Monday, December 10, 2018, 6:02 pm
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2017 / 2018 District Accomplishments

Outlined below are the District’s 2017 and 2018 accomplishments.  In reviewing the 2018 accomplishments at the November Board meeting, the Chairman acknowledged the hard work of each Supervisor as well significant contributions by Cardno, Hopping Green & Sams, Rizzetta, WTS as well as numerous contractors and residents who have supported the efforts of the District.

2018 District Accomplishments

 

  • Clubhouse Pool
    • Completed the repair of the pool slide, tower and stairs, saving over $300,000 compared to the complete replacement envisioned by the prior Board
    • Completed a geotechnical survey to determine whether the soil under the pool needed to be stabilized to prevent future cracks
      • Based on the results of the geotechnical survey, stabilized the soil underneath the pool to prevent future cracking
    • Initiated the resurfacing of the pool; T-date for completion is November 22
    • Purchased new pool furniture; T-date for delivery is Nov 12.
    • Engaged a landscape designer to suggest how to refresh the pool landscaping, hardscaping, and shade structures as well as providing easy access to Outfitters and the lagoon.
  • Clubhouse
    • Completed the refurbishment of the entire clubhouse for $208,640 saving $106,000 versus the original estimate of $315,000
    • Repaired the roof leak in the fitness center
    • In the men’s locker room at the fitness center, installed new flooring and wall tiles, repaired shower stalls, and repainted walls.
    • Replaced the ceiling fans on the pool deck patio and the second floor of the clubhouse
    • Installed kick plates and painted the clubhouse doors to extend their useful life.
      • Because the doors had not been properly maintained, staining was no longer a viable option
    • Facility management
      • Cleaned and sealed all pavers throughout the community
      • Repaired sidewalks throughout the community
      • Milled and resurfaced 1,300 linear feet of roadways on Manns Harbor and 1,000 feet on Fishersound
      • Painted and completed other maintenance on the boat lift
      • Engaged a contractor to install shades at the Clubhouse and Landing Park playgrounds
      • Updated the Capital Reserve study to ensure the District is properly budgeting for repairs and replacement of all capital assets
      • Signed a contract with Siesta Key to complete the outdoor maintenance painting of the clubhouse, fitness center, clubhouse patio and walkway, Dockers, Outfitters, gatehouses, tennis facility, and monuments throughout the community
      • Engaged a contractor to replace the roof thatching on all Tiki Huts at Landing Park
      • Approved the repair of the roof covering the boat dock cabana
      • Approved the repair of all windows and doors at Dockers, our children’s facility
      • Approved updating all street signs to conform with county guidelines
    • Landscaping
      • Completed the pruning of all street trees and other oak trees on common property owned by the CDD.
      • While working within a constrained budget, sought to maintain/enhance the landscaping quality throughout the community
    • Boats, docks and lifts
      • Took steps to ensure all vessels in the community are properly registered
      • Approved 19 docks and boat lift installations for residents
      • Installed a floating dock near the volleyball courts to facilitate water access for small vessels
      • The District reviewed the issue of dredging under and around private boat lifts and determined that at this time, this is an issue between the developer which owns the waterways and the affected resident who has an easement under the boat lift.  The District identified a point of contact to whom concerns by residents about dredging can be communicated.
      • Updated the District Waterway and Boating Facilities rules
      • The Board approved negotiating with the Save the Manatee Club to give the District greater latitude in setting the amount and structure of vessel fees within the community
    • Seawall
      • Authorized Land & Sea Master repairing four emergency lots and several restrictors post Hurricane Irma. After Land & Sea Masters would not agree to terms, the District terminated negotiations with Land & Sea Master and authorized staff to negotiate a contract for the Master Project (including the four emergency lots) with Dock Solutions
        • Subsequently, the contract with Dock Solutions was entered into and then terminated before actual work began, due to Dock Solutions failure to perform in accordance with the terms of the signed agreement, further delaying the repair of these four lots
      • Defined specifications for a Design Build RFP. Finalized the content of the Design Build RFP, advertised the RFP and posted the RFP to the CDD website.
        • Implemented actions to increase the likelihood of more bidders responding to the District’s Design Build RFP, resulting in 7 bidders attending the pre-proposal conference; however, only one contractor submitted a bid and it was non-responsive
        • After the District did not receive any responsive bids, the District began direct negotiations with Hecker, Land & Sea Masters and Dock Solution
        • Negotiated and executed a contract with Dock Solutions; however, Dock Solutions was unable to obtain a Public Construction Bond even after the District subsequently divided the original contract into four separate contracts; therefore, the District terminated the contract with Dock Solutions
      • Executed a contract with Hecker to complete the emergency repairs of 1322 linear feet of seawall.
      • Executed a Land Clearing Agreement with Hecker to restore old test sites and staging areas
      • Approved a weep hole maintenance program.
        • Cardno completed the initial inspection and maintenance
        • Rizzetta will complete subsequent inspections and associated maintenance.
      • Seawall litigation
        • After a vigorous defense by the District, the litigants voluntarily dismissed their case without prejudice; however, as stated in their notice, “a dismissal without prejudice does not preclude the Plaintiffs from bringing a new action”.
      • Upland repairs
        • Engaged an independent “adjuster” to provide Supervisors with an assessment of the cost to fix damage to each resident’s upland structures
        • Made settlement offers to 38 residents, totaling $758,410.63; 26 settlement offers have been accepted by residents
        • The District is working with 15 other residents to complete their upland claims.
      • Finances
        • Over the last two fiscal years, although the Board authorized Special Assessments, totaling $1,995,610.79, and increases in ad valorem fees totaling $600,000, all of these funds have been allocated to seawall expenses (construction, upland claims, engineering fees, litigation and legal fees).
        • The District has $2,792,000 in seawall reserves (this number includes funds that will be transferred to the seawall fund after FY18/19 tax revenue is collected), despite the District’s inability to market a bond offering. These funds are for seawall reconstruction, upland claims, legal and engineering fees.
        • Hired a new Auditing firm at a lower cost
      • Amenities/WTS
        • Identified all areas within the community that could be used for new amenities
        • Approved converting the current tennis court lights to LED lights
        • Updated the Amenity Rule Handbook
        • Completed a survey of residents
        • In 2017/2018, WTS exceeded their revenue budget by $45k and came in $50k under budget for total expenditures, ultimately costing the district $96k less than anticipated
          • In 2017/2018, increased revenue by $13k and decreased expenses by $41k,  ultimately costing the district $54k  less compared to 2016/2017
        • Increased Summer Camp revenue by $13k from 2016/2017 to 2017/2018 ($50k versus $37k)
        • Increased Afterschool revenue by $6k from 2016/2017 to 2017/2018 ($57K versus $51k)
        • Currently offer 4-5 extracurricular programs for youth throughout the week, including tennis, dance, music and soccer
        • Doubled tennis revenue from 2016/2017 to 2017/2018 ($53k versus $25k)
        • Introduced several new, successful adult programs and events including Fall Madness, Sunset Sundays, and the Cypress Creek Produce Co-Op
        • Introduced several new, successful youth and family programs and events including Mickey’s Pancake Breakfast, the MiraBay Choir, Doggy Pool Party and Boat Safety Fun Day
      • Meeting management
        • Preliminary agendas are issued 14 days in advance
        • Agenda packets are issued 8 days in advance. Material in agenda packets are designed to facilitate decisions at meetings and improve communication and transparency with residents
        • Decisions needed at each meeting are outlined in the Agenda Packet in the Chairman’s Perspective. During meetings, Supervisors work hard to focus the meeting discussion on the decision needed
        • Audios of each meeting are posted online within 5 business days of a meeting
        • Meeting minutes are issued within 5 business days of their approval by Supervisors
        • Handled numerous, non-controversial issues via a Consent Agenda
        • Maintained an orderly and productive meeting environment without having FHP officers attend any meetings
      • Terrabrook, aka Newland
        • Except for the wetland mitigation area located within Tract C-1, Newland trimmed mangroves throughout the community
        • Newland replaced the dead bushes at Winterside Dr. and Manns Harbor
        • Newland cleaned and, as needed, repainted perimeter walls
        • Newland is cutting the Shell Point lawn twice a month during the growing season
        • Newland completed maintenance and repair work around the Sales Center
        • Newland completed some repairs of the lagoon Rip Rap adjoining their property.
      • Resident communication
        • The District is placing more resident information, e.g., vessel registration, dock and lift installation, upland protocol, upland intake forms, etc., on the CDD website
        • Supervisors have defined issues to be covered via a website Q&A for residents
        • For ongoing capital projects, District Staff has begun posting on the CDD website start and completion dates
        • With the goal of improving communication with residents, held the first Communication Workshop and scheduled similar monthly workshops for the balance of the year
      • Rizzetta
        • Established and implemented a maintenance protocol for the community’s capital assets
        • Approved hiring of additional Rizzetta onsite staff , so more projects can be handled by Rizzetta at a lower cost to the District
        • Established a protocol for overseeing activities of all vendors and tracking of invoices, thereby reducing costs while increasing quality
      • Security
        • Renegotiated the contract with Envera reducing our monthly fee by 12% and obtaining an $80,000 credit for new equipment
        • Installed faster, LED entry gates
        • Reversed the door swing on basketball courts resulting in no subsequent kick-ins
        • Installed additional as well as upgraded cameras in various locations throughout the community
        • Installed lane delineators to reduce gate strikes
      • Adopted a vision statement for the community

 

2017 District Accomplishments

 

  • Pool
    • Determined the pool slide and stairs could be repaired instead of being replaced, saving the community over $438,000 compared to prior estimates to refurbish the pool and replace the slide and tower ($700,000 vs $261,721).
    • Pool bathrooms are now air conditioned, improving resident enjoyment and minimizing the potential for mold
  • Clubhouse
    • Conducted a workshop to gain resident input on how to refurbish the clubhouse
    • Used resident input to define a Scope of Work for the project
    • Engaged a Designer and General Contractor
    • “Completed” the refurbishment of the entire clubhouse for $208,640 saving $106,000 versus the original estimate of $315,000
  • Landscaping
    • Throughout the community, removed ~35 palm trees and numerous shrubs. In some cases, palms were dead for over 2 years
      • Maintenance staff cut and removed 12 palms and 6 shrubs, saving the community approximate $10,200 compared to contractor pricing
    • Identified a contractor to complete the mulching of the entire community at a savings of $16,000 compared to prior years.
      • The chosen contractor did the mulching previously as a sub-contractor
    • Defined an RFP for pruning all street trees, solicited bids and will complete the project by the end of November.
    • Engaged John Toborg to oversee landscaping and provide recommendations to Board, thereby reducing costs while improving quality
  • Boat registration, docks and lifts
    • To save money and increase efficiency, reversed the prior Board’s decision to establish a sub-committee (EAC) to handle vessel issues.
    • Established a process for registering boats as well as approving the construction of new docks and lifts
    • Established a process for renewing vessel registrations
    • Defined and approved Boating Rules as well as an efficient enforcement procedure.
  • Seawall
    • To improve transparency and facilitate communication with residents who are unable to attend meetings, posted all reports, presentations and Q&As to the CDD website
    • Through effective representation by Hopping Green, the Courts validated our $19.8 million bond
    • Obtained from Hillsborough County Best Practices on design build RFPs as well as a list of seawall contractors
    • Defined specifications for a Design Build RFP. Finalized the content of the Design Build RFP, advertised the RFP and posted the RFP to the CDD website.
    • Implemented actions to increase the likelihood of more bidders responding to the District’s Design Build RFP, resulting in 7 bidders attending the pre-proposal conference
    • Initiated a Rip Rap pilot test
    • In consultation with a navigation expert, identified lots where Rip Rap is not viable due to navigation, cap rotation or other issues.
    • Completed a survey to identify residents willing to pay extra for vinyl instead of Rip Rap
    • Evaluated a repair proposal submitted by Foundation Masters
    • Completed a study to identified areas of short sheeting
    • Approved emergency fixes of 4 lots post Hurricane Irma
      • Signed a repair contract with Land and SeaMasters
    • Seawall litigation
      • Defined a litigation strategy document
      • The District proposed the case be placed on an expedited court schedule; however, Plaintiff’s Counsel indicated the Plaintiff’s “do not agree to fast track” the litigation.
      • The District is attempting to expedite mediation; however, the scheduling of mediation is dependent on when Plaintiff’s respond to discovery and deposition requests.
      • Limited District expenses through effective utilization of Legal Counsel engaged by our insurance provider
    • Upland repairs
      • Hired new legal counsel
      • Established a protocol for evaluating and settling upland claims. Protocol attempts to balance the needs of the District, affected residents and “paying” residents.  The protocol establishes a time line for submission of claims (within 30 days of observing a potential problem) as well as target dates for each subsequent step in the settlement process.
      • Made settlement offers to four residents
      • Working with 30 other residents to complete their claims.
    • Finances
      • For the first time in the community’s history, prioritized capital projects and defined a capital budget for the fiscal year
      • Reevaluated the need to spend $40,000 on crosswalk and new signage.
      • Opened a FEMA claim to potentially recover damages caused by Hurricane Irma
      • Hired a new Auditing firm at a lower cost
      • Approved a special assessment to ensure the District has adequate funding to stabilize prioritized seawalls.
      • Hired a new District Engineer with capabilities in numerous specialties thereby lowering District expenses while improving quality
      • Updated the capital reserve study to include all District assets and repair responsibilities
    • Amenities/WTS
      • Extended hours at Admiral’s Pointe clubhouse and pool
      • Approved the installation of a floating dock
      • Approved and implemented a non-resident tennis membership
      • Pickle ball lines were installed on both basketball courts. Lines for the second court were installed “in-house”, saving the community $350.
      • Installed “No trespassing” signs to appropriately limit use of facilities by non-residents
      • Updated amenity rules and enforcement policies
      • Substantially grew the After School program, which meets every day of the week and includes an extracurricular program every day.
      • Increased tennis revenue by 280% ($25,420 versus $9,137)
      • Increased Fitness Buddy revenue by 25% ($9,681 versus $7,745)
      • Exceeded by 16% the budgeted food and beverage revenue for the 12-month, Oct to Sept time frame ($169,236 vs $145,354), even though the clubhouse renovation project severely limited café functionality for 3 weeks.
      • WTS presented to the Board spending priorities for new amenities, repair of amenities and for new community events
    • Meeting management
      • Preliminary agendas are issued 14 days in advance
      • Agenda packets are issued 8 days in advance. Material in agenda packets are designed to facilitate decisions at meetings and improve communication and transparency with residents
      • Decisions needed at each meeting are outlined in the Agenda Packet, in the Chairman’s Perspective. During meetings, Supervisors work hard to focus the meeting discussion on the decision needed
      • Audios of each meeting is posted online within 5 business days of a meeting
      • Established responsibilities for Supervisor liaisons and assigned a Supervisor liaison for each complex project to improve efficiency.
      • Meeting minutes are issued within 5 business days of their approval by Supervisors
      • Handle numerous, non-controversial issues via a Consent Agenda
      • Maintained an orderly and productive meeting environment without having FHP officers attending most meetings
    • Terrabrook, aka Newland
      • The District established a protocol for conveyances, to facilitate smooth transfers and ongoing maintenance of parcels
      • Within 15 feet of the seawall at Parcel 101, Newland removed the Brazilian pepper and lead trees.
      • Newland is in the process of obtaining permits to prune Mangroves and complete other maintenance work in Tract C-1
      • Newland is replacing dead bushes at Winterside Dr. and Manns Harbor
      • Newland is cleaning and, as needed, repainting perimeter walls
      • Newland is cutting the Shell Point lawn twice a month during the growing season
      • Newland is engaging contractors to complete maintenance and repair work around the Sales Center
      • Newland is completing a study of their Rip Rap responsibilities and will initiate repair action as appropriate.
      • A Newland representative is now attending most CDD meetings to improve communication between the District and Newland
    • Resident communication
      • The District is placing more resident information, e.g., vessel registration, dock and lift installation, upland protocol, upland intake forms, etc., on the CDD website
      • Supervisors have defined issues to be covered via a website Q&A for residents
    • Updated boating rules and enforcement policies
      • Reduced new boat registration fees
    • Reduced the incidence of speeding in the community
    • Established a parking and trespassing protocol
    • Rizzetta
      • Established and implemented a maintenance protocol for the community’s capital assets
      • Purchased a truck, thereby lowering overall expenses by reducing what needs to be outsourced, e.g. pressure washing
      • Used Rizzetta employees instead of contractors to:
        • Replace street bulbs with LED lights, thereby saving installation and operations costs
        • Handle removal of the second entrance/exit gates, gate repairs, trespassing sign installation and roadway sign replacement, thereby reducing overall expenses while improving turnaround time
        • Handle portions of the clubhouse renovation (bar, fixtures and wire distribution)
        • Handle pool lighting repair and bulb replacement
        • Handle raccoon relocation, saving the community $10,500 ($350 per raccoon)
        • Repair the hot water heaters, saving the community $5,600 versus the vendors replacement estimate
        • Replaced 50 landscaping lights, saving the community $10,500 versus the contractor’s estimate
        • Repaired numerous voids behind residents’ seawall, saving thousands of dollars a month
      • Established a protocol for overseeing activities of all vendors and tracking of invoices, thereby reducing costs while increasing quality
      • Used a contractor to remediate the mold found in Dockers; however, used Rizzetta employees to handle the flooring and repainting, thereby reducing overall expenses
      • Determined the District’s preferred HVAC vendor was falling short on pricing, installation and ongoing maintenance; instituted corrective actions in each area
      • Switched the maintenance cell phone contract to Verizon to save money
      • Through effective negotiation:
        • Saved $7,000 in the purchase of power washing equipment
        • Reduced the boar trapping contract from $1,200/month to $500/month
        • Saved $800 on the lift inspection, $1,800 on the cherry picker rental and $3,500 on ???
      • Modified Rizzetta’s scope of responsibilities, thereby reducing overall costs while improving management efficiency

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