11/2008. The final design and permit submission for the
West Marsh were completed in April, 2015.
Page | 11
In April 2012, funds became available from the South Florida Water Management District to
design and construct a pump station at Halfway Pond, also known as “Moving Water South, Phase
I”. This project was identified in the 2007 ADA report as part of the storage solution. The
construction for this project was completed in October 2012 and contributed at least 1,000 acre-
feet towards reducing the District’s storage deficit. along with providing freshwater relief to the
estuaries in the Caloosahatchee River.
In 2014, the recession had run its course. Existing abandoned homes were being bought,
new were being built, home prices were on the rise and the State of Florida was realizing a
substantial revenue increase. The Board and staff were as determined as ever to accomplish their
mission, while being sensitive to the current economic pressures that were still facing our residents
and the world around us.
On June 10, 2015, Governor Rick Scott signed Chapter 2015-202 into law. With this action,
ECWCD was dissolved and the Lehigh Acres Municipal Services Improvement District (Lehigh Acres
MSID) was created. All acts, property, obligations, and liabilities of the former ECWCD were
transferred to the newly created Lehigh Acres MSID.
What this change in law and the creation of the Chapter 189 special district helps achieve is
a more clearly defined scope of our services – which remain what they have always been: drainage
and flood control; conservation and mitigation; irrigation; navigation; roads/bridges; and limited
parks powers. The new law was significant as it provided the potential to oversee streetlights,
sidewalks, community signage, local planning, and water and sewer for the Lehigh Acres
community.
As part of this change, legislators provided language that would allow Lehigh Acres MSID to
study these new powers. However, these are not automatic powers. If the results of the study are
favorable, the Lehigh Acres MSID must first enter into an agreement with Lee County and present
our community with a referendum vote in a regular general election.
Page | 12
Great consideration was given to the powers added into Lehigh Acres MSID’s legislation;
consequentially, with the passage of this bill it is clear legislators felt these powers could be
appropriately governed by the expertise of our board and staff.
The five-member, publicly elected Board of Commissioners of ECWCD ECWCD will continue
to serve as the Lehigh Acres MSID Board of Commissioners and their terms of office will remain the
same. ECWCD was funded previously through non-ad valorem assessments – an annual flat-rate tax
that is based on the size of a parcel, not its value— and this will continue to be the same manner in
which Lehigh Acres MSID is funded.
Page | 13
Understanding This Strategic Plan
This strategic plan utilizes a traditional SWOT-style analysis. The acronym SWOT stands for
Strengths, Weaknesses, Opportunities and Threats.
Strengths are internal and are assets, resources or conditions of our District that the
Commissioners or staff can control and give us an advantage over others; they can be budgetary,
controls, activities or policy driven, etc.
Weaknesses are internal and are assets, resources or conditions that the Commissioners or
staff can control and improve upon; they can be budgetary, controls, activities or policy driven, etc.
Opportunities are external and are factors or conditions that the Commissioners or staff can
exploit to its advantage such as things that are controlled by other agencies, private entities or the
public, that is or can be a benefit for LA-MSID. They can be county or state policy, commodity
pricing, the economy or public attitudes, etc.
Threats are external and are factors or conditions that the Commissioners or staff cannot
control; or things that are controlled by other agencies, private entities or the public, that is or can
be a detriment to LA-MSID. They can be county or state policy, commodity pricing, the economy or
public attitudes, etc.
Program Objectives, Strategies and Goals (OSG) make up the final section. Each of these
OSGs are directly derived from the strengths, weaknesses, opportunities or threats listed herein.
These OSGs will guide the District to become stronger over the next five years.
Page | 14
Critical Issues and Strategies
SWOT ANALYSIS
STRENGTHS (Internal)
1. Professional Staff
LA-MSID staff members are highly-trained in their field. The list below highlights some of LAMSID’s in-house skills. Our employees bring with them a variety of additional skills that have been
a great help in special projects:
• Five operators with skills on many types of heavy equipment: track hoe, loader, dozer,
grader, skid steer, back hoe, TRUXOR, dump truck, low boy
• Six skilled slope and flat mower operators, plus back-ups
• Four licensed pesticide applicators, plus back-ups
• Three experienced telemetry technicians
• Six welders and fabricators
• Two mechanics
• Highly skilled and educated administrative staff with members holding a combination of six
bachelor or master’s degrees in: Public Administration, Business, Public Relations,
Engineering Technology in Construction, Engineering Technology, Accounting, Management
and Supervision, etc.
• Three with varying levels of accounting experience
• Very knowledgeable and active public relations staff
LA-MSID strives to hire quality employees and provide the proper level of training, while also striving
to maintain a motivated workforce with positive attitudes.
2. Use of Technology – The Commissioners and staff believe in the “do more with less” philosophy.
LA-MSID is an organization that prides itself in regularly using technology to be more efficient
and/or save money as indicated in the following areas:
•
•
•
The District’s web site was developed and is maintained by District staff.
Software: AccuFund Accounting Suite, on-line banking with positive pay which eliminates
check writing fraud, Excel, Access, telemetry, GIS, RTA vehicle maintenance software, GPS
Tracking, Time and Attendance Management, Word Press, Microsoft Project, newly
developed LA-MSID-specific databases and Outlook.
Herbicide chemicals: selection, testing, invert spray rig, many staff innovations.
Page | 15
•
•
•
•
•
•
•
•
•
•
•
Heavy equipment: modernized upon replacement, invert spray trucks, increased fuel
efficiency, skid steer with many attachments, AQUA-BARRIERS and the TRUXOR amphibious
vehicle and attachments.
GIS: budgeting, mail outs, mapping, tax roll certification, reporting, permits, and facility
inventory.
Databases: complaints, maintenance records, parcels, permits, agenda item sheets, publicly
available database use.
Telemetry: water control structures, weather stations, video
Communication: website, community outreach events/education, news releases, weather
station
Information Technology - two-way radios, wireless laptops, GPS tracking systems on most
vehicles and equipment
Procurement Card Program: Makes transactions simpler, accounts payable processing more
efficient; reduces bank fees, reduces check stock and postage expense and can provide a
return of funds based on spending. The program also allows the District to monitor credit
card usage and easily change individual credit levels on an as needed basis.
Paperless processes and reporting: Board meetings, financial reporting, scanning archives
and web site.
Mobile Management and rights-of-way inspections: The Water Resources Manager is much
more efficient and can access the Lee County Property Appraiser website etc., to allow them
to “Manage on the Move”.
Time-clock using new technology: provides the District with a method of tracking employee
time and attendance, complimented by auto entry into our accounting software, eliminates
exhausting and error-filled paper methods while enhancing security along with saving staff’s
precious time.
Culvert replacement: Staff has completed five culvert replacement projects using a new sliplining method that will save time and money. Staff is utilizing new “aqua-barrier” technology
to quickly and efficiently coffer-dam our projects.
LA-MSID strives to stay on the cutting edge of technology, specifically when LA-MSID can save valuable
time and money or provide a superior service. Staff needs to stay current with changing technology
and only recommend purchases to the Board that make fiscal and practical sense, under all economic
conditions. Highly-trained staff, at proper operating levels, must be retained to ensure the efficiency
of data entry and the overall accuracy and location of our data. Staff needs to increase efficiency and
effectiveness of the technology as replacement of equipment becomes necessary.
3. Open and Progressive Board of Commissioners – The Board realizes that they must always
look to the future population growth and to employ long-range planning efforts. They have
commissioned several studies that will provide the science and facts needed to make the most
prudent decisions, even though the decisions made may not be popular to all. The Commissioners
Page | 16
also act on issues based on the state of the economy and the understanding of how tax assessment
increases affect the residents of the District.
LA-MSID strives to increase the community education effort, so that the public can continue to support
the work of the Board.
4. Central Location and Modern Facilities – LA-MSID’s campus sits on an 8.7 +/- acre parcel that is
very centrally located. The District’s campus is comprised of three modern buildings which are
home to the District’s administrative facility. They include an administration building that, in
addition to office space, houses a multi-purpose room that is used for public board meetings and a
polling place; a fleet maintenance facility which includes a fuel station and wash-bay; and a
renovated chemical storage facility.
4.5.
They include a multi-purpose room that is used for public board meetings as well as a
polling place and a maintenance facility which includes a fuel station and wash-bay, along with a
renovated chemical storage facility, providing staff with a the most efficient work site. The District’s
facility upgrades have allowed staff to complete projects as quickly as possible, and in turn helps to
keep assessments low. Staff has recently completed a new equipment storage facility to keep
dormant equipment out of the weather, resulting in a much longer lifespan.
The campus is fully serving our current needs. There is also undeveloped land for two additional
buildings on our site for future growth, if needed. The site work that is in place provides for all
stormwater, sanitary sewer, potable water and space for parking needs of any additional buildings.
The Board and staff should continue planning over the next several years to anticipate any necessary
growth.
5.6.
Great Backbone Drainage System – Construction of LA-MSID’s drainage system began in
the 1950’s when water was considered the “common enemy” of the State of Florida. The State
determined that following the construction and operation of the canal system, LA-MSID’s system
over-drained the land, forcing LA-MSID to build a weir system. In the 1990’s LA-MSID changed its
philosophy to water control, rather than stormwater drainage only. Our goal is for all LA-MSID
weirs to operate at a lower elevation to provide flood protection in the wet season. In the dry
season, our goal is for all weirs to operate at a higher elevation in an attempt to hold more water in
our system and to recharge the surficial and sandstone aquifers, as well as provide adequate
aquaculture for native flora and fauna.
LA-MSID’s system will continue to be maintained and improved when practicable, to provide the
maximum storage, flood control, aquifer recharge, aqua culture and water quality for the assessment
payers and the environment. District staff operates under a maintenance plan (updated every year)
and a facility operations manual. The District is always looking for opportunities to expand its storage
capabilities.
6.7.
Necessary Capital Projects and Purchases – LA-MSID has been very diligent for more than
a decade, constantly rebuilding ailing infrastructure and replacing capital equipment. We have
replaced or constructed 21 water control structures (weirs). We have replaced 96 culvert crossings.
Our capital equipment is replaced on a revolving plan and is kept up to date. We have sought out
and cemented partnerships with peer organizations/agencies to secure funding for crucial capital
projects without the need to increase assessments.
Page | 17
Commented [KO5]: The “They” is talking about buildings, not
rooms. I would reword this to :They include an administration
building that, in addition to office space, houses a multi-purpose
room that is used for public board meetings and a polling place; a
fleet maintenance facility which includes a fuel station and washbay; and a renovated chemical storage facility.
LA-MSID will continue its program of a 5-Year Facilities Inventory (inspecting one-quarter of our
infrastructure, every year), 5-Year Capital Improvement Plan (updated every year), Strategic
Planning (updated every year), District modeling (updated as necessary) and a 5-Year Capital
Purchase Plan (updated every year). The District is also completing its fifth year of in-house culvert
replacements (total of 27 culverts replaced in 5 years).
Commented [KO6]: 1/5? Or is it a 4-year inventory? Or do you
take a year off?
7.8. Sense of Community – While the Board of Commissioners and staff have always put F.S. Chapter
189 and 298 powers prescribed by the state and its special acts at the forefront, they are also very
much in tune with community organizations and their activities. If there is any way to provide a
win-win situation for LA-MSID and the local community, the Board will seriously consider the
action.
The Board and staff attempt to always be in-tune with the community’s needs. LA-MSID needs to
continue its collaboration with all related planning organizations to ensure the best potential outcome
for our residents, as it relates to our powers. The Community Project Specialist has implemented
several community based educational events that have been widely applauded and well attended.
8.9.
Good Relationships with Agencies and Entities – The Board maintains great
relationships with our local legislators and County Commissioners. The staff has many contacts
with various departments in Lee County, South Florida Water Management District, FDEP and
FDOT. We feel it is vitally important for us to keep all working relationships intact regardless of the
local political climate.
Relationships with other elected officials, agencies and entities will continue to be maintained and
nurtured. Staff will provide data and assistance to these agencies while cooperating on Inter-local
projects that can save tax dollars while providing an overall benefit to both agencies.
9.10.
Financial Position – LA-MSID has enjoyed an unqualified audit for many years and has
received “no management comments” for the last seven years. LA-MSID have been no assessment
increases for six-years running. The District has received the Distinguished Budgeting Award for
six years, as presented by the Government Finance Officers Association of North America.
The District’s mission is to preserve and protect water resources. As the needs of the community,
environment and staff change, the Board must acknowledge those needs by evaluating crucial projects
and assessment rates.
10.11.
Ability to Raise Revenue – LA-MSID is a multi-county, Chapter 189 Special District, and as
such has the power to levy non-ad valorem assessments. The Board weighs necessary
improvements to our system to the assessment rate needed to achieve these actions. The Board of
Commissioners is always very conservative when determining the assessment rate for the property
owners. 2015-2016 is the seventh year that assessments have not been raised. Due to LA-MSID’s
independent special district status, there is very little budgetary oversight from local government
agencies. Should LA-MSID have a crisis, we have the ability to identify the needs as well as the
means by which revenue can be raised.
Page | 18
Commented [KO7]: reword
LA-MSID’s legislative language should remain intact so as not to disturb the ability to levy non-advalorem assessments that are necessary to complete our mission.
11.12.
Steady Revenue Stream – Whereas other agencies (that depend on ad-valorem taxes as
their main source of revenue) experienced a ballooning of their revenue during the economic and
real estate boom and a collapse of revenue during the bust, LA-MSID’s revenues have been steady.
By relying on non-ad valorem assessments (based on lot size) as our main revenue source, LA-MSID
has remained at a reasonable and healthy revenue level. The nation and Lehigh Acres have been
decimated by the housing slump, higher property taxes and fluctuating fuel prices. Other
governments have been forced to limit their revenues by new general legislation. The legislature
has not limited the Lehigh Acres Municipal Services Improvement District’s ability to raise revenues
if necessary to maintain its infrastructure, operations and future projects to preserve and protect
water resources.
LA-MSID will continue to be active with the Florida Association of Special Districts (FASD) and be
willing to participate and/or support actions by the FASD that will protect LA-MSID, its objectives and
goals. We must work with our local delegation members to educate them about LA-MSIDs public
benefit and increase their awareness of the steps we take to keep our assessments affordable while
providing necessary services.
12.13.
Ability to Maintain our Equipment and Infrastructure – The LA-MSID owns and
maintains its own fleet of heavy equipment, mowing tractors, spray equipment, vehicles, and
smaller mowing equipment. LA-MSID has the responsibility and ability to maintain 311 miles of
canals, 25 lakes, 386 culvert crossings, 22 bridges, 78 water control structures and 1298 acres of
preserves in a manner that the community can be proud of. We are always looking for ways to
further enhance our maintenance practices.
LA-MSID strives to retain highly skilled employees. We strive to preserve the necessary institutional
knowledge and to provide needed services in an efficient manner. The District continually reviews
needed projects. Management evaluates both cost benefits and reviews staff’s advanced skills to try
and bring projects in-house when possible. Currently, the District is able to replace failing culverts
with in-house staff. The in-house replacement of culvert crossings saves the District approximately
$50,000 per culvert. LA-MSID needs to continue this in-house replacement process. LA-MSID’s staff
also has the skills necessary to perform many of the maintenance and repair activities needed to
maintain our fleet of vehicles and heavy equipment that is essential to maintain the District’s
infrastructure.
13.14.
Additional and Improved Policies – LA-MSID has an extensive list of policies and
procedures in place and is constantly updating them to stay current. There has been a lot of
discussion at the Board table about additional policies.
Staff should pursue drafting new or updated policies with vigor, as the need arises.
14.15.
Potential of New Powers - In 2015 the potential to oversee streetlights, sidewalks,
community signage, local planning, and water and sewer for the Lehigh Acres community was
added to law. As part of this change, legislators provided language that would allow Lehigh Acres
MSID to study these new powers. However, these are not automatic powers. If the results of the
Page | 19
study are favorable, the Lehigh Acres MSID must first enter into an agreement with Lee County and
present our community with a referendum vote in a regular general election.
The Commissioners can weigh-out the need for, available facts and the mood of the District’s
residents if they should decide to consider adding any of these new powers.
Page | 20
WEAKNESSES (Internal)
1. Lack of Stormwater Storage – LA-MSID has charged AIM Engineering and ADA Engineering with
the task of modeling LA-MSID’s stormwater system. The main goal of the model is to simulate buildout in Lehigh Acres, along with simulating various 25 to 100-year storm events to determine what
will happen within LA-MSID’s borders as well as the impact to areas downstream of LA-MSID. The
model results indicate that LA-MSID will be approximately 15,000 acre-feet short of storage at full
build-out of Lehigh Acres. That is equivalent to a lake that covers six-square miles, four feet deep.
The Board commissioned an extensive update to our District-wide model in March, 2015.
LA-MSID should continue modeling efforts to become more precise. In addition, we need to evaluate
various project options and take the most responsible course of action to alleviate the storage shortfall
and any other concerns. The Board and staff are working diligently to find, design and build the proper
infrastructure to stay ahead of this shortfall, while being sensitive to the economic conditions. The
Harns Marsh, Phase I and II projects, Southwest Lehigh Structures, West Marsh, Halfway Pond/Moving
Water South and our Water Control Structure rehabilitation projects are great evidence of this effort.
2. District’s Identity Is Not Clear – While this item has not transitioned to a District strength, we are
making great strides in our efforts to raise awareness of the District. The agency has been in
operations for 58 years and until the mid-2000’s public education was not an objective of the
District. We understand educating a diverse and growing population with limited resources/budget
will take time. Staff has created and maintains a website, puts out news releases, creates and
delivers community presentations and educational programs to help identify LA-MSID. In 2015, we
were faced with an entity name change and took great efforts to educate the community about
ECWCD’s services and the transition to LA-MSID. The Assistant to the District Manager works with
community partners to create educational opportunities for residents and key target audiences. We
have developed a District mascot, Able Otter, to help brand LA-MSID and educate residents and he
is a hit! LA-MSID’s Community Project Coordinator has been very active in a strong attempt to make
this a District strength.
With increased and improved news releases, we have seen progress in community awareness, but a
majority of the public is still not responding significantly and accurately to LA-MSID’s identity and
mission. News releases are regularly sent to the news media whenever possible. District activities
usually get good coverage. Staff needs to brainstorm about new methodologies to clarify and improve
our recognition. Staff has organized many successful special events, secured grants, and prepared
multiple public relations plans and grants but, perhaps suffers somewhat by the lack of funding for
District-wide outreach activities. Staff had provided a small outreach budget but a majority of funding
comes from grants and community sponsors to implement outreach programs.
LA-MSID educational, public, and internal programs have received regional and state awards and
recognition. In 2015, LA-MSID earned several local and state honors/awards for its Internal Health
and Wellness Program and public service project – Weather Station. The fifth year of the “WOW
Nature Festival” made large strides toward increasing the public’s ability to discover Lehigh Acres
Municipal Services Improvement District! The Supervisor of Election’s use of our facility as a voting
precinct has made an impact on the public in that zone of where and who we are. Other local
Page | 21
government agencies have displayed a growing interest in hosting meetings and events in the Barrett
Room.
3. Enclaves and border parcels benefiting from LA-MSID – Currently, there are approximately 40
enclaves in LA-MSID of various sizes, ranging from five acres to eighty acres that are benefiting from
our water control system on different levels. As these parcels develop, staff needs to keep a watchful
eye to determine if they are discharging into LA-MSID’s water control system. Border parcels may
also be either directly or indirectly discharging into our system. District staff has identified and
eliminated some major illegal discharges into our system in 2012/2013. As development picks up
again, staff will be more proactive with the local engineering firms in order to educate them on our
permitting requirements.
LA-MSID must take any opportunity to bring an enclave or border parcel into LA-MSID boundaries.
LA-MSID should consider charging mandatory fees to illegal dischargers, or take the necessary steps
to eliminate the discharges. We are not absorbing any enclaves in 2015. With the widening of State
Road 82, discharges from Hendry County and outparcels south of the widening will be re-directed from
LA-MSID’s drainage system.
4. Vulnerability of Failing Infrastructure - While the District has done a good job in repairing or
replacing failing culverts and water control structures (weirs), there is an abundance of culverts
and bridges in our system that could fail over the next 20 years. The cost of replacing each one of
our 22 bridges could be $2 million to $4 million, when you factor in both the design and construction
cost. In addition, we have approximately 260 metal culverts in our system that could start to fail at
a rate of 14 per year. Currently, they are failing at a rate of 5 per year.
Staff must continue its infrastructure inspection efforts by inspecting one-quarter of the District’s
infrastructure each year. The Board needs to stay apprised of all developments related to failing
structures. The Board will need adequate lead time to make preparations for funding and
replacement. Staff should continue its efforts to repair and upgrade water control structures each
year. Talks should continue with Lee County with an emphasis toward their ownership, and
participation in the replacement projects.
5. Lack of Adequate Maintenance Space on Right-of-Ways – When LA-MSID and Lehigh
Corporation dug our canal system in the 1950s through the early 1990s, attention was not given to
ensure that canals were dug in the centers of the rights-of-ways. In some isolated cases, just enough
land was secured for the width of the canal, rendering maintenance nearly impossible with
conventional methods. The end result is that the District has approximately 100 miles of canals
with little or no room for District equipment to access and maintain the canals. The District
currently has a 12+ mile circuit that a weed-eating crew maintains. That type of maintenance is
inefficient and dangerous and today’s circuit distance will surely grow. During 2014-2015, the
District purchased a TRUXOR amphibious vehicle with mowing attachments, that staff expects will
cure at-least 90-percent of our weed-eating woes.
Assistant District Manager. Michael Cook. has researched and orchestrated the purchase of the
TRUXOR Amphibious Tool Carrier that eliminates 90% of the weed eating circuit. Staff must continue
to develop new and innovative ways to achieve more efficient maintenance methods, while eliminating
existing inefficient maintenance areas using “outside of the box” solutions.
6. Deficient Data Collection for Select Maintenance Activities – LA-MSID has reliable computer
programs to collect data for accounting, time-keeping and vehicle maintenance. For many years,
Page | 22
Commented [CU8]: Anything new for 2015-16?
LA-MSID has relied in staff-developed Microsoft Access databases and Excel spreadsheets to collect
data, from mowing, spraying, canal clean-out, water quality, etc. In 2013, These databases began to
fail and become unreliable. Staff turnover also contributed to this data-collecting deficiency. Staff
has continued to provide on-paper records for daily maintenance activities.
Staff has been working with an independent database developer for some time now. Inventive Tech
Services has completed the customer service database on My Sequel® and has moved on to the spray
database. Staff should continue to engage the Inventive Tech Services to develop all needed customized
databases and continue with a long-term relationship for maintenance of those databases.
Commented [DL9]: Name of new company?
7. Succession Plan Not Complete
Although staff has completed the succession plan for the Comptroller, the remainder of
management positions have not completed this exercise. Succession planning is a process for
identifying and developing internal people with the potential to fill key business leadership
positions in the company. Succession planning increases the availability of experienced and
capable employees that are prepared to assume these roles as they become available.
Staff has received succession plan training and we plan to use the training in the coming year to
provide yet another internally-driven plan to the many that we already have. We will opt for more
training as it becomes available.
Insufficient Automation of Operational Field, Financial and Human Resource
Reporting
Although our financial reporting requirements have been met for quite some time now, the method
of completing the tasks are quite archaic. These many reports are manually assembled and finalized
on a monthly basis and are susceptible to human error and waste much time. Many of these reports
can be automated and be as simple as “one stroke of the keypad”, leaving chances for error at almost
zero.
7.8.
Staff will work with Accu-Fund on a prioritized list of programming needs. A budget for programming
will be added to the 16/17 fiscal-year budget.
Administrative Storage Space Growing Short
Our administrative building is three to four years young, but we are quickly running out of storage
space. Storage items include: hard-copy paper records which we must maintain to satisfy public
records laws; events equipment and materials; electronic equipment, chairs and tables. The Barrett
Room is growing in popularity and we often need to temporarily store excess items while the room
is in use.
8.9.
Staff will continue to consolidate and reorganize as long as possible to delay the implementation of an
additional onsite storage option.
10. Scrivenor’s Error in Boundaries
In the CY 2000 Codification of our several special acts, an scrivenor’s error accured, which described
a quarter section of land twice and failed to describe an adjacent quarter-acre of land that had been
inside the District bounderies for several years. During the name-change process, this scrivenor’s
error was discovered.
The Commissioners and staff should go through the necessary steps to correct this scrivenor’s error
(i.e. Water Control Plan, Legislation and etc.).
Page | 23
Commented [DL10]: Add reference to wikipedia
Commented [CU11]: Do you want to note turnover/retirement
cross training issues - they go beyond accounting.
OPPORTUNITIES (External)
1. Bank, State and Agency Funding – A few years ago, this was perceived as a threat. LA-MSID had
received many grants and low-cost loans from Banks, FDEP and SFWMD during the early to mid2000s. These sources had been drying up due to poor economic conditions and the general
apprehensive nature of these entities. More recently, various funding has increased, with even
lower interest rates and many SFWMD grant programs have been created. The State of Florida has
created funding sources for stormwater projects through changes in the constitution and other
means.
LA-MSID staff must stay in compliance with its existing loan and grant agreements and should also
attend any educational opportunities offered by the funding sources in order to stay current. The
Board and staff will continue efforts into improving our budgeting format to satisfy lenders changing
requirements. We have worked well with Fifth Third Bank to secure a low-cost loan. The balloon
payment for this loan is coming due this fiscal year. Cooperative grant opportunities from other
agencies are becoming available because of forced planning efforts due to the poor economy and “out
of the box” thinking by District staff. The District has secured a $1.22 million FDEP grant in 2014 and
a $3.2 million easement purchase fee in 2015.
2. Political and Resident Support – LA-MSID enjoys an era of very favorable status with
Representatives and Senators in the Legislature. We also have experienced a rather long period of
smooth operations due to system improvements and a Board that has worked very well together
for a long time. This provides an overall favorable opinion of the District.
Although LA-MSID has a very advanced and celebrated public information program, the District needs
to continue to step it another notch through the use of the media information program and also
continue to educate the public through the use of brochures, PowerPoint presentations etc.
Information can also be disseminated through the school system and other suitable public forums. LAMSID may consider a professionally produced DVD.
3. Cooperative Efforts with Entities – There are several entities that need LA-MSID’s support or
cooperation to help cut the cost of their respective projects. FDOT and LDOT often need fill dirt and
stormwater storage ponds for road projects. LA-MSID can help them in their endeavors by thinking
“outside of the box”. Developers need access to our water control system in order to provide a
positive drainage outfall; Lee County Parks Department needs additional land for park projects, etc.
Offering our assistance to these different entities can also pave the way to strengthening our
professional relationships. Cooperation through memberships, awards; assistance with grants;
working with Cathy Olson and the Bird Patrols at Harns Marsh; Lehigh Community Initiative in
community trash removal events; and other projects can benefit LA-MSID and our assessment
payers. SFWMD has always been a great partner with LA-MSID through the Caloosahatchee River
Watershed Program and the Lehigh Headwaters Initiative. Continued efforts with FDOT with their
road-widening efforts can vastly benefit both agencies.
4. As entities contact LA-MSID for assistance with permitting, easements, etc., negotiations should ensure
that our efforts will also facilitate the entity helping LA-MSID meet District goals. East County should
Page | 24
continue working on a long-term relationship with FDOT and the State Road 82 widening by forging
the SR 82 Widening Agreement, Segment 3 and 4, which could prove to be very favorable.
Increases in Technology – Technological breakthroughs can allow LA-MSID to complete
tasks more efficiently, lower costs and use less manpower. Our automated TRUXOR Amphibious
Tool Carrier is a good example of this.
4.5.
Technology continues to evolve at a rapid pace. We must continue to keep our eye to the horizon with
publications and organizations that stay current with new technology.
Gaining Additional Powers – LA-MSID always keeps the needs of the residents within our
District in the forefront to determine when help is needed. Should the need be apparent, the
district should consider a change in legislation to accommodate that need. In fiscal year 20122013, the Legislature passed a Bill that would have provided street lighting and sidewalks powers
to LA-MSID but was vetoed by . Governor Scott. In 2015, Representative Matthew Caldwell
championed House Bill 1255 in order to change East County Water Control District (ECWCD) from a
Florida Statutes Chapter 298 drainage and water control district to a Florida Statutes Chapter 189
improvement district to provide a more clearly defined scope of services. On Wednesday, Jun 10, Governor
Rick Scott signed House Bill 1225 into law dissolving ECWCD and transferingtransferring all of its acts,
property, obligations, and liabilities to the newly created Lehigh Acres Municipal Services Improvement
District (Lehigh Acres MSID). As part of this change, legislators provided language that would allow
Lehigh Acres MSID to study new powers in limited areas such as: sidewalks, street lights, and community
signage, local planning and water and sewer services.
vetoed that Bill.
LA-MSID must continue to consider the needs of the District and the assessment payers to determine if
adding powers will meet their needs.
Working with Hyacinth Control District – Hyacinth Control taxes all Lee County residents
for aquatic plant control, including all land “inside” LA-MSID’s borders and only provides minimal
services in Lehigh Acres. There should be resources available from the Hyacinth Control District to
help LA-MSID with some of our aquatic vegetation problems.
5.6.
Staff has and will continue to make contact with Hyacinth Control to discuss working in cooperation
to extend their available resources to LA-MSID for mutual benefit.
6.7. The Economy – The nation and the residents inside of our District had been decimated by the
housing slump from 2007 to 2012. This led to many foreclosures and up to 6% of uncollected
assessments. Some residents experienced higher property taxes and all faced higher fuel prices,
and moderate inflation. During 2014/2015 the economic outlook has greatly improved. The vast
majority of delinquent assessments have been paid, housing prices have increased significantly and
unemployment has decreased.
LA-MSID has reduced its percentage for uncollectable assessments in the 20156/20167 taxes and has a
surplus of revenue from 20145/20156 that can be designated to future needs, i.e.: Construction, land
purchase, etc.
Page | 25
THREATS (External)
1. Union-Management Conflicts – LA-MSID Board and staff have worked hard to provide a fair labor
contract for the employees and the assessment payers. A delicate balance must be maintained in
the future. The District negotiated a new 3-year contract in FY 2014-2015 and will go another round
in 2017/2018.
The Board and staff must maintain open communication with union representatives and shop
stewards while staying in compliance with the current Union Contract. Maintenance of a well-trained,
educated, content and hard-working workforce is essential to LA-MSID, while providing salaries and
benefits comparable to other agencies with the same general mission and/or activities.
2. Loss of Chemical Labels or Availability/New Non-Native or Invasive Plants – There are
several EPA approved chemicals that LA-MSID currently uses to combat undesirable vegetation in
our canal system. Chemical companies must spend big budgets to maintain the testing needed to
continue to sell their products. Sometimes they determine that it is not worth their efforts or they
realize that they are a sole-source provider and raise their price to a point that LA-MSID cannot
afford the chemical. Currently the EPA is requiring chemical manufacturers to change their safety
labeling programs. This changes the National system of MSDS sheets to a Global Harmonized
System (GHS) known worldwide as SDS sheets. These changes alone will have a negative impact
on the cost of chemicals in the future. Southwest Florida’s climate is ideal to support new plants as
they are introduced to the area. Several species have been running rampant for years.
LA-MSID must adapt as needed in order to utilize the least expensive chemicals available to maintain
the canals. Staff should locate and use large entity’s established bids to secure the lowest possible bid
prices. Staff will use the three quote process to obtain the lowest chemical price available. Chemical
pricing has become so volatile over the past 5 years that manufactures are pulling chemicals off of
active bid sheets. Staff also looks at application rates and the duration of plant control of all
chemicals. This helps to determine which will provide the most cost effective and efficient means of
plant management available. The chemical manufacturers will hopefully continue to develop
products that will be safe and effective to combat the need to control these new non-native or
invasive species.
3. The Bond Market – As the economy continues to be unstable, the bond market will continue to be
unstable. This could cause a hardship for LA-MSID because it reduces one of the viable funding
options that LA-MSID has successfully utilized in the past.
The Board of Commissioners and staff should perform a cost-benefit analysis before authorizing
capital projects. They should consider all avenues for funding. LA-MSID should examine the Bond
market, bank loans and push hard for grants and budget requests from the legislature to help fund the
projects.
4. Population Growth – The population within LA-MSID’s borders was approximately 87,500 in 2010
and seems to have been increasing over the past few years. There is a potential that our population
has topped 100,000! As the existing abandoned homes become occupied, LA-MSID’s population will
bebe at the highest point in its history. Existing Rreal Estate prices have begun to increaseare close
to real value recently, there are many new construction starts which should possibly indicateing
Page | 26
Commented [DL12]: Bill to review
that we are beginning to pullfully out out of the recession. If the population continues to grow, the
workload for employees will increase.
LA-MSID has considered a “built-out” scenario to determine storage priorities. Land acquisition
priorities must be established. Design and construction can occur subsequently as our population
increases. LA-MSID could make necessary land purchases while land prices are low and the population
is not experiencing large growth. If LA-MSID delays land acquisition, LA-MSID may have higher land
costs in the future. LA-MSID’s Capital Improvement Plan can slow the planning for its immediate
stormwater storage needs, while closing the need for storage for a current 100-year storm. The staff
and Board must continue to plan for its future needs, while taking advantage of opportunities now
during the current recession.
6. Fuel Costs –LA-MSID can be affected by fluctuating fuel costs as much or more than other entities,
because the heavy equipment and vehicles used in our daily operations consume large amounts of
fuel. 20145-20156 has proven to be a very unusual year for gas prices. This particular fluctuation
has benefitted the District. LA-MSID needs to maintain its current fuel capacity or more in the future
in order to maintain its current level of service.
LA-MSID considers fuel efficiency when purchasing new vehicles and equipment. Alternative fuel
options will be purchased when practical. Recently, LA-MSID has constructed a fuel station on site that
has made the staff even more efficient. Budgeting practices should allow for more than modest
increases in fuel costs.
7. Loss of Access to Maintain ROWs – As Lehigh Acres “builds out”, LA-MSID will lose access to some
of its rights-of-way. Currently District staff can access waterways and easements through adjacent
vacant lots. Maintenance areas with limited access will cost LA-MSID more to maintain.
Staff must continue to perform a District wide assessment to determine areas that will have no
maintenance access and what the best solutions are for providing service.
8. Annexation into District Borders – The City of Fort Myers borders a large portion of LA-MSID’s
western boundaries. Lehigh Acres’ Industrial Park is in LA-MSID’s boundaries and is a possible
target of annexation.
LA-MSID must be aware of any attempts by the City of Fort Myers to annex inside Lehigh Acres
Municipal Services Improvement District and to become active in dialogues to determine the best
course of action. HB 1255 by Matthew Caldwell has a non-annexation provision to protect LA-MSID in
this regard.
9. Creation of a Stormwater Utility – In the past, Lee County has proposed a stormwater utility for
the unincorporated area of the County that could nullify Lehigh Acres Municipal Services
Improvement District’s authority and potentially dissolve LA-MSID.
LA-MSID must stay involved in any discussions that Lee County may have involving the creation of a
stormwater utility in Lehigh Acres and to help determine the best outcome for Lehigh Acres Municipal
Services Improvement District and the residents of Lehigh Acres.
Page | 27
Commented [DL13]: Did this pass and what is the F.S. law #?
10. Incorporation - There has been in the past and will be future attempts to incorporate the Lehigh Acres
area. The creation of a city may include the absorption and dissolution of the Lehigh Acres Municipal
Services Improvement District if a public works department is established.
LA-MSID must keep a vigilant eye open for attempts to incorporate Lehigh to make sure that the new
charter does not include the immediate and/or total absorption and dissolution of the Lehigh Acres
Municipal Services Improvement District.
11. Community Development Districts – Community Development Districts can hold almost as many
powers as a city and have been reasonably easy to create. They can be created by Lee County
Government inside of LA-MSID’s boundaries if they are under a certain acreage threshold or
otherwise created by the state. CDD’s can erode LA-MSID’s powers.
LA-MSID must stay in contact with Lee County (creator of most CDDs) and local legislation for attempts
by developers to create CDD’s in Lehigh Acres and to do what is necessary to guarantee that they do
not conflict with the powers of the Lehigh Acres Municipal Services Improvement District.
12. Water Quality Issues - Different components from the Clean Water Act of 1964 are moving ahead
simultaneously. Total Maximum Daily Loads (TMDL’s), Basin Management Action Plan (BMAP) and
the Numeric Nutrient Criteria (NNC) Standards for Water Quality will be imposing standards for
sampling and/or an impetus for capital projects in the future. The District water quality is very good,
but the standards may be set so low that we can’t meet them. The Basin Management Action Plan
(BMAP) may be so rigid that we may have to improve our water quality, even if we meet the water
quality standards. The potential unfunded mandate may require that capital dollars be spent, which
can severely affect our assessment rates and the ability for our residents to pay them.
LA-MSID will stay involved in the process of rulemaking by EPA and FDEP to both lessen requirements
while ensuring that water quality standards are fair and obtainable. Future budgets may have to be
adjusted to reflect the addition of water quality projects if very strict standards are adopted. Currently
the District has met the BMAP requirements for the first five year period on the estuarine portion of
the Caloosahatchee River. Future requirements will have to be met for the Freshwater portion of the
Caloosahatchee River and any NNC requirements on state wide waterbodies. Community outreach and
education efforts are necessary parts of meeting these requirements.
13. Legislative Mandates Special districts and their issues periodically come within the sites of
legislators that wish to slash the overall tax burden for tax payers. Other types of governments have
been forced to limit their revenues by new legislation. The legislature has not limited the Lehigh
Acres Municipal Services Improvement District’s ability to raise revenues and to pay its bills. Other,
potentially unfunded mandates, may be enacted by the Florida Legislature or the Federal
Government and may fiscally or otherwise impact the District, either intentionally or as an
unintentional consequence.
Staff and the Board need to monitor the bills that are presented during the legislative session in an
attempt to impact the outcome for the residents of the District. We can do this by staying engaged
with the Florida Association of Special Districts, the Florida Stormwater Association and through our
District Counsel.
Page | 28
Goals:
Program Objectives, Strategies and Goals
are statements needed for every key result that LA-MSID deems necessary for success.
Objectives:
Strategies:
are strong, target ends for stated goals or final results of a strategy.
are a pattern of measurable actions and resource allocations designed to achieve
the objectives of the LA-MSID.
ADMINISTRATION AND FINANCE GOALS
Goal A1: To provide administrative staff the resources necessary to complete the mission of the
Board of Commissioners.
Objectives:
1. The District must create or modify policies to ensure that the Policy and Procedure
Manual is accurate and current. Current, accurate, fully encompassing policies are
essential to provide staff with the tools to operate, regulate and implement the Board’s
intended approach when dealing with the public and employees.
Strategy: Staff needs to either create, review or update at least three policies, Collective
Bargaining Agreement or Employee Manual for Non-Bargaining Unit in this fiscal year.
2.
LA-MSID will hire and maintain the best employees possible with the budget
available. LA-MSID will provide necessary training to all District employees in
Administration, Finance and in Field positions. Staff should receive accounting, human
resources, management, record keeping and public relations training on an annual basis.
Strategy: All employees will receive at least one training session during this fiscal year. LAMSID will provide a fair and current collective bargaining agreement.
3.
The District will work hard to keep personnel expenses low. The District can save
money by not allowing employees who have been discharged for just cause from
collecting unemployment.
Strategy: The District will have no more than one new paid unemployment claim in fiscal
year 2015-2016.
4.
Page | 29
District Staff will use the campus to be as efficient and effective as possible. The
Commissioners have provided a modern campus that provides utilitarian administration
space, a multi-purpose room, up-to-date maintenance facilities, and a fuel station.
Commented [CU14]: These are all admin training. Perhaps list
any annual field training ..
Strategy: Management and support must correct any damage to campus facilities
immediately. Regular maintenance must be performed to ensure that the campus retains
its “new” appearance and workability.
5.
District Boundaries should expand to include parcels that benefit from LA-MSID.
There are many enclaves and border parcels that are not in our boundaries that benefit
from the LA-MSID drainage system and do not pay assessments.
Strategy: Staff should look for opportunities such as new requests for culvert access or
new drainage requests to require parcels to petition for inclusion in the District
boundaries. This the second year of a five-year goal, wWe should add two parcels in the
next five four years.
District Boundary Scriveror’s Error Should Be Reversed
The Scrivenor’s error that occurred in CY 2000 needs to be reversed in order to
accurately reflect the intended boundaries.
Strategy: Staff shall plan for the Water Control Plan Revision when fiscally feasible,
fllowed by a glitch bill filing in Tallahassee.
Goal A2: Provide the infrastructure and programs necessary to deliver optimum flood protection,
aquifer recharge, water quality enhancements and habitat for the current and built-out scenarios.
Objectives:
6.
The District should continue the process for increasing storage in the West Marsh,
in FY 2015/2016. The preliminary design and Land Stewardship Plan was complete and
accepted by Lee County by the summer of 2013. A design firm will be selected soon after.
Strategy: During 201516-20167, LA-MSID should complete final FDOT design and
permitting of the West Marsh. Over the next four years, LA-MSID’s portion of four years,
construction should be complete on the West Marsh.
7.
LA-MSID should alleviate intermittent flooding on Bedman Creek. The District needs
a conveyance diversion from Dog Canal to Hendry Canal and Carlos Waterway, when
Bedman Creek is at full capacity.
Strategy: This is the second year of a five-year goal and tThe District will acquire land by
purchase or other means and be complete with construction of a Dog-Hendry Connection
canal to help alleviate flooding on Bedman Canal, within the next five four years.
Page | 30
Goal A3: Provide for the lowest possible assessment rates, while providing the necessary services
for the residents inside and downstream of the Lehigh Acres Municipal Services Improvement
District borders.
Objectives:
8.
Staff will try to increase revenue without raising taxes. LA-MSID has no imposed caps
on the amount of assessments we can charge, however, we have not raised assessments
for sevenix—years running. The District has been very creative in finding new revenue
sources in the past. We need to look for new sources such as cellular towers, tree and
mulch sales companies or fees for discharges from outside of our borders. Staff has been
working with the Florida DOT on the SR 82 widening and will be receiving the second
infusion of fees from Segment 3 & 4. Staff is also working with Lee County DOT and their
Homestead Rd. widening Widening project Project for storage and discharge availability,
LA-MSID will receive funding to rebuild our Amberwood 2 Structure. One new alternative
revenue source should be added in FY 2015/2016.
Strategy: Staff will identify one additional alternative revenue source in FY 20156/20167.
Staff will hold strategy meetings and may attend seminars relating to alternative revenue
strategies.
9.
Projects identified in the Capital Improvement Plan should continue to progress
forward and projects that are designed and permitted should find a revenue
source and be built. Projects such as the Southwest Lehigh Weirs, Hickey’s Creek
Widening and, Hendry Extension Canal Widening West Marsh and Moving Water South,
PII are either in or nearing construction need to find a funding partner and be built prior
to the lapse of their permits.need to continue that process.
Strategy: Staff will continue the construction process on all projects funded by outside
sources.construct at least one major project funded by an outside revenue source. Grant
funding is preferable prior to considering a low-cost loan or bond, if necessary. Southwest
Lehigh Weirs construction should be complete this fiscal year and ground should be broken
on the West Marsh.
10.
LA-MSID will use hard-thought discretion with the potential new powers. ECWCD
was dissolved and LA-MSID was created on June 10, 2015. The powers of sidewalks,
lighting, planning and water and water and sewer can be exercised through an agreement
with Lee County and a majority vote from the voters in a referendum.
Strategy: The District will observe conditions within its borders and the opinions of the
residents to determine the optimal time to begin the process to exercise a power. LA-MSID
should work with legislators to find a low-cost alternative to mail-out costs in the water
control plan process. This could make the willingness to gain new powers more palatable.
Page | 31
Goal A4: The Lehigh Acres Municipal Services Improvement District should be a visible and
integral component statewide, within Lee County and especially with the residents of the Lehigh
Acres Municipal Services Improvement District.
Objectives:
11.
LA-MSID will continue to increase name recognition and awareness of its mission,
vision and goals. The Lehigh Acres Municipal Services Improvement District shall
initiate and host town hall meetings, groundbreaking ceremonies, school education, etc.
as the opportunities arise. LA-MSID should try to produce news articles as often as
possible.
Strategy: LA-MSID will hold one public relations for students, one community event, and will
make presentations at five organizational meetings in FY 20156-20167.
12.
Financial staff has to remain diligent in their analysis of the District’s financial
records and the ever-changing rules of accounting.
Strategy: Maintain an unqualified audit opinion with zero management letter comments
and will be awarded the Distinguished Budget Presentation Award from the GFOA for our
FY 20156-20167 Annual Operating and Capital Improvement Budget.
13.
LA-MSID or its successor agency will remain to be a viable, independent and
pertinent agency in Lehigh Acres. As the population continues to grow: (1) more
impervious surface is created, a greater need for stormwater management will exist, and
(2) a potential increase in restructure of existing government agencies may arise.
Strategy: LA-MSID should stay strong, stay connected to all surrounding and related
agencies and continue to support FASD and their lobbying efforts.
14.
LA-MSID needs a finalized Succession Plan. Staff skill-sets have improved vastly over
the last 10 years. Consequently, when a staff member is lost, there is a substantial
learning curve for the new employee, hired from the inside or outside. Staff should make
all efforts to have an understudy cross-trained to eliminate or lessen the impact of losing
a key employee.
Strategy: LA-MSID should complete the Succession Plan for key employees in the 2016-2017
fiscal year.
15.
LA-MSID should automate its routine reporting functions. Operational Financial &
Human Resources reporting functions for the most part are done manually and some of
the necessary components are missing completely. Staff would be way more efficient
and effective if they did not routinely assemble necessary reports manually.
Strategy: LA-MSID should review and/or program three report functions in the fiscal year.
16.
Page | 32
Air conditioned storage space is becoming scarce. LA-MSID has become selfsufficient when it comes to providing for outside events and flexibility in the multipurpose room. Staff has been creative when storing the addition materials needed for
those events. Should the District procure additional items or hire additional
administrative staff, a space issue will become needed.
Strategy: Staff should take all measures to organize and consolidate all necessary storage
items as to not need outside storage space in this fiscal year.
Page | 33
STORMWATER OPERATIONS
GOAL F1:
Objectives:
To provide Field staff the resources necessary to complete the mission of the Board.
14.17. LA-MSID will adhere to the latest Five-Year Capital Replacement Plan.
Adherence to this plan is necessary to ensure that the District’s maintenance can be
performed in the least amount of time with current staffing levels.
Strategy: The District will purchase all items identified in the 20156/20167 Capital
Replacement Plan. Fuel efficiency shall be a strong consideration when specifying new
vehicles or equipment for purchase.
Goal F2: District Field staff will strive to provide the highest necessary maintenance levels on
District Lands as prescribed by the Board, the economic conditions and requested by the public.
Objectives:
18.
A mowing and weed-eating strategy for District lands must be adhered to. The
mowing crews shall mow the flat areas and the slopes where LA-MSID has adequate
maintenance access, District wide. This is necessary to 1) provide stability for slopes, 2)
maintain conveyance, 3). Provide visibility for herbicide treatments; 4) safety; 5) water
quality and 6) community pride. The weed-eating crew shall maintain slopes with little
to no maintenance access that have been identified by management. The Field
management staff shall continue to do their best to eliminate “down time” and keep the
mowing crews operating for a large percentage of the growing season. Special projects
should not cut into the mowing crew’s time.
Strategy: LA-MSID will complete three mows and three weed-eating circuits per year.
19.
Herbicides should be used at label strength to control exotic and/or nuisance
aquatic vegetation to compliment mechanical cleaning. The plant control staff should
maintain LA-MSID canal and lake systems at least twice a year for emergent, and
submersed, plants that are invasive or non-native or nuisances. Staff should provide
chemical mowing and broad-leaf control on slopes and flat areas, yearly.
Strategy: LA-MSID will conduct at least two complete plant control treatments, as needed
and where needed, to maintain conveyance. The Field management staff should make sure
the canal inspections will be ongoing and that each canal will be assessed and treated for its
individual vegetation needs. The District will stay in tune with organizations that promote
the use of herbicides and manufacturers of herbicides to help to insure that effective and
cost-effective herbicides are available in the future.
20.
Page | 34
Mechanical cleaning should be used to clean decomposed, exotic or nuisance
vegetation to compliment the herbicide program. The canal cleaning process
involving the track hoes and the bulldozer clean-up, shall make the rounds through LA-
MSIDs entire canal and lake systems approximately every seven years, as prescribed by
the NPDES Permit.
Strategy: LA-MSID will mechanically clean or inspect to determine the lack of need to clean
1/7 (approximately 14.3% or 44.43 miles) of all canals per year. We should mechanically
clean or inspect to determine the lack of need to clean 5/7 of the District canals in the next
five years. The Field management staff shall do their best to keep the track-hoe and dozer
crews operating on canal clean out for a large percentage of the year. Special projects should
not cut into canal cleaning time.
21. Financial research has proven that weed-eating is not a viable long-term solution for
miles of canal bank maintenance. We are in the fourth of five years of a project that
systematically assesses each canal right of way for the best solution in each situation. It is
anticipated that there will be several solutions to deal with different circumstances. Staff
shall find solutions to the ever-mounting problem of maintenance on canal rights of way
with no or narrow maintenance access.
Strategy: Staff has purchased the TRUXOR Amphibious Tool Carrier to eliminate the vast
majority of weed-eating on District canals and lakes. 2015/2016 will be our trial year in the
Truxor program. Also, LA-MSID will reduce 1 mile of canal from the weed eating circuit in
FY 20142016/20152017.
22. Staff has gotten behind in preserve maintenance over the last 15 years and needs to
catch up. The District needs to allocate more staff that may include temporary workers to
reach this goal.
Strategy: LA-MSID will remove exotics on 10 non-maintained acres this year and for the next
five years, while not losing control of acres cleared since 2008.
15.23.
LA-MSID will continue the culvert replacement program. Corrugated metal
pipes culverts are failing at 5 to 6 per year and should fail at an increasing rate over
the next 15 years. These “rebuild” projects must be completed to “keep up” with the
potential growing amount of failing culverts District–wide.
Strategy: Field staff will replace five or six more culverts “in house” each year, for the next
five years.
16.24.
The District will fully understand and comply with the current and future
requirements from State and Federal authorities on water quality law and issues.
The District has had 54 out of 65 years in a row without comments on our annual NPDES
Report.
Strategy: Strive to have zero comments on our Annual NPDES Report, and be the most
compliant and diligent co-permittee on the Lee County NPDES Permit.
17.25.
LA-MSID shall maintain the integrity of our field data and will keep our
telemetry sites operating at their full level. The telemetry employees will fully test each
site and will comply with all FCC regulations. Data will be secured in newly-developed
maintenance and work order software.
Page | 35
Commented [CU15]: Check dates….
Strategy: Per the FCC, the District will upgrade the radios on the 13 highest priority sitesStaff
shall work with an outside contractor to secure maintenance and work order software that
is user-friendly, efficient and comprehensive in 20156/20167.
18.26.
The District’s bridges need to be kept in the highest possible condition. Our 22
bridges were built from 1963 to 1992. Every two years, the State hires an engineering firm
to inspect our bridges. We now have the latest report that identifies deficiencies. The
good news is that we have no serious problems with our bridges.
Strategy: The District shall repair all items identified in the 20146 Bridge Report, by spring
of FY 20156/20167.
19.27.
The District will continue to clear its rights-of-ways. With the lack of clear and
correct plats, for many years, on some canals, the District has maintained the wrong side
of the canal. There was no easy or cheap method to determine where our rights of ways
were. With the advent of GIS and the Lee County Property Appraiser Site, we can easily
identify our rights-of-ways.
Strategy: The District will clear one (1) mile of right-of-way this year.
20.28.
LA-MSID must continue to service our vehicles and or equipment at
recommended hours or mileage intervals. The District has purchased RTA Software
which tracks “service” data related to the vehicles. This ensures that service is performed
at the right time.
Strategy: The mechanics will service all vehicles when scheduled within a 12,0500 mile
window prior to and after the due date as tracked by the RTA Software.
21.29.
The District shall provide easier and safer maintenance access roads along our
infrastructure. The District’s access roads are often blocked by a Lee County road ditch.
That may force staff to back up their equipment and find an alternative route to continue
their work. A considerable amount of time is lost because of this.
Strategy: The District will install 30 pipes in Lee County outfall ditches and the Lee County
will provide a match of 30, this year.
22.30.
LA-MSID’s infrastructure (culverts, weirs, buildings, etc.) needs to be inspected
on a regular basis. The District needs to protect the assessment payer’s infrastructure to
protect their investment, their properties and the water resources of the District. Our
NPDES permit also requires regular inspections.
Strategy: District staff will inspect at least 25% of the culverts, water control structures,
parks and buildings annually.
23.31.
Providing good resident service is essential for the District’s image. Resident
issues are called in on almost a daily basis. These issues are logged in a database by issue
and resolution to ensure that all issues are resolved.
Strategy: The staff shall resolve all known resident issues prior to a resident coming to a
Board Meeting if it is within staff’s power.
Page | 36
24.32.
The District’s water control structures (weirs) need to be kept in the highest
operation readiness condition. Staff needs to look at items such as structural integrity,
painting (where necessary) and reconditioning moving parts.
Strategy: Staff will recondition two water control structures per year, for the next five years.
25.33.
Trash on District lands continues to be a big problem and must be kept under
control. Because of remoteness and the fact that water bodies are at a lower elevation
than surrounding lands, our infrastructure is a collection point for illegal dumping along
with windblown garbage and floating trash.
Strategy: The District will remove at least 50,000 pounds of trash in FY 20156/20167.
26.34.
Wash-outs in our canal system must be corrected within a very narrow window
because of their ability to disrupt conveyance and increase our liability. Washouts
are generally caused by the loss of bank stabilization (usually vegetation). Vegetation can
be destroyed by poor mowing techniques, ATV and four-wheeler traffic, misuse of
chemicals and general debris on the canal banks. The resulting wash-outs can become
rather large, allowing for poor drainage along with being a vehicle and pedestrian hazard.
Strategy: There will be no reported accidents, injuries or flooding due to washouts. that have
been reported.
27.35.
Special Projects Must be Completed Yearly. During the dry season each year, the
District staff re-gears itself to complete necessary special projects. The projects are
identified by October prior to dry season.
Strategy: Staff shall complete at least 90% of special projects identified in the October Gantt
chart. Special projects should not cut into mowing, spraying or mechanical clean-out goals.
28.36.
Conservation Easement Needs to be Cleared. The District accepted an
approximately 2 acre land donation with a conservation easement, directly adjacent to LAMSID’s Blackstone Preserve. This land has a considerable amount of exotic vegetation and
the conservation easement has a 5-year time-line for removal of those exotics.
Strategy: Staff will clear this donation site of exotic vegetation prior to 2021.
Page | 37
AGENDA ITEM SUMMARY
4A1 -FDOT JUSMSA Agreement, Segments 3 and 4
SUBJECT:
Meeting Date
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-090
4A1
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
N/A
2
What the action
accomplishes:
Provides review time for the Commissioners prior to passage at the July Regular Meeting.
3
Fiscal impact:
$2.5 Million
4
5
Staff comments:
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
AGENDA ITEM SUMMARY
4B1 - Manager Review
SUBJECT:
Meeting Date
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-091
4B1
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
N/A
2
What the action
accomplishes:
Provides for the yearly Manager review as required in the Manager's contract.
3
Fiscal impact:
N/A
4
5
Staff comments:
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
AGENDA ITEM SUMMARY
4B2- Draft Fiscal Year 2016/2017 Budget
SUBJECT:
Meeting Date
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-092
4B2
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
N/A
2
What the action
accomplishes:
Provides a first draft of the 2016/2017 budget for the Commissioner's review.
3
Fiscal impact:
No assessment increase.
4
5
Staff comments:
Hopefully only modest changes or adjustments to support no assessment increase.
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
AGENDA ITEM SUMMARY
4B3 -Lot Donation Offers
SUBJECT:
Meeting Date
YELLOW SHEET #
6 /20/2016
Agenda Item#
AIS16-093
4B3
CONSENT
ACTION
OLD BUSINESS
NEW BUSINESS
Commissioner
BOARD
ATTORNEY
MANAGER
ENGINEER
AUDITOR
1
Recommended
motion:
N/A
2
What the action
accomplishes:
Provides a forum to discuss the possibility of accepting two separate and different parcels
that are essentially part of our drainage or preserve areas.
3
Fiscal impact:
Approximately $1,000 or less each to research title and accept a deed.
4
5
Staff comments:
These donations make physical sense due to location and ecosystems.
ASSISTANT MANAGER
MANAGER
6
COMPTROLLER
ATTORNEY
ENGINEER
BOARD ACTION
APPROVED
Thompson
Bonacolta
Y
Y
N
N
DENIED
Deetscreek
Y
DEFERRED
Stout
N
Y
Welch
N
Y
N
CALDWELL PACETTI
EDWARDS SCHOECH & VIATOR LLP
ATTORNEYS AT LAW
MANLEY P. CALDWELL, JR.
KENNETH W. EDWARDS
CHARLES F. SCHOECH
MARY M. VIATOR
WILLIAM P. DONEY
FRANK S. PALEN
JOHN A. WEIG
───────
OF COUNSEL
BETSY S. BURDEN
RUTH P. CLEMENTS
PARALEGALS
ONE CLEARLAKE CENTRE
250 SOUTH AUSTRALIAN AVENUE
SUITE 600
WEST PALM BEACH, FLORIDA 33401
EMILIE PEARSON, CP
________
www.caldwellpacetti.com
________
TELEPHONE: (561) 655-0620
TELECOPIER: (561) 655-3775
MEMORANDUM
TO:
FROM:
DATE:
RE:
Board of Commissioners,
Caldwell Pacetti Edwards Schoech & Viator
June 6, 2016
Legal Status Report for June 20, 2016 Board of Commissioners’ Meeting
======================================================================
The following is a summary of the work in progress and the status thereof, for the Lehigh Acres
Municipal Services Improvement District:
During the past month, our Firm has provided legal services to the District
regarding the following items:
1.
Coordinated with District Board and Staff regarding Agenda issues and
outstanding items, including:
a. Review and Comment on implementation of Chapter 2015-202 (HB 1255)
and related matters
b. Fire District Assessment Exemption and Action taken to preserve District’s
rights and continued efforts at resolution of same
c. Annual Audit
d. FDOT SR 82 JUSWMSA Segments 3 & 4
e. Lee County ILA, Harns Marsh Regional Park
f. Lee County ILA, Able Canal Greenway
g. Meadowbrook Estates Lot Donation/Hardwick
h. Southwest Weirs Project, Coastal Concrete Construction Contract
i. Jaguar Lakes Lot 39/Morgan Lot Donation
j. Lee County 5th Street/Sheepshead Canal Culvert
k. Town Lakes HOA Drainage Issue
 Page 2
June 6, 2016
2.
FIRE DISTRICT ASSESSMENTS: A lawsuit for declaratory and injunctive
relief was filed on behalf of LAMSID naming the Lehigh Acres Fire Control and Rescue
District as Defendant. The lawsuit challenges the legality of the assessments imposed by the Fire
District on lands owned by LAMSID. It was necessary to file suit within 30 days of the Fire
District’s adoption of its Resolution imposing the assessments. The Fire District’s response to the
lawsuit has been to propose that LAMSID and the Fire District enter into an Interlocal
Agreement whereby both Districts agree to not bill the other for Special Assessments. An
Attorney Client Session was held on August 17, 2015, to address settlement negotiations/strategy
in an effort to resolve this matter. Representatives of the Fire District and LAMSID have met in
an effort to resolve this issue. A Court Order staying the litigation until June 30, 2017 was
recently entered to permit the Fire District to seek to have legislation enacted that will address
and clarify the issues in the lawsuit. In the meantime, the Fire District has paid LAMSID’s 2015
assessment and has agreed that LAMSID shall not be responsible for payment of the 2016 Fire
District assessment. Discussions are ongoing.
3.
RIGHT-OF-WAY ISSUES: We continue to work with District Staff regarding
legal issues pertaining to the District’s rights-of-way.
4.
MISCELLANEOUS: We continue to work with District Staff on various
miscellaneous day-to-day issues and attend the Meetings of the Board of Commissioners,
including public record requests and Sunshine Law issues.
PR Awards | The Public Relations Society of America
http://www.prsasunshine.com/award-nominees
(https://www.facebook.com/PRSASunshineDistrict)
(https://twitter.com/PRSASunshine)
HOME(/)
PRSA(HTTP://WWW.PRSA.ORG/)
LEADERSHIP(/LEADERSHIP)
DISTRICT CONFERENCE(/DISTRICT-CONFERENCE)
AWARDS(HTTP://PRSASUNSHINE.COM/AWARDS)
QUICKSTART(/QUICKSTART)
CONTACT(/CONTACT)
To ensure transparency in the judging process, PRSA Sunshine District’s Radiance Awards are scored by a PRSA chapter
outside of the Sunshine District. Below are the nominees of each category.
INDIVIDUAL - TRAILBLAZER
Angela Walters, APR, Tampa Bay Chapter
Hillsborough Community College
Jamie Floer, APR, CPRC, Orlando Regional Chapter
Public Relations Consultant
PROGRAMS - COMMUNITY RELATIONS
Bright Ideas STEM from Today's Youth
Bright House Networks
Sea Lily Project
Nova Southeastern University
1 of 8
5/23/2016 9:32 AM
Days of Service - Supporting Our Local Communities
Wells Fargo
PROGRAMS - CRISIS COMMUNICATIONS
60 Minutes Threatens
Edelman Orlando
PROGRAMS - INTERNAL COMMUNICATIONS
Bright House Networks Intranet - The Front Porch
2015 In Service Day - Learn. Grow. Excel. Repeat
Constitutional Tax Collector, Serving Palm Beach County
Living By Example - Showcasing Employees Making a Difference
Consulate Healthcare & Edelman
Mission, Vision, Values Campaign
Southwest Florida Water Management District
PROGRAMS - MARKETING CONSUMER PRODUCTS
Weedoo Workboats Intro To Market
Galanaugh & Company
#ToyotaInTampa Social Media Campaign
JM Family, SE Toyota Distributors
Hampton by Hilton: The Seekender
rbb Communications
Turning Bridezilla into Bride-Chilla with Secrets Resorts & Spa
rbb Communications
PROGRAMS - MARKETING CONSUMER SERVICES
National Airlines Launch of Scheduled Passenger Service
Curley & Pynn
Recycle This, Not That! Awareness Campaign
Miami-Dade County Department of Solid Waste Management
2 of 8
5/23/2016 9:32 AM
Celebrating 25 Years of the Fertility & IVY Center of Miami
SRP Communication & Brand Design
PROGRAMS - MULTICULTURAL & DIVERSITY
Celebrating 25 Years of the Fertility & IVY Center of Miami
SRP Communication & Brand Design
PROGRAMS - PUBLIC AFFAIRS/GOVERNMENT RELATIONS
Proposition Coalition
DEVENEY
Legislative Changes Community Solutions and a New Special District
Palm Beach County Day
Palm Beach County Public Affairs
PROGRAMS - PUBLIC SERVICE
Property Fraud Alert
Clerk & Comptroller, Palm Beach County
Put it Down Campaign
Media Relations Group, LLC
PROGRAMS - REPUTATION/BRAND MANAGEMENT
Changing the Conversation - Public Transportation Commission is more than Uber and Lyft
B2 Communications
Betting on their 'Better Ingredients' Papa John's Quality Guarantee
Edelman Orlando
Introducing LA-MSID: Creating a Public Image and Community Awareness
Orlando. You Don't Know the Half of it
Orlando EDC
Consumers and Mobile Industry Benefit from Increased Data Usage
3 of 8
5/23/2016 9:32 AM
Syniverse
PROGRAMS - SPECIAL EVENTS - ONE DAY
Getting and Promoting Shoppers World on Undercover Boss
Axia Public Relations
Passport Day
Rollins College Announces New President Grant Cornwell
Rollins College
PROGRAMS - SPECIAL EVENTS - TWO OR MORE DAYS
Regional Business Awards
University Medical Center New Orleans, Grand Opening
DEVENEY
Grand Opening of Margaritaville Hollywood Beach Resort
Hemsworth Communications
Anthony's Coal Fired Pizza 50th Location Opening
O'Connell & Goldberg PR
The Time Is Now
Palm Beach Atlantic University
Days of Service - Supporting Our Local Communities
Wells Fargo
PRODUCTS - ANNUAL REPORTS
Checks & Balances: Your Guide to County Finances
At the Water Front
Tampa Bay Water
Tampa/Hillsborough: Leading the Charge
Tampa Hillsborough Economic Development Corp.
4 of 8
5/23/2016 9:32 AM
Commitment to Our Customers
The Main Street America Group
PRODUCTS - AUDIO/VISUAL PRODUCTIONS
Weedoo Workboats
Galanaugh & Company
The Withlacoochee River Watershed Initiative Video
Southwest Florida Water Management District
Austin Mutual’s Commitment to Wisconsin
The Main Street America Group
PRODUCTS – BROCHURES
2015 Fall Catalog
FAU Lifelong Learning Society
Weedoo Shoreline Workboats
Galanaugh & Company
Physician Dispensing Brochure
King Knight Communications
Naked Décor 2016 Collection Catalog
PRDC Public Relations
Answers on Tap
Tampa Bay Water
PRODUCTS - MAGAZINES/PERIODICALS
Florida.HIGH.TECH 2015
Curley & Pynn
Moffitt Momentum® Magazine
Moffitt Cancer Center
Compass: Florida Yacht Brokers Association Magazine
Turnkey Communications & PR
5 of 8
5/23/2016 9:32 AM
PRODUCTS - MEDIA KITS
University Medical Center New Orleans
DEVENEY
PRODUCTS - MEDIA RELATIONS
It Works! Little Bokeelia Island Purchase Announcement
Axia Public Relations
Great Clips Buzz Cut Challenge Benefitting The American Legion
Fish Consulting
Brand Link Press Release
Sprout PR
Give Day Tampa Bay 2015
True Blue Communications
PRODUCTS - NEWSLETTERS
Acosta 360° Family of Newsletters
Acosta
Firm Solutions’ Legal AIDE eNewsletter
True Blue Communications
PRODUCTS - SOCIAL MEDIA
“Summer of Fun” in Tampa’s Historic District
B2 Communications
Project Pass @TAXPBC
Constitutional Tax Collector, Serving Palm Beach County
Orange County Government’s Social Media Engagement Revamp
Orange County Government
Hampton by Hilton: The Seekender
rbb Communications
PRODUCTS – WEBSITES
6 of 8
5/23/2016 9:32 AM
WeedooBoats.com
Galanaugh & Company
Orange County Government’s Newsroom Transformation
Orange County Government
PBA.edu Website Redevelopment
Palm Beach Atlantic University
TampaEDC.com
Tampa Hillsborough Economic Development Corporation
PRODUCTS – WRITING
No Weapons on Campus Op/Ed
Nova Southeastern University
2015 Induction Commemorative Book
World Golf Hall of Fame & Museum
SITE MAP
Home(/)
NEWSLETTER
PRSA(http://www.prsa.org/)
Leadership(/leadership)
District
Conference(/districtconference)
SUBSCRIBE
Awards(http://prsasunshine.com
QuickStart(/quickstart)
SOCIAL
/awards)
TWITTER
FEED
Tweets about
"#prsasunshine"
(https://twitter.com
/hashtag
/prsasunshine)
MEDIA
Contact(/contact)
(https://www.facebook.com
/PRSASunshineDistrict)
(https://twitter.com
/PRSASunshine)
© 2009-2016 THE PUBLIC RELATIONS SOCIETY OF AMERICA,
7 of 8
5/23/2016 9:32 AM
Terms And Conditions(/terms-and-conditions)
8 of 8
Sitemap(/Sitemap)
5/23/2016 9:32 AM
ID
Priori Task Name
Duration
Start
Finish
1
2
0
Harns Marsh Phase 2 (S-OR-1 & S-OR-1-SE)
3
2
Funding (H.M. P2)
1464 days?
Mon 6/26/06
814 days?
Mon 12/22/08
4
3
Pre Engineering (H.M. P2)
Tue 1/31/12
82 days
Mon 6/26/06
Mon 10/16/06
5
4
Design (H.M. P2)
6
5
Permit (H.M. P2)
404 days?
556 days Wed 10/15/08
Mon 3/2/09
Tue 11/30/10
Wed 9/15/10
7
6
Electric (H.M. P2)
168 days
Fri 4/1/11
Sun 11/20/11
8
6
Bidding (H.M. P2)
9
8
Construction (H.M. P2)
06
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
202
2Q3Q4 Q Q3Q4Q1Q2Q3Q4 Q2Q3Q4 Q2Q3Q4 Q2Q3Q4Q1Q2Q3Q4 Q2Q3Q4 Q2Q3Q4 Q2Q3Q4Q1Q2Q3Q4 Q2Q3Q4 Q2Q3Q4 Q2Q3Q4Q1
Tue 1/31/12
28 days
Tue 12/7/10
Thu 1/13/11
238 days
Fri 3/4/11
Tue 1/31/12
Fri 3/5/10
10
11
12
0
Yellowtail Canal Weirs (S-YT-1A & S-YT-1B)
612 days?
Thu 11/1/07
13
12
Funding (Yellowtail Weirs)
612 days?
Thu 11/1/07
Fri 3/5/10
14
13
Design (Yellowtail Weirs)
131 days?
Thu 11/1/07
Thu 5/1/08
15
14
Permit (Yellowtail Weirs)
148 days?
16
15
Electric (Yellowtail Weirs)
375 days
Mon 9/1/08
Fri 2/5/10
17
15
Bidding (Yellowtail Weirs)
28 days?
Mon 4/6/09
Wed 5/13/09
18
17
Construction (Yellowtail Weirs)
173 days
Wed 6/10/09
Fri 2/5/10
Fri 8/19/11
Mon 6/2/08 Wed 12/24/08
19
20
21
0
FDEP 2008 Weirs (S-A-1, S-A-2, S-M-1)
493 days?
Thu 10/1/09
22
21
Funding (2008 Weirs)
493 days
Thu 10/1/09
Fri 8/19/11
23
22
Design (2008 Weirs)
262 days
Thu 10/1/09
Thu 9/30/10
24
23
Permit (2008 Weirs)
92 days?
Thu 4/1/10
Thu 8/5/10
25
24
Electric (2008 Weirs)
152 days
Wed 12/1/10
Thu 6/30/11
26
24
Bidding (2008 Weirs)
27
26
Constriction (2008 Weirs)
29 days
Mon 10/25/10
Thu 12/2/10
128 days
Thu 2/3/11
Mon 8/1/11
28
29
0
2007 Facility Review Critical Culverts (25 Culverts)
1345 days?
Tue 2/24/09
Fri 4/18/14
30
29
Funding (25 Culverts)
1348 days?
Tue 2/24/09
Fri 4/18/14
31
30
Design (5 Culverts In-House - 2010)
25 days
Mon 1/4/10
Fri 2/5/10
32
31
Construction (5 Culverts In-House - 2010)
79 days
Mon 3/1/10
Thu 6/17/10
51 days?
Mon 12/20/10
Mon 2/28/11
50 days
Tue 2/22/11
Mon 5/2/11
33
32
Design (5 Culverts In-House - 2011)
34
33
Construction (5 Culverts In-House 2011)
35
34
Design (5 Culverts In-House 2012)
100 days
Thu 11/3/11
Tue 3/20/12
36
35
139 days
Mon 12/5/11
Thu 6/14/12
37
36
60 days
Mon 11/5/12
Thu 1/24/13
38
37
75 days
Mon 1/7/13
Fri 4/19/13
39
38
75 days
Mon 12/16/13
Fri 3/28/14
40
39
85 days
Tue 1/21/14
Mon 5/19/14
41
40
60 days
Mon 11/17/14
Fri 2/6/15
42
41
99 days
Mon 1/5/15
Thu 5/21/15
43
42
56 days?
Mon 12/21/15
Mon 3/7/16
44
43
90 days
Wed 1/13/16
Tue 5/17/16
46
0
SW Lehigh New Structures (SW Structures)
2780 days?
Tue 11/7/06
Fri 6/30/17
47
46
Funding (SW Structures)
2780 days?
Thu 11/9/06
Fri 6/30/17
48
47
Pre Engineering (SW Structures)
181 days?
Tue 11/7/06
Tue 7/17/07
49
48
Revise Design (SW Structures)
110 days
Tue 2/24/15
Mon 7/27/15
45
Project: Construction Project Schedule
Date: Mon 6/13/16
Task
Progress
Summary
External Tasks
Split
Milestone
Project Summary
External Milestone
Page 1
Deadline
ID
Priori Task Name
50
49
Revise SFWMD Permit (SW Structures)
Duration
51
50
52
51
53
Start
Finish
45 days
Mon 6/1/15
Fri 7/31/15
Bidding (SW Structures)
66 days
Thu 12/17/15
Thu 3/17/16
Electric (SW Structures)
295 days
Mon 5/16/16
Fri 6/30/17
51
Construction (SW Structures)
295 days
Mon 5/16/16
Fri 6/30/17
55
0
Hickey's Creek Canal Widening (H.C. Widening)
2674 days?
Wed 10/4/06
Fri 12/30/16
56
55
Funding (H.C. Widening)
2674 days?
Mon 10/9/06
Fri 12/30/16
57
56
Pre Engineering (H.C. Widening)
93 days?
Wed 10/4/06
Fri 2/9/07
58
57
Design (H.C. Widening)
252 days?
59
58
Permit (H.C. Widening)
104 days
60
59
Construction (H.C. Widening)
393 days
Wed 7/1/15
Fri 12/30/16
62
0
Hendry Extension Canal Widening (H. Ext. Widening)
2677 days?
Wed 10/4/06
Fri 12/30/16
63
62
Funding (H. Ext. Widening)
2677 days?
Wed 10/4/06
Fri 12/30/16
64
63
Pre Engineering (H. Ext. Widening)
93 days?
Wed 10/4/06
Fri 2/9/07
65
64
Design (H. Ext. Widening)
435 days?
Tue 1/2/07
Mon 9/1/08
06
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
202
54
Tue 1/2/07 Wed 12/19/07
Fri 7/20/07 Wed 12/19/07
61
66
65
Revised Design to FDOT Standard
67
66
Permit (H. Ext. Widening)
68
67
Constriction (H. Ext. Widening)
90 days
Mon 12/1/14
Fri 4/3/15
292 days?
Fri 7/20/07
Mon 9/1/08
393 days
Wed 7/1/15
Fri 12/30/16
3078 days?
Thu 8/17/06
Fri 6/1/18
609 days
Thu 8/17/06
Mon 12/15/08
69
70
0
West Marsh (W. Marsh)
71
70
Land Purchase (W. Marsh)
72
71
Funding (W. Marsh)
2506 days
Mon 10/27/08
Fri 6/1/18
73
72
Pre Engineering (W. Marsh Land Stewardship Plan)
496 days
Fri 4/1/11
Tue 2/19/13
74
73
Design (W. Marsh)
643 days
Tue 7/16/13
Thu 12/31/15
75
74
Permit (W. Marsh)
522 days
Wed 1/1/14
Thu 12/31/15
76
75
Electric (W. Marsh)
150 days
Mon 10/2/17
Fri 4/27/18
77
75
Bidding (W. Marsh)
45 days
Tue 8/1/17
Mon 10/2/17
78
77
Construction (W. Marsh)
630 days
Tue 10/3/17
Mon 3/2/20
79
80
0
Hendry Storage Reservoir (H.S. Reservoir)
81
80
Land Purchase (H.S. Reservoir)
2649 days?
Tue 1/1/08
Fri 2/23/18
197 days?
Mon 1/2/12
Tue 10/2/12
82
81
Funding (H.S. Reservoir)
1409 days?
Wed 10/3/12
Fri 2/23/18
83
82
Pre Engineering (H.S. Reservoir)
1241 days
Tue 1/1/08
Tue 10/2/12
84
83
Design (H.S. Reservoir)
523 days?
Tue 10/23/12 Wed 10/22/14
85
84
Permit (H.S. Reservoir)
262 days?
Tue 10/22/13 Wed 10/22/14
86
87
Electric (H.S. Reservoir)
67 days?
Tue 10/22/13
Wed 1/22/14
87
85
Bidding (H.S. Reservoir)
44 days?
Mon 11/10/14
Thu 1/8/15
88
87
Constriction (H.S. Reservoir)
785 days?
Mon 2/23/15
Fri 2/23/18
Fri 9/1/17
89
90
0
Moving Water South (M. Water S.)
2416 days
Mon 6/2/08
91
90
Funding (Halfway Pond Phase I)
2159 days
Mon 6/1/09
Fri 9/1/17
92
91
Pre Engineering (Halfway Pond Phase I)
87 days
Tue 11/1/11
Tue 2/28/12
93
92
Design (Halfway Pond Phase I)
22 days?
Mon 4/2/12
Tue 5/1/12
94
93
Permit (Halfway Pond Phase I)
87 days?
Tue 11/1/11
Tue 2/28/12
95
94
Bidding (Halfway Pond Phase I)
11 days?
Wed 4/25/12
Wed 5/9/12
96
95
Construction (Halfway Pond Phase I)
153 days
Fri 6/1/12
Mon 12/31/12
97
96
Pre Engineering (Phase II)
261 days
Mon 7/1/13
Mon 6/30/14
98
96
Design (Halfway Pond Phase II)
100 days
Mon 1/4/16
Fri 5/20/16
Date: Mon 6/13/16
Task
Progress
Summary
External Tasks
Split
Milestone
Project Summary
External Milestone
Page 2
Deadline
ID
Priori Task Name
99
98
Permit (Halfway Pond Phase II)
Duration
100
99
101
Start
Finish
60 days
Wed 6/1/16
Tue 8/23/16
Bidding (Halfway Pond Phase II)
30 days
Tue 11/1/16
Mon 12/12/16
100 Construction (Halfway Pond Phase II)
175 days
Mon 1/2/17
Fri 9/1/17
1157 days?
Tue 11/27/07
Tue 5/1/12
548 days
Thu 8/28/08
Fri 10/1/10
Thu 5/17/07
Tue 11/27/07
Wed 7/30/08
06
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
202
102
103
0
104
103 Funding (H.Q.)
New District Headquarters (H.Q.)
105
104 Pre Engineering Site (H.Q.)
139 days?
106
105 Rezoning Site (H.Q.)
148 days?
Mon 1/7/08
107
106 Design Site (H.Q.)
180 days?
Tue 11/27/07
Mon 8/4/08
108
107 Design Building (Office Bldg.)
85 days
Mon 6/20/11
Thu 10/13/11
109
108 Permit Phase II Site (Office Bldg.)
30 days
Tue 9/6/11
Fri 10/14/11
110
109 Permit Building (Office Bldg.)
30 days
Thu 12/1/11
Thu 1/12/12
111
110 Establish Phase II Project GMP (Office Bldg.)
1 day?
Mon 11/14/11
Mon 11/14/11
90 days
Thu 12/1/11
Wed 4/4/12
100 days
Thu 12/1/11
Wed 4/18/12
Thu 5/31/12
112
111 Phase II Electric Service (Office Bldg.)
113
112 Phase II Construction (Office Bldg.)
114
113 Phase II Office Building Move-In (Office Bldg.)
6 days
Thu 5/24/12
115
103 Maintenance Bldg. Construction (Maint. Bldg.)
218 days
Wed 12/1/10
Fri 9/30/11
116
115 Maintenance Building Move-In (Maint. Bldg.)
10 days
Mon 10/3/11
Fri 10/14/11
2455 days?
Tue 7/17/07
Fri 12/9/16
44 days
Mon 1/4/16
Thu 3/3/16
1401 days?
Mon 8/25/08
Tue 12/31/13
117
118
0
119
118 Funding (ECWCD Weir) 100% Lee Co. DOT
Homestead Road Widening Weir (S-57-4-6)
120
119 Pre Engineering (ECWCD Weir)
121
120 Revise Design (H.D.R. Plans)
122
121 Permit (H.D.R. Plans)
123
122 Bidding (ECWCD Weir)
124
123 Electric (ECWCD Weir)
125
123 Construction (H.R.W. Structures)
165 days
Date: Mon 6/13/16
35 days
Mon 9/1/14
Fri 10/17/14
1244 days?
Wed 4/1/09
Tue 12/31/13
26 days
Thu 1/28/16
Thu 3/3/16
165 days
Mon 4/25/16
Fri 12/9/16
Mon 4/25/16
Fri 12/9/16
Task
Progress
Summary
External Tasks
Split
Milestone
Project Summary
External Milestone
Page 3
Deadline
Lehigh Acres - Municipal Services Improvement District
Capital Improvement Tracking Report
Discussion
Pre Design
Design
FY 2012
L
i
n
e
Proj#
Project Description
Engineer
Contractor
Total Estimated Construction Costs
Total Construction
Contract Cost (includes
change orders)
Permitting
FY 2013
Construction Funding
FY 2014
Construction Funding
FY 2015
Construction
Close Out
FY 2016
O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S
Total Spent to Date
c o e a e a p a u u u e c o e a e a p a u u u e c o e a e a p a u u u e c o e a e a p a u u u e c o e a e a p a u u u e
(Engineering / Construction) t v c n b r r y n l g p t v c n b r r y n l g p t v c n b r r y n l g p t v c n b r r y n l g p t v c n b r r y n l g p
Comments
#
Active Projects
TBD
$
500,000.00
HDR/LeeCo
TBD
$
400,000.00
$
-
$
Hendry Extension Widening
AYR
TBD
$
5,000,000.00
$
-
$
16,323.00
Waiting on Need for Dirt (working with FDOT)
4061
West Marsh Improvements
AIM
TBD
$
5,000,000.00
$
-
$
382,226.34
AIM working on Permitting and FDOT formatted plans (FDOT will use dirt)
30
4067
GS-10
AIM
TBD
$
119,593.00
AIM finished study, staff completed 20/20 application for land purchase
21
4065
Southwest Lehigh Build Several Structures
RHT
TBD
$
236,428.50
Coastal Concrete Products, LLC low bidder at $3,128,000.00. Contractor just getting started after delay with
construction staking.
30
5005
Culvert Replacement - Champion Ave @ Beauty Canal
LA-MSID
LA-MSID
$
24,447.83
Champion Ave. Culvert Replacement Finished.
31
5006
Culvert Replacement - Martin Ave. @ Hammerhead Canal
LA-MSID
LA-MSID
$
6,269.23
Martin Ave. Culvert Replacement Finished
32
5007
Culvert Replacement - Aletha Ave. S. @ Royal Canal
LA-MSID
LA-MSID
$
12,245.70
Aletha Ave. S. Culvert Replacement Finished
33
5008
Culvert Replacement - Plumosa Ave. @ Blue Marl Canal
LA-MSID
LA-MSID
$
3,365.00
Plumosa Ave. Culvert Replacement Finished
34
5009
Culvert Replacement - Lakeridge Drive @ Greenbriar Swamp
LA-MSID
LA-MSID
$
9,460.00
4028
Halfway Pond/Moving water south - Phase 2
14
4036
Homestead Widening: Replacing S-57-4-6
17
4055
20
$
3,113,538.13
$
Coord. w/ FDOT SR 82 Design Consultants & FDOT on Modeling
AIM
13a
$
-
26,768.14
Sheet piling in done and concrete cap has been poured. Structure is 30% done.
-
Projects Completed in FY 2016
Lakeridge Culvert Pipe Finished but control structure still needs to be added
Projects Waiting for Funding
7
4012
TBD
Hendry Storage
TBD
$
-
$
-
$
-
Needs Funding
Projects Waiting for Other Reasons
AIM
TBD
Sailfish Canal Greenway
LeeCo
TBD
$
Hickey's Creek Widening
AIM
TBD
$
2
4030
Dog-Hendry Build a Diversion Canal
15
4038
16
4040
$
-
$
-
Need land or easements to make this connection
-
$
-
$
-
Waiting on Lee Co.
-
$
-
$
N/A
1,000.00
Waiting on Need for Dirt
Completed Projects FY 2012 through FY 2015
27
5001
Culvert Replacement - Empire @ Cocoplum
ECWCD
ECWCD
$
10,385.91
#27 Empire Ave at 100%
26
5002
Culvert Replacement - HarrisonDr @ Spur C
ECWCD
ECWCD
$
19,902.92
#28 Harrison Ave at 100%
28
5003
Culvert Replacement - McArthur Blvd @ Item
ECWCD
ECWCD
$
7,352.00
#29 McArthur Ave at 100%
29
5004
Culvert Replacement - Parkdale @ Bullfrog
ECWCD
ECWCD
$
39,040.44
#30 Parkdale Blvd. at 100%
23
4031
Milwaukee Blvd/Halfway Pond Security Fence
N/A
ECWCD
$
20,470.00
Secured Halway Pond with fencing along Milwaukee Blvd.
24
4033
Greenbriar 6 Structure
ECWCD
ECWCD
$
9,534.00
Installed a culvert under Rolling Dr. to connect Greenbriar & Bertha Lake
25
4034
Greenbriar 7 Structure
ECWCD
ECWCD
$
11,562.57
Installed a structure on culverts under Lakeridge Blvd.
4f
4008
2007 Facility Review Critical Culverts (Replace 27) #22-26
ECWCD
ECWCD
$
175,989.00
#22 Homestead Rd - #23 Alvin Ave - #24 Davis Rd - #25 Edison Ave - #26 Lincoln Ave.
4e
4008
2007 Facility Review Critical Culverts (Replace 27) #21 (2013/14)
ECWCD
ECWCD
$
62,324.00
#21 Parkdale Culvert Project 100%
4d
4008
2007 Facility Review Critical Culverts (Replace 27) 16-20 (2013)
ECWCD
ECWCD
$
$
119,842.00
2013 - In House Culverts - Finished (100%)
13
4027
Halfway Pond/Moving water south - Phase 1
RHT
JPM
$
340,000.00
$
340,000.00
$
338,789.78
Final Pay Request Sent to SFWMD Construction 100%
3
4041
Replace S-YT-1A & S-YT-1B
AIM
JPM
$
485,000.00
$
629,280.00
$
620,370.00
Construction 100% (start-up 3-10-10)
4a
4008
ECWCD
ECWCD
$
504,000.00
$
-
$
131,936.00
2010 - In House Culverts - 5 Culverts Completed (100%)
4b
4008
ECWCD
ECWCD
$
-
$
-
$
112,682.00
4c
4008
ECWCD
ECWCD
$
-
$
-
$
138,845.00
5
4009
Replace 3 Critical Weirs (S-A-1, S-A-2 & S-M-1)
AIM
TMC
$
1,016,930.00
$
1,022,764.00
$
1,015,213.00
6
4010
ECARP 2.4, Replace S-P-1, S-AW-2
AIM
JPM
$
250,000.00
$
392,840.00
$
399,090.00
Construction 100%
8b
4014
Headquarters - Office Bldg & Site Work
AIM BHPK
OAK
$
850,000.00
$
850,000.00
$
852,450.23
Finished.
8
4014
Headquarters - Maintenance Facility & Site Work
AIM
OAK
$
1,572,411.00
$
1,572,411.00
$
1,464,257.00
Finished.
BHPK
$
150,000.00
-
$
-
Project closed. 100% completed.
Change from last report
Funded by:
South Florida Water Management
Florida Dept of Environmental Protection
Not yet determined
\\ecwcddata\dep1\WORKING DOCUMENTS\Board Packets\2016 Capital Improvement Tracking Reports FY2016\Capital Improvement Tracking Report 5-31-16.xlsx
Multiple Org/Indiv
6/13/2016
COMBINED BALANCE SHEET
April 30, 2016 (Un-Audited)
CAPITAL PROJECTS FUNDS
INFRASTRUCTURE
LAND
CAPITAL
PROJECTS
ACQUISITION
EQUIPMENT
DEBT
SERVICE
GENERAL
TOTAL
ASSETS
Cash and cash equivalents
$
Restricted cash and cash equivalents
Due from other governments
Due from other funds
Accounts receivable, net
Investments - SBA
Investments - Fifth Third Now
Investments - PCB
Miscellaneous
Total assets
$
4,547,836
475
65,384
1,481,189
1,009,996
1,025
7,105,905
$
$
628,066
6,476
6,213
640,755
$
$
1,070
1,070
$
$
108,287
108,287
$
$
318,958
318,958
$
$
5,175,902
6,476
434,528
475
65,384
1,481,189
1,009,996
1,025
8,174,975
LIABILITIES AND FUND BALANCE
LIABILITIES
Accounts payable
Retainage payable
Due to other funds
Deferred revenue
Accrued liabilities
Total liabilities
$
Fund Balance - Designated
Fund Balance - Undesignated
TOTAL FUND BALANCE
Total liabilities and fund balance $
58,666
434,528
5
493,199
$
6,612,706
7,105,905
-
$
640,755
$
640,755
10,597
10,597
$
(9,527)
$
1,070
-
$
108,287
$
108,287
-
$
7,671,179
318,958
$
318,958
69,263
434,528
5
503,796
$
8,174,975
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
Month-to-Date
REVENUES
Tax assessments
Tax assessments - PY/Penalties/Interest
Tax Assessment - Discounts
Permit fees
Intergovernmental Revenue
Miscellaneous revenue
Interest income
Asset disposition
Total revenues
GENERAL
$
CAPITAL
LAND
CAPITAL
PROJECTS
ACQUISITION
EQUIPMENT
DEBT
SERVICE
- $
1,070
1,070
-
$
585
585
TOTAL
$
334,231
9,050
(118)
1,999
678
345,840
344
666
344,173
- $
12
12
76,331
63,330
139,661
-
-
-
-
76,331
63,330
139,661
148,696
46,958
195,654
-
-
-
-
148,696
46,958
195,654
-
-
49,622
-
49,622
335,315
-
49,622
-
7,288
189
7,477
7,288
189
392,414
8,858
12
(48,552)
-
(6,892)
(46,574)
46,522
46,522
-
334,231 $
9,050
(118)
-
EXPENDITURES
Current
Physical environment
Administration
Personal services
Operating expenses
Total administration
Stormwater Operations
Personal services
Operating expenses
Total Stormwateroperations
Capital outlay
Debt service
Principal
Interest
Other
Total expenditures
Excess of revenues
over (under) expenditures
OTHER FINANCING SOURCES (USES)
Transfers In
Transfers Out
Proceeds from sale of fixed assets
Total other financing sources and uses
Net change in fund balance
Fund balance - beginning
Fund balance - ending
(46,522)
(46,522)
$
(37,664) $
6,650,370 $
6,612,706 $
12 $
640,743 $
640,755 $
(2,030) $
(7,497) $
(9,527) $
- $
108,287 $
108,287 $
(6,892) $
325,850 $
318,958 $
46,522
(46,522)
(46,574)
7,886,557
7,671,179
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCEBUDGET AND ACTUAL - GENERAL FUND
Benchmark 58%
REVENUES
Tax assessments
Permit fees
Intergovernmental Revenue
Interest income
Asset disposition
Total revenues
BUDGET
$
VARIANCE
FAVORABLE
(UNFAVORABLE)
ACTUAL
4,760,388 $
436,180
(142,812)
2,000
2,500
5,058,256
4,165,433 $
147,077
(136,521)
389,000
25,920
4,401
4,595,310
(594,955) $
(289,103)
6,291
389,000
23,920
1,901
(462,946)
PERCENTAGE
OF ACTUAL
TO BUDGET
87.50%
33.72%
95.59%
0.00%
0.00%
1296.00%
176.04%
0.00%
90.85%
EXPENDITURES
Current
Administration
Personal services
Operating expenses
Personal services
Operating expenses
860,638
626,357
1,486,995
516,103
425,675
941,778
344,535
200,682
545,217
59.97%
67.96%
63.33%
1,706,887
632,232
2,339,119
891,935
234,642
1,126,577
814,952
397,590
1,212,542
52.26%
37.11%
48.16%
Capital outlay
Debt service
Principal
Interest
Other
Total expenditures
-
-
-
0.00%
3,826,114
2,068,355
1,757,759
0.00%
0.00%
0.00%
54.06%
Excess of revenues
1,232,142
2,526,955
1,294,813
205.09%
2,473,271
2,473,271
0.00%
8.84%
0.00%
8.84%
Transfers In
Transfers Out
Proceeds from issuance of notes payable
(2,713,181)
(2,713,181)
$
$
(1,481,039)
4,325,661 $
2,844,622 $
(239,910)
(239,910)
2,287,045
4,325,661 $
6,612,706 $
3,768,084
1,587,816 $
5,355,900 $
-154.42%
155.82%
232.46%
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCEBUDGET AND ACTUAL - DEBT SERVICE FUND
Benchmark 58%
REVENUES
Tax assessments
Permit fees
Intergovernmental - Grants
Interest income
Asset disposition
Total revenues
BUDGET
$
VARIANCE
FAVORABLE
(UNFAVORABLE)
ACTUAL
- $
-
- $
-
- $
(626)
(626)
PERCENTAGE
OF ACTUAL
TO BUDGET
0.00%
0.00%
0.00%
0.00%
745
745
119
119
15.97%
0.00%
15.97%
-
-
-
0.00%
0.00%
0.00%
-
-
-
0.00%
0.00%
0.00%
-
-
-
473,303
444,152
917,455
281,787
234,006
515,793
191,516
210,146
401,662
59.54%
52.69%
0.00%
56.22%
(916,710)
(515,674)
401,036
56.25%
(916,710)
(916,710)
0.00%
0.00%
0.00%
0.00%
EXPENDITURES
Current
Administration
Personal services
Operating expenses
StormwaterOperations
Personal services
Operating expenses
Total heavy equipment
Capital outlay
Debt service
Principal
Interest
Other
Total expenditures
Excess of revenues
Transfers In
Transfers Out
916,710
916,710
$
$
1,156,429 $
1,156,429 $
(515,674)
1,156,429 $
640,755 $
(515,674)
39 $
(515,635) $
-
0.00%
100.00%
55.41%
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCEBUDGET AND ACTUAL - CAPITAL PROJECTS FUND
Benchmark 58%
REVENUES
Tax assessments
Permit fees
Miscellaneous Revenue
Interest income
Asset disposition
Total revenues
BUDGET
$
VARIANCE
FAVORABLE
(UNFAVORABLE)
ACTUAL
- $
1,224,800
1,224,800
- $
10,959
10,959
- $
(1,224,800)
10,959
(1,213,841)
PERCENTAGE
OF ACTUAL
TO BUDGET
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.89%
EXPENDITURES
Current
Administration
Personal services
Operating expenses
Personal services
Operating expenses
Capital outlay
Debt service
Principal
Interest
Other
Total expenditures
Excess of revenues
Transfers In
Transfers Out
-
-
-
0.00%
0.00%
0.00%
-
-
-
0.00%
0.00%
0.00%
2,757,812
260,396
2,497,416
9.44%
2,757,812
260,396
2,497,416
0.00%
0.00%
0.00%
9.44%
(1,533,012)
(249,437)
1,283,575
16.27%
1,533,012
1,533,012
239,910
239,910
(1,293,102)
(1,293,102)
15.65%
0.00%
0.00%
15.65%
$
- $
(9,527)
(9,527) $
(9,527)
(9,527) $
0.00%
0.00%
0.00%
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCEBUDGET AND ACTUAL - LAND ACQUISITION FUND
Benchmark 58%
REVENUES
Tax assessments
Permit fees
Interest income
Asset disposition
Total revenues
BUDGET
$
VARIANCE
FAVORABLE
(UNFAVORABLE)
ACTUAL
- $
-
PERCENTAGE
OF ACTUAL
TO BUDGET
-
- $
-
- $
-
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
-
-
-
0.00%
0.00%
0.00%
-
-
-
0.00%
0.00%
0.00%
-
6,766
(6,766)
0.00%
-
6,766
(6,766)
0.00%
0.00%
0.00%
0.00%
-
(6,766)
(6,766)
0.00%
EXPENDITURES
Current
Administration
Personal services
Operating expenses
Personal services
Operating expenses
Capital outlay
Debt service
Principal
Interest
Other
Total expenditures
Excess of revenues
Transfers In
Transfers Out
-
$
$
115,053 $
115,053 $
(6,766)
115,053 $
108,287 $
(6,766)
- $
(6,766) $
0.00%
0.00%
0.00%
0.00%
0.00%
100.00%
94.12%
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCEBUDGET AND ACTUAL - EQUIPMENT REPAIR & REPLACEMENT FUND
Benchmark 58%
REVENUES
Permit fees
Asset disposition
Total revenues
BUDGET
$
VARIANCE
FAVORABLE
(UNFAVORABLE)
ACTUAL
25,000 $
15,000
40,000
25,135 $
11,896
36,600
73,631
135 $
(3,104)
36,600
33,631
PERCENTAGE
OF ACTUAL
TO BUDGET
100.54%
79.31%
0.00%
184.08%
EXPENDITURES
Current
Administration
Operating expenses
Operating expenses
Capital outlay
Debt service
Principal
Interest
Other
Total expenditures
Excess of revenues
Transfers In
Transfers Out
Proceeds from issuance of capital lease
-
-
-
0.00%
0.00%
-
-
-
0.00%
0.00%
422,797
440,011
(17,214)
104.07%
71,059
2,462
496,318
50,581
1,759
492,351
20,478
703
3,967
71.18%
71.45%
0.00%
99.20%
(456,318)
(418,720)
37,598
91.76%
(263,459)
(263,459)
0.00%
0.00%
0.00%
0.00%
263,459
263,459
$
$
(192,859)
737,678 $
544,819 $
(418,720)
737,678 $
318,958 $
(225,861)
(33,920) $
(259,781) $
217.11%
100.00%
58.54%
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
Year-to-Date
REVENUES
Tax assessments
Permit fees
Interest income
Asset disposition
Total revenues
GENERAL
$
CAPITAL
LAND
CAPITAL
PROJECTS
ACQUISITION
EQUIPMENT
DEBT
SERVICE
- $
10,959
10,959
-
$
25,135
11,896
36,600
73,631
TOTAL
$
4,165,433
147,077
(136,521)
25,135
389,000
48,775
4,520
36,600
4,680,019
4,165,433 $
147,077
(136,521)
389,000
25,920
4,401
4,595,310
- $
119
119
516,103
425,675
941,778
-
-
-
-
516,103
425,675
941,778
891,935
234,642
1,126,577
-
-
-
-
891,935
234,642
1,126,577
EXPENDITURES
Current
Administration
Personal services
Operating expenses
Personal services
Operating expenses
Capital outlay
Debt service
Principal
Interest
Other
Total expenditures
-
-
260,396
6,766
440,011
707,173
2,068,355
281,787
234,006
515,793
260,396
6,766
50,581
1,759
492,351
332,368
235,765
3,343,661
Excess of revenues
2,526,955
(515,674)
(249,437)
(6,766)
(418,720)
1,336,358
Transfers In
Transfers Out
(239,910)
(239,910)
$
2,287,045
4,325,661
6,612,706 $
(515,674)
1,156,429
640,755 $
239,910
239,910
(9,527)
(9,527) $
(6,766)
115,053
108,287 $
(418,720)
737,678
318,958 $
239,910
(239,910)
1,336,358
6,334,821
7,671,179
East County Water Control District
Memo
To: Board of Commissioners
From: Bill Walker
Date: 6/13/2016
Re: Field Report
The following Field Report details the field activities completed during the month
of May 2016. Staff is hereby requesting that the Board of Commissioners accept
this report.
1) Canals Sprayed:
Crews started are continuing with the chemical mowing application on the
canal ROW’s. Staff has also started the first herbicide application behind the
mowing crews.
2) Canal Cleanout:
Canal clean out is on schedule for the year.
3) Canal Mowing:
Mowing crews are in full operation on the mowing circuit. Approximately
40% of the District has been mowed as of 6/13/2016.
4) Canal Grading and Clearing:
Crews are working on special projects and culvert replacement projects. One
grading operator started grading behind the canal cleanout machines.
5) Right of Way Program:
During the Month of May staff performed Right of Way inspections on
canals ahead of the cleanout program. Staff also started the first 25% of the
next 5 year facility review.
6) Preserves:
Preserve maintenance has ended and will not start back until Fall/Winter.
7) Water Quality:
Staff has reviewed the water quality results from the City of Cape Coral for
the month of May. The results seem normal and in line for this time of year.
8) Facilities:
No notable changes have occurred with the Districts facilities over the last
month. Staff has continued to maintain the parks with mowing, mulching
and trash removal.
9) Feet Maintenance:
Normal fleet maintenance has occurred during the last month.
10) Education/ Meetings:
Staff attended the NPDES monthly meeting.
11) Vandalism:
None to Report.
Lee & Hendry County Tax Collections
Current Year
Cumulative Tax Revenues: % of Budget and Gross Dollars
FY 2012 - FY 2016
Nov
Dec
Jan
Feb
Mar
Collections
Apr
May
Jun
Jul
Aug
Sept
Oct
Collections
thru October
FY
Budget
2012
4,539,532
692,057
692,057
0.152
2,129,626
2,821,683
0.619
242,137
3,063,820
0.672
322,705
3,386,526
0.743
237,688
3,624,213
0.795
345,645
3,969,858
0.871
170,560
4,140,418
0.909
287,813
4,428,231
0.972
54,001
4,482,233
0.984
26,534
4,508,767
0.989
23,107
4,531,874
0.995
29,925
4,561,799
1.001
4,561,799
2013
4,556,831
700,633
700,633
0.154
2,108,196
2,808,829
0.616
200,659
3,009,488
0.664
395,694
3,405,182
0.751
203,585
3,608,767
0.796
336,521
3,945,288
0.870
203,424
4,148,713
0.915
295,632
4,444,345
0.980
37,234
4,481,579
0.988
21,896
4,503,476
0.993
116,969
4,620,445
1.019
26,778
4,647,223
1.025
4,647,223
2014
4,534,696
822,438
822,438
0.177
2,073,983
2,896,421
0.622
245,496
3,141,917
0.675
319,287
3,461,204
0.744
244,913
3,706,118
0.796
344,034
4,050,152
0.870
179,156
4,229,308
0.909
369,017
4,598,325
0.988
37,543
4,635,868
0.996
9,794
4,645,661
0.998
12,286
4,657,947
1.001
10,723
4,668,670
1.003
4,668,670
2015
4,653,784
700,868
700,868
0.152
2,150,532
2,851,400
0.618
280,094
3,131,494
0.678
289,181
3,420,675
0.741
217,778
3,638,453
0.788
365,703
4,004,156
0.867
161,110
4,165,266
0.902
393,012
4,558,278
0.987
27,337
4,585,616
0.993
19,880
4,605,495
0.997
29,988
4,635,484
1.004
37,039
4,672,523
1.012
4,672,523
2016
4,617,576
699,242
699,242
0.151
2,180,257
2,879,499
0.624
260,379
3,139,878
0.680
318,687
3,458,565
0.749
236,233
3,694,799
0.800
334,113
4,028,912
0.873
157,716
4,186,627
0.907
4,186,627
0.907
4,186,627
0.907
4,186,627
0.907
4,186,627
0.907
4,186,627
0.907
4,186,627
Collections by Dollar
5,000,000
4,000,000
FY 2012
3,000,000
FY 2013
FY 2014
FY 2015
FY 2016
2,000,000
1,000,000
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Collections by %
1.200
1.000
0.800
FY 2012
FY 2013
FY 2014
0.600
FY 2015
FY 2016
0.400
0.200
0.000
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Lee & Hendry County Tax Collections
Current Year, Prior Years, Interest and Penalties
FY 2012 - FY 2016
Nov
Dec
Jan
Collections
Apr
Jul
188,611
4,228,168
0.901
312,595
4,540,762
0.967
68,859
4,609,622
0.982
47,140
4,656,762
0.992
34,792
4,691,554
0.999
43,426
4,734,980
1.009
4,734,980
380,763
4,096,441
0.870
227,269
4,323,710
0.918
327,903
4,651,613
0.988
47,758
4,699,371
0.998
53,870
4,753,241
1.009
306,910
5,060,151
1.075
56,934
5,117,085
1.087
5,117,085
258,566
4,113,656
0.845
363,798
4,477,454
0.920
199,583
4,677,037
0.961
390,563
5,067,600
1.041
65,467
5,133,067
1.055
23,077
5,156,144
1.060
39,962
5,196,106
1.068
41,565
5,237,671
1.076
5,237,671
307,767
3,530,455
0.723
244,524
3,774,979
0.773
400,152
4,175,130
0.855
183,515
4,358,646
0.893
459,405
4,818,051
0.987
45,040
4,863,090
0.996
61,730
4,924,820
1.009
51,608
4,976,428
1.020
67,491
5,043,919
1.033
5,043,919
376,442
3,583,909
0.734
248,917
3,832,826
0.785
343,163
4,175,989
0.856
187,352
4,363,341
0.894
4,363,341
0.894
4,363,341
0.894
4,363,341
0.894
4,363,341
0.894
4,363,341
0.894
Budget
Mar
2012
4,654,188
697,241
697,241
0.149
2,141,959
2,839,200
0.605
250,246
3,089,447
0.658
336,860
3,426,307
0.730
248,590
3,674,896
0.783
364,660
4,039,557
0.861
2013
4,694,077
722,720
722,720
0.154
2,125,822
2,848,541
0.607
207,439
3,055,980
0.649
444,602
3,500,582
0.743
215,095
3,715,678
0.789
2014
4,708,647
987,198
987,198
0.203
2,212,411
3,199,609
0.658
289,598
3,489,207
0.717
365,883
3,855,090
0.792
2015
4,866,242
739,097
739,097
0.151
2,173,778
2,912,875
0.597
309,813
3,222,688
0.660
2016
4,881,035
724,598
724,598
0.148
2,196,303
2,920,901
0.598
286,566
3,207,467
0.657
Aug
Sept
Oct
4,363,341
6,000,000
5,000,000
4,000,000
FY 2012
FY 2013
FY 2014
3,000,000
FY 2015
FY 2016
2,000,000
1,000,000
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Collections by %
1.200
1.000
FY 2012
0.800
FY 2013
FY 2014
0.600
FY 2015
FY 2016
0.400
0.200
0.000
Nov
Dec
Jan
Collections
thru October
Jun
Feb
May
FY
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Total Revenue Collections
FY 2012 - FY 2016
FY
Collections
Apr
Collections
thru October
Budget
Nov
2012
4,690,188
703,318
703,318
0.146
2,132,861
2,836,179
0.590
207,439
3,043,618
0.633
462,913
3,506,531
0.729
215,295
3,721,826
0.774
374,046
4,095,872
0.852
194,388
4,290,260
0.892
322,319
78,867
51,131
39,748
303,973
4,612,578 4,691,445 4,742,576 4,782,325 5,086,298
0.959
0.976
0.986
0.994
1.058
5,086,298
2013
4,809,077
761,753
761,753
0.158
2,128,530
2,890,282
0.601
314,185
3,204,467
0.669
478,373
3,682,840
0.768
233,176
3,916,016
0.817
386,817
4,302,832
0.898
228,893
4,531,726
0.946
332,889
62,434
54,276
310,021
47,294
4,864,615 4,927,049 4,981,324 5,291,345 5,338,639
1.015
1.028
1.039
1.104
1.114
5,338,639
2014
4,792,327
1,024,023
1,024,023
0.208
2,247,073
3,271,096
0.666
336,718
3,607,814
0.735
336,291
3,944,105
0.803
325,048
4,269,153
0.869
359,146
4,628,298
0.942
196,378
4,824,676
0.982
388,494
73,457
43,303
48,685
41,565
5,213,170 5,286,628 5,329,930 5,378,615 5,420,180
1.061
1.076
1.085
1.095
1.104
5,420,180
2015
4,911,487
752,062
752,062
0.122
2,182,916
2,934,978
0.477
334,450
3,269,428
0.532
2,518,934
5,788,362
0.941
250,202
6,038,563
0.982
404,905
6,443,468
1.048
238,327
6,681,795
1.086
466,427
51,483
64,486
57,166
91,503
7,148,222 7,199,705 7,264,191 7,321,357 7,412,860
1.162
1.170
1.181
1.190
1.205
7,412,860
2016
6,151,080
827,684
827,684
0.135
2,209,717
3,037,401
0.494
689,045
3,726,446
0.606
380,888
4,107,334
0.668
255,116
4,362,450
0.709
345,840
4,708,290
0.765
189,690
4,897,980
0.796
4,897,980 4,897,980 4,897,980 4,897,980 4,897,980
0.796
0.796
0.796
0.796
0.796
Dec
Jan
Feb
Mar
May
Jun
Jul
Aug
Sept
Oct
4,897,980
8,000,000
7,000,000
6,000,000
FY 2012
5,000,000
FY 2013
FY 2014
4,000,000
FY 2015
FY 2016
3,000,000
2,000,000
1,000,000
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Collections by %
1.400
1.200
1.000
FY 2012
FY 2013
0.800
FY 2014
FY 2015
0.600
FY 2016
0.400
0.200
0.000
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct

2016-06-20 Regular Board Meeting Packet

Transcription

Similar documents

2009 Flyer - Carbon Lehigh Intermediate Unit 21

A Comforting Place When Facing Cancer…

2693 Summerchase Lane Sec. A Lot 14 of Aldwyck 8.41 Acres

Beckham Co, OK Cotton Farm

178 John Aselford Driveway, Kanata K2W 1A8 Property Feature Sheet

59 Acres Westlock Brochure 28.04.2016

Freedom Business Park - Powell`s Point, NC

Florida Odyssey of the Mind—2016 Apparel

Full Brochure

FE GRADUATION BOOKLET 2016-Final7-26-16.pub (Read